基思-拉博伊斯的教训论文3：如何成为一个有效的执行者

This week’s essay is on how to be an effective executive. This is inspired by a talk Keith gives to some of our portfolio companies’ executives.

本周的文章是关于如何成为一个有效的管理人员。这是受凯斯给我们一些投资组合公司的高管所做的一次讲座的启发。

Summary

摘要

• Running yourself

  自己运行

• Lead, don’t manage: Be proactive rather than reactive. “Lead” your team as opposed to “manage” a situation.

  领导，而不是管理。要积极主动，而不是被动反应。"领导 "你的团队，而不是 "管理 "某种情况。

• Understand your output: Your output is how much your team gets done + how much neighboring teams get done divided by how many people are on your team. Only add someone if they bring up the ratio of output to people.

  理解你的产出。你的产出是你的团队完成了多少工作+邻近的团队完成了多少工作除以你的团队有多少人。只有当某人提高了产出与人数的比例时，才会增加他。

• Focus on inputs: Spend time on judging your team’s inputs, i.e. the quality of ideas, not on whether you can move revenue 3x this quarter, i.e. outputs.

  专注于投入。把时间花在判断你的团队的投入上，即想法的质量，而不是花在本季度你是否能将收入提高3倍，即产出上。

• Spend time on high leverage activities: Do things that have the most impact. Preparing one thing that affects many, like all-hands and dashboards, or do one thing with a lot of impact on one person, like a performance review.

  将时间花在高杠杆活动上。做那些影响最大的事情。准备一件影响很多人的事情，如全体员工和仪表盘，或者做一件对一个人有很大影响的事情，如绩效审查。

• Optimize your most valuable resource, your time: Actively manage your calendar and audit it by categorizing how you spend your time. Is it on top priorities? Is it on high leverage activities? Show your team real examples of great calendars. Batch tasks. Focus on the limiting step.

  优化你最宝贵的资源，你的时间。积极管理你的日程表，并通过对你如何花费时间进行分类进行审计。它是在最优先的事项上吗？是否用在高杠杆活动上？向你的团队展示优秀日程表的真实例子。批量任务。专注于限制性步骤。

• Running your team

  管理你的团队

• Gather information: Your job as an exec is to make the 4 right calls a year. Can’t do that without all the information so spend time gathering info. Get around filtering mechanisms by wandering the office.

  收集信息。作为一名执行官，你的工作是每年打四个正确的电话。没有所有的信息就无法做到这一点，所以要花时间收集信息。通过在办公室里闲逛，绕过过滤机制。

• Simplify the metrics and objectives: Find indicators as close to the inputs as possible. Make those and your team’s objectives as simple as clear as possible. Make sure...