Being responsible sometimes means pissing people off.

負責任不怕惹人討厭 謝聖鴻 譯

Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset.

試著想討好所有的人就只能是個庸才：此時你將失去做重大決定的機會，你將不敢與需要面對的人面對， 並且你也將無法論功行賞，就因為怕一些人可能因此而對你爭吵不已。

Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind upangering are the most creative and productive people in the organization.

諷刺的是，若將麻煩事拖延不決，試著不讓任何人生氣，並且不顧他們個人表現地 同樣 "優渥" 的對待每一個人，所得到的結果 就是你將只會讓那些團隊中最有創造力和生產力的人越來越氣憤而已。     

Don't be afraid to challenge the pros, even in their own backyard.

不要懼怕挑戰專家, 即使在他們最專長的部分 江郅豪譯

 Learn from the pros, observe them, seek them out as mentors and partners.  But remember that even the pros may have levelled out in terms of their learning and skills.  Sometimes even the pros can become complacent and lazy.  Leadership does not emerge from blind obedience to anyone.  Xerox's Barry Rand was right on target when he warned his people that if you have a yes-man working for you, one of you is redundant. 

Good leadership encourages everyone's evolution.

從專家身上學習, 觀察他們, 將專家視為良師與夥伴.但是要記得, 即使專家在知識及技巧上也有級別之分. "不要懼怕挑戰專家, 即使在他們最專長的部分"有時即使專家也會變得自滿與怠惰.領導者不會從任何人的盲從產生.全錄公司的巴里一針見血地警告他的屬下, 如果請了一個只會說是的人為你工作, 那麼你們二者之間, 有一個就是冗員.

好的領導鼓勵每個人進化發展.

You don't know what you can get away with until you try.

你不知道你會成功，直到你嘗試以後。張世杰譯

You know the expression "it's easier to get forgiveness than permission?"  Well, it's true.  Good leaders don't wait for official blessing to try things out. They're prudent, not reckless.  But they also realize a fact of life in most organizations: If you ask enough people for permission, you'll inevitably come up against someone who believes his job is to say "no."  So the moral is, don't ask.  I'm serious.  In my own research with colleague Linda Mukai, we found that less effective middle managers endorsed the sentiment, "If I haven't explicitly been told 'yes,' I can't do it," whereas the good ones believed "If I haven't explicitly been told 'no,' I can." There's a world of difference between these two points of view.