40歲以下最具影響力的商界人士將通過40位40歲以下商業(yè)精英內(nèi)部網(wǎng)絡(luò)，及時(shí)解答職業(yè)與領(lǐng)導(dǎo)力問題。本周，我們的問題是：作為領(lǐng)導(dǎo)者，被人敬畏或被人喜愛，哪一種更好？以下是Indiegogo公司創(chuàng)始人兼首席開發(fā)官達(dá)妮?林格爾曼的回答。

????我們的公司致力于解決世界上一個(gè)重大問題——不公平的融資渠道。作為公司領(lǐng)導(dǎo)者，我認(rèn)為，領(lǐng)導(dǎo)者應(yīng)該被喜愛，而不是被敬畏。

????我認(rèn)為，被喜愛包含三重意思：信任、尊敬和激勵(lì)。人們會(huì)追隨他們信任的人，在尊敬的人領(lǐng)導(dǎo)下，他們會(huì)更加努力地工作，而當(dāng)受到激勵(lì)通過工作產(chǎn)生更大影響的時(shí)候，他們就會(huì)找到人生的意義。因此，人們會(huì)有更高的積極性來發(fā)揮自己的潛力，會(huì)通過更有創(chuàng)造性的方式實(shí)現(xiàn)目標(biāo)，最終將帶來公司業(yè)績和個(gè)人成就。工作效率與幸福感并非相互排斥，而是相互依存的。

????如何建立信任

????我認(rèn)為信任并非別人給予的，而是通過努力獲得的。我發(fā)現(xiàn)，為了獲得團(tuán)隊(duì)的信任，帶著了解和分享你的相關(guān)知識和專門技術(shù)的目的去傾聽，是非常重要的。作為領(lǐng)導(dǎo)者，你必須能直面錯(cuò)誤，能以足夠低的姿態(tài)承認(rèn)錯(cuò)誤，并且有足夠的勇氣，在必要時(shí)自信地做出改變。有時(shí)候，你還必須遏制發(fā)號施令的沖動(dòng)，甘心做一個(gè)指導(dǎo)者。

????作為一個(gè)新興行業(yè)的開拓型公司，我們沒有嘗試著給某個(gè)業(yè)已存在的事物，推出“更廉價(jià)、更快速、更好的”版本。我們正在發(fā)明一種全新且公平的方式，努力將創(chuàng)業(yè)、藝術(shù)以及與目標(biāo)相關(guān)的努力變?yōu)楝F(xiàn)實(shí)。沒有現(xiàn)成的模板可循；我們必須靠自己。所以，我們只能依靠傾聽彼此的聲音，分享我們在公司發(fā)展過程中總結(jié)的經(jīng)驗(yàn)教訓(xùn)。我們沒有時(shí)間去重復(fù)同樣的錯(cuò)誤。因此，我們只有彼此信任才能實(shí)現(xiàn)創(chuàng)新，而且為了向前發(fā)展，我們必須進(jìn)行創(chuàng)新。就是這么簡單。

????如何獲得尊重

????與信任一樣，尊重也必須通過自己的努力去獲得——通過以身作則，而非空口白話。秉持以結(jié)果為導(dǎo)向的思維模式，無所畏懼地工作，是一種頗具吸引力的職業(yè)道德，它可以吸引那些具有相同價(jià)值觀的人才。而價(jià)值觀不一致的人則會(huì)遠(yuǎn)離你。當(dāng)你從每天的工作中持續(xù)得到回報(bào)的時(shí)候，你的團(tuán)隊(duì)成員也會(huì)有所收獲，良性循環(huán)會(huì)持續(xù)下去。你的優(yōu)秀員工和他們的業(yè)績會(huì)贏得尊敬，進(jìn)而可以吸引更多的優(yōu)秀員工加入，創(chuàng)造出更好的業(yè)績。

????那些持續(xù)產(chǎn)生影響的團(tuán)隊(duì)成員，通過改變優(yōu)雅地適應(yīng)著我們的團(tuán)隊(duì)，并吸引其他優(yōu)秀的人才加入我們。這些人的職業(yè)道德與績效為先的態(tài)度，總是令我驚訝。與一群以行動(dòng)為導(dǎo)向、能自我引導(dǎo)的思考者、實(shí)干者和學(xué)習(xí)者共事，是一位領(lǐng)導(dǎo)者能夠獲得的最大激勵(lì)。

????如何激勵(lì)

????作為領(lǐng)導(dǎo)者，如果公司踐行的是你個(gè)人的使命，你需要激勵(lì)你的團(tuán)隊(duì)。你不僅相信完成你的使命對公司的持續(xù)發(fā)展很重要；你同樣相信它對于改善人類的生活至關(guān)重要。這種承諾是情感上的，而非邏輯上的，這種情感承諾才是人們喜歡與你共事的原因。西蒙?斯涅克曾在《從為什么開始：偉大的領(lǐng)袖如何激勵(lì)行動(dòng)》（Start With Why: How Great Leaders Inspire Everyone to Take Action）一書中這樣談?wù)摽蛻簦骸叭藗儾皇窃谫I你的產(chǎn)品，而是在購買你生產(chǎn)這款產(chǎn)品背后的原因?！蓖瑯拥脑瓌t也適用于公司團(tuán)隊(duì)。如果你能提供一份有意義的工作，你不僅可以吸引有激情、有決心、勤勉的人才，從而為公司未來的成功奠定基礎(chǔ)，也可以讓你的員工過上有意義的人生，為他們個(gè)人的成功創(chuàng)造條件——這種人類需求往往被商界所忽視。（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????The 40 under 40 Insider network is an online community where some of the most thoughtful and influential people in business under 40 contribute answers to timely questions about career and leadership. This week we ask: As a leader, is it better to be feared or loved? The following answer is by Danae Ringelmann, founder and Chief Development Officer at Indiegogo.

????As a leader of a company solving an important problem in the world – inequitable access to capital – I believe it is better to be loved than feared.

????I believe being loved embodies three simple ideas: trust, respect, and inspiration. People follow those they trust, work harder for those they respect, and find meaning when inspired to make a greater impact through their work. As a result, people are far more motivated to perform to their potential and creative in how they achieve their goals, which drives both business results and personal fulfillment. Productivity and happiness are not mutually exclusive, but rather co-dependent.

????How to Build Trust

????I don’t believe trust is given; it is earned. And to earn the trust of your team, I’ve discovered it’s important to listen with the intent to understand and share your knowledge and expertise when relevant. As a leader, you must be open to being wrong, vulnerable enough to admit it, and courageous enough to confidently change course if needed. You also must be willing to be a coach when it would be easier to be a dictator.

????As a company pioneering a new industry, we are not trying to be a “cheaper, faster, or better” version of something that already exists. We’re inventing a new and fair way of bringing entrepreneurial, artistic, and cause-related efforts to life. There are no blueprints; we must create our own. And so we depend on listening to and sharing with each other what we have learned along the way. We don’t have time to repeat the same mistakes. So we need to trust each other in order to innovate, and we need to innovate in order to move forward. It’s that simple.

????How to Garner Respect

????Like trust, respect is also something you earn—and by leading through your actions, not your words. A fearless work ethic with a results-oriented mindset is magnetic—and it attracts those who share the same values. Those who don’t, stay away. And when you continue to earn your job every day, your team members do as well, and the positive cycle continues. Your great employees and their results command respect, and in turn, attract more great employees and results.

????The members of our team who continue to make an impact adapt through change elegantly and bring other incredible talent to the team. These individuals’ work ethic and commitment to results consistently amaze me. There’s nothing more motivating as a leader than working with other action-oriented, self-directed thinkers, do-ers, and learners.

????How to Inspire

????As a leader, you inspire your team when your company’s mission is personal. You don’t just believe achieving your mission is important to becoming a sustainable business; you believe it is critical to improving humanity. This commitment is emotional, not logical, but the same emotional commitment is the reason people thrive when working with you. As Simon Sinek, author of Start With Why: How Great Leaders Inspire Everyone to Take Action, says about customers: “People don’t buy what you do, they buy why you do it.” The same principle applies to your team. And when you offer meaningful work, you don’t just set up your business for success in attracting passionate, committed and hard-working people, you set your people up for success in leading purpose-driven lives—a human need the business world often forgets to acknowledge and serve.