哈佛医学院院长毕业典礼演讲

英文原文，参见）

（前注：Joseph B. Martin, MD, PhD, 是一位来自加拿大的著名精神生物学和临床神经学教授，1977任加拿大McGill大学神经内外科系主任。1978年加盟哈佛医学院麻省总医院神经科。1989年起在加州大学旧金山分校任医学院院长和大学教务长。1997年回到哈佛医学院，曾在哈佛医学院任院长十年。于今年七月退职。他目前在哈佛神经退化病和神经修复中心任职。这是他退职前的毕业典礼演讲。我想应该是包含了不少他本人的生活阅历和经验的总结。虽然表面上看主要是针对医学生的，实际上是讲一些共同的个人成功理念。）
请让我同你们一起来分享一位诺贝尔文学奖得主Gabriel Garcia Marquez（注：Gabriel Garcia Marquez：哥伦比亚人，1982年诺贝尔文学奖获得者）讲述的故事，一个关于海难水手的故事。这个辛酸的故事讲述了九位哥伦比亚水手在返航中遭遇风暴。八人被冲走，仅一人幸存。这位孤独的水手漂流在一个半充气的小皮划艇里，没有任何的水和食物。终于，十天后他被冲上岸。后来，这位处于半清醒状态，仍躺在沙子里的水手被一位男人发现并询问发生的事情。水手讲述说，“当我听到他说话时，我意识到，不仅是干渴，不仅是饥饿，不仅是绝望，最折磨我的是一种需要---需要把发生在我身上事情告诉别人。 每一个人都有故事述说，我们大多数人喜欢讲述自己的故事。而且我知道你们的父母和祖父母们都很愿意讲你们的故事。当然我绝不想在这里暗示说你们在哈佛医学院的经历是一场海难。所有你们的病人也将会有一个故事，他们自己的故事，这一切将不可避免地与病人康复过程相关联。做为一个专业人士，我们应该成为好的聆听者。我们应该听取患者告诉我们的故事，然后做出最有益疾病治疗的结论。你的交流能力---听和说--将会很大程度上决定你的治疗潜能。亲爱的毕业生们，你们都非常特殊。你们被哈佛医学院或口腔医学院录取本身就已经是你们辉煌成就的结果。你们今天的毕业是对你们个人特殊潜质和才能的承认。我相信你们将来的前途是光明的，并将继续获得责任和领导地位。所以请让我今天与你们再一次认识“聆听式的领导”。我这里想描述六大领导素质。我把它们称为“Qs”,或者是“领导商值”。
第一是IQ, 我们非常熟知的智商。
各种各样对智力的定义充斥在各种心理和神经科学的杂志和书籍中。哈佛教育学院的Howard Gardner先生描述过他称之为的多重智力。从实用定义角度来讲，我认为智力容扩了想象力，学习能力，记忆力，综合力，创造力，分析力，鉴别力，根据类型和条件进行分类的能力，构建典范的能力，和问题解决能力。智商意味着创新能力，外围理解力，和新事件构建能力。很明显，富有激情的领导者应该拥有出色的智力。但是智力本身还远远不够。 个体的聪明能够产生震撼全球的理论，科学发现，和诺贝尔奖，但是我们对领导者期望更高。
第二是EQ,情商。
情商是一种理解对方处境的能力，把自己设身处地放在那个整体的位置和情形之中，重视和理解整体动态对事情结果的影响，能够表达自己的反应，感受和分享对方的失望和痛苦，去同情，以及如何设身处地规划能力。简单地说，就是一种倾听的能力，去分辨对方真正所说的意思。Daniel Goleman把情感商值能力定义为自我意识，自我管理，同情心，和人际交往能力。情商包括想要理解对方潜力的充分的勇气和好奇心。它也包括想向对方学习以摆正自己的观点和印象。情商是一种能够从倾听和观察中学习领导的能力。
第三是HQ,幽默商。
幽默商表现为能够看到幽默，愚蠢，和瑕疵 （以及荒谬）的能力。它涵括了能够用自我嘲讽来获得圆满结束，能散发一种活力，魅力，振奋和希望的轻松气氛。幽默商是通过幽默和自我消除力来化解困境，知道如何利用一段评语，一个故事或是一个讲得很好的笑话来缓解紧张局面的能力。它是一种如何从困境中很快恢复过来的能力。Doris Kearns Goodwin把幽默与精神病学联系起来，他说“现代精神病学认为幽默可能是对忧郁症最成熟和健康的调整方法 （注：美国一位著名的作家，曾在哈佛任教政府政治学）。George Valiant, 一位著名的哈佛精神病学教授曾说到：“幽默，就好比是希望，让人们去专注和容忍那些难以忍受的糟糕事”。他援引另一个未署名资料来源的话，说到：“幽默是惊人的治病良方，它可以无损伤性地消气，它可以娱乐式地指导，它把我们从自负中解救出来，它为我们提供了表达感受的方式， 如果用其他方式可能
会伤害别人。
第四是CQ,满足商。
满足商是一种能看到事物最好可能的能力。就像是说满着半杯而不是空着半杯，是乐观主义而不是悲观主义。它是一种对自我和自己所起的作用的良好感觉。它通过适当平衡让事情上轨和朝着目标开始出发的焦虑和平衡美好愿望和成功喜悦。包括在满足商中的是充分的自知力，对自己行为的自信，有一种每天顺利完成工作，能睡好觉，醒来感觉休息充分，并准备好迎接新一天的挑战。满足商是能视人生为一种精彩探险的能力，通过少许的自知之明来确定道路。它也包含了充分的自信，体现在避免失败的弯路的正确取向和决策之中。这些失败往往是时间的拖延，要么现在不采取行动或是等待下周再说。满足商在个人拥有成功的社会关系时会高涨，比如说拥有一个幸福家庭和有亲密关系，坚信分享能带来人与人之间关系的最深意义。它避免了乱交，药物和酒精滥用的危险。它意味着保护一个人有足够的自我价值感而不至于被对手，异议，或挑战轻易吓倒。
第五是GQ,慷慨商。
表现在许多方面，成功的领导可以被单一地浓缩成一个术语，就是“代理人的生活”。简单地说，就是在看到别人的成功时所伴随的喜悦和满足感。在一个组织机构或者有效的办公室机构中，慷慨意味着直率地给予别人该拥有的信誉。同时并认识到这样一句话：“如果一个人不在乎谁得到功劳那么他可完成的将是永无止
境”。慷慨商的另一方面是原谅和忘却的能力。持久的怨恨是一种对发展和前进的强大的阻力。不收到坏消息的领导位置是不可能存在的；反映一个人表现能力或感性认知能力的消息本身支持你的领导地位。损毁的评价可能来自于那些在将来的事务中起重要作用的人。努力去理解批评的内在含义非常重要。不能体会评语中潜在价值而产生长期负面感受会对将来与相关的人打交道产生持续的反作用力。
第六是WQ,聪慧商。
聪慧商是一种善于总结一系列事情，知道什么时候行动，什么时候制定下一步方针直至成功。简单地说，就是知道什么时候出击。聪慧包含一种知道什么时候信息量已经足以作最后的决定的能力。一种八/二法则。百分之八十的信息在手就可以行动无需担心另外的百分之二十。它也包括理解和着到什么时候应用马氏原则来达到好的事情结局 （注：社会和心理学常用术语）。但是聪慧商也应用公正原则，尽可能地公平公正地达到
最大多数最大利益化。聪慧听起来像是判断力，一种重要的临床医学技能。好的判断力来源于正直和诚实的重要特性。永不撒谎，因为这样你不必记住你讲过的话。聪慧认识到成功必需一系列连贯的，并被大多数人认为是值得信赖的和可靠的行为。聪慧认识到公正和一致地对待别人的重要性，认识到在顺利时对人和蔼的实际重要性，也知道在不顺利时对人和蔼的重要性。缺乏动力的领导很可能失败。任何渴望成功的人都将会享受来自于财富，地位，名声，和荣誉所带来的被承认感。对失败的恐惧是强大的几乎无所不在的内在动力。如果应用
适当，它可以引导雄心和抱负。拥有好的判断力的志向意味着组织和分析现有数据，采取不背离大多数情况的行动的能力。重新审视一个决定是一种强大和无畏的经历。如果决定可能是错误的，它可以被下一次行动所纠正。聪慧商认识到当事情做错或是当决定可能错误时，说句“对不起”的重要性。道歉应该是真诚和简短的。
你们每一人都生命航程中的水手。

   我已经强调了以下每一个领域：智力，情感交通，幽默感，快乐，慷慨，以及能被倾听能力加强的好的判断力。我并没有暗示说这些品质可以量化为商值。但我确实希望它们形成一个框架或者是一系列路标，伴随你们灿烂的人生之旅。我祝愿你们每一个人成功。愿你们有充实的每一天，愿你们的人生经历长远而且富有回报。 谢谢大家，祝大家前程无量！

Leading by Listening Dean Joseph B. Martin's Commencement Address

June 7, 2007 Let me share with you a story by Nobel Prize–winning author Gabriel Garcia Marquez — The Story of the Shipwrecked Sailor. In this poignant tale, nine Colombian sailors in a destroyer encounter a storm while returning home. Eight of the men are washed overboard, one survives. This lone sailor drifts in a small, half-inflated raft without food or water. Finally, after ten days he washes ashore. Later, half-conscious, still lying in the sand, he is approached by a man who asks what has happened. The sailor relates, “When I heard him speak, I realized that more than thirst, more than hunger, more than despair, what tormented me most was the need to tell someone what had happened to me.” Everyone has a story to tell. Most of us enjoy telling our story. And I know your parents and grandparents are pleased to tell yours. And I certainly do not wish to imply that your time at Harvard Medical School was a shipwreck. All of your patients will have a story, their story, and it will be inextricably linked to the healing process. As professionals we are expected to be good listeners—we are expected to listen to the stories that our patients tell us and to reach conclusions that will lead to the best recommendations for their care. Your ability to communicate—listening and telling—will determine in large measure your gift for healing. Dear graduates, you are very special. Your acceptance to Harvard Medical School or Dental School was the result already of a remarkable set of accomplishments. Your graduation today recognizes your individual special attributes and talents. I know your future is bright—you will go on to achieve positions of responsibility and leadership. And so today let me reflect with you on “Leading by Listening.” I want to describe six characteristics of leadership. I’ll call them Qs or quotients of leadership. Number 1 is IQ—This is our old friend, intelligence quotient Efforts to define intelligence fill the pages of psychology and neurobiological journals and books. Howard Gardner at the Harvard School of Education has described what he calls multiple intelligences. By way of practical definition, I take intelligence to encompass the ability to imagine, to learn, to remember, to synthesize, to create, to analyze, to differentiate, to classify according to type and condition, to construct new paradigms, to problem-solve. IQ implies ability to innovate, to think outside the box, and to construct new and novel scenarios. Obviously, aspiring leaders ought to have a distinguishing level of intelligence. But intelligence alone is not sufficient. Individual brilliance may result in earth-shaking concepts, discoveries, and Nobel prizes, but of leaders we expect even more. Number 2 is EQ—Emotional Quotient This is the ability to understand another’s position, to put oneself in the place and context of the whole, to empathize, to understand the impact of group dynamics on the outcome of a situation, to be able to reflect on one’s own reactions, to feel and share another’s disappointment and pain, to commiserate, and to plan in the context of the effect of an action on others. Simplified, it is the ability to listen, and to discern beneath the surface what the other person is REALLY saying. Daniel Goleman defines the competencies of emotional intelligence as self-awareness, self-management, empathy, and relationship skills. EQ includes sufficient temerity and curiosity to want to understand another’s perspective. It includes wanting to learn from another in order to “put right” one’s own views and impressions. EQ is learning to lead by listening and observing. Number 3 is HQ—Humor Quotient This quotient characterizes the capacity to see the humor, folly, foible (and ridiculousness) of a situation. It encompasses the ability to use self-deprecation to accomplish an end, to exude a sense of lightness of being and charisma, of good cheer and hope. It is the ability to detoxify a situation by humor or self-effacement, to know how to relax the tension with a comment, a story or a well-told joke. It is the ability to bounce back after an untoward event. Doris Kearns Goodwin links humor to psychiatric approaches, “modern psychiatry regards humor as probably the most mature and healthy means of adapting to melancholy.” George Valiant, a well-known Harvard professor of psychiatry, has said, “Humor, like hope, permits one to focus upon and to bear what is too terrible to be borne.” Quoting another unnamed source, Valiant stated, “Humor can be marvelously therapeutic. It can deflate without destroying; it can instruct while it entertains; it saves us from our pretensions; and it provides an outlet for feeling that expressed another way would be corrosive.” Number 4 is CQ—Contentment Quotient This is the ability to view things for the best possible outcome—a glass half full, not half empty—optimism, not pessimism. It is to feel good about oneself and the role one plays. It balances good will and good cheer with an appropriate balance of anxiety to set things on course and to toe the line toward an end. Included in this quotient is sufficient self-knowledge to feel confident about one’s course of action and to end a day with a sense of a job well done, with an ability to sleep well and awake feeling rested and ready to take on the challenges of the next day. It includes the ability to view life as a great adventure, approached with the right modicum of self-assurance to know what decisions need to be taken. It also includes sufficient self-confidence in the rightness of a position or decision to avoid the snake pit of many failures—the procrastination of doing nothing now or waiting until next week. CQ thrives in successful social arrangements, such as a happy family and access to intimacy in relationships, confident that sharing can provide the deepest meaning in interpersonal relationships. It avoids the dangers of promiscuity, of drug and alcohol abuse. It implies that one is secure enough in one’s own sense of self-worth not to be overly threatened by adversaries, disagreements, or challenges. Number 5 is GQ—Generosity Quotient In many ways a singularity of leadership success is epitomized in the term “vicarious living.” Simply put, it is the joy and satisfaction that accompanies watching the success of others. In an organizational setting or an effective office practice, it implies freely giving credit where credit is due, recognizing that “there is no end to what can be accomplished if one does not care who gets the credit.” There is another aspect to GQ, the ability to forgive and forget. Holding a grudge is a powerful disincentive to forward progress. It is impossible to hold a position of leadership without being the recipient of bad news; news that may reflect on one’s own performance or of perceptions held of you as the leader. The source of such derogatory comments may come from important individuals whose roles in subsequent actions are critical. An effort to understand the context of the criticism is important. Harboring negative feelings that arise from inability to appreciate the potential value of the comments made will lead to persistent counterproductive relationships in future dealings with the individuals involved. Number 6 is WQ—Wisdom Quotient This is the ability to sum up a set of circumstances and know when to act, to know when the vectors are aligned to take the next step toward the end game. Simply put, it is knowing when to pounce. Wisdom entails the ability to know when enough information is in hand to take the decision—the 80/20 rule; with 80 percent of the information in hand, to act, without worrying about the other 20 percent. It includes the ability to understand and know when to apply Machiavellian principles to reach a good end for the circumstance. But WQ also applies the principles of fairness, of reaching the decision that is the best for the most, characterized by equity and equality when possible. Wisdom is sound judgment, a great skill in clinical medicine. Good judgment stems from the critical characteristics of integrity and honesty. Never tell a lie, because then you don’t need to remember what you said. Wisdom recognizes that success requires a consistent set of behaviors recognized by most people as trustworthiness and reliability. WQ recognizes the importance of treating people fairly and consistently, recognizing the practical aspects of being nice to people on the way up, knowing it may actually be important on the way down. Leadership without motivation will likely fail. Anyone aspiring to success will enjoy the recognition that comes from wealth, power, prestige, and honor. Fear of failure is a powerful, almost universal motivating force when applied appropriately it can direct and guide ambition. Ambition with good judgment implies the ability to organize and analyze the data available and to take action, without remorse in most cases. Second-guessing a decision is a powerful innervating adventure. If a decision seems to have been wrong, it can be corrected by the next action. WQ recognizes the importance of saying “sorry” when things go wrong or when a decision is shown to have been wrong. Apologies should be sincere and brief. Each of you is a sailor on the voyage of life. Each of the areas I have emphasized: intelligence, emotional connectivity, good humor, happiness, generosity, and sound judgment can be enhanced by good listening. I’m not implying that these traits or attributes are necessarily quantifiable as quotients. But I do hope they’ll form a framework or set of guideposts as you carry on with the great journey of life. I wish you every success. May your days be full and your life a long and rewarding adventure! Thank you and Godspeed.