????風(fēng)險(xiǎn)投資家本?霍洛維茨在他的新書(shū)《難事之難：如何在沒(méi)有簡(jiǎn)單答案的時(shí)候打造企業(yè)》中根據(jù)自己的親身經(jīng)歷總結(jié)了5條寶貴的創(chuàng)業(yè)經(jīng)驗(yàn)。

????由HarperCollins出版社出版的新書(shū)《難事之難：如何在沒(méi)有簡(jiǎn)單答案的時(shí)候創(chuàng)建企業(yè)》（The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers）于今天面市,。作者本?霍洛維茨在書(shū)中就如何組建和管理創(chuàng)業(yè)公司提出了自己的建議。

????霍洛維茨是風(fēng)投公司安德森?霍洛維茨（Andreessen Horowitz）和軟件公司Opsware的聯(lián)合創(chuàng)始人,，在這方面自然有資格發(fā)言,。下面是他在這本書(shū)中給出的五條管理經(jīng)驗(yàn)：

????1. CEO應(yīng)該實(shí)事求是

????CEO這個(gè)群體往往天生樂(lè)觀(guān)向上，原因不難發(fā)現(xiàn)：誰(shuí)會(huì)愿意追隨一個(gè)悲觀(guān)失望的領(lǐng)導(dǎo)呢,？如果管理者無(wú)法給公司帶來(lái)光明前景,，誰(shuí)會(huì)愿意為這家公司工作呢？

????霍洛維茨在這本書(shū)中聲稱(chēng),，誠(chéng)實(shí)的品質(zhì)遠(yuǎn)比樂(lè)觀(guān)的態(tài)度重要,。為什么呢,？首先，它有助于建立信任,。“在公司的發(fā)展過(guò)程中,，溝通是最大的挑戰(zhàn),，”霍洛維茨寫(xiě)道?！叭绻麊T工從心底里相信CEO,，那么他們之間的溝通會(huì)比不信任的情況下有效得多。實(shí)事求是是建立這種信任的關(guān)鍵,?！逼浯危騿T工隱瞞問(wèn)題實(shí)際上得不償失,?！耙虢ǔ梢患覀ゴ蟮目萍脊荆枰刚?qǐng)?jiān)S多非常聰明的人,，”他寫(xiě)道,。“擁有這么多高級(jí)人才,，卻不讓他們幫助解決最難對(duì)付的問(wèn)題,，簡(jiǎn)直是巨大的浪費(fèi)?！痹俅?，CEO的誠(chéng)實(shí)品質(zhì)有助于形成一種正確的企業(yè)文化?！斑@種文化應(yīng)該獎(jiǎng)勵(lì),、而不是懲罰那些說(shuō)出問(wèn)題的人，因?yàn)閱?wèn)題只有被凸顯出來(lái)才能得到解決,?！边€有一個(gè)原因，實(shí)際上,，員工們很容易看出來(lái)CEO有沒(méi)有在某個(gè)問(wèn)題上撒謊,。

????2. 裁員要講究正確的方法

????對(duì)于面臨裁員難題的CEO,，霍洛維茨給出的很多建議聽(tīng)起來(lái)像是常識(shí)：關(guān)注公司的未來(lái)發(fā)展而不是過(guò)去；不要拖延,；講清楚原因（提示：因?yàn)椴贿@么做就無(wú)法達(dá)到你的目標(biāo)）；培訓(xùn)下層經(jīng)理,，讓他們自行處理裁員事務(wù),，而不是因?yàn)殡y處理就推給人事部門(mén)。但霍洛維茨的另一個(gè)觀(guān)點(diǎn)并不那么顯而易見(jiàn)：你處理裁員的方式不僅會(huì)對(duì)被解雇的人產(chǎn)生影響,，對(duì)留下來(lái)的人也同樣重要,。裁員往往會(huì)破壞CEO在員工身上贏(yíng)得的信任,，要重建這種信任，CEO必須表現(xiàn)得公平而坦誠(chéng),。霍洛維茨寫(xiě)道：“被解雇的員工與繼續(xù)留在公司的員工之間的關(guān)系會(huì)比你與他們的關(guān)系更為緊密，因此,，要對(duì)被解雇的員工保持適當(dāng)?shù)淖鹬??！笨偠灾绾翁幚聿脝T會(huì)決定公司是重新走向輝煌,，還是就此開(kāi)始沒(méi)落,。

????In his new book The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers, which arrives in stores today courtesy of HarperCollins, Ben Horowitz offers his advice on building and managing a startup company.

????As the co-founder of the firm Andreessen Horowitz -- not to mention the enterprise software company Opsware -- he should know. Here are five lessons from the book.

????1.) CEOs should tell it like it is.

????As a group, CEOs tend to be a constitutionally upbeat bunch, and it's not hard to see why. Who would follow a leader who is not relentlessly positive? Who would go work for a company whose top executive doesn't paint a rosy picture of the future?

????In The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers, Horowitz says honesty is far more important than positivity. Why? First, it helps build trust. "As a company grows, communication becomes its biggest challenge," Horowitz writes. "If the employees fundamentally trust the CEO, then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust." Second, concealing problems from your employees is self-defeating. "In order to build a great technology company, you have to hire lots of incredibly smart people," he writes. "It's a total waste to have lots of big brains but not let them work on your biggest problems." Finally, honesty in the CEO helps to build the right culture, "a culture that rewards -- not punishes -- people for getting problems into the open where they can be solved." Oh, and employees usually can figure it out pretty easily when a CEO is not telling it like it is.

????2.) There is a right way to lay people off.

????Much of Horowitz's advice to CEOs confronting layoffs sounds like common sense: Focus on the future of the company, not its past; don't delay; be clear about why you are doing it (hint: you fell short of your plan); train your managers to handle layoffs directly, rather than delegating the dirty work to HR employees. But Horowitz also makes a point that's not entirely intuitive: How you handle layoffs matters as much to those getting pink slips, as to those who stay. A layoff tends to break whatever trust a CEO has earned from his employees, and in order to rebuild that trust, the CEO has to be seen as fair and forthright. "Many of the people that you lay off will have closer relationships with the people who stay than you do, so treat them with an appropriate level of respect," Horowitz writes. In short, how you handle layoffs could be the difference between a shot at success in rebuilding your company and the beginning of a downward spiral.