视频信息
- 标题: 斯坦福：YC创业课 - 第11集：文化
- BV号: BV1oWKpzoE1Z
- 时长: 50分26秒（3026秒）
- 作者: 常春藤中英字幕课
- 原始链接: B站视频
视频摘要
Brian Chesky在斯坦福YC创业课中分享了如何打造公司文化。他指出，当产品已经起飞、团队初具规模后，文化成为公司能否持续壮大的关键。他将文化定义为：每一天团队每个成员的假设和信念，以追求公司使命。文化之所以重要，是因为它成为决策的第一性原理，让员工对齐价值观，提供稳定性和信任，并帮助留住真正合适的人。研究数据显示，拥有强大文化的最佳雇主公司股票回报率高达11.08%，几乎是市场平均的两倍。创建核心价值观需要从创始人自身出发，思考真正重要的东西，并通过否定那些不符合价值观的人来强化标准。Brian以Airbnb为例，展示了六个核心价值观如何帮助公司在获得8亿美元融资后依然保持创业精神。他强调，文化和品牌是一枚硬币的两面——文化是内部原则，品牌是外部承诺。招聘时必须同时面试技能匹配和文化匹配，确保每个员工都真正相信并践行公司使命。
核心要点
文化定义：公司文化是每天团队每个成员的假设和信念，以追求公司使命，而非仅仅是行为准则的集合。
文化科学：1997-2003年数据显示，《财富》最佳雇主100强股票回报率11.08%，远超S&P 500和Russell 3000指数。
价值观创建：从创始人自身价值观出发，思考喜欢和不喜欢与谁共事，价值观必须支持使命且与使命独特联系。
捍卫使命：Airbnb核心价值观之一是雇用那些为使命而来的人，而非冲着估值、办公室或热门赛道加入的人。
麦片企业家精神：Airbnb在2008年负债累累时靠卖Obama-Os麦片赚了4万美元，验证了约束激发创造力的价值观。
招聘双轨制：Airbnb设有独立的价值观面试官，技术面试和价值观面试分开，确保只雇用技能优秀且文化契合的人。
规模化悖论：Paul Graham建议拥有100个爱你的人胜过100万个有点喜欢你的人，从小规模完美体验开始再扩展。
品牌与文化：文化和品牌是一枚硬币的两面，强势品牌来自强势文化，苹果Think Different活动就是核心价值观的体现。
视频全文转录（中英双语）
以下为完整中英双语转录，已加标点。英文在前，中文在后，逐段对照。
由 Groq Whisper 转录 → M2.7 B 方案整文标点 + 分段 → M2.7 段号保留翻译 → 逐段对照。
[段 1]
Set the stage with a few slides and some comments, but the main stage is going to be with Brian when he comes up and talks about how he built the Airbnb culture. So you’re here. I’ve been following the presentations, and so now you know how to get started. You’ve built a team. You started to sort of build your product. It’s off the ground. It’s growing. People love it. You figured out how to do that. You figured out how to create a very special one-of-a-kind company with monopoly powers. And the market that you’re chasing after is slightly bigger than the paper airplane business. So you’re good, right? So now what? So we’re here to submit that actually culture is the thing that’s going to be very, very important for you to be able to scale the business as well as your team.
[译文 1]
先用几张幻灯片和一些评论来铺垫，但真正的重头戏是Brian上台来讲述他如何打造了Airbnb文化。好，你现在已经在场了。我一直在看各个演示，所以现在你知道如何开始了。你已经组建了团队。你已经开始打造产品了。它已经起飞了，正在增长。人们都喜欢它。你已经掌握了如何做到这些。你已经懂得了如何创造一家非常特别的、独一无二的公司，拥有垄断力量。而你所追逐的市场比纸飞机生意要大得多。所以你搞定了，对吧？那现在该怎么办？所以我们在这里要提出的是，实际上文化对于你能否将业务和团队规模化，将是非常非常重要的。
[段 2]
And hopefully after this talk you’ll be able to know what is culture, why does it matter, how to sort of create your core values, and think about elements that sort of fit together for the core values and the culture that create a high performance team, and get some best practices for the culture. So what is culture? Anybody want to take a guess at how one should define this? A set of values in a team? Yeah, that’s good. Did you look that up on the, because you had a computer and internet connection, did you just look it up? So these are some definitions that you’ll find. That you’ll find in Webster’s dictionary. But we’re at Stanford.
[译文 2]
希望在这场演讲之后，你们能够了解什么是文化，为什么它很重要，如何创建你们的核心价值观，思考哪些要素能够将核心价值观和文化整合在一起，从而打造一支高绩效团队，并获得一些文化方面的最佳实践。
那么什么是文化？有人想猜猜应该如何定义它吗？
团队中的一套价值观？嗯，这很好。你是不是查过了？因为你有电脑和网络连接，你是不是刚查过？
这些是你们会找到的一些定义。这些是你们会在 Webster’s 字典里找到的定义。但我们是在 Stanford。
[段 3]
This is kind of a trick question. It’s a CS class. Questions are never straightforward. The real question is, what is company culture going to be? Culture that we can generally talk about society, about groups, about places or things. Here we’re talking about company culture. And so how do we want to define company culture? We can take the previous definition and modify it a little bit. And so this is a hint of how we may want to define company culture. Every day, blank and blank of each member of the team in pursuit of our company blank. And some people have filled these in with different sort of things. A, the first blank could be assumptions, beliefs, values.
[译文 3]
这是一个有点 trick 的问题。这是一节 CS 课。问题从来都不是直截了当的。真正的问题是，公司文化将会是什么？文化是我们通常可以谈论社会、群体、地点或事物的概念。这里我们讨论的是公司文化。那么我们如何定义公司文化？我们可以采用之前的定义并稍作修改。这是关于我们如何定义公司文化的一个提示。每天，团队每个成员的 ___ 和 ___，追求我们的公司 ___。有些人用不同种类的东西填满了这些空白。A，第一个空白可以是假设、信念、价值观。
[段 4]
My favorite is core values. The second blank for the B blank, people have said behaviors. My favorite sort of answer to that is real action. How do you act? And in pursuit of goals, that’s kind of weak. In pursuit of big and hairy, audacious goals, that’s a little stronger. But a better definition is in pursuit of the mission. So now that we have that definition, what do we do with it? And why does it matter? This is a quote from Gandhi. Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. And your actions become your habits. And your habits become your values. And your values become your destiny. If you don’t have a good culture in the company, you can’t pursue your destiny.
[译文 4]
我的最爱是core values。对于B blank的第二个空，人们会说是behaviors。我最喜欢的答案是real action。你如何行动？在追求目标方面，这有点弱。在追求big and hairy, audacious goals方面，这就强一些了。但更好的定义是在追求mission方面。既然我们有了这个定义，我们应该怎么做？为什么这很重要？这是甘地的一句名言。你的信念成为你的想法。你的想法成为你的言语。你的言语成为你的行动。你的行动成为你的习惯。你的习惯成为你的价值观。你的价值观成为你的命运。如果你的公司没有良好的culture，你就无法追求你的destiny。
[段 5]
Why it matters is it becomes the first principles that you sort of go back to when you make decisions. It becomes a way to align people on values that matter to the company. It provides a certain level of stability to fall back on, and it provides a level of trust that people can sort of trust each other with. It’ll also give you a list of things that you should be able to figure out what to do and what not to do. And the more important thing about that is what not to do. And then finally, the other thing that is important is it allows you to retain the right employees. There are people in this world that are not going to be a fit for your company, but if you have good, strong culture and good, strong core values, you’ll know who you want to retain and who you do not want to retain.
[译文 5]
这之所以重要，是因为它成为了你在做决策时会回归的首要原则。它成为了一种让人们对公司重要的价值观达成一致的方式。它提供了一定程度的稳定性让人依靠，同时也提供了一定程度的信任，让人们能够彼此信任。它还会给你一份清单，让你能够弄清楚什么该做、什么不该做。而更重要的是什么不该做。最后，另一件重要的事情是，它让你能够留住合适的员工。世界上有些人不适合你的公司，但如果你有良好、强大的文化和良好、强大的核心价值观，你就会知道你想留住谁、不想留住谁。
[段 6]
And if you take the first words, first letter of those, it happens to help you move faster. Another reason, you’re thinking that’s like all mushy stuff. This is actually more scientific stuff. So here are indices from 1997 to 2003 of stock market index of companies in the S&P 500, in the Russell 3000, and then for the Fortune 100 best companies to work for. They survey all these companies out there, and they’ve picked out companies that they believe are the best companies to work for, and the stock market returns of those companies happen to be 11.08%, which is almost twice that of the other two indices. And so there’s real power in companies that treat their employees well, where there’s a lot of trust and where there’s a lot of strong culture.
[译文 6]
如果你取每个词的首字母，这恰好能帮助你更快地前进。另一个原因，你可能会觉得这些都是些软绵绵的东西。但这实际上更像是科学的东西。以下是1997年到2003年的股票市场指数，包括S&P 500中的公司、Russell 3000中的公司，以及《财富》100强最佳雇主公司的指数。他们对所有这些公司进行调查，挑选出他们认为的最佳雇主公司，而这些公司的股票市场回报率恰好是11.08%，几乎是其他两个指数的两倍。所以，在那些善待员工、充满信任和强有力文化的公司中，确实有着真正的力量。
[段 7]
So how do you sort of create a set of values and sort of define the culture, et cetera? So I get asked that a lot. You’ve got to start with the leader of the company, the founder, and sort of ask yourself, what are the personal values that are most important to you? What are those things that are most important to the business? Who are the types of people you like working with, and what are their values? And through that, you sort of distill together what a set of values are. Then think about all the people that you’ve never liked working with. What values do they have? Think of the opposite of that, and maybe those should be considered values for your company.
[译文 7]
那么如何创建一套价值观，如何定义企业文化，等等？我经常被问到这个问题。你必须从公司的领导者、创始人开始，问问自己，哪些个人价值观对你来说最重要？对企业来说最重要的是什么？你喜欢与什么样的人共事，他们的价值观是什么？通过这些，你就可以提炼出一套价值观。然后想想那些你不喜欢与之共事的人。他们有什么样的价值观？想想与之相反的，也许那些应该被视为你公司的价值观。
[段 8]
And finally, remember, the values have to support your mission. And if it doesn’t support your mission, you’re missing something. And then the last final checks, they have to be credible and they have to be uniquely tied to your mission. So at Zappos, in terms of uniquely applied to the mission, we were focused on creating a culture that was going to provide great customer service. So the first core value we had was to deliver wow through service. We were very specific. We wanted to deliver great customer service and it was going to be a wow experience. And then below that, we had a paragraph supporting that, talking about exactly what we mean by that. We wanted to support them, deliver wow through service, and support people such as our employees, our customers, and our brand partners, and our investors.
[译文 8]
最后，记住，价值观必须支撑你的使命。如果它不能支撑你的使命，你就遗漏了一些东西。然后最后的检查，它们必须是可信的，而且必须与你的使命独特地联系在一起。
所以在Zappos，就独特地应用于使命而言，我们专注于创造一种能够提供卓越客户服务的文化。所以我们的第一个核心价值观是通过服务传递惊喜。我们非常具体。我们想要提供卓越的客户服务，而且这将是一种惊喜的体验。然后在下面，我们有一段支持的段落，确切地说明我们的意思。我们想要支持他们，通过服务传递惊喜，并支持像我们的员工、我们的客户、我们的品牌合作伙伴以及我们的投资者这样的人。
[段 9]
In terms of the opposite thing, we generally didn’t like working with arrogant people. So one of our core values at Zappos was to be humble. So those are two examples where we sort of created core values in a way that sort of became credible and uniquely tied to our mission. So you go through this process. You come up with a few core values. These might be some of them, whether it’s honesty, integrity, service, teamwork. And there might be a list. You might start with three, you might end up with a list of ten, you might list 30. It’s a good start. And when Zappos went through this process, we started with, like, we asked all the employees at the time what core values they want to identify with.
[译文 9]
关于相反的情况，我们通常不喜欢与傲慢的人合作。所以Zappos的核心价值观之一是保持谦逊。这是两个例子，说明我们如何创建核心价值观，使其变得可信并独特地与我们的使命相关联。所以你会经历这个过程。你会提出几个核心价值观。这些可能是其中的一些，无论是诚实、正直、服务、团队合作。可能有一份列表。你可能从3个开始，最终可能得到10个列表，可能列出30个。这是一个好的开始。当Zappos经历这个过程时，我们开始时，比如，我们问当时所有的员工他们想要认同哪些核心价值观。
[段 10]
We came up with 37. We sort of whittled it down to about 10. And it took a year to do this. That’s a long time. And you might want to ask why. Well, if you just come up with the word honesty, I mean, give me a break. Everybody wants the culture to be honest. Now you want nobody in the culture to be honest. Service. What do you mean by service? There’s got to be a lot more depth in this than that. And everybody talks about teamwork, but there’s a difference in level of teamwork that you see in an intramural sports team versus a baseball team. And so how do you sort of dive deeper into teamwork?
[译文 10]
我们想出了37个词。我们把它缩减到大约10个。这花了一年的时间。时间很长。你可能会问为什么。好吧，如果你只是想到“诚信”这个词，我的意思是，别开玩笑了。每个人都希望文化是诚信的。现在你不希望文化中没有人是诚信的。“服务”。你说的服务是什么意思？这必须比那有更多的深度。每个人都在谈论团队合作，但校内体育队和棒球队的团队合作水平是有差异的。那么你如何深入挖掘团队合作呢？
[段 11]
What are the things that don’t work for a team? A lot of it has to do with communications. A lot of it has to do with things that people have studied. And you might want to go deeper into that. At Zappos, we thought about, well, there are a lot of smart people in this room. When they’re fighting with each other and trying to figure out who’s right and who’s not, it’s probably not the best use of time. And we wanted everybody to sort of riff off each other and help each other make any idea better. The result is that the company gets a better idea, not that any individual person is right. So we wanted to instill this idea that it’s company first, Then your department, then your team, then yourself.
[译文 11]
什么东西对团队不起作用？很多事情都与沟通有关。很多事情都与人们研究过的东西有关。你可能想要更深入地研究这个。在 Zappos，我们想过，房间里有很多聪明的人。当他们互相争吵，试图弄清楚谁对谁错时，这可能不是最佳的时间利用方式。我们想让每个人都互相切磋，帮助彼此完善任何想法。结果是公司得到了更好的想法，而不是某个人是对的。所以我们想灌输这个理念：首先是公司，然后是你的部门，然后是你的团队，然后是你自己。
[段 12]
And how do you do that? You could go a level deeper in that. There’s a great sort of element of high-performing teams that I really like, which is this pyramid that was created by Patrick Lencioni. And he wrote this book, The Five Dysfunctions of a Team. And the reason this is interesting, he talks about the breakdowns of a team. First of all, a lot of teams break down because they don’t have any trust. A lot of teams break down because they don’t have any trust. Then even if you had trust, why do you need trust? Well, then if you have trust, you can actually have debates and conflict and get to the right answer. If you don’t have conflict and debate, people are just—it’s the blind leading the blind.
[译文 12]
你如何做到那一点？在这方面你可以再深入一层。有一个我非常喜欢的高绩效团队的要素，就是这个由Patrick Lencioni创建的金字塔模型。他写了《The Five Dysfunctions of a Team》这本书。这本书有趣的地方在于，他讨论了团队的崩溃原因。首先，很多团队崩溃是因为他们之间没有任何信任。很多团队崩溃是因为他们之间没有任何信任。那么，即使你有信任，为什么你需要信任？嗯，如果你有信任，你实际上可以进行辩论和冲突，然后得出正确的答案。如果你没有冲突和辩论，人们就只是——就像盲人引导盲人。
[段 13]
How do you know you actually got to the right answer before you sort of commit to something? So people are not actually willing to commit. They’re afraid of committing. And so let’s say you get to the next level and you are actually able to commit. Well, what goes wrong then? It’s usually because people are not held accountable to things that they committed to. And if people are not held accountable to the things that they’ve committed to, then they can’t get results. And I would submit to you, if you think about the company as a black box, and results, whether it’s financial, whether you produce a great product, or anything like that as the output, one of the major inputs is the culture of the company.
[译文 13]
在你决定做某件事之前，你怎么知道自己是否真的得到了正确答案？所以人们实际上并不愿意做决定。他们害怕做决定。假设你达到了下一个层次，并且实际上能够做出决定了，那么会出现什么问题呢？这通常是因为人们不用为他们所做的决定承担责任。如果人们不用为他们所做的决定承担责任，那么他们就无法取得成果。我向你们提出，如果你把公司看作一个黑箱，而成果——无论是财务成果，还是你生产出了优秀的产品，或类似的任何东西——作为输出，那么主要的输入之一就是公司的文化。
[段 14]
So some other best practices we’re going to actually talk about during Q&A, because I think this is going to blend into the conversation, is that you want to incorporate your mission to values. We’ve talked about that performance. You’ve got to think harder, deeper, longer about your values than you might initially think you need to do. One of the things that I think a lot of companies don’t actually do is they interview for technical fit or skill fit or competency in that realm, but they don’t actually interview for the culture fit and whether someone will actually believe and follow the mission. I think that’s a big, big no-no. I think you can have the smartest engineer in the world, but if they don’t believe in your mission, they’re not going to pour their heart and soul into it.
[译文 14]
所以其他一些最佳实践我们实际上会在问答环节讨论，因为我认为这会融入到对话中，就是你想把使命融入到价值观中。我们已经讨论过绩效。你必须比你最初认为需要做的更努力、更深入、更长期地思考你的价值观。我认为很多公司实际上没有做的一件事是他们在该领域进行技术匹配或技能匹配或能力的面试，但他们实际上并没有对文化匹配以及某人是否会真正相信并追随使命进行面试。我认为这是一个非常大的禁忌。我认为你可以拥有世界上最聪明的工程师，但如果他们不相信你的使命，他们就不会全身心投入其中。
[段 15]
And that’s one of the things where if you actually start thinking about culture from the interview process to performance reviews to making sure that it’s a daily habit, you’ll get a lot further with making a great culture. The final point on making a daily habit: I think culture, just like customer service or fitness, is like motherhood and apple pie. Everybody wants to provide great customer service. Every company wants to have a great culture. What they fail to do is make it a daily habit. You just can’t be fit if you don’t do it as a daily habit. Eventually you get out of shape. Then you get fat. And then you’re like, Oh, I’ve got to go on a crash diet to sort of get back into shape.
[译文 15]
这就是其中一方面，如果你真正开始从面试流程、绩效评估到确保它成为日常习惯来思考文化，你会在营造优秀文化方面走得更远。关于让文化成为日常习惯的最后一点：我认为文化就像客户服务或健身一样，就像妈妈和苹果派一样——每个人都想提供优质的客户服务，每个公司都想要有优秀的文化，但他们没能做到的是把它变成日常习惯。如果你不以日常习惯来做，你就不可能保持健康。最终你会失去身材，然后变胖，然后你会说，哦，我得突击节食才能恢复身材。
[段 16]
That doesn’t quite work. And the same is true with something like culture. So I think we’ve checked all of these off, so we can go into Q&A with Brian. All right, cool. Can you move the chair? Right here? Yeah, it’s good. All right. Hello, everybody. It’s quiet in here. I’ll be honest. Now it’s much better. Now I feel a little less on edge. The only thing worse than a room full of people—feel a little less on edge. Nothing worse than a room full of people really, really quiet staring at you, but now I feel better. I did it for five, ten minutes. Yeah. You could bear for a little longer. Yes, exactly. So Brian, could you talk about the process by which you came to understand the culture was important to Airbnb and in building the company?
[译文 16]
这样不太行。对于文化这样的东西也是如此。所以我认为这些我们都检查完了，所以我们可以进入和 Brian 的问答环节了。好的，酷。你能把椅子挪一下吗？这里？嗯，这样好。好的，大家好。这里好安静啊。我说实话。现在好多了。现在我感觉没那么紧张了。没有什么比满屋子人都——感觉没那么紧张了。其实没有什么比满屋子人安安静静地盯着你看更糟糕的了，但现在我感觉好多了。我这样做了五到十分钟。是的。你可以再忍受久一点。是的，没错。那么 Brian，你能谈谈你是如何逐步理解文化对 Airbnb 和公司建设的重要性吗？
[段 17]
Yeah, so I think one of the things we realized is—so just to give you, I won’t tell the full story of Airbnb and some of you may know it, but the very short version of the story was that Airbnb wasn’t meant to be the company we were trying to start. I had quit my job. I was living in LA. One day I drove to San Francisco, became roommates with my friend from college. I went to Rhode Island School of Design, Joe Gebbia. And I had $1,000 in the bank and the rent was $1,150. So that weekend, this international design conference was coming to San Francisco. All the hotels were sold out. We had this idea: let’s just turn our house into a bed and breakfast for the conference.
[译文 17]
是的，我想我们意识到的一件事是——我就简单说，我不会讲 Airbnb 的完整故事，你们中有些可能知道，但这个故事简短的版本是：Airbnb 不是我们原本打算创建的公司。我辞掉了工作。当时我住在洛杉矶。有一天我开车去了旧金山，和我大学时期的朋友成了室友。我上的罗得岛设计学院，乔·格比亚（Joe Gebbia）。我银行里只有 1,000 美元，而房租是 1,150 美元。所以那个周末，一个国际设计大会即将在旧金山举行。所有酒店都订满了。我们有个想法：让我们把房子改造成会议期间的住宿加早餐服务。
[段 18]
I didn’t have any beds. Joe had three airbeds. We pulled them out of the closet. We called it the airbed and breakfast. That’s how the company started. I probably told that story 10,000 times, by the way, some version of that story, and I didn’t think I’d ever tell that a second time. I remember growing up, I also went to college, and my parents were social workers, and they had kind of been nervous about me going to art school. They kind of worried that maybe I would not get a job after college, which I’m sure a lot of parents are worried about. She said, Make sure you promise me you get a job with health insurance.
[译文 18]
我没有床。Joe有三张充气床。我们把它们从壁橱里拉出来。我们称之为充气床加早餐。这就是公司起步的方式。顺便说一句，这个故事我大概讲了一万次了，这个故事的某个版本，我觉得再也不会讲第二次了。我记得我长大后，也去上了大学，我父母是社会工作者，他们对我去艺术学校有些紧张。他们有点担心我大学毕业后可能找不到工作，我相信很多父母都有这样的担心。她说，确保你答应我你找一份有医疗保险的工作。
[段 19]
I ended up starting airbedandbreakfast.com was the original name. She remembered her telling me, I guess you never got that job with health insurance. The reason I say this, though, is this: Airbnb was never meant to be the big idea. It was meant to be the thing to pay the rent so we could think of the big idea. Along the way, by solving our own problem, it became the big idea. Alongside that, and I’m not going to talk about how we built the product. That’s probably another conversation that some other people are talking about. You have to build a team and a great company. In the early days, we had three co-founders: Joe, Nate, and myself.
[译文 19]
最终我创建了 airbedandbreakfast.com，这是最初的名称。她记得她告诉我，我想你从来没能得到那份有医疗保险的工作。然而，我说这些的原因是：Airbnb 从来就不是那个宏大的想法。它本来只是用来付房租的东西，这样我们才能思考那个宏大的想法。在这个过程中，通过解决我们自己的问题，它成了那个宏大的想法。除此之外，我不打算谈论我们是如何打造产品的。那可能是另一次谈话，其他人在讨论的话题。你必须建立一个团队和一家伟大的公司。早期，我们有三个联合创始人：Joe、Nate 和我自己。
[段 20]
I think of one of the reasons we’re successful was I was really lucky. I don’t think I was really lucky because we came up with the idea of Airbnb. I don’t think we were really lucky that we became successful once we had the team. I think we could have come up with a lot of ideas and been somewhat successful. I think I was lucky because I found two great people that I wanted to start a company with, people I admired that almost intimidated me—how talented, how smart they were. And I think that’s one of the first things: you’ve got to build a team that is so talented that they kind of almost make you slightly uncomfortable because they know by being with them, you’re going to have to raise your game to be with them.
[译文 20]
我想我们成功的原因之一是我真的非常幸运。我并不认为我们提出Airbnb这个想法是运气好。我也不认为在我们组建团队之后取得成功是运气好。我认为我们本可以想出很多想法并获得一定程度的成功。我认为我幸运是因为我找到了两个优秀的人，我想和他们一起创业，他们是我敬佩的，几乎让我感到敬畏的人——他们的才华和智慧。而我认为这是首要的事情之一：你必须组建一个才华横溢的团队，他们优秀到几乎让你有点不自在，因为你知道和他们在一起，你必须提升自己的能力才能与他们并肩前行。
[段 21]
And then when we were working together in the early days—this is like 2008—the first thing is we were like a family. You think about founders. Founders are like parents and the company is a child. And the child will manifest in many ways behaviors that parents have between the relationship. If the parents are dysfunctional, they’re not working together, then the child is going to be, frankly, pretty fucked up. And so you don’t want that. You want your culture to be awesome. And so Joe and I were like a total family in the beginning. We worked 18 hours a day, seven days a week. I remember when we were in Y Combinator, we worked together, we ate food together, we even went to the gym together.
[译文 21]
然后在我们早期一起工作的时候——那是2008年左右——首先我们就像一家人。你想想创始人。创始人就像父母，公司就是孩子。孩子会以很多方式表现出父母之间关系的行为。如果父母关系不和，没有一起努力工作，那孩子说实话就会很糟糕。所以你不想那样。你希望你的文化很棒。所以在早期，Joe和我就像一家人。我们每天工作18个小时，每周7天。我记得我们在Y Combinator的时候，我们一起工作，一起吃饭，甚至一起去健身房。
[段 22]
We may as well have gotten jumpsuits. We didn’t go that far. But it was like we were a mission. I felt like we were like a special forces or something. And we had this amazing shared way of doing things, amazing accountability. And then we realized that was like the DNA of the company. And then we started thinking, at some point you go from building the product to phase two, which is building the company that builds the product. And so a lot of the talk is about how do you build a product, how do you get product market fit. Once people start doing that, now you’ve got to build a company. And it doesn’t matter how great your original product or idea is.
[译文 22]
我们不妨直接穿连体服了。我们没走那么远。但感觉就像我们在执行一项任务。我觉得自己像是一支特种部队什么的。而且我们有一种很棒的共同做事方式，极强的责任感。然后我们意识到这就是公司的DNA。然后我们开始思考，在某个时刻你从构建产品转向第二阶段，即构建能生产产品的公司。所以很多讨论都是关于如何构建产品，如何找到产品市场契合。一旦人们开始做到这一点，你就得开始构建公司了。你的原始产品或想法有多伟大都无关紧要。
[段 23]
If you can’t build a great company, it doesn’t matter. Then your product will not endure. And so we thought about this, and one of the things we realized is we want to build a company for the long term. The last thing I want is to build something. I mean, think about it this way. If your company is like your child, a parent wants this child to outlive him or her. It would be a tragedy to outlive your child. It would also, I felt, be a tragedy for us to outlive our company and just watch it rise and fall. We didn’t want that. We wanted a company that would endure. And so to do that, we started noticing companies have something in common.
[译文 23]
如果你不能建立一家伟大的公司，那不重要。那么你的产品将不会持久。所以我们思考了这个问题，我们意识到的一件事是我们想要建立一家长期的公司。我最不想的就是建立什么东西。我的意思是，换个角度想想。如果你的公司像你的孩子，父母希望这个孩子活得比自己更久。白发人送黑发人是悲剧。我觉得，看着我们的公司衰落而我们还活着，这也会是一种悲剧。我们不想要那样。我们想要一家能够持久存在的公司。所以为了做到这一点，我们开始注意到公司之间有一些共同点。
[段 24]
Companies that were around for a really long time had a clear mission, and they had a clear sense of values. They had a shared way of doing something that was unique to them and was really, really special. And so then Joni and I, when we were three people, decided to look around companies. I noticed Apple. Steve Jobs talked about his core value was that he believed people with passion could change the world, and he said our products changed, but our value never had. And we learned about Amazon. We learned about Nike. We learned about companies in the early days. You can even use this to talk about organizations. Even a founding of a nation has strong values and a declaration, then the country might endure longer.
[译文 24]
那些存在了很久的公司都有明确的使命，而且有清晰的价值观。他们有一种独特的做事方式，非常非常特别。所以后来Joni和我在我们只有三个人的时候，决定四处看看其他公司。我注意到了Apple。Steve Jobs谈到他的核心价值观是，他相信有激情的人可以改变世界，他说我们的产品变了，但我们的价值观从未改变。我们学习了Amazon。我们学习了Nike。我们学习了早期公司的做法。你甚至可以用这个来谈论组织。甚至一个国家的建立也有强大的价值观和宣言，然后这个国家可能会存续更长时间。
[段 25]
And so we started realizing, like, we need to have intention. Culture needs to be designed. And that’s kind of how we got connected is because, you know, we were funded by Sequoia. Alfred Lin had just joined from Zappos Sequoia. And I was told Zappos had an amazing culture, and we went to Las Vegas and met up with Tony, and we learned about it. And so what did you learn? Well, you guys were crazy. The thing we learned, and we were three people, was you need to have, if culture is a shared way of doing things, there’s really two parts. One is behaviors, and those can kind of change in maybe 50 years from now. There will be rituals and behaviors that will change and be different.
[译文 25]
所以我们开始意识到，我们需要有明确的意图。文化需要被设计。这就是我们建立联系的原因，你知道，因为我们获得了Sequoia的投资。Alfred Lin刚从Zappos加入Sequoia。有人告诉我Zappos有着令人惊叹的文化，我们去了Las Vegas见到了Tony，向他学习。那你学到了什么？嗯，你们真的很疯狂。我们学到的（我们当时只有三个人）是：如果文化是一种共同的做事方式，它实际上有两个部分。一个是行为，这些可能在50年后会改变。还有一些仪式和行为会改变并变得不同。
[段 26]
But there have to be some things that never change. Some principles, some ideas that endure that make you, you. And I think of core values as integrity, honesty. Those aren’t core values because they’re values everyone should have. They’re like integrity values. But there have to be like three, five, six things that are unique to you. And you could probably think about this in your life. What is different about you than every single other person? If you could only tell somebody three or four things, what do you want them to know about you? And we realized that when Zappos was 100 employees, they wrote down these nine core, is it nine? Ten. Ten core values. And the only thing I learned from Tony is he said, I wish I didn’t wait until I was 100 employees to write down a core value.
[译文 26]
但总有一些东西永远不会改变。有些原则、有些理念会一直存在，造就独特的你。我认为核心价值观包括诚信、诚实。这些不是核心价值观，因为它们是每个人都应该拥有的价值观。它们更像是普世价值观。但必须有三五个、六样东西是专属于你的。你可以在生活中思考这个问题：你与其他每一个人有什么不同？如果你只能告诉别人三四件事，你希望他们了解你什么？我们意识到，当 Zappos 有 100 名员工时，他们写下了这九个核心…是九个吗？十个。十个核心价值观。我从 Tony 那里学到的唯一一件事是，他说，我真希望不要等到有 100 名员工才写下核心价值观。
[段 27]
So I think I was talking to Sam. He says he thinks we’re one of the only companies that wrote our core values down before we hired anyone. How long did it take you to hire a first employee? So our first employee was our first engineer, and I think we looked for him for four or five months, and I probably interviewed, I probably looked through thousands of people and interviewed hundreds of people. And by then, when you hired the, when did you write it? Did you write it on day one, or did you? It was in month three? I think we started working on it around the time of Y Combinator, which would have been January 2009, and it was probably a process that evolved over the course of six to seven months.
[译文 27]
所以我想我是在和Sam说话。他说他认为我们是少数几家在招聘任何员工之前就写下核心价值观的公司之一。你们花了多长时间招聘第一个员工？所以我们的第一个员工是我们的第一个工程师，我想我们找他找了四到五个月，我可能看了成千上万的人，面试了数百人。然后，当你们雇了他的时候，你们什么时候写的？是在第一天写的吗，还是？是在第三个月吗？我想我们大约在Y Combinator的时候开始着手做这件事，那应该是2009年1月，而且这可能是一个在六到七个月过程中逐渐演变的进程。
[段 28]
We finished Y Combinator in April 2009. I think we hired a first engineer in July, something like that. So it was probably like six months. And some people ask like why did you spend so much time on like hiring your first engineer, and here’s what we thought about it. I kind of felt like your first engineer was like bringing in DNA to your company. This person was going to, if we were successful, there were going to be a thousand people just like him or her in the company, and so it wasn’t a matter of like getting somebody to build the next three features that we needed to ship for our users. There was something much more long-term and much more enduring, which was, do I want to work with 100 or 1,000 more people like this?
[译文 28]
我们于2009年4月完成了Y Combinator的项目。我想我们大概是在7月雇用了第一位工程师，差不多那时候。所以大概隔了六个月。有些人会问为什么在雇用第一位工程师上花了这么多时间，这里是我们当时的想法。我当时觉得第一位工程师就像是为公司引入了基因一样。如果我们是成功的，公司里会有上千个像他或她一样的人，所以问题不在于找个人来为我们用户构建接下来需要交付的三个功能。这是更长期、更持久的事情——我是否愿意和100个或1000个像他一样的人一起工作？
[段 29]
Now, you want diversity, but you want diversity of like beliefs. You want diversity of like backgrounds, age. You don’t want diversity of values. You want very, very homogenous beliefs, and that’s the one thing that shouldn’t be diverse. So what are Airbnb’s values? So we have six core values. I’ll maybe talk about three of them. Okay. So our first core value we talk about is champion the mission, and what it really means is that we want to hire people that are here for our mission. We don’t want people here because they think we’ve got a great valuation, they like our office design, they need a job, or they think it’s hot. We want people to be here for the one thing that will never change, and that’s our mission.
[译文 29]
现在，你想要多样性，但你想要的是相似信念的多样性。你想要的是相似背景、年龄的多样性。你不想要价值观的多样性。你想要非常、非常同质化的信念，而这就是唯一不应该多样化的东西。那么 Airbnb 的价值观是什么？我们有六个核心价值观。我可能只讲其中三个。好。我们谈到的第一个核心价值观是 champion the mission，它真正的含义是我们希望雇佣那些为我们的使命而来的人。我们不希望人们来这里是因为他们认为我们估值很高，他们喜欢我们的办公室设计，他们需要一份工作，或者他们认为这很热门。我们希望人们来这里是为了那件永远不会改变的事情，那就是我们的使命。
[段 30]
And just to tell you a quick story about our mission. Airbnb, a lot of people describe it as a way to book a room or book a house, and you travel around the world, and that’s what we do. But that’s not at all why we do it. And to answer the question of what our mission is, I’ll just tell you a quick story. And this, I think, describes it. In early 2012, I met a host named Sebastian. So we do these meetups around the world where we meet with hosts. And I meet this host named Sebastian. He’s probably like late 50s. He lives in North London. And Sebastian looks at me and says, Brian, there’s this word you never use on your website.
[译文 30]
我就简单讲一个关于我们使命的故事。很多人把 Airbnb 描述为预订房间或预订房子的方式，你环游世界，这就是我们做的事。但这完全不是我们做这件事的原因。要回答我们的使命是什么这个问题，我就讲一个小故事。我觉得这个故事能说明一切。2012年初，我遇到了一位名叫 Sebastian 的房东。我们会在世界各地举办聚会，与房东见面。我遇到了这位名叫 Sebastian 的房东。他大概五十多岁，住在伦敦北部。Sebastian 看着我说，Brian，你们网站上从来不用这个词。
[段 31]
And I said, What’s that word? He said, That word is friendship. I would love to tell you the story about friendship. I said, Okay, tell me the story about friendship. He said, Six months ago, the Rwandan riots broke out outside my home, and I was very scared. And the next day, my mom called me to make sure I was okay. He said, Yeah, mom, I’m okay. And she goes, What about the house? And he says, Well, yeah, the house is okay as well. He said, Here’s the interesting thing. Between the time the riots broke out and the time my mom called me was a 24-hour window of time. And in that period of time, he said, seven of my previous Airbnb guests called me just to make sure I was okay.
[译文 31]
我说，那个词是什么？他说，那个词是 friendship。我说，我很乐意告诉你关于 friendship 的故事。我说，好吧，告诉我关于 friendship 的故事。他说，六个月前，卢旺达骚乱在我家门外爆发，我非常害怕。第二天，我妈妈打电话给我确认我是否安好。他说，是的，妈妈，我没事。她说，那房子呢？他说，呃，房子也没事。他说，有趣的是，从骚乱爆发到我妈妈打电话给我之间有 24 小时的时间窗口。他说，在那段时间里，我之前的七位 Airbnb 房客打电话给我，只是为了确认我是否安好。
[段 32]
He said, Think about that. Seven of my guests called me before my own mother did. I don’t know what that says about our guest or his mother more. But in this summer, on a typical night or a peak night, we would have 425,000 people staying in homes and living together. And they were coming from 190 countries in the world, which is every country but North Korea, Iran, Syria, and Cuba. So when you hear that story, at our core, what we’re about, that’s much more than just booking a room or traveling. What we are about is we want to help bring the world together. And we want to do that by giving a sense of belonging anywhere you go.
[译文 32]
他说，想想这个。我的七位客人比我的亲生母亲还先打电话给我。我不知道这更多说明的是我们的客人还是他的母亲。但在这个夏天，无论是普通的夜晚还是高峰夜晚，我们有425,000人住在别人家中并生活在一起。他们来自世界190个国家，除了朝鲜、伊朗、叙利亚和古巴以外的所有国家。所以当你听到这个故事，你就会明白我们真正的核心——远不只是预订房间或旅行。我们真正想做的是帮助把世界凝聚在一起。我们希望通过让你在任何地方都有归属感来实现这一点。
[段 33]
So our mission is to belong anywhere. So five years from now, 20 years from now, maybe we’re still selling rooms and homes, but maybe we’re not. But I can guarantee you what we’re always going to be about is this sense of belonging and bringing people together. And that’s the more enduring idea. So when we hire people, the first thing we need to make sure is if that’s our mission, you need to champion that mission. You champion the mission by living the mission. Do you believe in it? Do you have stories about it? Have you used the product? Would you bleed for the product? I used to ask crazy questions. One of the crazy questions Sam reminds me of is I used to interview people.
[译文 33]
所以我们的使命是“属于任何地方”。所以五年后，20年后，也许我们仍在销售房间和房屋，但也许不会。但我可以保证，我们永远坚持的是这种归属感，把人们聚集在一起。而这才是更持久的理念。所以当我们招聘人员时，我们需要确保的第一件事是，如果这是我们的使命，你需要拥护这个使命。你通过践行使命来拥护它。你相信它吗？你有相关的故事吗？你使用过这个产品吗？你愿意为这个产品流血吗？我以前会问一些疯狂的问题。Sam提醒我的疯狂问题之一是，我以前会面试人。
[段 34]
So I interviewed the first 300 employees at Airbnb, which people think I’m really neurotic, and that may also be true. And I used to ask them a question. Which I’ve now amended. I used to ask them, If you had a year left to live, would you take this job? And actually, the people who say yes to that, you probably don’t like, because that’s like they should probably spend time with your family. So I amended it to 10 years, because I feel like you should — whatever — if you knew you had 10 years left to live, whatever you would do in those last 10 years, you should just do. And I really wanted people to think about that, that was enough time for you to do something you really cared about.
[译文 34]
所以我面试了Airbnb最初300名员工，大家都觉得我有点神经质，这可能也是真的。我以前会问他们一个问题，这个问题我现在已经改过了。我以前会问他们，如果你只剩一年的生命，你还会接受这份工作吗？事实上，对这个问题回答“是”的人，你可能不会喜欢，因为那样的话他们应该多花时间陪家人。所以我把它改成了10年，因为我感觉你应该——不管怎样——如果你知道自己只剩10年可以活，不管你在最后10年会做什么，你就应该去做。我真的想让人们认真思考这一点，因为10 years已经足够让你去做你真正在乎的事了。
[段 35]
And the answer doesn’t have to be this company. And I say, fine, if what you’re meant to do is to travel, or what you’re meant to do is start a company, you should just do that. Don’t come here, go do that. And so there’s this old kind of parable, probably many of you have heard of it, about two men laying bricks. Somebody comes up to the first man and says, What are you doing? He says, I’m building a wall. He asks the other guy, What are you doing? He says, I’m building a cathedral. There is a job, and then there’s a calling. And we want to hire people that aren’t just looking for jobs, they’re looking for a calling.
[译文 35]
答案不一定是这家公司。我说，好吧，如果你注定要做的是旅行，或者你注定要做的是创业，那你就去做。不要来这里，去做那件事。所以有一个古老的寓言，可能你们很多人都听过，讲的是两个人在砌砖。有人走到第一个人面前问，你在做什么？他说，我在砌一堵墙。他问另一个人，你在做什么？他说，我在建一座大教堂。有一份工作，然后是一种使命。我们想要雇佣的不是那些只找工作的人，而是那些在寻找使命的人。
[段 36]
And that’s kind of the first value, and that’s championing the mission. I’ll just maybe, because I don’t want to take all the time, I’ll talk about just one more, just so we don’t talk the whole thing just about values. The second value relates to being kind of creative and frugal. And I’ll tell you a story. Our company was like… I’ll tell you a story. Our company was like, by the way, all the founding stories of your company end up becoming the things that people repeat and talk about when you’re 1,000 people. And it kind of embodies, right? It’s kind of like your childhood. These things kind of come back later in life. Same thing with the company.
[译文 36]
这就是第一个价值观，践行使命。我就可能，因为不想占用太多时间，我就再讲一个，这样我们就不会整场都在聊价值观。第二个价值观与有创意且节俭有关。我来给你们讲个故事。我们公司当时…我来给你们讲个故事。我们公司当时，话说，你们公司的创业故事最终都会成为当你们达到1000人时人们反复谈论和讲述的东西。对吧，这有点体现了…这有点像你的童年。这些事情会在以后的人生中重现。对公司来说也是一样的。
[段 37]
So Airbnb, I think Mark and Jason actually said in the last talk that it was like the worst idea that ever worked. And it really probably was the worst idea. I mean, people thought we were crazy. I remember telling people about the idea, and I remember actually telling Paul Graham, I said, in our interview, we said, We have this idea, it’s called Airbnb. He goes, People actually doing this? I go, Yeah. His follow-up question was, What’s wrong with them? So I knew the interview wasn’t going well. And at the end of the interview, Paul Graham, I think, wasn’t going to accept us, but we told him this story of how he funded the company, and here’s how it goes.
[译文 37]
所以Airbnb，我想Mark和Jason在上一场演讲中说过，这可能是史上最糟糕却能成功的点子。而这确实可能确实是最糟糕的点子。我的意思是，人们觉得我们疯了。我记得把想法告诉别人，我也记得在面试时告诉Paul Graham，我说，我们有这个点子，叫做Airbnb。他问，真的有人在做这种事吗？我说，对。他追问的问题是，他们有什么毛病？所以我知道面试进行得不顺利。而在面试结束时，Paul Graham，我认为他不打算接受我们，但我们给他讲了讲他如何投资了这家公司的故事，故事是这样的。
[段 38]
We were introduced. Michael Seibel, who I think is a partner of YC, a lot of people know, introduced me and Joe to like 15 investors in the Valley, including some of the ones that have been here. And all of them said no to the company. They could have bought 10% of the company for like $100,000, $150,000. They all said no. They thought it was a crazy idea. No one would ever stay in someone’s home. So we ended up just funding the company with credit cards. And you know those binders kids used to put baseball cards in? So we put credit cards in those. Because we had to put them all somewhere. That’s how many credit cards we had.
[译文 38]
我们是被引荐认识的。Michael Seibel，我想是YC的合伙人，很多人应该都认识，他把我和Joe介绍给了硅谷大概15位投资人，包括这里的一些人。但他们所有人都拒绝了这家公司。他们本可以花大概10万美元、15万美元就买下公司10%的股份，但他们都拒绝了。他们觉得这想法太疯狂了，没人会住在别人家里。所以我们最后只能用信用卡来给公司融资。你知道那种小孩用来装棒球卡的活页夹吧？我们就把信用卡放在里面。因为我们得找个地方放这些卡，我们就是有这么多信用卡。
[段 39]
And we were completely in debt. And in the fall of 2008, we provided housing for the Democratic and Republican National Convention. And we had this weird, crazy idea because we weren’t really selling a lot of homes. Basically, Airbnb launched. And a year after we launched, I think we had 100 people a day visiting our website. And we had like two bookings, which is generally bad. It’s kind of like releasing a song. And a year later, like, three people listen to it every day. Like, it’s probably not going to be a very popular song. But I believed in it. And Joe and Nate believed in it. And so we were completely in debt. We don’t know what to do.
[译文 39]
然后我们完全负债累累。2008年秋天，我们为Democratic和Republican全国代表大会提供住宿。然后我们有了这个疯狂的想法，因为我们当时房子卖得并不好。基本上，Airbnb就这样上线了。上线一年后，我认为我们每天有100人访问我们的网站。但我们大概只有2个订单，这通常是很糟糕的。这有点像发布一首歌。一年后，大概每天只有3个人听。像这样，它可能不会成为一首很受欢迎的歌曲。但我相信这个想法。Joe和Nate也相信这个想法。然后我们完全负债累累。我们不知道该怎么办。
[段 40]
And so we get this idea. Well, we’re airbed and breakfast. We’re providing housing for the Democratic and Republican National Conventions. What if we made a collectible breakfast cereal for the Democratic National Convention? And we came up with this Barack Obama-themed cereal. We called it Obama-O’s, the breakfast of change. And then we came up with a Republican-themed cereal for John McCain. We found out he’s a Captain Navy, so we came up with Captain McCain’s, a maverick in every bite. And we had zero dollars, and without any money, we were able to — we tried to call General Mills, and they told us to stop calling them, or they’re getting a restraining order, so that didn’t work.
[译文 40]
于是我们有了这个想法。好吧，我们是 Airbed and Breakfast。我们为民主党和共和党全国代表大会提供住宿服务。如果我们为民主党全国代表大会制作一款收藏版早餐谷物会怎么样？于是我们想出了这款 Barack Obama 主题的谷物。我们称它为 Obama-O’s，变革的早餐。然后我们为 John McCain 想出了一款共和党主题的谷物。我们发现他是海军上校，所以我们想出了 Captain McCain’s，每一口都是特立独行者。我们只有 zero dollars，没有任何钱，我们试图——我们尝试打电话给 General Mills，他们告诉我们不要再打电话，否则他们会申请限制令，所以那没用。
[段 41]
But we found a local alumni of RISD. He made 1,000 boxes of cereal for us, and we ended up sending them to press, and eventually, within a week, we got on national television, national news. We made $40,000 selling breakfast cereal. And that year, 2008, we made $5,000 from our website, and we made $40,000 selling breakfast cereal. And I remember my mom asking, So are you a cereal company now? And that wasn’t the bad part. The bad part was the honest answer, which was, Well, 80%, yeah, technically yes. Technically yes. So, but the reason I tell that is our second core value is to be a cereal entrepreneur. I’m sorry for the cheesy pun. I’m sorry.
[译文 41]
但我们找到了一个RISD的本地校友。他为我们生产了1,000盒麦片，我们最终把它们寄给了媒体，不到一周就上了国家电视台、全国新闻。我们卖早餐麦片赚了$40,000。那一年，2008年，我们从网站上赚了$5,000，我们卖早餐麦片赚了$40,000。我记得我妈妈问：“所以你现在是一家麦片公司了？“这不是最糟糕的部分。最糟糕的部分是诚实的回答，那就是：“嗯，80%，是的，严格来说是。“严格来说是。所以，我讲这个的原因是，我们的第二个核心价值观是成为一个麦片企业家。抱歉这个老套的双关语。抱歉。
[段 42]
But be a cereal entrepreneur. And what we really mean is that we believe constraints bring out creativity. And when you raise like $800 million, suddenly all that scrappiness, it’s easier to lose that scrappiness. It’s easier for people to tell you, you know, I just need like this $50,000 contract or I need this or I need that. And whenever somebody is just being a little bit not like frugal and not being creative, or they tell me they can’t do something, I’ll just take a box of cereal and like even just the suggestion of — they know they need to be scrappy and frugal. And so, again, a lot of the founding DNA of your company becomes these values, these principles.
[译文 42]
但要做一个 cereal 企业家。我们真正想说的是，我们相信约束能够激发创造力。当我筹集到大约 800 million 美元时，突然之间，那种坚韧不拔的精神就更容易消失了。人们更容易告诉你，你知道，“我只需要这个 50,000 美元的合同”或者“我需要这个”或“我需要那个”。每当有人稍微不那么节俭、不那么有创意，或者他们告诉我他们做不到某件事时，我就会拿出一盒 cereal，甚至只是暗示一下——他们知道自己需要保持坚韧和节俭。因此，再次强调，公司的创始 DNA 就变成了这些价值观、这些原则。
[段 43]
And so everyone knows if you don’t give a crap, you shouldn’t be here. And it doesn’t mean you have to give a crap. It just means you have to be here. And you also have to be creative and be kind of like an entrepreneur that’s super scrappy. And these are some of the values we learned. Cool. So you guys should start thinking about questions. We’re going to open it up to questions from the audience. But I have a few more questions for you. So this all sounds nice. The stories are great. People here are a pretty skeptical group. It’s a CS department class, probably left brain focused. This feels like a softy kind of right brain focused kind of thing.
[译文 43]
所以大家都知道，如果你不在乎，你就不应该在这里。这并不意味着你必须在乎。这只是意味着你必须在这里。而且你还必须有创意，要像一个超级灵活的企业家。这些是我们学到的一些价值观。好的。所以你们应该开始思考问题了。我们将开放观众提问环节。但我还有几个问题要问你。这些听起来都很不错。故事很棒。这里的人是一群相当怀疑的人。这是CS系的课，可能更偏左脑思维。这感觉像是软性的、偏右脑思维的东西。
[段 44]
I’m a total softy, sorry. But how has having a strong culture helped you make important, tough decisions? Well, I think that having a — so here’s the thing about culture. There’s three things they never tell you about culture. The first thing is they never tell you anything. In other words, no one ever talks about culture, and no one ever tells you you need to have strong culture. And so there’s tons of articles about building a great product. There’s tons of articles about growth and adoption, and there’s very few things about culture. It’s this mystical thing that’s kind of soft and fuzzy. That’s the first problem. The second problem is it’s hard to measure, and things that are hard to measure often get discounted.
[译文 44]
我是个心软的人，对不起。但拥有强大的文化如何帮助你做出重要而艰难的决定？嗯，我认为——关于文化，有这么一件事。关于文化，有三件事他们永远不会告诉你。第一件事是他们从不告诉你任何事。换句话说，没有人会谈论文化，也没有人会告诉你你需要拥有强大的文化。所以有大量的文章关于打造伟大的产品，有大量的文章关于增长和采用，但关于文化的却很少。它是一种神秘的东西，有点软绵绵的、模糊的。这是第一个问题。第二个问题是它很难衡量，而难以衡量的东西往往会被低估。
[段 45]
And these are two really hard things. But the third thing is the biggest problem. The biggest problem with culture is it doesn’t pay off in the short term. In fact, if you wanted to, in one year, build a company and sell it as quickly as possible, the number one piece of advice I’d give you is: fuck up the culture, forget about it, just hire people quickly. Culture makes you hire really slowly and makes you be deliberate about decisions that in the near term can slow progress. It’s kind of like putting an investment into the company short term. And so these are the things people never tell you. So it’s really about building a company for the long term and to endure.
[译文 45]
这是两个非常困难的事情。但第三件事是最大的问题。文化最大的问题在于它短期内没有回报。事实上，如果你想在一年内创建一家公司并尽快出售它，我给你的第一条建议是：把文化搞砸，忘掉它，快速招人。文化让你招聘非常缓慢，让你对决策深思熟虑，而短期内这可能会减缓进展。这有点像短期内对公司进行投资。所以这些是人们从不告诉你的事情。所以这真的是关于建立一家能够长期存在、经得起时间考验的公司。
[段 46]
Now, Some of the things about culture: the first thing is you need to be very clear about what’s unique to you. You need to be very clear about what’s unique to you that you stand for. Once you do that, you need to make sure you hire people that believe in that. And so we interviewed hundreds of people. You need to make sure that you hire and fire based on the ideas, these values. And one of the things we do is we constantly repeat over and over again. So when we interview, we want to make sure they’re world class and they fit the culture. So the first thing I used to ask people — I have at the end of an interview sheet — is: if you could hire, this is a functional question, if you could hire anybody in the world, would you hire the person sitting across from you?
[译文 46]
现在，关于文化的一些事情：第一件事是你需要非常清楚什么是你独有的东西。你需要非常清楚你所坚持的独特之处是什么。一旦你做到了这一点，你需要确保你雇佣的人是相信这一点的。因此我们面试了数百人。你需要确保你基于想法、这些价值观来招聘和辞退。我们所做的其中一件事就是我们不断地一遍又一遍地重复。所以当我们面试时，我们想确保他们是world class，而且他们适合这种文化。所以我过去常常问人们的第一个问题——我在面试表最后——是：如果你可以雇佣世界上任何一个人，你会雇佣坐在你对面的这个人吗？
[段 47]
And if our vision has become the best in the world at what we do, why aren’t we hiring the very best in the world? So every single person is meant to hire a person better than the previous people. You’re constantly raising the bar. You’re constantly hiring world-class people. Then we have separate people called core values interviewers who aren’t in the function. So if you’re an engineer, the core values interviewers are never engineers because we don’t want them to be biased and say, Oh, I know how good they are. And they interview just for values to make sure that people care about the same thing. And we’ve said no to a lot of really great people because we just didn’t feel right about them being with us long term.
[译文 47]
如果我们的愿景已经使我们成为世界上做得最好的，为什么我们不雇佣世界上最好的人呢？所以每个人都应该雇佣一个比之前的人更好的人。你不断在提高标准。你不断在雇佣世界级的人才。然后我们有专门的人员叫做核心价值观面试官，他们不在该职能部门。所以如果你是一名工程师，核心价值观面试官绝不是工程师，因为我们不想让他们有偏见，说：“哦，我知道他们有多好。”他们只面试价值观，以确保人们关心同样的事情。我们已经拒绝了很多非常优秀的人，因为我们只是觉得他们长期和我们在一起不合适。
[段 48]
So that’s one of the things. I also think that maybe some other examples of when we kind of had hard decisions. I had a kind of… In mid-2011, we had this… In mid-2011, we had this, so we were mostly in the United States, and we had this internet clone funded by these guys called the Samwer Brothers. I don’t know if anyone heard about these Samwer Brothers. They basically clone — yeah, Rocket Internet. They just went public, and they basically copy American websites quickly, and they try to sell it back to you, and if you don’t, then they just try to. So it’s kind of like putting a gun to your head. And so, and they had basically done this to Groupon.
[译文 48]
所以这是其中一件事。我也认为也许还有其他例子关于我们做出艰难决定的时刻。我有一种…在2011年中期，我们…在2011年中期，我们当时主要在美国，然后这些被称为Samwer Brothers的家伙资助了一个互联网克隆公司。我不知道是否有人听说过这些Samwer Brothers。他们基本上就是克隆——是的，Rocket Internet。他们刚刚上市，他们基本上快速复制美国网站，然后试图把它卖回给你，如果你不，他们就会试图…所以这有点像拿枪指着你的头。然后，他们基本上对Groupon也这样做了。
[段 49]
Groupon at this point was like the fastest growing company in the world ever, first company to, fastest company to a billion dollars in revenue. And then they stopped doing Groupon. This has been Groupon’s on top of the world. And they cloned us. And we had 40 employees. We had raised $7 million. They cloned us. And they raised $90 million. And in 30 days, they hired 400 people. And they wanted to sell the company. And if they couldn’t, they were going to destroy us around the world. And the problem with Airbnb is if we’re not everywhere around the world, like a travel site not being in Europe is like your phone not having email. It doesn’t actually work.
[译文 49]
Groupon在那个时候就像是世界上增长最快的公司，第一家最快达到10亿美元收入的公司。然后他们停止做Groupon了。这曾是Groupon的巅峰时刻。他们复制了我们的模式。我们有40名员工。我们筹集了700万美元。他们复制了我们的模式。他们筹集了9000万美元。在30天内，他们雇用了400人。他们想要出售公司。如果做不到，他们就要在全世界范围内摧毁我们。Airbnb的问题是，如果我们在世界各地不能无处不在，就像旅游网站不在欧洲一样，就像你的手机没有电子邮件一样。它实际上无法运作。
[段 50]
So we were kind of in trouble. And we had this conversation, and there was the pragmatic decision of should we acquire them, and then there was the kind of values decision. The pragmatic one should probably have said buy them because you can’t risk losing international, so just guarantee you’re going to get international. But we ended up not buying them. And the reason we ended up not buying them is I just didn’t like the culture. I didn’t want to bring in those 400 people. I felt like we were missionaries and they were mercenaries. I didn’t think they were doing it for the beliefs. I thought they were doing it to make a lot of money very quickly.
[译文 50]
所以我们当时有点陷入困境。我们有了这次讨论，存在一个务实的决定——是否收购他们，然后还有价值观层面的决定。务实的决定可能应该说收购他们，因为你不能冒险失去 international，所以干脆保证你能获得 international。但最终我们没有收购他们。我们最终没有收购他们的原因是，我不喜欢他们的文化。我不想把那些400人招进来。我觉得我们是传教士，而他们是雇佣兵。我不认为他们是为了信仰而做这件事。我认为他们这么做是为了快速赚大钱。
[段 51]
And I believed in a war, you know, missionaries would outlast and outperform mercenaries. And I also felt like the best revenge against an internet startup, an internet clone was just to make them run the company long term. It’s like, you had the baby, now you’ve got to raise it. So that’s what we ended up doing. And that was a very controversial decision. A lot of people were telling me, you should buy this company. We didn’t. And I think it worked out. Let’s see, the last board meeting. What percentage of revenue comes from Europe? More than 50%. I think it worked out. Yeah. All right. Anybody have any questions? I can keep going. So one other statement we had at Zappos was that culture and brand were two sides of the same coin.
[译文 51]
我曾相信，在一场战争中，传教士会比雇佣兵更持久、表现更好。我也认为，对付互联网创业公司、互联网克隆公司，最佳的报复就是让他们长期经营这家公司。就像，你生了这个孩子，现在你得养大它。所以这最终就是我们所做的。这是一个非常有争议的决定。很多人在告诉我，你应该收购这家公司。我们没有。我认为是成功的。让我们看看，上次董事会会议。欧洲的收入占比是多少？超过50%。我认为结果是好的。是的。好的。有人有问题吗？我可以继续。所以我们在 Zappos 的另一个说法是，文化和品牌是同一枚硬币的两面。
[段 52]
Yes. Airbnb has a great culture and also a great brand. You want to talk a little bit about branding since that’s actually kind of a weak thing in Silicon Valley? We don’t tend to focus on culture and brand. That’s what I actually just said at the same moment. And it’s like, I think Silicon Valley is not historically really strong, or we don’t talk about culture and brand very much. They are two sides of the same coin. So culture, like the principles and the beliefs that you have inside the company that you want people to be aligned with long term. And whatever happens inside the company eventually comes out. You can’t hold it in. And brand is really the promise outside the company that everyone identifies with.
[译文 52]
是的。Airbnb 有很棒的文化，也有很棒的品牌。你想谈谈品牌建设吗？因为这在硅谷实际上算是个弱项？我们不太注重文化和品牌。这实际上是我刚才在同一时刻说的。我的意思是，我认为硅谷在历史上并不是真的很强，或者说我们不太谈论文化和品牌。它们是一枚硬币的两面。所以文化，就像你在公司内部拥有的原则和信念，你希望人们长期保持一致。在公司内部发生的任何事情最终都会流露出来。你无法隐瞒。而品牌实际上是公司对外的承诺，每个人都会认同。
[段 53]
And so I think having a clear mission and making sure that you know that mission and making sure that mission comes through the company is probably the most important thing you can do for both culture and values. And then the second thing you need to know is that your brand, the way people think about you as a company is often decided by your, you know, I mean your brand evangelists are your employees. And so if you have a weak culture, we often think that like companies that hire employees or people that are deeply passionate create companies that customers are really, really passionate about. And those are the companies that have strong brands. And so Zappos had a really strong brand because they had a strong culture.
[译文 53]
所以我认为，拥有一个清晰的使命，确保你了解这个使命，并确保这个使命贯穿整个公司，这可能是你能为文化和价值观所做的最重要的事情。然后，你需要知道的第二件事是，你的品牌——也就是人们对你的公司的看法——往往取决于你的品牌布道者，而品牌布道者就是你的员工。所以如果你有一个薄弱的文化，我们经常会认为，像那些雇用充满热情的员工的公司，会创造出顾客也非常、非常热情的品牌。而这些就是拥有强大品牌的公司。所以 Zappos 之所以有一个非常强大的品牌，是因为他们拥有强大的文化。
[段 54]
And a lot of companies at Google, they care deeply about the culture. They actually have a question, is this person Google-y? And it’s meant to be like a catch-all for, do they fit the Google culture? Google is a very strong culture. It’s unique to Google. And by the way, there’s no such thing as a good or bad culture. It’s either a strong or weak culture. And a good culture for somebody else may not be a good culture for you. So I think brand is incredibly important as well. And brand is really the connection of you with your customers. And so if you have an incredibly strong culture, there could be a whole talk on brand, but if you have an incredibly strong culture, then the brand will come through.
[译文 54]
Google 的很多公司都非常重视企业文化。他们实际上有一个问题，就是这个人是否具有 Google 气质？这是一个综合性的问题，用来判断他们是否适合 Google 的文化。Google 拥有非常强大的企业文化。这是 Google 独有的。顺便说一句，没有所谓好的或坏的文化。文化只有强弱之分。对别人来说好的文化对你来说可能并不是好的文化。所以我认为品牌也非常重要。品牌实际上是你与客户之间的联系。所以如果你拥有非常强大的文化，可能会有关于品牌的完整讨论，但如果你拥有非常强大的文化，品牌就会自然呈现出来。
[段 55]
The final thing to say about brand is a lot of people, when they talk about their brand, they talk about what they sell. So if you’re Apple, one way of doing it is to say, we sell computers, and our new screens are larger and it’s faster, and they talk about bits and bytes. And I remember Steve Jobs had this really important talk where he says, the way to win in 1997 when we first came back wasn’t to talk about bits and bytes. The way to win is to talk about what we value. And our core values, we believe people with passion can change the world. And that was how we introduced the Think Different campaign.
[译文 55]
关于品牌的最后一点要说的是，很多人，当他们谈论自己的品牌时，他们谈论的是自己卖什么。所以如果你是Apple，一种做法是说，我们卖电脑，我们的新屏幕更大，运行更快，他们在谈论bits和bytes。我记得Steve Jobs有一次非常重要的演讲，他说，1997年我们刚回来时，制胜之道不是谈论bits和bytes。制胜之道是谈论我们珍视什么。我们的核心价值观是，我们相信心怀激情的人可以改变世界。那就是我们如何推出Think Different广告活动的。
[段 56]
And so Apple, before they had this huge renaissance, which became the most valuable company in the world, they did the Think Different campaign, which is basically saying, this is what we believe in. And if you buy an Apple computer, you’re also saying, I believe in this too. And there has to be, I think, a deeper core belief. And if that doesn’t happen, you’re a utility. And the utilities get sold at commodity prices. How did you know how to communicate this? The question is, how do you know how to communicate this to the company, the culture, or the core value, or to the employees? To the outside world. The culture? The values? The brand? How do you communicate what Airbnb does?
[译文 56]
所以 Apple 在迎来巨大的复兴之前——那之后成为了世界上最有价值的公司——他们推出了 Think Different 活动，基本上就是在说：这就是我们相信的。如果你买 Apple 电脑，你也等于在说：我同样相信这些。我认为，必须有一个更深层的核心信念。如果做不到这一点，你就只是一个 utility，而 utility 只能按商品价格出售。你怎么知道如何传达这些？问题在于，你如何知道如何向公司、文化、核心价值观或员工传达这些？向外部世界？文化？价值观？品牌？ Airbnb 的理念该如何传达？
[段 57]
Well, so the question is, how do we communicate what Airbnb does early in the days? Well, We learned a lot because in the early days, we communicated like a utility. We actually said, Airbnb is a cheap, affordable alternative to hotels. And we had a tagline of Forget hotels, save money with Airbnb. And over time, we felt like that was—I mean, you know, this is in really early days—and we felt like that was way too limiting; that it undercut the idea. And so we then eventually changed our tagline to Travel like a human, which we haven’t kept. But it was basically meant to keep, but it was basically meant to say that we believe in a certain kind of world, and we really feel like travel is mass produced.
[译文 57]
那么问题是，在早期我们如何传达Airbnb是做什么的？我们学到了很多，因为在早期，我们的沟通方式像一种公用事业。我们实际上说，Airbnb是酒店的廉价、经济实惠的替代品。我们的口号是“忘掉酒店，用Airbnb省钱”。随着时间推移，我们觉得那——我是说，这在非常早期——我们觉得那太局限了，它削弱了这个理念。所以我们最终把口号改成了“像人一样旅行”，但我们没有保留这个。不过它的基本意思是，我们相信某种世界，我们真的觉得旅行是被批量生产的。
[段 58]
You feel isolated. You feel like a stranger, and we want to bring the world back to the place where it’s a little bit like a village again, where the service is coming from other people. You have this feeling like you belong, and you’re actually treated like a human. No matter how successful you are in life, often traveling will remind you you’re not that successful—go through TSA, stay in a typical hotel. Sometimes you’ll have some problems. And so we really wanted to make people feel special. And this was kind of some of the stuff we did in the early days. And we did a lot of storytelling. I mean, you know, I probably told the story of Airbnb like 10,000 times.
[译文 58]
你感到孤立无援。你感觉像个陌生人，而我们想让世界回归到有点像村庄的地方，在那里，服务来自于其他人。你会有一种归属感，并且你真的被当作人来对待。无论你在生活中多么成功，旅行常常会提醒你，你并没有那么成功——过TSA安检，住典型的酒店。有时候你会遇到一些问题。所以我们真的很想让人们感到特别。这就是我们早期做的一些事情。我们做了很多讲故事的工作。我是说，你知道，我可能已经讲了 Airbnb 的故事大约 10,000 次了。
[段 59]
And this is something that’s kind of related to culture. But somebody asked me the other day, like, What’s the job of a CEO? And there’s a number of things a CEO does. But what you mostly do is articulate the vision. So you articulate the vision. You’ve got to develop a strategy. And you’ve got to hire people that fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful—if you have the right vision, the right strategy, and good people. So what you end up doing is articulating the vision over and over and over again. Whether you’re hiring people or recruiting them, talking to investors, raising money, doing PR interviews, if you’re speaking at a class, you’re always reinforcing the values.
[译文 59]
这与文化有点相关。但前几天有人问我，CEO的工作是什么？CEO有很多职责。但你最重要的工作是阐明愿景。所以你要阐明愿景。你需要制定策略。你需要雇用适合文化的人。如果你做了这三件事，你基本上就拥有了一家公司。如果你有正确的愿景、正确的策略和优秀的人才，这家公司就有望成功。所以你最终要做的就是一遍又一遍地阐明愿景。无论你是在招聘、招募人才、与投资者交谈、融资、做PR采访，还是在课堂上演讲，你都在不断地强化价值观。
[段 60]
You’re doing it in an email, through a customer. And so you just do it thousands of times. And if you do something thousands of times, it will change and get better every time. So it just kind of evolves. Yeah, question? So the users are interacting with the host. Somehow you ensure that the hosts are really important. How do we make sure the hosts are reinforcing the culture of Airbnb? Very, very good question. How do we make sure the hosts are reinforcing the culture of Airbnb? So the answer to that is we do a pretty good job, but not yet an amazing job at it. When we first started Airbnb, I kind of took the Craig Newmark school of thought.
[译文 60]
你是通过邮件，通过客户来做的。所以你就这样一次又一次地做。
如果你做某件事成千上万次，它每次都会改变和进步。
所以它就这样不断进化。
嗯，有问题吗？
所以用户是与房东互动。
某种程度上你要确保房东非常重要。
我们如何确保房东在强化 Airbnb 的文化？
非常好的问题。
我们如何确保房东在强化 Airbnb 的文化？
所以答案是我们做得相当好，但还没有做到非常出色的程度。
当我们最初创建 Airbnb 时，我采用了 Craig Newmark 的思维方式。
[段 61]
Craig Newmark is the founder of Craigslist. And I said anybody should be able to use Airbnb—you didn’t have to apply, if you want to rent your place, you can rent your place. And it turned out that many of the people believed in our values because we talked about it and we attracted them. But there were people who rented on Airbnb not because they believed in the values, but because they realized they can make a lot of money renting their home. And not everyone really was a great culture fit. And these people actually did cause us a lot of problems. So that was actually a bit of a lesson for me. And I didn’t think our host had to—it didn’t really occur to me in the early days—the host had to completely fit the values.
[译文 61]
Craig Newmark 是 Craigslist 的创始人。我说过，任何人都应该能够使用 Airbnb——你不需要申请，如果你想出租你的房子，你就可以出租。事实证明，许多人相信我们的价值观，因为我们宣扬了这些价值观，我们吸引到了他们。但有些人在 Airbnb 上出租，并不是因为他们相信这些价值观，而是因为他们意识到出租房屋可以赚很多钱。而且并非每个人都是很好的文化契合者。这些人确实给我们带来了很多问题。所以这对我来说确实是一个教训。我不认为我们的房东必须——在早期，我并没有真正想到——房东必须完全契合这些价值观。
[段 62]
Now we met them, we attract people like us. And so over time, we’ve realized hosts are partners, and so they need to believe in the same values we do. And so now we have this program called the Superhost Program where they have to demonstrate values to reach this kind of badge, which gets them kind of priority customer support and distribution. We are having this host convention where we bring all the hosts in. We’re going to be talking about and reinforcing the values. So the answer is we were really late, but we now do it by reinforcing it every step of the way. Go ahead. Brian, Airbnb has made some great contributions to the open source community.
[译文 62]
现在我们遇到他们时，我们会吸引像我们这样的人。随着时间的推移，我们意识到房东是合作伙伴，所以他们需要相信我们相同的价值观。所以现在我们有一个叫做Superhost Program的项目，他们必须展示价值观才能获得这种徽章，这让他们获得优先客户支持和推广。我们正在举办这个房东大会，把所有的房东聚集在一起。我们要讨论并强化这些价值观。所以答案是我们真的很晚才开始，但我们现在在每一步都通过强化它来做到这一点。请继续。Brian，Airbnb对开源社区做出了一些伟大的贡献。
[段 63]
Do you have any thoughts on how that contributes to the culture on your development team? Yeah, I mean, I think just in general, and it may be related to two things about Airbnb—we tend to be a pretty open culture just in general. We communicate a lot. And we generally believe in the idea of a shared world where people are giving back and contributing, making communities and industries stronger. So just my one philosophy on communication is we basically communicate and talk about everything internally except for things that relate to employee or customer privacy. So if it doesn’t relate to those two things, we’ll basically talk about it. As far as open source culture and engineering, we wanted to make sure that we had a really strong identification of the team.
[译文 63]
你对这如何促进你们开发团队的文化有什么看法？是的，我觉得总的来说，这可能与Airbnb的两个特点有关——我们总体上倾向于相当开放的文化。我们经常沟通交流。我们普遍相信共享世界的理念，人们在其中回馈和贡献，让社区和行业更强大。所以我对沟通的一个理念是，除了涉及员工或客户隐私的事情外，我们基本上会在内部交流讨论所有事情。所以如果它不涉及这两件事，我们基本上会讨论它。至于开源文化和工程方面，我们想确保团队有非常强烈的认同感。
[段 64]
And so we really felt like a lot of source code shouldn’t be—you know, we felt like every company needs a moat, some kind of moat that protects you from your competition. We thought some technology would be, but we also felt like we wanted to be able to give back from a technology standpoint. And we preferred our moat to be that we provide the very best experience in the world when you use Airbnb. We have the biggest network effects. We thought that kind of took precedent over having certain technology that we—you know, having like certain technology that we only we could use. And so we decided to try to share some of that out to people.
[译文 64]
我们真的觉得很多源代码不应该——你知道的，我们觉得每家公司都需要一条护城河，某种能保护你免受竞争的护城河。我们认为某些技术会成为护城河，但我们也觉得从技术角度我们想要能够回馈。我们更倾向于让我们的护城河是当你使用Airbnb时，我们提供世界上最好的体验。我们有最大的网络效应。我们认为这种（优势）优先于拥有某些我们——你知道的，拥有某些只有我们能使用的技术。所以我们决定尝试把其中一些分享给人们。
[段 65]
And I think it does, again, it does relate to the values. Now one other thing is I never recommend—I never one day recommended—this is the hopefully, if you have strong culture, like I didn’t recommend we, we, we do any of that. We hired engineers that we felt like fit the values and it just independently occurred to them they should do that. They felt like that was the right thing to do. All the way in the back. You talked about how during the conventions you didn’t have any money and only a couple people visited your site—what did you do to increase the number of users that came to your site? How did you scale that up?
[译文 65]
而且我认为它确实如此，再次强调，它确实与价值观相关。现在另一件事是，我从来没有推荐过——我从来没有一天推荐过——这是有希望的，如果你有强大的文化，就像我没有推荐我们做那些事情。我们雇佣了我们认为符合价值观的工程师，他们独立地想到他们应该那样做。他们认为那是正确的事情。早在那个时候。你提到在会议期间你没有钱，只有少数人访问你的网站——你是如何增加访问你网站的用户数量的？你是如何扩大规模的？
[段 66]
So the question was, Brian had talked about there weren’t that many visitors to the site when they were trying to sort of get off the ground. How did they get users to the site? So, this is actually not about culture, but I’ll answer it anyway. So, you know, a lot of people, the best advice—this is not even a culture question, but the best advice I ever got was probably from Paul Graham. And Paul Graham basically said, I remember he had this line, he said, It’s better, he may have even talked about this, he said, It’s better to have a hundred people that love you than to have a million people that just kind of sort of like you.
[译文 66]
所以问题是，Brian 之前说过，当他们 sort of get off the ground 的时候，网站并没有太多访客。他们是如何吸引用户访问网站的呢？ So, this is actually not about culture, but I’ll answer it anyway. 所以，你知道，很多人，最好的建议——这甚至不是关于 culture 的问题，但我得到的最好的建议可能是来自 Paul Graham。 And Paul Graham basically said, I remember he had this line, he said, It’s better, he may have even talked about this, he said, It’s better to have a hundred people that love you than to have a million people that just kind of sort of like you.
[段 67]
It’s literally better to have a hundred people love you. And the reason why is, if you have a million customers or a million users, and they just kind of don’t care about you, but they kind of use your app and you’re okay, to get them to care is a really, really hard thing. In fact, I don’t know how to get…care is a really, really hard thing. In fact, I don’t know how to get a million people to all of a sudden care. But what I do know is if you get 100 people that love you, those people, if they feel incredibly passionate, each of them will tell 100 people. And in fact, all movements typically start—or companies or ideas that are really powerful—start with just 100 people.
[译文 67]
拥有一百个人爱你，实际上比什么都重要。原因在于，如果你拥有一百万客户或一百万用户，他们只是有点不在乎你，有点用你的app，然后你觉得这样就够了，让他们真正在乎是一件非常、非常困难的事。事实上，我不知道怎么让……在乎是一件非常、非常困难的事。事实上，我不知道怎么让一百万人突然都在乎起来。但我知道的是，如果你让100个人爱上你，这些人，如果他们感到无比热情，每个人会告诉100个人。事实上，所有运动——或者说那些真正强大的公司或想法——通常都始于仅仅100个人。
[段 68]
So the reason this is so critical is he gave us another lesson, which is if all you need to do is get 100 people to love you, then what you need to do is things that don’t scale. So, you know, it’s hard, like, if you have a million people, you can’t meet all of them. But you can meet 100 people. You can spend time with them. And so that’s exactly what we did. Joni and I, I mean, we would go door to door in New York City or in Denver, where the Democratic National Convention was. Literally meeting with, staying with, and living with our users. I used to joke that when you buy an iPhone, Steve Jobs didn’t come and sleep on your couch, but I did.
[译文 68]
所以这件事至关重要的原因是，他给我们上了另一课，那就是如果你只需要让100个人爱上你，那么你需要做的就是那些不可规模化的事情。所以，你知道，如果你有100万用户，你就很难见到他们所有人。但你可以见到100个人。你可以花时间陪伴他们。这就是我们所做的。Joni和我，我们会在纽约市或丹佛市（民主党全国代表大会所在地）挨家挨户地拜访。我们会与用户同住，住在他们家里，和他们一起生活。我以前常开玩笑说，当你买iPhone的时候，史蒂夫·乔布斯不会跑到你家的沙发上睡觉，但我会。
[段 69]
And that was, like, really critical, like, living with your users. And by living with our users and spending time with them, all we had to do was give them enough time, attention, and get them to get to the point where they were deeply passionate. And if you work backwards from 100 people or even one person, like without even technology, imagine what would be an amazing experience for just this one person and walk through the journey from the time they like whatever your service is, right? And make it perfect for that one person. Once you make a service perfect for one person, it’s actually really easy to make almost anything perfect for a person. It’s not actually that hard.
[译文 69]
这真的很重要，就是，和用户住在一起。通过与用户一起生活、花时间与他们相处，我们要做的就是给他们足够的时间、关注，让他们达到非常热爱的程度。如果你从100个人甚至一个人倒推，比如甚至不需要技术，想象一下对这一个人来说什么是令人惊叹的体验，然后走一遍从他们喜欢你的服务的那一刻开始的整个旅程，对吧？然后为这一个人做到完美。一旦你把一个服务做到对一个人完美，实际上要让几乎任何东西对一个人完美就很容易了。其实并没有那么难。
[段 70]
The hard thing is then how do we scale this to millions of people? Where everyone gets in trouble is they try to solve both people. Where everyone gets in trouble is they try to solve both at the same time. So the first thing we do is get the perfect experience for one person. We went door to door to do this. We won over their love. Then we use a separate kind of part of our brain to imagine now how will we achieve that at scale? And I’ll give you one example before I stop talking about this. Right now on Airbnb, if you put your home on Airbnb, you can click a button and it kind of works like Uber, and we did this before Uber.
[译文 70]
困难的是我们如何将其扩展到数百万人？每个人都失败的地方在于他们试图同时解决两边。每个人都失败的地方在于他们试图同时解决两边。所以我们做的第一件事是为一个人提供完美的体验。我们挨家挨户地去做这件事。我们赢得了他们的喜爱。然后我们用大脑的另一个部分来思考，如何在大规模的情况下实现这一点？在我结束这个话题之前，我给你们一个例子。现在在Airbnb上，如果你把你的房子放到Airbnb上，你可以点击一个按钮，它有点像Uber，而且我们在Uber之前就做到了这一点。
[段 71]
A professional photographer comes to your house and they’ll photograph your home for free. We have 5,000 photographers around the world and we photographed hundreds of thousands of homes, so it’s probably one of the largest on-demand photography networks, if there was such a thing, I guess probably the only one, but in the world. And that started with Joe and I, we were staying with this one host in New York City, and her house was amazing but her photos were terrible. And we said, why don’t you just put up better photos? And this was before iPhones had great cameras, this was 2008. And she said, well, I can’t figure out how to get photos from this camera onto this computer.
[译文 71]
一位专业摄影师会来到你家，免费为你的房子拍照。我们在全球有5000名摄影师，拍摄了数十万套房子，所以这可能是最大的按需摄影网络之一，如果存在这样一种东西的话，我想可能是唯一一个，但在世界范围内。这个项目的起点是Joe和我，当时我们住在纽约市的一个房东家里，她的房子很棒，但照片拍得很差。我们说，你为什么不放些更好的照片呢？那时候iPhone的相机还不够好，那是2008年。她说，我不会把这台相机里的照片传到电脑上。
[段 72]
She wasn’t very technically savvy. And she said, well, we’ll just take photos for you. Or actually, I said, what if you could press a button and somebody just showed up at your door and took professional photographs? She said, that would be magic. So the next day, I knocked on her door and said, I’m here. And I photographed her home. And then we sent emails to people saying, we have this new magical photography service. And if you want, you can press this button and a professional photographer will show up at your home. Someone would just press this button, and we’d just send me an alert or show an alert, and we’d rent. Someone would press this button, and we’d just send me an alert or Joe an alert, and we’d rent a camera in Brooklyn in January of 2009, walking through snow, photographing people’s homes.
[译文 72]
她不太懂技术。然后她说，嗯，那我们就帮你拍照吧。或者实际上，我说，如果你按一个按钮，就有人出现在你家门口，帮你拍专业照片呢？她说，那也太神奇了。于是第二天，我敲了她的门，说我来了。然后我给她的房子拍了照片。然后我们给人发邮件说，我们有这个新的神奇摄影服务。如果你愿意，你可以按这个按钮，专业摄影师就会到你家。有人会按这个按钮，然后我们就给我发警报或显示警报，然后我们就租。有人会按这个按钮，然后我们就给我发警报或给Joe发警报，然后我们就租。2009年1月，我们在Brooklyn租了一台相机，踏着雪，挨家挨户给人拍照。
[段 73]
We did this by hand without any technology. We managed it with just spreadsheets. I wasn’t going to burden Nate with trying to build something we designed before we had photography. Then we started hiring contract photographers. Then eventually we got an intern to manage all the contract photographers. Then we got an intern to become a full-time employee, managing other interns to manage the contract employees. And at some point, this is before we built anything, and at some point there were too many people to manage. There were like hundreds of photographers. Then we finally built all the tools to manage all the photography. But we did it only after we knew exactly what the perfect service was.
[译文 73]
我们手工完成这一切，没有使用任何技术。我们仅用电子表格来管理。我不想让Nate在我们还没有摄影需求的时候就费力去构建我们设计的东西。然后我们开始雇佣合同摄影师。然后我们最终招了一个实习生来管理所有的合同摄影师。然后我们让一个实习生成为全职员工，管理其他实习生来管理合同员工。在某个时候，这是在我们构建任何工具之前，在某个时候人太多了已经管不过来。大约有几百名摄影师。然后我们终于构建了所有的工具来管理所有的摄影工作。但我们是在完全了解完美服务是什么样的之后才这样做的。
[段 74]
One more question. So a lot of people say that the hardest part isn’t the technology. Here, the marketing and the communication is the hardest part. There we go. And let’s just say it’s not a technology company, it’s a marketing company. So do you want to repeat the question? So the question is, in this particular situation in therapy and B, a lot of people think that this is not necessarily a technology company, but it’s more of a marketing company. Good question. So I’ll answer the question with a story. Let me preface that question by a set of questions: Do you today have proprietary technology? Yes. Proprietary technology. Do you have a moat? Yes. Do you have network effects?
[译文 74]
还有一个问题。很多人说最难的部分不是技术。这里的营销和沟通是最难的部分。好了，就这样吧。我们姑且说它不是一家科技公司，而是一家营销公司。所以你想重复一下这个问题吗？那么问题是，在这种特定的治疗情境中，B，很多人认为这不一定是一家科技公司，而更像是一家营销公司。好问题。所以我要用一个故事来回答这个问题。在回答这个问题之前，让我先提出一组问题：你现在拥有专有技术吗？是的。专有技术。你有护城河吗？是的。你有网络效应吗？
[段 75]
Yes. Do you have pricing power? Yes. Do you have a good brand? I think so. Are you a monopoly? I’m not going to answer that. But I think similar to the question, just forgetting about all of that, companies that have network effects and sort of get off the ground, the flywheel is going. People just think that you’re lucky. Yeah, let me, it’s a totally fair question. And people have said it, so I want to answer it. A guy that runs Sequoia Capital now, his name is Doug Leone. One day, I think it was a year, year and a half ago, Doug Leone says, your job sucks. And I was like, what the hell does that mean?
[译文 75]
是的。你有定价权吗？是的。你有好品牌吗？我觉得有。你是垄断者吗？我不打算回答那个问题。但我觉得类似于这个问题，先把这些都放在一边，具有网络效应并且开始起步的公司，轮子已经在转了。人们只是认为你很幸运。是的，让我回答，这是一个完全公平的问题。人们也这样说过，所以我想回答它。现在运营 Sequoia Capital 的那个人，他的名字叫 Doug Leone。有一天，我想是一年半以前，Doug Leone 说，你的工作糟透了。我当时的反应是，这到底是什么意思？
[段 76]
This is like, you’ve got the worst job of any CEO in my portfolio. And I said, tell me why. And this is what he said. He says, well, here’s how I think about it. First of all, you’re a technology company. And you thought we were a technology company. I would say at our heart, in many ways, we are a technology company. And so you have all the challenges of all the other portfolio companies. But beyond that, you are in 190 countries. And so you have to figure out how to be international. We have to hire people in countries all over the world. We’re literally in every country in the world, but North Korea, Rwanda, Syria, and Cuba.
[译文 76]
这就像，你是我投资组合中所有CEO里工作最难的。我问，你说说为什么。然后他就说了这番话。他说，嗯，我是这样想的。首先，你们是一家科技公司。而你们以为我们是一家科技公司。我想说，在很多方面，我们的核心是一家科技公司。所以你们要应对其他所有投资组合公司面临的挑战。但除此之外，你们在190个国家有业务。所以你们必须弄清楚如何实现国际化运营。我们必须在世界各地的国家招聘人员。实际上我们在世界上的每个国家都有业务，除了North Korea、Rwanda、Syria和Cuba。
[段 77]
You’re basically a payments company. We handle billions of dollars through our system every year. And we had to get money transmission licenses in the state of California. So we had to get money transmission license in the state of California. So we actually are a payments company. We have serious fraud and risk to warrant and needs to be locked down like Fort Knox. He said, that’s usually where companies end. But you’ve got to worry about all this other crap. And he said, trust and safety. You know, we have 425,000 people staying in other people’s beds in their sheets. Think about a woman from Texas staying in the Middle East or vice versa. The cultural conflicts that could happen and misunderstandings.
[译文 77]
你们基本上是一家支付公司。我们每年通过系统处理数十亿美元。我们不得不在加利福尼亚州获得货币转账许可证。所以我们不得不在加利福尼亚州获得货币转账许可证。所以我们实际上是一家支付公司。我们有严重的欺诈风险，需要像诺克斯堡一样严格保护。他说，通常这会让公司陷入困境。但你还得担心所有这些其他乱七八糟的事情。他说的是信任和安全问题。你要知道，我们有425,000人住在别人的床上，睡别人的床单。想象一下，一个来自德克萨斯州的女性住在中东，或者反过来。可能会发生的文化冲突和误解。
[段 78]
And you have 425,000 people a night. It’s like being the mayor of Oakland. Now imagine if you’re the mayor of Oakland, all the things that happen in Oakland tonight. So you’ve got trust and safety. Now we have regulatory problems. We are in 34,000 cities. Every city has a different law, different rules, and many of them were written in a different century before you had any of this technology. So you’ve got to deal with that. Then you’ve got issues like search and discovery. So Google’s got its brand about being really important about search. The thing about search, though, is usually if I have a question, Google could give me 40,000 results, but it’s probably clear that there’s one or two best options for everybody.
[译文 78]
每晚有425,000人。这就像当Oakland市的市长一样。现在想象一下，如果你是Oakland的市长，今晚Oakland会发生很多事情。所以你需要处理信任和安全问题。现在我们还有监管问题。我们在34,000个城市开展业务。每个城市都有不同的法律、不同的规则，其中许多法规是在这个技术出现之前的另一个世纪制定的。所以你必须处理这些问题。然后你还有搜索和发现方面的问题。Google的品牌价值在搜索领域非常重要。然而，关于搜索的问题是，通常如果我有一个问题，Google可以给我40,000个结果，但可能很清楚的是，对每个人来说只有一两个最佳选择。
[段 79]
If I want to know a question to an answer, there’s usually one best answer. We have 40,000 homes in Paris. There is no best home in Paris for anybody in this room. We have to be really, really great at matching people and technology. We have to be a company that’s just… Another example, Facebook, for example, is a digital product. Their product is their website. Our product are these experiences you have in the real world. So we’re not just an online product. We have to be an offline product. And we need to transition from when you’re in your app through cities. And these are just some of the examples why technology, design. So basically the long and the short of it is we have to be world class at technology.
[译文 79]
如果我想知道一个问题对应的答案，通常只有一个最佳答案。我们在巴黎有40,000套房屋。没有一套最佳房屋适合在座任何人的需求。我们必须在人与技术的匹配上做得非常非常出色。我们必须成为一家……再举另一个例子，Facebook，比如说，是一个数字产品。他们的产品就是他们的网站。我们的产品是您在现实世界中的这些体验。所以我们不仅仅是一个在线产品。我们必须是一个离线产品。我们需要实现从您打开应用程序到穿越城市的过渡。这些只是技术、设计等例子中的一部分。所以，归根结底，我们必须在技术方面达到世界一流水平。
[段 80]
We have to be world class at design. We have to be world class at branding because we’ve got to convince people this isn’t crazy. You’re not going to die when you use it. We have to convince government this is good for your neighborhood. What happens if the internet moves into your neighborhood? That’s what people call it. It’s a good thing. Hopefully. And you’ve got to make sure trust and safety is really world class, that we handle all these payments and not have problems with risk. And I can kind of go through. And this is not even to do with culture. I didn’t even mention culture. So that’s how I’d describe it. I think great companies or companies are probably really strong at everything.
[译文 80]
我们必须在设计上做到世界一流。我们必须在品牌上做到世界一流，因为我们需要让人们相信这并不疯狂。你使用它时不会死。我们必须让政府相信这对你们的社区有好处。如果互联网进入你们的社区会怎样？这就是人们所说的。这是一件好事。希望如此。你必须确保信任与安全真正达到世界一流水平，确保我们处理所有这些支付而不出现风险问题。我可以大致过一遍。而且这甚至与文化无关。我甚至没有提到文化。所以这就是我的描述。我认为伟大的公司或公司可能在所有方面都非常强大。
[段 81]
But we try to hire the very best engineers and technical talent in the world, and I definitely don’t see us as a marketing company. Thank you. Thank you, guys. Thank you. All right. Thank you, sir.
[译文 81]
但我们试图招聘世界上最优秀的工程师和技术人才，而且我绝对不认为我们是一家营销公司。谢谢。谢谢大家。谢谢。好的。谢谢，先生。
Source: bilibili BV1oWKpzoE1Z