视频信息
- 标题: 斯坦福：YC创业课 - 第15集：如何管理
- BV号: BV1oWKpzoE1Z
- 时长: 49分41秒（2981秒）
- 作者: 常春藤中英字幕课
- 原始链接: B站视频
视频摘要
本视频是Ben讲授的一堂50分钟管理课，核心观点是：做关键决策时必须从所有相关方的角度审视，而不只是自己的角度。课程通过四个案例展开：降职、加薪、股票期权行权期限，以及杜桑的领导力故事。Ben强调，管理决策会产生复杂的连锁反应，CEO必须理解决策如何被不同群体解读，否则会产生危险的副作用。他以杜桑从奴隶成长为海地领袖的历史为例，说明从士兵、敌人和文化结果等多角度思考问题的力量。最后指出，领导者需要练习暂停自己、从他人视角审视公司的能力，这是成为精英领导者的关键。
核心要点
多视角决策：做关键决策时必须从员工、公司整体、未在场的人等所有相关方角度审视，否则会产生危险副作用
降职的股权陷阱：降职高管时需考虑其股权激励对其他员工公平性的影响，可能比表面看起来复杂得多
加薪需要正式流程：处理员工加薪请求时应建立定期评估机制，避免谁要求就给谁的不公平印象，保护公司文化
股票期权90天限制：员工离职后90天内必须行权通常需要大量现金，这可能导致员工被迫放弃已归属期权，建议公司重新评估这一政策
杜桑的领导力：杜桑从奴隶成长为海地领袖，关键在于他能从士兵、敌人和文化结果等多角度思考问题，即使面对仇恨对象也能保持客观
保留他人尊严：解雇或降职员工时，应诚实沟通但保留其尊严，避免在公开场合批评，这关乎其未来职业发展和公司声誉
领导者的自我约束：领导者需要培养暂停自己、从他人视角审视公司的能力，这需要通过实践不断磨练
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]
Originally sent me an email to do this course. He said, Ben, can you teach a 50-minute course on management? And I immediately thought to myself, Wow, I just wrote a 300-page book on management. So that book was entirely too long. And I didn’t actually have time to collapse the 300 pages into 50 minutes. So, like Mark Twain, I didn’t have time to write a good short letter, so I’m going to write a long letter. But in this case, I’m going to teach exactly one management concept — one long thing. And this management concept, though, is the thing that I see CEOs mess up more consistently than anything else, and from when they’re very, very early to when they’re very, very big as a company.
[译文 1]
最初发邮件让我来上这门课。他说，Ben，你能教一门50分钟的管理课吗？我立刻在心里想，哇，我刚写了一本300页的管理书。所以那本书实在太长了。我实际上没有时间把300页压缩成50分钟。所以，像Mark Twain一样，我没时间写一封简洁的信，所以我打算写一封长信。但在这种情况下，我只打算教一个管理概念——一个长的东西。然而这个管理概念，是我看到CEO们最容易犯错的，无论他们公司很小还是很成熟的时候。
[段 2]
It’s the easiest thing to say and the most difficult to master. And the concept in musical form — whoops, pardon me, very sensitive — the musical form. This is from Sly and the Family Stone: Sometimes I’m right and I can be wrong. My own beliefs are in my song. So no difference what group I’m in. So that’s the musical version of today’s lesson. For those of you who are musical, you can leave now. In management concept form, basically it’s this: When you’re making a critical decision, you have to understand how it’s going to be interpreted from all points of view, not just your point of view, and not just the person you’re talking to, but the people who aren’t in the room — everybody else.
[译文 2]
说起来最容易，做起来最困难。这个概念用音乐的形式来表达——哎呦，抱歉，这个很敏感——用音乐的形式。这是来自 Sly and the Family Stone 的歌词：有时候我是对的，有时候我也会错。我自己的信念都在我的歌里。所以不管我在哪个群体里都一样。所以这就是今天这堂课的音乐版本。对于那些懂音乐的人来说，你们现在可以离开了。从管理概念的角度来说，基本上是这样的：当你做一个关键决策时，你必须理解它从各个角度会如何被解读，不只是你自己的角度，也不只是你正在交谈的那个人的角度，而是那些不在场的人——所有其他人。
[段 3]
In other words, you really have to be able, when making critical decisions, to see the decision through the eyes of the company and the company as a whole, which means you’ve got to kind of add up every employee’s view and then incorporate that into your own view. Otherwise, your management decisions are going to have very weird side effects and potentially very dangerous consequences. And it’s a really hard thing to do because at the point when you’re making a decision, you’re often under a great deal of pressure. So let’s get into the agenda. So I’m going to cover kind of four cases. First, I’m going to cover demotions, which is a very emotional thing; then raises, which is also an emotional thing.
[译文 3]
换句话说，在做关键决策时，你必须能够站在公司的角度、以公司整体视角来看待决策，这意味着你得把每个员工的观点都汇总起来，然后将其融入你自己的观点中。否则，你的管理决策就会产生非常奇怪的副作用，甚至可能带来非常危险的后果。而且这真的很难做到，因为在作决策时，你通常会承受巨大的压力。好，让我们进入今天的主题。我将大致涵盖四个案例。首先，我要讲的是降职，这是一件非常情绪化的事；然后是加薪，这也是一件非常情绪化的事。
[段 4]
Then we’re going to evaluate one of Sam’s blog posts, which is news to Sam, so I figured I’d tease him since he invited me to do a 50-minute management class after I wrote a 300-page book. And then I’m going to talk about history’s greatest practitioner at this, and I’m wearing a shirt with him on it, and kind of how he used it to do something that nobody has done, had ever done before in human history, and has never done since in human history, but basically complete mastery of the technique I’m going to talk about. So first business example: You’ve got an executive, and do you demote or do you fire him? And this comes from an actual conversation, an actual real-life situation that I was working on with the CEO.
[译文 4]
接下来我们要评估Sam的一篇博文，这对Sam来说是个新闻，所以我决定逗逗他，因为他邀请我在写了一本300页的书之后去上一堂50分钟的管理课。然后我要聊聊这方面的历史最强实践者，我穿着印有他的T恤，而且基本上他用这个方法做到了人类历史上前无古人、后无来者的事——对我要讲的这个技术做到了完全精通。所以先讲一个商业案例：如果你有一个高管，你是降他的职还是直接开除他？这来自一次真实的对话，是我与CEO一起处理的一个真实情况。
[段 5]
And so the basic situation was this: He had a great executive, or like an executive who just put in a great effort. Like he hired him. He was working harder than anybody else in the company, doing, you know, like everything he was supposed to. Everybody liked him because he worked so hard and like he was a generally smart person. But he was just in over his head knowledge-wise. He did not have the knowledge and the skills to basically do what the company needed him to do or really compete against the competition. So he couldn’t actually keep him in the job, but he’s a great guy. And so the question is, well, should I fire this person, or can I just move him into a lower role and bring in a person above him and then, like, you know, that’d be real cool.
[译文 5]
以下是翻译结果：
基本情况是这样的：他有一个很优秀的执行者，或者说是一个付出了很多努力的管理者。比如说是他雇佣了他。他比公司里任何人都努力，做着，你知道，就是他应该做的所有事情。每个人都喜欢他，因为他工作非常努力，而且他总体上是个聪明的人。但从知识角度来看，他确实是力不从心。他没有足够的知识和技能来基本完成公司需要他做的事情，或者真正与竞争对手竞争。所以他实际上不能让他继续留在这个职位上，但他是个很棒的人。所以问题是，嗯，我应该解雇这个人吗，还是可以把他调到一个较低的职位，然后请一个比他更高的人来，然后，就像，你知道，那就太好了。
[段 6]
So let’s look at how you kind of make that decision. So you, in this case — this was the CEO — so you as a CEO: Look, it’s really hard if somebody comes to work every day, like, you know, at 6 a.m. and is, like, working till 10 p.m. and, like, doing it, like, harder than anybody in the company. It’s really hard to just say, Well, sorry, like, nice effort, but you don’t get an A for an effort. You get an F because I fired you. Nobody, nobody wants to have that conversation. And then a demotion is kind of neat because, from the CEO’s point of view, he’s like, Look, we can keep him in the company.
[译文 6]
那么让我们看看你是如何做出这个决定的。所以你，在这个案例中——这位是CEO——所以作为CEO的你：你看，如果有人每天来上班，早上6点就开始工作，一直干到晚上10点，而且比公司里任何人都努力，这真的很难处理。你真的很难开口说，“抱歉，你的努力很棒，但努力不能换来A级评分。你得到F级，因为我解雇了你。“没有人，没有人想进行那样的对话。然后降职其实是个不错的选择，因为从CEO的角度来看，他会说，“看，我们可以让他留在公司。”
[段 7]
He works so hard. He’s a great example of somebody who gives great effort. And then he’s got a lot of friends in the company. And from a cultural standpoint, it’s a win-win because he gets to stay, and then I can bring in somebody, I can solve my problem, but I don’t have to create another problem. And then if you think about it from the executive’s perspective, and what they would think, it’s like, well, I don’t want to be demoted, but I really don’t want to be fired, because if I get fired, that’s a way harder, more complicated thing to explain to my next employer than I got demoted. Like, getting demoted is like, Well, I didn’t really get demoted.
[译文 7]
他工作非常努力。他是一个付出极大努力的绝佳榜样。而且他在公司里有很多朋友。从文化角度来看，这是一个双赢，因为他可以留下，而我也可以引进别人，解决我的问题，但不必制造另一个问题。然后如果你从高管的角度来思考，他们会想的是，唔，我不想被降职，但我真的不想被解雇，因为如果我被解雇了，这比被降职更难向下一任雇主解释清楚。嗯，被降职就像是，嗯，我其实也不算真的被降职。
[段 8]
I got a new job. Smaller title. And then, you know, the last thing is it enables, you know, like, theoretically, well, like, you know, the company — you know, we value all our employees. We brought you in. We made a commitment to you as an employee, and we value everybody, and it will enable you to keep growing with the company. And so this was the initial conversation I had with the CEO, and I said, Well, wait a minute. I said, Let me ask you this: What is the equity package that this exec has? He goes, Well, what do you mean? I was like, Well, does he have director-level compensation? Has he got a vice president-level compensation?
[译文 8]
我找到了一份新工作。职位更低。然后，你想，最后一件事就是这能让你——你知道，从理论上来说，公司——你知道，我们重视所有员工。我们把你招进来的。我们对你作为员工做出了承诺，我们重视每一个人，这会让你能够继续和公司一起成长。所以这是我与CEO的初次对话，我说，等一下。我说，让我问你这个问题：这位高管的股权方案是什么？他说，嗯，你是什么意思？我说，嗯，他是否有总监级别的薪酬？他是副总裁级别的薪酬吗？
[段 9]
Does he have a point and a half? Does he have 0.4% or what? And, you know, that kind of gave the CEO pause. He’s like, Well, he does have a point and a half. And I was like, Okay, so you’re an engineer in your company. How do you feel about somebody who used to be the head of sales who got brought in with a point and a half? Now, mind you, you’re an engineer. What do your engineers get? Like, do they get 0.1%, 0.2%? What are they getting at this point? So how are they going to feel about somebody who’s not the head of sales with 1.5% of the company? And he was like, Uh oh.
[译文 9]
他是否有1.5%？他有0.4%还是多少？你知道，这让我这位CEO有些犹豫。他说，嗯，他确实有1.5%。我就说，好吧，那你在公司里是工程师。你对那个以前是销售主管、被招进来就拿了1.5%股份的人怎么看？要知道，你是个工程师。你的工程师们能拿到多少？比如，他们拿0.1%、0.2%吗？目前他们能拿到什么？那他们对一个不是销售主管、却拿着公司1.5%股份的人会作何感想？然后他就说，哎呀。
[段 10]
And I was like, Yeah, uh oh, because like, how fair is that? So are you going to take the equity away? Are you up for doing that? Are you up for going back and taking back his compensation? And like, how productive do you think he’ll be if you take away his compensation? And then, secondly, like, will people give him the same respect now that you’ve demoted him, because they knew him as this and now he’s this? And so, like, I knew you when you were head of sales. Now you’re the regional manager, and you’re telling me what to do. You’re telling me I need to make that call. Like, it seems to me you got demoted.
[译文 10]
我当时就说，“是啊，哎呀，“这也太不公平了吧？所以你打算把他的股权拿走吗？你真的打算这么做吗？你真的打算回去把他的薪酬要回来吗？而且你觉得如果你把他的薪酬拿走了，他还能有多少产出？然后第二点，你把他降职之后，人们还会像以前那样尊重他吗？因为他们以前认识他是这个职位，现在他却成了那个职位。所以就像，我认识你的时候你是销售主管。现在你是区域经理，你在告诉我该怎么做。你告诉我我需要打那个电话。在我看来，你是被降职了。
[段 11]
You know, who are you to talk to me? I’m the up and comer. I’ll be the next VP of sales at the next company. So all these things come into play. And so when you look at it at the end, like, you may think you’re dealing with one person. You may think that this is a demotion or a firing of one person, and what does it mean according to that one person. But what you’re really doing is you’re saying, Look, what does it mean to fail on the job, particularly the highest-paid, highest-compensated job in the company from an equity standpoint? And then, like, what’s required to maintain your equity? Like, is it good enough to put in an effort, or do you have to get a result?
[译文 11]
你知道吗，你有什么资格跟我说话？我是冉冉升起的新星，我会成为下一家公司的销售副总裁。所以所有这些因素都在起作用。所以当你最终来看的时候，你可能会觉得你在跟一个人打交道，你可能会认为这是对一个人的降职或解雇，以及这对那个人来说意味着什么。但你真正在做的是在说，你看，从股权角度来看，在工作上失败意味着什么？特别是公司里薪酬最高、股权最多的职位？然后，比如，维持你的股权需要什么条件？仅仅付出努力就足够了吗，还是你必须取得成果？
[段 12]
And in different situations at different levels, these answers will come out differently. And if this had been a person not that was an executive brought in from the outside, but was somebody who you maybe promoted past where they should have been, and didn’t ever get that equity, maybe you make a different decision. But you’ve got to understand what it’s going to mean to everybody, not just the person you’re talking to. Example two: An excellent employee asked for a raise. Good employee. E.E. This isn’t like the last employee. This is like a really good employee. So an excellent employee asked for a raise. So an excellent employee asked for a raise, so look, your first thing is like, They’re really good.
[译文 12]
在不同情况不同层级，这些答案会有所不同。如果这个人不是从外面挖来的高管，而是你可能拔擢过头的人，而且从未获得那笔股权，你可能会做出不同的决定。但你必须理解这对每个人意味着什么，不只是你正在对话的那个人。例二：一位优秀的员工要求加薪。好员工。E.E.这不像上一个员工。这真的是一位非常好的员工。所以一位优秀的员工要求加薪，你首先想到的是——他们真的很优秀。
[段 13]
They asked me for a raise. They didn’t ask me for no reason. They asked me because they think they deserve it. I want to retain them. Like, I want to be fair. They’ve done a great job. I want to be fair, and like, you know, I know that if I give them this raise, like, it’s going to be all love coming my way. That’s going to be it. I gave you a raise. We’re good. You know, like, we’re boys. And you… you got a raise. It’s awesome. So, like, you know, from your perspective, you know what you want to do when somebody asks you for a raise. And then if you look at it, okay, well, what about from their perspective?
[译文 13]
他们要求我加薪。他们不是无缘无故要求我的。他们要求是因为他们觉得自己值得加薪。我想留住他们。我想做到公平。他们工作表现出色。我想做到公平，而且，你知道，我知道如果我给他们加薪，这会让我得到满满的认可。就这样了。我给你加薪了。我们扯平了。你知道，我们是好兄弟。然后你……你得到了加薪。太棒了。所以，你知道，从你的角度，你知道当有人要求你加薪时你想怎么做。然后如果你看看这个，好吧，那从他们的角度呢？
[段 14]
How would they, like, take it if you gave them the raise? And now you have to remember, the employee, for them to get to the point where they’ve asked you for a raise, this is not something they just woke up one morning and I’m going in and asking for a raise. This is something where they’ve thought about it a lot. They’ve compared their other options. They may have an offer from another company. It’s something their spouse probably has been talking to them about. And so it’s a serious thing, and so if you give it to them, they’re very likely to feel very good about it. They may be paranoid about, Why are you giving me a raise?
[译文 14]
他们会怎么看待，如果你给他们加薪的话？现在你必须记住，员工对他们来说，要走到问你请求加薪这一步，这不是他们某天早上醒来然后走进去要求加薪的事情。这是他们深思熟虑过的事情。他们比较过其他选择。他们可能收到了另一家公司的offer。这可能是他们的配偶一直在和他们讨论的事情。所以这是一件严肃的事情，如果你给他们加薪，他们很可能会感觉非常好。他们可能会偏执地想，为什么你给我加薪？
[段 15]
But very unlikely. Much more, they’ll feel like, Laughter… music. I’m sorry, I have to just let the whole thing play. And that’s, for those of you who don’t know, that’s Bobby Shmurda and Rowdy Rebel doing the shmoney dance. But that’s likely the reaction you’ll get. So there’s a lot of momentum to say yes. Look, you know, they read Cheryl’s book. They leaned in. And I’m going to reward them for doing all that, which is, you know, and by the way, that book is very good advice. So I’m not knocking Cheryl on that. I don’t want you to be misinterpreting me. However, you know, there was going to be a however. What about? You have to think about it through the point of view of the employee who did not ask for the raise.
[译文 15]
但可能性很小。更可能的是，他们会感觉像笑声…音乐。抱歉，我必须让整个过程播放完。对于那些不知道的人来说，这是Bobby Shmurda和Rowdy Rebel在跳shmoney舞。但这很可能是你得到的反应。所以有很大的动力说"是”。你看，他们读了Cheryl的书。他们向前倾了。我要奖励他们做了所有这些，你知道，顺便说一句，那本书是非常好的建议。所以我并不是要批评Cheryl。我不希望你们误解我。然而，你知道，本来会有一个"然而”。怎么讲？你必须从没有要求加薪的那个员工的角度来思考这个问题。
[段 16]
So the employee who didn’t ask for the raise, they may be doing a better job than the employee who did ask for the raise. And in their mind, they’re going, okay, so I didn’t ask for a raise and I didn’t get a raise, and they asked for a raise and they got a raise. And so what does that mean? That means one, like, you’re not really evaluating people’s performance. You’re just going to really evaluate people’s performance. You’re just going, Well, whoever asks, gets. So that means I either need to be that guy who asks for the raise, and that’s just not how I feel. I do my work, and I don’t necessarily want to ask for a raise.
[译文 16]
所以，没有要求加薪的那个员工，他们的工作表现可能比那个要求加薪的员工更好。然后在他们心里会想，好吧，所以我没有要求加薪，所以没有得到加薪；而他们要求加薪了，就得到了加薪。那么这意味着什么呢？这意味着首先，你并没有真正在评估员工的表现。你只是表面上在评估员工的表现。你只是在想，嗯，谁开口要，谁就得到。所以这意味着我得成为那个开口要求加薪的人，但那不是我的行事风格。我做好我的工作，但我并不一定想开口要求加薪。
[段 17]
Or I just need to quit and go to a company that actually evaluates performance. And then, you know, so you could really make the person who doesn’t get the raise feel like pretty pissy about it. And don’t think that when somebody is walking down your company doing the shmoney dance that other people aren’t going to notice. They’re going to be fired up about that raise. You can say, Oh, this is highly confidential that I’m giving you this raise. It’s not confidential. And then the cultural conclusion is going to be, everybody in your company is going to feel that they now have a fiduciary responsibility to their family to ask for a raise all the time, because if they don’t, then they may be missing out on a raise that they would have otherwise gotten.
[译文 17]
或者我只需要辞职，去一家真正评估绩效的公司。然后，你知道，你真的会让那个没得到加薪的人感到非常不爽。别以为当有人在你们公司走廊里跳“钱舞”的时候，其他人会注意不到。他们会对那个加薪非常眼红。你可以说，“哦，我给你这个加薪是高度保密的。”但这根本不保密。然后文化的结论就是，你们公司每个人都会觉得他们现在对家人有一种信托责任，要一直要求加薪，因为如果他们不这样做，他们可能会错过本来可以得到但实际上没有得到的加薪。
[段 18]
And like, you talk to any experienced CEO and they will tell you this is true, like, if you give out raises when people just ask you for them, like, that you will have a lot of people asking you for raises. That is called encouraging behavior. So what do you do? And really, the right answer on raises is you have to be formal. And you have to be formal to save your own culture. And I know this is the thing that causes people running startups fits, because it’s like, Well, I don’t want a lot of formalities. I don’t want a lot of process. I want it to be organic. We want to do yoga. We want to only smoke organic weed.
[译文 18]
就像这样，你去和任何有经验的CEO聊聊，他们都会告诉你这是真的，比如，如果你只在员工要求的时候才给他们加薪，那你就会有很多人来要求加薪。这就叫做在助长（某种行为）。所以你该怎么做呢？实际上，关于加薪，正确答案是你必须得正式。你必须正式，这样才能保住你自己的文化。我知道这正是让创业公司老板们头疼的事情，因为这就好像是，呃，我不想有太多正式流程。我不想要太多程序。我想要它是自然的。我们要做瑜伽。我们只抽有机的大麻。
[段 19]
Sorry, that was like a Peter Thiel kind of way. Peter got very focused on who was smoking weed a little while ago. But the process actually protects the culture because what it does is it says, look, we’re going to look at all the inputs. We’re going to have a formal way of saying, Anybody who wants a raise, come talk to me. I’m not going to give you a raise, but I’m happy to hear your story. I’m going to talk to all the people you work with so I get an understanding of it. I’m going to evaluate all the work that you’ve done, so I know where I actually write to you and what my actual opinion is.
[译文 19]
抱歉，这听起来有点像Peter Thiel的方式。Peter之前非常关注谁在吸大麻。但这个流程实际上保护了文化，因为它说的是：看，我们会审视所有的投入。我们会有一个正式的流程，任何想要加薪的人，来找我谈。我不会直接给你加薪，但我很乐意听你的故事。我会找你所有的同事谈，这样我能了解情况。我会评估你做的所有工作，这样我才知道实际上该怎么给你写信，以及我的真实意见是什么。
[段 20]
And I’m going to do that periodically. I’m not going to do it daily, but maybe if I were fast moving, I’ll do it every six months or even maybe once a quarter. And at the end of that process, I will tell you what your raise is, and I will tell you if you’re getting one or if you’re not getting one. But I’m not going to do things off cycle. I’m not going to do things when asked. There’s like… going to do things when asked, there is one process and that’s it. When I used to be CEO and I had executives, the bigger you get, the harder this gets because the more aggressive the people working for you are.
[译文 20]
我会定期做这个。我不会每天都做，但如果我动作快的话，可能会每 six months 甚至 once a quarter 做一次。在这个过程结束时，我会告诉你你的 raise 是多少，我会告诉你你是拿到 raise 还是没拿到。但我不会做 cycle 外的事。我不会在有人要求时做。有一个流程……有人要求时做，只有这一个流程。当我以前是 CEO、我手下有 executive 时，你管的人越多，这事就越难，因为为你工作的人会越来越 aggressive。
[段 21]
Because to get to be an executive, it turns out you often have to be pretty aggressive in this world. And in most companies, that’s how you get to that level. I would go, look, you can lobby me all you want after the process is done and I give you your raise, but you know what? I’m not hearing it because I already went through my process. I got your input going in. I got everybody else’s input. I’ve got so many people. I’ve got so much money and you got what I believe is right. And having a process like that basically gets people to be actually more comfortable. They’re more comfortable because they don’t have to always be on edge about like, Am I asking for what I deserve, or am I getting aced out because of who I am, what I look like?
[译文 21]
因为要成为高管，在这个世界上你往往必须相当激进。在大多数公司里，这就是你达到那个层级的方式。我会说，你看着，流程结束后你再来游说我，给你加薪，但你知道吗？我不会听的，因为我已经走完了我的流程。我在开始时已经收集了你的意见，也收集了其他所有人的意见。我找了这么多人，我花了这么多钱，而你得到了我相信是正确的东西。有了这样一个流程，基本上能让人们真正更加安心。他们更安心了，因为他们不必总是提心吊胆地想：我是在要求我应得的东西吗？还是因为我是谁、我长什么样而被人暗算了？
[段 22]
I’m not buddy-buddy. I’m not at the golf course with you, or I’m not doing whatever you like to do. I don’t have to worry about any of that, because I know your process. I know your process is like you’re going to evaluate everybody, and then you’re going to give them what’s fair. And so that’s a much better way to handle that, and it means that you’re actually understanding what everybody thinks, not just the people you’re talking to at the moment. Okay, so now we’re going to get into some fun stuff. We’re going to evaluate Sam’s blog post, which is actually, there’s some very good things in it. And then there’s some things I’m going to discuss.
[译文 22]
我不会跟你套近乎。我不会和你在高尔夫球场，也不会做你喜欢做的任何事。我不用担心这些，因为我了解你的流程。我知道你的流程是这样的：你会评估每个人，然后给他们公平的待遇。所以这是一种处理问题的好得多的方式，而且这意味着你真正理解了每个人的想法，而不仅仅是当时和你交谈的人。好，现在我们进入一些有趣的部分。我们要评估Sam的博文，实际上，里面有一些非常好的内容。然后还有一些我会讨论的东西。
[段 23]
And then there’s some things I’m going to discuss. So this is the excerpt: Most employees have only 90 days after they leave a job to exercise their options. Unfortunately, this requires money to cover the strike price and the tax bill, and I’ll explain this a little more later, but I want to read it first. For the year of exercise, blah, blah, blah, this is often more cash than an employee has, and this is the key. And so the employee often has to choose between, like, leaving the job and walking away from the vested options, i.e. the money that she has because she can’t afford to exercise, or being locked into staying at the company basically for all the wrong reasons.
[译文 23]
然后还有一些事情我要讨论。这是摘录：大多数员工在离职后只有90天时间来行使他们的期权。不幸的是，这需要钱来支付行权价和税单，我稍后会详细解释，但我想先读一遍。在行使那一年的，啦啦啦，这往往是员工没有的更多现金，这是关键。所以员工经常要在两件事之间做选择，比如，离职然后放弃已归属的期权，也就是她已经有的钱，因为她负担不起行使期权的成本，或者被困在公司里——基本上是为了所有错误的理由而留下来。
[段 24]
It’s a particularly bad situation when an employee gets terminated, and I’ll get into that, and that’s a really key point. This doesn’t seem fair. The best solution I have, I’ve heard, is from Adam D’Angelo, a very, very smart guy at Quora. The idea is to grant options that are exercisable for 10 years from the grant date, which should cover nearly all the cases, whatever happens with the company. There are some tricky issues to this, blah, blah, blah. But it’s still far better than just losing the assets. I think this is a policy that all startups should adapt. So our question is, Well, likewise, Sam Wright. Is this a policy that all startups should adapt? So let me first explain again what the policy is.
[译文 24]
当员工被解雇时，情况尤其糟糕，我会详细说明这一点，这确实是个关键点。这看起来不公平。我听到的最好的解决方案来自Adam D’Angelo，他是Quora上一个非常非常聪明的人。这个想法是授予从授予日期起10年内可行使的期权，这应该能覆盖几乎所有情况，无论公司发生什么。这其中有一些棘手的问题，云云，云云。但仍然比直接失去资产要好得多。我认为这是所有初创公司都应该采用的政策。所以我们的问题是，呃，同样地，Sam Wright，这是所有初创公司都应该采用的政策吗？让我先再解释一下这个政策是什么。
[段 25]
So currently, the way almost every stock option package in Silicon Valley works, and in all the startup world, is this: that your stock, best you get stock at best over your stock, you get stock invest over a period of time. But if you leave the company, when you leave, you have—and it depends on the company, but I think it’s 90 days to exercise. So yes, so 90 days. And if you do not buy your stock in that period, it’s gone. Like, it’s not yours anymore. Which, depending on when you entered the company, could be a big problem.
[译文 25]
所以目前，硅谷以及整个创业界的股票期权方案几乎都是这样的：你的股票，最理想的情况下你会获得股票，通常是在一段时间内逐步归属。但如果你离开公司，当你离职时——这取决于各公司，但我认为通常是90天的行权期限。是的，90天。如果你在这个期限内没有购买你的股票，它就没了，不再属于你了。而这，根据你加入公司的时间，可能会成为一个大问题。
[段 26]
So a lot of companies today that are valued a lot, like if you take a really valuable startup, like say an Airbnb or an Uber or something like that, when they bring you in, they go, ‘Wow, if you look at your 409A price and the preferred price, like the stock we’re giving you right now, the options are already worth like $10 million.’ And you’re like, ‘Whoa, $10 million, I’m rich.’ But what they don’t necessarily tell you is, in order for you to get that money—because the preferred is worth $10 million—your options probably are going to cost you like $2.5 million when you leave. And if you don’t have that $2.5 million in 90 days, it’s gone.
[译文 26]
所以现在很多估值很高的公司，比如那些非常有价值的初创公司，像Airbnb或Uber这样的，当他们招聘你入职时，他们会跟你说，“哇，如果你看一下你的409A价格和优先股价格，也就是我们现在给你的股票，你的期权已经价值约$10 million了。“然后你会想，“哇，$10 million，我发财了。“但他们不一定会告诉你的是，为了得到那笔钱——因为优先股确实价值$10 million——当你离开时，你的期权可能要花费你约$2.5 million。而且如果你在90天内没有那$2.5 million，期权就没了。
[段 27]
Like, you just lost all your money. And so Sam was like, ‘Wow, that’s fucked up.’ And so he wrote a blog post. And he said, ‘Everybody should change it.’ So the first question that you have to ask yourself on something like this is, well, why is that even—like, this has kind of been around since the ’80s. So why is the rule like—since like the ’80s—so why is a rule like this around for 30 years? And it turned out, Sam, and I don’t know whether he figured this out or just intuited it, but he was right. Like, something actually had changed. So up until 2004, there used to be this law called APB Opinion No. 25.
[译文 27]
就像，你刚刚把所有钱都亏光了。然后Sam就说，“哇，这也太扯了。“然后他就写了一篇博文。他说，“大家都应该改一下。“所以遇到这种事你要问自己的第一个问题是，为什么会这样——这种事从80年代就存在了。所以为什么这条规则——从80年代开始——为什么这样的规则存在了30年？结果呢，Sam，我不知道他是真的算出来了还是凭直觉，但他说对了。因为，确实有什么东西变了。所以在2004年之前，有一条叫做APB Opinion No. 25的法规。
[段 28]
That law was the old way to account for stock options, and it’s also the law that all the guys went to jail on. So I got a lot of people who caught a case on APB 25, so I’m glad it’s gone. Because it was a very confusing law and a lot of people did not understand it, and they literally went to jail. But when that was the law, if you gave somebody 10 years to exercise their options, you would never have been able to go public and you would never have been able to be acquired. Because you basically were taking an expense that was tied to your stock price. So basically, the more your stock went up, the more compensation expense you’d have to take.
[译文 28]
那项法律是旧的股票期权会计处理方式，也是让那些人锒铛入狱的法律。所以有很多人因为APB 25惹上了麻烦，所以我很高兴它被废除了。因为这是一项非常混乱的法律，很多人不理解它，结果真的进了监狱。但在那项法律下，如果你给某人10年时间去行使期权，你永远不可能上市，也永远不可能被收购。因为你基本上要把一项与股票价格挂钩的费用计入账目。所以基本上，你的股票涨得越多，你需要计入的补偿费用就越多。
[段 29]
And the worst thing about it would be is you wouldn’t know what it was going to be. So it’d be totally unpredictable. So you could never forecast earnings ever. Because your earnings would be a function of all of your stock price. And so the more your stock price went up, the more money you would lose. And in those days, people did not look through stock options. Not look through stock option expenses. So it just wasn’t doable. And that’s why everybody’s agreement was written at 90 days. So that’s why it’s there. So absolutely, it’s the right thing to question it being there. Are you guys following? You get this? This is more complicated than the first two examples, but a very important one.
[译文 29]
而这最糟糕的地方在于，你不会知道它会是什么。所以它完全不可预测。所以你永远无法预测收益。因为你的收益将是你股票价格的函数。所以你的股价涨得越高，你就会亏得越多。而在当时，人们没有仔细研究股票期权。没有仔细研究股票期权费用。所以这根本不可行。所以这就是为什么每个人的协议都写成90天。所以这就是它存在的原因。所以，绝对的，质疑它存在是正确的。你们跟上理解了吗？你们明白这个吗？这比前两个例子更复杂，但是一个非常重要的例子。
[段 30]
OK. So your perspective on this, if you’ve got employees, is you want to be fair. Nobody wants to hire you. Hey, you get all this stock in four years. Psych. And especially when you fire someone. ‘Hey, you’re fired. I feel real bad about it. But guess what? I’m also going to take all your money too.’ You must not feel that bad. So that’s kind of a problem. But you also—and this is the thing that you’ve got to keep in mind—you also have to think about the people who are staying, and you want to reward the people who are staying. Now, the employee, the perspective of the employee who leaves, and this is really critical because this is your reputation, right?
[译文 30]
好的。如果你有员工，你的观点是想公平。没人想雇佣你。嘿，你四年后能拿到所有股票。开玩笑。尤其是当你解雇某个人的时候。“嘿，你被解雇了。我真的很抱歉。但猜猜怎么着？我还要把你所有的钱也拿走。“你肯定不觉得有多抱歉。所以这是个问题。但你也要记住——你必须记住这一点——你还要考虑留下来的人，你想奖励留下来的人。现在，从员工的角度，从离职员工的角度来看，这真的很关键，因为这关系到你的声誉，对吧？
[段 31]
Like, I worked, like, you know, a year’s work. Like, where does my year’s pay? And then, okay, so now you’re telling me about this 90-day exercise, and I know it was in the fine print of my stock option agreement, but my hiring manager never told me about that. They never told me I was going to need like $2 million to get my stock, which I don’t have. And like, so if I was rich, like, I’d get my stock. Like, that’s not fair. And so, like, you know, now I’m fired, and then I’m screwed. And guess what? You know, I’m going to tell everybody, like, how you, like, screwed me over. And so that’s a real reputational problem.
[译文 31]
像我工作了一整年了，我的年薪去哪了？然后好，你现在告诉我这个90天的行权期，我知道这在我的股票期权协议的细则里写着，但我的招聘经理从没告诉我这个。他们从没告诉我需要大约$2百万来获得我的股票，这是我根本没有的。所以如果我是有钱人，我就能拿到我的股票，这不公平。所以你知道吗，现在我被解雇了，然后我完蛋了。猜怎么着？我要告诉所有人，你们是怎么坑我的，所以这是一个真正的声誉问题。
[段 32]
So that’s something that you’ve got to consider in setting this policy. But then you also have to consider the employee who stays. And one thing that they’re going to ask themselves is, ‘Look, they’re leaving. And every time anybody leaves, is it like—was that smart?’ Like, that’s something you—because these are people who, right, your employees know each other better than they know you in any company. I don’t care what company you are, but, like, often the person they’re really working with is going to be the person they know more. And so if that person leaves, they’re going to go, ‘Well, like, should I have left too? Like, what did they get, and how does that compare to my deal?’ And so if we look at the situation and we try and analyze it, there’s a lot of components to it.
[译文 32]
所以这是你在制定这项政策时必须考虑的事情。但你还必须考虑留下来的员工。他们会问自己的一件事是：“看，他们要走了。每次有人离开时，这是否明智？”因为这些人——是的，在任何公司里，你的员工都比你更了解彼此。我不管你是哪家公司，但通常他们真正共事的人是他们更了解的那个人。所以如果那个人离开了，他们会想：“嗯，我也应该离开吗？他们得到了什么？这和我的待遇相比如何？”因此，如果我们审视这种情况并尝试分析它，其中有很多组成部分。
[段 33]
So first is, look, companies thread a lot of people around here. And I think, like, really the average is somewhere around 10%. It’s probably getting higher, particularly if you’re in San Francisco, it’s getting higher, just because of the nature of the culture there. And then Silicon Valley companies dilute like six to eight or even 10% a year for employee options. And you have to keep in mind that, as mean as it may be, if that employee leaves and can’t exercise their options, then those options come back to the pool where you can potentially give them to people who are already there. So you’re actually taking less dilution. So that’s something that you have to think about.
[译文 33]
首先，我想说的是，公司在这里会裁掉很多人。我认为，平均来说，大概在10%左右。这个比例可能还在上升，尤其是在San Francisco，因为当地文化的缘故，这个比例会更高。然后，Silicon Valley的公司每年会稀释约6%到8%，甚至10%用于员工期权。你必须记住，虽然这听起来很残酷，但如果员工离职且无法行权，那些期权就会回到期权池里，你就可以把这些期权给已经在公司的员工。所以实际上你承受的稀释会更少。这是，你需要考虑的一点。
[段 34]
I’m not saying you have to act on it, but it’s something that you have to think about it. Then secondly, look, losing all your stock is a very big incentive to stay, and that can be good news or bad news, right? Like, it can be good news in that you get to keep somebody who you might have lost. It can be bad news in that you kept them for the exact wrong reason, because they have handcuffs on them. And so you may get an employee who’s worse than not having an employee. But on the other hand, a 10-year option on a highly volatile security—for those of you who have taken that class, anybody taken that class—that’s valuable.
[译文 34]
我不是说你必须采取行动，但你必须思考这个问题。其次，失去了你所有的股票是留下的一个非常大的激励，这可能是好消息也可能是坏消息，对吧？它可能是好消息，因为你留住了一个你本来可能会失去的人。它可能是坏消息，因为你留住他们的原因完全错误，因为他们被束缚住了。所以你可能会得到一个比没有员工更差的员工。但另一方面，10年的期权在高度波动的证券上——在座的各位上过那门课的，上过吗？——这是有价值的。
[段 35]
10 years, options are volatility and length. That’s the value of an option. Well, 10 years on a startup stock, that’s a big, valuable thing. And then remember, the employee stays doesn’t get that. The employee stays just gets a stock. They get that, but they don’t get the new job and the new stock. So they get one thing, but they don’t get both things. And so you’ve got to weigh that in. So this is a hard one. I think that it should be reevaluated by every company. I wouldn’t go as far as to say that it should be adopted by every company. I think you have to think about what you want, and I would just offer kind of two alternative—what you want, and I would just offer kind of two alternative cultural statements.
[译文 35]
10年期权具有波动性和期限的特点，这就是期权的价值所在。对于初创公司股票来说，10年是很长、很有价值的时间。然后请记住留下来的员工拿不到那个（10年期权）。留下来的员工只能拿到股票。他们拿到了那个，但拿不到新工作和新的股票。所以他们只拿到一样东西，而不是两样都拿到。因此你必须权衡这一点。这是一个难题。我认为每家公司都应该重新评估。我不会说得那么远，说每家公司都应该采用。我认为你必须思考你想要什么，我只想提供两种替代性的——你想要什么，我只想提供两种替代性的文化声明。
[段 36]
One is, look, we treat employees with the utmost straightforwardness, we’re going to be fair, and therefore, like, you get 10 years to exercise your stock, and like, what we said we’re going to give you, you’re going to get, regardless of how rich or poor you are, like, that’s just a done deal. The second way to handle it—which is, and no companies do this, which is why I actually really like this post that he wrote—look, you can say up front, like, you’re guaranteed to get your salary. But for your stock to be meaningful, these are the things that have to happen. One… You’ve got to invest. Two, you have to stay until we get to an exit, like the company makes it, or you’ve got to have the money.
[译文 36]
第一种做法是，你看，我们以最大的坦诚对待员工，我们会公平行事，因此，比如，你将有10年时间来行权，而且比如，我们说会给你什么，你就会得到什么，无论你贫穷还是富有，这事儿就这么定了。第二种处理方式——也就是没有任何公司这么做，这也是为什么我真的很喜欢他写的这篇文章——你看，你可以一开始就说明白，你会保证拿到你的工资。但要让你的股票有意义，这些事情必须发生。第一……你必须投资。第二，你必须待到公司退出，也就是公司成功了，或者你得有钱。
[段 37]
And finally, the company’s actually got to be worth something because 10% of nothing is nothing. And look, the reason that we set the policy this way is we really value people who stay. So don’t join this company if you’re going to join another one in 18 months because you’re going to get screwed and our policy guarantees you’re going to get screwed on that. And so those are two ways to handle it. It really depends on you and how you want to run your culture. But again, with all these things, it’s just critical to think it through from everybody’s perspective because when push comes to shove, that’s going to matter. It’s going to change the outcome of your company.
[译文 37]
最后，公司的价值必须体现在实际收益上，因为从零开始算10%还是零。你想想，我们这样制定政策的原因是我们真的很重视长期员工。所以如果你打算在18个月后加入另一家公司，就不要加入我们公司，因为你会吃亏，而我们的政策保证你一定会吃亏。所以处理这个问题有两种方式。这真的取决于你和你想如何经营你的企业文化。但再说一次，在所有这些事情上，从每个人的角度仔细考虑是至关重要的，因为当关键时刻来临时，这会很重要。这会改变你公司的结果。
[段 38]
I’m actually revising my recommendation slightly. Let’s hear it. No, I just think there needs to be more incentive to stay. Let’s hear it. No, I just think there needs to be more incentive to stay. Right, so you could add a stay incentive. If someone gets fired, I still think they get screwed a lot of the time. Well, and the other thing that’s really important that Sam pointed out is, like, the distinction now is how much money you have. If you’ve got the money, you don’t get screwed. You walk away with all your money. You can buy your stock. You do take some risk, but you can buy your stock. If you don’t have the money, you don’t have the money.
[译文 38]
我实际上稍微修改一下我的建议。让我听听看。不，我只是认为需要有更多的激励措施让人留下来。让我听听看。不，我只是认为需要有更多的激励措施让人留下来。好的，所以你可以加一个留下激励。如果有人被解雇，我仍然认为他们很多时候会吃亏。嗯，还有另一件非常重要的事情，Sam指出的，就是现在的区别在于你有多少钱。如果你有钱，你就不会吃亏。你带着你所有的钱离开。你可以买你的股票。你确实承担一些风险，但你可以买你的股票。如果你没有钱，你就没钱。
[段 39]
Okay, so now we’re getting to the person on my shirt. Toussaint, he was the best at this. And I want to take you through some examples because they’re very powerful. Okay, so first of all about Toussaint, he was born, the thing to understand about him is he was born a slave. But he wasn’t just born a slave, he was born a slave in the most brutal place to be a slave, which was in kind of then the colony of Santo Domingo, you know, now referred to as Haiti. But this was actually a much more severe form of slavery as were kind of all the sugar-growing areas than even U.S. slavery, which is historically a very brutal form of slavery.
[译文 39]
好的，现在我们来说说我衬衫上的这个人。Toussaint，他是这方面的翘楚。我想通过一些例子来向你们展示，因为这些例子非常有说服力。好的，首先关于Toussaint，他出生了，重要的是要理解他生来就是奴隶。但他不仅仅是生来就是奴隶，他是在当时最残酷的奴隶制地方出生的，也就是then the colony of Santo Domingo，你们知道的，也就是现在的Haiti。但这实际上是一种更为严重的奴隶制形式，所有的甘蔗种植区都是如此，甚至比U.S. slavery还要严重，美国的奴隶制在历史上已经是一种非常残酷的奴隶制形式了。
[段 40]
And just to give you some numbers on it, basically over the course of slavery, the sum of like 400 years, a million slaves were brought to the U.S. and at the end of slavery, there were four million slaves in the U.S. In that same period, to the sugar-growing countries in the Caribbean, 2 million slaves were brought over, and at the end of slavery, there were 700,000 left. So from just a quantitative perspective, like nearly 10 times more brutal. And I’m going to read this to you. I don’t know if I quite have time, but I don’t care. But just to give you an idea, this isn’t just like a quantitative thing. I’ll read you sort of a description of slavery in Toussaint’s area.
[译文 40]
给你一些数字，基本上在奴隶制的整个历程中，约400年，100万奴隶被运到美国，而到了奴隶制结束时，美国有400万奴隶。在同一时期，到加勒比海的甘蔗种植国，200万奴隶被运过去，而到了奴隶制结束时，只剩下70万。所以仅从数量角度来看，大约接近10倍更残酷。我要读给你听，我不知道时间够不够，但我不在乎。只是让你了解一下，这不只是数量上的问题。我要读给你听一段关于图桑地区奴隶制的描述。
[段 41]
Whipping was interrupted in order to pass a piece of hot wood on the buttocks of the victim. Salt, pepper, citron, cinders, aloes, and hot ashes were poured into bleeding wounds. It’s not to heal them, it’s to make it worse. Mutilations were common, limbs, ears, and sometimes private parts to deprive them of the pleasures which they could indulge without expense. Their masters poured burning wax on their arms and hands and shoulders, emptied the boiling cane sugar over their heads, burning them alive, roasted them on slow fires, filled them with gunpowder and blew them up with a match, buried them up to their neck and smeared their heads with sugar that the flies might devour them, fastened them to the nest of ants or wasps and made them eat their excrement, drink their urine, lick saliva of other slaves.
[译文 41]
鞭打会中断，以便将一块灼热的木头放在受害者的臀部上。盐、胡椒、citron、灰烬、芦荟和灼热的灰烬被倒入流血的伤口中。这不是为了治愈他们，而是为了使情况更糟。残割很常见，包括四肢、耳朵，有时是私处，以剥夺他们可以免费享受的快乐。主人将燃烧的蜡倒在他们的手臂、手和肩膀上，将沸腾的甘蔗糖倒在他们的头上，活活烧死他们，用慢火烘烤他们，用火药填满他们的身体后用火柴引爆，将他们埋到颈部并将糖涂在他们的头上让苍蝇吞噬他们，将他们绑在蚂蚁或黄蜂的巢穴上，让他们吃粪便、喝尿液、舔其他奴隶的唾液。
[段 42]
One colonist was known in moments of anger to throw himself on his slaves and stick his teeth into their flesh. So that’s the slavery that he grew up in. And it’s really important to understand this because to get out of that perspective, um, this because to get out of that perspective was not easy. But he had a vision, and his vision was kind of threefold. One, he wanted to end slavery. Two, he wanted to actually take control of the country and run the country. And thirdly, he wanted it to be a first-class, world-class country, not just like something where he had freed the slaves, but something that could compete on a worldwide basis. And so that was his mindset going in, but that was the background that he came from.
[译文 42]
有一个殖民者在愤怒时会扑向他的奴隶，用牙齿咬他们的肉。这就是他成长的那种奴隶制环境。理解这一点非常重要，因为要摆脱那种观念并非易事。但他有愿景，他的愿景有三个方面。第一，他想终结奴隶制。第二，他想真正掌控这个国家并治理它。第三，他希望它成为一个first-class、world-class的国家，而不仅仅是解放了奴隶，还要成为能在worldwide基础上竞争的国家。这就是他进入时的心态，但也是他来自的背景。
[段 43]
So example, management example one, conquering the enemy. So the kind of sequence of battles that occurred in Haiti were first, you know, he had to kind of defeat the locals. But then once he defeated the locals, which is there were several countries that were very, very interested in taking control of Haiti, principally Spain, England and France. So he had to defeat those armies as well. When he conquered them, he had to decide what to do with the kind of conquered soldiers and the leaders on the other side. And to do this, he really took into perspective kind of three different points of view. One, his soldiers’ point of view. Two, the enemy’s point of view.
[译文 43]
例如，管理案例一，征服敌人。所以在海地发生的这一系列战役的顺序是，首先，他不得不击败当地人。但一旦他击败了当地人，当时有几个国家非常、非常想控制海地，主要是Spain、England和France。所以他还不得不击败那些军队。当他征服他们之后，他必须决定如何处理那些被征服的士兵和对方的领导者。为了做到这一点，他确实从三个不同的角度来考虑。第一，他士兵的角度。第二，敌人的角度。
[段 44]
And finally, the point of view of the resulting culture. Like what kind of country was he building? Because the army was going to be the seed corn for the culture of the whole country. So from the soldiers’ perspective, and I get this, you know, do we get to pillage? Like soldiers like to pillage, they get stuff, it’s something for their work. And the second thing is they’re trying to kill us, so we should kill them. That’s a basic perspective of the people who are fighting for him, so the most important people to Toussaint. Now, I put pillage up there, and so a couple of things to note. One, I didn’t put rape up there, and very interestingly, not only did he not allow rape among his army, but he didn’t even allow his officers to cheat on their wives.
[译文 44]
最后，关于由此产生的文化的观点。比如说，他要建设什么样的国家？因为军队将成为整个国家文化的种子。所以从士兵的角度来看，我理解这一点，你知道，我们能劫掠吗？就像士兵喜欢劫掠，他们能得到东西，这是他们工作的一部分。第二件事是他们试图杀死我们，所以我们应该杀死他们。这是为他战斗的人的基本观点，所以对Toussaint来说最重要的人。现在，我把劫掠放在那里，有几件事需要注意。第一，我没有把强奸放在那里，而且非常有趣的是，他不仅不允许他的军队中有强奸行为，甚至不允许他的军官欺骗他们的妻子。
[段 45]
And if they did, he’d get rid of them because he was so concerned about the resulting culture. What was it going to be? Was it going to be productive? Was it going to be best in the world? Or was it going to be something less than that? And so that was his mindset going in. His army was actually famous for not pillaging. So they were actually already used to this. They were famous for not pillaging. And this was one of the most surprising things to the conquered people, to the point where in Haiti he had a reputation where even the white people were very impressed with him just because he would go into their city and not pillage, even though he would win.
[译文 45]
如果他们真的那样做了，他会除掉他们，因为他非常关心由此产生的文化。它会是什么样的？它会有生产力吗？它会是世界最好的吗？还是会比那更差？所以那就是他进入时的心态。他的军队实际上以不掠夺而闻名。所以他们实际上已经习惯了这一点。他们以不掠夺而闻名。而这对被征服的人民来说是最令人惊讶的事情之一，以至于在海地，他有一个名声，甚至白人都对他印象深刻，就因为他进入他们的城市却不掠夺，尽管他会获胜。
[段 46]
But again, this is because he took a long view of the culture. And this is a kind of important subtle point which gets him to his conclusion, but he believed that the culture of Haiti, because it was a slave culture, sugar plantation culture, was just pretty low grade to what he had experienced in Europe when he dealt with the Europeans. And then he thought that slave culture was even more broken than Haitian culture because if you think about slave culture, it’s like the kind of culture where, oh, you don’t do what I tell you, I’m going to beat you to death, I’m going to blow you up with gunpowder. If you think the kind of behavior that ensues from that, that was the culture he knew he needed to replace, he knew he needed to upgrade.
[译文 46]
但再次，这之所以这样，是因为他以一种长远的眼光来看待文化。这一个重要的微妙之处，引领他得出结论：他认为海地的文化——因为它是奴隶文化、甘蔗种植园文化——比起他在欧洲与欧洲人打交道时的经历，要低劣得多。然后他认为奴隶文化甚至比海地文化更加破碎，因为如果你想想奴隶文化，就是那种文化——哦，你不听我的话，我就把你打死，我就用火药把你炸死。如果你想想那种行为所导致的后果，那就是他深知需要替换的文化，他深知需要升级的文化。
[段 47]
So his solution was when he conquered the British, or he conquered the Spanish, or he conquered the French, he would take the very best people from there and he would make them generals in his army. So you probably didn’t expect that. So here are the guys trying to kill him. He’s leading a slave revolution. And when he conquers the enemy, he actually incorporates them into his army and makes them part of that because he wanted the expertise and he wanted the culture to be at a much higher level. So the second question he had, this is even more complicated, what do you do with the slave owners? So you’re leading a slave revolution, you take control of the country, what do you do with the slave owners?
[译文 47]
所以他的解决方案是，当他征服British、Spanish或French时，他会从当地挑选最优秀的人，让他们成为他的军队的将领。所以你可能没想到这一点。这些就是那些试图杀死他的人。他在领导一场slave revolution。当他征服敌人时，他实际上把他们融入他的军队，让他们成为其中的一部分，因为他想要专业知识，他想让文化达到更高的水平。所以他面临的第二个问题，这甚至更复杂，就是如何处置slave owners？所以你在领导一场slave revolution，你控制了国家，你如何处置slave owners？
[段 48]
Three perspectives again. So for the slaves, like come on, like if you’re a slave and you win the war against the slave owners, You want to kill them. There is no question. Not only do you want to kill them, but that’s your land now. We won. F you. From Toussaint’s perspective, it was more complicated because he wanted Haiti to be a first-world country. Sugar was really important. The whole slave economy was a sugar economy. On the other hand, he was a slave, and he’s got to be pretty upset, particularly given the type of slavery. Then, but he had to consider, like, he didn’t know how to run a sugar plantation. And then, like, he didn’t have any business relationships on who to trade the sugar with.
[译文 48]
三个角度再说一次。所以对于奴隶来说，拜托，如果你是个奴隶，而你打败了奴隶主赢得了战争，你会想杀了他们。毫无疑问。你不仅想杀了他们，而且那是你们的土地了。我们赢了。去你的。从Toussaint的角度来看，情况更复杂，因为他想让Haiti成为第一世界国家。糖非常重要。整个奴隶经济就是糖经济。另一方面，他是个奴隶，他肯定非常愤怒，尤其是考虑到那种奴隶制。然后，但他必须考虑，比如，他不知道怎么经营糖种植园。然后，比如，他没有任何商业关系来确定和谁进行糖的交易。
[段 49]
But on the other hand, like war, like you win the war, you get the land. Like that’s a pretty, like, basic rule. So what to do? And then if you look at the slave-owner perspective, it’s pretty interesting because they’re coming at it from—and this is the point of view that he actually had the discipline to understand—they were coming from a cost structure that was predicated on slave labor, so their business didn’t work without slave labor. Literally, if they had to pay people, their cash flow wouldn’t work. They paid a lot of money for the slaves up front, and they paid a lot of money for the land. So in their mind, to rent it, that was like…
[译文 49]
但从另一方面来说，就像战争一样，你赢了战争，就能获得土地。这是一条相当基本的原则。那该怎么办呢？然后，如果你从奴隶主的角度来看，这就很有趣了，因为他们的出发点是——这正是他实际上有纪律去理解的观点——他们的成本结构建立在 slave labor 的基础上，所以没有 slave labor，他们的生意就运转不下去。毫不夸张地说，如果他们必须付钱给人，他们的现金流就无法运转。他们预先支付了很多钱买 slaves，也花了很多钱买土地。所以在他们看来，把这些出租出去，这就好像是……
[段 50]
So in their mind, to run it, that’s how business worked. You can’t just change the economics and have it still work. And then they knew they had some power because of the position they were in. So what was the answer for the slave owners? So the solution was like: one, I’m going to end slavery. Two, I’m going to let the slave owners keep their land. Three, I’m going to make them pay their workers. So there’s no more slave labor. You have to have paid workers. But in order to fund that, I’m going to lower their taxes. You guys ought to be kind of impressed with that. Like, lower the taxes of the slave owners after you defeat the slave owners and, like, end slavery.
[译文 50]
所以在他们看来，要运作的话，商业模式就是这样的。你不能简单地改变经济模式还期望它能继续运转。然后他们知道自己因为所处的位置而拥有一些权力。那么对奴隶主来说，答案是什么呢？所以解决方案是：一，我要终结奴隶制。二，我要让奴隶主保留他们的土地。三，我要让他们支付工资给工人。这样就不再有奴隶劳动了。你必须雇用付薪工人。但为了给这个提供资金，我要降低他们的税收。你们应该对这一点感到有些佩服。比如说，在打败奴隶主、终结奴隶制之后，还要降低奴隶主的税收。
[段 51]
But he had a bigger goal. He wanted a stronger culture. The way he treated those slave owners, the need to keep the economy going was important. And then, like, let’s look at the results. So, first of all, it is… Toussaint’s revolution is the only successful slave revolution in the history of mankind. There’s never been another one. There may never—hopefully, we won’t have slavery in a big way, and there won’t be another one—so, like, he’s it. Two, you know, the plantation owners kept their land. Three, he defeated Napoleon. He had a booming economy and a world-class culture. Under Toussaint, Haiti had more export revenue than the United States. So that’s how successful he was in the revolution, and this successful he was in the revolution.
[译文 51]
但他有一个更大的目标。他想要一个更强大的文化。他对待那些奴隶主的方式，保持经济运转的需要很重要。然后，让我们看看结果。所以，首先……Toussaint的革命是人类历史上唯一成功的奴隶起义。从来没有过另一次。可能永远不会——希望我们不会再大规模地出现奴隶制，也不会有另一次——所以，他就是唯一的那一次。二，你知道，种植园主保住了他们的土地。三，他击败了Napoleon。他拥有蓬勃发展的经济和世界级的文化。在Toussaint的领导下，海地的出口收入超过了United States。这就是他在革命中取得的成功程度。
[段 52]
And this is the power of looking at a situation not just from your point of view, but from the point of view of all the constituents, even the people you hate, which is hard to do when you’re CEO, and harder to do when you’re leading a revolution. So, just like in conclusion, the most important thing that you can learn as CEO—one of the hardest things to do is you have to discipline yourself to see your company through the eyes of the people that you’re working through, through the eyes of the employees, through the eyes of your partners, through the eyes of the people who you’re not talking to and who are not in the room.
[译文 52]
这就是从不同角度看待问题的力量——不仅从你自己的角度，还要从所有利益相关者的角度，甚至是你讨厌的人的角度。当你担任CEO时这已经很难做到了，而在领导一场革命时就更难了。
所以，正如总结所示，作为CEO你能学到的最重要的事情之一——最难做到的事情之一是，你必须约束自己，透过你正在为之工作的那些人（透过员工的眼睛、透过合作伙伴的眼睛、透过那些你没有在与之交谈的人、那些不在场的人的眼睛）来看待你的公司。
[段 53]
Thank you. No, take questions. Yes, sir. How do you communicate to the most affluent executives in the company? What is the best way to partner in the conversation with him and her? And how do you communicate the message to the rest of the employees so that they can also stop on the same page? Right, right. So this is a great question. Yes, so the question is, so if you’ve got a fire demoted an executive, one, how do you have the conversation? And then two, how do you explain it to everyone else? Because it’s clearly some kind of failure. You failed on hiring. You failed on integrating. They failed at their job. It’s failure. And so I would say, look, the first thing is—and so I would say, look, the first thing is—when firing the person, you have to really try to be honest.
[译文 53]
谢谢。不，请提问。是的，先生。如何与公司中最富有的高管沟通？与他和她对话的最佳方式是什么？如何将信息传达给其他员工，让他们也能统一认识？好的，好的。所以这是个好问题。是的，这个问题就是，如果你要解雇或降职一位高管，第一，如何进行对话？第二，如何向其他人解释？因为这显然是一种失败。你在招聘上失败了。你在整合上失败了。他们在工作上失败了。这是失败。所以我想说，看，最重要的是——所以我想说，看，最重要的是——在解雇这个人时，你必须尽力诚实。
[段 54]
And, you know, you’re feeling like you failed. And I think a common reaction is like, then there’s a couple of common reactions. One is like, you just suck, and like, so, like, I’m firing you, screw off. That’s not good because it’s not really true. It may be like, you know, you’re feeling that way. And then another kind of common mistake is just to be like, you know, too mushy. It’s not you, it’s me. And it feels like some kind of weird breakup with an ex-boyfriend that you really didn’t like. But generally, like when you hire people, like you try to hire the very best, and you hire people who are qualified to do the job.
[译文 54]
你懂的，你感觉像是自己失败了。我认为常见的反应是，有几种常见的反应。一种是，你就是不行，所以，我要炒你鱿鱼，滚吧。这不好，因为这不是真的。可能你知道，你就是这么想的。然后另一种常见的错误就是太软绵绵了。不是你的问题，是我的问题。这感觉就像和你真的不喜欢的旧男友分手一样奇怪。但一般来说，当你招聘人员时，你会努力招聘最优秀的人，招聘那些有资格胜任这份工作的人。
[段 55]
And generally, the reason that they fail in the job is you made some mistake in the hiring process in that you didn’t match them to the needs of your company accurately enough. That’s the number one reason why this fails. And so that’s generally a good place to start to say, look, here’s how we are, and here’s what I didn’t recognize about us and about you when I made the decision, and now it is what it is. So we’re going to have to move on. And then when you talk to the employees about it, like this is—and this gets different—which is look, you can take somebody’s job. You have to take their job, and this is something Bill Campbell taught me, but you don’t have to take their dignity.
[译文 55]
通常情况下，他们工作失败的原因是，你在招聘过程中犯了错误，没有足够准确地让他们匹配你公司的需求。这是导致这种情况失败的头号原因。所以这通常是一个很好的起点，可以说：“看，这就是我们的状况，这就是我在做决定时没有认识到关于我们和你之间的东西，现在木已成舟。”所以我们必须继续往前走。然后当你和员工谈论这件事时——这会有所不同——你要知道，你可以拿走别人的工作。你必须拿走他们的工作，这是Bill Campbell教我的，但你不必剥夺他们的尊严。
[段 56]
And so it’s not necessary to get up in front of the company and say, I blew that motherfucker out. I capped his ass. In fact, it’s not good because nobody feels good about that. You might feel proud of yourself, but nobody else feels good about that. The right thing to do is just thank them for their work, let people know that they’re moving on. And you don’t really have to explain all their personal details. It’s more important to leave them with their dignity and let them go on to live another day because, look, what you say at that meeting, that’s their reputation. Because everybody in your company is going to get a call on that person when they try and get their next job.
[译文 56]
所以没必要当着全公司的面说，我把那个混蛋干掉了，我崩了他。实际上这样不好，因为没人会觉得舒服。你自己可能觉得骄傲，但别人不会觉得舒服。正确的做法是感谢他们的工作，让大家知道他们要离开了。你真的不需要解释所有的私人细节。重要的是让他们保留尊严，让他们能够继续生活下去，因为你要知道，在那场会议上你说的那些话，会影响他们的名声。因为当他们去找下一份工作时，你公司的每个人都会接到关于那个人的电话。
[段 57]
So if you start saying a bunch of BS about them, that’s not going to be good. And it’s not going to get interpreted as we screwed up. It’s going to get interpreted as he screwed up. And so there are kind of two different things. You have to be very honest with them, but you have to make sure you preserve their dignity when you talk to the company. Yes, sir. So I was reading your book yesterday, and I started getting heart attacks. Sorry about that. Yeah, with LabCloud and elsewhere. And so one question for me, and I think for everyone, is how did you, in particular, deal with all the stress? Like, was it like meditating?
[译文 57]
所以如果你开始说一堆废话批评他们，那不会有什么好结果。这不会被理解为是我们搞砸了，而会被理解为是他搞砸了。所以这其实是两件不同的事。你必须对他们非常诚实，但当你和公司沟通时，你得确保维护他们的尊严。
是的，先生。所以我昨天在读您的书时，开始感到非常紧张。抱歉。关于LabCloud和其他地方的。有一个问题对我来说是，我想对所有人也是，您究竟是如何应对所有这些压力的？比如，是通过冥想吗？
[段 58]
So the question was, how did I deal with all the stress of being CEO? And the answer is I used to be 6'4 and good looking. So clearly not very well. I get asked that a lot, and I really don’t have a great answer for it. I mean, I think that the one, I have a wonderful wife who’s sitting right here, so I’ll say that. So if you’re married to somebody who’s supportive, that makes it like a thousand times easier. If I wasn’t, I would definitely probably be dead. But the one thing with trust is you’ve got to keep your focus on what you can do, not what happened to you. And it’s a really hard thing to do because it’s constantly—and people are always asking you about it—like, what the fuck are we going to do?
[译文 58]
所以问题是，我是如何应对担任CEO的所有压力的？答案是我曾经身高6'4，长得也很帅。所以显然处理得不太好。我经常被问到这个问题，我真的没有一个很好的答案。我是说我认为有一点，我有一位很棒的妻子，她现在就坐在这里，所以我会这么说。所以如果你嫁给了一个支持你的人，那会让事情变得容易一千倍。如果没有她，我很可能早就死了。但关于信任，有一件事是你必须保持专注于你能做的事情，而不是发生在你身上的事情。这真的很难做到，因为总是——而且人们总是在问你——比如，我们他妈到底要怎么办？
[段 59]
We’re going to die. We’re running out of cash. It’s all going to be over soon. But you can’t focus on that. You have to focus on: what are my options? What can I do? And where can I go? And the better that you are at that, the higher your chance for success. How did Toussaint get the French generals to work for him? What was his pitch? Oh, so this is a great question. How did Toussaint get the French generals to work for him? And the reason was they were so shocked that he didn’t kill them because he was like, where… that he didn’t kill them because he was like, Their perspective is: We’re fighting the slave army, we’re fighting the savage army, they’re going to kill us.
[译文 59]
我们会死。我们现金快用光了。一切很快就会结束。但你不能专注于那些。你必须专注于：我的选择是什么？我能做什么？我能去哪里？你在这件事上做得越好，你的成功机会就越高。杜桑是如何让法国将军们为他效力的？他的提议是什么？哦，这真是个好问题。杜桑是如何让法国将军们为他效力的？原因是他们非常震惊他没有杀死他们，因为他就像……他没有杀死他们是因为他就像，他们的观点是：我们在与奴隶军作战，我们在与野蛮军作战，他们会杀死我们。
[段 60]
And so when he said, Look, we’re not going to kill you, that was such a shock to their system that it completely reoriented their whole way of thinking, and they actually became much more loyal to him than they ever were to France. And he actually borrowed that technique, interestingly, from Julius Caesar, who he had studied. He was a very unusual slave in the sense that his owner recognized how smart he was and put him in the library because he wanted Toussaint to eventually run the plantation for him. And so the person that he studied most of all in his master’s library was Julius Caesar. And so he borrowed that technique from him but applied it in a much more dramatic context.
[译文 60]
所以当他说"看，我们不会杀你"的时候，这对他们的体系是一个巨大的冲击，完全重新调整了他们的整个思维方式，事实上他们变得比效忠法国时更加效忠于他。有趣的是，他实际上是从他曾经研究过的Julius Caesar那里借鉴了这种技巧。从某种意义上说，他是一个非比寻常的奴隶，因为他的主人认识到他有多聪明，让他待在图书馆里，因为主人希望Toussaint最终能替他管理种植园。所以在他的主人图书馆里，他研究最多的人就是Julius Caesar。所以他从他那里借鉴了这种技巧，但将其运用在更加戏剧性的情境中。
[段 61]
And so his army was kind of, he had British, French, Spanish slaves, and mulattoes who, most of the mulattoes in Haiti at that time were pro-slavery. So that was another issue, but his leadership was so great, everybody wanted to join him. Yes? How do you incorporate that same ideology in people who were previously against you on your side? Yeah, so, you know, and it’s different in different ways, but a lot of it, you know, his whole strategy, and I’m sorry, the question was, how do you incorporate Toussaint’s ideology and get people who were previously against you on your side? And I would just say what he did in general is the right thing, which is basically: you have to show them a better way.
[译文 61]
他的军队基本上有British、法国、西班牙的奴隶，还有mulattoes，当时海地的大多数mulattoes都支持奴隶制。所以这是另一个问题，但他的领导力非常强，每个人都想加入他。对吗？你如何将同样的理念融入那些之前反对你的人，让他们站到你这边？是的，你知道，虽然方式各有不同，但很大程度上，你知道，他的整体策略，抱歉，问题是你如何将Toussaint的理念融入并让那些之前反对你的人站到你这边？我会说，他所做的大体上是对的，基本上就是：你必须向他们展示一条更好的道路。
[段 62]
As a leader, if somebody’s your enemy and you need to convert them over, and this happens in business too, where somebody’s a competitor or something and you want to bring them over, but you want to bring them over. You don’t want to bring all the unethical people who will switch competitor to competitor over. And it really is like your culture has to be elevated. Your mission has to be elevated. Your way of doing things has to be just better. And that was the thing that was so compelling for the rest of the army. Yes? So going off of your last answer, actually, I’m curious as to sort of like the interest in the war which you see that you found in.
[译文 62]
作为领导者，如果某人是你的敌人而你需要把他们转化过来，这在商业中也会发生——当某人是竞争对手或其他情况时，你希望把他们招揽过来，但你确实想要把他们招揽过来。你不想招揽那些会不断跳槽于各个竞争对手之间的不道德的人。而这确实需要你的文化得到提升。你的使命需要提升。你做事的方式需要更好。而这正是对军队其余人员如此有说服力的地方。对吧？所以延续你上次的回答，实际上，我很好奇你提到的对战争的兴趣。
[段 63]
How have you built a culture around people and all the entrepreneurs that you work with that has differentiated you in the market from all other VCs? Probably not the best question for me. I could ask Sam that. I don’t know. So the question is, have we built a culture at Andreessen Horowitz that has differentiated us from all other VCs? I feel like that’s certainly the goal, and we’ve been around for five years now. And you know the attempt that we made at it, and it’s for the rest of the world to judge if we succeeded, was basically this: that in the old days of VC, when I was an entrepreneur, the basic idea was you’d have an entrepreneur and an inventor, and they’d get a company to a point.
[译文 63]
你们是如何围绕你们合作的人以及所有企业家建立了一种文化，这种文化让你们在市场上区别于所有其他VC？这可能不是最适合我问的问题。我可以问Sam这个问题。我不知道。所以问题是，我们是否在Andreessen Horowitz建立了一种文化，这种文化让我们区别于所有其他VC？我觉得这肯定是我们的目标，而且我们已经存在五年了。而你们知道我们为此所做的尝试，以及让全世界来判断我们是否成功，基本上是这样的：在VC的旧时代，当我是一名企业家时，基本的理念是，你会有一位企业家和一位发明家，他们会推动公司发展到一定阶段。
[段 64]
And then at that point, they’d either be ready to be CEO, or you would go find a CEO to replace them and build, quote unquote, the company. Our kind of cultural philosophy was like: the founder-inventor is special, so we’re gonna design the firm and the culture of the firm to help the founder develop into a CEO, and so we do a lot of systematic things different. The two biggest are: one, all of our partners are kind of founders, CEOs, so that you get somebody. Our original motto was some experience required. That’s a joke. If you’re going to advise a CEO, you have to have kind of been a CEO. Imagine that. That’s why I like Sam.
[译文 64]
然后在那个阶段，他们要么已经准备好成为CEO，要么你会去找一个CEO来替换他们，然后建立"所谓的"公司。我们的文化哲学是：创始人-发明家是特别的，所以我们要设计公司及公司文化来帮助创始人发展成为CEO，所以我们会做很多系统性的不同安排。其中最大的两个特点是：一，我们所有的合伙人都可以是创始人、CEO，这样你就能找到志同道合的人。我们最初的座右铭是"some experience required”。这是个玩笑。如果你要是辅导CEO，你自己必须得当过CEO。想象一下。这就是我喜欢Sam的原因。
[段 65]
He used to be a CEO. He doesn’t talk about it that much, but he was a CEO, and I’m good at it. And then the second part is that a professional CEO would bring in, in the old days, a network of just tons of people that he would know, from all kinds of guys who bought technology at big corporations to important partners in the field, like guys like Google and Facebook, to people in the press that he or she might know and so forth. And so we try to basically build that network on your behalf at the firm, and I think we do a better job of that than anybody else. So those are the ways that we try to be different.
[译文 65]
他曾经是一位CEO。他不怎么谈这个，但他确实当过CEO，而我也很擅长这件事。然后第二部分是，在过去，一位专业的CEO会带入大量的关系网络，这些人包括各种类型的——从在大公司采购技术的人，到领域内重要的合作伙伴，比如Google和Facebook这样的人，再到媒体中他或她可能认识的人，等等。所以我们基本上是尝试代表你在公司建立这样的关系网络，而且我认为我们在这方面比任何人都做得更好。这些就是我们试图与众不同的地方。
[段 66]
One more question. Yes, one more question. Yes, the front row. It seems like putting yourself in other people’s shoes is very important in management. So can you give us some tips to do it in the daily life? Yes. Yeah, so putting yourself in other people’s shoes is difficult in management. Can you think about how to do it in daily life? It’s hard. It’s hard in daily life. It’s even harder in management because it’s the stress of the moment, right? Like a great employee is asking you for a raise. It is very hard not to respond. It’s very, because like you do not want to lose them. And like they’re not asking you for a raise randomly.
[译文 66]
还有一个问题。是的，还有一个问题。是的，前排的观众。是的，看起来设身处地为他人着想在管理中非常重要。那么你能给我们一些在日常生活中实践的建议吗？是的。是的，所以在管理中设身处地为他人着想是很难的。你能想想在日常生活中怎么做吗？很难。在日常生活中都很难。在管理中更难，因为那是当下的压力，对吧？比如一个优秀的员工找你要求加薪。要不回应是很难的。真的很困难，因为你不想失去他们。而且他们也不是无缘无故来找你要求加薪的。
[段 67]
They’re asking for a raise for a reason. And so to say, okay, you know, particularly if you don’t have a process in place, to go stop, like back out. I would just say, and it’s a key thing in being a leader, is you’ve got to pause yourself. If somebody comes to you with something that you know is important, but you want to feel like, when you’re a leader, you want to feel like you have all the answers. Like right now, you guys are asking me questions. If I don’t know the answer, I’ll make something up because I want you to think I’m real smart. And it’s important. I say the most important thing is to pause.
[译文 67]
他们要求加薪是有原因的。所以这么说吧，特别是如果你没有现成的流程，就去停止，比如退出。我会说，作为领导者，一件关键的事情是你必须让自己暂停。如果有人来找你谈一些你知道很重要的事情，但你想让自己感觉，作为领导者，你想要让人觉得你有所有答案。就像现在，你们在问我问题。如果我不知道答案，我会编造一些东西，因为我想要你们觉得我真的很聪明。这很重要。我是说，最重要的是暂停。
[段 68]
So if you know something is really important and you haven’t thought it through, it’s just to say, You know, look, I’m taking this really seriously, but I have to pause because I have to think it through from all perspectives, and I’m going to come back. And I end up doing that a lot, just because there are a lot of things that you run into that you haven’t seen before. And I’ll tell you, most CEOs, including myself, learn this the hard way. You walk in, you kind of step in it like three or four times. You go, okay, I’m going to sneak away with this. Nobody’s going to see me give them the raise. I’m going to do it, and it’s going to be all under the covers.
[译文 68]
所以，如果当你知道某件事真的非常重要，但你还没有想清楚，那就直接说，你知道，听着，我非常认真对待这件事，但我必须暂停一下，因为我需要从各个角度思考清楚，然后我会回来给你答复。我经常这样做，只是因为你会遇到很多以前从未见过的事情。而且我告诉你，大多数CEO，包括我自己，都是通过惨痛的教训才学到这一点的。你走进来，你会大概踩进去三四次。你会说，好吧，我要偷偷摸摸地处理这件事。没有人会看到我给他们加薪。我要做，而且这一切都会在暗地里进行。
[段 69]
Confidentiality, baby. And then it comes up and it blows up in your face three weeks later, and you’re like, Oh, my God, like, what have I done? Or three months later, even a year later. And then once it’s a year later, it’s a huge problem. Like, so you’ve taken what’s a little emotional problem and you’ve turned it into a forest fire. You know, we call it like the kimchi problem. The deeper you bury it, the hotter it gets. It’s a Korean joke. But you know, it takes practice. I would say it takes practice. And it’s very difficult to do. And I’d say, you know, like some of the—my friend Bill Campbell, this is his big skill.
[译文 69]
保密，宝贝。然后它冒出来了，三周后在你脸上爆炸，你就像，哦，天哪，我做了什么？或者三个月后，甚至一年后。然后一旦过了一年，这就是一个大问题。就像，你把一个小小的情感问题变成了森林大火。你知道，我们称之为kimchi问题。你埋得越深，它就越热。这是一个韩国笑话。但你知道，这需要练习。我会说这需要练习。而且这很难做到。我会说，你知道，就像一些——我的朋友Bill Campbell，这是他的大技能。
[段 70]
Like, this is what he’s so great at. People always try and describe him to me, and I’m like, That’s not him at all. That’s not what he’s good at. He’s not good at that or that. He’s good at this. He’s good at seeing the company through the eyes of the employees. And like I said, if you’re good at that, you’ll be very likely an elite leader. So thank you. Thank you. Thank you. Thank you.
[译文 70]
就像，这就是他最擅长的地方。人们总是试着向我描述他，我就说，那根本不是他。那不是他擅长的。他不擅长那个或那个。他擅长的是这个。他擅长的是从员工的角度看待公司。就像我说的，如果你擅长这一点，你很可能就会成为一个elite leader。所以谢谢。谢谢。谢谢。谢谢。
Source: bilibili BV1oWKpzoE1Z