迪斯尼曾一度被认作是一个虽然伟大但已经失去光彩的企业,然而自从1984年迈克尔·艾斯纳成为迪斯尼的CEO以后,公司的发展记录已让人另眼相看——连续14年20％的年成长率和每年18.5％的资产报酬率。其发展的动力来源于迪斯尼独特的用人之道,艾斯纳以其独特的管理实践阐释了公司领导人应该扮演的3种角色:激发员工灵感,以身作则、随时待命,注意提醒。 激发灵感 艾斯纳在迪斯尼营造的,是一种叫“支持式冲突”的环境。在这样一种环境 Disney was once considered a great company that has lost its brilliance, but since Michael Eisner became CEO of Disney in 1984, the company’s record of development has made people look at each other for a second time. Rates and return on assets of 18.5% per year. The power of its development comes from Disney’s unique approach to employing people. Eisner explained the three roles the company leaders should play with its unique management practices: inspire employee inspiration, lead by example, stand by and pay attention. Inspired by Eisner’s creation at Disney is an environment called “supportive conflict.” In such an environment