一個(gè)CEO的自我修養(yǎng)
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高頻率反饋 ????一旦掌握了這些關(guān)鍵點(diǎn),，就應(yīng)時(shí)時(shí)刻刻練習(xí),。作為CEO，你應(yīng)當(dāng)對(duì)幾乎每件事都有一個(gè)觀點(diǎn),。你應(yīng)當(dāng)對(duì)每項(xiàng)預(yù)測,、每個(gè)產(chǎn)品計(jì)劃、每次演示,，甚至每項(xiàng)評(píng)論都有一個(gè)觀點(diǎn)。讓人們知道你的想法,。如果你喜歡某個(gè)人的評(píng)論,，就反饋給她。如果你不同意,，也反饋給她,。說出你的想法,。充分表達(dá)自己。 ????這樣做會(huì)帶來兩大積極效應(yīng)： ????? 在你的公司里,，反饋對(duì)事不對(duì)人,。如果CEO不斷給出反饋，那么與之互動(dòng)的每個(gè)人都會(huì)習(xí)慣這一點(diǎn),。沒人會(huì)想：“天哪,，他/她這么說到底是什么意思？他/她是不是不喜歡我,？”每個(gè)人都會(huì)自然而然地關(guān)注事情本身,，不會(huì)把它看成隨機(jī)的表現(xiàn)評(píng)估。 ????? 人們會(huì)習(xí)慣討論壞消息,。如果人們習(xí)慣了探討每個(gè)人做錯(cuò)了什么,，那么，探討公司做錯(cuò)了什么就會(huì)變得非常容易,。優(yōu)秀的公司文化深諳“好事不出門,，壞事傳千里”的信息傳播規(guī)則，而糟糕的公司文化則有綠野仙蹤（The Wiz）中東方女巫的影子：“別告訴我壞消息,?！?/p> 造就CEO ????做CEO還需要有更廣泛的技能（對(duì)此，我在博客中已經(jīng)寫了很多）,，但要達(dá)到高級(jí)水平,，獲得你天生就是CEO的感覺，關(guān)鍵是要掌握這些有違天性的行為,。 ????如果你是創(chuàng)始人CEO,，你在做這些事的時(shí)候感到有些別扭或不能勝任，但深知這不是當(dāng)公司達(dá)到100人或1,000人時(shí)能一蹴而就,，那么歡迎你加入我們的俱樂部,。這正是我曾經(jīng)的感受。我遇到過的每位CEO都是如此,。這是一個(gè)過程,。CEO就是這么煉成的。 ????本文作者本?霍羅維茨是風(fēng)險(xiǎn)資本公司Andreessen Horowitz的聯(lián)合創(chuàng)始人及合伙人,。他曾是Opsware(前身為Loudcloud）的聯(lián)合創(chuàng)始人兼首席執(zhí)行官,，該公司后來被惠普（HP）收購，他在網(wǎng)景（Netscape）負(fù)責(zé)過幾個(gè)產(chǎn)品業(yè)務(wù)部門,。如今,，他也在移動(dòng)支付公司Foursquare、藍(lán)牙耳機(jī)制造商Jawbone,、創(chuàng)新相機(jī)生產(chǎn)商Lytro,、Magnet公司,、云應(yīng)用管理服務(wù)商Okta、眾包網(wǎng)站Rap Genius和商用軟件廠商Tidemark等公司的董事會(huì)任職,。他的博客地址：http://bhorowitz.com/,。 |
High frequency feedback ????Once you've mastered the keys, you should practice what you've mastered all the time. As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation and even every comment. Let people know what you think. If you like someone's comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. ????This will have two critically important positive effects: ????? Feedback won't be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think: "Gee, what did she really mean by that comment? Does she not like me?" Everybody will naturally focus on the issues, not an implicit random performance evaluation. ????? People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High quality company cultures get their cue from data networking routing protocols: bad news travels fast and good news travels slowly. Low quality company cultures take on the personality of the Wicked Witch of the East in The Wiz: "Don't nobody bring me no bad news." Making the CEO ????Being CEO requires also a broad set of more advanced skills—I've written about many in this blog—but the key to reaching the advanced level and feeling like you were born to be CEO is mastering the unnatural. ????If you are a founder CEO and you feel awkward or incompetent when doing some of these things and believe there is no way that you'll be able to do it when your company is 100 or 1,000 people, welcome to the club. That's exactly how I felt. So did every CEO that I've ever met. This is the process. This is how you get made. ????Ben Horowitz is co-founder and partner of Andreessen Horowitz. He was a co-founder and CEO of Opsware (formerly Loudcloud), which was acquired by HP, and he ran several product divisions at Netscape. He serves on the board of such companies as Foursquare, Jawbone, Lytro, Magnet, Okta, Rap Genius and Tidemark. He blogs at http://bhorowitz.com/. |
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