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  3. Information will be the greatest opportunity for business leaders in the coming years—and perhaps our biggest headache. Since th

Information will be the greatest opportunity for business leaders in the coming years—and perhaps our biggest headache. Since th

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问题 Information will be the greatest opportunity for business leaders in the coming years—and perhaps our biggest headache. Since the dawn of the Internet, all of us in business have been swept up by the Niagara of information that fills our daily life. Real-life updates from the Hang Seng index; photos shared around the world seconds after they’ve been taken; customized maps and directions delivered to you even as you drive. It is all breathtaking.
    But for the leaders in business, the information surge has triggered its own unintended consequence, especially for those over 40. Today new employees arrive on their first day with an alarming amount of know-it-all. They have already read about you, and the online critiques of your plans, strategies and management style. The bloggers and the twitters—all receiving steady streams of in-house gossip—analyze, assess and ridicule every business moment. In this environment, traditional management is impossible. The hierarchical, layered structures in which company information is carefully managed and then selectively passed down the line have crumbled. The online era has made command-and-control management as another dial-up Internet.
    Although decision-making has always been the task of a leader, it has become harder. The online world has guaranteed that every remark about your business and every change you implement will trigger a viral frenzy of second-guessing. Borrowing from the black bag of politics, your competitors will also be spreading their version of "opposition research", feeding the blogosphere with critiques of your leadership.
    So the greatest task for leadership in business is the ability to cut through the information clutter and make clear decisions without apology. More than at any time, employees need unequivocal direction. Leaders should not only grow a thicker skin, but also understand how important they can be to their own team by interpreting both the news and the disinformation. When some CEOs spoke to an audience, they were often required to talk about their reaction to some recent press story or the latest legislative debate. These are wonderful opportunities for leadership. Employees, investors, customers and business partners are heartened by those who can sift through the flood of opinion and clearly communicate what matters—and what doesn’t—to the enterprise.
    Of course, communication cannot be a one-way street. The central role of information in business life has made two other much neglected leadership tasks more urgent.
    The first is listening. Listening to your employees at every level is one of the best paths to new insights. Precisely because the Internet has made information so plentiful, your own team is likely to be full of ideas that should be tapped into.
    The second obligation that information creates for executives is to identify and mentor thought leaders. It is pressing to find those employees who have the ability to digest and interpret information for others.
    The flood of information is only going to rise. Leadership will increasingly mean leveraging that information, clarifying it, and using it to advance your strategy, engage customers and motivate employees. Business stakeholders are interested not only in your products and services, but also in your ideas.
Which of the following can be the title of this passage?
选项 A、Leadership in the Information Age
B、Information Impact on Business Management
C、Leadership Styles in the Information Age
D、Employee-Employer Relationship in the Information Age
答案A
解析 第1、2段说明信息时代对企业领导的好处和挑战，第3段指出企业领导在信息时代工作的难处，第4到7段提出企业领导要做好的事，最后一段总结信息时代，领导力意味着什么。故本文围绕两个要点“信息时代”和“领导力”，A“信息时代的领导力”是最佳标题。B“信息对企业管理的影响”、C“信息时代的领导风格”和D项“信息时代的雇员与雇主关系”均不够全面，排除。
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