职场生存军规：谷歌营销总裁分享之文化篇

本文是谷歌产品管理和营销高级副总裁Jonathan Rosenberg在其母校克莱蒙特·麦肯纳学院向毕业生分享的他自己多年的职场经验，包括沟通、文化、团队建设、决策、创新和谦卑等六方面内容，一共42条“职场生存军规”。
Jonathan Rosenberg简介：作为谷歌产品高级副总裁的他，坚信“更开放，意味着更好的 谷歌 和更好的世界”。他围绕 Chrome 和 Android 建立团队。事实证明，他是颇有预见性的。今天，Chrome 和 Android 成了谷歌最具战略意义的两大收获。
Culture
文化
#1 Ditch the pecking order.
#1 别死认层级顺序
“You shouldn’t be able to figure out a company’s org chart by looking at their product. You can’t see the Apple org chart when you look at the iPod or the Amazon chart when you look at the Kindle.” Rosenberg has a favorite Eric Schmidt story to go along with this learning. While working at Sun Microsystems, Schmidt took a server out of a box, and when he opened it up, he saw eight documents labeled “Read me first.” It turned out that eight different people on the project thought they had the most important opinion. “And the poor product manager at the bottom of the totem pole just threw them all in,” Rosenberg says. “That’s not the right decision for the end user.” A good leader cuts through the ego and picks the best opinion.
你不应该通过看一个公司的产品来获得企业的组织结构图。当你看到iPod 时，你看不到苹果的组织结构；当你看到Kindle 的时候，也读不懂Amazon 的内部构造。谈起这一点，Rosenberg 分享了Eric Schmidt 的一个故事。当时Schmidt 还在Sun Microsystems 工作，他从一个盒子里取出来服务器，一打开就看到8 个带着“Read me first.”标签的文件。很显然，项目组里8 个不同的人都认为他们的观点最重要。然而处在最底层可怜的产品经理只能把它们都放进来，“对终端用户而言，这可不是什么明智的决定。”一个优秀的领导会懂得甄选最优意见。
#2 Avoid the HPPO.
#2 避免唯命是从
HPPO stands for “the highest-paid person’s opinion.” When you have a problem or a question, don’t naturally accept the HPPO in the room. Title means nothing. If someone’s experience has value, they should be able to frame a winning argument. “Everybody at every level should have an equal voice in the outcome, based on the strength of his or her arguments.” Rosenberg names Jim Barksdale as his favorite HPPO. As CEO of Netscape, Barksdale once said, “If we have data, let’s look at the data. If all we have are opinions, let’s go with mine.” HPPO 意思是“大人的意见”（the highest-paid person's opinion.）。
当有疑问或者遇到难题时，不要简单地接受大Boss 的意见。头衔并不能说明问题。如果某人的经验之谈有价值，他就需要拿出有说服力的论据来。“凭借有说服力的论点，不论职位高低，每个人都有同等的话语权。”Barksdale 是Rosenberg 最喜欢的HPPO。作为Netscape 的创始人，Barksdale 曾说过：“如果有数据，那我们一起参考数据。如果我们只有观点，那就听我的好了。”
#3 Crush bureaucracy of all kinds.
#3 全方位粉碎官僚主义
“The most important attribute in organizations is the ability to get out of the way. That’s why we didn’t have general managers at Google. A general manager’s job is to put his business interests ahead of the company’s. Don’t do it.”
“这个组织里最重要的属性就是如何廓清障碍，这也是为什么Google 没有总经理。总经理老是把自己的商业利益看得比公司利益还重要。这万万不可！”
#4 Crowded is creative.
#4 拥挤，创新
There’s a certain electricity that comes from working in a crowded, bustling space. “Offices should be designed for energy and interactions, not for isolation and status.”
拥挤喧闹的工作环境会引燃更多的创意火花。办公室应该充满能量和互动，而不是条块分割和等级分化。
#5 You need strategies and tactics.
#5 战略和策略并举
Many people don’t know the difference between strategies and tactics, or they think they only need one or the other. Not so. A winning strategy is made up of the tactics that produce a victory. “There are people who are great at strategy, and there are those who are great at tactics,” Rosenberg says. “That’s why we have teams.”
许多人不懂得战略和策略的区别，或者他们认为自己只需要其中一样，其实不然。一个成功的战略背后有许多个支撑它的成功策略。“有的人长于战略，有的人则长于策略，”Rosenberg 说，“所以我们需要团队协作。”
#6 On teams, think small.
#6 team 还是小的好
“At Google, we learned that the size of a small team is about the size of a small family. In software development, the worst thing you can do is put more people on a project.” Empower small teams, and they can often do more than a big one. Rosenberg quotes famed anthropologist Margaret Mead: “Never doubt that a small group of thoughtful, committed citizens can change the world.”
在Google，我们明白小的团队就如小的家庭。在软件开发中，最糟糕的是项目组里人太多。把权利下放给小团队，他们通常能干出大事儿。Rosenberg 引用著名人类学家Margaret Mead 的一句话：一个虑事周全，全力以赴的小团体是不可小觑的，他们也许能改变世界。
#7 Show up.
#7 常露面
True for everyone, and more for leaders: “Working from home is a malignant, metastasizing cancer,” Rosenberg says. “Ban it."
常常露个脸，适用于每个人，更适用于领导者。“家庭办公是容易扩散的恶性肿瘤。”所以，放弃它吧。
#8 Be original.
#8 坚持原创
“Never ever suggest copying your competitor. Their products generally suck, and you should be able to do better.”
绝对不要抄袭你的竞争对手，他们的产品都糟透了，你应该做的更好点。
#9 Hope is not a plan.
#9 别把希望当计划
#10 Doveryai no proveryai.
#10 信任，但要核实
Trust but verify. It’s a Russian proverb, Rosenberg uses to remind himself to fact find for himself. Large organizations and teams have a tendency to omit small details, but a good leader can’t. “The primary job of a leader is judgment and communication. But judgment and communication are only as good as the data or truth on which it’s based.”
信任，但要核实。这是一则俄罗斯谚语，Rosenberg 用它来提醒自己要不断挖掘事实。大的机构或者团队经常回忽略小的细节，但一个合格的领导不会。“领导最重要的工作就是评价和沟通。但这两者只有在有数据和真相做支撑时才奏效。”
#11 Value over costs.
#11 价值大于成本
“It’s simple: spend 80% of your time on 80% of your revenue.” More revenue generally solves all problems. “It’s obvious, but actually hard to do, because that other 20% of your revenue will end up taking up an inordinate amount of your time if you let it.”
“道理很简单：在80% 的收益上花80% 的时间。”更多的收益通常解决更多的问题。“说起来轻松，做起来很难。因为如果你不加控制，剩余20% 的收益不知道会占用多少时间。”
#12 Beware the green-eyed monster.
#12 小心红眼人
“Where there is success, there is envy. But you can take away the monster’s greatest weapon, which is surprise – and you can fight it with envy’s kryptonite, which is humility.”
“哪里有成功，哪里就有嫉妒。但你如果你用好谦卑这个武器，红眼人就不会对你的成就如此担惊受怕了。”
#13 Reorganizations.
#13 重组要果断
If you must reorganize, do it in a day -- 24 hours. “This is my corollary to the Ben Franklin wisdom that ‘Three can keep a secret if two of them are dead,’” Rosenberg says.
如果要行重组之事，请速战速决，24小时解决一切问题。“这是我从Ben Franklin 那里学来的智慧——“如果三个人中的两个已经死了，保守秘密就不难了。”