英語資源頻道為大家整理的雙語新聞下載：足球教練與企業(yè)老板哪個(gè)更難做，供大家閱讀參考。
Howard Wilkinson, former manager of Leeds United, knows about pressure: “No offence to captains of industry but even a FTSE 100 chairman can postpone a board meeting. A manager can’t postpone a football match and every match is a shareholder meeting, [sometimes] in front of 88,000 people.”
利茲聯(lián)隊(duì)(Leeds United)前主教練霍華德•威爾金森(Howard Wilkinson)明白什么是壓力：“我無意冒犯企業(yè)界的領(lǐng)袖們，但即便是富時(shí)100指數(shù)(FTSE 100)成分股企業(yè)的董事長(zhǎng)，也能推遲董事會(huì)會(huì)議。而足球俱樂部的主教練是不能推遲比賽的。每場(chǎng)比賽都是一次股東大會(huì)，（有時(shí)）要面對(duì)8.8萬人?！?BR> Mr Wilkinson’s comment also underlines what plenty of corporate executives – dazzled by insights imparted by their sporting idols – tend to forget. Leading a business is not like leading a sports team.
威爾金森的話還著重指出了很多企業(yè)高管（這些高管為其體育偶像傳授的深刻見解所傾倒）往往會(huì)忽視的東西：領(lǐng)導(dǎo)一家企業(yè)與領(lǐng)導(dǎo)一支球隊(duì)是不同的。
In fact, it is much harder.
實(shí)際上，前者的難度要大的多。
It is certainly tough at the top of both worlds. Mr Wilkinson was speaking at the launch of The Manager, a book of management insights from top football coaches such as Chelsea’s José Mourinho.
處在這兩個(gè)領(lǐng)域的最頂端肯定都很艱難。威爾金森是在《主教練》(The Manager)一書的發(fā)布會(huì)上發(fā)表上述言論的。這本書講述了一些秀足球主教練的管理見解，切爾西隊(duì)(Chelsea)的若澤•穆里尼奧(José Mourinho)就是其中之一。
In England, professional managers last on average 16 months. More than half never get a second chance. Their short tenure is lived under a spotlight controlled by voracious media, obsessive fans, capricious owners and overpaid and sometimes unruly players.
在英格蘭，職業(yè)足球主教練的平均任期為16個(gè)月。其中逾一半的人永遠(yuǎn)不會(huì)有第二次機(jī)會(huì)出任主教練。他們短暫的任期是在聚光燈下度過的，無孔不入的媒體、狂熱的球迷、反復(fù)無常的老板、以及薪資過高且有時(shí)不服管教的球員，都會(huì)讓他們成為公眾關(guān)注的焦點(diǎn)。
But there is a purity and focus to the football manager’s role that is rare in business. Few jobs are (literally) as goal-oriented, as bounded by rules and as divorced from the profit motive. Companies built by the owners of football clubs often turn over far more money than the clubs themselves. Coaches sometimes win broader responsibility – Sir Alex Ferguson at Manchester United was one – but that is the exception in football, the rule at companies.
但足球主教練角色的純粹性和專注性在企業(yè)界是不多見的。很少有什么工作（真的）像這樣足球主教練這樣以目標(biāo)為導(dǎo)向、受規(guī)則約束且不必考慮利潤(rùn)。足球俱樂部老板創(chuàng)辦的企業(yè)所賺的錢，通常會(huì)比俱樂部本身賺的錢多得多。主教練有時(shí)會(huì)承擔(dān)更廣泛的職責(zé)，曼徹斯特聯(lián)隊(duì)(Manchester United)的亞歷克斯•弗格森爵士(Sir Alex Ferguson)就是這樣一位主教練，但這種情況在足球界屬于例外，在企業(yè)界則屬于常規(guī)。
Anita Elberse, co-author of a Harvard Business School case study about Sir Alex, has written that his success and staying power “demand study” but that companies should not push the application of his approach to business too hard. Even football-mad consultant Mike Carson, author of The Manager, writes that lessons taught by Mr Mourinho and his peers are more about leadership than management.
哈佛商學(xué)院(Harvard Business School)針對(duì)亞歷克斯爵士的情況編寫了一項(xiàng)案例研究。該研究的一位作者阿妮塔•埃爾貝斯(Anita Elberse)寫道，亞歷克斯爵士的成功和長(zhǎng)期掌權(quán)“值得研究”，但企業(yè)不應(yīng)強(qiáng)行采用他的方式。就連酷愛足球的咨詢師、《主教練》一書作者邁克•卡森(Mike Carson)也寫道，穆里尼奧及其同行傳授給我們的經(jīng)驗(yàn)，更多的是關(guān)于領(lǐng)導(dǎo)力而非管理。
Such lessons are valid only at the highest level, though, where they risk being mere truisms. Football and business leaders all need to handle human beings. All take up arms in a “war for talent”. All are repaid for hard work and determination.
不過，這些經(jīng)驗(yàn)只在層級(jí)才適用，而在那個(gè)層級(jí)，它們可能只能算是一些不言而喻的道理。足球主教練和企業(yè)領(lǐng)導(dǎo)人都需要與人打交道，都需要應(yīng)對(duì)“人才大戰(zhàn)”，他們的辛勤工作和堅(jiān)定決心都會(huì)得到回報(bào)。
More interesting is where the roles differ. Is leading a sports team really as complicated as consultants and academics believe? Football managers themselves often come back to the simplicity of the win-lose-or-draw outcomes of matches against single opponents.
更有趣的是這兩種角色的不同之處。領(lǐng)導(dǎo)一支球隊(duì)真的像咨詢師和學(xué)者認(rèn)為的那樣復(fù)雜嗎？足球主教練自己往往會(huì)回歸簡(jiǎn)單，即與單一對(duì)手比賽的勝、負(fù)、平三種結(jié)果。
Compare this to Apple’s critical decision last week on the launch of new iPhone models. Tim Cook, chief executive, had to align pricing, innovation, brand and design considerations in a shifting market crowded with rivals, some of which he cannot even identify yet. If he concentrated only on the threat posed by, say, Samsung, he would be quickly outflanked by others.
將其與蘋果(Apple)最近在推出新款iPhone上所做的關(guān)鍵決定做個(gè)對(duì)比吧。蘋果首席執(zhí)行官蒂姆•庫(kù)克(Tim Cook)必須在一個(gè)充滿競(jìng)爭(zhēng)對(duì)手（其中一些對(duì)手他甚至還無法辨識(shí)出來）、不斷變化的市場(chǎng)中綜合考慮定價(jià)、創(chuàng)新、品牌和設(shè)計(jì)因素。如果他只關(guān)注比如說三星(Samsung)構(gòu)成的威脅，他將很快被其他競(jìng)爭(zhēng)對(duì)手超越。
Football managers’ plans are more tactical and are tied more closely to the next short-term challenge. The thoughtful Arsenal manager Arsène Wenger tells Mr Carson how hard it is to “sack 14 people every Friday morning [when he selects a team for the weekend] and then re-employ them on a Monday”. Failure to get this team selection right can doom managers’ careers, while failing chief executives can sometimes cling on. But football’s short-term focus also allows its leaders to recover swiftly, whereas corporate leaders’ big strategic mistakes, on people or product, can blight a company for years. Intel admits it missed the smartphone chip revolution. Last week Brian Krzanich, the new chief executive, staked its future on leapfrogging the competition with tiny chips for wearable devices. That is a far bigger call than a preseason squad reshuffle.
足球主教練的計(jì)劃側(cè)重戰(zhàn)術(shù)，與短期內(nèi)的下一場(chǎng)賽事聯(lián)系更為緊密。思維縝密的阿森納隊(duì)(Arsenal)主教練阿爾賽納•溫格(Arsène Wenger)告訴卡森，“每周五早晨舍棄14名球員（因?yàn)樗x定周末比賽的陣容）、然后周一再把他們招回來”是一件很棘手的事。主教練選不出正確的陣容可能會(huì)斷送自己的職業(yè)生涯，失敗的首席執(zhí)行官有時(shí)卻能保住自己的位子。不過，足球運(yùn)動(dòng)關(guān)注短期結(jié)果的這一特點(diǎn)，也讓主教練能夠迅速東山再起；而企業(yè)領(lǐng)導(dǎo)人在人員或產(chǎn)品方面犯下的重大戰(zhàn)略錯(cuò)誤，卻能對(duì)一家企業(yè)造成多年的拖累。英特爾(Intel)承認(rèn)，該公司錯(cuò)過了智能手機(jī)芯片革命。最近，該公司新任首席執(zhí)行官布賴恩•克爾扎尼奇(Brian Krzanich)將公司的未來押注于用于可穿戴設(shè)備的微型芯片，試圖以此來在競(jìng)爭(zhēng)中實(shí)現(xiàn)跨越式趕超。這個(gè)決定可比在賽季前調(diào)整陣容重大得多。
Mr Carson reckons the vast majority of what keeps business and sporting leaders awake at night relates to people management. Football managers’ motivational skills, their genuine love of the job (which far offsets the pressures, as Mr Mourinho pointed out at last week’s book launch), and their surprising humility about what they do, are worth copying. But to assume the Mourinho or Ferguson way would work for your own team of copywriters or accountants could be misleading. To take their narrow, often tactical approach when you should be worrying about strategy might even be dangerous. And when seeking the right candidate to run a FTSE 100 company, you should look for leadership potential honed outside the stadium.
卡森認(rèn)為，企業(yè)領(lǐng)導(dǎo)人和球隊(duì)主教練夜不能寐的絕大部分原因與人員管理有關(guān)。足球主教練的激勵(lì)能力、對(duì)工作的真正熱愛（正如穆里尼奧在最近新書發(fā)布會(huì)上指出的那樣，這遠(yuǎn)遠(yuǎn)抵消了這項(xiàng)工作帶來的壓力）、以及他們對(duì)自己所做工作的那種令人吃驚的謙遜，都值得人們效仿。但如果你認(rèn)為穆里尼奧或弗格森的方式適用于你的廣告文案撰稿人或會(huì)計(jì)師團(tuán)隊(duì)，那么你可能是被誤導(dǎo)了。在你應(yīng)當(dāng)操心戰(zhàn)略的時(shí)候采用他們那種適用范圍狹窄、往往側(cè)重戰(zhàn)術(shù)的方式，甚至可能給你帶來危險(xiǎn)。在你物色合適的人選來經(jīng)營(yíng)一家富時(shí)100指數(shù)成分股企業(yè)時(shí)，你應(yīng)該尋覓的是在球場(chǎng)之外磨練出來的領(lǐng)導(dǎo)潛力。
Howard Wilkinson, former manager of Leeds United, knows about pressure: “No offence to captains of industry but even a FTSE 100 chairman can postpone a board meeting. A manager can’t postpone a football match and every match is a shareholder meeting, [sometimes] in front of 88,000 people.”
利茲聯(lián)隊(duì)(Leeds United)前主教練霍華德•威爾金森(Howard Wilkinson)明白什么是壓力：“我無意冒犯企業(yè)界的領(lǐng)袖們，但即便是富時(shí)100指數(shù)(FTSE 100)成分股企業(yè)的董事長(zhǎng)，也能推遲董事會(huì)會(huì)議。而足球俱樂部的主教練是不能推遲比賽的。每場(chǎng)比賽都是一次股東大會(huì)，（有時(shí)）要面對(duì)8.8萬人?！?BR> Mr Wilkinson’s comment also underlines what plenty of corporate executives – dazzled by insights imparted by their sporting idols – tend to forget. Leading a business is not like leading a sports team.
威爾金森的話還著重指出了很多企業(yè)高管（這些高管為其體育偶像傳授的深刻見解所傾倒）往往會(huì)忽視的東西：領(lǐng)導(dǎo)一家企業(yè)與領(lǐng)導(dǎo)一支球隊(duì)是不同的。
In fact, it is much harder.
實(shí)際上，前者的難度要大的多。
It is certainly tough at the top of both worlds. Mr Wilkinson was speaking at the launch of The Manager, a book of management insights from top football coaches such as Chelsea’s José Mourinho.
處在這兩個(gè)領(lǐng)域的最頂端肯定都很艱難。威爾金森是在《主教練》(The Manager)一書的發(fā)布會(huì)上發(fā)表上述言論的。這本書講述了一些秀足球主教練的管理見解，切爾西隊(duì)(Chelsea)的若澤•穆里尼奧(José Mourinho)就是其中之一。
In England, professional managers last on average 16 months. More than half never get a second chance. Their short tenure is lived under a spotlight controlled by voracious media, obsessive fans, capricious owners and overpaid and sometimes unruly players.
在英格蘭，職業(yè)足球主教練的平均任期為16個(gè)月。其中逾一半的人永遠(yuǎn)不會(huì)有第二次機(jī)會(huì)出任主教練。他們短暫的任期是在聚光燈下度過的，無孔不入的媒體、狂熱的球迷、反復(fù)無常的老板、以及薪資過高且有時(shí)不服管教的球員，都會(huì)讓他們成為公眾關(guān)注的焦點(diǎn)。
But there is a purity and focus to the football manager’s role that is rare in business. Few jobs are (literally) as goal-oriented, as bounded by rules and as divorced from the profit motive. Companies built by the owners of football clubs often turn over far more money than the clubs themselves. Coaches sometimes win broader responsibility – Sir Alex Ferguson at Manchester United was one – but that is the exception in football, the rule at companies.
但足球主教練角色的純粹性和專注性在企業(yè)界是不多見的。很少有什么工作（真的）像這樣足球主教練這樣以目標(biāo)為導(dǎo)向、受規(guī)則約束且不必考慮利潤(rùn)。足球俱樂部老板創(chuàng)辦的企業(yè)所賺的錢，通常會(huì)比俱樂部本身賺的錢多得多。主教練有時(shí)會(huì)承擔(dān)更廣泛的職責(zé)，曼徹斯特聯(lián)隊(duì)(Manchester United)的亞歷克斯•弗格森爵士(Sir Alex Ferguson)就是這樣一位主教練，但這種情況在足球界屬于例外，在企業(yè)界則屬于常規(guī)。
Anita Elberse, co-author of a Harvard Business School case study about Sir Alex, has written that his success and staying power “demand study” but that companies should not push the application of his approach to business too hard. Even football-mad consultant Mike Carson, author of The Manager, writes that lessons taught by Mr Mourinho and his peers are more about leadership than management.
哈佛商學(xué)院(Harvard Business School)針對(duì)亞歷克斯爵士的情況編寫了一項(xiàng)案例研究。該研究的一位作者阿妮塔•埃爾貝斯(Anita Elberse)寫道，亞歷克斯爵士的成功和長(zhǎng)期掌權(quán)“值得研究”，但企業(yè)不應(yīng)強(qiáng)行采用他的方式。就連酷愛足球的咨詢師、《主教練》一書作者邁克•卡森(Mike Carson)也寫道，穆里尼奧及其同行傳授給我們的經(jīng)驗(yàn)，更多的是關(guān)于領(lǐng)導(dǎo)力而非管理。
Such lessons are valid only at the highest level, though, where they risk being mere truisms. Football and business leaders all need to handle human beings. All take up arms in a “war for talent”. All are repaid for hard work and determination.
不過，這些經(jīng)驗(yàn)只在層級(jí)才適用，而在那個(gè)層級(jí)，它們可能只能算是一些不言而喻的道理。足球主教練和企業(yè)領(lǐng)導(dǎo)人都需要與人打交道，都需要應(yīng)對(duì)“人才大戰(zhàn)”，他們的辛勤工作和堅(jiān)定決心都會(huì)得到回報(bào)。
More interesting is where the roles differ. Is leading a sports team really as complicated as consultants and academics believe? Football managers themselves often come back to the simplicity of the win-lose-or-draw outcomes of matches against single opponents.
更有趣的是這兩種角色的不同之處。領(lǐng)導(dǎo)一支球隊(duì)真的像咨詢師和學(xué)者認(rèn)為的那樣復(fù)雜嗎？足球主教練自己往往會(huì)回歸簡(jiǎn)單，即與單一對(duì)手比賽的勝、負(fù)、平三種結(jié)果。
Compare this to Apple’s critical decision last week on the launch of new iPhone models. Tim Cook, chief executive, had to align pricing, innovation, brand and design considerations in a shifting market crowded with rivals, some of which he cannot even identify yet. If he concentrated only on the threat posed by, say, Samsung, he would be quickly outflanked by others.
將其與蘋果(Apple)最近在推出新款iPhone上所做的關(guān)鍵決定做個(gè)對(duì)比吧。蘋果首席執(zhí)行官蒂姆•庫(kù)克(Tim Cook)必須在一個(gè)充滿競(jìng)爭(zhēng)對(duì)手（其中一些對(duì)手他甚至還無法辨識(shí)出來）、不斷變化的市場(chǎng)中綜合考慮定價(jià)、創(chuàng)新、品牌和設(shè)計(jì)因素。如果他只關(guān)注比如說三星(Samsung)構(gòu)成的威脅，他將很快被其他競(jìng)爭(zhēng)對(duì)手超越。
Football managers’ plans are more tactical and are tied more closely to the next short-term challenge. The thoughtful Arsenal manager Arsène Wenger tells Mr Carson how hard it is to “sack 14 people every Friday morning [when he selects a team for the weekend] and then re-employ them on a Monday”. Failure to get this team selection right can doom managers’ careers, while failing chief executives can sometimes cling on. But football’s short-term focus also allows its leaders to recover swiftly, whereas corporate leaders’ big strategic mistakes, on people or product, can blight a company for years. Intel admits it missed the smartphone chip revolution. Last week Brian Krzanich, the new chief executive, staked its future on leapfrogging the competition with tiny chips for wearable devices. That is a far bigger call than a preseason squad reshuffle.
足球主教練的計(jì)劃側(cè)重戰(zhàn)術(shù)，與短期內(nèi)的下一場(chǎng)賽事聯(lián)系更為緊密。思維縝密的阿森納隊(duì)(Arsenal)主教練阿爾賽納•溫格(Arsène Wenger)告訴卡森，“每周五早晨舍棄14名球員（因?yàn)樗x定周末比賽的陣容）、然后周一再把他們招回來”是一件很棘手的事。主教練選不出正確的陣容可能會(huì)斷送自己的職業(yè)生涯，失敗的首席執(zhí)行官有時(shí)卻能保住自己的位子。不過，足球運(yùn)動(dòng)關(guān)注短期結(jié)果的這一特點(diǎn)，也讓主教練能夠迅速東山再起；而企業(yè)領(lǐng)導(dǎo)人在人員或產(chǎn)品方面犯下的重大戰(zhàn)略錯(cuò)誤，卻能對(duì)一家企業(yè)造成多年的拖累。英特爾(Intel)承認(rèn)，該公司錯(cuò)過了智能手機(jī)芯片革命。最近，該公司新任首席執(zhí)行官布賴恩•克爾扎尼奇(Brian Krzanich)將公司的未來押注于用于可穿戴設(shè)備的微型芯片，試圖以此來在競(jìng)爭(zhēng)中實(shí)現(xiàn)跨越式趕超。這個(gè)決定可比在賽季前調(diào)整陣容重大得多。
Mr Carson reckons the vast majority of what keeps business and sporting leaders awake at night relates to people management. Football managers’ motivational skills, their genuine love of the job (which far offsets the pressures, as Mr Mourinho pointed out at last week’s book launch), and their surprising humility about what they do, are worth copying. But to assume the Mourinho or Ferguson way would work for your own team of copywriters or accountants could be misleading. To take their narrow, often tactical approach when you should be worrying about strategy might even be dangerous. And when seeking the right candidate to run a FTSE 100 company, you should look for leadership potential honed outside the stadium.
卡森認(rèn)為，企業(yè)領(lǐng)導(dǎo)人和球隊(duì)主教練夜不能寐的絕大部分原因與人員管理有關(guān)。足球主教練的激勵(lì)能力、對(duì)工作的真正熱愛（正如穆里尼奧在最近新書發(fā)布會(huì)上指出的那樣，這遠(yuǎn)遠(yuǎn)抵消了這項(xiàng)工作帶來的壓力）、以及他們對(duì)自己所做工作的那種令人吃驚的謙遜，都值得人們效仿。但如果你認(rèn)為穆里尼奧或弗格森的方式適用于你的廣告文案撰稿人或會(huì)計(jì)師團(tuán)隊(duì)，那么你可能是被誤導(dǎo)了。在你應(yīng)當(dāng)操心戰(zhàn)略的時(shí)候采用他們那種適用范圍狹窄、往往側(cè)重戰(zhàn)術(shù)的方式，甚至可能給你帶來危險(xiǎn)。在你物色合適的人選來經(jīng)營(yíng)一家富時(shí)100指數(shù)成分股企業(yè)時(shí)，你應(yīng)該尋覓的是在球場(chǎng)之外磨練出來的領(lǐng)導(dǎo)潛力。