8 lessons on building a company people enjoy working for | The Way We Work, a TED series

HR jargon makes me crazy.

翻译人员: jacks peng 校对人员: SHUYING XU

We have to have all these stupid acronyms

that describe things that nobody understands: OKRs and PIPs.

I think we can run our businesses

by just talking to each other like regular human beings.

We might actually get more done.

人力资源术语让我抓狂。

[The Way We Work]

我们必须得用这些愚蠢的首字母缩写

来表达一些无人能理解的术语， 如：OKRs和PIPs。

I really always wanted to be an HR professional,

I wanted to be able to speak the language of management.

我认为我们能够像普通人那样，

通过常规对话就能运营企业。

And you know what I've learned after all this time?

这样一来我们的效率会更高。

I don't think any of it matters.

【我们的工作方式】

There's all kinds of things that we call "best practices"

that aren't best practices at all.

我一直都想成为人力资源专家，

How do we know it's best? We don't measure this stuff.

我希望我能够说管理语言。

In fact, I've learned that "best practices" usually means

你知道我在那么长的时间里 都学到了些什么吗？

没有一样是重要的。

copying what everybody else does.

Our world is changing and evolving all the time.

到处充斥着我们称之为“最佳实践”,

Here are some lessons to help you adapt.

却根本不是最佳实践的东西。

Lesson one: Your employees are adults.

我们如何知道这是最佳？ 我们又没法评估。

You know, we've created so many layers

事实上，我的经验告诉我， “最佳实践”通常意味着

and so many processes and so many guidelines

照搬别人的做法。

to keep those employees in place

我们的世界在不断地变化和发展。

that we've ended up with systems that treat people like they're children.

这里有一些经验可以帮助你来适应。

经验1：你的员工是成年人。

And they're not.

Fully formed adults walk in the door every single day.

我们建立了这么多的员工阶层

They have rent payments, they have obligations,

和如此多的流程与准则

they're members of society,

来让员工按部就班地工作，

they want to create a difference in the world.

导致我们的体制 把员工当做孩子来看待。

So if we start with the assumption

that everybody comes to work to do an amazing job,

但他们不是孩子。

每天这些发育完全的 成年人走进公司。

you'd be surprised what you get.

Lesson two: The job of management isn't to control people,

他们有房租要交， 他们有各自的义务，

他们是社会的一员，

it's to build great teams.

When managers build great teams, here's how you know it.

他们想在世界上创造不同寻常的事物。

如果我们抱着每一个来工作的人

都是为了做得出色的想法，

They've done amazing stuff.

Customers are really happy.

Those are the metrics that really matter.

你会惊讶于所得到的结果。

经验2：管理工作不是去控制员工，

Not the metrics of: "Do you come to work on time?"

"Did you take your vacation?" "Did you follow the rules?"

而是打造出色的团队。

当管理者打造了出色的团队时， 你会通过以下几点知晓。

"Did you ask for permission?"

Lesson three: People want to do work that means something.

他们做了很多了不起的工作。

顾客真的很满意。

After they do it, they should be free to move on.

这些才是真正重要的衡量标准。

Careers are journeys.

而不是这些标准：“你今天准点上班吗？”

Nobody's going to want to do the same thing for 60 years.

“你休假了吗？”， “你有没有遵守员工守则？”

So the idea of keeping people for the sake of keeping them

“你请示过了吗？”

经验3：人们想做有意义的工作。

really hurts both of us.

Instead, what if we created companies that were great places to be from?

他们做完后，理应自由决定 下一步要做什么。

职业是一场旅行。

And everyone who leaves you

没人想要60年做同样的事情。

becomes an ambassador for not only your product,

所以为了留住人才而留住人才

but who you are and how you operate.

其实是两败俱伤。

And when you spread that kind of excitement throughout the world,

反之，如果我们创建的公司 都是很棒的地方呢？

then we make all of our companies better.

Lesson four: Everyone in your company should understand the business.

这样每一个离开公司的人，

不仅会成为你的产品大使，

Now, based on the assumption that we've got smart adults here,

还能够宣扬你和你的运营理念。

当你把这种兴奋之情传遍全世界时，

the most important thing we can teach them is how our business works.

我们就会让所有的公司变得更好。

When I look at companies that are moving fast,

that are really innovative

经验4：你公司的 每个员工都应该懂业务。

and that are doing amazing things with agility and speed,

假设我们这里都是聪明的成年人，

it's because they're collaborative.

我们可以教会他们的最重要事情 就是我们的业务如何运作。

The best thing that we can do is constantly teach each other what we do,

当我看那些发展很快的公司时，

what matters to us, what we measure, what goodness looks like,

他们真是非常创新，

能灵活迅速地做出令人惊艳的产品，

so that we can all drive towards achieving the same thing.

因为他们是互相协作的。

Lesson five: Everyone in your company should be able to handle the truth.

我们可以做的是不断告诉彼此 我们在做什么，

You know why people say giving feedback is so hard?

我们看重什么，评估什么，什么是美德，

They don't practice.

Let's take the annual performance review.

这样我们就能朝着同样的目标努力。

What else do you do in your whole life that you're really good at

经验5：公司的每个员工 都有权知道真相。

that you only do once a year?

Here's what I found:

你知道为什么人们总说给反馈很难？

humans can hear anything if it's true.

因为他们都没有实践。

So let's rethink the word "feedback,"

我们来看看年度绩效考核。

在你的一生中，你还做过 哪些一年只做一次，

and think about it as telling people the truth, the honest truth,

还做得很棒的事情？

about what they're doing right and what they're doing wrong,

这是我发现的：

如果一件事是真实的， 人们都会乐意去倾听。

in the moment when they're doing it.

所以让我们重新思考“反馈”这个词，

That good thing you just did, whoo!

That's exactly what I'm talking about.

把它想成告诉人们真相，诚实的真相，

Go do that again.

And people will do that again, today, three more times.

Lesson six: Your company needs to live out its values.

在他们做对了什么

又做错了什么，

I was talking to a company not long ago, to the CEO.

你刚做了件出色的工作，喔！

这就是我在谈论的。

He was having trouble because the company was rocky

再来一次。

今天，人们还会这样做三次。

and things weren't getting done on time,

and he felt like things were sloppy.

经验6：你的公司需要践行它的价值观。

This also was a man who, I observed,

不久之前我和一个公司的CEO谈过。

never showed up to any meeting on time.

他遇到了烦心事，因为公司难以维持下去，

Ever.

If you're part of a leadership team,

the most important thing that you can do to "uphold your values" is to live them.

事情总是没法及时做完，

他觉得很多事情做得很草率。

People can't be what they can't see.

我注意到，他也是这样一个人，

开会时从来没法准时到场。

We say, "Yes, we're here for equality,"

and then we proudly pound our chest

从来都是。

如果你是领导层，

because we'd achieved 30 percent representation of women

为了“坚持自己的价值观”，你能做的 最重要的事情就是去言传身教。

on an executive team.

Well that's not equal, that's 30 percent.

人们不能以他们看不见的东西为榜样。

Lesson seven: All start-up ideas are stupid.

我们说，“是的，我们为了平等而来，”

然后我们表现得信誓旦旦，

I spend a lot of time with start-ups,

因为我们的高管团队中女性比例

and I have a lot of friends that work in larger, more established companies.

达到了30%。

They are always pooh-poohing the companies that I work with.

但这不是平等，只是30%。

"That is such a stupid idea."

经验7：所有的创业想法都很愚蠢。

Well, guess what: all start-up ideas are stupid.

If they were reasonable, somebody else would have already been doing them.

我在创业公司待了很长时间，

我有很多朋友在更大， 更具规模的公司工作。

Lesson eight: Every company needs to be excited for change.

他们总是对我的公司嗤之以鼻。

Beware of the smoke of nostalgia.

“这个主意真愚蠢。”

If you find yourself saying, "Remember the way it used to be?"

你猜怎么着，所有的 创业点子都是愚蠢的。

I want you to shift your thinking to say,

如果是合理的，其他人就已经在做了。

"Think about the way it's going to be."

经验8：每个公司都应该积极拥抱变化。

If I had a dream company,

小心怀旧的烟雾。

I would walk in the door and I would say,

如果你发现自己这样说： “还记得它过去的样子吗？”

"Everything's changed, all bets are off.

We were running as fast as we can to the right,

我希望你能转变一下想法，

and now we'll take a hard left."

And everybody would go "Yes!"

“想想它的未来会是什么样子。”

It's a pretty exciting world out there, and it's changing all the time.

如果我有家理想的公司，

The more we embrace it and get excited about it,

我会走进来并且说，

“一切都变了，什么都可能发生。

the more fun we're going to have.

过去，我们以最快的速度跑到了右边，

现在我们要向左走。”

而公司里的每个人都会说：“好的！”

这是一个非常令人兴奋的世界， 它一直都在变化。

我们越积极地拥抱它并为之兴奋，

我们就会拥有越多的乐趣。