投资者怒了，如何从容应对？

MPW Insiders Network是一个在线社区，那些商界最鼎鼎有名的人物会在此及时回答关于职业生涯和领导力的问题。今天的问题是：“伟大领导力的核心是什么？”回答者是H&R Block的首席营销官凯西·柯林斯。

众所周知，顺境之下，任何人都可以是优秀的领导者。然而在境况不佳时，只有真正伟大的领袖能够挺身而出。我的上级或同事中最好的领袖，都是那些可以示弱，可以嘲笑自己，可以在经历艰难时期、遭遇惨淡业绩之后让自己（和团队）重回正轨的人。无论是业务困难、决策困难，还是人事困难，实际上，几乎没有不能克服的问题。优秀的领袖都可以恢复过来。但重要的是如何制定恢复的计划。

我很幸运，亲眼目睹过一个领导人的做法。

那是艰难的一年。到年底，我们的业绩很不理想，没有完成目标。最糟糕的是，投资者很愤怒——这也理所应当。董事会要求与我的老板进行临时会议，让她解释究竟哪里出了问题。

每个人都来到了公司，包括我。大家紧张匆忙地描述着那一年发生的每个细节——行业动态、竞争活动、促销结果。我们的老板一一记录，准备着她给董事会的解释——随后，她召开了汇报会议。我很担心，她要说什么呢？

然而一走进会场，我就被感动了。这次会议没有别的目的，她只是看着每个人的眼睛，提醒我们：“我相信你们每个人。没有人会被孤立，没有人应该觉得这全是自己的错。我们有着不责备的文化，这次是我们所有人的责任。”在片刻的沉默过后，她说：“现在让我们弥补它。”

情况就是这样。

我们从一群沮丧、沉闷的工作狂化身为充满活力的信徒。我们的领导得到了我们的支持，我们的任务明确而关键。

所以，伟大领导力的关键是什么？在不同的情况下，答案也不尽相同。不过归根结底，重要的是主人翁精神，要鼓舞你的团队——尤其是在面对挑战时。在上述情况里，我们的领导从未让我们怀疑她的打算、她的信心，或是我们共同的未来。面对愤怒投资者的咆哮：“你甚至不该待在这个位置上。”她表现从容，回答的只有一句：“谢谢您的反馈。”

如果你想知道结果的话——我们确实卷土重来了。（财富中文网）

译者：严匡正

The MPW Insiders Network is an online community where the biggest names in business and beyond answer timely career and leadership questions. Today’s answer for: “What’s the key to great leadership?” is written by Kathy Collins, CMO of H&R Block.

Let’s start with a universal truth: Anyone can be a strong leader through good times. But the truly great leaders emerge when things start to fall apart. The best leaders I’ve ever worked for or with are those who can show vulnerability, those who can laugh at themselves, and ultimately, those who can pick themselves (and their teams) back up after tough times or unsatisfactory business results. Whether a leader faces a business challenge, a decision challenge, or a personnel challenge, in reality, few things are insurmountable. A good leader can recover. But it’s how a leader chooses to lay out their recovery plan that matters.

I’ve been lucky enough to witness a leader do just that.

It was the end of a tough year. The results weren’t where we needed them to be, and we didn’t hit our goals. And to top it off, investors were angry—and rightfully so. The board of directors called an impromptu meeting with my boss. They wanted her to explain what went wrong.

Everybody got to work—including me. Teams nervously scrambled to compile every detail of what had happened in the year—trends, competitive activity, and promotion results. Our boss took it all in and prepared her story for the board—and then she called a meeting of her direct reports. I was worried. What was she going to say?

But when I walked into that room, I was heartened. The meeting had no purpose other than to look everyone in the eye and remind us, “I believe in every one of you. None of you should feel alone, and none of you should feel this is all on you. This is a no-blame culture, and we all own this together.” And, after a moment of complete silence, she said, “Now, let’s go fix this.”

And that was it.

We went from a bunch of beaten-down, sullen workaholics to an energized team of believers. Our leader had our backs, and our mission was clear and critical.

So, what’s the key to great leadership? It’s an interesting recipe that changes with every situation. But ultimately, it’s about ownership, and it’s about uplifting your people—especially in the face of challenges. In that situation, our leader never left us wondering about her intentions, her confidence, or our collective futures. In the face of an angry investor who shot, “You shouldn’t even have your job!” she didn’t miss a beat. “Thank you for the feedback,” was all she said.

And, in case you’re wondering—we did recover.