微軟元老回首職場(chǎng)生涯12年(4)

練習(xí)如何有說(shuō)服力的表達(dá)你不同意的觀點(diǎn)，如果你不這樣做，你就會(huì)在心里暗罵與你“道不同”的人是蠢貨一個(gè)。聰明人會(huì)明白為什么其他聰明的人有時(shí)會(huì)不同意。 People keep asking for executive accountability when something goes wrong.  When’s the last time you saw a line engineer take accountability – real, public accountability, the type that says, “I screwed up. This needs to go on my review.  I will make this right, or I will find another position”? 發(fā)生問(wèn)題的時(shí)候，人們總是讓管理人擔(dān)當(dāng)責(zé)任。你什么時(shí)候見過(guò)底下的工程師說(shuō)過(guò)：“這是我的錯(cuò)，應(yīng)該寫在我的業(yè)績(jī)審查里面。我會(huì)把它修好，或者辭職�！� The team you want to join is the one that’s hard to get into. 你最想加入的團(tuán)隊(duì)就是最難進(jìn)的團(tuán)隊(duì)。 If it seems easy getting a bunch of great reviews, you’re probably working on the wrong team. 如果你很容易就能夠得到許多很好的評(píng)價(jià)，也許這說(shuō)明你進(jìn)入了錯(cuò)誤的團(tuán)隊(duì)。 Do you practice specific skills with repetition and intent?  Athletes do drills.  Musicians hone difficult passages.  What do you do? 你還在堅(jiān)持練習(xí)你的技術(shù)么？運(yùn)動(dòng)員天天訓(xùn)練，音樂(lè)家也會(huì)演練更難的曲章。你呢？ Mentees sometimes ask for the secret to my moderate career success.  They’re disappointed when I tell them that it’s partially due to hard work.  It sounds trite and preachy, like a public service announcement, like I’m commending myself for breaking a light sweat.  As if they’d be more satisfied with an answer like, “I clawed my way up to middle management through shameless brownnosing.”  My first year at Microsoft, I had a sleeping bag in my office and worked all the time.  On weekends, I still write code to learn new technologies.  I regularly read books about leadership, communication, management, and technology.  Equally smart people fare differently in their careers partly based on the amount they’re willing to put in.  Anyone who tells you otherwise is selling something. 有些新員工會(huì)問(wèn)我獲得職業(yè)成功的秘訣。當(dāng)我告訴他們答案是“努力工作”時(shí)，他們通常會(huì)很失望。這聽起來(lái)像陳腐的說(shuō)教，還像是自夸。如果我的答案是“我之所以能夠爬到中層管理崗位是因?yàn)槲液苌朴诮o上級(jí)拍馬屁”，他們也許會(huì)更滿意。我來(lái)微軟的第一年就帶了個(gè)睡袋到辦公室，而且經(jīng)常加班，周末的時(shí)候，我也是在寫代碼，學(xué)習(xí)新技術(shù)。我會(huì)看團(tuán)隊(duì)管理和如何與人溝通的書籍。才智相當(dāng)?shù)娜嗽诼殬I(yè)生涯上會(huì)有不同的發(fā)展，主要是因?yàn)樗麄兊母冻鲇卸嘤猩佟Ｈ绻�有人另有說(shuō)法，那他可能是想向你“兜售”點(diǎn)什么。 Follow great people.  Work for great people. 跟隨杰出的人，為杰出的人工作。 Above all else:  Integrity.  You must be able to trust who you work with and for.  Theodore Roosevelt once fired a rancher who stole some neighboring cattle and added them to Roosevelt’s herd.  When asked about this by incredulous friends, Roosevelt simply replied, “A man who steals for me will also steal from me.” 最重要的是：做人要誠(chéng)信。你必須信任和你一起工作的人。羅斯福有一次開除了他的牧場(chǎng)主，因?yàn)槟俏荒翀?chǎng)主偷了鄰居的牛，然后把它們放到了羅斯福的牛群中。當(dāng)他的朋友詢問(wèn)他為什么時(shí)，羅斯�；卮� “為我偷東西的人，也會(huì)從我這里偷東西�！� A PM once remarked of a former Microsoft VP known for being ultra-aggressive in meetings: “I’d rather have him pissing from my tent than into my tent.”  Everyone within earshot chuckled at this witty political insight.  I’d actually rather not have anybody pissing on any tents, mine or otherwise. 一位PM 曾經(jīng)評(píng)價(jià)過(guò)一位在會(huì)議上很具進(jìn)攻性的副總裁，“我寧可讓他從我這邊往別人那里噴，而不是從別人那里往我這里噴�！甭牭降乃�有人都笑了。我更希望誰(shuí)也別噴誰(shuí)。 Organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.–Conway’s Law (Melvin Conway) 康威定律（Conway’s Law）：“設(shè)計(jì)系統(tǒng)的組織，最終產(chǎn)生的設(shè)計(jì)等同于組織之內(nèi)、之間的溝通結(jié)構(gòu)。” Don’t ship the org chart.–Steven Sinofsk 永遠(yuǎn)不要發(fā)出組織的架構(gòu)圖。－Steven Sinofsky（史蒂文·辛諾夫斯基，微軟Windows事業(yè)部主管）

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