是什么让真正卓越高效的领导者脱颖而出？麦肯锡公司亚洲区主席高坦·库马拉在接受CNBC采访时谈到了顶尖高管与众不同的地方，帮助筛选出决定领导力成败的关键因素。
What distinguishes truly great and effective leaders from everyone else? Gautam Kumra, Asia chairman at consultancy McKinsey & Co., talked to CNBC in an interview about what sets the top executives apart from the crowd, helping filter out the key factors that determine successful leadership.
库马拉表示，处理矛盾思维的能力：既能着眼长远又能关注短期，既能把握大局又能深入微观，是高效领导者的首要特征之一。他是上个月出版的新书《塑造者与创始人：亚洲非凡所有者兼CEO的未述故事》的主笔作者。
The ability to deal with contradicting thoughts: to think both long-term and short-term, to go big-picture but also look at things under a microscope, is one of the top characteristics of an effective leader, said Kumra, the lead author of the book " Shapers and Founders The Untold Stories of Asia's Extraordinary Owner-CEOs," published last month. The skill of getting "extraordinary performance out of ordinary people" and a mission-oriented approach are other characteristics of the most successful people, Kumra said.
库马拉说，让“普通人发挥非凡绩效”的技能以及使命导向的方法，是最成功人士的其他显著特征。
The most effective owner-CEOs have been responsible for a significant portion of value creation in Asia, which made them worth singling out for further study, according to Kumra, who interviewed about 30 such top executives in Asia for the book, from India's Mukesh Amban i and Falguni Nayar to Thailand's Sarath Ratanavadi.
据库马拉介绍，最高效的所有者兼CEO创造了亚洲相当大一部分的价值，这使他们值得被单独挑出进行深入研究。他为这本书采访了亚洲约30位此类顶尖高管，其中包括印度的穆克什·安巴尼和法尔古尼·纳亚尔，以及泰国的萨拉·拉塔纳瓦迪。
"Owner CEOs, as a category, as compared to professional CEOs, as compared to state-owned enterprises, are the ones that are creating the most value and the best performance," he said.
他说：“所有者兼CEO作为一个群体，与职业经理人CEO、国有企业相比，创造了最多的价值和最好的业绩。他们的股东回报最高，投资回报率最高。作为一个群体，他们共同创造了绝大部分价值。”他讲述了马恒达集团主席阿南德·马恒达如何让一名行政助理出任公司南非业务负责人的故事。
"Their return to shareholders is the highest. Their return on invested capital is the highest. They've collectively, as a category, created a lion's share of the value." He relayed how Anand Mahindra, chairman of the Mahindra Group, said he made an executive assistant the head of the company's South African business.
库马拉表示，马恒达认为这个人具备相应的品格——“不是那种书本知识，也不是纸面上看起来很优秀的人——而是经历过此类人生经历的人”，这让他充满信心。“所以他冒险任用了他。”“拉升式”机会库马拉表示，这些首席执行官提供“拉升式机会、打造新业务、冒险任用人才”，并指出麦肯锡也有类似做法。
Mahindra thought the person had the character – "not some bookish knowledge or not somebody who, on paper, sounded very good – but somebody who had been through such life experiences" that gave him confidence, Kumra said. "So he took a risk on him." Stretch opportunities These CEOs offer "stretch opportunities, build new businesses, take risks on people," Kumra said, noting that McKinsey has a similar approach.
他说：“我们实际上正给员工提供一系列拉升式机会，让他们始终处于学习的前沿。这是第一点。第二，我们真正奖励自我驱动的主动作为。所以这不只是我告诉你做什么。你能做什么让我感到惊喜？”
"We are actually giving a series of stretch opportunities to our people, so that they are constantly at the learning edge. That's one," he said.
库马拉表示，创始人兼首席执行官向下一任领导者过渡是最难的事之一。他补充道，从创始人过渡到职业经理人通常在过渡发生五年后，公司平均表现不佳。
"Second is, we really reward self-propelled initiative taking. So it's not about just me telling you what to do. What can you do that will surprise me?" One of the hardest things with the owner-CEO is a transition to the next leader, Kumra said.
他说：“他们很难授权和放手。即使他们知道自己的时间不多了，仍然过度介入。”此外，如果他们脱离市场现实，可能会失去相关性，且在聘用继任者时可能无法设定清晰的授权。
In the move from a founder to a professional, typically five years after the transition happened, companies have done poorly on average, he added. It's "very difficult for them to delegate and let go. They are still too involved, even when they know their time is running out," he said.
库马拉表示，职业经理人进来学习如何管理公司也很难，“因为创始人以一种非常独特的、适合他们自己的方式管理公司，但这还没有以一种外部人士能进来接管的方式实现制度化。”
Also, they can lose relevance if they get out of touch with market realities, and may not set up clear mandates when they hire successors. Also, it can be hard for professionals to come in and learn how to run the company "because they have run it in a very idiosyncratic way that suited them," Kumra said.
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"But it hasn't been yet institutionalized in a way that someone from the outside can come in and take the reins."