沈剑：技术核心管理者的时间，都只花在这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":"本文根据沈剑老师在〖2020 Gdevops全球敏捷运维峰会〗现场演讲内容整理而成。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/5e\/5ef1c3771b687f60efa088b9c7422a39.jpeg","alt":"图片","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":"今天跟大家分享的话题是：作为一名企业的技术核心管理者，我们应该规划和思考哪些问题？作为管理者，我接下来将分享三个问题，希望在这个过程中，大家也与我一起来思考和探讨："}]},{"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":"关于战略；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"关于能力建设；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"关于人员培养。"}]}]}]},{"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":"作为公司的核心管理者，不管是技术、产品、运营、销售，还是客服的管理者，我们需要思考：你的时间花在哪里？或者说你的领导的时间花在哪里？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/17\/17c795d9ce9a61be7e4e00be15020bc3.png","alt":"图片","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":"我们需要反思，作为管理者的我们，每个季度、每个月、每周，甚至每天的时间都花费在了这些事情上？"}]},{"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":"比如说每个季度初要汇总下属的目标、制定季度OKR，以及和领导汇报工作；季度末要汇总下属的执行结果、自评汇报、绩效打分，以及绩效面谈等例行事务。每个月的月初月末会有重点项目的核心汇报，每周也会有周报以及相应的汇报工作，每天也会有例行的、非例行的、计划内的、救火的各种会议。"}]},{"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，行业的大佬他们到底在思考什么？他们的时间都花在了哪里？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/23\/2346ee5b68dc3f6d5fcdfb429c32ccee.png","alt":"图片","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":"今天峰会现场，我们有很多行业大佬来做分享，话题包括：云原生如何转型、AI时代技术体系如何建设……你会发现行业大佬他们的时间花在这些地方。"}]},{"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":"我们作为技术核心管理者，未必是技术核心管理者，我们作为核心管理者，我们的时间应该花在哪里？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/4f\/4fdca8bd383a6663642ec2324c580e4c.png","alt":"图片","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":"首先我们应该把时间花在重要的事情上，可能很多人说我有很多非常紧急的事情。如果你说有很多非常紧急的事情，这大概率是不紧急的事情，由于你不合理的规划和安排，它由不紧急变成了紧急，导致你每天都在“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":"有人问，前面所提到的，每个季度、每个月度、每个星期，甚至是每天都有很多例行的事情，这些需不需要做？答案是肯定的，但又花了我很多的时间，那我怎么办？这里我给大家留下一个悬念，等待大家自己去探索。而我们今天的重点："}]},{"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":"一是我们管理者需要把时间花在最重要的事情上。那么问题就转化为，什么事情对于我们来说是重要的？这也是我目录上开篇提的三个问题。从我个人经验的角度分析，我觉得管理者的时间应该花在这三件事情上："}]},{"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":"战略思考；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"能力建设；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"人才培养。"}]}]}]},{"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":"大家可能会说这三件事情都说中要害，但有些虚无缥缈，所以我们的关键就在于如何落地？这时问题就转化为："}]},{"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":"我们如何制定战略方向？"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如何进行能力建设？"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如何进行人才培养？"}]}]}]},{"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":"当我们觉得这三件事情最重要，那么根本上要解决这三个问题。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"一、战略思考"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/41\/41b66b9c98ff245b4f83acd4f51f01fb.png","alt":"图片","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":"什么是战略？战略是做什么、为什么、定重点、聚焦投入、做取舍，难在舍。大家可以思考以下这个点："}]},{"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":"假设每个公司在业务、产品、技术体系上都有很多事情要做，做这里面任何一件事情都有益于各场景及产品，累积下来你甚至能够想出100件有益事情，但是这并不是战略范畴。"}]},{"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":"我们所说的战略，是从一百件事情里挑选出最重要的三件："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"哪件对业务最有帮助？"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"哪件对技术体系的建设最有帮助？"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"哪件对效能的提升最有帮助？"}]}]}]},{"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":"大家在头脑风暴时，总能够想到很多事情，但是战略是从这众多事情当中找出最重要的三件，聚焦资源去完成这三件事情。而在这个过程中，我们就难在要克服各种阻力，说服各种人将另外的97件事情缓一缓、放一放。"}]},{"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":"对于战略体系的建设也是一样的，你能找出很多事情，架构、运维、前端、数据，各个板块对于效率的提升、技术体系的建设都有帮助，但重点在于："}]},{"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":"你能不能和你的核心管理层团队一起找出最重要的三件"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"这三件事情就是所谓的技术战略"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最重要的三件业务上的事情就是公司的业务战略。"}]}]}]},{"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":"这时，问题又转化为怎么样从一百件中找到三件？头脑风暴的时候我们会想出一百件事情，而我建议的方法是"},{"type":"text","marks":[{"type":"strong"}],"text":"自上而下同步战略，自下而上收集痛点"},{"type":"text","text":"，通过工作坊的方式来做。"}]},{"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，方向是什么呢？"}]},{"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":"以技术为例，技术部的职责是什么？技术部的职责是技术群众业务发展，我们为交付负责，为产品的交付、为系统的负责。"}]},{"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":"与我们的职责相关的，我们的工作方向是不是我们要找出那些技术上能够驱动的业务点来，你作为技术核心管理者，有没有思考这些事情？技术上做什么能够驱动业务的发展？比如智能相关的，AI相关的，比如说图片的一些自动化的审核等等，一些技术上的策略，这个是你需要思考的问题更多的公司，技术侧其实是为交付负责，交付系统、交付产品，而技术侧如何更快的、更高效的、更高质量的、更安全的、更低成本的去交付？这个就是我们的工作方向，我们需要去思考这些问题，这与自上而下的职责有关，跟方向有关。"}]},{"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":"那么如何自下而上的收集痛点呢？"}]},{"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":"举个例子：作为CTO的我，可能不确定一线的工程师在写代码、运维、上线的过程中分别有什么痛点，哪些地方最影响他们的效率，于是我会自下而上地做这样的事情：汇总各个部门最痛的五个点。"}]},{"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":"每个总监往下一级都有经理，每个经理底下可能有5到15个一线员工，每个员工将自己工作的痛点，比如我写代码测试环境很痛，上线老是要手工很痛，测试环境没有工具很痛等，反映汇总到部门。假设一个部门有10个员工，每个员工反馈5个痛点，这个部门就有50个痛点，经理再和部门员工讨论，你会发现有些痛点是通用的、是公共的、所有人都面对的。"}]},{"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":"然后每个部门讨论出5个这样的共同痛点，由各部门经理汇总到总监这一层就有15个，总监组织讨论又讨论出了10个或者5个，这会变成这个大部门的5个痛点。"}]},{"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":"最后我和总监和底下经理一起再来汇总整个技术部痛点可能有30个，我们一起来看，不是完全由我做决策，因为一线的一些点我可能不知道，我会和总监们、经理们一起谈论决策，一起打勾排序，挑选出这"},{"type":"text","marks":[{"type":"strong"}],"text":"30个痛点中最为重要的5个"},{"type":"text","text":"，这就是一个自下而上的过程。"}]},{"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":"所以整个工作方法是自上而下方向同步、自下而上收集痛点，并且与核心管理者一起做决策。"}]},{"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":"通过这个方法我们得出哪一年技术体系建设最重要的四件事是什么，定位线上问题麻烦，所以我们要做工具、做平台、做自动化、做系统、接口测试效率很低是我们的矛盾，我们要做测试，测试环境部署有问题我们要做容器化，所以要做Worker。包括多个核心业务，多个创新业务并行，并且中后台有很多重复的建设，所以我们要做中台。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"二、能力建设"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/8c\/8c362c4c27a5d6a9876aad02ce1f8fc6.png","alt":"图片","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":"首先说的是战略，核心管理者应该把战略放在首位，其次是能力建设。什么是能力建设？"}]},{"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":"对于各大公司来说，不约而同都有着这样一个运行模式："},{"type":"text","marks":[{"type":"strong"}],"text":"招初级的人，会根据其具备初级的能力，付给他初级的薪酬，他同样是给我们公司产出初级的附加值，中级、高级以此类推。很多公司都是如此，付多少薪水招什么样的人产生什么样的附加值。"}]},{"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":"但是如果是这个模型，你会发现，员工创造的价值完全依赖于他的个人能力，你的组织、你的公司是没有帮员工赋能的，或者是没有增添额外的价值。这样的模式存在着一定的风险：一旦你核心的员工走了，相关的附加值的能力就没有了，最后就完全依赖于员工个人能力。"}]},{"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":"作为公司的核心管理者，我们期望达到一个什么样的状态？是不是所有的组织，所有的公司都期望达到一个这样的状态："},{"type":"text","marks":[{"type":"strong"}],"text":"叫做我们招初级的人，他具备初级的能力，我们付给他初级的薪酬，他能够为公司和组织创造中级的价值。我们招高级的员工，付给他高级的薪酬，他能创造更高的价值。这是所有的组织和公司都希望达到的状态"},{"type":"text","text":"。"}]},{"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":"如果是这样一个状态你会发现，他创造的附加值不完全依赖于员工的个人能力。如果一来，如果员工离职，招进来新的员工，我们依靠这个能力依然能够保证更高价值的产出，以及更高的附加值、对公司的价值、对部门的价值。"}]},{"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":"如上图所示，当问题就转化为中间部分的时候，就是我们需要做能力建设的时候。如何让一个只具备中级的能力的员工产出高级的附加值呢？图片中的虚线到底是什么呢？这个就是作为核心管理者在能力建设中所需要思考的。"}]},{"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":"华为、阿里这些公司，是行业内认为口碑比较好，组织能力比较好的一些公司。我以华为举例，计算机学院毕业的校招生，经过他们的系统化培训，两个月以后他写出来的代码质量就能够很高，这当中不依赖于员工的个人能力，而是公司通过流程、代码规范、检测机制等各种干预，使得你很难写出低质量的代码。"}]},{"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":"这个过程中有很多的工具的建设、平台的建设、制度的建设、流程的建设，这些就是这个组织和这家公司的能力。如果你的公司没有这个能力，你可能招了一个校招生，过去写的代码可能质量就差一些，所以这个是我们核心管理者需要思考的。"}]},{"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":"我们要建设什么样的能力？整个方法论和刚才做战略的方法论是完全相同的，讨论这一点的时候，要和能力者一起、和专家一起、和CEO一起、和BP一起，讨论的具体内容是整个公司、整个技术部门、要建设什么样的工具。"}]},{"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":"比如说我们按照这个方法，我们需要讨论出什么是快狗打车技术部的核心能力，能够帮助员工赋能，能够帮助员工快速成长，产出更多附加值的，这是我们需要思考的内容。"}]},{"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":"我们要从工具，从平台去做建设，去帮员工赋能，我们要从流程规范规章制度，帮员工赋能。我们要培训体系，小师傅制度，能够让一个校招生来我们这边两个月的时间，小师傅带队，让校招生在工具、体系、流程、规范等方面得到提升，让其快速的成长，并且能够快速的为组织，为公司创造更高的价值。"}]},{"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":"这是我的第二个观点，就是核心管理者应该把时间放在能力建设上，要去思考我们要建设什么样的能力。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"三、人才培养"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/34\/34ac3b006d525dcb38c90421fac28a03.png","alt":"图片","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":"这一部分的细节就不具体展开叙述了，这里重点要说两个标准化："}]},{"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":"一是复制自己，"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"二是亲自评估指导。"}]}]}]},{"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":"当工程师从一线走向管理岗的时候，早期很容易出现的一个问题：觉得自己很牛，自己代码写得很好，架构能力很强，看别人的代码总是觉得不行，想要去修改；看别人的设计总是觉得很差，想把它推翻，这是很多专家走向管理者的时候早期容易出现的问题。"}]},{"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":"如果你觉得自己很牛，你要做的事情并不是我帮助所有人去完成所有一线的细节，因为你带5个人的时候可以这么做，所有细节都关注得过来，但是你带十个人呢？你带一百个人呢？一百个人每天的工作细节你都关注得过来吗？你都能够帮他做架构设计吗？"}]},{"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":"所以这个时候方向我们应该转变为由专家变成指导员，你觉得自己很牛，你把你很牛的东西抽象出来复制给别人，这个是我觉得技术管理者或者核心管理者应该思考的问题，并且亲自评估指导。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/c6\/c6d1a928d69b774c546c9bc22de6ac0a.png","alt":"图片","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":"问题就转化为如何复制？也就是这一页材料所叙述的内容。比如我现在作为核心管理者，我有一百件事情要做，每天忙不过来，这个时候，我就要梳理自己要做哪些事情。"}]},{"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":"比如今天的第一页材料所说的内容，那些材料是不是我要做的。毋容置疑当然是我要做的，我去梳理说我的时间原来花在这一百件事情上面。"}]},{"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":"所谓"},{"type":"text","marks":[{"type":"strong"}],"text":"八二原则"},{"type":"text","text":"，理论上，80%的事情应该支付20%的时间。我要做好授权，我把其中80%的事情梳理出来授权给我的接班人，我把它梳理出来，并且SOP交给我培养的接班人去做。"}]},{"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%的时间专注在20%最重要的事情上，最重要的事情是什么？答案是战略思考、能力建设和人才培养，但是有些事情我确实要去做，这些事情我就授权和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":"大家说这个管理技术体系的一些东西能不能SOP？一会儿可以看看。所以刚刚说得整个流程是梳理、输出事项，对于每一个事项输出SOP，并且委托给你的培养的人去做，并让他持续迭代和优化这个SOP。说得很抽象，我们来具体一点。"}]},{"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":"比如我作为技术部的负责人，作为CTO我去梳理我们每周要去完成的事情，每个月要去完成的事情，每个季度要去完成的事情，每半年要是完成的事情，并且还要分类哪些事重要的，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":"以季度举例，每个季度我们要做培训、战略通报会、人员盘点、绩效打分，还要和产品、技术进行沟通规划、评优、团建、部门总结汇报，以及生日会等等。如果每件事情都亲力亲为的话，肯定会吃不消，但是如果我把事项梳理出来，输出SOP，再分配下去，会是最好的方式。"}]},{"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":"举个例子，我们每个季度要做战略同步会，要把公司的战略、集团的战略、业务的战略、产品的战略同步给大家，你作为管理者，你应该要去做这个事情。具体这个会同步什么内容没那么重要，但是这个会是什么、什么时间做、什么范围的人参加、这个会上讲什么东西，以及这个会上的最佳实践，我梳理出来了，我每个季度都那么讲，下个季度开始你是我的接班人，就可以按照同样的模式进行。"}]},{"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":"比如说2019年5月份我们同步了这些东西，集团整体战略，快狗的六大业务方向，集团架构升级以及制度体系建设的重点，这是2019年5月份，未来你就按照这个来。他在执行的过程中会发现有些点我可以优化，让他持续的迭代，这是SOP的初版，然后现在他在执行，他在执行的过程中又发现了很多最佳实践，这个地方优化，持续迭代。"}]},{"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":"再举个例子，绩效打分和人才盘点。除了输出流程还要输出工具，这也是我们每个季度要做的事情。绩效打分是什么？什么时间做？人员范围是什么？注意事项是什么？"}]},{"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":"我们要注意分层，注意分工，注意客观和量化。你用这个工具去打分就行了，工具、流程输出给管理者，最后打分输出，绩效打分和人才盘点是什么不重要。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"结语"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"回答最前面的一个问题，叫做每个月例行的事情有很多，我又应该去做，怎么办？现在能够回答了，很多例行管理工作，耗时又必须做，你梳理出来SOP给你的接班人去做，你把80%的时间重点放在这三件事情上。"}]},{"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":"最后，管理是什么？管理就是要做动作。直接拿到了别人没有的结果，一定没有做了别人做的动作。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/85\/857a8d03ded2e26e8e48236453b118f9.png","alt":"图片","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":"今天所分享的内容，都是我这些年来所总结出的经验教训。在如此短暂的时间里，输入了如此多的内容，如果在座各位只能记住这当中的5%，我希望是这5%。总结如下："}]},{"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，重要的事情我认为有三件："}]},{"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":[{"type":"strong"}],"text":"战略思考"},{"type":"text","text":"，我们要找出最重要的三件，怎么样找？自下而上收集痛点，自上而下同步方向。"}]}]}]},{"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":"二是"},{"type":"text","marks":[{"type":"strong"}],"text":"能力建设"},{"type":"text","text":"，组织、公司给了员工什么，让他具备什么样的能力，你付给他什么样的薪酬，他能够产生更高的附加值，这是你需要去思考和建设的。"}]}]}]},{"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":"三是"},{"type":"text","marks":[{"type":"strong"}],"text":"人才培养"},{"type":"text","text":"，所有的管理者都必须培养接班人，如果你觉得自己很牛，把自己的能力复制给别人，怎么复制？梳理事项、SOP、委托以及持续的迭代。"}]}]}]},{"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","marks":[{"type":"strong"}],"text":"讲师介绍："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"沈剑，"},{"type":"text","text":"到家集团技术VP&技术委员会主席，快狗打车CTO，互联网架构技术专家，“架构师之路”公众号作者。曾任百度高级工程师，58同城技术委员会主席、高级架构师、技术学院优秀讲师。"}]},{"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":"本文转载自：dbaplus社群（ID：dbaplus）"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"原文链接："},{"type":"link","attrs":{"href":"https:\/\/mp.weixin.qq.com\/s\/5TTY53ZehFO3T06qwuPwjQ","title":"xxx","type":null},"content":[{"type":"text","text":"沈剑：技术核心管理者的时间，都只花在这20%的事情上"}]}]}]}