丹尼爾?尼瑞

????公司：奧馬哈互助保險公司

????《財富》500強排名：394

????尼瑞也算得上是奧馬哈保險公司的終身老兵了。來自美國中西部的尼瑞在獲得愛荷華大學（University of Iowa）精算學碩士學位后，于1975年加入奧馬哈互助保險公司，不過他上世紀90年代曾短暫離開公司去紐約工作。他發現新公司與之前的公司完全相反——而且經營方式并不好——于是，在不到一年之后，他又回到了奧馬哈，繼續在老東家發展。

????尼瑞在這家保險公司已經從事過許多個崗位，他經常被要求做一些精算方面的雜活：他曾管理過團隊銷售和證券承銷業務。他說：“對于這種安排，我總能以開放的心態去面對。雖然沒有正規的主管人員培訓，但公司有需要。”他認為：“在這里，大多數成功的領導人都將自己排在第三位，”這種態度恰好契合了公司的文化。他在2005年成為公司CEO。他認為對于公司而言，更重要的并不是下一位領導人是否曾一直在公司工作，而是他們對于公司而言是否是“合適的”人選。不過他補充說，一直在公司工作的人對公司制度上的了解有更多優勢。“如果公司有偉大的文化，你知道如何將其保持下去；如果公司文化出現問題，你就能知道需要對哪些地方進行改變。”如果問到有什么劣勢的話，我的回答是“你可能會變得有一點目光短淺。”（財富中文網）

????譯者：劉進龍/汪皓

Daniel Neary

????Company: Mutual of Omaha

????Fortune 500 rank: 394

????Neary is an almost-lifer. The Midwesterner, who started at Mutual of Omaha in 1975 after collecting a Masters in Actuarial Science at the University of Iowa, left his company ever so briefly in the 1990s for a job in New York. He found this new gig to be a complete contrast—and not in a good way—to his old one, and in less than a year, he headed home to Omaha and resumed his rise through the ranks there.

????Neary had already worked in various capacities at the insurance company and he was often asked to take up odd jobs for an actuary: he managed group sales and underwriting operations for a time. "I was always open to them," he says. "There was no formal executive training, there was a need." This attitude—"the most successful leaders here think of themselves third", he says —fit well with Mutual's culture, and he became CEO in 2005. He says more important to companies than whether or not their next leader is a 'lifer' is whether they're the 'right' person for the company at the moment. But he adds lifers have an advantage in their institutional knowledge "If it's a great culture you know how to perpetuate it; if it's got problems, you know what thinks need to change." The drawbacks? "You can become a little myopic."