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Most of us think of leaders as courageous risk takers, orchestrators of major events-in a word, heroes. Yet while such figures are inspiring and admirable, Harvard Business School Professor Joseph Badaracco argues that their larger-than-life accomplishments are simply not what makes the world work. What does, he says, is the sum of millions of small yet consequential decisions that men and women working far from the limelight make every day: how a line worker for a pharmaceutical company responds when he discovers a defect in a product's safety seal; how a manager deals with a valued employee suspected of stealing; how a trader handles a transaction error that will cost a client money.

Badaracco calls them "quiet leaders"-people who choose responsible, behind-the-scenes action over public heroism to resolve tough leadership challenges. These individuals don't fit the stereotype of the bold and gutsy leader, and they don't want to. What they want is to do the "right thing" for their organizations, their coworkers, and themselves-but inconspicuously and without casualties. They do so by being baldly realistic about the complexities of their own motives and those of the dilemmas they face. In today's fast and fluid business world, nothing is as it seems. And they know it.

Drawing from a four-year study of quiet leadership, Badaracco presents eight practical and counterintuitive guidelines for confronting situations in which right and wrong seem like moving targets. Grounding each strategy in an engaging story, he shows how these "non-heroes" succeed by managing their political capital, buying themselves time, bending the rules, and more.

From leaders in the executive suite to aspiring leaders in the office cubicle, Leading Quietly compellingly shows how patient, everyday efforts can add up to a better company and even a better world.

Joseph L. Badaracco Jr. is a Professor at Harvard Business School, the Chair of the M.B.A. Elective Curriculum, and the author of Defining Moments: When Managers Must Choose between Right and Right (ISBN 0875848036, HBS Press, 1997).

Introduction

1. Don't Kid Yourself

2. Trust Mixed Motives

3. Buy a Little Time

4. Invest Wisely

5. Drill Down

6. Bend the Rules

7. Nudge, Test, and Escalate Gradually

8. Craft a Compromise

9. Three Quiet Virtues Endnotes

Appendix: Note on Sources Acknowledgements

About the Author

Joseph L. Badaracco Jr. is a Professor at Harvard Business School, the Chair of the M.B.A. Elective Curriculum, and the author of Defining Moments: When Managers Must Choose between Right and Right.

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动机往往是复杂的，只有在特殊情况下才看得清楚，因此很容易成为无休止的调查、研究、灵魂分析和内心窥测的焦点。由于动机的混合性和复杂性，关于它们到底是什么或应该是什么的讨论可以无穷无尽地进行下去。这会导致消极状态和无所作为。当自我反省像小猫一样开始转圈追逐自己尾巴的时候，当同样的念头一次又一次涌起的时候，我们往往需要休息一下，与别人谈谈，而后得出一个行动计划来。

换句话说，未雨绸缪、小心谨慎、注意细节往往是解决日复一日的挑战的最佳策略

”找碴儿“是个有趣的游戏。它使玩家显得聪明而世故，并且还能让我们自我感觉良好：通过对所有人进行这种对号入座式的剖析，我们很容易接受或原谅自身的缺点。而“找碴儿”也是很容易成功的——正因为许多伟大和平凡的人一样，都受到混合的动机驱使。

然而“找碴儿”游戏背后的心态是极度不切实际的。它暗示着真正有德之人的行为动机应毫不搀杂其个人利益。然而事实上，这几乎是不可能。

首先，如果他们的动机不是混合的，如果他们只是一味地利他或一味地牺牲自我，他们的努力不会那么持续，也不会那么卓有成效。⋯⋯潜在的领导者们需要从众多动机中汲取力量——不论这动机是高尚的还是平凡的，是有心的还是无意的，是利他还是利己的。他们面对的挑战不是如何压抑利己的念头和平凡的动机，而是协调、引导和控制它们。

其次，能够长期贯彻和持续的领导之道，往往就意味着领导者成为“圈内人”。这给领导者以机会，让他们能在不少问题上和很长时期内运用其权力和影响力来尽职负责。但是，人们不可能不知不觉、无意之竟就成为圈内人，他们必须要保持警惕，保护他们的恰当位置，保有对决策的发言权，从而都能继续他们的领导。换句话说，他们需要有一个健康的关注自身利益的意识。正如马基雅维利所说：“在社会中没有一席之地的人，连让狗冲着他叫两声都做不到”。

因此，驱动他们的往往是自我意识、激烈情绪以及其他并非悲天悯人的动机，这一点不足为奇。

评判领导标准，不是一个人的动机是否纯粹，或者是否有英雄气概，而是它们够不够好。

这个世界常常表现出无从预料、令人迷惑的一面，当信任脆弱不堪、许多人将生活看做一场游戏的时候，只有那些动机强烈的人才有可能真正取得成就。仅仅是想到有些事应该做是不够的。沉静型领导者们想要采取负责任、有道德的行动，但是为了做到这一点，他们常常需要在很长的时间里坚持不懈、相机行事。要想对实现他们的目标抱有任何希望，他们的动机就必须足够好，并有...

对于那些想要在艰难的、动荡的、混乱的环境中做自己该做的事情的人们来说，有四条原则是非常清楚的。

　　1）做事要有主见，不要被混乱的动机弄昏头脑。

　　2）不要因为你的动机是混合而复杂的，就认为自己不能胜任，或者可以躲避领导的责任。

康德曾经写道：“从人性弯曲的本质中， 我们得不到任何直截了当的东西。” 这意味着认识到性格和动机是不断变化的、复杂难测的。它意味着承认领导者受到了若干方向不同的力量的合力的驱使。有些是有意识的，有些则是无意识的；有些是更改的，有些是感性的；有些是自私的，有些是高尚的，有些则只是并不符合这种严格的道德划分而已。领导者工作的动力，有时是可以说明、可以解释的。在其余的时候，我们所能得到的解释只有：“我只是觉得自己应该做一些事。”

　　3）相信自己，也相信自己的动机，尤其在它们让你觉得无所适从的时候（内心的矛盾冲突往往告诉你一些重要的东西）。

　　4）在迎接一个严重的道德挑战之前，确保你自己的安全。

妥协行为在道德上的问题是，它看上去基本属于对分歧简单的折中。这在有些情况下可能是很好的行为，但涉及到基本的价值观时则不然。假设一个二手车推销员声称一辆老旧的雪佛莱车是珍品，不过他可以用8000美元的价格甩卖，而顾客则回答说它应该被当做废品出卖，他只出4000美元，半个子儿也不多给。然后，双方以6000美元的价格成交。这有什么问题吗?完全没有。两方面都在努力地讨价还价，然后取了一个双方都认可的中间值。他们的交易是完全可以接受的——它是一个“在能对自己行为负责的成年人之间发生的资本主义行为。”但是当重要的原则受到威胁的时候，这种方式看上去就错了。人们应该做正确的事，而不是半对半错的事情。他们说的话应该完全真实，而不是半真半假。他们应该任何时候都做到公正，而不是只有星期一、星期三和星期五才这样做。就像那个被送到所罗门面前的婴儿一样，道德原则是不可分割的。它们应该被英勇而坚决地捍卫，而不是被拿来“砍价”做交易。

沉静型领导者接受这个基本的道德原则观点，但他们并没有发现它在大多数情况下特别管用。当然，他们拒绝把一个基本原则当成意大利香肠，一片一片地割让出去。他们同样知道，有时候，事情是非分明，而基本原则必须被捍卫——往往是通过自我牺牲或者英雄行为——或者就是被出卖。在这种情况下，大多数人是不会越雷池一步的。

但是，沉静型领导者把这些方式看做最后不得已的选择，因为他们是从不同的角度看待妥协行为的。他们把妥协视为对他们的想像力和独创性的挑战，视为艰巨的、严肃的努力。他们相信妙手妥协通常是一个学习和实践务实智慧的宝贵机会。在他们的概念中，最成功的妥协，与简单的调和分歧以及出于实用的考虑而牺牲重要的价值观之间，并不相干。相反，它们是持久而实际地保护和显现重要价值观的有力途径。

在人类理想的所有追求中，只有一小部分能够在公众行为中得以显现。其他所有的这种求索，都只能是细微和模糊的行为，然而，它们加在一起的力量总和，要比那些众所周知、广泛认同的行为强大千倍。二者相比，那一小部分行为就好比深海波涛上的泡沫一样。

书籍介绍

在线阅读本书

Most of us think of leaders as courageous risk takers, orchestrators of major events-in a word, heroes. Yet while such figures are inspiring and admirable, Harvard Business School Professor Joseph Badaracco argues that their larger-than-life accomplishments are simply not what makes the world work. What does, he says, is the sum of millions of small yet consequential decisions that men and women working far from the limelight make every day: how a line worker for a pharmaceutical company responds when he discovers a defect in a product's safety seal; how a manager deals with a valued employee suspected of stealing; how a trader handles a transaction error that will cost a client money.

Badaracco calls them "quiet leaders"-people who choose responsible, behind-the-scenes action over public heroism to resolve tough leadership challenges. These individuals don't fit the stereotype of the bold and gutsy leader, and they don't want to. What they want is to do the "right thing" for their organizations, their coworkers, and themselves-but inconspicuously and without casualties. They do so by being baldly realistic about the complexities of their own motives and those of the dilemmas they face. In today's fast and fluid business world, nothing is as it seems. And they know it.

Drawing from a four-year study of quiet leadership, Badaracco presents eight practical and counterintuitive guidelines for confronting situations in which right and wrong seem like moving targets. Grounding each strategy in an engaging story, he shows how these "non-heroes" succeed by managing their political capital, buying themselves time, bending the rules, and more.

From leaders in the executive suite to aspiring leaders in the office cubicle, Leading Quietly compellingly shows how patient, everyday efforts can add up to a better company and even a better world.

Joseph L. Badaracco Jr. is a Professor at Harvard Business School, the Chair of the M.B.A. Elective Curriculum, and the author of Defining Moments: When Managers Must Choose between Right and Right (ISBN 0875848036, HBS Press, 1997).