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The 40 under 40 Insider network is an online community where some of the most thoughtful and influential people in business under 40 contribute answers to timely questions about career and leadership. This week we ask: As a leader, is it better to be feared or loved? The following answer is by Danae Ringelmann, founder and Chief Development Officer at Indiegogo.
40岁以下最具影响力的商界人士将通过40位40岁以下商业精英内部网络，及时解答职业与领导力问题。本周，我们的问题是：作为领导者，被人敬畏或被人喜爱，哪一种更好？以下是Indiegogo公司创始人兼首席开发官达妮o林格尔曼的回答。
As a leader of a company solving an important problem in the world – inequitable access to capital – I believe it is better to be loved than feared.
我们的公司致力于解决世界上一个重大问题——不公平的融资渠道。作为公司领导者，我认为，领导者应该被喜爱，而不是被敬畏。
I believe being loved embodies three simple ideas: trust, respect, and inspiration. People follow those they trust, work harder for those they respect, and find meaning when inspired to make a greater impact through their work. As a result, people are far more motivated to perform to their potential and creative in how they achieve their goals, which drives both business results and personal fulfillment. Productivity and happiness are not mutually exclusive, but rather co-dependent.
我认为，被喜爱包含三重意思：信任、尊敬和激励。人们会追随他们信任的人，在尊敬的人领导下，他们会更加努力地工作，而当受到激励通过工作产生更大影响的时候，他们就会找到人生的意义。因此，人们会有更高的积极性来发挥自己的潜力，会通过更有创造性的方式实现目标，最终将带来公司业绩和个人成就。工作效率与幸福感并非相互排斥，而是相互依存的。
How to Build Trust
如何建立信任
I don’t believe trust is given; it is earned. And to earn the trust of your team, I’ve discovered it’s important to listen with the intent to understand and share your knowledge and expertise when relevant. As a leader, you must be open to being wrong, vulnerable enough to admit it, and courageous enough to confidently change course if needed. You also must be willing to be a coach when it would be easier to be a dictator.
我认为信任并非别人给予的，而是通过努力获得的。我发现，为了获得团队的信任，带着了解和分享你的相关知识和专门技术的目的去倾听，是非常重要的。作为领导者，你必须能直面错误，能以足够低的姿态承认错误，并且有足够的勇气，在必要时自信地做出改变。有时候，你还必须遏制发号施令的冲动，甘心做一个指导者。
As a company pioneering a new industry, we are not trying to be a “cheaper, faster, or better” version of something that already exists. We’re inventing a new and fair way of bringing entrepreneurial, artistic, and cause-related efforts to life. There are no blueprints; we must create our own. And so we depend on listening to and sharing with each other what we have learned along the way. We don’t have time to repeat the same mistakes. So we need to trust each other in order to innovate, and we need to innovate in order to move forward. It’s that simple.
作为一个新兴行业的开拓型公司，我们没有尝试着给某个业已存在的事物，推出“更廉价、更快速、更好的”版本。我们正在发明一种全新且公平的方式，努力将创业、艺术以及与目标相关的努力变为现实。没有现成的模板可循；我们必须靠自己。所以，我们只能依靠倾听彼此的声音，分享我们在公司发展过程中总结的经验教训。我们没有时间去重复同样的错误。因此，我们只有彼此信任才能实现创新，而且为了向前发展，我们必须进行创新。就是这么简单。
How to Garner Respect
如何获得尊重
Like trust, respect is also something you earn—and by leading through your actions, not your words. A fearless work ethic with a results-oriented mindset is magnetic—and it attracts those who share the same values. Those who don’t, stay away. And when you continue to earn your job every day, your team members do as well, and the positive cycle continues. Your great employees and their results command respect, and in turn, attract more great employees and results.
与信任一样，尊重也必须通过自己的努力去获得——通过以身作则，而非空口白话。秉持以结果为导向的思维模式，无所畏惧地工作，是一种颇具吸引力的职业道德，它可以吸引那些具有相同价值观的人才。而价值观不一致的人则会远离你。当你从每天的工作中持续得到回报的时候，你的团队成员也会有所收获，良性循环会持续下去。你的优秀员工和他们的业绩会赢得尊敬，进而可以吸引更多的优秀员工加入，创造出更好的业绩。
The members of our team who continue to make an impact adapt through change elegantly and bring other incredible talent to the team. These individuals’ work ethic and commitment to results consistently amaze me. There’s nothing more motivating as a leader than working with other action-oriented, self-directed thinkers, do-ers, and learners.
那些持续产生影响的团队成员，通过改变优雅地适应着我们的团队，并吸引其他优秀的人才加入我们。这些人的职业道德与绩效为先的态度，总是令我惊讶。与一群以行动为导向、能自我引导的思考者、实干者和学习者共事，是一位领导者能够获得的最大激励。
How to Inspire
如何激励
As a leader, you inspire your team when your company’s mission is personal. You don’t just believe achieving your mission is important to becoming a sustainable business; you believe it is critical to improving humanity. This commitment is emotional, not logical, but the same emotional commitment is the reason people thrive when working with you. As Simon Sinek, author of Start With Why: How Great Leaders Inspire Everyone to Take Action, says about customers: “People don’t buy what you do, they buy why you do it.” The same principle applies to your team. And when you offer meaningful work, you don’t just set up your business for success in attracting passionate, committed and hard-working people, you set your people up for success in leading purpose-driven lives—a human need the business world often forgets to acknowledge and serve.
作为领导者，如果公司践行的是你个人的使命，你需要激励你的团队。你不仅相信完成你的使命对公司的持续发展很重要；你同样相信它对于改善人类的生活至关重要。这种承诺是情感上的，而非逻辑上的，这种情感承诺才是人们喜欢与你共事的原因。西蒙o斯涅克曾在《从为什么开始：伟大的领袖如何激励行动》（Start With Why: How Great Leaders Inspire Everyone to Take Action）一书中这样谈论客户：“人们不是在买你的产品，而是在购买你生产这款产品背后的原因。”同样的原则也适用于公司团队。如果你能提供一份有意义的工作，你不仅可以吸引有激情、有决心、勤勉的人才，从而为公司未来的成功奠定基础，也可以让你的员工过上有意义的人生，为他们个人的成功创造条件——这种人类需求往往被商界所忽视。（财富中文网）
