1.顾客至尚 Customer Obsession Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.领导者从客户入手，再反向推动工作。他们努力工作，赢得并维系客户对他们的信任。虽然领导者会关注竞争对手，但是他们更关注客户。Over-utilized：Makes too many exceptions to process based on individual customer demand; bypasses necessary policies and procedures to meet customer demand.过度运用：对于单个客户的需求过于重视，太多“法外开恩”处理，绕过必要的政策和程序，满足客户需求。Under-utilized：Focuses on internal operations, doesn’t consider customer needs in decision making; doesn’t put the customer experience first.运用不足：过于关注内部运作，在决策时不考虑客户需求，不把客户体验放在首位。
2.主人翁精神 Ownership
Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job”.领导者是主人翁。他们会从长远考虑，不会为了短期业绩而牺牲长期价值。他们不仅仅代表自己的团队，而且代表整个公司行事。他们绝不会说“那不是我的工作”。 Over-utilized：So personally invested in their work that they rob opportunities for development from others, everything becomes their responsibility. May not function well as a team player.过度运用：在自己的工作中投入巨大的个人心血，以致于剥夺了其他人的发展机会，事无巨细，一管到底，有可能在团队协作中出现问题。Under-utilized：Has a “not my job” attitude toward some tasks. Is just trading their time for money; when they see a task that needs to be done or an improvement that could be made, they assume someone else will take care of it.运用不足：对有些工作，“事不关己，高高挂起”。完全是上班挣钱；如果看到有任务需要完成或者有不足之处需要改进，他们就想当然地认为会有其他人来管。
3.创新简化 Invent and Simplify
Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here”. As we do new things, we accept that we may be misunderstood for long periods of time.领导者期望并要求自己的团队进行创新和发明，并始终寻求使工作简化的方法。他们了解外界动态，四处寻找新的创意，并且不局限于“非我发明”的观念。当我们开展新事物时，我们要接受被长期误解的可能。 Over-utilized：May prematurely reject the old in favor of the new. Unnecessarily reinvents the wheel instead of improving someone else’s innovation. Invents, but doesn’t simplify; makes things more complex than they need to be. Works in a vacuum—without involvement or input from key participants.过度运用：太过喜新厌旧,将原有事物早早淘汰出局。进行无谓的重新重建。创新，但不求简化；把本来不需要太麻烦的事搞得过于复杂化。脱离实际，将关键参与者拒之门外或不采纳他们的意见。Under-utilized：Not a good judge of customer needs. Stuck in their comfort zone. Doesn’t push beyond the first available solution; doesn’t experiment. Blocks innovation of team; shoots down ideas before they’ve had a chance to develop. Prioritizes short-term gains over long-term innovation. Practices problem management instead of true problem solving.运用不足：对客户需求判读不清。总是流连于自己的“舒适区”。只要有可用的解决方案，就不愿意再越雷池一步；不想尝试。阻碍团队创新。优先考虑短期利益而不是长期创新。对问题进行管制，而不是真正去解决问题。4.决策正确 Are Right, A LotLeaders are right a lot. They have strong business judgment and good instincts.They seek diverse perspectives and work to disconfirm their beliefs.领导者在大多数情况下都能做出正确的决定。他们拥有卓越的业务判断能力和敏锐的直觉.他们寻求多样的视角，并挑战自己的观念。Over-utilized：Think they are right a lot. Are so overly confident that they miss out on other points of view.过度运用：总认为自己是正确的。以至于过于自信，忽略他人意见。Under-utilized：Have difficulty making decisions for fear of being wrong. Doesn’t do their homework–gathering facts and data.运用不足：担心出错，难做决策。不做准备工作——搜集事实，统计数据。5.好奇求知 Learn and Be CuriousLeaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.领导者从不停止学习，并不断寻找机会以提升自己。领导者对各种可能性充满好奇并付于行动加以探索。Over-utilized：Throw out whatever planning process currently used and try yet a different one. Ignore the negative data from a single customer, because the response has been positive overall.Criticize the team members who make a mistake and warn others never to make that kind of mistake again.过度运用：为尝试新新的可能性，抛弃已有的全部计划或流程。Under-utilized：State the problem was with the people, not the process. Stick to the previous process as-is and force compliance on the next project.Pay too much attention and effort to resolve one issue. Excuse the mistake as another instance of trial and error that everyone has to experience .运用不足：认为问题出在人身上，而不是流程上。固守既有流程，并强制将其运用于其他项目。
6.选贤育能 Hire and Develop the Best
Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice.领导者不断提升招聘和晋升员工的标准。他们表彰杰出的人才，并乐于在组织中通过轮岗磨砺他们。领导者培养领导人才，他们严肃地对待自己育才树人的职责。领导者从员工角度出发，创建职业发展机制。Over-utilized：Unable to look past initial impressions of a candidate; not open to feedback of other interviewers. Over-relies on a candidate’s affiliation with a company or school as a predictor of success. Becomes personally invested in the development of a person, losing perspective on true potential. Promotes internal people who are not raising the bar. Asks questions in interviews that are too tough, no one would be able to answer.过度运用：面对候选人，不能摆脱第一印象的影响；不能接受其他面试官的反馈意见。过于看重候选人与某一家公司或学校的关系，并以此作为成功的评判标准。在培养人才方面倾注过多个人感情，反而看不透对方的真是潜力。面试时过于刁钻，无人能够作答。Under-utilized：Doesn’t dig deep in interviews. Won’t hold out for the best candidate. Relies on biases, experience “like mine” or “just knowing.” Is frequently wrong in predicting who will be successful. Unaware of the developmental needs of the team. Fails to give frequent, honest, developmental feedback. People on their team are not developed to full potential. Refers everyone they know. Rarely contributes valuable interview feedback. Gets too creative with interview questions asking questions that are not directly job related. Does not adhere to the interview practices of Making Great Hiring Decisions. Thinks new hires should just “figure it out.运用不足：面试时了解情况不深入。不坚持寻找最佳候选人。全凭一己之见和所谓经验行事，“像我的风格”或“我就是知道”。在判断谁将取得成功上老是走眼。意识不到团队的发展需求。不能提供频繁、真诚和有发展作用的反馈。团队成员不能施展出全部才华。在面试问题上，总问一些与工作没有直接关系的问题。不按“Making Great Hiring Decision”中的面试方法操作。认为新员工应该自己“搞定”。
7.最高标准 Insist on the Highest Standards
Leaders have relentlessly high standards–many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.领导者有着近乎严苛的高标准 — 这些标准在很多人看来可能高得不可理喻。领导者不断提高标准，激励自己的团队提供优质产品、服务和流程。领导者会确保任何问题不会蔓延，及时彻底解决问题并确保问题不再出现。Over-utilized：Sets unreasonably high standards without providing the support to achieve. Is a perfectionist and overly critical. Disregards the developmental level of the person when setting goals.过度运用：设定高不可攀的标准，但却不提供任何支持去实现目标。完美主义者，过于吹毛求疵。在设定目标时不考虑个人发展水平。Under-utilized：Sets easily achievable standards; creates a false confidence and sense of success. Doesn’t challenge the work or ideas of others to ensure highest quality. Gives in too easily; accepts less than what was agreed upon. Sets a low bar for performance just so that goals are always met.运用不足：设定的标准太容易达到: 产生虚幻的信心和成功感。不敢通过挑战别人的工作或创意确保获得最高品质。总是轻言放弃；接受任务有保留，执行任务打折扣。总是设定较低的绩效标准，只想轻松实现目标。
8.远见卓识 Think big
Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.局限性思考只能带来局限性的结果。领导者大胆提出并阐明大局策略，由此激发良好的成果。他们从不同角度考虑问题，并广泛寻找服务客户的方式。Over-utilized：May get stuck in the idea-generating process and fail to act. Doesn’t follow through. Wastes time on an idea they love and fail to recognize that it is impractical or only marginally productive.过度运用：过于沉迷于激发创意但缺少行动。不能坚持到底。在自己热衷的点子上浪费时间，而不愿意承认它不切实际，或成效甚微。Under-utilized：Narrow-minded; overly tactical, not strategic; avoids risk. Relies on “tried and true” solutions for new issues and problem; resistant to new ideas. Responds to new ideas with reasons why it won’t work instead of thinking of ways to make things work.运用不足：思维狭隘；过于局限于战术层面，缺乏战略素养；回避风险。对于新事物和新问题，总是依靠“实践出真知”的解决方案；排斥新思路。对于新的创意和想法，总是想到不可行的理由，而不是想办法积极推进。
9.崇尚行动 Bias for Action
Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.速度对业务影响至关重要。很多决策和行动都可以改变，因此不需要进行过于广泛的推敲。我们提倡在深思熟虑前提下进行冒险。Over-utilized：Jumps to conclusions or take action before considering facts and data; impulsive; impatient; decides or acts quickly to avoid necessary debate. Doesn’t consider others’ input. Pushes solutions before understanding root causes. Practices problem management, not true problem solving. Spends too much time in a reactionary mode, fighting fires.过度运用：不对事实和数据进行通盘考虑就匆忙得出结论或采取行动；做事冲动；急躁；喜欢迅速决策或行动，回避必要的讨论。不考虑他人意见。在了解问题根本原因前推出解决方案。对问题进行管制，而不是真正去解决问题。Under-utilized：Slow to decide or act on opportunity; procrastinates/hesitates; freezes on issues. May be a perfectionist; may lack confidence. Waits to be told what to do. Wastes time pursuing lower priorities. May be bored, unmotivated or burned out. Overthinks decisions. Communications fizzle, responses are sluggish, work is delayed, keeps others waiting.运用不足：决策迟缓，不能抓住机会迅速行动；做事拖延、犹豫不决；可能是一个完美主义者；也可能缺乏信心。坐等上级指示如何去做。把时间浪费在解决次要问题上。决策时想得太多。沟通无效，反应迟钝，工作拖沓，让别人空等。10.勤俭节约 FrugalityAccomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size or fixed expense.力争以更少的投入实现更大的产出。勤俭节约可以让我们开动脑筋、自给自足并不断创新。增加人力、预算以及固定支出并不会为你赢得额外加分。Over-utilized：Believes that it is never appropriate to spend money. Fails to invest or spend when they should.过度运用：认为花钱永远都不对。不能在需要时投入或支出。Under-utilized：Are at a loss when challenged to solve problems without adding resources; can’t see possibilities. Lacks resourcefulness.运用不足：在没有追加资源的情况下解决问题时，会变得不知所措；看不到潜在机会。缺乏主意和办法。
11.赢得信任 Earn Trust
Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.领导者专注倾听，坦诚沟通，尊重他人。领导者敢于自我批评，即便这样做会令自己尴尬或难堪。他们并不认为自己或其团队总是对的。领导者会以最佳领导者和团队为标准来要求自己及其团队。Over-utilized：May be so overly open and honest they are perceived as too direct. May focus too much on pleasing others.过度运用：过于开放和诚实，让人觉得太过直接。可能过于关注取悦他人。Under-utilized：Has a hidden agenda; gives preferential treatment; lacks confidentiality. Doesn’t follow through on promises. Keeps information from people who should know.运用不足：作风神神秘秘；不能一视同仁；行事不遵守诺言。对本应有权知道的人封锁消息。
12.刨根问底 Dive Deep
Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ. No task is beneath them.领导者深入各个环节，随时掌控细节，经常进行审核，当数据与传闻不一致时持有怀疑态度。领导者不会遗漏任何工作。Over-utilized：May be so connected to the tactical details that they miss the big picture; spends too much time on analysis that never leads to action.过度运用：拘泥于战术性细节以致于没有大局观；花费太多时间去分析问题，但却永远不采取行动。Under-utilized：Focuses too much on high-level ideas, isn’t familiar with the necessary details of processes. Tries to solve problems before really understanding them; doesn’t go and see. Over-relies on facts or data, but doesn’t use both.运用不足：过于关注高层面的想法，不熟悉流程的必要细节。在没有真正了解清楚前，急于解决问题；不进行实地调查研究。过于依赖事实或者数据，但却不能将二者结合使用。
13.敢于谏言，服从大局 Have Backbone; Disagree and Commit
Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.领导者必须要能够不卑不亢地质疑他们无法苟同的决策，哪怕这样做让人心烦意乱，精疲力尽。领导者要信念坚定，矢志不移。他们不会为了保持一团和气而屈就妥协。一旦做出决定，他们就会全身心地致力于实现目标。Over-utilized：May be over-contentious or argumentative; bullies others in debating an issue.过度运用：可能过于争强好斗，喜欢辩论；在争论问题时以势压人。Under-utilized：Doesn’t get behind unpopular messages. Uses poor judgment. Bends easily despite own best instincts; isn’t comfortable speaking up; shies away from debate. Is silent or agrees with decisions in the meeting and then complains or questions the decision outside the meeting.运用不足：不会支持不受欢迎的意见。判断能力不强。尽管直觉敏锐但仍容易为别人意见所左右；不善于公开表达自己的观点；怯于辩论。对于会议中做出的决策保持沉默或表态支持，但在会后却抱怨或质疑决策。
14.达成业绩 Deliver Results
Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.领导者会关注其业务的关键决定条件，确保工作质量并及时完成。尽管遭受挫折，领导者依然勇于面对挑战，从不气馁。Over-utilized：Focused on achieving results at any cost; may show a lack of concern for teams, processes, or ethics. Doesn’t share successes. Overly emphasizes results, leaving bodies in their wake. Tries to get everything done, without regard for importance or necessity. Works at an unsustainable pace, expects others to do the same. Builds for the sake of building.过度运用：立足于不惜代价取得业绩；可能显得对团队、流程或道德伦理缺乏关注。不愿分享成功。过度强调业绩，一将成功万骨枯。试图完成所有工作，不管是否重要，是否必要。工作节奏过快，不能持久，而且希望别人也这样做。做事情不考虑相关因素，只是为做而做。Under-utilized：Inconsistent on achieving goals. Manages workload poorly. Just gets by with minimum required effort. Makes excuses, accepts excuses. Creates a “try hard” culture, instead of results driven culture. Glosses over shortcomings to protect feelings. Creates false confidence and sense of success in their team.运用不足：在实现目标上不能做到始终如一。对工作量管理乏力。付出最低限度的努力，只为过关。自己找借口，也接受别人的借口。形成一种“努力就行”的文化。为照顾情绪而掩盖缺点。在自己的团队中营造虚幻的信心和成功感。
