《高金E通讯》：SAIF的学员中，有很大一部分来自于金融行业。那么，在这门课程中，您是否针对金融行业的从业者设计了一些特殊内容？

       SAIF E-magazine：Do you have any special thing during the course for the people who work for the financial area in SAIF?

       Saar教授：没错，例如我用到了摩根大通的著名案例，其中的管理者就类似于Alex。这位管理人员为摩根大通公司创造利润，他非常聪明，但是也树敌众多。事实上，这些问题在金融行业中更加重要。相对而言，实体企业的内部结构更多地基于团队合作，金融业从业者则更强调个人动能，着眼于个人绩效。但众所周知，金融行业聚焦于投资组合。因此，罗斯柴尔德、高盛等企业更多地依赖于团队决策，而不是个人决定。因此，针对你这个问题，我认为金融业比其他行业更需要这类技能。

       Prof. Saar：Yes, For example, I use the case of JP Morgan, it’s a very famous case. The manager is like Alexander. The manager makes money for JP Morgan, he’s very smart, and he makes lot of enemies. So the issues actually in finance are more important, because it’s very individually driven, it’s individual performance in the financial industry, than in the factory, the factory is more a team. Finance is, you know, my portfolio. And so therefore organizations like Rothschild, like Goldman Sachs, rely more on team decisions rather than individual decisions. So I think to respond to your question, I think the needs in the finance is far more greater than any other industry.

       《高金E通讯》：就您接触过的中国CEO和中国企业管理者而言，您认为他们与国外高管之间存在的主要差异有哪些？

      SAIF E-magazine：You have touched so many Chinese CEO, Then what’s main difference between the Chinese CEO and the CEO in foreign countries?

      Saar教授：首先，中国CEO总让人感觉高高在上，在许多传统中国企业中，往往会看到大量“助手”，但却没有“战略伙伴”。中国员工在工作场所中更加沉默，不太愿意表达自己的观点，因为中国企业存在严格的等级制度。但是，如果走进通用电气集团，观察他们的高层管理团队，你会看到大家在讨论、辩论，每个人都像是CEO。这就是最大的差异。然而，伴随着众多新型中国企业的崛起，情况确实正在发生变化，例如例外服饰、腾讯、阿里巴巴等企业中，CEO成为了团队领袖，是决策者，更是战略伙伴，阿里巴巴和联想也正在试图改变这种局面，实施CEO轮岗制度。所以，我认为情况正在发生变化，但速度缓慢。在新兴的高科技企业中可能会更多地看到这类变化，因为这类企业更加西方化，更加注重科技，更具创新性。

       Prof. Saar：I would say number one, a Chinese CEO is like a king, so you see a lot of helpers, but not strategic partners. Chinese in general are more quiet in the workplace, less willing to express their views, because it’s very hierarchical.But if you walk into GE, senior leadership team, you will see them discussing, and arguing, and everybody feels like a CEO. That is the biggest difference that I see. However,in some new-style Chinese companies, like Exception, Tencent and Alibaba, the CEO is the team leader, they are decision makers, they are strategic partners. Now in Alibaba and Lenovo are trying to change this, rotating the CEO position. So I think there are some changes taking place, but it’s changing slow. I think you will see more of this in new high Tech companies because I think it is a little bit more western, more technology, more innovation.

      第二个差别在于在中国文化中，给予反馈并不容易，因为存在“面子”问题。所以，人们的大多数反馈通常都在当事人的背后进行。

      I would say the second difference is giving feedback is not easy in Chinese culture, because save face, so most of the feedback about people is usually behind their back.

       因此，反馈和绩效评估依然是中国企业中的一大挑战。在强生集团、3M公司、IBM公司等成功企业中，反馈和评估是企业文化的一部分，每个月或每个季度都会执行，而不是等到一年一度的绩效评估，因为后者缺乏时效性。不过这种情况也正在发生变化，华为、联想、海尔、复星、腾讯等公司正在朝着注重反馈这个目标前进。另外，传统中国企业往往更多地着眼于任务而非员工。管理者和员工共进晚餐，一起说笑、交谈、喝酒，但一旦回到办公室，这种友谊就戛然而止。而在成功企业的文化中并非如此，彼此之间的友情会依然延续，既可以温情脉脉，又可以严格认真。

      So feedback, performance review, remains a big challenge in Chinese companies. In successful companies like J&J,3M and IBM, it is part of the culture, so we have like every month, or every three months, we don’t wait for the once year performance review, which is joke once a year. But it is changing,you know Huawei, Lenovo, Haier, Fosun, Tencent, they are getting there. Chinese tend to be more focused on the task rather than worker. They go out to dinner so they will be joking and talking and drinking, but that friendship it stops when you walk into the office. You don’t see this in leading cultures, you will see the friendship continues, so it can be friendly it can be tough.

       我认为第三点差异在于中国企业对员工往往“报忧不报喜”。中国企业高管需要进一步鼓励和鼓舞员工，一方面严格批评，另一方面要大力支持。这就是“阴阳平衡”的理念。

       I think number three is, when things are good, Chinese workers don’t hear much about it. Chinese executives need to encourage and inspire more. To be both critical on one hand and supportive on the other. It is like“Yinyang”.

       不过，其中也存在一些积极的差异点。我认为中国员工比其他国家的员工更加勤奋努力。回顾1990年、2000年、2010年上海的变化，而这恰恰正是勤奋工作的成果。

      But there’re also positive differences. I think Chinese workers work harder than any other nation, just look out at Shanghai in 1990, 2000, 2010, what you see is the result of hard work.

       《高金E通讯》：在这门课程中，您探讨了诸多主题，包括性格、平衡、对于不同性格的不同人员如何相应地沟通等等。您认为哪个主题对于中国学员来说最为重要？

       SAIF E-magazine：During this course, you have mentioned so many topics like the personality, the balance, how to deal with different people with the different …which do you think is the most important for the Chinese students?

      Saar教授：这门课程的总结环节是协助员工构建起个人愿景，包含三至五项首要任务。这是最重要的部分之一。不论从事什么样的工作，站在什么样的岗位，人生真正的意义在于我们必须具备愿景，对自身、对家庭的愿景，而其中，最重要的是必须明白如何管理自我。

       Prof. Saar：One of the most important point is to create a personal vision, with three to five priorities. I think we must have a clear vision, so what it means really in the end, is that we must have a vision, vision for ourselves.

      如何改善脾气？如何培养倾听能力？如何管理资源、时间、预算、规划等等与员工本身无关的事物？如何与他人合作？学员将会在这些方面获得更深入的知识，为自身构建起一个全面的框架，在我看来，这就是生活的真正意义。

      How do we tame the temper, how do we listen? how do I manage things? Like resources, time, budget, planning, things have nothing to do with people. And then, how do I work with people? By the end of the course, we get a better knowledge of this, students would create visions for themselves, this is what really life in my view is all about.

      有时，我们会发现，中国人在这个方面十分擅长（尽管并不是始终表现出色），比如，他们明白人际关系的运作模式。然而，人际关系的最终目的并非只是结交朋友，而是开展业务。两个人坐在一起，花了3个小时共进晚餐，在此期间我一直观察着你，其目的肯定不只是交朋友，而是思考我能不能信任你，能不能和你一起做生意。所以，人际关系的本质即使是出于商业目的，其真正的价值也在于评估对方性格与价值观的能力。

      You see, sometimes, Chinese are very good at this, very good at this, not always, but with this, they look at this as“Guanxi”. But the whole purpose of “Guanxi” is not just to make friends, it’s to do business. I sit down with you, we have dinner for 3 hours, I really watching you, can I trust you to do business with you? So even the “Guanxi” is about business, it is the ability to assess your character and values.

      总而言之，在过去的30年中，中国的发展速度在人类历史上前所未有。令人瞩目的变革层出不穷。中国员工专心致志，管理者们则努力寻找着如何提高有效性和亲和力的途径。我们要清楚地看到管理者与领导者的区别，管理者注重头脑，而领导者触摸心灵。如今，中国正在朝着这个方向快速稳步地前进。

      In sum, China progress in the last 30 years is unprecedented in human history. There is an incredible change. The Chinese worker is committed and managers are pursuing paths to learn on how to become more effective, more approachable. Managers engage the mind, leaders touch the heart. China is moving firmly and effectively in both directions.