足球教练与企业老板哪个更难做Football manager orBossHoward Wilki nson, former man ager of Leeds Un ited, knows about pressure: “No offence to capta ins of in dustry but even a FTSE 100 chairma n can postp one a board meeti ng. A man ager cant postp one a football match and every match is a shareholder meeti ng, sometimes in front of 88,000 people. 利兹联队(Leeds Uni ted)前主教练霍华 德威尔金森(Howard Wilki nso n)明白 什么是压力：“我无意冒犯企业界的领 袖们，但即便是富时100指数(FTSE 100) 成分股企业的董事长，也能推迟董事会 会议。而足球俱乐部的主教练是不能推 迟比赛的。每场比赛都是一次股东大会，(有 时)要面对8.8万人。”Mr Wilki nsons comme nt also un derl ines whatple nty of corporate executives 一 dazzled by in sights imparted by their sport ing idols 一 tend to forget. Lead ing a bus in ess is not like lead ing a sports team.威尔金森的话还着重指出了很多企业高管(这些高管为其体育偶像传授的深刻见解所倾倒) 往往会忽视的东西：领导一家企业与领导一支球队是不同的。Inf act, it is much harder.实际上，前者的难度要大的多。It is certa inly tough at the top of both worlds. Mr Wilki nson was speaki ng at the launch of The Man ager, a book of man ageme nt in sights from top football coaches such as Chelseas Jose Mouri nho.处在这两个领域的最顶端肯定都很艰难。威尔金森是在主教练(The Manager)书的 发2虽哺巴Golder Eritfcaticn布会上发表上述言论的。这本书讲述了一些最优秀足球主教练的管理见解，切尔西队 (Chelsea)的若泽穆里尼奥(JosQ Mourinho)就是其中之一。In En gla nd, professi onal man agers last on average 16 mon ths. More tha n half n ever get a sec ond cha nee. Their short ten ure is lived un der a spotlight con trolled by voracious media, obsessive fans, capricious owners and overpaid and sometimes un ruly players.在英格兰，职业足球主教练的平均任期为16个月。其中逾一半的人永远不会有第二次机出任主教练。他们短暂的任期是在聚光灯下度过的，无孔不入的媒体、狂热的球迷、反复无常的老板、以及薪资过高且有时不服管教的球员，都会让他们成为公众关注的焦点。But there is a purity and focus to the football managers role that is rare in bus in ess. Few jobs are (literally) as goal-orie nted, as boun ded by rules and as divorced from the profit motive. Compa nies built by the own ers of football clubs often tur n over far more money tha n the clubs themselves. Coaches sometimes win broader resp on sibility 一 Sir Alex Fergus on at Man chester Un ited was one - but that is the exceptio n in football, the rule at compa ni es.但足球主教练角色的纯粹性和专注性在企业界是不多见的。很少有什么工作(真的)像这样 足球主教练这样以目标为导向、受规则约束且不必考虑利润。足球俱乐部老板创办的企业所 赚的钱，通常会比俱乐部本身赚的钱多得多。主教练有时会承担更广泛的职责，曼彻斯特联 队(Ma nchester Un ited)的亚历克斯弗格森爵士 (Sir Alex Ferguso n)就是这样一位主教练， 但这种情况在足球界属于例外，在企业界则属于常规。An ita Elberse, co-author of a Harvard Bus in ess School case study about Sir Alex, has writte n that his success and stay ing power “dema nd study but that compa niers should not push the applicatio n of his approach to bus in ess too hard. Eve n football-mad con sulta nt Mike Cars on, author of The Man ager, writes that less ons taught by Mr Mouri nho and his peers are more about leadership tha n man ageme nt.哈佛商学院(Harvard Bus in ess Schoo l)针对亚历克斯爵士的情况编写了一项案例研究。该 研究的一位作者阿妮塔埃尔贝斯(Anita Elberse)写道，亚历克斯爵士的成功和长期掌权匸，虽齒巴Golden Eritfcatinn“值得研究”，但企业不应强行采用他的方式。就连酷爱足球的咨询师、主教练一书作 者迈克卡森(Mike Carso n)也写道，穆里尼奥及其同行传授给我们的经验，更多的是关于 领导力而非管理。Such less ons are valid only at the highest level, though, where they risk being mere truisms. Football and bus in ess leaders all n eed to han dle huma n bein gs. All take up arms in a war for tale nt. All are repaid for hard work and determ in atio n.不过，这些经验只在最高层级才适用，而在那个层级，它们可能只能算是一些不言而喻的道 理。足球主教练和企业领导人都需要与人打交道，都需要应对“人才大战”，他们的辛勤工 作和坚定决心都会得到回报。More interesting is where the roles differ. Is leading a sports team really as complicated as con sulta nts and academics believe? Football man agers themselves often come back to the simplicity of the wi n-lose-or-draw outcomes of matches aga inst sin gle opp onen ts.更有趣的是这两种角色的不同之处。领导一支球队真的像咨询师和学者认为的那样复杂吗？ 足球主教练自己往往会回归简单，即与单一对手比赛的胜、负、平三种结果。Compare this to Apples critical decisi on last week on the launch of new iPh one models. Tim Cook, chief executive, had to alig n pric ing, inno vati on, bra nd and desig n con sideratio ns in a shift ing market crowded with rivals, some of which he cannot even ide ntify yet. If he concen trated only on the threat posed by, say, Sams ung, he would be quickly outfla nked by others.将其与苹果(Apple)最近在推出新款iPhone上所做的关键决定做个对比吧。苹果首席执行 官蒂姆库克(Tim Cook)必须在一个充满竞争对手(其中一些对手他甚至还无法辨识出来)、 不断变化的市场中综合考虑定价、创新、品牌和设计因素。如果他只关注比如说三星 (Samsu ng)构成的威胁，他将很快被其他竞争对手超越。Football managers plans are more tactical and are tied more closely to the nextshort -term challe nge. The thoughtful Arse nal man ager Arse ne Wen ger tells MrCars on how hard it is to sack 14 people every Friday morni ng whe n he selects a team for the weeke nd and the n re-employ them on a Mon day. Failure to get thisteam selectio n right can doom man agers careers, while faili ng chief executivesGaldpn Eriu 田 rinncan sometimes cling on. But footballs short -term focus also allows its leaders to recover swiftly, whereas corporate leaders big strategic mistakes, on people or product, can blight a compa ny for years. In tel admits it missed the smart pho ne chip revolutio n. Last week Bria n Krza ni ch, the new chief executive, staked its future on leapfrogging the competiti