团建活动专家


丹·里昂斯

Dan Lyons

《纽约时报》畅销作者,著有《混乱:我在初创泡沫中那些倒霉遭遇》

NYT Best-Selling Author at "Disrupted: My Misadventure in the Start-Up Bubble."


很可能你从未听说过卡拉·奥夫贝克。她是美国国家女足队队长,这支队伍分别在1996年和1999年赢得了奥运会金牌和女足世界杯总冠军,在四年的国际比赛留下了84胜6负6平的记录,是体育运动历史上赢得最多比赛的代表队。

Chances are you’ve never heard of Carla Overbeck. She was captain of the U.S. national women’s soccer team that won Olympic gold in 1996 and the World Cup in 1999, a team that over four years of international play posted an 84-6-6 record, making them one of the winningest squads in the history of sports.


奥夫贝克无疑是她们辉煌胜利的关键要素——正如一位队员所说,是“队伍的心跳和引擎”,以及“队伍的核心”。然而没人听说过她。她不是队里最优秀的运动员,也不是最有天分的那个。她踢后卫,而且鲜有得分,尽管她几乎每场比赛都踢全场。外界看不见她,但对她的队友来说她是不可或缺的。

Overbeck was arguably the key to their success -- “the heartbeat of that team and the engine,” and “the essence of the team,” as one teammate put it. Yet no one has ever heard of her. She wasn’t the best player on the team, or the most talented. She played defense, and rarely scored, though she played almost every minute of every game. To the outside world she was invisible, but to her teammates she was indispensable.


奥夫贝克还有着一个看起来有点儿古怪的习惯:运动员们抵达酒店后,她会为每一个人把行李搬运到房间。

Overbeck also had one habit that seems kind of eccentric: When the players arrived at a hotel, she would carry everyone’s bags to their rooms for them.



奥夫贝克搬运行李的故事出现在了《队长班:看不见却创造了世界最好队伍的力量》,一本很棒的新书,它挑战了一些关于领导的传统观点。

That story about Overbeck schlepping the luggage appears in The Captain Class: The Hidden Force That Creates the World’s Greatest Teams, a remarkable new book that challenges some conventional ideas about leadership.


这本书的作者,山姆·沃克,是华尔街日报的一位编辑,同时也是一位狂热的体育粉丝。他从十多年前起研究体育运动史上最棒的一些队伍,还弄明白了他们共同拥有的特性是哪些。他认为在商业中也可以适用同样的准则。

Its author, Sam Walker, is an editor at the Wall Street Journal and an avid sports fan. He set out more than a decade ago to study the greatest teams in sports history and figure out what traits they shared. He reckoned you could apply those same principles to business.


在11年的过程中,沃克研究了37项体育项目中1200支队伍。他为了采访,在世界各地游历。然后他发现只有一种东西是这些杰出的队伍共有的,而且它出乎你们的意料。

Over the course of 11 years, Walker studied 1200 teams in 37 sports. He traveled around the world conducting interviews. After all that he could find only one thing that extraordinary teams had in common, and it wasn’t what you’d expect.


不是教练。不是明星队员。成功的关键要素是队里有一位优秀的队长——就像卡拉·奥夫贝克。

It was not the coach. It was not a superstar player. The key to success was that each had an extraordinary captain -- like Carla Overbeck.


“一支队伍能取得并保持历史性的辉煌成绩,最关键的因素,”沃克表明,“是运动员中那个领导的角色。”

“The most crucial ingredient in a team that achieves and sustains historic greatness,” Walker argues, “is the character of the player who leads it.”


另外,最优秀的队长不见得是最优秀的运动员。事实上,就像奥夫贝克,最好的队长通常都不是超级明星。他们通常都不如队友们那么有天赋。然而他们仍然是优秀的领导者。

What’s more, the great captain is not always a great player. In fact, as with Overbeck, the best captains are often not the superstars. They’re often less gifted than their teammates. Yet they still manage to be great leaders.


沃克称这种运动员为“送水工”,并讲述了迪迪埃·德尚,法国国家足球队队长的故事。在1996年,一次重大比赛前,对手队伍的队长取笑德尚是“能力有限”的足球运动员和“送水工”。的确,德尚进球并不多,但他更多专注在传球给别人。

Walker calls these players “water carriers,” and tells the story of Didier Deschamps, captain of the French national soccer team. In 1996, before a big match, the captain of a rival team Deschamps as a “limited” footballer and a “water carrier.” It was true that Deschamps didn’t score much. He mostly focused on passing the ball to others.


然而德尚的队伍赢了球——也包括1996年对手嘲笑是送水工那场比赛。

But his teams won games -- including the 1996 match where an opponent mocked Deschamps as a water carrier.


那场比赛后,记者们询问德尚那次嘲讽的事。毫无疑问他们希望德尚也发出侮辱作为回击,然而他声明,“我并不介意被叫送水工。”

After that game, reporters asked Deschamps about the taunt. No doubt they were hoping Deschamps would offer an insult in return. Instead, he declared, “I don’t mind being called a water carrier.”


精英队长们不需要是得分王,但他们有一些共性。他们都是凶悍的竞争者。他们的比赛表现十分侵略性,甚至到了试探规则底线的地步。他们做着枯燥乏味的工作,那都是“幕后的吃力不讨好的活儿”。他们是那种即使受伤了也要坚持上场,比谁都训练的更久、更刻苦的运动员。

Elite captains don’t have to be big point scorers, but they do have some things in common. They’re fierce competitors. They play aggressively, to the point of testing the rules. They do the grunt work, the “thankless jobs in the shadows.” They’re the kind who insist on playing even when they’re injured, who practice longer and train harder than anyone else.


那么上述这些有反映在商业世界中吗?沃克认为是的。我们听说过很多 “有远见的”CEO们,特别是在硅谷。新一代科技创始人被像名人甚至超级英雄一样对待。这些天风险资本家甚至受到了Jay-Z级别的待遇,杂志封面上印着他们的脸,旁边是关于他们超级预知未来能力的说明。

Does any of this map to the world of business? Walker thinks so. We hear a lot about “visionary” CEOs, especially in Silicon Valley. The new generation of tech founders is treated like celebrities or even superheroes. These days even venture capitalists receive the Jay-Z treatment, with their faces plastered on magazine covers alongside claims about their unique superpower abilities to predict the future.


但是沃克的书让我思考,也许最棒的领导者是一些安静的人,你听说的他们的事不多,他们不争着站在聚光灯下,也不想看到自己的照片出现在Wired或者Fortune杂志封面上。

But Walker’s book makes me think maybe the best leaders are the quiet ones, the ones you don’t hear much about, the ones who don’t hog the spotlight and don’t want to see their photograph on the cover of Wired or Fortune.


他们就是商界的卡拉·奥夫贝克——安静,幕后,但却领导着人们。

They’re the business equivalent of Carla Overbeck – quiet, in the background, but leading nonetheless.


而关于搬运行李,这到底是什么意思?你不会认为一个领导者该做这种事。按理说领导者应该被一群随行人员们环绕着出现,还有一些人专门给他们提行李。

And carrying the luggage. What on earth was that all about? It’s not the kind of thing you expect a leader to do. Leaders are supposed to show up surrounded by an entourage, with people carrying bags for them.


那么卡拉为什么这样做呢?是这样的,显然奥夫贝克是一位坚韧的任务大师,她不停的对队员们施加压力,练习和比赛中都是如此。你要是在比赛中懈怠或者动作慢下来,就会被她严厉斥责,而且通常是用脏话。她能毫不犹豫地对队员们大声呵斥,让她们表现好点,或者刻苦点。

So why did she do it? The theory is this. Apparently, Overbeck was a relentless taskmaster. She pushed her teammates relentlessly both in practice and during games. Slack off during a game, or slow down, and you’d get an earful from her, usually in some rather colorful language. She had no problem shouting at her teammates, telling them to shape up or work harder.


但是因为她搬了行李,她就有了做个暴君的权利。搬行李意味着一旦队伍上场,“她可以想说什么就说什么,”教练说。

But because she had carried the bags, she had earned the right to be a tyrant. Carrying the bags mean that once the team took the field, “she could say anything she wanted,” her coach says.


当美国队赢了1999年女足世界杯,她们所有人都去了一场胜利旅行。奥夫贝克翘掉了这场庆祝,飞回了北卡的家。在大家抵达纽约那天,她却在洗衣服。

When the U.S. team won the World Cup in 1999, they all went on a big victory tour. Overbeck skipped the celebrations and flew home to North Carolina. On the day of the big rally in New York City, she was doing laundry.


奥夫贝克领导了体育史上最好的队伍之一,然而大多数人还从未听说过她。而这对她来说很好:“我从不想要自己的名字刊在报纸上,”她说,“只要我的球队赢了,我就很开心了。”

Overbeck led one of the greatest teams in all of sports history, and yet most people have never heard of her. And that was fine by her: “I’ve never cared about getting my name in the paper,” she said. “As long as my team wins, I’m happy.”


我喜欢这个故事,因为它很好的映射出一个了不起的老板是如何对待她的属下的。她不会把时间耗在“向上管理”、试图提升自己的形象或者自己的升职上。她不去试着争取荣誉。她关心他的团队,希望他们做得好,并以身作则引领全队。她比任何人工作都努力。她不会去要求你的忠诚,而是博得它。她也可能是你效力过的最粗暴,要求最高的老板了,但你愿意为她赴汤蹈火。

I love this story because it’s such a great metaphor for the way a terrific boss treats her employees. She doesn’t spend her time “managing up,” trying to raise her own profile and win a promotion for herself. She doesn’t try to grab credit. She cares about her team and wants them to do well. She leads by example. She works harder than anyone else. She doesn’t demand your loyalty, she earns it. She might also be the toughest, most demanding boss you’ve ever had. But you would walk through fire for her.


令人吃惊,这么多伟大的队长们是谦逊无私的运动员,而他们看起来坚信领导别人反而是服务他们。

It’s striking how many great captains were humble, selfless players, who seemed to believe that leading people is, paradoxically, a lot like serving them.


每个渴望成为管理者的人,或者已经在管理别人并希望更上一层楼的人,都可以从《队长班》中学到很多,并被卡拉·奥夫贝克所激励

Anyone who aspires to be a manager, or is already managing people and hopes to get better at it, could learn a lot from The Captain Class, and be inspired by Carla Overbeck.

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