霸道总裁ce稳o 如何通过放权掌控全局.pptxVIP

Business advice books don’t agree on much, but they’re practically unanimous on this bit of advice to senior managers: focus on the big things, and le eave the details to your team. 能够让商业忠告类图书一致认同的观点并不多，但它们几乎都会给高管提供这样一条忠告：专注于大的事情，将细节交给团队。 I’ve spent my career doing the opposite. And I believe it is l argely responsible for the success I’ve had so far. 但我在整个职业生涯都采取了截然相反的做法。而且我相信，我到目前取得的成功，很大程度上要归功于这种管理方法。 These days, when I work with young chief exe cutives, I urge them to try my “sweat the small stuff” management method. It may seem counterintuitive, as though I am urging CEOs to act like that mo st dreaded creature, the micromanager. But this approach can deliver the opposite effect. In fact, I have found it builds employee trust, brings the b est out of the best employees, and, most importantly, builds high-performance teams. 最近在与一些年轻CEO们合作时，我强烈建议他们尝试一下我“关注小事”的管理方法。虽然这似乎有违常识，好像我在诱惑这些CEO变成最可 怕的怪物——微观管理者。但实际上这种方法会带来相反的效果。事实上，我发现这种管理方法能够建立起员工的信任，让最优秀的员工有最好的表现，并且最重要的是，它有助于建立一支高效的团队。 Chief executives, especially founders, often find themselves torn between two contradictory impulses. On one hand, they aspire to hire “A+” employees who will take the company to new heights with their awesomen ess. On the other hand, many CEOs have a clear vision for every aspect of how their companies should be run and a wicked perfectionist streak. This me ans they often succumb to the temptation to get involved in every detail of the company’s operations, instead of empowering the extraordinary people t hey’ve just spent a great deal of energy hiring. 首席执行官，尤其是公司创始人，往往发现自己在两种相互矛盾的冲动之间左右为难。一方面，他们渴望找到“A+”员工，凭借他们的非凡魅力将公司带到新高度。另一方面，许多CEO对于公司各个方面如何运营有清晰的愿景 ，带有一种邪恶的完美主义倾向。这意味着，他们往往会忍不住诱惑，参与到公司运营的每一个细节，而不是向他们花大力气聘用的人放权。 In other words, CEOs micromanage. This inevitably leads to a frustrated, demoralized, a nd even paralyzed organization. Here’s where a “sweat the small stuff” approach can work well. 换言之，CEO在进行微观管理。而这将不可避免地导致公司上下滋生沮丧情绪，士气低落，甚至陷入瘫痪。那么，“关注小 事”的管理方法，如何实施才能奏效？ As my first startup