主持人問他：你花了這麼多年時間建造一個組織，現在的你，是怎麼看「放大影響力」這件事？The host asked him: after years spent building an organization, how does he now think about multiplying impact?
他的答案不是「做更多事」。His answer wasn't "do more."
願景，就是清楚 Vision is clarity
他說，領導最主要的功能，就是回答一個問題：我們要往哪裡去？如果你不回答這個問題，你就會不由自主地變成在「管理」，而不是在「領導」——你會把時間花在緊急的事上，而不是重要的事上。He says the primary function of leadership is to answer one question: where are we going? If you don't answer it, you default into managing instead of leading — spending your time on the urgent instead of the important.
他還說了一件反直覺的事：組織越大，越需要把願景講得更精確，不是更少講。人少的時候，大家靠著在同一個空間裡呼吸就吸收了文化；人一多，文化不會自己往下流，要很刻意、很清楚地講。而且一句話要講至少七遍，才會真的進到一個人心裡——講第二次的時候，你會覺得很多餘，但對聽的人來說，一點都不多餘。He also says something counterintuitive: the bigger the organization, the more precisely the vision needs to be articulated — not less. With a small group, people absorb the culture just by being in the same room; culture doesn't flow downward on its own once you grow. And it takes at least seven repetitions before a message actually lands — the second time you say it, it feels redundant to you, but it isn't redundant to the person hearing it.
這讓我們問自己：我們有沒有把自己走的路講清楚，講到讓身邊的人真的聽懂，還是只講過一次就以為對方懂了？That leaves us asking ourselves: have we actually made the road we're walking clear enough for the people around us to understand it — or did we say it once and assume they got it?
專注最大的敵人，是機會 Focus's biggest enemy is opportunity
他說，有願景沒有專注，會有一堆有趣的想法，卻什麼都做不成；有專注沒有願景，會有一群很忙的人，做著不重要的事。而讓一個人失去專注的，往往不是壞事，是機會太多——好事一直找上門，因為怕錯過，什麼都想抓住。要有專注，就要願意對好事說不。He says vision without focus gives you a pile of interesting ideas and nothing accomplished; focus without vision gives you busy people doing things that don't matter. And what steals focus is rarely something bad — it's too much opportunity, good things showing up one after another, and saying yes to all of them out of fear of missing out. Having focus means being willing to say no to good things.
他說，很多領導者做不成事，不是因為不夠努力，是因為不夠專注，同時想做太多事——注意力沒辦法分散，還指望影響力能被放大。He says many leaders who struggle to get things done aren't working hard enough — they're not focused, trying to do too many things at once. You can't divide your attention and still multiply your impact.
放大影響力，不是做更多事 Multiplying impact isn't doing more
他說，很多人以為放大影響力就是自己做更多——但如果只是自己跑一個又一個項目、管理更多人，那個影響力的上限，就是你自己加上你的組織圖，到頭來還是有限的。真正能讓影響力變得像複利一樣往外擴的，是培養其他的領導者。He says a lot of people think multiplying impact means doing more themselves — but if you're just running program after program, managing more people, your impact is capped at you plus your org chart, and it stays finite. What actually makes impact compound outward is developing other leaders.
他說了一句很直接的話：很多領導者以為領導是關於自己，關於自己的影響力。但領導不是關於你。領導是關於培養其他的領導者——那才是領導留下的遺產。He says something very direct: a lot of leaders think leadership is about them, about their own impact. But leadership is not about you. Leadership is about developing other leaders — that's the legacy leadership leaves behind.
這句話讓我們往前多想一步：我們常說並肩、沒有誰帶誰，這句話從另一個角度講的是同一件事——如果我做的每一件事都只能靠自己完成，我培養出來的就不是同行的人，是依附我的人。That pushes us one step further: we often say we walk side by side, no one leading the other — this is the same thing said from another angle. If everything I do can only be done by me, what I'm raising up isn't people who walk with me. It's people who depend on me.
允許他們失敗 Allowing them to fail
他說，要投資在對的人身上——不是每個人都想要、或適合成為領導者，這跟一個人的價值無關，只是不是每個人都有走這條路的意願或能力。找到對的人之後，要把自己的生命倒進去：給他們機會、給他們接觸你思考過程的權限、給他們帶領的機會——然後，允許他們失敗。他特別強調，這不只是被允許，是必要的。He says you have to invest in the right people — not everyone wants or is suited to become a leader, and that has nothing to do with a person's worth, it just means not everyone has the desire or capacity for this particular road. Once you've found the right people, you have to pour your life into them: give them opportunity, give them access to how you think, give them the chance to lead — and then allow them to fail. He specifically stresses this isn't just permitted. It's essential.
這讓我們想起自己也一直在學的功課：陪一個人走，不是替他把路走完，是讓他自己走到會跌倒的地方，然後還在旁邊。That reminds us of something we're still learning ourselves: walking with someone isn't finishing the road for them — it's letting them walk to the place where they might fall, and still being there.
清楚知道自己的弱點 Knowing your own weaknesses
他說，大部分領導者其實不清楚自己的強項跟弱項，於是想辦法變成一個自己不是的人——那很累，也沒有效果。先知道自己的弱點在哪裡，才有辦法找對的人補上那塊，這才是真正讓影響力放大的關鍵。He says most leaders don't actually know their own strengths and weaknesses, so they try to become someone they're not — exhausting, and it doesn't work. Knowing where your weaknesses are first is what lets you find the right people to cover that ground — and that's the real key to multiplying impact.
用什麼衡量成功 What you measure success by
訪談最後他提到自己的書《The Trap》：他說一個領導者會做的最關鍵的決定之一，是怎麼衡量成功——很多領導者被自己衡量成功的方式困住了，用賺多少錢、有多少影響力、有多少房產來算。他說，如果真的想放大影響力、留下遺產，成功要用不一樣的方式衡量。Toward the end he mentions his book, The Trap: one of the most critical decisions a leader makes, he says, is how they measure success — and a lot of leaders get trapped by their own measure, counting money, influence, buildings. If you actually want to multiply your impact and leave a legacy, he says, success has to be measured differently.
他沒有在這支訪談裡說「用什麼衡量」——那是他書裡的內容，我們沒看過，不代替他說。但這句話本身，已經是一個值得留給自己的問題。He doesn't say what that different measure is in this interview — that's in his book, which we haven't read, and we won't speak for him on it. But the question itself is already one worth keeping for ourselves.
今天，可以問自己一句：我手上正在做的事,有沒有一件其實可以交給正在學習的人去做、去失敗？Ask yourself today: is there something in your hands right now that you could hand to someone still learning — and let them fail at it?
引自 Jason Jaggard 主持 Novus Global「Beyond High Performance」節目訪談 Andy Stanley「The Leadership Playbook: Andy Stanley on Vision, Focus, and Multiplying Your Impact」，2025 年 11 月，逐字稿取自 YouTube 官方字幕。
Quoted from Jason Jaggard's Novus Global interview with Andy Stanley, "The Leadership Playbook: Andy Stanley on Vision, Focus, and Multiplying Your Impact," November 2025, transcript from YouTube's official captions.
🎬 原片 The original
影片來源／Video source：Novus Global 官方 YouTube 頻道 ·
在 YouTube 觀看
📖 經文 Scripture
「我栽種了，亞波羅澆灌了，惟有神叫他生長。」（哥林多前書 3:6）
"I planted, Apollos watered, but God was causing the growth." (1 Corinthians 3:6)
透過耶穌這道路，走回與天父重建的依戀關係，是我們所知所行一切的根基。This path through Jesus — to rebuild our attachment with the Heavenly Father — is the foundation beneath everything we know and do.