有幸,当年我也在现场聆听了朱总理的告别演讲,为之精彩而又感人的演讲所动容. 我对当时王大中校长对朱镕基辞去院长的反应印象很深刻,那颤抖甚至带着哭泣的声音,透露着他内心的心声,希望朱镕基能够一直留在清华.
朱镕基告别清华演讲：做事不要落身后骂名
文章来源: 河北日报 于 2009-10-13 23:14:04
2001年6月6日上午，清华大学经管学院的全体师生来到综合体育馆里。主席台上坐着朱镕基总理，还有教育部长陈至立和清华大学校长王大中等人。
会场上气氛有一点压抑。
朱镕基总理以他一贯的坦诚直言说:“今天，我来到清华，心情非常激动，在美国白宫的南草坪上也没有这么激动过。我不怕外国人，但是来到这里心里还是有点怕……毕竟是后生可畏啊。
“我今天来这里，其实不是做报告的，是来告别的，是出席辞去清华大学经济管理研究院院长的告别会。”
会场上空掠过一丝不安。
为了这一天，朱镕基做了很多工作，他向在场的师生们透露了其中的一些过程:
“1984年，刘达同志邀请我做院长，我本来没有学过经济，但对管理特别感兴趣，所以，不知高低，一口应承下来。但是这些年，我给经管学院没有做过什么事，甚至同学们想见我一面都难，我扪心自问，难道我真的是政务繁忙到见同学们一面的机会都没有么？扪心自问，心中有愧。我带过4个博士生，他们的论文我也读过，但的确提不出什么好的建议来，所以我就把世界上最优秀的管理者邀请来，成立了顾问委员会，希望能对经济管理研究院的成长有帮助。
“开第二次顾问委员会会议时，美林银行私下给我递过一封信，说愿意捐给经济管理研究院50万美元。我考虑了一下，觉得不能收，因为我是请他们来提建议，而不是乱收费的。我不能让外国人说:中国到处乱收费，现在连清华大学也乱收费啊。
“因此，我告诉王校长、贺书记，我当这个院长其实没好处，有钱也不能收。我自从做总理以来，事情很多，因此好几次提出要辞去院长一职。但他们每次都做工作，说起了作用，但是我也不知道起了什么作用。我今天来是正式辞去院长一职，也请在座的其他院系的同学做个见证人，教育部长陈至立也是见证人。大约校长、书记也考虑我前边提出的情况，同意我辞去院长一职。
“大中校长说，如果院长不做，做个荣誉院长也好。我说不行，最后只做顾问管理委员会的荣誉主席。所谓荣誉，就是来也可以，不来也行。我绝不耽误顾问委员会的运行。”
朱镕基是清华大学电机系51届的毕业生。在校时，他是一位非常活跃的学生干部，做过班长，也做过学生会主席。在他看来:“清华不仅是一个为学的地方，还是教人为人的地方。”他至今还记得电机系老主任的告诫:
为人要比为学更重要。为人，就是要做一个有骨气的中国人。
朱镕基向在场的师生们回忆起对他影响至深的几位教师:“我非常敬佩朱自清先生的为人，很喜欢听他讲话。虽然他写很好的文章，但是不会讲话。我敬佩他为人的那种廉洁和谦虚。我还清楚地记得朱自清先生在同方部的一次讲话，音容宛然。我们也很喜欢去张奚若先生家里，坐在地上，听张先生纵论天下，大骂国民党。我后来做班长、学生会主席，读了很多很多书，我的共产主义信仰就是在那时候建立的。”
朱镕基说，在校时他不是一个好学生，“我不喜欢工程，因为英文好，喜欢文科，老想着转系，不过没转成。有人说没转成是对的，因为国家后来还是重视工科的。我那时候在班里不是最好的，我还非常清楚地记得在大操场上同班同学张丰容(音)跟我说的那几句话。我说我在中学时是班里的第一名，现在跟班上那些认真学习的人相比也没有怎么不用功啊？张告诉我说:在来清华之前，哪个不是第一名？清华竞争的确非常激烈，人才出了不少，我们班里就出了3个院士。清华有自己的精神，至于这精神是什么，需要在座的诸位回答。我的理解是:追求完美！”
朱镕基谆谆告诫在场的师生:“每个清华人都负有责任，建设这个国家。为学，要扎扎实实，不可沽名钓誉。做事，要公正廉洁，不要落身后骂名。
“我曾有过20年（1958———1978）没有党籍的日子，但是在那些日子里，我从来没有放弃过我的信念。我没有忘记清华对我的教育，没有做有愧于心的事情。
“我对儿女很严格，虽然他们没有上清华，但是身上有清华的精神。二儿子十几岁的时候，很喜欢楼上的阳台。有一天拿了一张破油毡布，上面铺了一层土，准备种菜。我问他是从哪里拿来的:我们再穷也不能拿别人的东西。儿子委屈地告诉我，不是别人家的，是从计委门口垃圾堆里捡来的。我还是要他把油毡布送回去:即使垃圾堆里的，也不能捡。我陪你去把油毡布送回去。于是我们从三里庄一直走到计委门口，规规矩矩放到垃圾堆里。他们也很争气，后来我做上海市市长、副总理的时候，他们出去留学，但是没有人知道他们的父亲位居要职。他们依靠刷盘子、打工度过了他们的留学生活。现在都已经回到国内。”
朱镕基又谈到对经管学院的几点希望:“做了17年的经管学院院长(1984—2001)，我没有做什么。校长要我对未来的学院提点建议，我认为要把经济管理学院建成世界一流的管理学院，一定要有一流的师资力量。没有，要花大力气去请，就是讲学也可以。其次，我希望管理学院所有课程都用英文教。我不是崇洋媚外，世界经济全球化，我们需要同世界交流！我当年读大学的时候，只有《普通物理》(萨本栋)是中文，其他都是用英文。《热力学》庄前鼎教授是无锡人，他说反正我的无锡话你们听不懂，干脆用英语好了。”
朱镕基的告别讲话是独一无二的，他向在场的师生们分析国家经济发展的形势。同以往一样，他的讲话仍然是深入浅出、风趣动人、主题鲜明。同学们听得很认真，因为这是朱院长给他们上的最后一课。
不知不觉中，两个小时过去了，朱镕基的演讲已接近尾声。
12时40分，一个让所有的清华人都感到伤感的时刻。
朱镕基再一次向他所热爱的母校和学生告别。
“今天，我告别清华，以后就很少来了，实际上，就是不来了。
“但是，请大家放心，我的心永远留在清华。清华的每一个成绩，我都会欣慰，清华的每一个难处我都会关心，清华的每一个不足我都会指出。
“再见了，我永远是一个清华人！”
朱镕基的话音慢慢地在会场上消失，全场沉寂了，不知过了多少分分秒秒。突然之间，全场爆发出掌声，持续了很久很久—————同学们再也坐不住了，没有谁的命令，全场起立，长时间地鼓掌。朱镕基向四周鞠躬致意，与王校长握手。
在他走下主席台离开会场的时候，他沉默着，紧闭着嘴唇，一句话也没有讲，也没有再回头看台下的学生们一眼。
他就这样走了。
在场的师生们想起了朱院长曾经在国内外一些公开场合多次说过的一句话:等我从政府岗位上退下来，我就回清华当教授，教书……
延伸阅读
朱镕基的清华情缘:十七年院长生涯 永远的清华人
1984年，“对管理特别感兴趣”的朱镕基受邀担任清华大学经管学院院长，这是他在教育界的惟一任职。他曾想过卸任后，“回清华当教授、教书”，但随着他告别清华园，这一设想可能已无法实现。他说:“再见了，我永远是一个清华人！”
“对管理特别感兴趣”
1984年，正任国家经济委员会副主任一职的朱镕基，受邀担任清华大学经济管理学院院长。
据时任清华大学党委副书记的李传信说，请朱镕基当院长是董新保(当时经管系主任)和何介人(当时经管系副主任)提出来的。董新保后来接受媒体采访时回忆说，他当时认为，要办成世界一流的管理学院，就一定要请有才能有身份又有名气的人来做院长。
时任清华大学秘书长的吕森对《南方周末》记者说，请朱镕基做院长还有一个渊源，就是在此之前，学校邀请朱镕基作过几次报告，学生的反响相当之好。这个动议得到了当时的名誉校长刘达和校长高景德的赞同。刘校长就派朱镕基高一届的同学李传信(当时任清华大学党委副书记)和同班同学吕森(清华大学秘书长)去请他。朱镕基稍作考虑就答应了。
朱镕基在告别清华的演讲时也曾讲过这段往事:“1984年，刘达同志邀请我做院长，我本来没有学过经济，但对管理特别感兴趣，所以，不知高低，一口应承下来。”
据《新经济》杂志记者曲力秋的采访，在通常情况下，朱镕基一个月来经济管理学院一次，主持召开一次院务会议，讨论学院发展工作的重大问题。
后来，他奉调到上海出任市长，临行前，他对几位院领导说，以后我没法来了，你们谁也不必专门来上海，到南方出差的时候来找我一趟，和我说说情况就行了。那之后，学院的具体工作就没法兼顾了。
1991年，朱镕基回北京出任国务院副总理，1998年3月出任总理，但因为工作太忙，几乎连每年来学院一次都做不到。一般是一两年来学院一次，每次都是以学生的名义请他来。
在朱镕基的告别演讲上，朱镕基也谈到这一点:“……这些年，我给经管学院没有做过什么事，甚至同学们想见我一面都难，我扪心自问，难道我真的是政务繁忙到见同学们一面的机会都没有吗？扪心自问，心中有愧。”当时在场聆听报告的清华2001级MBA徐勇刚说，朱镕基讲到这里，声音哽咽，很多学生也都哭了。
亲自带过四个博士生
朱镕基的院长做了17年，但是真正能够有精力倾注到他的学生身上，也是去上海做市长之前。在这期间，朱镕基亲自带了四个技术经济的博士生，其中一个是曾任北京四通投资有限公司(新四通)总裁的杨宏儒，一个是现在任清华经管学院企业管理系主任的赵平。
朱镕基谈到这四个学生时，曾经在告别清华的演讲时说:“他们的论文我也读过，但的确提不出什么好的建议来。”但董新保说，朱镕基对他的博士生是真正地行使指导之责，吕森也对《南方周末》记者说:“朱镕基这个人是这样的，只要他答应的事，他一定会负责任地做好。”
但是，限于条件，在他调任上海市长之后，博士生杨宏儒接受导师指导的机会比师兄赵平要少了很多，他的毕业论文也是在其他老师的指导下完成的。
后来，朱镕基曾对学院的老师说:“他(指杨宏儒)的论文我没有看得很深，一看就困”，然后又补充了一句“每一句话都充满了理论”。杨宏儒后来也承认，那时过于追求理论表述的严谨性，文字比较晦涩，有些话的定语也很长，他很理解作为一个市长，白天工作了一天，晚上再看这样的东西，确实是一看就困。
但朱镕基还是尽量给他的学生安排锻炼的机会，杨鸿儒后来就到上海做过一段时间的调研，在上海市经委研究室主任的带领下一起研究过上海市的工业状况。
想过离任后回清华教书
对于这个院长的职务朱镕基最为倾注感情。在上海工作的时候，上海好多大学请他当院长，他表示，只兼清华经济管理学院院长，其他一概免了。
1999年在美国访问期间，朱镕基到MIT(麻省理工学院)讲演:“好多地方请我去，哈佛也请我去，我为什么到MIT来呢？因为我是清华经管学院的院长，清华经管学院和MIT管理学院有很密切的联系，所以我就到你们这里来。
朱镕基2001年辞去清华经管学院院长职务，让很多在场师生大感意外，他当时解释原因说，在开经管学院的第二次顾问委员会会议时，美林银行私下给他递过一封信，说愿意捐给经济管理学院50万美元。“我考虑了一下，觉得不能收，因为我是请他们来提建议，而不是乱收费的。我不能让外国人说:中国到处乱收费，现在连清华大学也乱收费啊。因此，我告诉王校长、贺书记，我当这个院长其实没好处，有钱也不能收。我自从做总理以来，事情很多，因此好几次提出要辞去院长一职……”
朱镕基本人也曾经在一些公开场合多次说过，等从政府岗位上退下来，就回清华当教授，教书……清华一位人士分析说，朱镕基之所以辞去这个职务，工作繁忙无暇顾及是一方面，还有一方面就是不愿意为政府高官兼任大学校长、院长之风落下口实，是以首先从自己做起，割断了与清华经管学院17年的缘分。
朱镕基告别清华时说，“王大中校长曾经提出，如果院长不做，做个荣誉院长也好。我说不行，最后只做顾问管理委员会的荣誉主席。所谓荣誉，就是来也可以，不来也行。我绝不耽误顾问委员会的运行。”
清华，再见！
清华大学2001级MBA徐勇刚感到特别遗憾的是没来得及做朱镕基的学生，未能叫他一声“朱院长”，包括他在内，不少同学报考清华，很多就是冲着朱院长来的。不过，徐勇刚也算得上幸运，因为当时正好在学校帮忙做一些事情，朱镕基在清华的辞职演讲，他有幸聆听。
直到今天，徐勇刚还清晰地记得那天的情景，综合体育馆大概有5000人左右到会，大部分人当时都只知道是听朱总理作形势报告。
上午10时，在朱镕基进来之前，有人从主席台后出来，每次大家都以为是总理出来了，都报以一片掌声。后面的同学看得不清楚，跟着前面的同学鼓掌，如是几次，一直到10时08分，朱镕基入场，所有的人不约而同地站起来，报以长时间的热烈的掌声，朱镕基一次一次以他特有的高举双手的方式向大家致意，而掌声的浪潮却仍一次次响起。
在掌声平歇下来后，朱镕基说自己在美国白宫的南草坪上也没有这么激动过，“……来到这里心里还是有点怕……毕竟是后生可畏啊。”
他很快就开宗明义，告诉大家到这里是来告别的，“是出席辞去清华大学经济管理学院院长的告别会”，这个消息令在场的很多师生感到吃惊。
那天，朱镕基在大会上讲了三个方面的内容:国际经济形势、中美关系以及对经济管理学院的期望。他说，“校长要我对未来的学院提点建议，我认为要把经济管理学院建成世界一流的管理学院，一定要有一流的师资力量。
没有，要花大力气去请，就是讲学也可以。”他还表示希望管理学院所有课程教学都用英文，“我不是崇洋媚外，世界经济全球化，我们需要同世界交流！”
朱镕基谈到了自己对于清华精神的理解，那就是:追求完美。他还告诫在场的师生:“每个清华人都负有责任，建设这个国家。为学，要扎扎实实，不可沽名钓誉。做事，要公正廉洁，不要落身后骂名。”
说到自己20年被打成右派没有党籍的日子，朱镕基说，“那些日子里，我从来没有放弃过我的信念。我没有忘记清华对我的教育，没有做有愧于心的事情。”
那天的讲话，朱镕基非常动情，在场的师生许多也潸然泪下，校长王大中在最后的讲话中也不由声音哽咽。王大中那次说到朱镕基一次次辞去院长职务的情形，他说，尽管希望朱镕基能继续担任院长，“考虑到他毕竟是13亿人口的大国的总理，我们顾全大局，只好答应他的请求。”
徐勇刚记得，在这个时候，王大中校长已没法再说下去了，5000人的体育馆一片寂静，大家听到的只有王校长努力调整感情的重重的呼吸声，大家都在安静地等待，一次，两次，三次，王校长才调整好自己的情绪。
朱镕基的讲话结束以后，清华师生全体起立，爆发了长时间持续的掌声，而朱镕基紧闭着嘴唇，没有回头看大家一眼，就离开了。当时主持人告诉大家先不要走，朱总理在休息室休息。大家于是静静地等待着，等了10分钟，但是朱镕基没有回来。他就这样告别了清华。
Wednesday, October 14, 2009
Saturday, August 29, 2009
How to Ask Better Questions (Harvard Business Review)
How to Ask Better Questions
3:53 PM Wednesday May 6, 2009
by Judith Ross
Tags:One of your direct reports walks into your office looking for help: the rollout of the new line of Web-based products she is managing is falling behind schedule. All the prototypes have been created and beta tested, but she is having trouble getting final sign-off from the VP of IT. Deadlines have come and gone, and no amount of reminding or cajoling will get him to focus on her project.
As her manager, what should you do? If your first instinct is to suggest a solution, think again.
Although providing employees with answers to their problems often may be the most efficient way to get things done, the short-term gain is overshadowed by long-term costs. By taking the expedient route, you impede direct reports' development, cheat yourself of access to some potentially fresh and powerful ideas, and place an undue burden on your own shoulders. When faced with an employee's problem, you can respond in a much more value-adding way: by asking the right questions, help her find the best solution herself. We aren't talking about asking just any questions but, rather, employing questions that inspire people to think in new ways, expand their range of vision, and enable them to contribute more to the organization.
Questions packing this kind of punch are usually open-ended — they're not looking for a specific answer. Often beginning with "Why," "How," or "What do you think about...," they are questions that set the stage for subordinates to discover their own solutions, increasing their competence, their confidence, and their ownership of results.
Here is a framework for asking the right questions at the right time to create clarity and agreement around issues and to empower your direct reports.
Ask the right kind of questions
The word "empower" gets bandied about so much that one could be forgiven for overlooking what it actually means: to imbue someone with power, to instill in the individual a sense of his own strength and efficacy. "When the boss asks for a subordinate's ideas, he sends the message that they are good — perhaps better than his. The individual gains confidence and becomes more competent," says Michael J. Marquardt, a professor of human resources and international affairs at George Washington University (Washington, D.C.) and author of Leading with Questions: How Leaders Find the Right Solutions by Knowing What to Ask (John Wiley & Sons, 2005).
But an empowering question does more than convey respect for the person to whom it's posed. It actually encourages that person's development as a thinker and problem solver, thereby delivering both short-term and long-term value: the short-term value of generating a solution to the issue at hand and the long-term value of giving subordinates the tools to handle similar issues in the future independently.
A disempowering question, on the other hand, undercuts the confidence of the person to whom it's asked and sabotages her performance. Often, these types of questions focus on failure or betray that the questioner has an agenda.
The most effective and empowering questions create value in one or more of the following ways:
They create clarity: "Can you explain more about this situation?"
They construct better working relations: Instead of "Did you make your sales goal?" ask, "How have sales been going?"
They help people think analytically and critically: "What are the consequences of going this route?"
They inspire people to reflect and see things in fresh, unpredictable ways: "Why did this work?"
They encourage breakthrough thinking: "Can that be done in any other way?"
They challenge assumptions: "What do you think you will lose if you start sharing responsibility for the implementation process?"
They create ownership of solutions: "Based on your experience, what do you suggest we do here?"
Create a culture that embraces questions
To foster a culture in which questions are widely used to create value, begin by letting direct reports know that you value their queries. "For example, tell them to bring their best questions into their performance appraisal," Marquardt says. These might be questions they posed in the past year that led to new ideas and solutions for the company or questions they would like to ask you during the review to boost their own effectiveness and that of the unit or team.
Just as important, it is up to you as the leader to model the question-asking approach so that your team, in turn, will employ it with their own reports. For example, you can track how well the team is working together by asking questions like:
We've been working together for three hours today; what did we do best as a team?
What enabled us to be successful in coming up with an innovative strategy?
How can we ask better questions?
How can we apply what we are learning to other parts of our work?
What leadership skills helped us succeed today?
What you get by asking
While going into your team or one-on-one meetings with a list of questions rather than points to be made takes some thoughtful planning, the payoff can be huge. Marquardt experienced this himself when he was executive director of the former Arlington, Va.–based World Center for Development and Training.
He asked each of his direct reports, "What one idea and/or strategy that we are not currently implementing do you believe would best contribute to the success of our company?" The responses this question generated were amazing, he says. "We came up with a marketing strategy that I had never considered before and added a couple of new services for our customers," including a short-term certificate program and courses that blended classroom and online learning. As a result of his query, the group also examined new markets in Eastern Europe and Southeast Asia and developed local partners in those regions. And because these were their ideas, Marquardt's direct reports were committed to putting them into action. "They accepted responsibility in designing, marketing, and implementing the new programs," he says.
By leading your team meetings with questions, you will also help eliminate ambiguity and create alignment around issues. "Most groups are not aligned when they come together," Marquardt says. "When a leader goes into a group and states a problem, everyone assumes that they understand the problem in the same way. In reality, that is false." If, for example, a product isn't selling, you may assume that it's because of a flawed marketing program. But what if others think it's a flawed product? You won't learn that without asking, "What do you think the issue is?" Without consensus on the problem, you can't define a strategy to address it. Asking such questions enables team members to understand one another's perspectives and agree on what they are dealing with.
What not to ask
Marquardt points out that, contrary to the business truism "There are no bad questions," several types of questions can have a negative effect on subordinates.
Questions focused on why a person did not or cannot succeed force subordinates to take a defensive or reactive stance and strip them of their power. Such questions shut down opportunities for success and do not allow people to clarify misunderstandings or achieve goals. These questions include:
Why are you behind schedule?
What's the problem with this project?
Who isn't keeping up?
Don't you know any better than that?
Leading questions seek a specific answer, one that puts the person being asked the question in a negative light, pushes through the questioner's agenda, or exerts social pressure to force agreement. Among their many downsides, leading questions such as the following inhibit direct reports from answering candidly and stifle honest discussion:
You wanted to do it by yourself, didn't you?
Don't you agree that John is the problem here?
Everyone else on the team thinks John is the problem. What about you?
While closed questions, which require specific answers, can be a good way to open and close a conversation, a whole string of them in a row, such as the following, will make subordinates feel they are being interrogated:
Is this a good time to talk?
What time is the meeting?
How many people are coming?
Who else will be there?
When will the report be ready?
Their success is your success
As you strive to lead by asking rather than telling, remember that leaders are only as successful as the people who report to them. By asking your direct reports the right questions, you can help them develop their ability to solve problems, their creativity, and their resourcefulness. Not only will their greater strength in these areas reflect well on you, but it also will enable them to better help you and the whole unit when fresh challenges arise.
"You don't have to have the answer to ask a great question," says Marquardt. "A great question will ultimately get an answer."
3:53 PM Wednesday May 6, 2009
by Judith Ross
Tags:One of your direct reports walks into your office looking for help: the rollout of the new line of Web-based products she is managing is falling behind schedule. All the prototypes have been created and beta tested, but she is having trouble getting final sign-off from the VP of IT. Deadlines have come and gone, and no amount of reminding or cajoling will get him to focus on her project.
As her manager, what should you do? If your first instinct is to suggest a solution, think again.
Although providing employees with answers to their problems often may be the most efficient way to get things done, the short-term gain is overshadowed by long-term costs. By taking the expedient route, you impede direct reports' development, cheat yourself of access to some potentially fresh and powerful ideas, and place an undue burden on your own shoulders. When faced with an employee's problem, you can respond in a much more value-adding way: by asking the right questions, help her find the best solution herself. We aren't talking about asking just any questions but, rather, employing questions that inspire people to think in new ways, expand their range of vision, and enable them to contribute more to the organization.
Questions packing this kind of punch are usually open-ended — they're not looking for a specific answer. Often beginning with "Why," "How," or "What do you think about...," they are questions that set the stage for subordinates to discover their own solutions, increasing their competence, their confidence, and their ownership of results.
Here is a framework for asking the right questions at the right time to create clarity and agreement around issues and to empower your direct reports.
Ask the right kind of questions
The word "empower" gets bandied about so much that one could be forgiven for overlooking what it actually means: to imbue someone with power, to instill in the individual a sense of his own strength and efficacy. "When the boss asks for a subordinate's ideas, he sends the message that they are good — perhaps better than his. The individual gains confidence and becomes more competent," says Michael J. Marquardt, a professor of human resources and international affairs at George Washington University (Washington, D.C.) and author of Leading with Questions: How Leaders Find the Right Solutions by Knowing What to Ask (John Wiley & Sons, 2005).
But an empowering question does more than convey respect for the person to whom it's posed. It actually encourages that person's development as a thinker and problem solver, thereby delivering both short-term and long-term value: the short-term value of generating a solution to the issue at hand and the long-term value of giving subordinates the tools to handle similar issues in the future independently.
A disempowering question, on the other hand, undercuts the confidence of the person to whom it's asked and sabotages her performance. Often, these types of questions focus on failure or betray that the questioner has an agenda.
The most effective and empowering questions create value in one or more of the following ways:
They create clarity: "Can you explain more about this situation?"
They construct better working relations: Instead of "Did you make your sales goal?" ask, "How have sales been going?"
They help people think analytically and critically: "What are the consequences of going this route?"
They inspire people to reflect and see things in fresh, unpredictable ways: "Why did this work?"
They encourage breakthrough thinking: "Can that be done in any other way?"
They challenge assumptions: "What do you think you will lose if you start sharing responsibility for the implementation process?"
They create ownership of solutions: "Based on your experience, what do you suggest we do here?"
Create a culture that embraces questions
To foster a culture in which questions are widely used to create value, begin by letting direct reports know that you value their queries. "For example, tell them to bring their best questions into their performance appraisal," Marquardt says. These might be questions they posed in the past year that led to new ideas and solutions for the company or questions they would like to ask you during the review to boost their own effectiveness and that of the unit or team.
Just as important, it is up to you as the leader to model the question-asking approach so that your team, in turn, will employ it with their own reports. For example, you can track how well the team is working together by asking questions like:
We've been working together for three hours today; what did we do best as a team?
What enabled us to be successful in coming up with an innovative strategy?
How can we ask better questions?
How can we apply what we are learning to other parts of our work?
What leadership skills helped us succeed today?
What you get by asking
While going into your team or one-on-one meetings with a list of questions rather than points to be made takes some thoughtful planning, the payoff can be huge. Marquardt experienced this himself when he was executive director of the former Arlington, Va.–based World Center for Development and Training.
He asked each of his direct reports, "What one idea and/or strategy that we are not currently implementing do you believe would best contribute to the success of our company?" The responses this question generated were amazing, he says. "We came up with a marketing strategy that I had never considered before and added a couple of new services for our customers," including a short-term certificate program and courses that blended classroom and online learning. As a result of his query, the group also examined new markets in Eastern Europe and Southeast Asia and developed local partners in those regions. And because these were their ideas, Marquardt's direct reports were committed to putting them into action. "They accepted responsibility in designing, marketing, and implementing the new programs," he says.
By leading your team meetings with questions, you will also help eliminate ambiguity and create alignment around issues. "Most groups are not aligned when they come together," Marquardt says. "When a leader goes into a group and states a problem, everyone assumes that they understand the problem in the same way. In reality, that is false." If, for example, a product isn't selling, you may assume that it's because of a flawed marketing program. But what if others think it's a flawed product? You won't learn that without asking, "What do you think the issue is?" Without consensus on the problem, you can't define a strategy to address it. Asking such questions enables team members to understand one another's perspectives and agree on what they are dealing with.
What not to ask
Marquardt points out that, contrary to the business truism "There are no bad questions," several types of questions can have a negative effect on subordinates.
Questions focused on why a person did not or cannot succeed force subordinates to take a defensive or reactive stance and strip them of their power. Such questions shut down opportunities for success and do not allow people to clarify misunderstandings or achieve goals. These questions include:
Why are you behind schedule?
What's the problem with this project?
Who isn't keeping up?
Don't you know any better than that?
Leading questions seek a specific answer, one that puts the person being asked the question in a negative light, pushes through the questioner's agenda, or exerts social pressure to force agreement. Among their many downsides, leading questions such as the following inhibit direct reports from answering candidly and stifle honest discussion:
You wanted to do it by yourself, didn't you?
Don't you agree that John is the problem here?
Everyone else on the team thinks John is the problem. What about you?
While closed questions, which require specific answers, can be a good way to open and close a conversation, a whole string of them in a row, such as the following, will make subordinates feel they are being interrogated:
Is this a good time to talk?
What time is the meeting?
How many people are coming?
Who else will be there?
When will the report be ready?
Their success is your success
As you strive to lead by asking rather than telling, remember that leaders are only as successful as the people who report to them. By asking your direct reports the right questions, you can help them develop their ability to solve problems, their creativity, and their resourcefulness. Not only will their greater strength in these areas reflect well on you, but it also will enable them to better help you and the whole unit when fresh challenges arise.
"You don't have to have the answer to ask a great question," says Marquardt. "A great question will ultimately get an answer."
Monday, July 13, 2009
雷打不动地坚持15个饮食习惯 让你受益终生
进入新的学校，换了新的工作，甚至季节改变，都可能影响你的饮食习惯。不过，无论环境如何改变，只要你雷打不动地坚持以下15个小习惯，健康就不会离你远去。
1、复合维生素早饭后吃。研究表明，补充适合自己的复合维生素对身体健康大有裨益。那么，为什么要在早饭后吃呢?一来它可以提供人体一天所需，让你有精力投入工作学习，二来不至于给肾脏造成过大负担。
2、每餐之前喝两杯水。这样做就能保持身体一直处于“水当当”的状态，还能控制食量。荷兰一项研究显示，饭前喝两杯水能减少饥饿感和食物摄入量，从而起到减肥的作用。
3、把咖啡加在牛奶里，而不是把牛奶加在咖啡里。早起的第一件事，就是在杯子里倒满脱脂奶。然后喝掉1/5，再用咖啡把它填满。这样，你就能摄入人体每天所需的25%的维生素D和30%的钙。
4、吃完快餐喝一大杯水。快餐里的热量和盐一般都严重超标，虽然我们拿吃进肚里的脂肪没办法，但一大杯水可以帮你稀释体内钠的浓度，让你离高血压远一点。
5、不放弃每一个吃洋葱的机会。很多人吃菜时会小心翼翼地把洋葱挑出来，唯恐避之不及。这就大错特错了。洋葱含有大量保护心脏的类黄酮，因此，吃洋葱应该成为我们的责任。尤其在吃烤肉这样不怎么健康的食品时，里面的洋葱就是你的“救命草”。
6、有条件的话，用凉水泡红茶。最近美国农业部研究发现，与青菜或胡萝卜相比，一份红茶中含有更多的抗氧化物质，它可以有效帮助你抵抗皱纹或癌症的侵扰。凉水可使茶中的有益物质在不被破坏的情况下，慢慢溶出，你所要做的只是多等待一会儿。
7、下午三点，准时加餐。也许赖床可以成为你不吃早餐的理由，但下午三点的加餐就不能用任何借口推托了。在午餐和晚餐之间补充营养，可以帮你度过一天中最疲劳的时期。酸奶、水果、饼干都是不错的选择。
8、橘子带着“白丝”吃。很多人吃橘子时都会把橘子上的“白丝”剥掉。其实，这里面含有丰富的黄酮类物质，对身体大有裨益。苦中带甜的口味，仔细品尝其实并不差。
9、每天订个喝水任务量。忙碌的工作会让你在口干舌燥时，才想起一上午都没喝水。在办公桌上准备一个1.5升的大瓶子，把一天要喝的水倒在里面，给自己规定喝完才能下班。
10、买水果时拿不定主意，就选深色的那种。虽说水果的外观五花八门，但要衡量健康性，深色水果肯定更胜一筹，因为里面含有更多的抗氧化剂。当你摇摆不定时，选择李子、乌梅这类黑色的水果准没错。
11、用热水漂洗肉块。在切块的肉上铺一层厚纸巾，可以吸收油脂。如果你想去得更干净，可以把肉块放在漏勺里，用热水漂洗。使用这种方法，可以去掉大约一半的脂肪。
12、把拌凉菜改为蘸凉菜。不是只有烤肉热量高，酱汁一样会给原本健康的凉拌菜带来不少热量。所以，把调好的酱汁放在一个小碗里，用切好的菜蘸着吃，这样，你需要的酱汁只是原来的1/6。
13、有些“素”菜要“荤”着吃。油吃多了不好，但一点不吃更不好。南瓜、胡萝卜中含有大量的β—胡萝卜素，因此不能吃得太清淡。用油炒或凉拌都可以，如果南瓜用来煮粥，那么保证其他菜里有油，让它们到肠胃里会合。
14、晚餐更要打好脂肪保卫战。有些人早餐、午餐不吃含脂肪食物，认为晚餐多吃含脂肪食物，这种想法是错误的。研究表明，在一顿饭摄入50—80克脂肪后的几个小时，血管弹性降低，血液凝血因子急剧上升。所以，即使白天吃得很清淡，也不要试图在晚上补偿自己。
15、睡前吃些高纤维食品。麻省理工学院博士朱蒂斯·沃特曼说：“睡前半小时吃些低热量的碳水化合物零食有助于睡眠。”食用谷类食品是最简单的补充纤维的方法，而大多数人每天摄入的纤维量只有身体需要量(25—35克)的一半，所以，建议抓住睡前的最后时刻补充一下。
1、复合维生素早饭后吃。研究表明，补充适合自己的复合维生素对身体健康大有裨益。那么，为什么要在早饭后吃呢?一来它可以提供人体一天所需，让你有精力投入工作学习，二来不至于给肾脏造成过大负担。
2、每餐之前喝两杯水。这样做就能保持身体一直处于“水当当”的状态，还能控制食量。荷兰一项研究显示，饭前喝两杯水能减少饥饿感和食物摄入量，从而起到减肥的作用。
3、把咖啡加在牛奶里，而不是把牛奶加在咖啡里。早起的第一件事，就是在杯子里倒满脱脂奶。然后喝掉1/5，再用咖啡把它填满。这样，你就能摄入人体每天所需的25%的维生素D和30%的钙。
4、吃完快餐喝一大杯水。快餐里的热量和盐一般都严重超标，虽然我们拿吃进肚里的脂肪没办法，但一大杯水可以帮你稀释体内钠的浓度，让你离高血压远一点。
5、不放弃每一个吃洋葱的机会。很多人吃菜时会小心翼翼地把洋葱挑出来，唯恐避之不及。这就大错特错了。洋葱含有大量保护心脏的类黄酮，因此，吃洋葱应该成为我们的责任。尤其在吃烤肉这样不怎么健康的食品时，里面的洋葱就是你的“救命草”。
6、有条件的话，用凉水泡红茶。最近美国农业部研究发现，与青菜或胡萝卜相比，一份红茶中含有更多的抗氧化物质，它可以有效帮助你抵抗皱纹或癌症的侵扰。凉水可使茶中的有益物质在不被破坏的情况下，慢慢溶出，你所要做的只是多等待一会儿。
7、下午三点，准时加餐。也许赖床可以成为你不吃早餐的理由，但下午三点的加餐就不能用任何借口推托了。在午餐和晚餐之间补充营养，可以帮你度过一天中最疲劳的时期。酸奶、水果、饼干都是不错的选择。
8、橘子带着“白丝”吃。很多人吃橘子时都会把橘子上的“白丝”剥掉。其实，这里面含有丰富的黄酮类物质，对身体大有裨益。苦中带甜的口味，仔细品尝其实并不差。
9、每天订个喝水任务量。忙碌的工作会让你在口干舌燥时，才想起一上午都没喝水。在办公桌上准备一个1.5升的大瓶子，把一天要喝的水倒在里面，给自己规定喝完才能下班。
10、买水果时拿不定主意，就选深色的那种。虽说水果的外观五花八门，但要衡量健康性，深色水果肯定更胜一筹，因为里面含有更多的抗氧化剂。当你摇摆不定时，选择李子、乌梅这类黑色的水果准没错。
11、用热水漂洗肉块。在切块的肉上铺一层厚纸巾，可以吸收油脂。如果你想去得更干净，可以把肉块放在漏勺里，用热水漂洗。使用这种方法，可以去掉大约一半的脂肪。
12、把拌凉菜改为蘸凉菜。不是只有烤肉热量高，酱汁一样会给原本健康的凉拌菜带来不少热量。所以，把调好的酱汁放在一个小碗里，用切好的菜蘸着吃，这样，你需要的酱汁只是原来的1/6。
13、有些“素”菜要“荤”着吃。油吃多了不好，但一点不吃更不好。南瓜、胡萝卜中含有大量的β—胡萝卜素，因此不能吃得太清淡。用油炒或凉拌都可以，如果南瓜用来煮粥，那么保证其他菜里有油，让它们到肠胃里会合。
14、晚餐更要打好脂肪保卫战。有些人早餐、午餐不吃含脂肪食物，认为晚餐多吃含脂肪食物，这种想法是错误的。研究表明，在一顿饭摄入50—80克脂肪后的几个小时，血管弹性降低，血液凝血因子急剧上升。所以，即使白天吃得很清淡，也不要试图在晚上补偿自己。
15、睡前吃些高纤维食品。麻省理工学院博士朱蒂斯·沃特曼说：“睡前半小时吃些低热量的碳水化合物零食有助于睡眠。”食用谷类食品是最简单的补充纤维的方法，而大多数人每天摄入的纤维量只有身体需要量(25—35克)的一半，所以，建议抓住睡前的最后时刻补充一下。
Wednesday, May 13, 2009
Google's new feature: options: wonder wheel
http://www.google.com/search?hl=en&tbo=1&tbs=ww%3A1&q=Jingdong+Wang&tbo=1
It will suggest the related queries for you.
The suggested queries are most a labeling for me, including academic terms, my univeristy, and my classmate.
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