Going from the tea boy to company head may once have been possible; but these days to start the route to the top, you have to have specialist knowledge and skills。
曾几何时，要从一个端茶倒水的服务生变成企业当家人是很有可能的，但如今你若想爬到公司高层，首先得掌握专业知识和技能。
In the US, many well-known CEOs started in marketing. In Britain, most started as accountants or actuaries. Of course, some also started out as engineers or lawyers。
在美国，许多知名的首席执行官都起步于市场营销领域。在英国，则大部分最初是会计师或保险精算师。当然，也有些人是从工程师或律师起步的。
But the question is whether specialists can become good leaders. In most cases, the answer is clearly no. Many organizations suffer from the problem of having as their leader a brilliant specialist who has neither people skills nor curiosity about the wider world of business。
但问题是：这些行业专家能否成为优秀的领导者。在多数情况下，答案无疑是否定的。许多机构都愁苦于这样的问题，即他们的领导者虽是卓越的行业专家，但却缺乏人际交往技能，对更广阔的商界也无好奇心可言。
Daniel Goleman, author of the best-selling book Emotional Intelligence, offers an explanation for this. Future specialists can often be recognized in their youth, he says. They are usually boys, often intelligent, frequently introverted. While they may have a few close friends who share their interests, they tend not to be sociable。
对此，丹尼尔·戈尔曼在其畅销书《情商》中给出了解释。他说，未来的行业专家常常在其青年时代就能为人们识别，他们通常是男孩，一般都很聪明，还往往有些内向。尽管他们或许会有一些志趣相投的密友，但他们往往不善交际。 |