What does that care mean? That care means you have to have that empathy and put yourself in the people’s shoes that you lead or people who you are the manager for. And then understand: it’s not just the pandemic that is one tail event that we’re all impacted by. The interesting thing is each of us is impacted by some tail event which is idiosyncratic to us. But managers who are clued in and care can, in fact, sort of get a sense for it and help us through it. 领导力框架下的关怀意味着什么？它意味着你必须具有同理心，能够设身处地为你所领导的人或你所管理的人着想。然后明白，让大家受到影响的不仅仅是疫情这一个小概率事件。值得注意的是，我们每个人都会受到某些大相径庭的尾部事件的影响。而那些有此意识并表示关切的管理者可以作出切合时宜的判断，并帮助我们度过难关。

So we came up with this framework called Model Coach Care. And it’s been just fantastic. Model and coach are perhaps sort of more intuitive. Everybody knows that in order to sort of manage or be a leader is a privilege. And you have to model what you want out of your team. And you have to really be a great coach. But this last piece, care, is the real currency, especially when you have people where you don’t have that constant human connection. 所以我们提出了这个名为“榜样—指导—关怀”的领导力框架，效果非常好。“榜样”和“指导”，顾名思义。人人皆知，进行某种管理或担任一名领导是一种特权。所以要以身作则——你希望自己团队做到的模样，你必须率先垂范。而且，你必须成为一名优秀的导师，指导他人。但最后这个词——关怀，尤其是当你与员工没有持续稳定的人际关系时，才是关键。

It’s a great question. It’s the entire ballgame. So one of the things I have been struck by is how important, to your point, good leadership is. And I’ll even say good managerial competence. So one of the things we started stressing maybe a year before even the pandemic was recognizing that ultimately at Microsoft we would only be able to shape and continuously reshape the lived experience for our people by having great managers. After all, I’ve learned through my own career that you have to learn every day something about great management and leadership. 萨提亚·纳德拉：这是个很好的问题。这事关全局。我自己也惊讶于，如你所指，优秀的领导力，优秀的管理能力，有多重要。因此，我们在疫情前一年就开始强调的一件事就是，要认识到，在微软，我们只有通过拥有优秀的管理者才能为我们的员工塑造和不断重塑生活体验。我是通过自己的职业生涯认识到，你每天都必须学习一些有关优秀的管理能力和领导力的知识。

榜样—指导—关怀，领导力的关键 同理心，创新的源泉

这就是同理心。它是设计思维的核心。当我们说创新是关于满足没被满足、未能明确的市场需求时，归根结底是指那些人或者由人构成的组织未被满足的明确需求。因此，你需要有深刻的同理心。

“榜样”和“指导”，顾名思义。人人皆知，进行某种管理或担任一名领导是一种特权。所以要以身作则——你希望自己团队做到的模样，你必须率先垂范。而且，你必须成为一名优秀的导师，指导他人。但最后这个词——关怀，尤其是当你与员工没有持续稳定的人际关系时，才是关键。

framework called Model Coach Care.