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Candid conversations with top leaders around the world on how they approached pitvotal moments in their careers No Fear of Failure?offers insightful, candid conversations with some of the world's top leaders in business, politics, education, and philanthropy?each giving a first-person account of how they approached crucial, career defining moments. Gary Burnison, CEO of Korn/Ferry International, the world's largest executive recruiting firm, sits down one-on-one with a highly select and elite corps, and together they openly discuss how they handled (often very publicly) war, economic downturn, corporate turnover, and even retirement. Together these world-class leaders show the risks one must be willing to take, as well as the vision, resilience, and compassion necessary to lead. Includes original interviews with Michael Bloomberg, Carlos Slim, Eli Broad, Indra Nooyi, Drew Gilpin Faust, Anne Mulcahy, Vincente Fox, Lt. General Franklin L. "Buster" Hagenbeck, Coach John McKissick, Liu Chuanzhi, Daniel Vasella, and Olli-Pekka Kallasvuo Explores the common traits great leaders exhibit: vision, compassion, resilience, competitiveness, purpose, humility, team-building skills, entrepreneurial spirit, perseverance, self-awareness, empowerment, and being a catalyst Taking readers into executive suites, government offices, battlefields, and football fields, No Fear of Failure shows how great leaders make lasting impact.

Q&A with Gary Burnison, CEO of Korn/Ferry International, and author of No Fear of Failure: Real Stories of How Leaders Deal with Risk and Change

Author Gary Burnison What does “no fear of failure” mean?

“No fear of failure” refers to the inner strength needed to accept that failure is inevitable at times and that all leaders must be willing to take risks. Success instills confidence, but failure imparts wisdom. It’s what you do after failure that counts—what you learn. The bridge between failure and success is the ability to learn and the courage to try again.

How did you choose the leaders interviewed for this book?

We identified leaders who have shown courage and confidence in a variety of situations and challenges, who possess different backgrounds in business, sports, academics, philanthropy, and public service. With such a broad base of leaders, it was fascinating to discover their commonalities, such as never confusing what they do with who they are and remaining committed to self-improvement to grow as a leader. To lead others; you must first lead yourself.

Which leader surprised you the most in his or her interview?

Every interview had surprises. Michael Bloomberg is a take-charge public servant and highly successful entrepreneur, but he credits the efforts of others to whom he empowers. As president of Mexico, Vicente Fox was in the spotlight on the world stage with heroic aspirations of making lasting change in his country, but never lost his humility and appreciation of where he came from. General Franklin “Buster” Hagenbeck led soldiers into battle, but he spoke with deep compassion and caring for every individual. In fact, every leader revealed surprising vulnerability.

Of all the attributes named in this book, which is the most important, in your opinion? It’s not what you’ve done as a leader; it’s what you’ve learned. Effective leaders are lifelong learners—inquisitive and constantly engaged. Insatiably curious, they are voracious readers, particularly of history and biography. They are forward leaning in their approach.

What are some of the other insights to effective leadership? To be an effective leader, you must listen first, learn, and then lead. Listen more than you speak is good advice for anyone—and it is twice as true for a leader. Some people will seek to be heard, others will be threatened by change going on in the organization, but all will have something to teach the leader. Leaders also know that strategic thinking is perpetual. They look over the horizon, but anticipate and navigate the short-term. They always have a Plan “B.”

What did you take away from the experience of writing this book?

It was a privilege to engage in such candid discussions with leaders who are the outliers of achievement—and yet they retained their humility, humanness, and accessibility. In each instance, it was not what the person said that made the biggest impact; it was how they made you feel when you were with them. Leadership is about grace, the ability to rise above and to anchor yourself in humility by always focusing first on others.

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Candid conversations with top leaders around the world on how they approached pitvotal moments in their careers No Fear of Failure?offers insightful, candid conversations with some of the world's top leaders in business, politics, education, and philanthropy?each giving a first-person account of how they approached crucial, career defining moments. Gary Burnison, CEO of Korn/Ferry International, the world's largest executive recruiting firm, sits down one-on-one with a highly select and elite corps, and together they openly discuss how they handled (often very publicly) war, economic downturn, corporate turnover, and even retirement. Together these world-class leaders show the risks one must be willing to take, as well as the vision, resilience, and compassion necessary to lead. Includes original interviews with Michael Bloomberg, Carlos Slim, Eli Broad, Indra Nooyi, Drew Gilpin Faust, Anne Mulcahy, Vincente Fox, Lt. General Franklin L. "Buster" Hagenbeck, Coach John McKissick, Liu Chuanzhi, Daniel Vasella, and Olli-Pekka Kallasvuo Explores the common traits great leaders exhibit: vision, compassion, resilience, competitiveness, purpose, humility, team-building skills, entrepreneurial spirit, perseverance, self-awareness, empowerment, and being a catalyst Taking readers into executive suites, government offices, battlefields, and football fields, No Fear of Failure shows how great leaders make lasting impact.

Q&A with Gary Burnison, CEO of Korn/Ferry International, and author of No Fear of Failure: Real Stories of How Leaders Deal with Risk and Change

Author Gary Burnison What does “no fear of failure” mean?

“No fear of failure” refers to the inner strength needed to accept that failure is inevitable at times and that all leaders must be willing to take risks. Success instills confidence, but failure imparts wisdom. It’s what you do after failure that counts—what you learn. The bridge between failure and success is the ability to learn and the courage to try again.

How did you choose the leaders interviewed for this book?

We identified leaders who have shown courage and confidence in a variety of situations and challenges, who possess different backgrounds in business, sports, academics, philanthropy, and public service. With such a broad base of leaders, it was fascinating to discover their commonalities, such as never confusing what they do with who they are and remaining committed to self-improvement to grow as a leader. To lead others; you must first lead yourself.

Which leader surprised you the most in his or her interview?

Every interview had surprises. Michael Bloomberg is a take-charge public servant and highly successful entrepreneur, but he credits the efforts of others to whom he empowers. As president of Mexico, Vicente Fox was in the spotlight on the world stage with heroic aspirations of making lasting change in his country, but never lost his humility and appreciation of where he came from. General Franklin “Buster” Hagenbeck led soldiers into battle, but he spoke with deep compassion and caring for every individual. In fact, every leader revealed surprising vulnerability.

Of all the attributes named in this book, which is the most important, in your opinion? It’s not what you’ve done as a leader; it’s what you’ve learned. Effective leaders are lifelong learners—inquisitive and constantly engaged. Insatiably curious, they are voracious readers, particularly of history and biography. They are forward leaning in their approach.

What are some of the other insights to effective leadership? To be an effective leader, you must listen first, learn, and then lead. Listen more than you speak is good advice for anyone—and it is twice as true for a leader. Some people will seek to be heard, others will be threatened by change going on in the organization, but all will have something to teach the leader. Leaders also know that strategic thinking is perpetual. They look over the horizon, but anticipate and navigate the short-term. They always have a Plan “B.”

What did you take away from the experience of writing this book?

It was a privilege to engage in such candid discussions with leaders who are the outliers of achievement—and yet they retained their humility, humanness, and accessibility. In each instance, it was not what the person said that made the biggest impact; it was how they made you feel when you were with them. Leadership is about grace, the ability to rise above and to anchor yourself in humility by always focusing first on others.

• 作者：咕国人民 发布时间：2022-11-22 10:47:51

  很简单，岳老的意思是庙会这些俗文化有“本真性”

• 作者：摩天轮 发布时间：2011-06-06 00:10:15

  粗略了看，前半部分不错，结论有些粗糙！

• 作者：烟斗客甲 发布时间：2015-05-27 19:37:36

  作者以《震海听风录》和《寰宇大战略》的内容为主，最新出版的关于中国地缘政治的作品。主要涉及中国与日本、台湾、美国和朝鲜等在军事和政治上的关系和应对思考。大量节目中对话的引入产生现场剑拔弩张的氛围，大量来自外交和军界的各方嘉宾你方唱罢我登场，透露出多方立场和见识，虽然嘉宾多为退役军官或外交人员，并没有很高官阶的敏感人物现身，但他们的影子和影响显然不容小觑。中国鸽派与鹰派的对话，安倍的两面性，中日间关系的起伏缘由，台湾政坛更迭与大陆的关系，南海危机的来龙去脉，钓鱼岛悬念，朝中关系和朝鲜核试验，中美军事对峙如何演化等。但过多的回溯个人间的关系和约谈办法的描述占了很多篇幅，无疑冲淡了主题。

• 作者：希帕蒂亚的女儿 发布时间：2023-07-23 02:06:53

  收录了托马斯·科茨的数篇短文，因为分别是在不同场合的论文及讲话，所以有不少重复内容。他回顾了荣格和以自己父母为首的一代荣格分析师的个人史，及荣格学派的发展史。原初自性和终极自性的区分原来是乔·汉德森提出的。弗洛姆在荣格自传出版后逼逼叨叨说他是投机分子。皮亚杰的分析师竟是荣格的情人斯皮勒林。好奇诺依曼和荣格的友谊。科胡特的观点果然对荣格派有天生的吸引力。看荣格著作容易陷入的误区是觉得荣格只关注意象，实际上各流派的分析技巧他都认同，只不过别家阐释清楚的他不会重复而已，只看荣格的书而不博采众长就废了。

• 作者：塗尔干 发布时间：2008-04-07 21:12:23

  道理是懂的，人人都知道，只是没人提出来罢了

• 作者：凤凰空间 发布时间：2017-02-27 14:07:43

  古代帝王给我们留下的文化遗产中，除了建筑遗迹外，更多是他开疆辟土、获取天下、治理天下的策略和过程的文字资料。众所周知，我国古代重文轻理，帝王们留下的大都是文史典籍，科普典籍非常少有。被称为“千古一帝”的康熙皇帝，在闲暇时，却用笔记的形式，对一些科学文化现象进行调查、实验，其中有不少独到的见解，内容涉及天文、地理、古生物、动物、植物、医药、哲学等各个门类—— 一代帝王有这样的科学探索经历是非常罕见的。

  《康熙几暇格物》不仅让我们看到康熙时代人们广泛的科学眼界，而且能让我们从王者的视角看到科学世界里的无限趣味。

• 在Leadership Blog上看到的推荐书目，上个月刚刚入手，几个CEO的经历分享。

  作者：Giuseppe Simon 发布时间：2011-11-10 13:42:29

• 《加薪秘诀》：用小说把“加薪”写出了花

  作者：小矮子 发布时间：2021-09-26 15:10:50

  我认为这本书可以列为“最具欺骗性的书名”之一，和“禅与摩托车维修艺术”相差不多。这本书的书名初看我以为是职场成功学之类的书，并不喜欢，但当我认识到它是一本小说，而且是先锋、实验性质的时候，我在难以置信之中有些惭愧，因为书名就对一本书有了轻率之心。

  作者乔治·佩雷克是我在中文系文学史课本上没有接触过的作家，但在一位兼具创作、评论及研究的老师的课程里，提到了一本书——《人生拼图版》。然后在老师的讲述中，被这位作者的巧思所吸引，于是我由心地发出感慨：原来小说可以这样写！老师似乎还说了一个流派，以及这个流派的作者种种古怪的写小说的想法。这个被提到的流派想必就是“乌力波”吧，即“潜在文学工厂”。《乌力波》也是一本书，其简介说，“乌力波”是法国“新小说”之后有一个真正意义的文学流派，并且，卡尔维诺也是其中的一员。哦，这么想想，卡尔维诺不断把小说折腾来折腾去这一举止还真有了合适的归属。

  

  本书由《译者序》、《加薪秘诀》、《加薪》、《跋》四个部分组成。在《译者序》中，译者介绍了作者佩雷克是个喜欢制造阅读障碍的家伙，通过束缚、限制来创作一本小说，比如写《消失》，就让法语中使用频率最高的字母“e”消失。而回到这本书上，《加薪秘诀》是小说文本，《加薪》是剧本文本。《加薪秘诀》用作者的话来说，是“线性的方式”，用的是举出种种假设又一一检验考虑的方式，就像是一个流程图，各种关口有“yes/no”的可能。我们不妨直接引述文本的前四行：

  经过深思熟虑鼓起满腔勇气您决定去见您的上司请求加薪所以您去求见上司简便起见因为不简总是不便我们且称他张三先生也可叫作张先生或者干脆就是张生所以您去见张生要么张生在他的办公室里要么张生不在他的办公室二者必居其一如果张生真要

  没错，这就是本书的前四行，没有标点。随着阅读，你会在“简便起见因为不简总是不便……二者必居其一……”里转悠，看到主人公永远在一家企业里求不到加薪，仿佛是在看到又永远到达不了卡夫卡笔下的“城堡”一般。进而随着阅读，主人公会缓慢（让人感觉真实千辛万苦）且在易让人昏睡的叙述中进入上司办公室的门，提出加薪的要求，到最后来个表彰什么却无加薪之实，一直到临近结尾，你才发现主人公已经是个老人了——在阅读中，与昏睡一同增加的，是绝望和愤懑：你以为故事是循环前进，但实际是封死出路的循环前进。

  

  《加薪》是一篇剧本，相对前面《加薪秘诀》，它给人的阅读体验就是坐火箭（幸好《加薪秘诀》只有不到40页），纸张在手指尖哗哗翻过。在这部剧本里，你会更清楚《加薪秘诀》里的一些句子成分，它是一些同样性质的句子循环：建议、非此即彼、肯定假设、否定假设……而这些，恰恰是戏剧人物！真是绝妙的想法。

  《加薪》与《加薪秘诀》的情节、结构都大同小异，只是一些具体进展不同，并且加入了戏剧人物的对话成分，有时有某种俏皮感。

  《跋》由贝尔纳·马涅所撰，放在最后，《译者序》提到，认为“带着浓重的文学解析风格，不免稍显枯燥而晦涩，于是有了这篇译者序”，译者将《译者序》放在前面，《跋》放在最后，是一个很好的安排。看完译者通俗的介绍和佩雷克的故事、戏剧，再看马涅“浓重的文学解析风格”的文章，以期对故事的来龙去脉和佩雷克的创作理念更加有所了解，这条“线性”的路是没错的。

  回味本书，我很难想到一件“加薪”的小事居然能在小说家的笔下玩出话来，这种“接地气”甚至感觉没啥好写的事，居然是用如此“实验”的方式写出来，这让我想到了科塔萨尔的《指南手册》，尤其是《爬楼梯指南》一篇，作者真的一本正经地教人如何爬楼梯。我想，关注的题材和小说语言、形式创作都会有“实验”的可能，这种实验不仅是打开小说的无限可能性，也是作家和读者审视自己生活、社会不可缺少的一个角度。