沈劍：技術核心管理者的時間，都只花在這20%的事情上

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"本文根據沈劍老師在〖2020 Gdevops全球敏捷運維峯會〗現場演講內容整理而成。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/5e\/5ef1c3771b687f60efa088b9c7422a39.jpeg","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"前言"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"今天跟大家分享的話題是：作爲一名企業的技術核心管理者，我們應該規劃和思考哪些問題？作爲管理者，我接下來將分享三個問題，希望在這個過程中，大家也與我一起來思考和探討："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"關於戰略；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"關於能力建設；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"關於人員培養。"}]}]}]},{"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":"作爲公司的核心管理者，不管是技術、產品、運營、銷售，還是客服的管理者，我們需要思考：你的時間花在哪裏？或者說你的領導的時間花在哪裏？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/17\/17c795d9ce9a61be7e4e00be15020bc3.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"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":"我們需要反思，作爲管理者的我們，每個季度、每個月、每週，甚至每天的時間都花費在了這些事情上？"}]},{"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":"比如說每個季度初要彙總下屬的目標、制定季度OKR，以及和領導彙報工作；季度末要彙總下屬的執行結果、自評彙報、績效打分，以及績效面談等例行事務。每個月的月初月末會有重點項目的核心彙報，每週也會有周報以及相應的彙報工作，每天也會有例行的、非例行的、計劃內的、救火的各種會議。"}]},{"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":"所以，行業的大佬他們到底在思考什麼？他們的時間都花在了哪裏？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/23\/2346ee5b68dc3f6d5fcdfb429c32ccee.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"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":"今天峯會現場，我們有很多行業大佬來做分享，話題包括：雲原生如何轉型、AI時代技術體系如何建設……你會發現行業大佬他們的時間花在這些地方。"}]},{"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":"我們作爲技術核心管理者，未必是技術核心管理者，我們作爲核心管理者，我們的時間應該花在哪裏？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/4f\/4fdca8bd383a6663642ec2324c580e4c.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"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":"首先我們應該把時間花在重要的事情上，可能很多人說我有很多非常緊急的事情。如果你說有很多非常緊急的事情，這大概率是不緊急的事情，由於你不合理的規劃和安排，它由不緊急變成了緊急，導致你每天都在“救火”。"}]},{"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":"有人問，前面所提到的，每個季度、每個月度、每個星期，甚至是每天都有很多例行的事情，這些需不需要做？答案是肯定的，但又花了我很多的時間，那我怎麼辦？這裏我給大家留下一個懸念，等待大家自己去探索。而我們今天的重點："}]},{"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":"一是我們管理者需要把時間花在最重要的事情上。那麼問題就轉化爲，什麼事情對於我們來說是重要的？這也是我目錄上開篇提的三個問題。從我個人經驗的角度分析，我覺得管理者的時間應該花在這三件事情上："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type"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候我們會想出一百件事情，而我建議的方法是"},{"type":"text","marks":[{"type":"strong"}],"text":"自上而下同步戰略，自下而上收集痛點"},{"type":"text","text":"，通過工作坊的方式來做。"}]},{"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":"那自上而下同步方向，方向是什麼呢？"}]},{"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":"以技術爲例，技術部的職責是什麼？技術部的職責是技術羣衆業務發展，我們爲交付負責，爲產品的交付、爲系統的負責。"}]},{"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":"與我們的職責相關的，我們的工作方向是不是我們要找出那些技術上能夠驅動的業務點來，你作爲技術核心管理者，有沒有思考這些事情？技術上做什麼能夠驅動業務的發展？比如智能相關的，AI相關的，比如說圖片的一些自動化的審覈等等，一些技術上的策略，這個是你需要思考的問題更多的公司，技術側其實是爲交付負責，交付系統、交付產品，而技術側如何更快的、更高效的、更高質量的、更安全的、更低成本的去交付？這個就是我們的工作方向，我們需要去思考這些問題，這與自上而下的職責有關，跟方向有關。"}]},{"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":"那麼如何自下而上的收集痛點呢？"}]},{"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":"舉個例子：作爲CTO的我，可能不確定一線的工程師在寫代碼、運維、上線的過程中分別有什麼痛點，哪些地方最影響他們的效率，於是我會自下而上地做這樣的事情：彙總各個部門最痛的五個點。"}]},{"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":"每個總監往下一級都有經理，每個經理底下可能有5到15個一線員工，每個員工將自己工作的痛點，比如我寫代碼測試環境很痛，上線老是要手工很痛，測試環境沒有工具很痛等，反映彙總到部門。假設一個部門有10個員工，每個員工反饋5個痛點，這個部門就有50個痛點，經理再和部門員工討論，你會發現有些痛點是通用的、是公共的、所有人都面對的。"}]},{"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":"然後每個部門討論出5個這樣的共同痛點，由各部門經理彙總到總監這一層就有15個，總監組織討論又討論出了10個或者5個，這會變成這個大部門的5個痛點。"}]},{"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":"最後我和總監和底下經理一起再來彙總整個技術部痛點可能有30個，我們一起來看，不是完全由我做決策，因爲一線的一些點我可能不知道，我會和總監們、經理們一起談論決策，一起打勾排序，挑選出這"},{"type":"text","marks":[{"type":"strong"}],"text":"30個痛點中最爲重要的5個"},{"type":"text","text":"，這就是一個自下而上的過程。"}]},{"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":"所以整個工作方法是自上而下方向同步、自下而上收集痛點，並且與核心管理者一起做決策。"}]},{"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":"通過這個方法我們得出哪一年技術體系建設最重要的四件事是什麼，定位線上問題麻煩，所以我們要做工具、做平臺、做自動化、做系統、接口測試效率很低是我們的矛盾，我們要做測試，測試環境部署有問題我們要做容器化，所以要做Worker。包括多個核心業務，多個創新業務並行，並且中後臺有很多重複的建設，所以我們要做中臺。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"二、能力建設"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/8c\/8c362c4c27a5d6a9876aad02ce1f8fc6.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"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":"首先說的是戰略，核心管理者應該把戰略放在首位，其次是能力建設。什麼是能力建設？"}]},{"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":"對於各大公司來說，不約而同都有着這樣一個運行模式："},{"type":"text","marks":[{"type":"strong"}],"text":"招初級的人，會根據其具備初級的能力，付給他初級的薪酬，他同樣是給我們公司產出初級的附加值，中級、高級以此類推。很多公司都是如此，付多少薪水招什麼樣的人產生什麼樣的附加值。"}]},{"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":"但是如果是這個模型，你會發現，員工創造的價值完全依賴於他的個人能力，你的組織、你的公司是沒有幫員工賦能的，或者是沒有增添額外的價值。這樣的模式存在着一定的風險：一旦你核心的員工走了，相關的附加值的能力就沒有了，最後就完全依賴於員工個人能力。"}]},{"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":"作爲公司的核心管理者，我們期望達到一個什麼樣的狀態？是不是所有的組織，所有的公司都期望達到一個這樣的狀態："},{"type":"text","marks":[{"type":"strong"}],"text":"叫做我們招初級的人，他具備初級的能力，我們付給他初級的薪酬，他能夠爲公司和組織創造中級的價值。我們招高級的員工，付給他高級的薪酬，他能創造更高的價值。這是所有的組織和公司都希望達到的狀態"},{"type":"text","text":"。"}]},{"type":"paragraph","attrs":{"indent":0,"numb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自己要做哪些事情。"}]},{"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":"比如今天的第一頁材料所說的內容，那些材料是不是我要做的。毋容置疑當然是我要做的，我去梳理說我的時間原來花在這一百件事情上面。"}]},{"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":"所謂"},{"type":"text","marks":[{"type":"strong"}],"text":"八二原則"},{"type":"text","text":"，理論上，80%的事情應該支付20%的時間。我要做好授權，我把其中80%的事情梳理出來授權給我的接班人，我把它梳理出來，並且SOP交給我培養的接班人去做。"}]},{"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":"我把自己的80%的時間專注在20%最重要的事情上，最重要的事情是什麼？答案是戰略思考、能力建設和人才培養，但是有些事情我確實要去做，這些事情我就授權和SOP。"}]},{"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":"大家說這個管理技術體系的一些東西能不能SOP？一會兒可以看看。所以剛剛說得整個流程是梳理、輸出事項，對於每一個事項輸出SOP，並且委託給你的培養的人去做，並讓他持續迭代和優化這個SOP。說得很抽象，我們來具體一點。"}]},{"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":"比如我作爲技術部的負責人，作爲CTO我去梳理我們每週要去完成的事情，每個月要去完成的事情，每個季度要去完成的事情，每半年要是完成的事情，並且還要分類哪些事重要的，哪些是不重要的。"}]},{"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":"以季度舉例，每個季度我們要做培訓、戰略通報會、人員盤點、績效打分，還要和產品、技術進行溝通規劃、評優、團建、部門總結匯報，以及生日會等等。如果每件事情都親力親爲的話，肯定會喫不消，但是如果我把事項梳理出來，輸出SOP，再分配下去，會是最好的方式。"}]},{"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":"舉個例子，我們每個季度要做戰略同步會，要把公司的戰略、集團的戰略、業務的戰略、產品的戰略同步給大家，你作爲管理者，你應該要去做這個事情。具體這個會同步什麼內容沒那麼重要，但是這個會是什麼、什麼時間做、什麼範圍的人蔘加、這個會上講什麼東西，以及這個會上的最佳實踐，我梳理出來了，我每個季度都那麼講，下個季度開始你是我的接班人，就可以按照同樣的模式進行。"}]},{"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":"比如說2019年5月份我們同步了這些東西，集團整體戰略，快狗的六大業務方向，集團架構升級以及制度體系建設的重點，這是2019年5月份，未來你就按照這個來。他在執行的過程中會發現有些點我可以優化，讓他持續的迭代，這是SOP的初版，然後現在他在執行，他在執行的過程中又發現了很多最佳實踐，這個地方優化，持續迭代。"}]},{"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":"再舉個例子，績效打分和人才盤點。除了輸出流程還要輸出工具，這也是我們每個季度要做的事情。績效打分是什麼？什麼時間做？人員範圍是什麼？注意事項是什麼？"}]},{"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":"我們要注意分層，注意分工，注意客觀和量化。你用這個工具去打分就行了，工具、流程輸出給管理者，最後打分輸出，績效打分和人才盤點是什麼不重要。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"結語"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"回答最前面的一個問題，叫做每個月例行的事情有很多，我又應該去做，怎麼辦？現在能夠回答了，很多例行管理工作，耗時又必須做，你梳理出來SOP給你的接班人去做，你把80%的時間重點放在這三件事情上。"}]},{"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":"最後，管理是什麼？管理就是要做動作。直接拿到了別人沒有的結果，一定沒有做了別人做的動作。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/85\/857a8d03ded2e26e8e48236453b118f9.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"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":"今天所分享的內容，都是我這些年來所總結出的經驗教訓。在如此短暫的時間裏，輸入瞭如此多的內容，如果在座各位只能記住這當中的5%，我希望是這5%。總結如下："}]},{"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，核心管理者工作要放在重要的事情上；"}]},{"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":"第二，重要的事情我認爲有三件："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一是"},{"type":"text","marks":[{"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