{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":"right","origin":null},"content":[{"type":"text","marks":[{"type":"size","attrs":{"size":10}},{"type":"color","attrs":{"color":"#000000","name":"black"}}],"text":"From Zoommy | 全文約5400字","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":"right","origin":null}},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"遙記得，在某次右軍組織的私董會上，討論着35歲老幫菜何去何從的悲傷話題。當時作爲首架的我還篤定地說着，自己目前還是擅長做些輔佐CTO的事，擔任一個組織的CTO太辛苦了，自己還夠不着。何曾想，一語成讖。在彼時的“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"FIFO","attrs":{}},{"type":"text","text":"”隊列型組織，我被硬推到了CTO這個隊首崗位。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"曾被前CTO耳提面命的戰略大局觀、業務Sense等等，以爲自己早已換位思考、深思熟慮過、當可信手拈來，豈不知換位思考，若換的是平級或者下級的位，你還能想得通大部分道理。但換個上級的位思考，你怎麼想都不一定可得。這就是降維和升維的區別，鴻溝立顯。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"文中都是本人工作中的實際案例，結合自己的體味感悟，略有所得。只奢求給立志輔助CTO或者立志成爲CTO的人一點指引，必然幸福滿溢。即便給各位讀者一些茶話談資，也未嘗不是一件美事。","attrs":{}}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(e^πi + 1) 前言","attrs":{}}]},{"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":"最近讀了","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"正和島的《本質》","attrs":{}},{"type":"text","text":" ，內裏的企業家、行業領袖們意氣風發、談笑風生。說成功學都是毒雞湯未免片面，當有其可取之處。但是對於同一個事物，領袖們精煉出來的點各不相同，似乎你要學就必須學他們的並集，否則他們說自己總結的那幾點，少一點就肯定會失敗，你賭誰贏 學誰？","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"比如都說","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理","attrs":{}},{"type":"text","text":"，聯想創始人柳傳志說","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理的三要素","attrs":{}},{"type":"text","text":"，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"搭班子、定戰略、帶隊伍","attrs":{}},{"type":"text","text":"；阿里參謀長曾鳴說","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理的本質是科學、藝術、手藝","attrs":{}},{"type":"text","text":"；海爾傳奇張瑞敏說","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理模式的價值主張","attrs":{}},{"type":"text","text":"；陳春花說","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理的未來就是賦能與激活人","attrs":{}},{"type":"text","text":"...老闆，點一盤管理大亂燉！","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"所以今天和日後，我想我都不會掰扯CTO的軟硬技能或成功之道，一來各種行業分享、雷達圖、培訓課太多，二來咱不是精神領袖也不專業更沒有成功，不能誤導，三來竊以爲那些東西只有結合自己組織的實情分析纔有用，不然那就是一堆PPT素材和使用手冊，不包售後的那種。身邊不是沒有那種成天就是招個聘、P個PT、懟個人的CTO，也能幹。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"下面開始正題。我從首席架構到CTO的角色轉變過程中，到底學會了點什麼道理？","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(X^0) 學會閉嘴","attrs":{}}]},{"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":"我曾經把自己有一說一，從不藏着掖着的\"直爽\"，視作一種美德。","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"其實很多時候，所謂的心直口快，不過是低情商的出言不遜；所謂的能言善辯，不過是對手的退讓妥協；所謂的談笑風生，不過是觀衆的吹捧迎合","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"閉嘴 = 張嘴前的共情","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"管理者天然帶有的職級優勢，溝通中很容易出現盛氣凌人、批評指責的語氣。其實這些年，我已經很注意讓自己儘量的Peace些，後來發現也只是自己略微收斂後的一種錯覺。之前作爲首架在評審會上跟團隊說架構設計的問題，不留情面的指出某些規範不能妥協，團隊要不被動接受，要不奮起辯解，都還算正常交涉。但我作爲CTO說出跟之前相似不留情面的表述，曾經直接讓員工委屈的哭出來。只因爲CTO是技術團隊的最高領導，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"話語的攻擊力","attrs":{}},{"type":"text","text":"是不一樣的，員工面對直接上級和麪對CTO","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"表達的膽量","attrs":{}},{"type":"text","text":"也不同。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"請注意，我要跟你說的可不是，話前要深思熟慮、滴水不漏之類的說話之道。我更多想傳達的是，成爲團隊最高領導後，你要特別清楚地知曉，你在語言上的攻擊力已非比尋常，而","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"共情能力","attrs":{}},{"type":"text","text":"會拽着你主動消解語言上的攻擊性。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"閉嘴 = 其實與對錯無關","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"職場上的很多衝突都緣起於觀點相左，不同的觀點就一定意味着對和錯麼？要不說成年人的世界有時候也是幼稚的很，非黑即白。在一些方案討論會上，或者決策會上，總有各種不同的聲音出現，每個人都在試圖說服其他人，以一副\"你是錯的\"的姿勢喋喋不休着。通常這種會議的結果是本次鳴金收兵，相約下次再戰，三百回合，直到精疲力盡，某一方妥協。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"當我被這種狗血的會議折磨的疲憊不堪之時，終於意識到這種對錯的爭論不過是職場的一種\"","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"勝利者渴望","attrs":{}},{"type":"text","text":"\"。只有我是對的你是錯的，我纔是勝利者。我曾經也熱衷於時刻證明自己是對的...而作爲CTO，組織的效率纔是核心命題，爭論沒關係，理不辨不明，但絕對不能帶着對和錯的極端思維。只要讓項目讓產品推進下去，就是合適的，無關對錯。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"任正非有個著名的\"","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"灰度哲學","attrs":{}},{"type":"text","text":"\"，很容易被誤讀爲功利或者圓滑。因爲它的核心基本就是一種妥協、變通、務實的叢林智慧。而灰度就是一種非黑非白的混沌地帶，達成共識、解決問題纔是最優解。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"閉嘴 = 不做低價值的承諾","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"CTO作爲技術團隊的最高領導，要對CEO吹過的牛逼負責，所以依然面臨向上管理的職能。如果CEO突然給你佈置一個最最最最最最最高優先級的緊急任務，只給一週時間投產。面臨國慶長假和大量請休假，你如何抉擇？唯CEO是從的話，立馬就開始敦促團隊取消休假準備加班了。而實情可能是，節後這個任務面臨取消或者順延。這個案例也是我真實發生的，幸好我當時識別到了此任務在某些環節的硬傷，回覆這個進度搶的沒意義，但是有那麼一刻我確實差點做出加班的判斷。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這件事給我提了個嚴重的警告，你的身後是一個龐大的團隊，你的承諾也代表着團隊的承諾。團隊巨輪一旦啓航，任何倉促的調頭或轉舵，對你的團隊都是一種折磨。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"閉嘴 = 實幹的領導者","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"耍嘴皮子","attrs":{}},{"type":"text","text":"的管理者不受團隊待見，因爲成熟優秀受歡迎的管理者通常","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"具有強大的實幹能力","attrs":{}},{"type":"text","text":"。可不能說我剛剛覺悟到這一點，我可是一直以來自詡爲實幹家的。而是說成爲CTO之後，你會發現自己可實幹的渠道和時間銳減，一旦自己懈怠舒適下來，很快就只剩一張嘴。","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"都在講CTO的戰略思維養成記，卻鮮有人說CTO的戰略思維在落地時的屢屢不得法","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有段時間，我時常會把一些不成熟的思想或者構思中的想法，提前拋給團隊去“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"琢磨着實施","attrs":{}},{"type":"text","text":"”，以期他們能把我的“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"那一點殘缺(其實可能是坑)","attrs":{}},{"type":"text","text":"”補充完整。可想而知，如此協作會有多少的Rework，CTO的不滿和團隊的怨言此起彼伏。此時領導力的體現應該是，把自己大概成型的思維框架和執行規劃，以具象化的方式展示給團隊。思維框架是爲了讓團隊看清晰你的思考過程和顆粒度，不至於連蒙帶猜；執行規劃是爲了不讓落地成爲空談、半途而廢。","attrs":{}}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/f1/f150b58d14565ef43159a7a0268ad55f.webp","alt":null,"title":null,"style":null,"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"CTO的戰略思維","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"空談不實幹的領導者","attrs":{}},{"type":"text","text":"有一個特點，就是隻要結果無視過程，平時懶於跟團隊保持密切的關注和同步，最後要結果的時候才指責這也不對那也不行。從文藝復興的馬基雅維利開始，領導力就被賦予了各種各樣的定義，沒有一個可以放之四海而皆準，但我的理解裏，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"有效的實踐和以身作則","attrs":{}},{"type":"text","text":"，激勵和影響人們在組織中發揮最大的能量，一定是領導力的根本之一。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(1<<1) 價值體系","attrs":{}}]},{"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":"莊子曰：“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"不滯於物，不困於心，不亂於人","attrs":{}},{"type":"text","text":"”，聖人都活的過於通透。我自認此生做不到如此的超然脫俗，但在職場你要成功，一定要構築出自己的價值評判體系，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"什麼該做什麼不該做，什麼可以聽什麼不可以聽，揚之抑之，取之舍之，不受外物/外人所左右","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"明辨是非","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一個領導者每天要面對各種各樣的聲音，特別是那些不和諧的。擔任“大法官”，如果不能做到兼聽則明，做出的評判很可能是片面的，而大多誤判都源自職場的刻板印象。就像我曾對某些團隊個人有偏見，當接到他人對其投訴時，第一反應就是，看吧，此人不堪大用。這種片面結論被打臉也不是一次兩次了，只能事後補救。所以我時常警告自己不要對員工打標籤，避免刻板印象。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其二，有些是非並不是那麼的涇渭分明，不得不再次提起任正非的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"灰度哲學","attrs":{}},{"type":"text","text":"。很多時候各打五十大板，比單打一百大板的效果要好的多。其三，CTO也囿於職場規則，有些苦必須咽，即便是非很明確。換個好聽點的說法是，對團隊寬容一些。甚至反思的更充分一些的話，如果某個團隊或個人一直在犯一些錯誤，那你應該在制度、流程、管理上下下功夫了，而不是不斷看着團隊犯錯，不斷的批評指責。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"堅持判斷","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"曾經因爲一個試用期員工的去留問題，我和兩位總監的意見相左。他倆都建議辭退，理由是管理能力負分，帶不好團隊就罷了，可怕的是會把團隊帶偏。而我的觀點是此團隊太不穩定，當下的招兵買馬也很不順利，此團隊是業務實施推進必不可少的角色，此人更是可控的穩定軍心的關鍵人物，捏鼻子用也得先穩住他，我可以拔除他的管理權限，只需發揮他的技術或者業務能力。後來證明，這個決定是正確的，至少把那段黑暗期熬了過來。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"堅持判斷不是固執，而是綜合了他人的信息和自己的角度，給出的相對合理的判斷。中化董事長寧高寧說，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"一個領袖最重要的事情，就是在真正需要的時間做大量的決定","attrs":{}},{"type":"text","text":"。兩個要點，一個是“需要的時間”，一個是“大量的決定”。前文提到的“兼聽則明”有時候是個負擔，因爲你並沒有那麼多時間成本去消耗，每個決定都去聽取團隊聲音，豈不累死？果斷在需要的時間內拍板做決定，也是領袖氣質。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"一切都是我的責任","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"招商銀行前行長馬蔚華馬老理解的領導力中，很重要的一點就是領導者的“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"情商體現","attrs":{}},{"type":"text","text":"”。調研數據表明，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"組織績效的30%來自組織的氛圍，組織氛圍的70%取決於管理風格，而管理風格直接取決於領導的情商","attrs":{}},{"type":"text","text":"。不管你怎麼獎懲團隊的是非對錯，所有的改進和優化源頭都只能是領導者自己。我一直深信，CTO","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"敢於擔責","attrs":{}},{"type":"text","text":"，與團隊才能融合一體。自己的孩子該教育教育，但是沒教好自己還是要反省教育方法的。成天大呼小叫的CTO，離被高層踢出局或者被團隊拋棄的日子就不遠了。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(√9) 搭建風格鮮明的班子","attrs":{}}]},{"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":"技術人轉管理之後，最難過的那個檻兒就是羞於指派任務，生怕團隊覺得自己當這個leader飄了，只動嘴不動手。生不如死間，還不如自己幹。這也就是著名的管理名言“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"不會授權/帶人，你就自己幹到死","attrs":{}},{"type":"text","text":"”。而CTO必然是過了這道檻兒的，他需要考慮的是選擇帶什麼樣的人，跟什麼樣的人合作，授權給什麼樣的人才能安心，也就是搭班子。“鮮明風格”可以是自己的喜好（如態度第一、執行力強、目標導向），可以是組織的需要（如專業方面人才），也可以是企業不同階段的需要（如初期野路子、發展期PMO）...","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"願景Vision & 使命Mission","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我曾經老搞混這兩個概念，先丟個阿里的定義感受下。阿里的願景是“成爲一家持續發展102年的公司”，使命是“讓天下沒有難做的生意”。NPDP考試教材裏對這兩者的定義更加抽象。我總結下來，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"Vision","attrs":{}},{"type":"text","text":"就是你的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"組織最期望看到的未來狀態","attrs":{}},{"type":"text","text":"，而","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"Mission","attrs":{}},{"type":"text","text":"就是你的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"組織存在的意義，是一股氣，一種信念","attrs":{}},{"type":"text","text":"。像雨又像風的未來就在那裏，吊着你有勇氣不斷前行的那股氣就是使命在撐着，氣泄了組織就散了。而Vision和Mission裏本身就內嵌了創始人的鮮明個人風格，領導者首先要內心絕對的認可，然後推動自己的班子認可，這是核心班子在思想上達成一致的第一步。","attrs":{}}]},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"“","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其實，跟這兩個概念經常同時出現的還有“價值觀”，這個我就避開不提，這個話題更大。","attrs":{}}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"文化氛圍","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"前文提到“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"選","attrs":{}},{"type":"text","text":"擇”","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"人","attrs":{}},{"type":"text","text":"才，對應的是“搭”，而一個健康向上的組織更應該學會“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"育人養人","attrs":{}},{"type":"text","text":"”，對應的是“建”。一搭一建，所謂的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"搭建班子","attrs":{}},{"type":"text","text":"是也。這可不是簡簡單單的搞個培訓搞個大學，走個形式就是建設了，我更想說的其實是文化和氛圍對人才的影響力。咱們看下體制內這個圈子，大量優秀人才前赴後繼、削尖了腦袋要進去，但是體制內把人用廢的概率不可謂不低。在我看來，除了體制內本身的一些弊病，文化氛圍就是體制內缺失的重要一環，我不知道有多少人是懷抱着到體制內學習高精尖知識去的，更多的不出意外是衝着鐵飯碗，可想而知這種氛圍是如何畸形的，然後不斷的影響和侵襲着後來者。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我有段時間把每個部門每月必須寫一篇推文，放入了部門考覈的KPI裏。結果確實是有持續產出，但我卻一點也高興不起來，因爲當我牽頭搞一些科研小組、編程活動時，面臨的是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"團隊對技術追求的冷漠","attrs":{}},{"type":"text","text":"。我也安慰過自己，大多數人都是愛好學習的，只是有些人喜歡分享，有些人不善於分享罷了，不能強求。時至今日我也是這種看法，只是我缺少了那些幫我“熱場”的角色（技術流又喜歡分享的）罷了，一如聚會活動上那些特別外向、會帶動氣氛的人。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"另外，我個人也比較推崇類似阿里土話的文化方式，不同於喊口號式的大標語讓人特別有距離感，“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"So TMD What","attrs":{}},{"type":"text","text":"”就比“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"不怕失敗不怕挫折","attrs":{}},{"type":"text","text":"”，接地氣和熱血的多得多得多。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"優勝劣汰","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"績效考覈是很多人的噩夢，也曾是我的。有人的地方就有江湖，有江湖的地方就有口水。績效考覈除了它本身的意義，還有一個隱蔽作用，就是廣而告知，組織要的到底是什麼樣的人。無獎無罰，就是對優秀人員的不公；有獎無罰，是對不合格人員的縱容；有獎有罰，才能引發團隊的熵增，死水變活水。請注意，有些組織那種","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"輪換式績效","attrs":{}},{"type":"text","text":"，這個月給你A下個月給他A，就是一種","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"討好型管理","attrs":{}},{"type":"text","text":"，本質上和無獎無罰沒有區別。對長期表現差（經過任務調整、調崗、培訓）的員工，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"敢下刀子","attrs":{}},{"type":"text","text":"，是體現CTO威懾力和保證自己治下團隊保持戰鬥力的最直接手段。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"也得承認，總有些“勇士”無視刀子，巋然不動。那就皺着眉頭用吧，人嘛，總有可取之處。任正非也說“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"寬容是領導者的成功之道","attrs":{}},{"type":"text","text":"”（雖然感覺不像他說的...），朝堂之上總有忠有奸，團隊之中也總有好有壞。還有個給自己打氣的說法，團隊裏有那麼些個差的，強制比例的差績效就不用糾結了，多好。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"冷靜對待“唱反調”","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對於唱反調之人，你要確定他是正常的不同觀點的探討，還是價值觀的不一致，亦或其他。若是類似價值觀問題，密切觀察，注意引導，若根深蒂固、無法修正，此類人是要清理出隊伍的。這種人有一些普遍特徵，比如一說責任就先奮起爭辯，摘清自己；一給壓力就畏畏縮縮，這也難那也難；不分時間場合的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"熱衷於擡槓而不是探討","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"觀點碰撞式的反調，無他，認真聽取耳。只是有些人的碰撞過於直白、不留情面，會讓領導者有點下不來臺，這種情形就看領導者的心胸了。我自己嘛，反正還在修煉。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以上。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}}]}
DàYé的CTO姍姍學步路
{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":"right","origin":null},"content":[{"type":"text","marks":[{"type":"size","attrs":{"size":10}},{"type":"color","attrs":{"color":"#000000","name":"black"}}],"text":"From Zoommy | 全文約5400字","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":"right","origin":null}},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"遙記得，在某次右軍組織的私董會上，討論着35歲老幫菜何去何從的悲傷話題。當時作爲首架的我還篤定地說着，自己目前還是擅長做些輔佐CTO的事，擔任一個組織的CTO太辛苦了，自己還夠不着。何曾想，一語成讖。在彼時的“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"FIFO","attrs":{}},{"type":"text","text":"”隊列型組織，我被硬推到了CTO這個隊首崗位。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"曾被前CTO耳提面命的戰略大局觀、業務Sense等等，以爲自己早已換位思考、深思熟慮過、當可信手拈來，豈不知換位思考，若換的是平級或者下級的位，你還能想得通大部分道理。但換個上級的位思考，你怎麼想都不一定可得。這就是降維和升維的區別，鴻溝立顯。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"文中都是本人工作中的實際案例，結合自己的體味感悟，略有所得。只奢求給立志輔助CTO或者立志成爲CTO的人一點指引，必然幸福滿溢。即便給各位讀者一些茶話談資，也未嘗不是一件美事。","attrs":{}}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(e^πi + 1) 前言","attrs":{}}]},{"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":"最近讀了","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"正和島的《本質》","attrs":{}},{"type":"text","text":" ，內裏的企業家、行業領袖們意氣風發、談笑風生。說成功學都是毒雞湯未免片面，當有其可取之處。但是對於同一個事物，領袖們精煉出來的點各不相同，似乎你要學就必須學他們的並集，否則他們說自己總結的那幾點，少一點就肯定會失敗，你賭誰贏 學誰？","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"比如都說","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理","attrs":{}},{"type":"text","text":"，聯想創始人柳傳志說","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理的三要素","attrs":{}},{"type":"text","text":"，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"搭班子、定戰略、帶隊伍","attrs":{}},{"type":"text","text":"；阿里參謀長曾鳴說","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理的本質是科學、藝術、手藝","attrs":{}},{"type":"text","text":"；海爾傳奇張瑞敏說","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理模式的價值主張","attrs":{}},{"type":"text","text":"；陳春花說","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理的未來就是賦能與激活人","attrs":{}},{"type":"text","text":"...老闆，點一盤管理大亂燉！","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"所以今天和日後，我想我都不會掰扯CTO的軟硬技能或成功之道，一來各種行業分享、雷達圖、培訓課太多，二來咱不是精神領袖也不專業更沒有成功，不能誤導，三來竊以爲那些東西只有結合自己組織的實情分析纔有用，不然那就是一堆PPT素材和使用手冊，不包售後的那種。身邊不是沒有那種成天就是招個聘、P個PT、懟個人的CTO，也能幹。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"下面開始正題。我從首席架構到CTO的角色轉變過程中，到底學會了點什麼道理？","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(X^0) 學會閉嘴","attrs":{}}]},{"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":"我曾經把自己有一說一，從不藏着掖着的\"直爽\"，視作一種美德。","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"其實很多時候，所謂的心直口快，不過是低情商的出言不遜；所謂的能言善辯，不過是對手的退讓妥協；所謂的談笑風生，不過是觀衆的吹捧迎合","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"閉嘴 = 張嘴前的共情","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"管理者天然帶有的職級優勢，溝通中很容易出現盛氣凌人、批評指責的語氣。其實這些年，我已經很注意讓自己儘量的Peace些，後來發現也只是自己略微收斂後的一種錯覺。之前作爲首架在評審會上跟團隊說架構設計的問題，不留情面的指出某些規範不能妥協，團隊要不被動接受，要不奮起辯解，都還算正常交涉。但我作爲CTO說出跟之前相似不留情面的表述，曾經直接讓員工委屈的哭出來。只因爲CTO是技術團隊的最高領導，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"話語的攻擊力","attrs":{}},{"type":"text","text":"是不一樣的，員工面對直接上級和麪對CTO","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"表達的膽量","attrs":{}},{"type":"text","text":"也不同。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"請注意，我要跟你說的可不是，話前要深思熟慮、滴水不漏之類的說話之道。我更多想傳達的是，成爲團隊最高領導後，你要特別清楚地知曉，你在語言上的攻擊力已非比尋常，而","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"共情能力","attrs":{}},{"type":"text","text":"會拽着你主動消解語言上的攻擊性。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"閉嘴 = 其實與對錯無關","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"職場上的很多衝突都緣起於觀點相左，不同的觀點就一定意味着對和錯麼？要不說成年人的世界有時候也是幼稚的很，非黑即白。在一些方案討論會上，或者決策會上，總有各種不同的聲音出現，每個人都在試圖說服其他人，以一副\"你是錯的\"的姿勢喋喋不休着。通常這種會議的結果是本次鳴金收兵，相約下次再戰，三百回合，直到精疲力盡，某一方妥協。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"當我被這種狗血的會議折磨的疲憊不堪之時，終於意識到這種對錯的爭論不過是職場的一種\"","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"勝利者渴望","attrs":{}},{"type":"text","text":"\"。只有我是對的你是錯的，我纔是勝利者。我曾經也熱衷於時刻證明自己是對的...而作爲CTO，組織的效率纔是核心命題，爭論沒關係，理不辨不明，但絕對不能帶着對和錯的極端思維。只要讓項目讓產品推進下去，就是合適的，無關對錯。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"任正非有個著名的\"","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"灰度哲學","attrs":{}},{"type":"text","text":"\"，很容易被誤讀爲功利或者圓滑。因爲它的核心基本就是一種妥協、變通、務實的叢林智慧。而灰度就是一種非黑非白的混沌地帶，達成共識、解決問題纔是最優解。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"閉嘴 = 不做低價值的承諾","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"CTO作爲技術團隊的最高領導，要對CEO吹過的牛逼負責，所以依然面臨向上管理的職能。如果CEO突然給你佈置一個最最最最最最最高優先級的緊急任務，只給一週時間投產。面臨國慶長假和大量請休假，你如何抉擇？唯CEO是從的話，立馬就開始敦促團隊取消休假準備加班了。而實情可能是，節後這個任務面臨取消或者順延。這個案例也是我真實發生的，幸好我當時識別到了此任務在某些環節的硬傷，回覆這個進度搶的沒意義，但是有那麼一刻我確實差點做出加班的判斷。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這件事給我提了個嚴重的警告，你的身後是一個龐大的團隊，你的承諾也代表着團隊的承諾。團隊巨輪一旦啓航，任何倉促的調頭或轉舵，對你的團隊都是一種折磨。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"閉嘴 = 實幹的領導者","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"耍嘴皮子","attrs":{}},{"type":"text","text":"的管理者不受團隊待見，因爲成熟優秀受歡迎的管理者通常","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"具有強大的實幹能力","attrs":{}},{"type":"text","text":"。可不能說我剛剛覺悟到這一點，我可是一直以來自詡爲實幹家的。而是說成爲CTO之後，你會發現自己可實幹的渠道和時間銳減，一旦自己懈怠舒適下來，很快就只剩一張嘴。","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"都在講CTO的戰略思維養成記，卻鮮有人說CTO的戰略思維在落地時的屢屢不得法","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有段時間，我時常會把一些不成熟的思想或者構思中的想法，提前拋給團隊去“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"琢磨着實施","attrs":{}},{"type":"text","text":"”，以期他們能把我的“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"那一點殘缺(其實可能是坑)","attrs":{}},{"type":"text","text":"”補充完整。可想而知，如此協作會有多少的Rework，CTO的不滿和團隊的怨言此起彼伏。此時領導力的體現應該是，把自己大概成型的思維框架和執行規劃，以具象化的方式展示給團隊。思維框架是爲了讓團隊看清晰你的思考過程和顆粒度，不至於連蒙帶猜；執行規劃是爲了不讓落地成爲空談、半途而廢。","attrs":{}}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/f1/f150b58d14565ef43159a7a0268ad55f.webp","alt":null,"title":null,"style":null,"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"CTO的戰略思維","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"空談不實幹的領導者","attrs":{}},{"type":"text","text":"有一個特點，就是隻要結果無視過程，平時懶於跟團隊保持密切的關注和同步，最後要結果的時候才指責這也不對那也不行。從文藝復興的馬基雅維利開始，領導力就被賦予了各種各樣的定義，沒有一個可以放之四海而皆準，但我的理解裏，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"有效的實踐和以身作則","attrs":{}},{"type":"text","text":"，激勵和影響人們在組織中發揮最大的能量，一定是領導力的根本之一。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(1<<1) 價值體系","attrs":{}}]},{"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":"莊子曰：“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"不滯於物，不困於心，不亂於人","attrs":{}},{"type":"text","text":"”，聖人都活的過於通透。我自認此生做不到如此的超然脫俗，但在職場你要成功，一定要構築出自己的價值評判體系，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"什麼該做什麼不該做，什麼可以聽什麼不可以聽，揚之抑之，取之舍之，不受外物/外人所左右","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"明辨是非","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一個領導者每天要面對各種各樣的聲音，特別是那些不和諧的。擔任“大法官”，如果不能做到兼聽則明，做出的評判很可能是片面的，而大多誤判都源自職場的刻板印象。就像我曾對某些團隊個人有偏見，當接到他人對其投訴時，第一反應就是，看吧，此人不堪大用。這種片面結論被打臉也不是一次兩次了，只能事後補救。所以我時常警告自己不要對員工打標籤，避免刻板印象。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其二，有些是非並不是那麼的涇渭分明，不得不再次提起任正非的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"灰度哲學","attrs":{}},{"type":"text","text":"。很多時候各打五十大板，比單打一百大板的效果要好的多。其三，CTO也囿於職場規則，有些苦必須咽，即便是非很明確。換個好聽點的說法是，對團隊寬容一些。甚至反思的更充分一些的話，如果某個團隊或個人一直在犯一些錯誤，那你應該在制度、流程、管理上下下功夫了，而不是不斷看着團隊犯錯，不斷的批評指責。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"堅持判斷","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"曾經因爲一個試用期員工的去留問題，我和兩位總監的意見相左。他倆都建議辭退，理由是管理能力負分，帶不好團隊就罷了，可怕的是會把團隊帶偏。而我的觀點是此團隊太不穩定，當下的招兵買馬也很不順利，此團隊是業務實施推進必不可少的角色，此人更是可控的穩定軍心的關鍵人物，捏鼻子用也得先穩住他，我可以拔除他的管理權限，只需發揮他的技術或者業務能力。後來證明，這個決定是正確的，至少把那段黑暗期熬了過來。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"堅持判斷不是固執，而是綜合了他人的信息和自己的角度，給出的相對合理的判斷。中化董事長寧高寧說，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"一個領袖最重要的事情，就是在真正需要的時間做大量的決定","attrs":{}},{"type":"text","text":"。兩個要點，一個是“需要的時間”，一個是“大量的決定”。前文提到的“兼聽則明”有時候是個負擔，因爲你並沒有那麼多時間成本去消耗，每個決定都去聽取團隊聲音，豈不累死？果斷在需要的時間內拍板做決定，也是領袖氣質。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"一切都是我的責任","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"招商銀行前行長馬蔚華馬老理解的領導力中，很重要的一點就是領導者的“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"情商體現","attrs":{}},{"type":"text","text":"”。調研數據表明，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"組織績效的30%來自組織的氛圍，組織氛圍的70%取決於管理風格，而管理風格直接取決於領導的情商","attrs":{}},{"type":"text","text":"。不管你怎麼獎懲團隊的是非對錯，所有的改進和優化源頭都只能是領導者自己。我一直深信，CTO","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"敢於擔責","attrs":{}},{"type":"text","text":"，與團隊才能融合一體。自己的孩子該教育教育，但是沒教好自己還是要反省教育方法的。成天大呼小叫的CTO，離被高層踢出局或者被團隊拋棄的日子就不遠了。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(√9) 搭建風格鮮明的班子","attrs":{}}]},{"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":"技術人轉管理之後，最難過的那個檻兒就是羞於指派任務，生怕團隊覺得自己當這個leader飄了，只動嘴不動手。生不如死間，還不如自己幹。這也就是著名的管理名言“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"不會授權/帶人，你就自己幹到死","attrs":{}},{"type":"text","text":"”。而CTO必然是過了這道檻兒的，他需要考慮的是選擇帶什麼樣的人，跟什麼樣的人合作，授權給什麼樣的人才能安心，也就是搭班子。“鮮明風格”可以是自己的喜好（如態度第一、執行力強、目標導向），可以是組織的需要（如專業方面人才），也可以是企業不同階段的需要（如初期野路子、發展期PMO）...","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"願景Vision & 使命Mission","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我曾經老搞混這兩個概念，先丟個阿里的定義感受下。阿里的願景是“成爲一家持續發展102年的公司”，使命是“讓天下沒有難做的生意”。NPDP考試教材裏對這兩者的定義更加抽象。我總結下來，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"Vision","attrs":{}},{"type":"text","text":"就是你的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"組織最期望看到的未來狀態","attrs":{}},{"type":"text","text":"，而","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"Mission","attrs":{}},{"type":"text","text":"就是你的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"組織存在的意義，是一股氣，一種信念","attrs":{}},{"type":"text","text":"。像雨又像風的未來就在那裏，吊着你有勇氣不斷前行的那股氣就是使命在撐着，氣泄了組織就散了。而Vision和Mission裏本身就內嵌了創始人的鮮明個人風格，領導者首先要內心絕對的認可，然後推動自己的班子認可，這是核心班子在思想上達成一致的第一步。","attrs":{}}]},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"“","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其實，跟這兩個概念經常同時出現的還有“價值觀”，這個我就避開不提，這個話題更大。","attrs":{}}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"文化氛圍","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"前文提到“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"選","attrs":{}},{"type":"text","text":"擇”","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"人","attrs":{}},{"type":"text","text":"才，對應的是“搭”，而一個健康向上的組織更應該學會“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"育人養人","attrs":{}},{"type":"text","text":"”，對應的是“建”。一搭一建，所謂的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"搭建班子","attrs":{}},{"type":"text","text":"是也。這可不是簡簡單單的搞個培訓搞個大學，走個形式就是建設了，我更想說的其實是文化和氛圍對人才的影響力。咱們看下體制內這個圈子，大量優秀人才前赴後繼、削尖了腦袋要進去，但是體制內把人用廢的概率不可謂不低。在我看來，除了體制內本身的一些弊病，文化氛圍就是體制內缺失的重要一環，我不知道有多少人是懷抱着到體制內學習高精尖知識去的，更多的不出意外是衝着鐵飯碗，可想而知這種氛圍是如何畸形的，然後不斷的影響和侵襲着後來者。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我有段時間把每個部門每月必須寫一篇推文，放入了部門考覈的KPI裏。結果確實是有持續產出，但我卻一點也高興不起來，因爲當我牽頭搞一些科研小組、編程活動時，面臨的是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"團隊對技術追求的冷漠","attrs":{}},{"type":"text","text":"。我也安慰過自己，大多數人都是愛好學習的，只是有些人喜歡分享，有些人不善於分享罷了，不能強求。時至今日我也是這種看法，只是我缺少了那些幫我“熱場”的角色（技術流又喜歡分享的）罷了，一如聚會活動上那些特別外向、會帶動氣氛的人。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"另外，我個人也比較推崇類似阿里土話的文化方式，不同於喊口號式的大標語讓人特別有距離感，“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"So TMD What","attrs":{}},{"type":"text","text":"”就比“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"不怕失敗不怕挫折","attrs":{}},{"type":"text","text":"”，接地氣和熱血的多得多得多。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"優勝劣汰","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"績效考覈是很多人的噩夢，也曾是我的。有人的地方就有江湖，有江湖的地方就有口水。績效考覈除了它本身的意義，還有一個隱蔽作用，就是廣而告知，組織要的到底是什麼樣的人。無獎無罰，就是對優秀人員的不公；有獎無罰，是對不合格人員的縱容；有獎有罰，才能引發團隊的熵增，死水變活水。請注意，有些組織那種","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"輪換式績效","attrs":{}},{"type":"text","text":"，這個月給你A下個月給他A，就是一種","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"討好型管理","attrs":{}},{"type":"text","text":"，本質上和無獎無罰沒有區別。對長期表現差（經過任務調整、調崗、培訓）的員工，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"敢下刀子","attrs":{}},{"type":"text","text":"，是體現CTO威懾力和保證自己治下團隊保持戰鬥力的最直接手段。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"也得承認，總有些“勇士”無視刀子，巋然不動。那就皺着眉頭用吧，人嘛，總有可取之處。任正非也說“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"寬容是領導者的成功之道","attrs":{}},{"type":"text","text":"”（雖然感覺不像他說的...），朝堂之上總有忠有奸，團隊之中也總有好有壞。還有個給自己打氣的說法，團隊裏有那麼些個差的，強制比例的差績效就不用糾結了，多好。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"冷靜對待“唱反調”","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對於唱反調之人，你要確定他是正常的不同觀點的探討，還是價值觀的不一致，亦或其他。若是類似價值觀問題，密切觀察，注意引導，若根深蒂固、無法修正，此類人是要清理出隊伍的。這種人有一些普遍特徵，比如一說責任就先奮起爭辯，摘清自己；一給壓力就畏畏縮縮，這也難那也難；不分時間場合的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"熱衷於擡槓而不是探討","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"觀點碰撞式的反調，無他，認真聽取耳。只是有些人的碰撞過於直白、不留情面，會讓領導者有點下不來臺，這種情形就看領導者的心胸了。我自己嘛，反正還在修煉。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以上。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}}]}
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