The football dressing room remains the last refuge of old-style management techniques.
足球 更衣室 仍然是旧式管理技术的最后避难所。
The nation was in shock. David Beckham, Britain's most beautiful (and skillful) footballer emerged from his house on Monday morning to allow the world to photograph a wound above his left eye. Sir Alex Ferguson, manager of his then team Manchester United, had lost his temper after a defeat and kicked a football boot, which hit the Beckham eyebrow.
这件事举国震惊，周一早上，英国最漂亮（技术也最精湛）的足球运动员，大卫贝克汉姆 走出家门 ，让全世界拍下他左眼上方的伤口。弗格森爵士，当时的曼联队经理，在一次失利后 大发脾气 ，踢了一脚足球鞋，正好砸中了小贝的眉毛。
In sports, more than in most businesses, the management tactics are out in the open for all to see. Not many managers try to strangle their subordinates -- as Bobby Knight, a former basketball coach at Indiana University, once did. But the ability to inspire fear has always been an essential tool of management.
体育领域的管理策略，比大多数企业中的管理更加公开，所有人都能看到。很少有管理者，会像印第安纳大学前篮球教练鲍比·奈特（ BobbyKnight ）那样，试图扼杀自己的下属，但激发恐惧的能力一直是管理的必备工具。
Lots of successful chief executives rule by terror. None, it must be said, reaches the standard set by John Patterson, who built National Cash Register (NCR)early in the 20th century. “When a man gets indispensable, let's fire him,” he would apparently say. One National Cash Register (NCR) executive discovered he had been fired when he found his desk and chair in flames on the company lawn. Modern laws on constructive dismissal and employee harassment have put an end to such fun.
许多成功的首席执行官都靠恐怖进行统治。不得不说，没有人能达到约翰·帕特森（ JohnPatterson ）所设定的标准，这位在 20 世纪初创建了全国收银机公司（ NCR ）的人，竟然公开会说：“当一个人变得不可或缺时，我们就解雇他吧。”一位全国收银机公司（ NCR ）的前高管发现自己已经被解雇了，在公司草坪上，他的办公桌和椅子也被焚烧处理。 通过构陷而解雇员工 和 员工骚扰 的现代法律，已经以如此嬉闹的方式终结了。
However, terror in the workplace is making a comeback these days. In an economic upswing, fear goes underground. Workers are scarce, and therefore powerful; bosses must handle the talent with care. When times turn tough, the balance of power swings. As Hank Paulson, chairman of Goldman Sachs', put it, in a speech that upset his staff, “in almost every one of our businesses, there are 15 -20%of the people that really add 80% of the value." In other words, 80- 85%are largely redundant - and had better shape up fast.
然而，职场恐吓如今又卷土重来。在经济繁荣时期，恐惧会隐藏起来。工人是稀缺的，因此工人有力量；老板必须小心对待人才。当时代变得艰难时（经济不景气），劳资之间的权力的平衡就会动摇。正如高盛（Goldman Sachs ）董事长汉克保尔森（ HankPaulson ），在一次令全体员工不安的讲话中所说的那样，“我们几乎每一家企业，只有15 - 20%的人被认为真正创造了80 %的价值增值”。换句话说，在很大程度上80 - 85%都是多余的，大家还是快点 好自为之 吧。(耗子味汁， 类似于“996是福报”)
Yet used in the boardroom, fear can be disastrous. Tony Couchman, a headhunter at Egon Zehnder in London, recalls the board of a large firm with a chief executive who so dominated his directors that they rarely questioned or challenged him. “Success in such a company depends on having a great leader and a steady market,” he argues.
然而在会议室里，恐惧可能是灾难性的。伦敦 EgonZehnder的猎头托尼库奇曼( TonyCouchman )回忆起一家大公司的董事会，该公司的首席执行官对董事们的控制如此之大，以至于他们很少质疑或挑战他。“在这样的公司里成功，取决于有一个伟大的领导者和一个稳定的市场，”他争辩道。
JimCollins, author of a book that explains why some firms succeed in making the jump “ from good to great ” and others fail, found that the approach to fear was a key distinction among firms that he surveyed. He found that in the truly successful firms people were “productively neurotic". At Microsoft, for example, employees worry all year at the prospect of their annual meetings with Bill Gates, where even being shouted at would not hurt as much as seeming to be an idiot.
吉姆·柯林斯（ JimCollins ）曾写过一本书，解释了为什么一些公司成功地实现了“ 从优秀到卓越 ”的跳跃，而另一些公司则失败了。他发现，在他调查的公司中，恐惧是一个关键的区别。他发现，在真正成功的公司里，人们是“富有成效的神经质”。例如，在微软，员工们一年到头都在担心与比尔盖茨( BillGates )的年度会面，在这次会面中，即使是被大声呵斥，也不会比看起来像个白痴更伤人。
The driving fear of failure, points out Mr. Collins, is not unique to corporate life. “I'm self-employed, and I live with constant fear,” he says. “But I'm self-afraid.” That kind of fear is common among creative artists and also in professional services where the person is the product and lots of fragile egos have to be managed.
柯林斯先生指出，对失败的强烈恐惧并非企业生活所独有。“我是个自由职业者，我一直生活在恐惧之中。”他说，“我自己吓唬自己。”在有创造力的艺术家们中间，这种恐惧很常见；在专业服务中也是如此，因为人就是产品，很多脆弱的自我需要管理。