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A sales manager who worked for me once had a big meeting coming up with an important client, and he was worried he wouldn't be able to close the deal. I spent time coaching him on how to present our product, and over time he felt much more confident. However, I wasn't completely sure he was ready, and I didn't want to risk losing the business. I told him I'd go to the meeting with him and make the pitch myself while he watched.
有一次，一位在我手下工作的銷售經(jīng)理即將拜訪一個(gè)重要客戶進(jìn)行關(guān)鍵談判。他有點(diǎn)擔(dān)心自己沒法成功談下單子。我花了一些時(shí)間指導(dǎo)他應(yīng)該如何介紹我們的產(chǎn)品。之后，他覺得更有信心了。但是，我仍然不敢完全相信他，而且我也不想承擔(dān)談判失敗的損失。于是我告訴他，我會(huì)和他一起去拜訪客戶，親自與客戶溝通，他只要在旁邊看著。
It wasn't until later -- when he was no longer working for me -- that I found out how resentful he had been that I had stepped in and decided to try to solve his problem for him.
直到前不久——他已經(jīng)從我這里辭職了，我才意識(shí)到他當(dāng)時(shí)對(duì)我有多反感，因?yàn)槲也冗^界了，越俎代庖，想要替他解決問題。
Early on in my managerial career, my instinct was to jump in and solve my team's problems by myself. I finally realized that taking on too many of the issues they should be solving on their own made it impossible for me to scale my attention as the company grew. I also frustrated many of the people on my team.
管理生涯的早期，我會(huì)本能地介入團(tuán)隊(duì)面臨的問題，親自加以解決。后來我發(fā)現(xiàn)，處理太多這類原本應(yīng)該由員工自己解決的問題，讓我自己無法專注于公司的成長(zhǎng)，同時(shí)也會(huì)讓我很多手下感到難堪。隨著時(shí)間推移，我越來越清楚地意識(shí)到，如果我想要管理好一家不斷成長(zhǎng)的公司，保持士氣高漲，我就必須做好放權(quán)。我知道我至少遵守了一條準(zhǔn)則，那就是雇傭比我聰明的人。所以我必須信任他們能做好自己該做的事，而我則應(yīng)該專注于只屬于我的本職工作。現(xiàn)在，如果發(fā)現(xiàn)了問題，我會(huì)首先問自己有沒有派正確的人去處理，而不必去親自解決。
To sum it up, I only do what only I can do. And I realized that -- as a CEO -- I need to spend my time doing five things that no one else can do:
總結(jié)一下，我應(yīng)該只做只有我才能做的事情。而作為一個(gè)CEO，我認(rèn)識(shí)到公司里有以下5件事是只有我能做的。
1. Strategy: Make sure that I create a coherent strategy for the business (in conjunction with other team members, of course; doing this in a vacuum is perilous).
1. 制訂戰(zhàn)略：確保我為公司制定了與業(yè)務(wù)運(yùn)營(yíng)相適配的戰(zhàn)略（當(dāng)然，這需要與其他團(tuán)隊(duì)成員溝通調(diào)整，閉門造車是很危險(xiǎn)的）。
2. Communication: Making sure that this strategy is communicated clearly to everyone on my management team and throughout the organization. Everyone needs to be on the same page about what we have to do.
2. 做好溝通：確保將公司的戰(zhàn)略清晰地傳遞給管理層的每一個(gè)成員，并進(jìn)一步擴(kuò)展至整個(gè)組織。每個(gè)人都應(yīng)該同樣清楚地了解到我們必須做的事。
3. Hiring: Put the right people in place.
3. 招聘人才：把正確的人安排在正確的崗位上。
4. Help: Remove any obstacles so that the team can succeed at doing the things at which they excel.
4. 掃除障礙：為工作團(tuán)隊(duì)清除工作道路上的障礙，讓他們能各施其能。
5. Financing: Making sure we have enough capital to achieve our goals (and getting that funding in place if we don't).
5. 籌集資金：確保公司有充足的資本去完成目標(biāo)（如果不夠，就要想辦法找錢）。
This does not mean I abdicate responsibility for any of the departments that report to me. I am directly involved with product, ad sales, editorial, marketing, PR, etc. on a daily basis to help steer them in the right direction. However, unless I believe those managers are making egregious errors in judgment (which rarely happens), I let them lead and only overrule something when I absolutely have to.
這么說并不意味著我會(huì)卸下所有下屬部門的工作責(zé)任。我仍然每天直接參與產(chǎn)品設(shè)計(jì)、廣告銷售、評(píng)論撰寫、市場(chǎng)營(yíng)銷、公共關(guān)系等工作，幫助員工把握正確的方向。不過，除非我覺得手下的經(jīng)理犯了非常嚴(yán)重的決策性錯(cuò)誤（這種情況很少發(fā)生），我才會(huì)越權(quán)去作出必要的干涉。其余時(shí)間里，我都放手讓他們?nèi)ヮI(lǐng)導(dǎo)自己的團(tuán)隊(duì)。
I have to trust my team to do the rest.
我必須信任我的團(tuán)隊(duì)，讓他們?nèi)プ鍪Ｏ碌氖虑椤?/div>
Paul Greenberg is the CEO of CollegeHumor Media.
保羅·格林伯格是CollegeHumor 傳媒公司的CEO。
