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微軟元老回首職場(chǎng)生涯12年(5)
You can control outcomes with three types of approaches: a) People Control, where you decide who to hire, who to fire, and who to put in what positions; b) Action Control, where you tell people what to do; and c) Results Control, where you define the metrics of success. Know when to use which. 你可以通過(guò)三種方法控制你的結(jié)果：1. 控制人，你可以選擇雇傭誰(shuí)，解雇誰(shuí)，把什么人放到什么位置上；2. 行為控制，你可以告訴他們?cè)撟鍪裁�；C. 結(jié)果控制，你告訴他們需要什么樣的結(jié)果而度量標(biāo)準(zhǔn)是什么。你要知道什么時(shí)候適合用什么方法。 Isn’t it a neat feeling when you’re introduced to a coworker’s kids or spouse? For a moment, the bubble of work is burst. You imagine baseball games, music recitals, anniversary dinners. I remind myself of this when I get frustrated at people. 當(dāng)你被介紹認(rèn)識(shí)同事的孩子或者配偶時(shí)，這種感覺是不是很好？在一瞬間，工作和生活之間的隔閡消失了，你會(huì)聯(lián)想到籃球，音樂(lè)會(huì)，慶祝晚宴等。當(dāng)我對(duì)同事不滿意的時(shí)候，我就會(huì)用這些提醒自己。 I love watching exceptional people do what they’re good at. It amazes and inspires me. I once saw an alleyway chef in Shanghai turn a basketball-sized clump of dough into hand-pulled noodles for a table of eight, amid a blur of arm movements in under a minute. Ever watch speed stacking? We each have astonishing potential. 我喜歡看到有才能的人們做他們最擅長(zhǎng)的事情，因?yàn)檫@能夠很好的激勵(lì)我。我在上海的一個(gè)胡同里面看到一個(gè)大廚把一個(gè)籃球大小的面團(tuán)用手拉成了8 個(gè)人吃的面條，而且整個(gè)過(guò)程都在一分鐘內(nèi)完成。我們每人都具有驚人的潛能。 Amidst some LCA controversy around “Dr. Who(m),” a site I worked very hard on creating after hours, I arrived at my office to find a handmade two-foot-high Dalek. Someone had taken the time to print, cut, and tape together a mascot to support me. What inspires people to this sort of kindness? I still don’t know who did this for me – but if you’re reading this, thank you. 當(dāng)我編寫的Dr. Who 網(wǎng)站（微軟內(nèi)部查詢?nèi)说墓ぞ撸┦艿搅朔墒聞?wù)部的一些抗議時(shí)，有人把一個(gè)兩英尺高的“Dalek”（小編注：Dalek，中文名為戴立克，是英國(guó)BBC著名科幻電視劇《Doctor Who》（神秘博士）中Doctor 最大的機(jī)器人生命體對(duì)頭。）塑像放在我的辦公室里，表示支持。我現(xiàn)在還不知道這是誰(shuí)做的，但是如果你在讀這封信，謝謝。 Spend time with people whether they’ll be “useful” to you someday or not. Respond to emails whether from a VP or from a campus hire. This advice will likely make you less “efficient.” But it’s good advice nevertheless. 花時(shí)間和其他人在一起，無(wú)論他們對(duì)你是不是“有用”�；貜�(fù)所有人的郵件，無(wú)論他是副總裁還是一名大學(xué)實(shí)習(xí)生。這條建議你可能認(rèn)為并不是特別“有效”，但它卻是條好的建議。 We used to get Dove Bars and beers all the time. It felt like free food was on offer at least once a week, usually with a pretense of some small milestone to celebrate. Why did we cut stuff like this? (I know the boring fiscal reasons why. I’m asking the deeper why, as in, “Was it worth the savings? Is Microsoft better now that we’ve cut these costs?”) 我們以前經(jīng)常會(huì)有免費(fèi)的啤酒和吃的，基本每一個(gè)產(chǎn)品的大小里程碑都會(huì)有一次慶祝。我們?yōu)槭裁船F(xiàn)在沒有了？（我知道財(cái)政上的原因，但我想知道更深層次的原因。省那點(diǎn)錢值得嗎？現(xiàn)在的微軟比從前更好了嗎？） One day, a sign appeared on a soda fridge in RedWest saying something to the effect of, “Did you know that drinks cost Microsoft [ed: millions of dollars] a year? Sodas are your perk at work. Don’t bring them home.” This depressed me on too many levels to enumerate, but I’ll toss out a few: 有一天， 一個(gè)標(biāo)貼出現(xiàn)在微軟雷德蒙西區(qū)的冰箱上，它是這樣寫的：“你知道微軟每年在飲料上要花費(fèi)掉幾百萬(wàn)美金嗎？飲料是公司的，請(qǐng)不要帶回家”。這使我非常郁悶的原因很多，簡(jiǎn)單說(shuō)幾個(gè)： 1.Someone had enough time to get these signs professionally printed and affixed to our fridges. 有人有足夠的時(shí)間去把這些標(biāo)牌做得很專業(yè)并且貼到了冰箱上。 2.It was someone’s salaried, 40-hour-a-week job to do things like this. 有人在領(lǐng)每周40小時(shí)的工作薪水，竟然有做這個(gè)事情的工作崗位。 3.Someone thought soda smuggling was a big enough “problem” at Microsoft to draw attention to it.【微軟元老回首職場(chǎng)生涯12年(5)】相關(guān)文章：
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