Think for yourself to decide 1) what you want, 2) what is true, and 3) what you should do to achieve #1 in light of #2. . .
为自己思考并决定：1）你想要什么，2）什么是真实的，3）根据#2，你应该做什么来实现#1……
Make believability-weighted decisions.
做可信度加权的决策。
Operate by principles . . .
依据原则来运营……
Systemize your decision making.
系统化您的决策制定。
Embrace Reality and Deal with It.
拥抱现实，直面并处理好它。
- Be a hyperrealist.
做一个超现实主义者。
Dreams + Reality + Determination = A Successful Life.
梦想+现实+决心=成功的人生
- Truth—or, more precisely, an accurate understanding of reality—is the essential foundation for any good outcome.
真相——或者更准确地说，对现实的准确理解——是任何良好结果的重要基础。 - Be radically open-minded and radically transparent.
思想要彻底开放、彻底透明。
Radical open-mindedness and radical transparency are invaluable for rapid learning and effective change.
彻底的开放思想和彻底的透明度对于快速学习和有效变革来说是无价的。
Don’t let fears of what others think of you stand in your way.
不要因恐惧别人对你的看法而阻碍你的路。
Embracing radical truth and radical transparency will bring more meaningful work and more meaningful relationships.
拥抱彻底的真相和彻底的透明度将带来更有意义的工作和更有意义的关系。
- Look to nature to learn how reality works.
观察自然，了解现实是如何运作的。
Don’t get hung up on your views of how things “should” be because you will miss out on learning how they really are.
不要沉迷于你对事物“应该”如何的看法，因为你会错过了解它们真正的样子。
To be “good” something must operate consistently with the laws of reality and contribute to the evolution of the whole; that is what is most rewarded.
要想成为“好”，就必须与现实法则一致地运作，并为整体的进化做出贡献；这是最有回报价值的。
Evolution is the single greatest force in the universe; it is the only thing that is permanent and it drives everything.
进化是宇宙中最强大的力量；它是唯一永恒的东西，它驱动着一切。
Evolve or die.
进化或死亡。
- Evolving is life’s greatest accomplishment and its greatest reward.
持续进化是人生最大的成就，也是最大的回报。
The individual’s incentives must be aligned with the group’s goals.
个人的激励必须与团体的目标保持一致。
Reality is optimizing for the whole—not for you.
现实是为了整体而优化，而不是为了你。
Adaptation through rapid trial and error is invaluable.
通过快速地尝试和犯错来获得的适应是无价的。
Realize that you are simultaneously everything and nothing—and decide what you want to be.
意识到你既是一切，又什么都不是——并决定你想成为什么。
What you will be will depend on the perspective you have.
你会成为什么样的人取决于你拥有什么样的观点。
- Understand nature’s practical lessons.
了解大自然的实践课程。
Maximize your evolution.
最大化你的进化。
Remember “no pain, no gain.”
记住“没有痛苦，就没有收获”。
It is a fundamental law of nature that in order to gain strength one has to push one’s limits, which is painful.
为了获得力量，必须突破自己的极限，这是自然的基本法则，而这是痛苦的。
- Pain + Reflection = Progress.
痛苦+反思=进步。
Go to the pain rather than avoid it.
直面痛苦而不是躲避痛苦。
Embrace tough love.
拥抱严厉的爱。
- Weigh second- and third-order consequences.
权衡二阶和三阶后果。 - Own your outcomes.
拥有你的成果。 - Look at the machine from the higher level.
从更高的层面来看“机器”
Think of yourself as a machine operating within a machine and know that you have the ability to alter your machines to produce better outcomes.
将自己视为一台在操控机器运行的机器，并且知道您有能力改变机器以产生更好的结果。
By comparing your outcomes with your goals, you can determine how to modify your machine.
通过将结果与目标进行比较，你可以确定如何修改你的机器。
Distinguish between you as the designer of your machine and you as a worker with your machine.
区分作为机器设计者的你和作为机器使用者的你。
The biggest mistake most people make is to not see themselves and others objectively, which leads them to bump into their own and others’ weaknesses again and again.
大多数人犯的最大错误就是没有客观地看待自己和他人，这导致他们一次又一次地撞到他们自己和他人的弱点。
Successful people are those who can go above themselves to see things objectively and manage those things to shape change.
成功的人是那些能够超越自我、客观地看待事物并管理这些事物以塑造改革的人。
Asking others who are strong in areas where you are weak to help you is a great skill that you should develop no matter what, as it will help you develop guardrails that will prevent you from doing what you shouldn’t be doing.
在你薄弱的领域向其他强者寻求帮助是一项无论怎样都应该培养的伟大技能，因为它将帮助你建立护栏，防止你做不应该做的事情。
Because it is difficult to see oneself objectively, you need to rely on the input of others and the whole body of evidence.
因为客观地看待自己很困难，所以你需要依赖他人的意见和整体的证据。
If you are open-minded enough and determined, you can get virtually anything you want.
如果你足够开放和坚定，你几乎可以得到你想要的任何东西。
Use the 5-Step Process to Get What You Want Out of Life
使用5步流程来获得你想要的生活
- Have clear goals.
拥有清晰的目标。
Prioritize: While you can have virtually anything you want, you can’t have everything you want.
优先考虑：虽然你几乎可以拥有你想要的任何东西，但你不可能拥有你想要的一切。
Think about what you want out of life and make your work a path to getting it.
想想你想从生活中得到什么，并让你的工作成为实现它的途径。
Recognize when to ride the wave.
识别何时乘风破浪。
Don’t confuse goals with desires.
不要将目标与欲望混淆。
Decide what you really want in life by reconciling your goals and your desires.
通过协调好你的目标和欲望，来决定你在生活中真正想要什么。
Don’t mistake the trappings of success for success itself.
不要将成功的外饰标志误认为是成功本身。
Never rule out a goal because you think it’s unattainable.
永远不要因为你认为某个目标无法实现而将其排除在外。
Remember that great expectations create great capabilities.
请记住，伟大的期望创造伟大的能力。
Almost nothing can stop you from succeeding if you have a) flexibility and b) self-accountability.
如果你具备 a) 灵活性和 b) 责任感，那么几乎没有什么可以阻止你成功。
Knowing how to deal well with your setbacks is as important as knowing how to move forward.
知道如何处理好挫折与知道如何前进同样重要。
- Identify and don’t tolerate problems.
识别问题并且不容忍问题。
View painful problems as potential improvements that are screaming at you.
将令你痛苦的问题视为正在向你尖叫的潜在改进机会。
Don’t avoid confronting problems because they are rooted in harsh realities that are unpleasant to look at.
不要回避面对问题，因为它们植根于令人不快的严酷现实。
Be specific in identifying your problems.
要具体地确定你的问题。
Don’t mistake a cause of a problem with the real problem.
不要将问题的原因误认为是真正的问题。
Distinguish big problems from small ones.
从小问题中区分出大问题。
Once you identify a problem, don’t tolerate it.
一旦发现问题，就不要容忍它。
- Diagnose problems to get at their root causes.
诊断问题以找出其根本原因。
Focus on the “what is” before deciding “what to do about it.”
在决定“做什么”之前，先聚焦于“是什么”。
Distinguish proximate causes from root causes.
从根本原因中区分出直接原因。
Recognize that knowing what someone (including you) is like will tell you what you can expect from them.
认识到：了解某人（包括你）是什么样的，会告诉你你可以对他们的期待。
- Design a plan.
设计一个计划。
Go back before you go forward.
展望之前先回顾。
Think about your problem as a set of outcomes produced by a machine.
将你的问题视为机器产生的一组结果。
Remember that there are typically many paths to achieving your goals.
请记住，实现你的目标通常有多种途径。
Think of your plan as being like a movie script in that you visualize who will do what through time.
把你的计划想象成一个电影剧本，你可以想象随着时间的推移谁将做什么。
Write down your plan for everyone to see and to measure your progress against.
写下你的计划，让每个人都可以看到并衡量你的进展。
Recognize that it doesn’t take a lot of time to design a good plan.
认识到设计一个好的计划并不需要花费很多时间。
- Push through to completion.
推动直至完成。
Great planners who don’t execute their plans go nowhere.
即便是伟大的计划者，不执行计划也将一事无成。
Good work habits are vastly underrated.
良好的工作习惯被大大低估了。
Establish clear metrics to make certain that you are following your plan.
建立明确的指标以确保你在遵循着你的计划。
- Remember that weaknesses don’t matter if you find solutions.
请记住，只要找到解决方案，弱点就不再重要。
Look at the patterns of your mistakes and identify at which step in the 5-Step Process you typically fail.
查看你的犯错模式，并确定你通常在五步流程中的哪一步失败。
Everyone has at least one big thing that stands in the way of their success; find yours and deal with it.
每个人都至少有一个大东西在阻碍他们的成功；找到你的并处理它。
- Understand your own and others’ mental maps and humility.
了解自己和他人的心智地图和谦逊力。
Be Radically Open-Minded
思想完全开放
- Recognize your two barriers.
认识到你的两个障碍。
Understand your ego barrier.
了解你的自我障碍。
Your two “yous” fight to control you.
你的两个“你”为了控制你而斗争。
Understand your blind spot barrier.
了解您的盲点障碍。
- Practice radical open-mindedness.
实践彻底开放的思想
Sincerely believe that you might not know the best possible path and recognize that your ability to deal well with “not knowing” is more important than whatever it is you do know.
真诚地相信你可能不知道最好的可能路径，并认识到你处理“不知道”的能力比你所知道的任何事情都更重要。
Recognize that decision making is a two-step process: First take in all the relevant information, then decide.
认识到决策是一个两步过程：首先获取所有相关信息，然后做出决定。
Don’t worry about looking good; worry about achieving your goal.
不用担心好看；担心实现你的目标。
Realize that you can’t put out without taking in.
意识到你不能不吸收就产出。
Recognize that to gain the perspective that comes from seeing things through another’s eyes, you must suspend judgment for a time—only by empathizing can you properly evaluate another point of view.
认识到，要获得从他人的角度看待事物的视角，你必须暂时搁置判断——只有通过换位思考，你才能正确评估另一个观点。
Remember that you’re looking for the best answer, not simply the best answer that you can come up with yourself.
请记住，你正在寻找最佳答案，而不仅仅是你自己能想到的最佳答案。
Be clear on whether you are arguing or seeking to understand, and think about which is most appropriate based on your and others’ believability.
明确你是在争论还是在寻求理解，并根据你和他人的可信度思考哪一个最合适。
- Appreciate the art of thoughtful disagreement.
欣赏深思熟虑的分歧的艺术。 - Triangulate your view with believable people who are willing to disagree.
与愿意提出不同意见的可信人士一起探讨你的观点。
Plan for the worst-case scenario to make it as good as possible.
为最坏的情况做好计划，使其尽可能好。
- Recognize the signs of closed-mindedness and open-mindedness that you should watch out for.
认识到你应该警惕的思想封闭和思想开放的迹象。 - Understand how you can become radically open-minded.
了解如何才能变得思想完全开放。
Regularly use pain as your guide toward quality reflection.
经常使用痛苦作为高质量反思的指南。
Make being open-minded a habit.
让开放思想成为一种习惯。
Get to know your blind spots.
了解你的盲点。
If a number of different believable people say you are doing something wrong and you are the only one who doesn’t see it that way, assume that you are probably biased.
如果许多不同的可信的人都说你做错了某事，而你是唯一一个不这么认为的人，那么你可能有偏见了。
Meditate.
反思，冥想。
Be evidence-based and encourage others to be the same.
以证据为基础，并鼓励其他人也这样做。
Do everything in your power to help others also be open-minded.
尽你所能帮助他人保持开放的心态。
Use evidence-based decision-making tools.
使用基于证据的决策工具。
Know when it’s best to stop fighting and have faith in your decision-making process.
知道什么时候最好停止争斗并对你的决策过程抱有信心。
Understand That People Are Wired Very Differently
了解人们的性格差异很大
- Understand the power that comes from knowing how you and others are wired.
明白了解你和他人的连接方式所带来的力量。
We are born with attributes that can both help us and hurt us, depending on their application.
我们与生俱来的属性既可以帮助我们，也可以伤害我们，具体取决于他们的应用。
- Meaningful work and meaningful relationships aren’t just nice things we chose for ourselves—they are genetically programmed into us.
有意义的工作和有意义的关系不仅仅是我们为自己选择的美好事物，它们是被编入我们体内的。 - Understand the great brain battles and how to control them to get what “you” want.
了解伟大的大脑战斗以及如何控制它们以获得“你”想要的东西。
Realize that the conscious mind is in a battle with the subconscious mind.
意识到显意识正在与潜意识进行战斗。
Know that the most constant struggle is between feeling and thinking.
要知道，最持久的斗争是感觉和思考之间的斗争。
Reconcile your feelings and your thinking.
协调你的感受和你的想法。
Choose your habits well.
好好选择你的习惯。
Train your “lower-level you” with kindness and persistence to build the right habits.
用善良和毅力训练“底层的你”，养成正确的习惯。
Understand the differences between right-brained and left-brained thinking.
了解右脑思维和左脑思维之间的差异。
Understand how much the brain can and cannot change.
了解大脑可以改变多少，不能改变多少。
- Find out what you and others are like.
了解你和其他人是什么样的。
Introversion vs. extroversion.
内向与外向。
Intuiting vs. sensing.
直觉与感觉。
Thinking vs. feeling.
想法与感受。
Planning vs. perceiving.
计划与感知。
Creators vs. refiners vs. advancers vs. executors vs. flexors.
创作者与精练者与推进者与执行者与忍受者
Focusing on tasks vs. focusing on goals.
专注于任务与专注于目标。
Workplace Personality Inventory.
职场性格调查表。
Shapers are people who can go from visualization to actualization.
塑造者是能够从想象走向现实的人。
- Getting the right people in the right roles in support of your goal is the key to succeeding at whatever you choose to accomplish.
让合适的人担任合适的角色来支持你的目标是成功实现你选择的目标的关键。
Manage yourself and orchestrate others to get what you want.
管理自己并协调他人以获得你想要的东西。
Learn How to Make Decisions Effectively
学习如何有效制定决策
- Recognize that 1) the biggest threat to good decision making is harmful emotions, and 2) decision making is a two-step process (first learning and then deciding).
认识到 1) 对良好决策的最大威胁是有害情绪，2) 决策是一个两步过程（首先学习，然后决定）。 - Synthesize the situation at hand.
综合当前的情况。
One of the most important decisions you can make is who you ask questions of.
你可以做出的最重要的决定之一就是决定向谁提问。
Don’t believe everything you hear.
不要相信你听到的一切。
Everything looks bigger up close.
近距离看一切都显得更大。
New is overvalued relative to great.
相对于伟大而言，新事物被高估了。
Don’t oversqueeze dots.
不要过度在意某些小点。
- Synthesize the situation through time.
从时间方面综合情况。
Keep in mind both the rates of change and the levels of things, and the relationships between them.
时刻记住事物的变化概率和水平以及它们之间的关系。
Be imprecise.
不精确。
Remember the 80/20 Rule and know what the key 20 percent is.
记住 80/20 规则并知道关键的 20% 是什么。
Be an imperfectionist.
做一个不完美主义者。
- Navigate levels effectively.
有效地指引级别。
Use the terms “above the line” and “below the line” to establish which level a conversation is on.
使用术语“线上”和“线下”来确定对话所处的级别。
Remember that decisions need to be made at the appropriate level, but they should also be consistent across levels.
请记住，决策需要在适当的级别做出，但各个级别之间的决策也应该保持一致。
- Logic, reason, and common sense are your best tools for synthesizing reality and understanding what to do about it.
逻辑、推理和常识是你综合现实并理解如何应对的最佳工具。 - Make your decisions as expected value calculations.
根据预期值计算做出决定
Make sure that the probability of the unacceptable (i.e., the risk of ruin) is nil.
确保不可接受的可能性（即破产风险）为零。
Raising the probability of being right is valuable no matter what your probability of being right already is.
无论你正确的概率是多少，提高正确的概率都是有价值的。
Knowing when not to bet is as important as knowing what bets are probably worth making.
知道什么时候不应该下注与知道什么可能值得下注同样重要。
The best choices are the ones that have more pros than cons, not those that don’t have any cons at all.
最好的选择是那些优点多于缺点的选择，而不是那些完全没有缺点的选择。
- Prioritize by weighing the value of additional information against the cost of not deciding.
通过权衡附加信息的价值和不做决定的成本来确定优先级。
All of your “must-dos” must be above the bar before you do your “like-to-dos.”
在你做你的“喜欢做的事情”之前，你所有的“必须做的事情”都必须高于基准。
Chances are you won’t have time to deal with the unimportant things, which is better than not having time to deal with the important things.
很可能你没有时间处理不重要的事情，这比没有时间处理重要的事情要好。
Don’t mistake possibilities for probabilities.
不要将可能性误认为是概率。
- Simplify!
简化！ - Use principles.
使用原则。 - Believability weight your decision making.
用可信度来衡量你的决策。 - Convert your principles into algorithms and have the computer make decisions alongside you.
将你的原则转化为算法，让计算机与你一起做出决策。 - Be cautious about trusting AI without having deep understanding.
在没有深入了解的情况下，对人工智能的信任要谨慎。
WORK PRINCIPLES
工作原则
An organization is a machine consisting of two major parts: culture and people.
组织是一台机器，由两个主要部分组成：文化和人员。
- A great organization has both great people and a great culture.
一个伟大的组织既有优秀的人才，也有优秀的文化。 - Great people have both great character and great capabilities.
伟大的人才既有伟大的品格，也有伟大的能力。 - Great cultures bring problems and disagreements to the surface and solve them well, and they love imagining and building great things that haven’t been built before.
伟大的文化会将问题和分歧暴露出来并很好地解决它们，他们喜欢想象和建造以前从未建造过的伟大事物。
Tough love is effective for achieving both great work and great relationships.
严厉的爱对于实现伟大的工作和良好的人际关系是有效的。
- In order to be great, one can’t compromise the uncompromisable.
为了变得伟大，一个人不能妥协不该妥协的事情。
A believability-weighted idea meritocracy is the best system for making effective decisions.
可信度加权的创意精英管理是做出有效决策的最佳系统。
Make your passion and your work one and the same and do it with people you want to be with.
让你的热情和你的工作合而为一，并与你想在一起的人一起做。
Trust in Radical Truth and Radical Transparency
相信彻底的真相和彻底的透明度
- Realize that you have nothing to fear from knowing the truth.
意识到你无需害怕了解真相。 - Have integrity and demand it from others.
保持正直并要求他人做到这一点。
Never say anything about someone that you wouldn’t say to them directly and don’t try people without accusing them to their faces.
永远不要对某人说任何你不会直接对他们说的话，也不要在没有当面指责他们的情况下审判他们。
Don’t let loyalty to people stand in the way of truth and the well-being of the organization.
不要让对人的忠诚妨碍真理和组织的福祉。
- Create an environment in which everyone has the right to understand what makes sense and no one has the right to hold a critical opinion without speaking up.
创造一种环境，让每个人都有权理解有意义的事情，任何人都无权在不发声的情况下持有批评意见。
Speak up, own it, or get out.
大声说出来，承认它，或者离开。
Be extremely open.
保持极度开放。
Don’t be naive about dishonesty.
不要对不诚实感到天真。
- Be radically transparent.
彻底透明。
Use transparency to help enforce justice.
利用透明度来帮助执行正义。
Share the things that are hardest to share.
分享最难分享的事情。
Keep exceptions to radical transparency very rare.
让不彻底透明度的例外情况极少化。
Make sure those who are given radical transparency recognize their responsibilities to handle it well and to weigh things intelligently.
确保那些获得彻底透明度的人认识到他们有责任妥善处理并明智地权衡事情。
Provide transparency to people who handle it well and either deny it to people who don’t handle it well or remove those people from the organization.
为处理得好的人员提供透明度，或者拒绝向处理得不好的人员提供透明度，或者将这些人员从组织中移除。
Don’t share sensitive information with the organization’s enemies.
不要与组织的敌人分享敏感信息。
When dealing with people outside your culture, ask yourself: how should this relationship work to achieve my goals?
当与不同文化背景的人打交道时，问问自己：这种关系应该如何运作才能实现我的目标？
- Meaningful relationships and meaningful work are mutually reinforcing, especially when supported by radical truth and radical transparency.
有意义的关系和有意义的工作是相辅相成的，特别是当得到彻底的真相和彻底的透明度支持时。
Cultivate Meaningful Work and Meaningful Relationships
培养有意义的工作和有意义的关系
- Be loyal to the common mission and not to anyone who is not operating consistently with it.
忠于共同使命，而不是忠于任何不遵守该使命的人。 - Be crystal clear on what the deal is.
清楚地了解交易的内容。
Make sure people give more consideration to others than they demand for themselves.
确保人们对他人的考虑多于对自己的要求。
Make sure that people understand the difference between fairness and generosity.
确保人们了解公平和慷慨之间的区别。
Know where the line is and be on the far side of fair.
知道界限在哪里，并站在公平的另一边。
Pay for work.
支付工作费用。
- Recognize that the size of the organization can pose a threat to meaningful relationships.
认识到组织的规模可能会对有意义的关系构成威胁。 - Remember that most people will pretend to operate in your interest while operating in their own.
请记住，大多数人会假装为你的利益而做事，而实际上却是为了自己的利益而做事 - Treasure honorable people who are capable and will treat you well even when you’re not looking.
珍惜有能力的人，即使你不注意，他们也会对你很好。
Create a Culture in Which It Is Okay to Make Mistakes and Unacceptable Not to Learn from Them
创造一种犯错误是可以接受的文化，不从中学习是不可接受的
- Recognize that mistakes are a natural part of the evolutionary process.
认识到错误是进化过程中自然的一部分。
Fail well.
失败得好。
Don’t feel bad about your mistakes or those of others. Love them!
不要为自己或他人的错误感到难过。爱他们！
- Don’t worry about looking good—worry about achieving your goals.
不要担心看起来漂亮——担心实现你的目标。
Get over “blame” and “credit” and get on with “accurate” and “inaccurate.”
克服“责备”和“功劳”，继续处理“准确”和“不准确”。
- Observe the patterns of mistakes to see if they are products of weaknesses.
观察错误的模式，看看它们是否是弱点的产物。 - Remember to reflect when you experience pain.
当你感到疼痛时，记得反思。
Be self-reflective and make sure your people are self-reflective.
进行自我反省并确保你的员工进行自我反省。
Know that nobody can see themselves objectively.
要知道没有人能够客观地看待自己。
Teach and reinforce the merits of mistake-based learning.
传授并强化基于错误的学习的优点。
- Know what types of mistakes are acceptable and what types are unacceptable, and don’t allow the people who work for you to make the unacceptable ones.
了解哪些类型的错误是可以接受的，哪些类型的错误是不可接受的，并且不要允许为你工作的人犯下不可接受的错误。
Get and Stay in Sync
获取并保持同步
- Recognize that conflicts are essential for great relationships…
认识到冲突对于良好的关系至关重要……
Spend lavishly on the time and energy you devote to getting in sync, because it’s the best investment you can make.
花费大量的时间和精力来保持同步，因为这是你能做出的最好的投资。
- Know how to get in sync and disagree well.
知道如何保持同步和分歧。
Surface areas of possible out-of-syncness.
可能不同步的表面区域。
Distinguish between idle complaints and complaints meant to lead to improvement.
区分无用的抱怨和旨在改善的抱怨。
Remember that every story has another side.
请记住，每个故事都有另一面。
- Be open-minded and assertive at the same time.
同时保持开放的心态和自信。
Distinguish open-minded people from closed-minded people.
从思想封闭的人中区分出思想开放的人。
Don’t have anything to do with closed-minded people.
不要与思想封闭的人有任何关系。
Watch out for people who think it’s embarrassing not to know.
留意那些认为不知道会很尴尬的人。
Make sure that those in charge are open-minded about the questions and comments of others.
确保负责人对其他人的问题和评论持开放态度。
Recognize that getting in sync is a two-way responsibility.
认识到保持同步是双向的责任。
Worry more about substance than style.
更关心实质而不是风格。
Be reasonable and expect others to be reasonable.
讲道理，并期望别人也讲道理。
Making suggestions and questioning are not the same as criticizing, so don’t treat them as if they are.
提出建议和质疑与批评不同，所以不要把它们当作批评。
- If it is your meeting to run, manage the conversation. If it is not your meeting to run, follow the lead of the person who is running the meeting.
如果这是你要召开的会议，请管理对话。如果这不是你要召开的会议，请遵循会议主持者的领导。
Make it clear who is directing the meeting and whom it is meant to serve.
明确谁在主持会议以及会议的服务对象。
Be precise in what you’re talking about to avoid confusion.
所谈论的内容要准确，以避免混淆。
Make clear what type of communication you are going to have in light of the objectives and priorities.
根据目标和优先事项，明确你将进行哪种类型的沟通。
Lead the discussion by being assertive and open-minded.
以自信和开放的态度引导讨论。
Navigate between the different levels of the conversation.
在对话的不同级别之间引领。
Watch out for “topic slip.”
留意“话题滑落”。
Enforce the logic of conversations.
强化对话的逻辑。
Be careful not to lose personal responsibility via group decision making.
小心不要因集体决策而失去个人责任。
Utilize the “two-minute rule” to avoid persistent interruptions.
利用“两分钟规则”来避免持续的中断。
Watch out for assertive “fast talkers.”
留意自信的“语速快者”。
Achieve completion in conversations.
归档完成对话。
Leverage your communication.
利用你的沟通。
- Great collaboration feels like playing jazz.
伟大的合作就像演奏爵士乐一样。
1+1=3.
1+1=3^_^
3 to 5 is more than 20.
3到5就超过20了。
- When you have alignment, cherish it.
当你有联盟时，请珍惜它。 - If you find you can’t reconcile major differences—especially in values—consider whether the relationship is worth preserving.
如果您发现无法调和重大差异（尤其是价值观方面的差异），请考虑这种关系是否值得维持。
Believability Weight Your Decision Making
用可信度衡量您的决策制定
- Recognize that having an effective idea meritocracy requires that you understand the merit of each person’s ideas.
认识到有效的创意精英管理要求你了解每个人的创意的优点。
If you can’t successfully do something, don’t think you can tell others how it should be done.
如果你不能成功地做某件事，不要以为你可以告诉别人应该如何做。
Remember that everyone has opinions and they are often bad.
请记住，每个人都有自己的观点，而且这些观点往往是不好的。
- Find the most believable people possible who disagree with you and try to understand their reasoning.
找到最可信的、不同意你观点的人，并尝试理解他们的推理。
Think about people’s believability in order to assess the likelihood that their opinions are good.
考虑人们的可信度，以评估他们的观点正确的可能性。
Remember that believable opinions are most likely to come from people 1) who have successfully accomplished the thing in question at least three times, and 2) who have great explanations of the cause-effect relationships that lead them to their conclusions.
请记住，可信的意见最有可能来自这样的人：1）已经成功完成了至少三次所讨论的事情，2）对导致他们得出结论的因果关系有很好的解释。
If someone hasn’t done something but has a theory that seems logical and can be stress-tested, then by all means test it.
如果某人没有做过某事，但有一个看起来合乎逻辑且可以进行压力测试的理论，那么一定要对其进行测试。
Don’t pay as much attention to people’s conclusions as to the reasoning that led them to their conclusions.
不要像关注人们得出结论的推理那样关注他们的结论。
Inexperienced people can have great ideas too, sometimes far better ones than more experienced people.
没有经验的人也可以有很棒的想法，有时甚至比有经验的人好得多。
Everyone should be up-front in expressing how confident they are in their thoughts.
每个人都应该坦率地表达他们对自己的想法有多自信。
- Think about whether you are playing the role of a teacher, a student, or a peer . . .
想想你是在扮演老师、学生还是同伴的角色……
It’s more important that the student understand the teacher than that the teacher understand the student, though both are important.
学生理解老师比老师理解学生更重要，尽管两者都很重要。
Recognize that while everyone has the right and responsibility to try to make sense of important things, they must do so with humility and radical open-mindedness.
认识到虽然每个人都有权利和责任尝试理解重要的事情，但他们必须以谦逊和彻底的开放心态来这样做。
- Understand how people came by their opinions.
了解人们如何得出他们的意见。
If you ask someone a question, they will probably give you an answer, so think through to whom you should address your questions.
如果你问某人问题，他们可能会给你答案，因此请考虑一下你应该向谁提出问题。
Having everyone randomly probe everyone else is an unproductive waste of time.
让每个人都随机地追问其他人是一种徒劳的浪费时间。
Beware of statements that begin with “I think that . . .”
谨防以“我认为……”开头的陈述。
Assess believability by systematically capturing people’s track records over time.
通过系统地捕捉人们一段时间内的记录来评估可信度。
- Disagreeing must be done efficiently.
必须有效地达成不同意见。
Know when to stop debating and move on to agreeing about what should be done.
知道何时停止争论并就应该做什么达成一致。
Use believability weighting as a tool rather than a substitute for decision making by Responsible Parties.
使用可信度加权作为责任方决策的工具而不是替代品。
Since you don’t have the time to thoroughly examine everyone’s thinking yourself, choose your believable people wisely.
由于你没有时间自己彻底检查每个人的想法，因此请明智地选择可信的人。
When you’re responsible for a decision, compare the believability-weighted decision making of the crowd to what you believe.
当你负责决策时，请将人群的可信度加权决策与你的信念进行比较。
- Recognize that everyone has the right and responsibility to try to make sense of important things.
认识到每个人都有权利和责任尝试理解重要的事情。
Communications aimed at getting the best answer should involve the most relevant people.
旨在获得最佳答案的沟通应让最相关的人员参与。
Communication aimed at educating or boosting cohesion should involve a broader set of people than would be needed if the aim were just getting the best answer.
旨在教育或增强凝聚力的沟通应该涉及比仅仅获得最佳答案所需的更广泛的人员。
Recognize that you don’t need to make judgments about everything.
认识到你不需要对一切做出判断。
- Pay more attention to whether the decision-making system is fair than whether you get your way.
更关注决策制度是否公平，而不是你是否如愿。
Recognize How to Get Beyond Disagreements
认识如何克服分歧
- Have clear paths for appealing/escalating when someone thinks their boss, peer, or subordinate is wrong.
当有人认为他们的老板、同事或下属错了时，有明确的申诉/升级途径。 - Remember: Principles can’t be ignored by mutual agreement.
请记住：原则不能因双方同意而被忽视。
The same standards of behavior apply to everyone.
相同的行为标准适用于每个人。
- Make sure people don’t confuse the right to complain, give advice, and openly debate with the right to make decisions.
确保人们不要将投诉、提供建议和公开辩论的权利与做出决定的权利混为一谈。
When challenging a decision and/or a decision maker, consider the broader context.
当挑战决策和/或决策者时，请考虑更广泛的背景。
- Don’t leave important conflicts unresolved.
不要让重要的冲突得不到解决。
Don’t let the little things divide you when your agreement on the big things should bind you.
当你们对大事的一致意见应该约束你们时，不要因小事而让你们分裂。
Don’t get stuck in disagreement—escalate or vote!
不要陷入分歧——升级或投票！
- Once a decision is made, everyone should get behind it even though individuals may still disagree.
一旦做出决定，每个人都应该支持它，即使个人可能仍然不同意。
See things from the higher level.
从更高的层面看事情。
Never allow the idea meritocracy to slip into anarchy.
永远不要让创意精英陷入无政府状态。
Don’t allow lynch mobs or mob rule.
不允许私刑暴民或暴民统治。
- Remember that if the idea meritocracy comes into conflict with the well-being of the organization, it will inevitably suffer.
请记住，如果创意精英管理与组织的福祉发生冲突，组织将不可避免地遭受损失。
Declare “martial law” only in rare or extreme circumstances when the principles need to be suspended.
仅在极少数或极端情况下需要暂停原则时才宣布“戒严法”。
Be wary of people who argue for the suspension of the idea meritocracy for the “good of the organization.”
警惕那些为了“组织的利益”而主张暂停思想精英管理的人。
- Recognize that if the people who have the power don’t want to operate by principles, the principled way of operating will fail.
认识到如果有权力的人不愿意按原则行事，那么有原则的运作方式就会失败。
Remember That the WHO Is More Important than the WHAT
请记住，谁比什么更重要
- Recognize that the most important decision for you to make is who you choose as your Responsible Parties.
认识到你要做的最重要的决定是选择谁作为你的责任伙伴。
Understand that the most important RPs are those responsible for the goals, outcomes, and machines at the highest levels.
要了解最重要的 责任伙伴是那些对最高级别的目标、结果和机器负责的人。
- Know that the ultimate Responsible Party will be the person who bears the consequences of what is done.
了解最终责任伙伴将是承担所做行为后果的人。
Make sure that everyone has someone they report to.
确保每个人都有向其报告的人。
- Remember the force behind the thing.
记住事物背后的力量。
Hire Right, Because the Penalties for Hiring Wrong Are Huge
雇用正确的人，因为雇用错误的处罚是巨大的
- Match the person to the design.
将人与设计相匹配。
Think through which values, abilities, and skills you are looking for (in that order).
仔细思考你正在寻找哪些价值观、能力和技能（按顺序）。
Make finding the right people systematic and scientific.
使选人系统化、科学化。
Hear the click: Find the right fit between the role and the person.
听到咔哒声：找到角色和人之间的合适点。
Look for people who sparkle, not just “any ol’ one of those.”
寻找闪闪发光的人，而不仅仅是“其中任何一个”。
Don’t use your pull to get someone a job.
不要利用你的影响力为某人找到工作。
- Remember that people are built very differently and that different ways of seeing and thinking make people suitable for different jobs.
请记住，人的个体差异很大，不同的看待和思考方式使人们适合不同的工作
Understand how to use and interpret personality assessments.
了解如何使用和解释性格评估。
Remember that people tend to pick people like themselves, so choose interviewers who can identify what you are looking for.
请记住，人们倾向于选择与自己相似的人，因此请选择能够识别你正在寻找的人的面试官。
Look for people who are willing to look at themselves objectively.
寻找愿意客观看待自己的人。
Remember that people typically don’t change all that much.
请记住，人们通常不会改变太多。
- Think of your teams the way that sports managers do: No one person possesses everything required to produce success, yet everyone must excel.
以体育经理的方式思考你的团队：没有人拥有取得成功所需的一切，但每个人都必须表现出色。 - Pay attention to people’s track records.
注意人们的记录。
Check references.
检查推荐证明。
Recognize that performance in school doesn’t tell you much about whether a person has the values and abilities you are looking for.
认识到在学校的表现并不能告诉你太多关于一个人是否拥有你正在寻找的价值观和能力的信息。
While it’s best to have great conceptual thinkers, understand that great experience and a great track record also count for a lot.
虽然最好拥有出色的概念思考者，但要明白，丰富的经验和良好的业绩记录也很重要。
Beware of the impractical idealist.
谨防不切实际的理想主义者。
Don’t assume that a person who has been successful elsewhere will be successful in the job you’re giving them.
不要以为在其他地方取得成功的人也会在你交给他们的工作中取得成功。
Make sure your people have character and are capable.
确保你的员工有品格且有能力。
- Don’t hire people just to fit the first job they will do; hire people you want to share your life with.
不要仅仅为了适合他们将要做的第一份工作而雇用人员；雇用你想与之分享生活的人。
Look for people who have lots of great questions.
寻找有很多好问题的人。
Show candidates your warts.
向候选人展示你的缺点。
Play jazz with people with whom you are compatible but who will also challenge you.
与那些与你兼容但也会挑战你的人一起演奏爵士乐。
- When considering compensation, provide both stability and opportunity.
在考虑薪酬时，要提供稳定性和机会。
Pay for the person, not the job.
为人付费，而不是为工作付费。
Have performance metrics tied at least loosely to compensation.
将绩效指标至少与薪酬松散地联系起来。
Pay north of fair.
支付比公平价格更多的费用。
Focus more on making the pie bigger than on exactly how to slice it so that you or anyone else gets the biggest piece.
更多地关注如何把蛋糕做大，而不是如何切蛋糕来让你或其他人获得最大的那一块。
- Remember that in great partnerships, consideration and generosity are more important than money.
请记住，在良好的合作伙伴关系中，体贴和慷慨比金钱更重要。
Be generous and expect generosity from others.
慷慨并期待别人的慷慨。
- Great people are hard to find so make sure you think about how to keep them.
优秀的人才很难找到，所以一定要考虑如何留住他们。
Constantly Train, Test, Evaluate, and Sort People
不断地培训、测试、评估和分类人员
- Understand that you and the people you manage will go through a process of personal evolution.
了解你和你管理的人员将经历一个个人进化的过程。
Recognize that personal evolution should be relatively rapid and a natural consequence of discovering one’s strengths and weaknesses; as a result, career paths are not planned at the outset.
认识到个人的进化应该相对较快，并且是发现自己的优点和缺点的自然结果；因此，职业道路并不是一开始就规划好的。
Understand that training guides the process of personal evolution.
了解培训指导个人进化的过程。
Teach your people to fish rather than give them fish, even if that means letting them make some mistakes.
授人以渔，而不是授人以鱼，即使这意味着让他们犯一些错误。
Recognize that experience creates internalized learning that book learning can’t replace.
认识到经验可以创造书本学习无法替代的内化学习。
- Provide constant feedback.
提供持续的反馈。 - Evaluate accurately, not kindly.
准确地评价，而不是善意地评价。
In the end, accuracy and kindness are the same thing.
最终，准确和友善是一回事。
Put your compliments and criticisms in perspective.
正确看待你的赞美和批评。
Think about accuracy, not implications.
考虑准确性，而不是影响。
Make accurate assessments.
做出准确的评估。
Learn from success as well as from failure.
从成功中学习就像从失败中学习一样。
Know that most everyone thinks that what they did, and what they are doing, is much more important than it really is.
要知道，大多数人都认为他们所做的以及正在做的事情比实际情况重要得多
- Recognize that tough love is both the hardest and the most important type of love to give (because it is so rarely welcomed).
认识到严厉的爱是最难也是最重要的爱类型（因为它很少受到欢迎）。
Recognize that while most people prefer compliments, accurate criticism is more valuable.
认识到虽然大多数人更喜欢赞美，但准确的批评更有价值。
- Don’t hide your observations about people.
不要隐藏你对人的观察。
Build your synthesis from the specifics up.
从细节开始构建你的综合认知。
Squeeze the dots.
挤压点。
Don’t oversqueeze a dot.
不要过度挤压一个点。
Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance.
使用绩效调查、指标和正式审查等评估工具来记录个人绩效的各个方面。
- Make the process of learning what someone is like open, evolutionary, and iterative.
让了解某人的过程变得开放、渐进和迭代。
Make your metrics clear and impartial.
让你的指标清晰且公正。
Encourage people to be objectively reflective about their performance.
鼓励人们客观地反思自己的表现。
Look at the whole picture.
看看整个全景。
For performance reviews, start from specific cases, look for patterns, and get in sync with the person being reviewed by looking at the evidence together.
对于绩效评估，要从具体案例开始，寻找模式，并通过一起查看证据来与被评估者保持同步。
Remember that when it comes to assessing people, the two biggest mistakes you can make are being overconfident in your assessment and failing to get in sync on it.
请记住，在评估人员时，你可能犯的两个最大错误是对自己的评估过于自信以及未能保持同步。
Get in sync on assessments in a nonhierarchical way.
以非层次化的方式同步评估。
Learn about your people and have them learn about you through frank conversations about mistakes and their root causes.
通过坦诚地谈论错误及其根本原因，了解你的员工，并让他们了解你。
Understand that making sure people are doing a good job doesn’t require watching everything that everybody is doing at all times.
要明白，确保人们做好工作并不需要时刻关注每个人所做的一切。
Recognize that change is difficult.
认识到改变是困难的。
Help people through the pain that comes with exploring their weaknesses.
帮助人们克服因探索自己的弱点而带来的痛苦。
- Knowing how people operate and being able to judge whether that way of operating will lead to good results is more important than knowing what they did.
了解人们如何运作并能够判断这种运作方式是否会带来好的结果比了解他们做了什么更重要。
If someone is doing their job poorly, consider whether it is due to inadequate learning or inadequate ability.
如果有人工作做得不好，要考虑是学习不够还是能力不够。
Training and testing a poor performer to see if he or she can acquire the required skills without simultaneously trying to assess their abilities is a common mistake.
培训和测试表现不佳的员工，看看他或她是否能够获得所需的技能，而不同时尝试评估他们的能力，这是一个常见的错误。
- Recognize that when you are really in sync with someone about their weaknesses, the weaknesses are probably true.
认识到，当你真正与某人了解他们的弱点时，他们的弱点可能就是真的。
When judging people, remember that you don’t have to get to the point of “beyond a shadow of a doubt.”
在评判别人时，请记住，你不必达到“毫无疑问”的地步。
It should take you no more than a year to learn what a person is like and whether they are a click for their job.
你不需要超过一年的时间就能了解一个人是什么样的人以及他们是否适合他们的工作。
Continue assessing people throughout their tenure.
在人们的整个任期内继续评估他们。
Evaluate employees with the same rigor as you evaluate job candidates.
像评估求职者一样严格地评估员工。
- Train, guardrail, or remove people; don’t rehabilitate them.
训练、看护或移走人才；不要尝试改造他们。
Don’t collect people.
不收集人才。
Be willing to “shoot the people you love.”
愿意“拍摄你爱的人”。
When someone is “without a box,” consider whether there is an open box that would be a better fit or whether you need to get them out of the company.
当某人“没有盒子”时，请考虑是否有一个更适合的开放盒子，或者是否需要将他们带出公司。
Be cautious about allowing people to step back to another role after failing.
在允许人们在失败后重新担任另一个角色时要谨慎。
- Remember that the goal of a transfer is the best, highest use of the person in a way that benefits the community as a whole.
请记住，调动的目标是以有利于整个社区的方式最好、最高地利用人员。
Have people “complete their swings” before moving on to new roles.
让人们在担任新角色之前“完成他们的转变”。
- Don’t lower the bar.
不要降低标准。
Manage as Someone Operating a Machine to Achieve a Goal
像操作机器来实现目标一样进行管理
- Look down on your machine and yourself within it from the higher level.
从更高的层面俯瞰你的机器和你自己。
Constantly compare your outcomes to your goals.
不断将你的结果与你的目标进行比较。
Understand that a great manager is essentially an organizational engineer.
了解优秀的管理者本质上是一名组织工程师。
Build great metrics.
建立出色的指标。
Beware of paying too much attention to what is coming at you and not enough attention to your machine.
请注意，不要过多关注即将发生的事情，而对你的机器关注不够。
Make sure your people understand their roles in the machine and who decides what.
确保你的员工了解他们在机器中的角色以及由谁决定什么。
Don’t get distracted by shiny objects.
不要被闪亮的物体分散注意力。
- Remember that for every case you deal with, your approach should have two purposes . . .
请记住，对于你处理的每种情况，你的方法都应该有两个目的……
Everything is a case study.
一切都是案例研究。
When a problem occurs, conduct the discussion at two levels: 1) the machine level (why that outcome was produced) and 2) the case-at-hand level (what to do about it).
当问题发生时，在两个层面进行讨论：1）机器层面（为什么产生该结果）和2）现有案例层面（如何处理）。
When making rules, explain the principles behind them.
制定规则时，解释其背后的原则。
Your policies should be natural extensions of your principles.
你的政策应该是你的原则的自然延伸。
While good principles and policies almost always provide good guidance, remember that there are exceptions to every rule.
虽然好的原则和政策几乎总能提供良好的指导，但请记住，每条规则都有例外。
- Understand the differences between managing, micromanaging, and not managing.
了解管理、微观管理和不管理之间的区别。
Managers must make sure that what they are responsible for works well.
管理者必须确保他们所负责的事情运作良好。
Managing the people who report to you should feel like skiing together.
管理向你汇报的人应该就像一起滑雪一样。
An excellent skier is probably going to be a better ski coach than a novice skier.
一个优秀的滑雪者可能会比一个新手滑雪者成为更好的滑雪教练。
You should be able to delegate the details.
你应该能够委派详细信息。
- Know what your people are like and what makes them tick, because your people are your most important resource.
了你的员工是什么样的以及他们的动力是什么，因为你的员工是你最重要的资源。
Regularly take the temperature of each person who is important to you and to the organization.
定期测量对你和组织重要的每个人的状况。
Learn how much confidence to have in your people—don’t assume it.
了解对你的员工有多大的信心——不要假设。
Vary your involvement based on your confidence.
根据你的信心改变你的参与程度。
When a crisis appears to be brewing, contact should be so close that it’s extremely unlikely that there will be any surprises.
当危机似乎正在酝酿时，接触应该如此密切，以至于极不可能出现任何意外。
- Clearly assign responsibilities.
明确职责。
Remember who has what responsibilities.
记住谁有什么责任。
Watch out for “job slip.”
留意“工作单”。
- Probe deep and hard to learn what you can expect from your machine.
深入而努力地了解你能对机器的期望。
Get a threshold level of understanding.
获得理解的阈值水平。
Avoid staying too distant.
避免保持太远的距离。
Use daily updates as a tool for staying on top of what your people are doing and thinking.
使用每日更新作为掌握员工的行为和想法的工具。
Probe so you know whether problems are likely to occur before they actually do.
进行调查，以便在问题真正发生之前就知道问题是否可能发生。
Probe to the level below the people who report to you.
调查你的下属之下的级别。
Have the people who report to the people who report to you feel free to escalate their problems to you.
让二阶下属随时将他们的问题上报给你。
Don’t assume that people’s answers are correct.
不要假设人们的答案是正确的。
Train your ear.
训练你的耳朵。
Make your probing transparent rather than private.
让你的调查透明化而不是私密化。
Welcome probing.
欢迎探讨。
Remember that people who see things and think one way often have difficulty communicating with and relating to people who see things and think another way.
请记住，以一种方式看待事物和思考的人通常很难与以另一种方式看待事物和思考的人沟通和建立联系。
Pull all suspicious threads.
拉出所有可疑线索。
Recognize that there are many ways to skin a cat.
认识到解决问题的方法有很多种。
- Think like an owner, and expect the people you work with to do the same.
像老板一样思考，并期望与你一起工作的人也这样做。
Going on vacation doesn’t mean one can neglect one’s responsibilities.
去度假并不意味着可以忽视自己的责任。
Force yourself and the people who work for you to do difficult things.
强迫自己和为你工作的人去做困难的事情。
- Recognize and deal with key-man risk.
认识并处理关键人物风险。 - Don’t treat everyone the same—treat them appropriately.
不要一视同仁地对待每个人——要适当地对待他们。
Don’t let yourself get squeezed.
不要让自己受到挤压。
Care about the people who work for you.
关心为你工作的人。
- Know that great leadership is generally not what it’s made out to be.
要知道，伟大的领导力通常并不是表面上看起来的那样。
Be weak and strong at the same time.
同时变得弱小和坚强。
Don’t worry about whether or not your people like you and don’t look to them to tell you what you should do.
不要担心你的人是否喜欢你，也不要指望他们告诉你应该做什么。
Don’t give orders and try to be followed; try to be understood and to understand others by getting in sync.
不要发号施令并试图被服从；尝试通过同步来被理解和理解他人。
- Hold yourself and your people accountable and appreciate them for holding you accountable.
让你自己和你的员工承担责任，并感谢他们承担责任。
If you’ve agreed with someone that something is supposed to go a certain way, make sure it goes that way—unless you get in sync about doing it differently.
如果你同意某人某件事应该按某种方式发展，请确保它按这种方式发展——除非你们同意以不同的方式做事。
Distinguish between a failure in which someone broke their “contract” and a failure in which there was no contract to begin with.
区分某人违反“合同”引起的失败和一开始就没有合同而引起的失败。
Avoid getting sucked down.
避免被吸下去。
Watch out for people who confuse goals and tasks, because if they can’t make that distinction, you can’t trust them with responsibilities.
小心那些混淆目标和任务的人，因为如果他们无法区分，你就不能信任他们承担责任。
Watch out for the unfocused and unproductive “theoretical should.”
留意那些没有重点、没有成效的“理论上的应该”。
- Communicate the plan clearly and have clear metrics conveying whether you are progressing according to it.
清楚地传达计划，并制定明确的指标来表明你是否正在按照计划取得进展。
Put things in perspective by going back before going forward.
在继续前进之前先回顾一下事情。
- Escalate when you can’t adequately handle your responsibilities . . .
当你无法充分履行职责时升级……
If your best solution isn’t good enough, think harder or escalate that you can’t produce a solution that is good enough.
如果你的最佳解决方案不够好，请更加努力地思考或升级你无法提供足够好的解决方案。
Perceive and Don’t Tolerate Problems
感知问题并不容忍问题
- If you’re not worried, you need to worry—and if you’re worried, you don’t need to worry.
如果你不担心，你就需要担心——如果你担心，你就不需要担心。 - Design and oversee a machine to perceive whether things are good enough or not good enough, or do it yourself.
设计并监督一台机器来感知事情是否足够好或不够好，或者自己动手。
Assign people the job of perceiving problems, give them time to investigate, and make sure they have independent reporting lines so that they can convey problems without any fear of recrimination.
分配人们发现问题的工作，给他们时间进行调查，并确保他们有独立的报告渠道，以便他们能够传达问题而不必担心受到指责。
Watch out for the “Frog in the Boiling Water Syndrome.”
警惕“温水煮青蛙综合症”。
Beware of group-think: The fact that no one seems concerned doesn’t mean nothing is wrong.
谨防群体思维：似乎没有人关心这一事实并不意味着没有任何问题。
To perceive problems, compare how the outcomes are lining up with your goals.
要发现问题，请比较结果与你的目标的一致性。
“Taste the soup.”
“尝尝汤。”
Have as many eyes looking for problems as possible.
让尽可能多的眼睛寻找问题。
“Pop the cork.”
“打开软木塞。”
Realize that the people closest to certain jobs probably know them best.
意识到与某些工作最接近的人可能最了解这些工作。
- Be very specific about problems; don’t start with generalizations.
对问题要非常具体；不要从概括开始。
Avoid the anonymous “we” and “they,” because they mask personal responsibility.
避免使用匿名的“我们”和“他们”，因为它们掩盖了个人责任。
- Don’t be afraid to fix the difficult things.
不要害怕解决困难的事情。
Understand that problems with good, planned solutions in place are completely different from those without such solutions.
要明白，有良好的、有计划的解决方案的问题与没有这种解决方案的问题是完全不同的。
Think of the problems you perceive in a machine-like way.
以类似机器的方式思考你所感知的问题。
Diagnose Problems to Get at Their Root Causes
诊断问题以找出根本原因
- To diagnose well, ask the following questions:
为了更好地诊断，请询问以下问题：
Ask yourself: “Who should do what differently?”
问问自己：“谁应该采取不同的做法？”
Identify at which step in the 5-Step Process the failure occurred.
确定 5 步流程中的哪一步发生了故障。
Identify the principles that were violated.
确定被违反的原则。
Avoid Monday morning quarterbacking.
避免周一早上的四分卫。
Don’t confuse the quality of someone’s circumstances with the quality of their approach to dealing with the circumstances.
不要将某人所处环境的质量与他们处理该情况的方法的质量混为一谈。
Identifying the fact that someone else doesn’t know what to do doesn’t mean that you know what to do.
认识到别人不知道该做什么并不意味着你知道该做什么。
Remember that a root cause is not an action but a reason.
请记住，根本原因不是行动而是原因。
To distinguish between a capacity issue and a capability issue, imagine how the person would perform at that particular function if they had ample capacity.
为了区分能力问题和容量问题，想象一下如果一个人有足够的能力，他们将如何执行该特定职能。
Keep in mind that managers usually fail or fall short of their goals for one (or more) of five reasons.
请记住，管理者通常会因为五个原因中的一个（或多个）而失败或达不到目标。
- Maintain an emerging synthesis by diagnosing continuously.
通过持续诊断来维持新兴的综合。 - Keep in mind that diagnoses should produce outcomes.
请记住，诊断应该产生结果。
Remember that if you have the same people doing the same things, you should expect the same results.
请记住，如果相同的人做相同的事情，你应该期望得到相同的结果。
- Use the following “drill-down” technique to gain an 80/20 understanding of a department or sub-department that is having problems.
使用“深入分析”技术可以对存在问题的部门或子部门有 80/20 的了解。 - Understand that diagnosis is foundational to both progress and quality relationships.
了解诊断是进步和质量关系的基础。
Design Improvements to Your Machine to Get Around Your Problems
对你的机器进行设计改进以解决你的问题
- Build your machine.
建造你的机器。 - Systemize your principles and how they will be implemented.
将你的原则及其实施方式系统化。
Create great decision-making machines by thinking through the criteria you are using to make decisions while you are making them.
通过在制定决策时仔细考虑用于制定决策的标准，创建出色的决策机器。
- Remember that a good plan should resemble a movie script.
请记住，一个好的计划应该类似于电影剧本。
Put yourself in the position of pain for a while so that you gain a richer understanding of what you’re designing for.
让自己处于痛苦的境地一段时间，这样你就可以更深入地了解你的设计目的。
Visualize alternative machines and their outcomes, and then choose.
想象替代机器及其结果，然后进行选择。
Consider second- and third-order consequences, not just first-order ones.
考虑二阶和三阶后果，而不仅仅是一阶后果。
Use standing meetings to help your organization run like a Swiss clock.
使用站立会议帮助你的组织像瑞士时钟一样运转。
Remember that a good machine takes into account the fact that people are imperfect.
请记住，一台好的机器会考虑到人是不完美的这一事实。
- Recognize that design is an iterative process. Between a bad “now” and a good “then” is a “working through it” period.
认识到设计是一个迭代的过程。在糟糕的“现在”和良好的“那时”之间，是一个“克服它”的时期。
Understand the power of the “cleansing storm.”
了解“净化风暴”的力量。
- Build the organization around goals rather than tasks.
围绕目标而不是任务建立组织。
Build your organization from the top down.
自上而下构建你的组织。
Remember that everyone must be overseen by a believable person who has high standards.
请记住，每个人都必须受到具有高标准、值得信赖的人的监督。
Make sure the people at the top of each pyramid have the skills and focus to manage their direct reports and a deep understanding of their jobs.
确保每个金字塔顶端的人都有能力并专注于管理他们的直接下属，并对他们的工作有深入的了解。
In designing your organization, remember that the 5-Step Process is the path to success and that different people are good at different steps.
在设计组织时，请记住五步流程是成功之路，不同的人擅长不同的步骤。
Don’t build the organization to fit the people.
不要建立适合人员的组织。
Keep scale in mind.
牢记规模。
Organize departments and sub-departments around the most logical groupings based on “gravitational pull.”
根据“引力”，围绕最符合逻辑的分组来组织部门和子部门。
Make departments as self-sufficient as possible so that they have control over the resources they need to achieve their goals.
让部门尽可能自给自足，以便他们能够控制实现目标所需的资源。
Ensure that the ratios of senior managers to junior managers and of junior managers to their reports are limited to preserve quality communication and mutual understanding.
确保高级管理人员与初级管理人员的比例以及初级管理人员与其报告的比例受到限制，以保持高质量的沟通和相互理解。
Consider succession and training in your design.
考虑设计中的继承和培训。
Don’t just pay attention to your job; pay attention to how your job will be done if you are no longer around.
不要只关注你的工作；要关注如果你不在身边，你的工作将如何完成。
Use “double-do” rather than “double-check” to make sure mission-critical tasks are done correctly.
使用“双重执行”而不是“双重检查”来确保正确完成关键任务。
Use consultants wisely and watch out for consultant addiction.
明智地使用顾问并提防顾问成瘾。
When evaluating whether to outsource a function you currently do in house, make sure to weigh quality, economics, the loss of institutional knowledge, and security.
在评估是否外包你当前在内部执行的职能时，请务必权衡质量、经济性、机构知识的损失和安全性。
- Create an organizational chart to look like a pyramid, with straight lines down that don’t cross.
创建一个看起来像金字塔的组织结构图，直线向下，不交叉。
Involve the person who is the point of the pyramid when encountering cross-departmental or cross-sub-departmental issues.
当遇到跨部门或跨子部门的问题时，让金字塔尖的人参与进来。
Don’t do work for people in another department or grab people from another department to do work for you unless you speak to the person responsible for overseeing the other department.
除非你与负责监督其他部门的人员交谈，否则不要为其他部门的人员工作或从其他部门抓人为你工作。
Watch out for “department slip.”
留意“部门滑稽”。
- Create guardrails when needed—and remember it’s better not to guardrail at all.
在需要时创建护栏，并记住最好根本不设置护栏。
Don’t expect people to recognize and compensate for their own blind spots.
不要指望人们能够认识到并弥补自己的盲点。
Consider the clover-leaf design.
考虑三叶草设计。
- Keep your strategic vision the same while making appropriate tactical changes as circumstances dictate.
保持战略愿景不变，同时根据情况进行适当的战术改变。
Don’t put the expedient ahead of the strategic.
不要把权宜之计置于战略之上。
Think about both the big picture and the granular details, and understand the connections between them.
考虑大局和细节，并理解它们之间的联系。
- Have good controls so that you are not exposed to the dishonesty of others.
保持良好的控制，这样你就不会受到他人的不诚实行为的影响。
Investigate and let people know you are going to investigate.
进行调查并让人们知道你将进行调查。
Remember that there is no sense in having laws unless you have policemen (auditors).
请记住，除非有警察（审计员），否则制定法律是没有意义的。
Beware of rubber-stamping.
谨防橡皮图章。
Recognize that people who make purchases on your behalf probably will not spend your money wisely.
认识到代表你支付的人可能不会明智地花钱。
Use “public hangings” to deter bad behavior.
使用“公开绞刑”来阻止不良行为。
- Have the clearest possible reporting lines and delineations of responsibilities.
拥有最清晰的汇报关系和职责划分。
Assign responsibilities based on workflow design and people’s abilities, not job titles.
根据工作流程设计和人员的能力而不是职位来分配职责。
Constantly think about how to produce leverage.
不断思考如何产生杠杆作用。
Recognize that it is far better to find a few smart people and give them the best technology than to have a greater number of ordinary people who are less well equipped.
认识到找到少数聪明人并为他们提供最好的技术比拥有大量装备较差的普通人要好得多。
Use leveragers.
使用杠杆。
- Remember that almost everything will take more time and cost more money than you expect.
请记住，几乎所有事情都会比你预期花费更多的时间和金钱。
Do What You Set Out to Do
做你打算做的事
- Work for goals that you and your organization are excited about . . .
为你和你的组织所热衷的目标而努力……
Be coordinated and consistent in motivating others.
在激励他人方面保持协调一致。
Don’t act before thinking. Take the time to come up with a game plan.
三思而后行。花时间制定一个游戏计划。
Look for creative, cut-through solutions.
寻找创造性的、突破性的解决方案。
- Recognize that everyone has too much to do.
认识到每个人都有太多的事情要做。
Don’t get frustrated.
不要沮丧。
- Use checklists.
使用清单。
Don’t confuse checklists with personal responsibility.
不要将清单与个人责任混淆。|
- Allow time for rest and renovation.
留出时间休息和修整。 - Ring the bell.
敲钟。
Use Tools and Protocols to Shape How Work Is Done
使用工具和协议来确定工作的完成方式
- Having systemized principles embedded in tools is especially valuable for an idea meritocracy.
将系统化原则嵌入到工具中对于创意精英管理尤其有价值。
To produce real behavioral change, understand that there must be internalized or habituated learning.
要产生真正的行为改变，请理解必须进行内化或习惯性学习。
Use tools to collect data and process it into conclusions and actions.
使用工具收集数据并将其处理为结论和行动。
Foster an environment of confidence and fairness by having clearly-stated principles that are implemented in tools and protocols so that the conclusions reached can be assessed by tracking the logic and data behind them.
通过在工具和协议中实施明确规定的原则来培育信心和公平的环境，以便可以通过跟踪其背后的逻辑和数据来评估得出的结论。
- Coach
教练 - Dot Collector
点收集器 - Baseball Cards
棒球卡 - Issue Log
问题记录 - Pain Button
疼痛按钮 - Dispute Resolver
争议解决者 - Daily Update Tool
每日更新工具 - Contract Tool
合约工具 - Process Flow Diagram
工艺流程图 - Policy and Procedures Manuals
政策和程序手册 - Metrics
指标
And for Heaven’s Sake, Don’t Overlook Governance!
看在老天的份上，不要忽视治理！
- To be successful, all organizations must have checks and balances.
为了取得成功，所有组织都必须进行检查和平衡。
Even in an idea meritocracy, merit cannot be the only determining factor in assigning responsibility and authority.
即使在创意精英管理中，绩效也不能成为分配责任和权力的唯一决定因素。
Make sure that no one is more powerful than the system or so important that they are irreplaceable.
确保没有人比系统更强大或重要到不可替代。
Beware of fiefdoms.
谨防封地。
Make clear that the organization’s structure and rules are designed to ensure that its checks-and-balances system functions well.
明确组织的结构和规则旨在确保其制衡系统良好运行。
Make sure reporting lines are clear.
确保报告路线清晰。
Make sure decision rights are clear.
确保决策权明确。
Make sure that the people doing the assessing 1) have the time to be fully informed about how the person they are checking on is doing, 2) have the ability to make the assessments, and 3) are not in a conflict of interest that stands in the way of carrying out oversight effectively.
确保进行评估的人员 1) 有时间充分了解他们正在检查的人员的表现，2) 有能力进行评估，并且 3) 不存在现有的利益冲突二是切实发挥监督作用。
Recognize that decision makers must have access to the information necessary to make decisions and must be trustworthy enough to handle that information safely.
认识到决策者必须能够访问做出决策所需的信息，并且必须足够值得信赖以安全地处理这些信息。
- Remember that in an idea meritocracy a single CEO is not as good as a great group of leaders.
请记住，在创意精英管理中，单个首席执行官不如一群优秀的领导者。 - No governance system of principles, rules, and checks and balances can substitute for a great partnership.
任何由原则、规则和制衡组成的治理体系都无法取代良好的伙伴关系。
source:https://www.principles.com/principles/418eaeca-564f-41e8-bd90-8e0d042f28d5/#table-of-contents
Yuxiao 