by Dr. John Maxwell 由专家约翰麦克斯韦

An earnest young man once approached me during a Q & A session, and asked, “What is the ONE THING I need to know to be a great leader?” as if he was searching for the hidden key to unlock the universe.一个认真的小伙子曾经找我，在一次答问会，并问： "是什么一回事，我需要知道它是一个伟大的领袖吗？ " ，因为如果他是搜寻隐藏的关键，以解开宇宙。 Amused by the simplicity of his question, my answer was equally simple: “To be a great leader, there’s more than ONE THING you need to know about leadership.”有趣的简单提问时，我的回答同样简单： "是一个伟大的领袖，有一个以上的事是你需要了解的有关领导" 。

Leadership is not easily reduced into a formula.领导是不会轻易降低到一个公式。 However, I understand the urge to try to wrap our hands around effective leadership by breaking it down into a manageable set of principles.不过，据我所知，敦促试图总结我们的手周围的有效领导，打破它成为一个可管理的一套原则。 In my research and study of leadership, one of the better simplifications I have found was developed by the team at the Gallup Organization.在我的研究和学习的领导，其中一个较好的简化，我发现是由团队在盖洛普组织。 After conducting extensive research on leaders across a broad spectrum of careers, Gallup boiled down leadership into seven essential qualities.经过广泛的研究，国家领导人接见全国有着广谱的职业，盖洛普归结领导分为七个必备的基本素质。 Their in-depth study culminated in the article, The Seven Demands of Leadership, appearing in the Gallup Management Journal.他们在深入学习，最后在文章中，由七名要求的领导方式，出现在盖洛普管理期刊。

In this edition of Leadership Wired, I’d like to review the findings of Gallup’s research, and supplement them with additional thoughts.在这一版的领导有线，我想检讨的结果，盖洛普的研究，并补充额外的想法。

The Seven Demands of Leadership七项要求领导

1. 1 。 Visioning. 远景规划。

The foundation of a vision is reality.该基金会的一个梦想，是现实。 Develop a reality statement before creating a vision statement.制定一个现实的声明之前，创建一个构想说明。 The reality statement should explain the present situation, the process of pursuing the vision, and the price which must be paid to realize the vision.现实的陈述应解释目前的情况来看，这一进程的实现抱负，且价格必须支付的，以实现愿景。 Be careful not to diminish the vision—it should be bold and daring—but refine the vision until it is realistic and achievable.小心，不要削弱视觉的，它应该大胆勇敢的，但完善的视野，直到它是现实的和可实现的。 A lack of realism in the vision today costs credibility tomorrow.缺乏现实主义的视野，今天的成本公信力的明天。

Leaders take the vision from “me” to “we.” They enlist others in a common vision by appealing to their values, interests, hopes, and dreams.领导把远景，从"我"到"我们" ，他们借助其他方面的共同愿景所吸引，他们的价值观，利益观，希望和梦想。 Teamwork makes the dream work, but a vision becomes a nightmare when the leader has a big dream and a bad team.团队工作，使梦想的工作，而是一种愿景变成一场噩梦，当领导人有一个大的梦想，一个坏的团队。

When we lose sight of the distinction between our plans and the vision we are pursuing, we set ourselves up for a large dose of discouragement.当我们忽略的区别，我们的规划目标和远景，我们追求的，我们为自己定下了一个大剂量的劝告。 A vision is a picture of what could and should be.远景是一幅什么可以而且应该。 A plan is a guess as to the best way to accomplish the vision.一项计划，是一个猜想，以最好的方式完成了视野。 Failed plans should not be interpreted as a failed vision.失败的计划不应被解释为是一个失败的视野。 Visions don’t change, they are only refined.愿景，也不会改变，他们只是细化。 Plans rarely stay the same, and are scrapped or adjusted as needed.计划很少留一样的，都是报废或调整后按需要发放。 Be stubborn about the vision, but flexible with your plan.被顽固的视野，而具有弹性的，与你的计划。

2. 2 。 Maximizing values. 最大化的价值观。
“By highlighting what is important about work, great leaders make clear what is important to them in life. " ，强调什么是很重要的关于工作，伟大的领导人作出明确什么是对他们非常重要的生活情趣。 They clarify how their own values – particularly a concern for people – relate to their work.他们弄清楚如何把自己的价值观-特别关注的人-涉及到他们的工作。 They also communicate a sense of personal integrity and a commitment to act based on their values.” ~ Gallup Management Journal他们还沟通意识，个人的诚信和承诺，以法为基础，他们的价值观" 。 〜盖洛普管理期刊

A principle is an external truth that is as reliable as a physical law such as the law of gravity.一个原则是一个外部的真理，是可靠的物理法等法律的重心。 When Solomon said, “A gentle answer turns away wrath, but a harsh word stirs up anger,” he stated a principle that is both universal and timeless.当所罗门王说， "是个温和的回答轮流离愤怒，但一个残酷的字眼挑起的怒火， "他的一个原则是普遍的和永恒的。 Principles are important because they function like a map allowing us to make wise decisions.原则是重要的，因为它们的功能就像一个地图，使我们做出明智的决定。 If we ignore them or deny their reliability, we become like travelers refusing to use a road map because we dispute its accuracy.如果我们不理会他们或否认它们的可靠性，我们变得像旅客拒绝使用一张路线图，因为我们争端其准确性。

While we may acknowledge the reliability of many principles, we only internalize those we deem important.虽然我们可以承认的可靠性许多道理，我们只是在内部那些我们认为重要的。 When that happens, the principle has become a value that serves as the internal map we use to direct our lives.在此情况下，这一原则已成为一个价值，可作为内部地图，我们使用以指导我们的生活。 A value, then, is an internalized principle that guides our decisions.一个值，然后，是一个内部消化的原则，是指导我们的决定。

3. 3 。 Challenging Experiences. 富有挑战性的经历。
“By galvanizing people with a clear vision and strong values, the leaders we studied were able to challenge their teams to achieve significant work goals. "镀锌人民一个清晰的愿景和强烈的价值观，领导我们研究能够挑战他们的团队，以取得重大的工作目标。 In fact, those leaders themselves had been assigned significant challenging experiences at key points in their careers while being given the freedom to determine how they would achieve outcomes.” ~ Gallup Management Journal其实，这些领导人本身已指派重大挑战的经验，在关键点自己的事业，而获得自由，以确定它们将如何达成的成果" 。 〜盖洛普管理期刊

When others run from the challenge before them, leaders rise to the challenge before them.当别人来说，从挑战面前，领导积极迎接挑战，在他们的眼前。 English historian Arnold Toynbee has said, “Appropriate response to challenge is the basis for the rise of any society or organization.” A leader’s value to others is to lead them through difficult challenges by providing hope and bestowing courage.英国历史学家阿诺德汤因比曾表示， "适当的回应挑战是基础，为崛起的任何一个社会或组织的"领导者的价值，以他人的，就是要带领他们渡过困难的挑战提供了希望和赐予勇气。

4. 4 。 Mentoring 挚友
“The leaders we studied consistently had a close relationship either with their manager or someone in the best position to advise them. "领袖们，我们的研究始终进行了紧密的关系，无论是与他们的经理或某人处于最佳位置，向他们说明。 This is often someone from outside their organization who serves as their mentor.” ~ Gallup Management Journal这常常是有人从外地组织的人充当他们的导师" 。 〜盖洛普管理期刊

Relationships define who we are and what we become.关系界定我们是谁和我们成了。 Stick to the confines of self and you’ll remain immature and small.坚持以禁锢自我，你就会相当不成熟和小。 Have the humility to learn from those around you.有谦卑学习，从你周围。 Identify people’s strengths and uniqueness and inquire about them.鉴定人的优势和独特性，并询问他们。 When learning is your passion and you value people, teachers will crop up all around you.当学习是你的热情和你的价值的人，老师就会出现在你身边。

5. 5 。 Building a Constituency 建设一个选区
“Beyond close one-to-one relationships, leaders also create rapport at many levels across their organization and beyond. "超越接近一比一的关系，各国领导人还创造融洽的，多层次的全国组织及以后。 They know the benefits of building a wide constituency…These leaders understand networks and the importance of networking.” ~ Gallup Management Journal他们知道的好处，建立一个广泛的选区… …这些领袖明白网络，并建立网络的重要性" 。 〜盖洛普管理期刊

Relationships are precious resources, and leaders accumulate social capital.人际关系是宝贵的资源，和领导人的积累社会资本。 As it is said, “Your network determines your net worth.” Networkers share experiences, opportunities, and advice, and they connect relationships.因为它是说， "你的网络，决定着你的净值。 "网际网路分享经验，机会和意见，它们连接关系。 By investing in the well-being of others, networkers naturally earn a return as they benefit from the reciprocated generosity of those they have helped.通过投资于福祉等，网路自然赚取回报，因为他们将从中分享回报的慷慨那些他们有帮助。

6. 6 。 Making Sense of Experience 决策意义上的经验
“In all their relationships, effective leaders enlighten others because they can make sense of experience.” ~ Gallup Management Journal "在所有的关系，有效的领导开导别人，因为它们能够使意识经验" 。 〜盖洛普管理期刊

Experience is to be cherished and absorbed.经验，是值得珍惜和吸收。 It comes at a price and once bought, experience should be explored until all its treasure is uncovered.说到当时的价格，一次买了，经验应该探讨，直至其所有的财宝浮出水面。 Experience is not the best teacher—evaluated experience is.经验是不是最好的教师评价的经验。 Reflection turns experience into insight.反思轮流经验转化为真知灼见。

“When a person with experience meets a person with money, the person with experience will get the money. "当一个人的经验，适应了人与钱，人的经验，将会得到钱。 And the person with the money will get experience.” ~ Leonard Lauder, president of Estee Lauder和该人的钱，将得到的经验" 。 〜莱纳德兰黛总统雅诗兰黛

7. 7 。 Knowing self 认识自我
“Effective leaders have an acute sense of their own strengths and weakness. "有效的领导有敏锐的意识，自己的长处和弱点。 They know who they are – and who they are not.他们知道他们是谁-他们是谁不是。 They don’t try to be all things to all people.他们不要试图将所有的东西，所有的人。 Their personalities and behaviors are indistinguishable between work and home.他们的性格和行为是无法区分的工作与家庭。 They are genuine.他们是真实的。 It is this absence of pretense that helps them connect to others so well.” ~ Gallup Management Journal正是这种缺席的幌子，可以帮助他们连接到其他人这么好" 。 〜盖洛普管理期刊

Productive leaders have matured to the point of honest self-awareness.富有成效的领导人已经成熟到如此地步的廉洁自律意识。 They couple knowledge with understanding.他们夫妇的知识与理解。 They have resources and means, but their grasp of meaning separates them from the pack.他们的资源和手段，但他们掌握的意义政企分开，他们从包。 They have know-how, but more importantly they know why.他们有诀窍，但更重要的，他们知道为什么。 Their sight generates insight.他们的视线产生洞察力。

Review: The Seven Demands of Leadership:综述： 7项要求领导：

Visioning远景规划
Maximizing Values价值最大化
Challenging Experience具有挑战性的经验
Mentoring挚友
Building a Constituency建设一个选区
Making Sense of Experience决策意义上的经验
Knowing Self认识自我

To read the Gallup Organization’s article, The Seven Demands of Leadership, written by Barry Conchie, go online to: http://gmj.gallup.com/content/11614/default.aspx阅读盖洛普公司组织的文章，由七名要求的领导方式，由书面巴里conchie ，上网到： http://gmj.gallup.com/content/11614/default.aspx