怎样做招聘和管理?(Startup Playbook from Sam Altman IV.4)

你招什么样的人,裁什么样的人,提拔什么样的人,这些事情定义了你的公司文化。而不是用公司文化来改造他们。

(创业由四个部分组成,理念、团队、产品、执行力。Startup Playbook 是YC掌门人Sam Altman对这四个方面的完整阐述,这是执行力当中关于招聘和管理的部分)

Hiring is one of your most important jobs and the key to building a great company (as opposed to a great product.)
My first piece of advice about hiring is don’t do it. The most successful companies we’ve worked with at YC have waited a relatively long time to start hiring employees. Employees are expensive. Employees add organizational complexity and communication overhead.

招聘是你最重要的工作之一,也是打造一家伟大公司的关键(注意咯这回说的不是一个伟大的产品)。
关于招聘,我的第一条建议是:不要招聘。大多数YC投的成功公司都等了很长时间才开始招聘员工。员工是很贵的,而且招来人以后管理与沟通成本也会飙升。

There are things you can say to your cofounders that you cannot say with employees in the room. Employees also add inertia—it gets exponentially harder to change direction with more people on the team. Resist the urge to derive your self-worth from your number of employees.

有些话是你只能对合伙人说而没法让员工知道的(所以还存在很多不确定因素的时候有员工在就会不方便)。员工也会带来惯性——公司要改方向的难度会随着人员的增多而指数级增大。有一票人跟着你干这让人感觉挺有存在感的,然而一定要克制住这样的冲动。

The best people have a lot of opportunities. They want to join rocketships. If you have nothing, it’s hard to hire them. Once you’re obviously winning, they’ll want to come join you.

牛人们总是会很抢手。他们希望能加入最具潜力的公司。如果你啥都没有,那么要招到牛人的可能性也几乎没有。而一旦你的公司成为当红炸子鸡,牛人们就会闻风而至。

It’s worth repeating that great people have a lot of options, and you need great people to build a great company. Be generous with equity, trust, and responsibility. Be willing to go after people you don’t think you’ll be able to get. Remember that the kind of people you want to hire can start their own companies if they want.

我再说一遍:牛人们手头总会有很多选择。你需要找到优秀的人才来建立一个伟大的公司,所以你应该慷慨地给予他们公司期权、你的信任和工作责权。对于你觉得不大请得来的人选也可以随时保持接触。那些你想要的人也有可能开创属于他们自己的事业。(不妨跟他们多交流)

When you are in recruiting mode (i.e., from when you get product-market fit to T-infinity), you should spend about 25% of your time on it. At least one founder, usually the CEO, needs to get great at recruiting. It’s most CEOs’ number one activity by time. Everyone says that CEOs should spend a lot of their time recruiting, but in practice, none but the best do. There’s probably something to that.

当你确定产品跟市场需求匹配之后,你就进入招聘模式了,这时你得花25%的时间在招人上面。至少一位联合创始人(通常是CEO)需要擅长招人识人,而这也是占据CEO们最多时间的事情。大家都说CEO应该多花时间找人,但实际上只有最好的CEO才真正能做到这点。

Don’t compromise on the quality of people you hire. Everyone knows this, and yet everyone compromises on this at some point during a desperate need. Everyone goes on to regret it, and it sometimes almost kills the company.

不要因为招人难就降低你的标准。每个人都知道这句话,但每个人都曾因为太着急要人而在某种程度上做过妥协。然后又每个人都因为妥协而后悔——这样的事情有时会拖垮整个公司.

Good and bad people are both infectious, and if you start with mediocre people, the average does not usually trend up. Companies that start off with mediocre early employees almost never recover. Trust your gut on people. If you have doubt, then the answer is no.

能干的人和糟糕的人都是有传染性的。如果你一开始招的就是平庸的人,以后基本上也就是那个水平了,这样的公司往后基本上很难有大的起色。在招人时要相信你的直觉。如果你有些许犹豫,那基本上就是不适合。

Do not hire chronically negative people. They do not fit what an early-stage startup needs—the rest of the world will be predicting your demise every day, and the company needs to be united internally in its belief to the contrary.

小心不要招充满负能量的家伙。他们不适合早期的创业企业。全世界所有人都在等着看你们把事情搞砸,所以公司内部必须团结一致去对抗这样的命运哟。

Value aptitude over experience for almost all roles. Look for raw intelligence and a track record of getting things done. Look for people you like—you’ll be spending a lot of time together and often in tense situations. For people you don’t already know, try to work on a project together before they join full-time.

无论是在哪个岗位上,比起经验,价值观取向都更重要。努力寻找那些先天智商可能稍逊,但是总能把事情做成的人。努力寻找你喜欢的人——你要跟他们在紧张的环境中厮守很久呢(不互相喜欢怎么熬啊)。对于那些你不认识的人,可以在全职录用之前让他们先参与一个小项目试试看。

Invest in becoming a good manager. This is hard for most founders, and it’s definitely counterintuitive. But it’s important to get good at this. Find mentors that can help you here. If you do not get good at this, you will lose employees quickly, and if you don’t retain employees, you can be the best recruiter in the world and it still won’t matter.

多花点心思去成为一个好的管理者。对于大多数创业者来说这都很难,而且这绝不是一份可以靠直觉混过去的工作。做好管理真是太重要了,找几个导师来帮你吧。如果你学不好管理,人才会离你而去。而要是公司里留不住人,那你的招人技术再高超也是白搭。

Most of the principles on being a good manager are well-covered, but the one that I never see discussed is “don’t go into hero mode”. Most first-time managers fall victim to this at some point and try to do everything themselves, and become unavailable to their staff. It usually ends in a meltdown. Resist all temptation to switch into this mode, and be willing to be late on projects to have a well-functioning team.

管理学的大多数原则问题已经是路人皆知的事,但我发现有一个点不怎么有人提,那就是“不要逞英雄”。很多初涉管理的创业者往往陷入这个误区,事无巨细事必躬亲,忙得连员工想找他也找不到。而逞英雄的结果基本上是把事情搞砸。得压制住自己亲手去干的冲动,宁可慢一点,也要磨练出来一个能干的团队。

Speaking of managing, try hard to have everyone in the same office. For some reason, startups always compromise on this. But nearly all of the most successful startups started off all together. I think remote work can work well for larger companies but it has not been a recipe for massive success for startups.

说到管理,还要尽量让所有人在同一个地方办公。出于某些原因,创业公司通常会在这点上作出妥协。但是几乎所有最成功的创业公司起初都是在一起办公的。我觉得对于大公司而言远程协作也许没问题,但初创公司还是算了吧。

Finally, fire quickly. Everyone knows this in principle and no one does it. But I feel I should say it anyway. Also, fire people who are toxic to the culture no matter how good they are at what they do. Culture is defined by who you hire, fire, and promote.

最后必须要提的是:辞退的时候一定要快刀斩乱麻。这又是大家都知道却经常不去遵守的一点,但我觉得无论如何得强调一下。还有,无论一个员工多优秀,那些与公司文化价值观不合的人,就必须被请走,无论他们的工作能力有多优秀。你招什么样的人,裁什么样的人,提拔什么样的人——这些事情定义了你的公司文化。

怎样验证创业理念?(Startup Playbook from Sam Altman I)

创始团队需要什么样的特质?(Startup Playbook from Sam Altman II)

怎样做出NB的产品?(Startup Playbook from Sam Altman III)

怎样做增长?(Startup Playbook from Sam Altman IV.1)

怎样做到专注?(Startup Playbook from Sam Altman IV.2)

CEO该怎么做?(Startup Playbook from Sam Altman IV.3)

原创文章,作者:创业百花谷,如若转载,请注明出处:http://www.liuwanlan.com/interlocution/382

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