变态肠流是什么:三种类型的人要立马解雇！！

“我希望的企业文化是欢快的，所以我解雇了所有不欢快的人。”---一个不愿透露姓名的非常成功CEO说。

We (your authors) teach our children to work hard and never, ever give up. We teach them to be grateful, to be full of wonder, to expect good things to happen, and to search for literal and figurative treasure on every beach, in every room, and in every person.

我们（你们的长辈们）一直教我们的孩子要努力工作，永远不要轻言放弃。我们教导他们要心存感激，充满好奇。相信事情总会向好的地方发展。去寻找那些存在的和潜在的财富，包括每一个海难，每一个房间，每一个人。1

But some day, when the treasure hunt is over, we’ll also teach them to fire people. Why? After working with the most inventive people in the world for two decades, we’ve discovered the value of a certain item in the leadership toolbox: the pink slip.

但直到某一天，当所有挖掘宝藏结束了，我们还教他们解雇员工。为什么？在和世界上最有创造力的员工合作了二十年后，我们发现了领导工具箱里其中一条的价值：解雇通知书。

Show of hands: How many of you out there in Innovationland have gotten the “what took you so long?” question from your staff when you finally said goodbye to a teammate who was seemingly always part of problems instead of solutions?

举手表决：在Innovationland的人，你们的一个团队成员总是引起更多的麻烦而不是给出解决问题，当你们最后决定辞退他时，你们中有多少被同事问过这样的问题：“你为什么这么久才这么做？”1

We imagine a whole bunch of hands. (Yep, ours went up, too.)

我们设想所有人都举了手。（是的，我们也举了。）

These people—and we going to talk about three specific types in a minute—passive-aggressively block innovation from happening and will suck the energy out of any organization.

这些人--我们马上会谈到的三种类型--不但消极的阻碍创新的发生，还会把每个组织中的活力吸掉。

When confronted with any of the following three people—and you have found it impossible to change their ways, say goodbye.

当遇到以下三种人种的任何一种，并发现你无法改变他们的行事方法，那就解雇他们。2

1. The Victims

第一种：受害者

“Can you believe what they want us to do now? And of course we have no time to do it. I don’t get paid enough for this. The boss is clueless.”

“你知道他们现在想让我们做什么吗？我们当然没时间做，我的工资还不值得我这些。老板就是个笨蛋。”

Victims are people who see problems as occasions for persecution rather than challenges to overcome. We all play the role of victim occasionally, but for some, it has turned into a way of life. These people feel persecuted by humans, processes, and inanimate objects with equal ease—they almost seem to enjoy it. They are often angry, usually annoyed, and almost always complaining. Just when you think everything is humming along perfectly, they find something, anything, to complain about. At Halloween parties, they’re Eeyore, the gloomy, pessimistic donkey from the Winnie the Pooh stories—regardless of the costume they choose.

有受害者心理的人把问题看作是迫害的起因，而不是要克服的挑战。我们偶尔都会扮演受害者的角色，但对一些人来说，它已经成了他们生活的方式。这些人感觉他们受到人，流程，无生命物体的迫害。可以说，他们几乎很享受这样的过程。他们经常很愤怒，也很容易被激怒，还总是在抱怨。当你觉得每件事近乎完美的时候，他们却总能找到一些事，甚至任何事，拿来抱怨。在万圣节派对上，不管他们穿的是什么角色的服装，他们都是屹尔，来自《小熊维尼和蜂蜜树》里的阴沉悲观的驴子。

Victims aren’t looking for opportunities; they are looking for problems. Victims can’t innovate.

受害者不寻找机会，他们寻找麻烦。受害者没有创造力。

So if you want an innovative team, you simply can’t include victims. Fire the victims. (Note to the HR department: Victims are also the most likely to feel the company has maliciously terminated them regardless of cause. They will often go looking for someone—anyone—who will agree that you have treated them unjustly. Lawyers are often left to play this role. So have your documentation in order before you let victims go, because chances are you will hear from their attorneys.

所以，如果你想要一个有创造力的团队，根本的一点，不要让受害者加入。解雇这些“受害者”（人力资源部的要注意：受害者也最可能觉得公司无原无故的充满敌意的开除他们。）他们会经常找那些赞同你对他们有不公待遇的人诉苦。律师也会牵扯进来。所以，在让受害者走之前，准备好你的法律文件，因为你有很大的机会收到他们的代理律师函。

2. The Nonbelievers

第二种：怀疑论者。

“Why should we work so hard on this? Even if we come up with a good idea, the boss will probably kill it. If she doesn’t, the market will. I’ve seen this a hundred times before.”

“为什么我们要这么辛苦的做这件事？即使我们能想出一个好点子，老板也很有可能枪毙它。即使她不会，市场也会，我已经见过这种情况100次了。”

We love the Henry Ford quote: “If you think you can or think you cannot, you are correct.” The difference between the winning team that makes industry-changing innovation happen and the losing one that comes up short is a lack of willpower. Said differently, the winners really believed they could do it, while the losers doubted it was possible.

我们喜欢引用亨利。福特的话：“你觉得你行你就行，你觉得你不行你就不行”。一个使企业发生创造变革的成功团队和一个失败的团队的区别简单来说是缺乏成功意愿。换句话说，成功者总是想念他们能行，失败者却怀疑它的可能性。

In our experience, we’ve found the link between believing and succeeding incredibly powerful and real. Great leaders understand this. They find and promote believers within their organizations. They also understand the cancerous effect that nonbelievers have on a team and will cut them out of the organization quickly and without regret.

在我们以往的经验中，我们发现相信自己和成功之间的联系是如此令人难以致信的强大和真实。伟大的领导者都明白这一点。他们在组织中寻找和提拔这些自信的人。他们也同样明白怀疑者对团队的负面影响，会毫不留情的将他们从组织中剔除出去。

If you are a leader who says your mission is to innovate, but you have a staff that houses nonbelievers, you are either a lousy leader or in denial. Which is it? You deserve the staff you get. Terminate the nonbelievers.

做为一个领导者，如果你的任务是创新，但你的员工中会有怀疑者，你要么自己太糟糕要么自己不愿承认。是哪一个呢？你活该有这样的员工。立即开除怀疑者。

3. The Know-It-Alls

第三种：无所不知者。

“You people obviously don’t understand the business we are in. The regulations will not allow an idea like this, and our stakeholders won’t embrace it. Don’t even get me started on our IT infrastructure’s inability to support it. And then there is the problem of ….”

“你们这些人很明显搞不明白我们在做什么。规章不允许这样的想法，我们的股东也不会赞同。别指望我责备我们IT基础设施的无能来支持它。到时候又会有。。的问题”

The best innovators are learners, not knowers. The same can be said about innovative cultures; they are learning cultures. The leaders who have built these cultures, either through intuition or experience, know that in order to discover, they must eagerly seek out things they don’t understand and jump right into the deep end of the pool. They must fail fearlessly and quickly and then learn and share their lessons with the team. When they behave this way, they empower others around them to follow suit—and presto, a culture of discovery is born and nurtured.

最好的创新者是学习者，而不是知道者。创新的文化也是如此，他们会一直学习这些文化。领导者们要么通过直觉，要么通过经验创立了这些文化，他们明白：为了去发掘，他们必须找出他们不懂的，然后理解其精髓。他们必须不怕失败，快速学习，并和团队分享所学。当他们这么做时，会带动身边的人效仿---很快，一个喜欢探索的企业文化就诞生了。

In school, the one who knows the most gets the best grades, goes to the best college, and gets the best salary. On the job, the person who can figure things out the quickest is often celebrated. And unfortunately, it is often this smartest, most-seasoned employee who eventually becomes expert in using his or her knowledge to explain why things are impossible rather than possible.

学校里，知道最多的拿的分数最高，可以上最好的大学，拿高薪。工作中，那些能最快指出事物缺点的人通常是最值得庆贺的。然尔不幸的是，正是这些最聪明，最有条理后来成为专家的员工，利用他（她）们的知识来解译为什么一些事情是不可行的，而不是可行的。

This employee should be challenged, retrained, and compensated for failing forward. But if this person’s habits are too deeply ingrained to change, you must let him or her go. Otherwise, this individual will unwittingly keep your team from seeing opportunity right under your noses. The folks at Blockbuster didn’t see Netflix‘s (NFLX) ascendancy. The encyclopedia companies didn’t see Google (GOOG) coming. But the problem of expert blindness existed well before the Internet.

这类员工应该受到质疑，再教育，为他们的失败获得补偿。但如果这个人顽固到不可改变，你就必须请他（她）离开了。不然，这样的个别人会不自觉得影响你的团队，让他们看不到摆在眼前的机会。在Blockbuster的人就没看到Netflix's(NFLX)的支配地位。百科全书类的公司就没看到Google(GOOG)的到来。但专家盲目的问题在互联网时代以前就存在。

Two of our favorites from rinkworks.com: “This ‘telephone’ has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us.” —Western Union internal memo, 1876.

rinkworks.com里我们最喜欢的两条是：“'电话'有太多的缺陷，通过认真的考虑不能做为一种通讯工具。这种设备对我们来说肯定毫无价值。”---Western Union内部备忘录，1876年。

And “The wireless music box has no imaginable commercial value. Who would pay for a message sent to nobody in particular?” —David Sarnoff’s associates in response to his urgings for investment in the radio in the 1920s.

还有一个：“这种无线音乐盒不会有想像中的商业价值。谁会愿意意为了一个漫无目地的发送的信息付费呢？”--20世纪20年代，David Sarnoff's的同事，在他要求投资收音机时这样说。

At one point in his career, Thomas A. Edison had dozens of inventors working for him at the same time. He charged each with the task of failing forward and sharing the learning from each discovery. All of them needed to believe that they were part of something big. You want the same sort of people.

在他事业的某一阶段，爱迪生有几十名创新者同时为他工作。为了创新，他要求每个人都有要失败并分享从中学习到的东西。他们全都要相信他们是伟大事业的一部分。你也需要这一类人。

You don’t want the victims, nonbelievers, or know-it-alls. It is up to you to make sure they take their anti-innovative outlooks elsewhere.

你肯定不想要受害者，怀疑者或无所不知者。他们要不要带着他们的反创新观念另谋高就，完全取决于你。

G. Michael Maddock is chief executive, and Raphael Louis Vitón is president of Maddock Douglas, an innovation consultancy that helps clients invent, brand, and launch new products, services, and business models. Maddock is author of the upcoming book Brand New: Solving the Innovation Paradox—How Great Brands Invent and Launch New Products, Services, and Business Models (Wiley, April 2011).

 G.Michael Maddock是位首席执行官。Raphael Louis Vitón 是Maddock Douglas的主席。这是一家创新咨询公司。帮助客户创新，打造品牌，开发新产品，改善服务，和商业模式。Maddock是即将面市的新书《新品牌：解决创新悖论--伟大品牌如何创新，开发新产品，服务和商业模式》