麥肯錫的用人標準
楊惟雯
【楔子】
有一種能力，比你的天分和邏輯思考更重要！
它將決定你將平庸一生，或是能快速脫穎而出。
麥肯錫日本分公司首位專職HR部長，從面試上萬人的經驗中，告訴你真正的「人才的條件」！
【你是國際化領導者的人才嗎？】
麥肯錫的用人標準，徹底顛覆你對「人才」的既定觀念！挑戰你解決大事小事的能力與動機！
麥肯錫認為將來可活躍於國際舞臺的，既不是英語流利的人，也不是天賦優異的人。唯有具備領導力，才是迎向未來的通行證！但它所謂的「領導力」，跟你想像的並不完全一樣。
若以一句話來描述麥肯錫需要的人才，應該是「未來能以國際性領導者的身分活躍於世界舞臺的人」。
這或許讓那些以為管理顧問最重視解決問題技巧的人很意外，但事實上，對管理顧問而言，領導能力才是最重要的技術。
沒有企業會花大錢去買一張寫著「這就是正確答案」的紙（也就是企畫書）。
想提升客戶的企業價值，就要在一開始摸索解決方案時，就深入組織，獲得相關員工的信任。最後的提案內容也要隨時與各部門進行調整，讓改革能融入公司內部的例行工作。
無論哪個領域，想改變既有的做法，就必須具備很強的領導能力。真正能解決問題的，並非解決問題的技巧，而是領導力。
請想像一下：如果你的惡鄰在公共區域堆了一大堆垃圾，那麼你要怎麼處理這個狀況？你當然可以用紙筆寫下想到的任何方法，但不管你寫下來的解決方案有多完美，還是一點進展也沒有。要解決問題，就必須將這些文字一步一步付諸實行，這時候需要的，就是領導能力。
不管什麼情況，如果想聯合眾人一起改變現狀，就必須具備領導能力。這個世界上有太多「大家都知道該怎麼做，卻因為沒有人願意行動，而一直無法解決的問題」。
相反的，那些「只要知道答案就能立刻解決，卻找不出答案的事情」，則是單純的技術問題，與人或組織無關。
如果要改變自己，只要靠一己之力就足夠；如果缺乏領導能力，想改變其他人就會變成不可能的任務。
在管理顧問事務所中，解決問題不是只靠一個人的力量，而是由一個團隊來負責；這個團隊可能由公司內部的管理顧問所組成，也可能有客戶的員工加入。
不管是哪一種形式，團隊中如果缺少了解決問題的領導力，事情就不會有進展。
麥肯錫之所以希望錄用「未來能成為領導人才的人」，最重要的原因就在於：要解決問題，領導能力是不可或缺的。現在常常可以聽到「解決問題的技巧」這個詞，卻很少聽到有人提到「解決問題的領導力」。這表示大家尚未充分理解「解決問題需要的不是（只有）技術，更需要領導能力」這個觀念。
【人人都要有解決問題的領導力】
常常聽到日本人問：「如果所有人都有卓越的領導能力，那這個小組要怎麼順利運作？」
我的回答非常簡單：「一個所有人都具備領導力的組織，和一個只有部分成員才有領導力的組織相比，前者一定可以得到更傑出的成果。」所以歐美學校或外商公司，才會要求所有人要具備領導資歷。當然，麥肯錫之所以將領導能力做為重要的評估標準，也正是這個原因。
真正的領袖會「做必要的事，以達成小組使命」。雖然身為專案領導人，但如果覺得年輕成員的意見更好，他們就能捨棄自己的想法，採納年輕人的主張，這才是領導者。
不僅如此，如果有人反彈：「為什麼要採用那種菜鳥的意見？」他也能說服其他人，使小組團結一致。
從這個角度思考，一個小組中有數名具領導能力的人絕不是壞事。而且當所有成員都有身為領導者的自覺時，這個小組的成就將比「一人領導，眾人協助」的小組來得優異。
我之所以這麼說，是因為在只有一位領導者的小組中，其他負責協助的成員會陷入以下狀況：
一、當個虛心跟隨領袖的協力者。
二、認清領導小組並不是自己的職責，所以專心於提高自己的個人價值。
虛心跟隨的協助者在遇到問題時，會請示領導者做判斷，也就是「一個口令一個動作」的人。如果每個人都這樣要求，唯一的領導者就必須花大量時間做出指示或建議。但是如果所有成員都有身為領導者的自覺，那麼碰到問題時，就可以自己判斷及處理。
收集內部各種意見並予以整合，是領導者的重要職責；但如果所有成員都具有領導能力，那麼就連這項工作都可以由大家來分擔。和這種團隊共事過幾次之後，就能徹底體會這種小組的生產力有多優秀，並且不會發生領導者遭到孤立、疲於奔命的老問題。
即使正式稱為「領導者」的只有一個人，但其他成員都擁有豐富領導經驗，仍是一件非常重要的事。
缺乏經驗的成員除了不夠成熟，生產力也偏低，當組織必須發揮高效率的時候，就會變成阻力。他們往往在與大局無關的小細節上斤斤計較、唱些不切實際的高調、一發生棘手問題就表現出一副事不關己的樣子，到最後甚至連自己分內工作都沒做好……這些都是沒當過領導者、不知帶領一個團隊有多辛苦的人。
換句話說，必須透過領導經驗的累積，才能成為高效率團隊的成員。
「問題發生時，要如何應對？」
「要讓組織團結，需要什麼樣的溝通？」
「當一個領導者要承受多大的壓力？」
我們希望能讓實際擁有這些經驗、了解以上這些問題的人組成一個團隊，由他們去解決客戶的疑難雜症。這也是麥肯錫，以及歐美企業或大學在面試與入學申請時重視領導經驗的原因。
【將卓越人才培養成國際性領導人的策略】
麥肯錫會刻意錄用那些未來能成為領導者的人，是因為了解到這些管理顧問在離職後，可能成為各行各業的領導者，而這件事對麥肯錫而言，是個大利多。
在進入麥肯錫的管理顧問中，最後成為資深合夥人，而在公司待上幾十年的人其實並不多。大多數的人大概待個幾年到十幾年，就會從麥肯錫畢業。由於在職期間累積了豐富的領導資歷，離職後還是能在社會上各個領域發揮他們的領導力，對麥肯錫而言，這件事有其重要意義。
在歐美各國，許多麥肯錫畢業生會轉任企業的經營者。除了大企業的經營團隊外，有些會至創投公司工作，或擔任某新興企業成長期的重要顧問。當然也有人自己創業，或是活躍於NPO與國際機構。
無論這些畢業生在哪裡工作，重要的是：他們都是「領導者」。如此一來，一方面提高了社會對麥肯錫的評價，一方面也使得更多優秀年輕人願意來應徵。
二來，這些畢業生所領導的機構還有可能直接成為麥肯錫的客戶。當管理顧問想收集專案資訊，或訪問相關專業人士時，大部分畢業生也都會樂意撥出時間配合。
麥肯錫之所以希望將卓越人才培養成國際性的領導人，並非要轉型成教育機構，也不是想對社會做出什麼貢獻。只不過因為對一個營利企業而言，這種做法有極高的價值，是一種重要策略。
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