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That style of leadership creates more cynics than you would have naturally?
这种领导风格会比自然状态下产生更多的愤世嫉俗者？
100%, and you see it in the morale and experience of people who are on those teams, but again, I want to be clear here that sometimes when I talk with leaders about cynicism and the policies that make workplaces more cynical, they kind of say, “Yeah, you have a good point.”
100%，你可以从团队成员的士气和经验中看到这一点，但我想在这里再次澄清，有时当我与领导人谈论愤世嫉俗和让工作场所更愤世嫉俗的政策时，他们会说，“是的，你说得很对。”
My folks would be more happy if I asked them to collaborate more and compete less, but then our efficiency would suffer, so I’m really making a choice between the bottom line or a feel-good approach to management.
如果我要求他们多合作，少竞争，他们会更高兴，但那样我们的效率就会下降，所以我真的要在底线和感觉良好的管理方法之间做出选择。
I want to disabuse any listeners who feel that way of that notion, because it turns out that when you use stack ranking or other competitive policies, like rewarding people only for their individual outputs, not for the work that they do together, you’re actually creating a workplace that’s not just less happy, it’s also less efficient.
我想纠正那些有这种想法的听众，因为事实证明，当你使用末位淘汰或其他竞争政策时，比如只根据员工的个人产出来奖励他们，而不是根据他们共同完成的工作来奖励他们，你实际上是在创造一个不仅不那么快乐，而且效率也更低的工作场所。
It turns out that when people feel cynical in the workplace, when they feel like they’re competing with their peers, they’re less likely to share information.
事实证明，当人们在工作场所感到愤世嫉俗，当他们觉得自己是在与同龄人竞争时，他们就不太可能分享信息。
This is what’s known as information hoarding.
这就是所谓的信息囤积。
Well, that’s really bad for any collaborative team because if you’re working on a team, probably you have access to knowledge, and information, and perspectives that your colleagues don’t, and vice versa.
这对任何协作团队来说都是非常糟糕的，因为如果你在一个团队中工作，你可能有机会接触到你的同事没有的知识、信息和观点，反之亦然。
Work can be so much more effective if people are open and willing to share, but cynical policies make people unwilling to do just that.
如果人们开放并愿意分享，工作可能会更有效率，但愤世嫉俗的政策让人们不愿这样做。
What if though, you think that you’re leading a very collaborative team or a very collaborative organization, you don’t have some of these obvious policies that would lead to sort of zero-sum thinking, but there still might be cynics on your team who are undermining your progress?
然而，如果你认为你领导的是一个非常合作的团队或组织，你没有一些明显的政策会导致某种零和思维，但你的团队中可能仍然有一些愤世嫉俗的人在破坏你的进步，那该怎么办？
How do you recognize them?
你是怎么认出他们的？
Well, I think that cynics show up in two ways.
嗯，我认为愤世嫉俗者以两种方式出现。
One is in the language they use and how they present, and then the other is in the effect that they have on other people, right?
一个是他们使用的语言和他们的呈现方式，另一个是他们对其他人的影响，对吗？
Sometimes cynicism isn’t something that someone is going to complain about if they’re the cynic, but they’re the people who work most closely with them might say, “Wow, it’s really exhausting to work with this person,” or their work might be less effective when they’re working with that individual.
有时候，愤世嫉俗并不是人们抱怨的一个点，如果他们是愤世嫉俗的人，与他们工作最密切的人可能会说，“哇，和这个人一起工作真的很累。”或者，当他们和那个人一起工作时，他们的工作效率可能会降低。
Another thing I want to say is that sometimes leaders don’t think that they’re promoting cynicism, but they still can.
我想说的另一件事是，有时候领导人并不认为他们在推动愤世嫉俗，但他们仍然在这样做。
One way to do that is by what I call overmanaging.
要做到这一点，一种方法是我所说的过度管理。
We saw a lot of this during the pandemic, billions of people started working from home, and leaders had a choice.
在大流行期间，我们看到了很多这样的情况，数十亿人开始在家工作，领导人有了选择。
Would they trust their people to accomplish what they needed to do on their own timeline while probably managing, I don’t know, a family or sick relatives, or whatever other concerns we all had early in the pandemic, or would they try to make sure that folks were chained to their desk, doing exactly what they were supposed to do at the exact right time?
他们会相信他们的人会在自己的时间表上完成他们需要做的事情，同时可能会管理，我不知道，家人或生病的亲戚，或者任何我们在疫情早期都有的问题，或者他们会试图确保人们被栓在他们的办公桌前，在准确的正确时间做他们应该做的事情？
I think a lot of leaders felt like it was scary to let go of that control.
我认为很多领导人都觉得放弃这种控制是件可怕的事情。
Like trust of their employees while they were at home was a form of weakness that would cause those employees to shirk or not perform their duties.
比如，当员工在家时，对他们的信任是一种软弱，会导致这些员工逃避或不履行他们的职责。
That’s the type of cynicism, and it showed up through these kind of dystopic technologies that a lot of companies use, like sort of using people’s webcams and tracking their keystrokes and their mouse movements.
这就是一种愤世嫉俗，它通过许多公司使用的反乌托邦技术表现出来，比如使用人们的网络摄像头，跟踪他们的按键和鼠标移动。
