育學園 CTO 於遊：用“養育孩子”的理念來管理技術團隊

{"type":"doc","content":[{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一千位 CTO 有一千種管理方式，你是否想過用“養育孩子”的方法也可以用來管理技術？在 2020 年 10 月 24 日的 GTLC 全球領導力峯會成都站上，育學園 CTO 於遊爲大家帶來“用養育孩子的理念來管理技術團隊”的主題分享，他提出新團隊建立就像孩子的誕生一樣，有着各種隱性的問題，該如何解決這些隱性問題想必很多夥伴都很感興趣。本文爲演講整理，一起在文中尋找答案吧！Enjoy～"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"嘉賓介紹："},{"type":"text","text":"於遊，育學園 CTO、"},{"type":"link","attrs":{"href":"https:\/\/tgo.infoq.cn\/","title":"xxx","type":null},"content":[{"type":"text","text":"TGO 鯤鵬會"}]},{"type":"text","text":"（北京）董事會成員，曾就職於網易、久遊，中演票務通 CTO，Groupon.cn CTO，千丁互聯 CTO，萬達電商 平臺技術中心總經理，GITC 全球互聯網大會主席團成員，GITC 全球互聯網大會主席團成員，麒麟會理事。曾獲得全國第 12 屆運動會（遼寧）- 突出貢獻獎、第二屆青年奧林匹克運動會 - 票務技術總監理、2018 年 GITC 全球互聯網技術大會（GITC）- 技術傑出貢獻獎以及2019年中國教育科技大會-技術成就獎等。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"大家好，我今天分享的主題是“用養育孩子的理念來管理技術團隊”，我所在的公司名叫"},{"type":"link","attrs":{"href":"http:\/\/www.ivybaby.me\/","title":"xxx","type":null},"content":[{"type":"text","text":"育學園"}]},{"type":"text","text":"，業務涵蓋育兒記錄、紀念分享、發育測評，最主要是提供母嬰類育兒的知識。雖然公司用戶數量不多，只有 1700 萬，但是在整個母嬰領域屬於頭部企業。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"每年中國有 1500萬的新生兒，4 年也就是 6000 萬左右，公司利用僅僅 4 年多的時間，就掌握了中國 1\/4 的新生兒家庭。在我的工作內容範疇內，我學習了很多育兒的知識，今天講述的內容基本上和育兒的理念相同。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"養育孩子 VS 創立新公司\/團隊"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/uploader.shimo.im\/f\/KuxlrLAAV2ZXHXma.png!thumbnail?fileGuid=kccyR3XQYkRcVQTW","alt":null,"title":null,"style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"今天的正式分享以一種罕見病開始，小兒甲基丙二酸血癥，這是一種小兒類強染色體疾病。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"它的主要表現是患者尿液和血液中含有大量的甲基丙二酸，酸性的腐蝕會影響孩子的大腦發育，情況嚴重一些就是腦癱。疾病的發病率大約是十分萬之 1.2-1.5，這意味着 1500 萬中國新生兒有 2.6 萬左右的用戶得到這樣的病，但是因爲這是常染色體隱性遺傳病，父母們常常不清楚。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在孩子出生前，隱性遺傳病用常規技術手段較難檢測，因此無法避免，但是它的治療方法很簡單——特殊配方粉。只要孩子在出生那一刻起，不餵母乳，不餵奶粉，只喂一種特殊配方粉就可以。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"疾病的產生，防護以及治療像極了創辦新公司的過程。在這個階段當中，創始人亦或是 CTO 沒有辦法避免很多意外事情的發生，不過我們可以像“喂特殊配方法的”的方法來解決這些問題。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"剛纔談到上述病症的檢驗方法，我可以告訴大家異常簡單方法——孩子出生之後，去查驗一下小孩尿液中是否含有大量的甲基丙二酸。這樣就可以查驗出孩子是否有患病，針對性地治療會容易很多。公司系統也是一樣，很多人隱形的問題，通過一些簡單的檢測，可以發揮很大的作用。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這其實像極了我們在一家新公司在搭建架構的初期所犯的錯誤，不是每個公司的基因都是完美的，但即使是有一些小的問題，其實也可以經過後期的調整來進行彌補，所以我一直都在思考，育兒的理念能否用在公司管理和技術管理上。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"今天我會以這個角度分享三點內容。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第一，我會分享從 0 到 1 搭建團隊過程中容易遇到的坑，這些坑有點類似於新生兒整個生長髮育過程；第二，當公司初具規模之後，CTO 應該如何進行團隊的溝通和配合？這些東西會以家庭爲單位形成一種養育方法；第三，簡單分享一些空降 CTO 的管理方法論。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"從 0 - 1 的那些坑"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"首先是新公司、新系統經常的問題，這些問題和新生兒的健康問題一樣，難以避免且很難察覺。新生兒的父母應該都會有非常大的感觸，孩子們看似是一個相對健康的狀態，實際上體弱多病。我們的系統看是可用的，實際上有很多問題。這是爲什麼？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因爲新公司初創之時，我們對未來沒有明確的期許。對於業務和架構，沒有明確的規劃，只能用無限地填坑去解決以往的問題。創業初期合夥人常常會說：“你的技術不行，你的團隊不行，你要去解決你團隊的問題，去支持公司的業務”，但實際情況並不是這個樣子。有時候甚至出現的問題是你的技術“太 OK了”，設計出的系統足夠複雜。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"系統過分地設計"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"拿中臺舉例，中臺的“厚”或者“薄”決策權在 CTO 手裏，CTO 決策錯誤會造成團隊的疲憊不堪。例如系統在設計之初做了多元版本，爲了解決一個簡單的業務需求，技術團隊常常需要改掉所有多元的配置，跑完發版、上線、測試等整個全流程。這種過分設計，很難保證業務的快速迭代，修改起來非常困難，團隊疲憊不堪。今年的技術顧問經理，讓我認識到技術不是越高級，複雜越好，可以解決業務需求就可以。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"京東最早的時候，代碼就是在一個“別墅”當中寫出來。當京東的業務達到一定程度的時候，它出現了巨大的問題。劉強東曾經拿了一把刀說：“我要請技術團隊喝茶”。後面更換了四任  CTO，這個問題都沒有解決。最後還是買了一臺 oracle，才解決了問題。技術管理者選擇的技術框架和技術能力不一定能夠讓公司得到好的結果。有時候技術人員會陷入到一個誤區當中——總是認爲自己的錯。其實你沒錯，沒有人錯，關鍵是這個決策是否正確。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"經驗主義遺傳病"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除去決策問題之外，公司還會有“遺傳病”，公司的遺傳病來源於什麼？來源於 CTO 的自信，經驗主義的自信。很多 CTO 將過去公司的架構，技術等照搬到新公司或者團隊，造成各種“隱形疾病”，這種隱形遺傳病像兒童的疾病一樣，在一定時間就會雪崩。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/uploader.shimo.im\/f\/vefngcvaIISs2eTh.PNG!thumbnail?fileGuid=kccyR3XQYkRcVQTW","alt":null,"title":null,"style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"上圖展示過程大家都經歷過——新生兒誕生，父母睡不好。我相信很多團隊的領導都有這樣的經歷，所以開始上線的時候，我需要爲所有系統重新評估，着手解決系統以前沒有解決的問題。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"如何治病？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"能否真正解決問題與 CTO 的能力有關。在 0 到 1 的階段，技術能力、業務能力、架構能力、產品能力以及管理能力缺一不可。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/uploader.shimo.im\/f\/V6HfVQreJAc2BX7U.PNG!thumbnail?fileGuid=kccyR3XQYkRcVQTW","alt":null,"title":null,"style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第一，技術能力。技術能力包括深度、廣度、合理、敏銳度，說起來容易，但是做起來很難。我曾經爲一位搜索行業的 CTO 擔憂過，因爲這位 CTO 對底層數據結構的時候一無所知，後來這家公司也沒有做成功。有一些最基礎的東西，CTO 是應該去了解。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"說完深度，談一下廣度。後端需要對前端有一定的瞭解。最近幾年前端變化比較快，H5 半年不看，就落後了一個時代。CTO 需要拓展自己這方面的知識，無需深入，瞭解即可。另外一個廣度問題是招聘人才，想要尋找合適的人，必須有足夠的知識廣度，纔可以招聘到團隊所需要的人才。其次是合理度，這指的是公司選擇這個東西是否合理。它建立在廣度和深度的基礎上，自然而然誕生的能力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最後就是敏銳度，保持對市場以及生態的敏銳度。當我寫代碼的時候，我觀察到了未來分佈式的可能性，我完全採用了分佈式系統，取得了非常好的效果。如果沒有那樣做，按照現在的數據量公司的系統早已經 Cover 不住了。這是一種敏銳度。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第二，業務能力。理解業務、推動業務的業務能力，如果 CTO 只搞技術，那這個公司很難成功。無論是 BAT，還是美團和今日頭條，都是技術和業務的結合。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第三，架構能力。設計和落地，落地代表着資源、時間，還代表着團隊的控制力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第四，產品能力。這其實是跟業務能力相關的。然後就是nice，你要對人足夠的nice，要堅持自己的原則跟他們去對抗。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第五，管理能力。在初創階段，管理需要注意的事情，主要是團隊的項目與績效。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"初創階段， CTO “既當爹又當媽”，所以針對 CTO 的素質以及能力來說更高。談過 CTO 所具備的能力以外，我們看看創業階段容易犯的錯誤——“3 邊”行動和“6 拍”運動。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/uploader.shimo.im\/f\/bEkGDnPXraT2mrF3.PNG!thumbnail?fileGuid=kccyR3XQYkRcVQTW","alt":null,"title":null,"style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"“3 邊”行動：邊計劃、邊實施、邊修改。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"CTO 用自己行動上的勤奮掩蓋了自己戰略上的懶惰——我並不清楚未來是什麼，先幹着，我先落地吧，這個過程往往會浪費掉公司很多的資源。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"“6 拍”運動。拍腦袋、拍肩膀、拍桌子、拍屁股、拍大腿。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"拍腦袋，很多想法沒有經過調研就直接開始做；拍肩膀，交給你去幹吧；拍肩膀，交給我吧，沒有問題；拍桌子，我明明想得很好，你爲什麼沒有做好；拍屁股，員工拍屁股走人了；拍大腿，你拍着大腿說，我就不應該交給他。其實所有的錯誤都從拍腦袋開始，所以千萬不要拍腦袋開始，一定要去調研。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除去這幾個常犯錯誤以外，我們談談對齊團隊目標，這是管理者必備技能。我常用的原則是 QRT。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/uploader.shimo.im\/f\/jljLwCVG5JGaAIVF.PNG!thumbnail?fileGuid=kccyR3XQYkRcVQTW","alt":null,"title":null,"style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這個原則的最後步驟是分解成小單元。有的管理者說目標不要分解到最小單元，有人說一定要分解到最小單元，但是這一切背後的原理是資源（R）、質量（Q）和時間（T），這是永恆的 3 邊，沒有人能做到完全的均衡，只能做到縮減。因此需要將 QRT 與目標放在一起來考量，而不是單純地設定目標。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/uploader.shimo.im\/f\/4cea08H5yRKqASI0.PNG!thumbnail?fileGuid=kccyR3XQYkRcVQTW","alt":null,"title":null,"style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除去 QRT 之外，有一個常用的項目工具 "},{"type":"link","attrs":{"href":"https:\/\/baike.sogou.com\/v67791609.htm?fromTitle=%E5%B7%A5%E4%BD%9C%E5%88%86%E8%A7%A3%E7%BB%93%E6%9E%84","title":"xxx","type":null},"content":[{"type":"text","text":"WBS"}]},{"type":"text","text":"（工作分解結構）也不錯，推薦大家使用，它是一個項目的啓動計劃、執行和收尾全階段的生命週期。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"做任何一個項目，我們最需要的是整個項目的執行過程，包括回收結果的方式。除了技術項目，還有產品項目、運營項目都可以進行層數的拆解。當然在項目拆解的過程當中，我們應該去考慮它的時間進度的方式和最終目標。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"初創階段的思考"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"談過幾個“治病”工具之外，分享幾點初創階段的思考。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/uploader.shimo.im\/f\/qkBGByUrudNeljGf.PNG!thumbnail?fileGuid=kccyR3XQYkRcVQTW","alt":null,"title":null,"style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第一，合理的架構體系。CTO應該去選擇合理的架構、編碼和協議組件。合理是可控，充分利用現有的資源，與知識去搭建。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第二，大局觀。從需求的角度解決技術問題，不可以爲了做技術而做技術。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第三，按方抓藥。OKR 與 KPI 的選擇一定要根據自己公司的情況來選擇。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第四，集體智慧。發揮團隊的集體智慧，隨時交換意見。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第五，適當“造輪子”，例如我們公司內部約有八位程序員在開發提效工具，輔助公司發展。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第六，“背鍋”環節最容易犯錯誤。 WBS 的架構師曾說過這樣一句話：“80% 運帷問題都源於初期的架構、設計、開發，別讓運帷背鍋了”。我們所有的技術都自帶着鍋的屬性，不要讓運維背鍋，常常承擔起技術的責任。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"有效溝通"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果完成了上一步，恭喜來到第二關。剛過三歲的孩子們，母親們應該關注的情況有兩種——喪偶式育兒以及詐屍式育兒。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"喪偶式育兒，作爲技術領導，每一個技術團隊都是你的孩子，CEO 是配偶角色，你遇到的困難如何跟他溝通，如何去解決問題。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"詐屍式育兒，指的是 CEO 平時不管，突然來勁兒啦，什麼都管，直接接管你的權利，這種情況最容易分神了。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"比爾蓋茨說：“科技總是短期內被高估，長期內被低估”。這句話是真理，當短期不被認可的時候，我們應該如何溝通，如何解決問題？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"請善待你的合夥人。他們有些人不懂技術，做到有效溝通，好好說話挺困難。雖然不易，但是必須要去做。我給大家分享一項哈佛的研究——溝通效率漏斗模型。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/uploader.shimo.im\/f\/QevdC1UVEp7srC9M.PNG!thumbnail?fileGuid=kccyR3XQYkRcVQTW","alt":null,"title":null,"style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果我對你說一句話，但是你聽見了，大部分能佔到60%。但是你聽明白了，可能只佔40%。你認同我說的話，只佔 20%。交互意見達成共識，只佔10%。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"完美的溝通應該是一個閉環，它包括着接受聆聽和反饋、發送的過程。下面是一個很好的溝通方式。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我找您有事，我希望得到什麼樣的解決方案，如果你不方便，請給我致電。那領導一般會第一時間提出解決方法和解決方案，並且告訴他。"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這是標準的溝通方法，要說明特點、優勢和利益點。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不同的人採用不同的溝通方式：對於自己的領導，可能是 CEO，CTO 等，最主要目的是爲了獲得支持。接收到的信息要簡潔和準確，這是非常重要的過程；與下級的溝通最主要是獲得信息，因爲你不是所有的事都知道。要做到共同決策，明確你的授權；同級同事之間的溝通因爲本位利益的考慮，常常會具備攻擊性，這可是大忌，一定要出於善意溝通，減少內耗。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"緊接着就是做出決策的過程，因爲我不能詳細地描述，所以給大家介紹一下這些書。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/uploader.shimo.im\/f\/a7jaSAVUOE7gFWvW.PNG!thumbnail?fileGuid=kccyR3XQYkRcVQTW","alt":null,"title":null,"style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"做出決策會有大約有四個過程，面臨選擇，分析選項，做出選擇，接受結果，這分別有不同的陷阱，需要大家去摸索。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"空降 CTO的打法"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"升級打怪的第三級， CTO 的技術團隊如果不是自己培養起來的，你可能是空降兵，這是一個再婚的過程。空降的情況是非常複雜的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我的經驗是首先問自己三個問題："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我能幹什麼？老闆期望幹什麼？原來的問題是什麼？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這三個問題，如果能回答，其他的問題都是簡單的。空降 CTO 應該對原始團隊給予充分的尊重，快速識別核心人員，制定有效的績效計劃，同時空降要有老大的意識，要能抗雷。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最後分享一個小故事："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"二戰的時候，英軍在統計飛機的時候，用了一個統計方法就是統計彈痕，得出一個結論就是飛機機翼最容易受到子彈的攻擊，所以他們花了大量的成本去加固機翼，其實駕駛艙被擊中的飛機根本就沒有飛出來，所以這個解決方案先天就是錯誤的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在空降的過程當中，大家一定要非常警惕倖存者偏差。留下的人員，留下的業務未必是適合公司的，未必是最好的，可能只是適應了這樣的公司。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最後空降很複雜，要真的管不好，再生一個吧，這是最終極的解決方案。雖然說很殘忍，但是確確實實是在很多場景之下的唯一解。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最終的總結是希望團隊技術看成孩子一樣養育，把合作伙伴作爲伴侶一樣看待。同時也希望對待家庭和工作一樣地耐心。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我今天的分享就到這兒，謝謝大家。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}}]}