DàYé的CTO姗姗学步路

{"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 | 全文约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":"遥记得，在某次右军组织的私董会上，讨论着35岁老帮菜何去何从的悲伤话题。当时作为首架的我还笃定地说着，自己目前还是擅长做些辅佐CTO的事，担任一个组织的CTO太辛苦了，自己还够不着。何曾想，一语成谶。在彼时的“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"FIFO","attrs":{}},{"type":"text","text":"”队列型组织，我被硬推到了CTO这个队首岗位。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"曾被前CTO耳提面命的战略大局观、业务Sense等等，以为自己早已换位思考、深思熟虑过、当可信手拈来，岂不知换位思考，若换的是平级或者下级的位，你还能想得通大部分道理。但换个上级的位思考，你怎么想都不一定可得。这就是降维和升维的区别，鸿沟立显。","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实际案例，结合自己的体味感悟，略有所得。只奢求给立志辅助CTO或者立志成为CTO的人一点指引，必然幸福满溢。即便给各位读者一些茶话谈资，也未尝不是一件美事。","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":"最近读了","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"正和岛的《本质》","attrs":{}},{"type":"text","text":" ，内里的企业家、行业领袖们意气风发、谈笑风生。说成功学都是毒鸡汤未免片面，当有其可取之处。但是对于同一个事物，领袖们精炼出来的点各不相同，似乎你要学就必须学他们的并集，否则他们说自己总结的那几点，少一点就肯定会失败，你赌谁赢 学谁？","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"比如都说","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理","attrs":{}},{"type":"text","text":"，联想创始人柳传志说","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、定战略、带队伍","attrs":{}},{"type":"text","text":"；阿里参谋长曾鸣说","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理的本质是科学、艺术、手艺","attrs":{}},{"type":"text","text":"；海尔传奇张瑞敏说","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理模式的价值主张","attrs":{}},{"type":"text","text":"；陈春花说","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理的未来就是赋能与激活人","attrs":{}},{"type":"text","text":"...老板，点一盘管理大乱炖！","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"所以今天和日后，我想我都不会掰扯CTO的软硬技能或成功之道，一来各种行业分享、雷达图、培训课太多，二来咱不是精神领袖也不专业更没有成功，不能误导，三来窃以为那些东西只有结合自己组织的实情分析才有用，不然那就是一堆PPT素材和使用手册，不包售后的那种。身边不是没有那种成天就是招个聘、P个PT、怼个人的CTO，也能干。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"下面开始正题。我从首席架构到CTO的角色转变过程中，到底学会了点什么道理？","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(X^0) 学会闭嘴","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":"我曾经把自己有一说一，从不藏着掖着的\"直爽\"，视作一种美德。","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"其实很多时候，所谓的心直口快，不过是低情商的出言不逊；所谓的能言善辩，不过是对手的退让妥协；所谓的谈笑风生，不过是观众的吹捧迎合","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"闭嘴 = 张嘴前的共情","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"管理者天然带有的职级优势，沟通中很容易出现盛气凌人、批评指责的语气。其实这些年，我已经很注意让自己尽量的Peace些，后来发现也只是自己略微收敛后的一种错觉。之前作为首架在评审会上跟团队说架构设计的问题，不留情面的指出某些规范不能妥协，团队要不被动接受，要不奋起辩解，都还算正常交涉。但我作为CTO说出跟之前相似不留情面的表述，曾经直接让员工委屈的哭出来。只因为CTO是技术团队的最高领导，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"话语的攻击力","attrs":{}},{"type":"text","text":"是不一样的，员工面对直接上级和面对CTO","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"表达的胆量","attrs":{}},{"type":"text","text":"也不同。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"请注意，我要跟你说的可不是，话前要深思熟虑、滴水不漏之类的说话之道。我更多想传达的是，成为团队最高领导后，你要特别清楚地知晓，你在语言上的攻击力已非比寻常，而","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"共情能力","attrs":{}},{"type":"text","text":"会拽着你主动消解语言上的攻击性。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"闭嘴 = 其实与对错无关","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"职场上的很多冲突都缘起于观点相左，不同的观点就一定意味着对和错么？要不说成年人的世界有时候也是幼稚的很，非黑即白。在一些方案讨论会上，或者决策会上，总有各种不同的声音出现，每个人都在试图说服其他人，以一副\"你是错的\"的姿势喋喋不休着。通常这种会议的结果是本次鸣金收兵，相约下次再战，三百回合，直到精疲力尽，某一方妥协。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"当我被这种狗血的会议折磨的疲惫不堪之时，终于意识到这种对错的争论不过是职场的一种\"","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"胜利者渴望","attrs":{}},{"type":"text","text":"\"。只有我是对的你是错的，我才是胜利者。我曾经也热衷于时刻证明自己是对的...而作为CTO，组织的效率才是核心命题，争论没关系，理不辨不明，但绝对不能带着对和错的极端思维。只要让项目让产品推进下去，就是合适的，无关对错。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"任正非有个著名的\"","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"灰度哲学","attrs":{}},{"type":"text","text":"\"，很容易被误读为功利或者圆滑。因为它的核心基本就是一种妥协、变通、务实的丛林智慧。而灰度就是一种非黑非白的混沌地带，达成共识、解决问题才是最优解。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"闭嘴 =  不做低价值的承诺","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"CTO作为技术团队的最高领导，要对CEO吹过的牛逼负责，所以依然面临向上管理的职能。如果CEO突然给你布置一个最最最最最最最高优先级的紧急任务，只给一周时间投产。面临国庆长假和大量请休假，你如何抉择？唯CEO是从的话，立马就开始敦促团队取消休假准备加班了。而实情可能是，节后这个任务面临取消或者顺延。这个案例也是我真实发生的，幸好我当时识别到了此任务在某些环节的硬伤，回复这个进度抢的没意义，但是有那么一刻我确实差点做出加班的判断。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"这件事给我提了个严重的警告，你的身后是一个庞大的团队，你的承诺也代表着团队的承诺。团队巨轮一旦启航，任何仓促的调头或转舵，对你的团队都是一种折磨。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"闭嘴 = 实干的领导者","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":"的管理者不受团队待见，因为成熟优秀受欢迎的管理者通常","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"具有强大的实干能力","attrs":{}},{"type":"text","text":"。可不能说我刚刚觉悟到这一点，我可是一直以来自诩为实干家的。而是说成为CTO之后，你会发现自己可实干的渠道和时间锐减，一旦自己懈怠舒适下来，很快就只剩一张嘴。","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"都在讲CTO的战略思维养成记，却鲜有人说CTO的战略思维在落地时的屡屡不得法","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有段时间，我时常会把一些不成熟的思想或者构思中的想法，提前抛给团队去“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"琢磨着实施","attrs":{}},{"type":"text","text":"”，以期他们能把我的“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"那一点残缺(其实可能是坑)","attrs":{}},{"type":"text","text":"”补充完整。可想而知，如此协作会有多少的Rework，CTO的不满和团队的怨言此起彼伏。此时领导力的体现应该是，把自己大概成型的思维框架和执行规划，以具象化的方式展示给团队。思维框架是为了让团队看清晰你的思考过程和颗粒度，不至于连蒙带猜；执行规划是为了不让落地成为空谈、半途而废。","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的战略思维","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"空谈不实干的领导者","attrs":{}},{"type":"text","text":"有一个特点，就是只要结果无视过程，平时懒于跟团队保持密切的关注和同步，最后要结果的时候才指责这也不对那也不行。从文艺复兴的马基雅维利开始，领导力就被赋予了各种各样的定义，没有一个可以放之四海而皆准，但我的理解里，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"有效的实践和以身作则","attrs":{}},{"type":"text","text":"，激励和影响人们在组织中发挥最大的能量，一定是领导力的根本之一。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(1<<1) 价值体系","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":"庄子曰：“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"不滞于物，不困于心，不乱于人","attrs":{}},{"type":"text","text":"”，圣人都活的过于通透。我自认此生做不到如此的超然脱俗，但在职场你要成功，一定要构筑出自己的价值评判体系，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"什么该做什么不该做，什么可以听什么不可以听，扬之抑之，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":"一个领导者每天要面对各种各样的声音，特别是那些不和谐的。担任“大法官”，如果不能做到兼听则明，做出的评判很可能是片面的，而大多误判都源自职场的刻板印象。就像我曾对某些团队个人有偏见，当接到他人对其投诉时，第一反应就是，看吧，此人不堪大用。这种片面结论被打脸也不是一次两次了，只能事后补救。所以我时常警告自己不要对员工打标签，避免刻板印象。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其二，有些是非并不是那么的泾渭分明，不得不再次提起任正非的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"灰度哲学","attrs":{}},{"type":"text","text":"。很多时候各打五十大板，比单打一百大板的效果要好的多。其三，CTO也囿于职场规则，有些苦必须咽，即便是非很明确。换个好听点的说法是，对团队宽容一些。甚至反思的更充分一些的话，如果某个团队或个人一直在犯一些错误，那你应该在制度、流程、管理上下下功夫了，而不是不断看着团队犯错，不断的批评指责。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"坚持判断","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"曾经因为一个试用期员工的去留问题，我和两位总监的意见相左。他俩都建议辞退，理由是管理能力负分，带不好团队就罢了，可怕的是会把团队带偏。而我的观点是此团队太不稳定，当下的招兵买马也很不顺利，此团队是业务实施推进必不可少的角色，此人更是可控的稳定军心的关键人物，捏鼻子用也得先稳住他，我可以拔除他的管理权限，只需发挥他的技术或者业务能力。后来证明，这个决定是正确的，至少把那段黑暗期熬了过来。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"坚持判断不是固执，而是综合了他人的信息和自己的角度，给出的相对合理的判断。中化董事长宁高宁说，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"一个领袖最重要的事情，就是在真正需要的时间做大量的决定","attrs":{}},{"type":"text","text":"。两个要点，一个是“需要的时间”，一个是“大量的决定”。前文提到的“兼听则明”有时候是个负担，因为你并没有那么多时间成本去消耗，每个决定都去听取团队声音，岂不累死？果断在需要的时间内拍板做决定，也是领袖气质。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"一切都是我的责任","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"招商银行前行长马蔚华马老理解的领导力中，很重要的一点就是领导者的“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"情商体现","attrs":{}},{"type":"text","text":"”。调研数据表明，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"组织绩效的30%来自组织的氛围，组织氛围的70%取决于管理风格，而管理风格直接取决于领导的情商","attrs":{}},{"type":"text","text":"。不管你怎么奖惩团队的是非对错，所有的改进和优化源头都只能是领导者自己。我一直深信，CTO","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"敢于担责","attrs":{}},{"type":"text","text":"，与团队才能融合一体。自己的孩子该教育教育，但是没教好自己还是要反省教育方法的。成天大呼小叫的CTO，离被高层踢出局或者被团队抛弃的日子就不远了。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"(√9) 搭建风格鲜明的班子","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":"技术人转管理之后，最难过的那个槛儿就是羞于指派任务，生怕团队觉得自己当这个leader飘了，只动嘴不动手。生不如死间，还不如自己干。这也就是著名的管理名言“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"不会授权/带人，你就自己干到死","attrs":{}},{"type":"text","text":"”。而CTO必然是过了这道槛儿的，他需要考虑的是选择带什么样的人，跟什么样的人合作，授权给什么样的人才能安心，也就是搭班子。“鲜明风格”可以是自己的喜好（如态度第一、执行力强、目标导向），可以是组织的需要（如专业方面人才），也可以是企业不同阶段的需要（如初期野路子、发展期PMO）...","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"愿景Vision & 使命Mission","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我曾经老搞混这两个概念，先丢个阿里的定义感受下。阿里的愿景是“成为一家持续发展102年的公司”，使命是“让天下没有难做的生意”。NPDP考试教材里对这两者的定义更加抽象。我总结下来，","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":"组织最期望看到的未来状态","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":"组织存在的意义，是一股气，一种信念","attrs":{}},{"type":"text","text":"。像雨又像风的未来就在那里，吊着你有勇气不断前行的那股气就是使命在撑着，气泄了组织就散了。而Vision和Mission里本身就内嵌了创始人的鲜明个人风格，领导者首先要内心绝对的认可，然后推动自己的班子认可，这是核心班子在思想上达成一致的第一步。","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":"其实，跟这两个概念经常同时出现的还有“价值观”，这个我就避开不提，这个话题更大。","attrs":{}}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"文化氛围","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":"选","attrs":{}},{"type":"text","text":"择”","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"人","attrs":{}},{"type":"text","text":"才，对应的是“搭”，而一个健康向上的组织更应该学会“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"育人养人","attrs":{}},{"type":"text","text":"”，对应的是“建”。一搭一建，所谓的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"搭建班子","attrs":{}},{"type":"text","text":"是也。这可不是简简单单的搞个培训搞个大学，走个形式就是建设了，我更想说的其实是文化和氛围对人才的影响力。咱们看下体制内这个圈子，大量优秀人才前赴后继、削尖了脑袋要进去，但是体制内把人用废的概率不可谓不低。在我看来，除了体制内本身的一些弊病，文化氛围就是体制内缺失的重要一环，我不知道有多少人是怀抱着到体制内学习高精尖知识去的，更多的不出意外是冲着铁饭碗，可想而知这种氛围是如何畸形的，然后不断的影响和侵袭着后来者。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我有段时间把每个部门每月必须写一篇推文，放入了部门考核的KPI里。结果确实是有持续产出，但我却一点也高兴不起来，因为当我牵头搞一些科研小组、编程活动时，面临的是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"团队对技术追求的冷漠","attrs":{}},{"type":"text","text":"。我也安慰过自己，大多数人都是爱好学习的，只是有些人喜欢分享，有些人不善于分享罢了，不能强求。时至今日我也是这种看法，只是我缺少了那些帮我“热场”的角色（技术流又喜欢分享的）罢了，一如聚会活动上那些特别外向、会带动气氛的人。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"另外，我个人也比较推崇类似阿里土话的文化方式，不同于喊口号式的大标语让人特别有距离感，“","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":"不怕失败不怕挫折","attrs":{}},{"type":"text","text":"”，接地气和热血的多得多得多。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"优胜劣汰","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"绩效考核是很多人的噩梦，也曾是我的。有人的地方就有江湖，有江湖的地方就有口水。绩效考核除了它本身的意义，还有一个隐蔽作用，就是广而告知，组织要的到底是什么样的人。无奖无罚，就是对优秀人员的不公；有奖无罚，是对不合格人员的纵容；有奖有罚，才能引发团队的熵增，死水变活水。请注意，有些组织那种","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"轮换式绩效","attrs":{}},{"type":"text","text":"，这个月给你A下个月给他A，就是一种","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"讨好型管理","attrs":{}},{"type":"text","text":"，本质上和无奖无罚没有区别。对长期表现差（经过任务调整、调岗、培训）的员工，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"敢下刀子","attrs":{}},{"type":"text","text":"，是体现CTO威慑力和保证自己治下团队保持战斗力的最直接手段。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"也得承认，总有些“勇士”无视刀子，岿然不动。那就皱着眉头用吧，人嘛，总有可取之处。任正非也说“","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"宽容是领导者的成功之道","attrs":{}},{"type":"text","text":"”（虽然感觉不像他说的...），朝堂之上总有忠有奸，团队之中也总有好有坏。还有个给自己打气的说法，团队里有那么些个差的，强制比例的差绩效就不用纠结了，多好。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"冷静对待“唱反调”","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"对于唱反调之人，你要确定他是正常的不同观点的探讨，还是价值观的不一致，亦或其他。若是类似价值观问题，密切观察，注意引导，若根深蒂固、无法修正，此类人是要清理出队伍的。这种人有一些普遍特征，比如一说责任就先奋起争辩，摘清自己；一给压力就畏畏缩缩，这也难那也难；不分时间场合的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"热衷于擡杠而不是探讨","attrs":{}},{"type":"text","text":"。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"观点碰撞式的反调，无他，认真听取耳。只是有些人的碰撞过于直白、不留情面，会让领导者有点下不来台，这种情形就看领导者的心胸了。我自己嘛，反正还在修炼。","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}}]}