职场英语：如何像扎克伯格一样思考

The author of a new book on the Facebook founder reveals some of the characteristics that makes Mark, Mark.
新出版的facebook创始人传记的作者在书中揭露了马克之所以能够成功的几个个性上的原因。
Facebook founder Mark Zuckerberg is one of the youngest billionaires in the world, and a visionary with over a billion customers affected by his decisions on a regular basis.
Facebook创始人马克-扎克伯格是世界上最年轻的亿万富翁之一，他也是一个用他的工作影响了数以亿计人的梦想家。
Of course, Mark doesn't run Facebook by himself, but he has created a culture and brought in top level partners like Sheryl Sandberg to run areas where her strengths are most appropriate. According to the author of Think Like Zuck, Ekaterina Walter, entrepreneurs like Zuckerberg use five main factors in creating their company: Purpose, passion, product, people and partnerships. Walter, who is a "social innovator" at Intel, interviewed many employees and Facebook partners to learn more about what it means to think like Zuck.
当然，Facebook公司不是靠他一己之力经营的，但是他创造了一种文化，并将像雪莉-桑德伯格一样顶级的合作者带入公司，给他安排了最合适的职位。根据《像扎克一样思考》一书作者叶卡捷琳娜-瓦尔特的观点，像扎克伯格一样的企业家们会考虑五个因素来创建他们的公司：目标、激情、产品、用户和同伴。瓦尔特是因特尔公司的“革新者”，他访谈过很多求职者和Facebook公司的合作者，通过这种途径来了解如何像扎克一样思考。
The 5 P's
5P原则
"Every entrepreneur's vision is unique," said Walter. She continued: "Zuck's passion fueled his purpose, and based on this passion he knew exactly where he wanted to go. His vision was 'How do I make the world more social and provide radical transparency?' Purpose should be center of every business. If you don't know where you want to go, it won't work. Zuck knows his purpose regardless of external pressures, and provides clear direction for long-term strategy. Purpose then builds to create a solid product that people can relate to and use. But you can't create it alone, you need to bring the right people on board, create a culture fit, and get them to stand behind your purpose. You also need to partner smartly, with vendors, customers, or employees, and these partnerships need to compliment your skills and needs."
“每个企业家的视角都是独特的，”瓦尔特说。“扎克用他的激情给目标提供能量，也给自己提供方向。他的愿景是‘让人们的社交更为便利，更透明’。目标应该是每个公司的中心。如果你不知道你想要做什么，那它永远都不会成功。即使背负着巨大压力，但扎克一直都知道他的目标，并为公司长远发展提供明确方向。目标帮助公司提供更优秀的产品给顾客，并与顾客形成紧密联结。但是，你无法独立做到这些，你需要跟合适的人一起合作，营造有利于企业发展的文化氛围，然后让这些人一起朝你的目标努力奋斗。你也需要聪明地与你的卖主、顾客或职员合作，这种合作还有一个前提，就是这些人必须要首先认同你的能力并认可你的需求。”
For example Sandberg compliments Zuck in many of the operational areas of the company.
例如，桑德伯格会在很多公司的执行工作上向扎克表示赞许。
Can You Really Build a Company from Purpose?
你能真的从目标出发来创建你的公司吗？
In the book, Walter discusses how business interests should align with the entrepreneur's personal philosophy. Her example was Jake Nickell of Threadless, whose purpose is to empower the community of artists to share their artwork with people around the world. "He knew nothing about business or fulfillment, but helped make these artists visible, and brought a community to life," she said.
在书中，瓦尔特讨论了商业利益应该与企业家的个人哲学一致的问题。她列举了 Threadless公司的杰克-尼克尔的例子来说明，杰克的目标是想让艺术家们能够与全世界的人们分享自己的艺术作品。书中她说到：“他完全不懂商业或者执行方面的事情，他所做的仅仅是让人们看到这些艺术家，并因此让这个联盟重获生机。”
I asked if every entrepreneur needs such a grand purpose. Walter cited pizza franchise owner Ramon DeLeon who delivers pizza through the snow, or randomly to pregnant women who tweet that they're hungry, because he's passionate about customers. For him, it's not about the food, but it's about the customers. "Even a coffee shop owner must love coffee, must love customers coming in," she added. That's their equivalent of making a great product like Zuck and the Facebook team.
我问是否每个企业家都需要一个这样远大的目标，瓦尔特回答说，pizza franchise公司的创始人雷蒙-德利翁在下雪天仍提供披萨外送服务，还会给那些发微博说很饿的孕妇送餐，因为他真诚的为顾客考虑。对他来说，他的事业最重要的部分不是食物，而是顾客。“咖啡店老板必须热爱咖啡，也爱着光顾本店的每位顾客，”她说。这对他们的意义，与扎克和他的facebook团队想要开发出最好的产品给用户使用，是相同的。
Is Fun at Work Just a Gimmick?
工作中的乐趣仅仅是个噱头吗？
Facebook provides free lunch, and has all nighter hackathons. Zappos managers sit in a monkey pit of decorations, palm trees, and bananas. Is this all just a gimmick? "There is time for play and time for work at these companies," said Walter. "They hire people who fit the culture, and it doesn't feel like work. Facebook has free meals so their people can sit together and talk about ideas, meet other team members, and create relationships. I meet with all my teammates at Intel, take them out to lunch, and learn about them. When you know them personally, you have an opportunity to help them, create advocacy, and create influence in a matrix organization. If you can be flexible with an employee that's dealing with a personal crisis, you will get back loyalty."
facebook公司给员工提供免费午餐，还有通宵黑客马拉松。Zappos网站（美国购鞋网站）的经理在装饰着树和香蕉的猴坑上工作。这都只是噱头吗？“这些公司都注重员工的劳逸结合，”瓦尔特说。“他们雇佣那些与公司文化匹配的员工，在这些公司感觉不像是在工作。Facebook通过免费午餐让员工坐在一起讨论新的想法，与别的团队成员交流，并建立人际关系。我在Intel公司遇到我现在的这些团队成员，带他们去午餐，并了解他们。当你与他们有了良好的关系，你就有机会去帮助他们，发表你的主张，并形成影响力。如果你能在员工面临个人危机的时候伸出援手，你就能赢得他们的忠诚。”
Leaders are Like Hummingbirds
领导者就像蜂鸟
One of the best areas of the book, and one that I would have expanded upon, is Walter's "Hummingbird Model of Leadership."
这本书中最棒的一个部分，也是我最感兴趣的部分，是瓦尔特的“领导力蜂鸟模型”。
She cites 10 factors that are like characteristics of a humming bird, but the most important to her is flexibility. "Hummingbirds can fly forwards, backwards, and they can stop and hover, which few other animals can do. Leaders need the ability to go fast when needed, stop, think, assess and have an environment of agility where they can learn and move with flexibility. Leaders like Zuck and Jobs have this kind of ability. They have intuition, and they trust their purpose. For example, Zuck had the idea of Facebook as a platform in his "Book of Change" notes years before it was announced at the developer conference."
她提出了一个优秀的领导者应该具备十个与蜂鸟相同的特征，但她认为最重要的是灵活性。“蜂鸟可以往前飞、往后飞，它们可以随时在空中停止飞行或者盘旋，这是其它动物很难做到的。领导者也应该这样，在现实条件提出要求的时候能够快速前进，在需要学习的时候也能够停止、思考和评估。像扎克和乔布斯这样的领导者就具有这种能力。他们有天生的直觉，并坚持自己的目标。例如，扎克在正式提出建立Facebook的计划数年以前，这个想法已经在他的笔记中初现雏形。”
（实习编辑：于晓伟）