喬治·P. 舒爾茨 譯/王莉

George P. Shultz is a former U.S. secretary of labor， treasury and state， and was director of the Office of Management and Budget. 喬治·P. 舒爾茨曾任美國(guó)勞工部長(zhǎng)、美國(guó)財(cái)政部長(zhǎng)、美國(guó)國(guó)務(wù)卿、白宮管理和預(yù)算辦公室主任。

Dec. 13 marks my turning 100 years young. I’ve learned much over that time， but looking back， I’m struck that there is one lesson I learned early and then relearned over and over： Trust is the coin of the realm. When trust was in the room， whatever room that was—the family room， the schoolroom， the locker room， the office room， the government room or the military room—good things happened. When trust was not in the room， good things did not happen. Everything else is details.

There are countless examples of how that lesson was brought home to me across the past century， but here are 10 of the most important.

1. I first saw the concept in action at home by observing how my parents treated one another and their friends and family. One hundred years later， I can still sense the steadfast love that my parents had for each other and for me， their only child. My mother made our home comfortable and welcoming; my father took me on jaunts out into the world， from his Wall Street office on Saturday mornings to a cross-country train trip when I was 8 years old. My early boyhood memories underlined the joy of family closeness and how it creates powerful bonds of trust.

2. During World War II， I served in the Pacific theater in a Marine outfit that included a sergeant named Palat. I have forgotten his first name， but I have never forgotten the respect and admiration—the deep-seated trust—that he inspired. When Palat was killed in action， it brought home to me more than ever how pitiless war can be. Later in life， I thought about the loss of this trusted， beloved sergeant when I advised President Ronald Reagan about military action： Make sure it is just， I said—and equip the troops for victory.

3. As a graduate student at MIT in the late 1940s， I worked with Joe Scanlon， a former research director for the United Steelworkers union. He would visit steel plants where costs were out of control and rearrange their practices， giving workers a voice in how their jobs were set up and， in many cases， a chance to receive a bonus based on increased productivity. This was later called the Scanlon Plan. I saw how Joe rebuilt bonds of trust between the workers and management that had been frayed or broken. Ultimately， both sides benefited， as did the country.

4. In the 1960s， I was part of a committee studying changes in the meatpacking industry. Armour planned to open a plant in Worthington， Minn.， an all-White small town. Black workers from a closed plant in Kansas City had seniority claims on the new jobs. In that era of great racial friction， trouble might have been expected. Yet the town’s civic leaders made it clear to us： Black families would be welcomed. Many of those families scouted Worthington and liked what they found. The visitors from Kansas City turned out to be tithers， so the churches in Worthington competed for them. Their faith led to trust. Trust was built—and quite a few families made the move.

5. President Richard M. Nixon formed a Cabinet committee in 1970， when I was labor secretary， to address school segregation persisting， illegally， in seven Southern states. We formed biracial committees in each state to advise us. The discussions were civil， but there was little trust in the room. Then， by arrangement， Attorney General John Mitchell joined us. Mitchell was regarded by many White Southerners as “their” man. I asked him what he planned to do about the schools. Mitchell growled， “I am attorney general， and I will enforce the law.” Then he left. No nonsense. Opponents of school segregation could trust the administration.

6. Trust was essential in every aspect of the desegregation effort. As we moved each of the seven states’ advisory committees to agreeing on how the schools would be desegregated， we usually waited until the matter was essentially settled before bringing in the president to add the final touch. But with the Louisiana group， not as much progress had been made as I had expected before Nixon’s scheduled noon arrival. I apologized to him and said， “This time， you’re going to have to finish the job yourself.” But it wasn’t a gamble. I knew the president and trusted that he would rise to the occasion—and he did.

7. Often in my career， I saw that genuine empathy is essential in establishing solid， trusting relationships. In 1973， when I was treasury secretary， I attended a wreath-laying ceremony at a World War II memorial in Leningrad with the Soviet foreign trade minister， Nikolai Patolichev. As we walked， Patolichev， a tough old guy， described the staggering death toll in the Battle of Leningrad. Tears streamed down his face， and his interpreter was sobbing. When we were about to leave， I said to Patolichev， “I， too， fought in World War II and had friends killed beside me.” Looking out over the cemetery， I added， “After all， these were the soldiers who defeated Hitler.” Facing the cemetery， I raised my best Marine salute， and Patolichev thanked me for the show of respect. Later on， to my surprise， I found that I had earned the trust of Soviet leaders as a result of this visit.

8. One day， as secretary of state in the Reagan administration， I brought a draft foreign policy speech to the Oval Office for Reagan to review. He read the speech and said， “That’s fine，” but then began marking it up. In the margin on one page， he wrote “story.” I asked what he meant. “That’s the most important point，” he said. Adding a relevant story will “engage your readers. That way， you’ll appeal not only to their minds but to their emotions.” Telling a story， he made me understand， helps make your case in a way that no abstraction can： A story builds an emotional bond， and emotional bonds build trust.

9. Reagan brought his own ideas about trust to Cold War adversarial relations. He nurtured a trusting relationship with Soviet General Secretary Mikhail Gorbachev， one that basically helped to eliminate intermediate-range nuclear weapons. Reagan’s famous formulation： Trust， but verify. The agreement was self-bolstering， because successful verification enhanced the sense of trust， and greater trust promoted verification.

10. “In God we trust.” Yes， and when we are at our best， we also trust in each other. Trust is fundamental， reciprocal and， ideally， pervasive. If it is present， anything is possible. If it is absent， nothing is possible. The best leaders trust their followers with the truth， and you know what happens as a result？ Their followers trust them back. With that bond， they can do big， hard things together， changing the world for the better.

2020年12月13日是我風(fēng)華正茂的100歲生日。在這100年里，我懂得了許多道理，但是回首往昔，我猛然發(fā)現(xiàn)，有個(gè)道理我早已知曉，卻一直在反復(fù)領(lǐng)悟：信任是成功之本。無(wú)論在哪，家庭、學(xué)校、球隊(duì)、公司、政府或軍隊(duì)，只要彼此信任，就會(huì)發(fā)生好事。但倘若缺乏信任，就不會(huì)成功。信任是重中之重，其他都是細(xì)節(jié)補(bǔ)充。

100年來(lái)，教我懂得信任的例子不勝枚舉，這里寫寫最重要的十件往事。

1. 第一次感受到信任，是我在家里看到父母如何待彼此、待朋友、待家人。100年了，仍然能感受到當(dāng)年父母對(duì)彼此以及對(duì)我這個(gè)他們唯一的孩子的深愛(ài)。母親把我們家打理得溫馨舒適。我8歲的時(shí)候，每周六早上，父親都從華爾街他的辦公室出發(fā)，帶我坐火車全國(guó)旅行，游歷大千世界。我最難忘的童年記憶就是親密歡樂(lè)的家庭關(guān)系和它建立起來(lái)的絕對(duì)信任。

2. 第二次世界大戰(zhàn)期間，我在太平洋戰(zhàn)區(qū)海軍陸戰(zhàn)隊(duì)服役，當(dāng)時(shí)有一位姓帕拉特的中士，雖然我忘了他叫什么名字，但卻從未忘記我對(duì)他的那種尊重和欽佩，那種深厚的信任感。在一次行動(dòng)中，帕拉特犧牲了，我越發(fā)感受到戰(zhàn)爭(zhēng)是何其殘酷。后來(lái)，感慨于這位值得信任且備受愛(ài)戴的中士的犧牲，我建議羅納德·里根總統(tǒng)在采取軍事行動(dòng)時(shí)：只行正義之戰(zhàn)，而后全副武裝，確保全勝。

3. 20世紀(jì)40年代末，在麻省理工學(xué)院讀研時(shí)，我曾與美國(guó)鋼鐵工人聯(lián)合會(huì)前研究主任喬·斯坎倫共事。斯坎倫會(huì)到一些成本超支的鋼鐵廠整頓工作。他讓工人暢所欲言，交流自身工作情況，產(chǎn)能提升后，多次給工人發(fā)獎(jiǎng)金。這些后來(lái)稱為“斯坎倫計(jì)劃”。我看到了喬是如何將已經(jīng)破裂的勞資關(guān)系修復(fù)成信任關(guān)系。最終，不只雙方連國(guó)家也受益。

4. 20世紀(jì)60年代，我在肉類加工行業(yè)研究委員會(huì)工作。阿穆爾打算在明尼蘇達(dá)州沃辛頓的白人小鎮(zhèn)開一家工廠?？八_斯城一家倒閉的工廠的黑人工人更資深，適合到新工廠工作，但在那個(gè)種族沖突嚴(yán)重的年代，這可能會(huì)帶來(lái)很多麻煩。不過(guò)，沃辛頓的市政領(lǐng)導(dǎo)向我們明確表示：歡迎黑人家庭。那些黑人家庭紛紛打聽沃辛頓，對(duì)那里很滿意。原來(lái)他們也是交納什一稅的基督教徒，所以沃辛頓的教堂競(jìng)相歡迎他們。信仰帶來(lái)了信任。因?yàn)楸舜诵湃危栽S多黑人家庭都搬到了沃辛頓。

5. 尼克松總統(tǒng)于1970年成立內(nèi)閣委員會(huì)，負(fù)責(zé)解決南部七州非法持續(xù)的學(xué)校種族隔離問(wèn)題，當(dāng)時(shí)我擔(dān)任勞工部長(zhǎng)。我們?cè)谄邆€(gè)州都成立了由黑人和白人組成的委員會(huì)，向我們提供建議。雖然討論時(shí)大家彬彬有禮，但是幾乎不信任彼此。后來(lái)經(jīng)過(guò)安排，司法部長(zhǎng)約翰·米切爾加入了我們。米切爾被許多南方白人視為“自己人”。我問(wèn)他打算怎么處理這些學(xué)校。米切爾咆哮道：“我是司法部長(zhǎng)，我會(huì)執(zhí)行法律?！比缓缶碗x開了。直截了當(dāng)。那些反對(duì)學(xué)校種族隔離的人可以信任政府。

6. 結(jié)束學(xué)校種族隔離制度的每一項(xiàng)工作中，信任都舉足輕重。當(dāng)動(dòng)議七個(gè)州的咨詢委員會(huì)就如何結(jié)束學(xué)校種族隔離制度達(dá)成一致意見時(shí)，我們通常會(huì)等到問(wèn)題基本解決后，再邀請(qǐng)總統(tǒng)參會(huì)做出最后決定。但是路易斯安那州的工作組在與尼克松預(yù)定的中午到會(huì)時(shí)間之前，沒(méi)有取得多少預(yù)期進(jìn)展。我向他道歉說(shuō)：“這次您只能親自完成這項(xiàng)工作了?！钡@不是一場(chǎng)賭博。我了解總統(tǒng)，相信他能主持大局——他確實(shí)成功了。

7. 在我的職業(yè)生涯中，常常發(fā)現(xiàn)真誠(chéng)的同理心對(duì)建立牢固的信任關(guān)系至關(guān)重要。1973年，我擔(dān)任財(cái)政部長(zhǎng)時(shí)，曾與蘇聯(lián)外貿(mào)部長(zhǎng)尼古拉·帕托利切夫在列寧格勒第二次世界大戰(zhàn)紀(jì)念館敬獻(xiàn)花圈。我們同行時(shí)，堅(jiān)強(qiáng)的老人帕托利切夫向我講述列寧格勒保衛(wèi)戰(zhàn)中驚人的死亡人數(shù)，潸然淚下，他的口譯員也泣不成聲。在我們即將離開時(shí)，我對(duì)帕托利切夫說(shuō)：“我也參加了第二次世界大戰(zhàn)，也見過(guò)戰(zhàn)友在我身邊犧牲?！蔽彝拐f(shuō)：“畢竟，他們是打敗希特勒的軍人?！蔽颐嫦蚬咕戳撕＼婈憫?zhàn)隊(duì)軍禮，帕托利切夫向我表示謝意，感謝我向二戰(zhàn)烈士致敬。后來(lái)，出乎我的意料，這次訪問(wèn)使我贏得了蘇聯(lián)領(lǐng)導(dǎo)人的信任。

8. 擔(dān)任里根政府國(guó)務(wù)卿的時(shí)候，有一天，我向白宮遞交了一份外交政策演講草稿，供總統(tǒng)審閱。他看了之后說(shuō)“很好”，但隨后開始修改，在一頁(yè)的空白處，寫了“故事”這個(gè)詞。我問(wèn)他是什么意思。他說(shuō)：“這點(diǎn)最重要?！奔尤胍粋€(gè)相關(guān)的故事可以“吸引讀者，不僅可以吸引他們的思想，還可以吸引他們的情感。”他讓我明白，講故事的效果比說(shuō)大道理好得多：故事能產(chǎn)生情感共鳴，而情感共鳴可以建立信任。

9. 里根將自己關(guān)于信任的理念用于處理冷戰(zhàn)對(duì)抗關(guān)系。他與蘇聯(lián)總書記米哈伊爾·戈?duì)柊蛦谭蚪⒘嘶バ抨P(guān)系，這大體上幫助達(dá)成了禁止使用中程核武器協(xié)議。里根著名的表述是：要信任，但也要驗(yàn)證。該協(xié)議約束效果提升，因?yàn)轵?yàn)證成功增強(qiáng)了信任感，而更深的信任又能促進(jìn)驗(yàn)證成功。

10. “我們相信上帝?！笔堑?，我們處于最佳狀態(tài)時(shí)也會(huì)彼此信任。信任是基本的、相互的，在理想情況下，信任無(wú)所不在。只要彼此信任，一切皆有可能。如果缺乏信任，則皆不可能。最優(yōu)秀的領(lǐng)導(dǎo)信任自己的部下，真言相告。你知道結(jié)果是什么嗎？部下也信任他們。有了彼此的信任，他們可以協(xié)力完成壯舉、克服難事，讓世界變得更加美好。

【本譯文受到國(guó)家留學(xué)基金委與行業(yè)合作項(xiàng)目資助，項(xiàng)目編號(hào)：NO.201903240006?！?/p>