霸道總裁CEO 如何通過(guò)放權(quán)掌控全局

1、Business advice books dont agree on much, but theyre practically unanimous on this bit of advice to senior managers: focus on the big things, and le1eave the details to your team. 能夠讓商業(yè)忠告類圖書一致認(rèn)同的觀點(diǎn)并不多，但它們幾乎都會(huì)給高管提供這樣一條忠告：專注于大的事情，將細(xì)節(jié)交給團(tuán)隊(duì)。 Ive spent my career doing the opposite. And I believe it is l2a

2、rgely responsible for the success Ive had so far. 但我在整個(gè)職業(yè)生涯都采取了截然相反的做法。而且我相信，我到目前取得的成功，很大程度上要?dú)w功于這種管理方法。 These days, when I work with young chief exe3cutives, I urge them to try my “sweat the small stuff” management method. It may seem counterintuitive, as though I am urging CEOs to act like that mo4

3、st dreaded creature, the micromanager. But this approach can deliver the opposite effect. In fact, I have found it builds employee trust, brings the b5est out of the best employees, and, most importantly, builds high-performance teams. 最近在與一些年輕CEO們合作時(shí)，我強(qiáng)烈建議他們嘗試一下我“關(guān)注小事”的管理方法。雖然這似乎有違常識(shí)，好像我在誘惑這些CEO變成最

4、可6怕的怪物微觀管理者。但實(shí)際上這種方法會(huì)帶來(lái)相反的效果。事實(shí)上，我發(fā)現(xiàn)這種管理方法能夠建立起員工的信任，讓最優(yōu)秀的員工有最好的表現(xiàn)，并且最重要的是，它有助于建立一支高效的團(tuán)隊(duì)。 Chief executives, especially founders, often find themselves7 torn between two contradictory impulses. On one hand, they aspire to hire “A+” employees who will take the company to new heights with their awesome

5、n8ess. On the other hand, many CEOs have a clear vision for every aspect of how their companies should be run and a wicked perfectionist streak. This me9ans they often succumb to the temptation to get involved in every detail of the companys operations, instead of empowering the extraordinary people

6、 t10heyve just spent a great deal of energy hiring. 首席執(zhí)行官，尤其是公司創(chuàng)始人，往往發(fā)現(xiàn)自己在兩種相互矛盾的沖動(dòng)之間左右為難。一方面，他們渴望找到“A+”員工，憑借他們的非凡魅力將公司帶到新高度。另一方面，許多CEO對(duì)于公司各個(gè)方面如何運(yùn)營(yíng)有清晰的愿景11，帶有一種邪惡的完美主義傾向。這意味著，他們往往會(huì)忍不住誘惑，參與到公司運(yùn)營(yíng)的每一個(gè)細(xì)節(jié)，而不是向他們花大力氣聘用的人放權(quán)。 In other words, CEOs micromanage. This inevitably leads to a frustrated, demoraliz

7、ed, a12nd even paralyzed organization. Heres where a “sweat the small stuff” approach can work well. 換言之，CEO在進(jìn)行微觀管理。而這將不可避免地導(dǎo)致公司上下滋生沮喪情緒，士氣低落，甚至陷入癱瘓。那么，“關(guān)注小13事”的管理方法，如何實(shí)施才能奏效？ As my first startup began to grow quickly, I found myself wanting to follow my perfectionist impulses without undermining my

8、 teams 14ability to get things done using their ownusually more informedjudgment. My ideas had merit, and they avoided the pitfalls of “design by committee,”15 which often leads to uninspiring and watered-down solutions. But they were often interpreted by my team as religious edicts and caused peopl

9、e to eith16er blindly follow instead of lead or just get annoyed. So, I set up a verbal contract with all of my leaders, which spelled out the decisions I deferr17ed to them (most of them) and a list of details that I specifically cared about (just a few). 在我創(chuàng)辦的第一家公司開始迅速發(fā)展之際，我希望在不削弱員工獨(dú)立判斷能力的前提下，遵從自己

10、內(nèi)心的完美主義沖動(dòng)。團(tuán)隊(duì)成18員的確可以利用自己的獨(dú)立判斷（往往也更加明智）來(lái)完成工作。我的想法有其優(yōu)點(diǎn)，可以避免“委員會(huì)設(shè)計(jì)”的陷阱“委員會(huì)設(shè)計(jì)”通常只會(huì)產(chǎn)生令人沮喪的、打折扣的解決方案。但我的團(tuán)隊(duì)總是把我的想法理解成“宗教法令”，他們要么放棄工作自主權(quán)，盲目遵從，要么感到憤怒。因此，我與所有管理者達(dá)成了口頭約定，詳細(xì)說(shuō)明19了我會(huì)聽從他們的哪些決定（大多數(shù)），以及我會(huì)特別關(guān)注哪些細(xì)節(jié)（只有少數(shù)）。 In the case of a major website redesign, for example, I gave the design and marketing teams the a

11、uthority to det20ermine the sites organization, layout, and page flow. After all, I hired them because they were experts at this stuff; I wanted them to feel they had21 the autonomy they needed to do their jobs well. 例如，重新設(shè)計(jì)網(wǎng)站時(shí)，我會(huì)授予設(shè)計(jì)與營(yíng)銷團(tuán)隊(duì)決定網(wǎng)站結(jié)構(gòu)、布局和頁(yè)面流程的權(quán)限。畢竟，我之所以聘用他們，就是因?yàn)樗麄兪沁@方面的專家；我希望他們感覺(jué)自己擁有把工作做好所

12、需要的自主權(quán)。 But I rese22rved veto power over the color scheme, graphical style, and fontsyes, I have a small design obsession. They included me on those decisions up front. 23This also gave me a periodic glimpse into the status of the project overall without nagging my team. If things were off track, I

13、would know. 但在配色方案、圖形24風(fēng)格和字體方面，我保留了一票否決權(quán)沒(méi)錯(cuò)，我對(duì)設(shè)計(jì)有一點(diǎn)熱衷。他們會(huì)提前把決定告訴我。這讓我有機(jī)會(huì)定期了解項(xiàng)目進(jìn)度，但又不會(huì)打擾到團(tuán)隊(duì)的工作。如果項(xiàng)目偏離了方向，我會(huì)提前知道。 Over time, I developed an important addition to this “contra25ctual relationship” with my managers. For any detail which I requested involvement, I promised to respond with my feedback prom

14、ptly (usually 48 hours,26 even including weekends). If I didnt respond in time, I forfeited my right to override their decision later. 隨著時(shí)間的推移，我在與管理者達(dá)成的“契約關(guān)系”中增加了一條重要的補(bǔ)充條約。對(duì)于27任何我要求參與的細(xì)節(jié)，我承諾及時(shí)做出反饋（通常是48小時(shí)，甚至包括周末）。如果我沒(méi)有按時(shí)反饋，意味著我放棄了以后推翻他們的決定的權(quán)利。 My managers loved this addition. It showed that I respec

15、ted their time and authori28ty, and also led them to put serious thought into the details I had veto power over. What if I didnt respond in time? Then they were on the hook for 29those decisions as well. And I could hold them to aggressive timelines without being a bottleneck. Im astonished by how o

16、ften employees at other comp30anies are forced to sit idly, almost as hostages, because they are waiting for the boss to make the decisions. Everyone suffers from those situations.31 我的管理層非常喜歡這個(gè)補(bǔ)充條款。這表明我尊重他們的時(shí)間和權(quán)威，也讓他們對(duì)我有權(quán)一票否決的細(xì)節(jié)進(jìn)行認(rèn)真思考。如果我沒(méi)有及時(shí)反饋，那便由他們自行決策。并且，因?yàn)槲也粫?huì)成為團(tuán)隊(duì)的阻礙，他們可以保持更高效的進(jìn)度。在其他公司，員工就像人質(zhì)一樣，

17、往往不得不無(wú)所事事地坐等老板來(lái)拍板，這讓我很吃驚。每個(gè)人都要忍受32這種情況的折磨。 I can think of several examples in my career where this “sweat the small stuff” approach worked well. I remember the case of a launch party f33or a big product release during the dot-com erathe sort of event that would normally be planned by HR or the socia

18、l committee. Someone came up with t34he notion that we should throw a blowout party in a luxury suite at the San Francisco Giants ballpark. But the idea felt wrong to me. We were a scrap35py startup, not in need of the frivolous pampering that more financially successful (and boring) firms would cho

19、ose. Plus, a box could only hold a few36 dozen people, meaning it would be an exclusive event instead of the big “friends and family” event I wanted. 在我的職業(yè)生涯中，我能列出許多例子來(lái)證明“關(guān)注小事”的方法是有效的。其中一個(gè)例子37是在互聯(lián)網(wǎng)時(shí)代，公司計(jì)劃為一次大規(guī)模產(chǎn)品發(fā)布會(huì)舉行新品發(fā)布派對(duì)，正常情況下，這種活動(dòng)應(yīng)該由人力資源部或社交委員會(huì)組織。有人提出，我們可以在舊金山巨人隊(duì)（San Francisco Giants）棒球場(chǎng)的豪華套房舉辦一場(chǎng)盛大的派對(duì)。但我不認(rèn)同這樣的想法。我們是一家生氣勃勃的初創(chuàng)公司，不需要這種無(wú)聊的暴38飲