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在當(dāng)今時(shí)代，領(lǐng)導(dǎo)者應(yīng)該具有的最重要的一種品質(zhì)，應(yīng)該是真實(shí)性。我們生活的世界變得越來(lái)越透明。通過(guò)網(wǎng)絡(luò)，可以獲得越來(lái)越多的信息，消費(fèi)者與員工和公司互動(dòng)的方式也發(fā)生了巨大的變化。欣然接受這種透明的公司，可以與客戶和員工進(jìn)行更豐富的互動(dòng)，進(jìn)而帶來(lái)利潤(rùn)增長(zhǎng)。而為了使公司做到真正透明，CEO自己首先必須保持透明；對(duì)于許多領(lǐng)導(dǎo)者而言，這是一項(xiàng)充滿挑戰(zhàn)的任務(wù)。

At Zillow Group, our entire business model and company culture is built around this concept of transparency. Openness is something I take great pride in as a CEO and is the genesis of my leadership style. The full formula to being a transparent leader is based on three qualities: empowerment, accessibility, and authenticity.
在Zillow Group，我們的業(yè)務(wù)模式和公司文化均是以透明的理念為核心。作為CEO，公司的開(kāi)放性一直讓我引以為豪，我的領(lǐng)導(dǎo)風(fēng)格便是來(lái)源于此。要成為透明的領(lǐng)導(dǎo)者，秘訣在于三種品質(zhì)：賦權(quán)、可接近性和真實(shí)性。

It all starts with aligning employees behind your mission as a company. There’s a lot of academic research about why it’s advantageous to have a mission-driven culture, particularly with millennials who are trying to connect with something beyond a job; they want a purpose, not just a paycheck. A mission-driven culture will allow you to attract better, more engaged employees. This is a big part of our company’s DNA. Everyone at Zillow Group is aligned behind one mission: “Power to the People: Build the world’s largest, most trusted and vibrant home-related marketplace.”
首先，是要讓員工團(tuán)結(jié)在公司的使命之下。有多項(xiàng)學(xué)術(shù)研究探討了為什么使命驅(qū)動(dòng)的文化具有優(yōu)勢(shì)，尤其是在千禧一代當(dāng)中，因?yàn)樗麄兿Ｍ约核龅牟恢故且环莨ぷ?；他們想要的是工作的意義，而不僅僅是一份工資。使命驅(qū)動(dòng)的文化可以為你吸引更優(yōu)秀、更積極的員工。這是我們公司文化的一個(gè)重要部分。在Zillow Group，每一個(gè)人都在為一個(gè)使命而奮斗：“賦予人們能力：建立世界最大、最值得信任和最有活力的房地產(chǎn)市場(chǎng)。”