2018-09-07 Principles Work 條文音標版

PART III WORK PRINCIPLES
[pɑrt] [wɝk]

第三部分工作原則

An organization is a machine consisting of two major parts culture and people.
[͵ɔrgənəˋzeʃən] [məˋʃin] [tu] [ˋmedʒɚ] [ˋkʌltʃɚ] [ænd] [ˋpip!]

組織是由文化和人員兩大部分組成的機器。

a. A great organization has both great people and a great culture.
[gret] [͵ɔrgənəˋzeʃən] [hæz] [boθ] [gret] [ˋpip!] [ænd] [gret] [ˋkʌltʃɚ]

a. 一個偉大的組織既有偉大的人民,也有偉大的文化。

b. Great people have both great character and great capabilities.
[gret] [ˋpip!] [hæv] [boθ] [gret] [ˋkærɪktɚ] [ænd] [gret]

b. 偉大的人具有偉大的品格和強大的能力。

c. 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.
[gret] [brɪŋ] [ænd] [ðə] [ˋsɝfɪs] [ænd] [ðɛm] [wɛl] [ænd] [ðe] [lʌv] [ænd] [ˋbɪldɪŋ] [gret] [ðæt] [bɪn] [bɪlt] [bɪˋfor]

c. 偉大的文化給表面帶來了問題和分歧,並且很好地解決了這些問題,他們喜歡想像和建造以前沒有建過的偉大事物。

Tough love is effective for achieving both great work and great relationships.
[tʌf] [lʌv] [ɪˋfɛktɪv] [fɔr] [boθ] [gret] [wɝk] [ænd] [gret]

艱苦的愛情對於實現偉大的工作和良好的人際關係是有效的。

a. In order to be great, one can't compromise the uncompromisable.
[ˋɔrdɚ] [gret] [wʌn] [ˋkɑmprə͵maɪz]

a. 為了變得偉大,人們不能妥協不妥協。

A believability-weighted idea meritocracy is the best system for making effective decisions.
[aɪˋdiə] [͵mɛrəˋtɑkrəsɪ] [ðə] [bɛst] [ˋsɪstəm] [fɔr] [ˋmekɪŋ] [ɪˋfɛktɪv]

可信度加權的觀念精英制度是做出有效決策的最佳體系。

Make your passion and your work one and the same and do it with people you want to be with.
[mek] [jʊɚ] [ˋpæʃən] [ænd] [jʊɚ] [wɝk] [wʌn] [ænd] [ðə] [sem] [ænd] [wɪð] [ˋpip!] [ju] [wɑnt] [wɪð]

讓你的激情和你的工作一脈相承,並與你想要的人一起做。

TO GET THE CULTURE RIGHT . . .
[gɛt] [ðə] [ˋkʌltʃɚ] [raɪt]

獲得文化權利。 。 。

1 Trust in Radical Truth and Radical Transparency
[trʌst] [ˋrædɪk!] [truθ] [ænd] [ˋrædɪk!] [trænsˋpɛrənsɪ]

1信任激進的真理和激進的透明度

1.1 Realize that you have nothing to fear from knowing the truth.
[ˋrɪə͵laɪz] [ðæt] [ju] [hæv] [ˋnʌθɪŋ] [fɪr] [frɑm] [noɪŋ] [ðə] [truθ]

1.1意識到你不必擔心知道真相。

1.2 Have integrity and demand it from others.
[hæv] [ɪnˋtɛgrətɪ] [ænd] [dɪˋmænd] [frɑm]

1.2擁有誠信並要求他人提供。

a. Never say anything about someone that you wouldn't say to them directly and don't try people without accusing them to their face.
[ˋnɛvɚ] [se] [ˋɛnɪ͵θɪŋ] [əˋbaʊt] [ðæt] [ju] [se] [ðɛm] [dəˋrɛktlɪ] [ænd] [traɪ] [ˋpip!] [wɪˋðaʊt] [əˋkjuzɪŋ] [ðɛm] [ðɛr] [fes]

a. 永遠不要說任何你不會直接對他們說話的人,也不要在不指責他們的情況下嘗試別人。

b. Don't let loyalty to people stand in the
[lɛt] [ˋlɔɪəltɪ] [ˋpip!] [stænd] [ðə]

b. 不要讓忠誠於人民站在

1.3 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.
[krɪˋet] [ɪnˋvaɪrənmənt] [hwɪtʃ] [ˋɛvrɪ͵wʌn] [hæz] [ðə] [raɪt] [͵ʌndɚˋstænd] [hwɑt] [ænd] [wʌn] [hæz] [ðə] [raɪt] [hold] [ˋkrɪtɪk!] [əˋpɪnjən] [wɪˋðaʊt]

1.3創造一個環境,​​讓每個人都有權理解什麼是有道理的,沒有人有權在不說話的情況下持有批評意見。

a. Speak up, own it, or get out.
[on] [gɛt] [aʊt]

a. 說出來,擁有它,或者離開。

b. Be extremely open.
[ɪkˋstrimlɪ] [ˋopən]

b. 要非常開放。

c. Don't be naive about dishonesty.
[nɑˋiv] [əˋbaʊt] [dɪsˋɑnɪstɪ]

c. 不要對不誠實行為天真。

1.4 Be radically transparent.
[ˋrædɪk!ɪ] [trænsˋpɛrənt]

1.4要徹底透明。

a. Use transparency to help enforce justice.
[jus] [trænsˋpɛrənsɪ] [hɛlp] [ɪnˋfors] [ˋdʒʌstɪs]

a. 使用透明度來幫助實現正義。

b. Share the things that are hardest to share.
[ðə] [ðæt] [ɑr]

b. 分享最難分享的東西。

c. Keep exceptions to radical transparency very rare.
[kip] [ˋrædɪk!] [trænsˋpɛrənsɪ] [ˋvɛrɪ] [rɛr]

c. 保持極端透明度的例外非常罕見。

d. Make sure those who are given radical transparency recognize their responsibilities to handle it well and to weigh things intelligently.
[mek] [ʃʊr] [ðoz] [hu] [ɑr] [ˋgɪvən] [ˋrædɪk!] [trænsˋpɛrənsɪ] [ˋrɛkəg͵naɪz] [ðɛr] [ˋhænd!] [wɛl] [ænd] [we] [ɪnˋtɛlədʒəntlɪ]

d. 確保那些給予極端透明度的人認識到他們有責任妥善處理並明智地權衡事物。

e. 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.
[prəˋvaɪd] [trænsˋpɛrənsɪ] [ˋpip!] [hu] [ˋhænd!] [wɛl] [ænd] [ˋiðɚ] [dɪˋnaɪ] [ˋpip!] [hu] [ˋhænd!] [wɛl] [rɪˋmuv] [ðoz] [ˋpip!] [frɑm] [ðə] [͵ɔrgənəˋzeʃən]

即為處理好這些問題的人提供透明度,並對那些處理不當的人或者從組織中刪除這些人的人予以否認。

f. Don't share sensitive information with the organization's enemies.
[͵ɪnfɚˋmeʃən] [wɪð] [ðə] [͵ɔrgənəˋzeʃən]

F。不要與組織的敵人分享敏感信息。

1.5 Meaningful relationships and meaningful work are mutually reinforcing, especially when supported by radical truth and radical transparency.
[ˋminɪŋfəl] [ænd] [ˋminɪŋfəl] [wɝk] [ɑr] [ˋmjutʃʊəlɪ] [əˋspɛʃəlɪ] [hwɛn] [ˋrædɪk!] [truθ] [ænd] [ˋrædɪk!] [trænsˋpɛrənsɪ]

1.5有意義的關係和有意義的工作是相輔相成的,特別是在激進的真理和激進的透明度的支持下。

2 Cultivate Meaningful Work and Meaningful Relationships
[ˋkʌltə͵vet] [ˋminɪŋfəl] [wɝk] [ænd] [ˋminɪŋfəl]

2培養有意義的工作和有意義的關係

2.1 Be loyal to the common mission and not to anyone who is not operating consistently with it.
[ˋlɔɪəl] [ðə] [ˋkɑmən] [ˋmɪʃən] [ænd] [nɑt] [ˋɛnɪ͵wʌn] [hu] [nɑt] [ˋɑpəretɪŋ] [kənˋsɪstəntlɪ] [wɪð]

2.1忠於共同的使命,而不是任何不與之一致的人。

2.2 Be crystal clear on what the deal is.
[ˋkrɪst!] [klɪr] [hwɑt] [ðə] [dil]

2.2明白這筆交易是什麼。

a. Make sure people give more consideration to others than they demand for themselves.
[mek] [ʃʊr] [ˋpip!] [gɪv] [mor] [kənsɪdəˋreʃən] [ðæn] [ðe] [dɪˋmænd] [fɔr] [ðəmˋsɛlvz]

a. 確保人們更多地考慮他人而不是他們自己的需求。

b. Make sure that people understand the difference between fairness and generosity.
[mek] [ʃʊr] [ðæt] [ˋpip!] [͵ʌndɚˋstænd] [ðə] [ˋdɪfərəns] [bɪˋtwin] [ˋfɛrnɪs] [ænd] [͵dʒɛnəˋrɑsətɪ]

b. 確保人們理解公平與慷慨之間的區別。

c. Know where the line is and be on the far side of fair.
[no] [hwɛr] [ðə] [laɪn] [ænd] [ðə] [fɑr] [fɛr]

c. 知道線路在哪裡,並在公平的遠端。

d. Pay for work.
[pe] [fɔr] [wɝk]

d. 支付工作。

2.3 Recognize that the size of the organization can pose a threat to meaningful relationships.
[ˋrɛkəg͵naɪz] [ðæt] [ðə] [ðə] [͵ɔrgənəˋzeʃən] [kæn] [poz] [θrɛt] [ˋminɪŋfəl]

2.3認識到組織的規模可能對有意義的關係構成威脅。

2.4 Remember that most people will pretend to operate in your interest while operating in their own.
[rɪˋmɛmbɚ] [ðæt] [most] [ˋpip!] [wɪl] [prɪˋtɛnd] [ˋɑpə͵ret] [jʊɚ] [ˋɪntərɪst] [hwaɪl] [ˋɑpəretɪŋ] [ðɛr] [on]

2.4請記住,大多數人在自己操作時會假裝按照您的興趣操作。

2.5 Treasure honorable people who are capable and will treat you well even when you're not looking.
[ˋtrɛʒɚ] [ˋɑnərəb!] [ˋpip!] [hu] [ɑr] [ˋkepəb!] [ænd] [wɪl] [trit] [ju] [wɛl] [ˋivən] [hwɛn] [nɑt] [ˋlʊkɪŋ]

2.5珍惜尊敬的人,即使你不看,也能夠善待你。

3 Create a Culture in Which It Is Okay to Make Mistakes and Unacceptable Not to Learn from Them
[krɪˋet] [ˋkʌltʃɚ] [hwɪtʃ] [ˋoˋke] [mek] [ænd] [͵ʌnəkˋsɛptəb!] [nɑt] [lɝn] [frɑm] [ðɛm]

3創造一種文化,在這種文化中犯錯誤是不可接受的,不向他們學習

3.1 Recognize that mistakes are a natural part of the evolutionary process.
[ˋrɛkəg͵naɪz] [ðæt] [ɑr] [ˋnætʃərəl] [pɑrt] [ðə] [͵ɛvəˋluʃən͵ɛrɪ] [ˋprɑsɛs]

3.1認識到錯誤是進化過程的自然組成部分。

a. Fail well.
[wɛl]

a. 失敗了。

b. Don't feel bad about your mistakes or those of others. Love them!
[fil] [bæd] [əˋbaʊt] [jʊɚ] [ðoz] [lʌv]

b. 不要為自己或他人的錯誤感到沮喪。愛他們!

3.2 Don't worry about looking good-worry about achieving your goals.
[ˋwɝɪ] [əˋbaʊt] [ˋlʊkɪŋ] [əˋbaʊt] [jʊɚ]

3.2不要擔心看起來很好 - 擔心實現目標。

a. Get over "blame" and "credit" and get on with "accurate" and "inaccurate."
[gɛt] [ˋovɚ] [blem] [ænd] [ˋkrɛdɪt] [ænd] [gɛt] [wɪð] [ˋækjərɪt] [ænd] [ɪnˋækjərɪt]

a. 克服“責備”和“信用”,繼續“準確”和“不准確”。

3.3 Observe the patterns of mistakes to see if they are products of weaknesses.
[əbˋzɝv] [ðə] [si] [ðe] [ɑr]

3.3觀察錯誤的模式,看它們是否是弱點的產物。

3.4 Remember to reflect when you experience pain.
[rɪˋmɛmbɚ] [rɪˋflɛkt] [hwɛn] [ju] [ɪkˋspɪrɪəns] [pen]

3.4記得在遇到疼痛時反映。

a. Be self-reflective and make sure your people are self-reflective.
[ænd] [mek] [ʃʊr] [jʊɚ] [ˋpip!] [ɑr]

a. 要自我反省,確保你的員工自我反省。

b. Know that nobody can see themselves objectively.
[no] [ðæt] [ˋnobɑdɪ] [kæn] [si] [ðəmˋsɛlvz] [əbˋdʒɛktɪvlɪ]

b. 知道沒有人能客觀地看待自己。

c. Teach and reinforce the merits of mistake-based learning.
[titʃ] [ænd] [͵riɪnˋfɔrs] [ðə] [ˋlɝnɪŋ]

c. 教導並強化基於錯誤的學習的優點。

3.5 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.
[no] [hwɑt] [ɑr] [əkˋsɛptəb!] [ænd] [hwɑt] [ɑr] [͵ʌnəkˋsɛptəb!] [ænd] [əˋlaʊ] [ðə] [ˋpip!] [hu] [wɝk] [fɔr] [ju] [mek] [ðə] [͵ʌnəkˋsɛptəb!]

3.5了解哪些類型的錯誤是可以接受的以及哪些類型是不可接受的,並且不允許為您工作的人製作不可接受的錯誤。

4 Get and Stay in Sync
[gɛt] [ænd] [ste] [sɪŋk]

4獲取並保持同步

4.1 Recognize that conflicts are essential for great relationships because they are how people determine whether their principles are aligned and resolve their differences.
[ˋrɛkəg͵naɪz] [ðæt] [ɑr] [ɪˋsɛnʃəl] [fɔr] [gret] [bɪˋkɔz] [ðe] [ɑr] [haʊ] [ˋpip!] [dɪˋtɝmɪn] [ˋhwɛðɚ] [ðɛr] [ɑr] [ænd] [rɪˋzɑlv] [ðɛr]

4.1認識到衝突對於良好關係至關重要,因為衝突是人們如何確定其原則是否一致並解決其差異的方式。

a. Spend lavishly on the time and energy you devote to getting in sync, because it's the best investment you can make.
[spɛnd] [ˋlævɪʃlɪ] [ðə] [taɪm] [ænd] [ˋɛnɚdʒɪ] [ju] [dɪˋvot] [sɪŋk] [bɪˋkɔz] [ðə] [bɛst] [ɪnˋvɛstmənt] [ju] [kæn] [mek]

a. 花大量時間和精力投入到同步上,因為這是您可以做出的最佳投資。

4.2 Know how to get in sync and disagree well.
[no] [haʊ] [gɛt] [sɪŋk] [ænd] [͵dɪsəˋgri] [wɛl]

4.2知道如何同步和不同意。

a. Surface areas of possible out-of-syncness.
[ˋsɝfɪs] [ˋpɑsəb!]

a. 可能不同步的表面區域。

b. Distinguish between idle complaints and complaints meant to lead to improvement.
[dɪˋstɪŋgwɪʃ] [bɪˋtwin] [ˋaɪd!] [ænd] [mɛnt] [lid] [ɪmˋpruvmənt]

b. 區分閒置投訴和旨在改善投訴的投訴。

c. Remember that every story has another side.
[rɪˋmɛmbɚ] [ðæt] [ˋɛvrɪ] [ˋstorɪ] [hæz] [əˋnʌðɚ]

c. 請記住,每個故事都有另一面。

4.3 Be open-minded and assertive at the same time.
[ænd] [əˋsɝtɪv] [ðə] [sem] [taɪm]

4.3同時保持開放和自信。

a. Distinguish open-minded people from closed-minded people.
[dɪˋstɪŋgwɪʃ] [ˋpip!] [frɑm] [ˋpip!]

a. 區別開明的人與心胸狹窄的人。

b. Don't have anything to do with closed-minded people.
[hæv] [ˋɛnɪ͵θɪŋ] [wɪð] [ˋpip!]

b. 與封閉的人沒有任何關係。

c. Watch out for people who think it's embarrassing not to know.
[wɑtʃ] [aʊt] [fɔr] [ˋpip!] [hu] [θɪŋk] [ɪmˋbærəsɪŋ] [nɑt] [no]

c. 注意那些認為不知道的尷尬的人。

d. Make sure that those in charge are open-minded about the questions and comments of others.
[mek] [ʃʊr] [ðæt] [ðoz] [tʃɑrdʒ] [ɑr] [əˋbaʊt] [ðə] [ænd]

d. 確保負責人對其他人的問題和評論持開放態度。

e. Recognize that getting in sync is a two-way responsibility.
[ˋrɛkəg͵naɪz] [ðæt] [sɪŋk] [rɪ͵spɑnsəˋbɪlətɪ]

即認識到同步是一種雙向責任。

f. Worry more about substance than style.
[ˋwɝɪ] [mor] [əˋbaʊt] [ˋsʌbstəns] [ðæn] [staɪl]

F。擔心實質而不是風格。

g. Be reasonable and expect others to be reasonable.
[ˋriznəb!] [ænd] [ɪkˋspɛkt] [ˋriznəb!]

G。要合理,並期望別人合情合理。

h. Making suggestions and questioning are not the same as criticizing, so don't treat them as if they are.
[ˋmekɪŋ] [ænd] [ɑr] [nɑt] [ðə] [sem] [trit] [ðɛm] [ðe] [ɑr]

H。提出建議和提問與批評是不一樣的,所以不要把它們當作批評。

4.4 If it is your meeting to run, manage the conversation.
[jʊɚ] [ˋmitɪŋ] [rʌn] [ˋmænɪdʒ] [ðə] [͵kɑnvɚˋseʃən]

4.4如果您要開會,請管理對話。

a. Make it clear who is directing the meeting and whom it is meant to serve.
[mek] [klɪr] [hu] [ðə] [ˋmitɪŋ] [ænd] [hum] [mɛnt]

a. 明確指導會議的人員以及會員的意圖。

b. Be precise in what you're talking about to avoid confusion.
[prɪˋsaɪs] [hwɑt] [ˋtɔkɪŋ] [əˋbaʊt] [əˋvɔɪd] [kənˋfjuʒən]

b. 準確地說出你正在談論的內容以避免混淆。

c. Make clear what type of communication you are going to have in light of the objectives and priorities.
[mek] [klɪr] [hwɑt] [taɪp] [kə͵mjunəˋkeʃən] [ju] [ɑr] [ˋgoɪŋ] [hæv] [laɪt] [ðə] [ænd]

c. 根據目標和優先事項,明確您將要進行的溝通類型。

d. Lead the discussion by being assertive and open-minded.
[lid] [ðə] [dɪˋskʌʃən] [ˋbiɪŋ] [əˋsɝtɪv] [ænd]

d. 以堅定和開放的態度引導討論。

e. Navigate between the different levels of the conversation.
[ˋnævə͵get] [bɪˋtwin] [ðə] [ˋdɪfərənt] [ðə] [͵kɑnvɚˋseʃən]

即在對話的不同級別之間導航。

f. Watch out for "topic slip."
[wɑtʃ] [aʊt] [fɔr] [ˋtɑpɪk]

F。留意“話題單”。

g. Enforce the logic of conversations.
[ɪnˋfors] [ðə] [ˋlɑdʒɪk]

G。強化對話的邏輯。

h. Be careful not to lose personal responsibility via group decision making.
[ˋkɛrfəl] [nɑt] [luz] [ˋpɝsn!] [rɪ͵spɑnsəˋbɪlətɪ] [ˋvaɪə] [grup] [dɪˋsɪʒən] [ˋmekɪŋ]

H。小心不要通過小組決策失去個人責任。

i. Utilize the "two-minute rule" to avoid persistent interruptions.
[ˋjut!͵aɪz] [ðə] [rul] [əˋvɔɪd] [pɚˋsɪstənt]

一世。利用“兩分鐘規則”來避免持續中斷。

j. Watch out for assertive "fast talkers."
[wɑtʃ] [aʊt] [fɔr] [əˋsɝtɪv] [fæst]

學家注意自信的“快速說話者”。

k. Achieve completion in conversations.
[əˋtʃiv] [kəmˋpliʃən]

ķ。完成對話。

l. Leverage your communication.
[ˋlɛvərɪdʒ] [jʊɚ] [kə͵mjunəˋkeʃən]

湖利用您的溝通。

4.5 Great collaboration feels like playing jazz.
[gret] [kə͵læbəˋreʃən] [ˋfilɪŋ] [laɪk] [dʒæz]

4.5偉大的合作感覺就像在演奏爵士樂。

a. 1+1=3.

a. 1 +1 = 3。

b. 3 to 5 is more than 20.
[mor] [ðæn]

b. 3到5超過20。

4.6 When you have alignment, cherish it.
[hwɛn] [ju] [hæv] [əˋlaɪnmənt] [ˋtʃɛrɪʃ]

4.6當你對齊時,要珍惜它。

4.7 If you find you can't reconcile major differences-especially in values-consider whether the relationship is worth preserving.
[ju] [faɪnd] [ju] [ˋrɛkənsaɪl] [ˋmedʒɚ] [ˋhwɛðɚ] [ðə] [rɪˋleʃənˋʃɪp] [wɝθ]

4.7如果您發現無法調和主要差異 - 尤其是價值觀 - 請考慮這種關係是否值得保留。

5 Believability Weight Your Decision Making
IPA[bɪˌliːvəˈbɪlɪti] [wet] [jʊɚ] [dɪˋsɪʒən] [ˋmekɪŋ]

5可信度加權你的決策

5.1 Recognize that having an effective idea meritocracy requires that you understand the merit of each person's ideas.
[ˋrɛkəg͵naɪz] [ðæt] [ˋhævɪŋ] [ɪˋfɛktɪv] [aɪˋdiə] [͵mɛrəˋtɑkrəsɪ] [ðæt] [ju] [͵ʌndɚˋstænd] [ðə] [ˋmɛrɪt] [itʃ] [ˋpɝsn]

5.1認識到有一個有效的想法是精英管理要求你理解每個人的想法的優點。

a. If you can't successfully do something, don't think you can tell others how it should be done.
[ju] [səkˋsɛsfəlɪ] [θɪŋk] [ju] [kæn] [tɛl] [haʊ] [dʌn]

a. 如果你不能成功地做某事,不要認為你可以告訴別人應該怎麼做。

b. Remember that everyone has opinions and they are often bad.
[rɪˋmɛmbɚ] [ðæt] [ˋɛvrɪ͵wʌn] [hæz] [ænd] [ðe] [ɑr] [ˋɔfən] [bæd]

b. 請記住,每個人都有意見,而且往往很糟糕。

5.2 Find the most believable people possible who disagree with you and try to understand their reasoning.
[faɪnd] [ðə] [most] [bɪˋlivəb!] [ˋpip!] [ˋpɑsəb!] [hu] [͵dɪsəˋgri] [wɪð] [ju] [ænd] [traɪ] [͵ʌndɚˋstænd] [ðɛr] [ˋriznɪŋ]

5.2找到最可信的人,他們可能不同意你,並試圖理解他們的推理。

a. Think about people's believability in order to assess the likelihood that their opinions are good.
[θɪŋk] [əˋbaʊt] [ˋpip!] IPA[bɪˌliːvəˈbɪlɪti] [ˋɔrdɚ] [əˋsɛs] [ðə] [ˋlaɪklɪ͵hʊd] [ðæt] [ðɛr] [ɑr] [gʊd]

a. 考慮一下人們的可信度,以評估他們的意見是否良好的可能性。

b. 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.
[rɪˋmɛmbɚ] [ðæt] [bɪˋlivəb!] [ɑr] [most] [ˋlaɪklɪ] [kʌm] [frɑm] [ˋpip!] [hæv] [səkˋsɛsfəlɪ] [əˋkɑmplɪʃt] [ðə] [θɪŋ] [ˋkwɛstʃən] [list] [θri] [taɪmz] [ænd] [hu] [hæv] [gret] [ðə] [ðæt] [lid] [ðɛm] [ðɛr]

b. 請記住,可信的意見最有可能來自成功完成有關事物至少三次的人(1),以及(2)對導致他們得出結論的因果關係有很好的解釋。

c. I f someone hasn't done something but has a theory that seems logical and can be stress-tested, then by all means test it.
[dʌn] [bʌt] [hæz] [ˋθiərɪ] [ðæt] [ˋlɑdʒɪk!] [ænd] [kæn] [ðɛn] [ɔl] [minz] [tɛst]

c. 我有人沒有做過什麼,但有一個似乎合乎邏輯且可以進行壓力測試的理論,然後通過各種方式測試它。

d. Don't pay as much attention to people's conclusions as to the reasoning that led them to their conclusions.
[pe] [mʌtʃ] [əˋtɛnʃən] [ˋpip!] [ðə] [ˋriznɪŋ] [ðæt] abbr. [ðɛm] [ðɛr]

d. 不要過多關注人們對導致他們得出結論的推理的結論。

e. Inexperienced people can have great ideas too, sometimes far better ones than more experienced people.
[͵ɪnɪkˋspɪrɪənst] [ˋpip!] [kæn] [hæv] [gret] [tu] [fɑr] [ˋbɛtɚ] [ðæn] [mor] [ɪkˋspɪrɪənst] [ˋpip!]

即缺乏經驗的人也可以有很好的想法,有時比經驗豐富的人好得多。

f. Everyone should be up-front in expressing how confident they are in their thoughts.
[ˋɛvrɪ͵wʌn] [haʊ] [ˋkɑnfədənt] [ðe] [ɑr] [ðɛr]

F。每個人都應該坦率地表達他們對自己思想的信心。

5.3 Think about whether you are playing the role of a teacher, a student, or a peer and whether you should be teaching, asking questions, or debating.
[θɪŋk] [əˋbaʊt] [ˋhwɛðɚ] [ju] [ɑr] [ðə] [rol] [ˋtitʃɚ] [ˋstjudnt] [pɪr] [ænd] [ˋhwɛðɚ] [ju] [ˋtitʃɪŋ] [ˋæskɪŋ]

5.3考慮一下你是在扮演教師,學生還是同伴的角色,是否應該教學,提問或辯論。

a. I t's more important that the student understand the teacher than that the teacher understand the student, though both are important.
[mor] [ɪmˋpɔrtnt] [ðæt] [ðə] [ˋstjudnt] [͵ʌndɚˋstænd] [ðə] [ˋtitʃɚ] [ðæn] [ðæt] [ðə] [ˋtitʃɚ] [͵ʌndɚˋstænd] [ðə] [ˋstjudnt] [ðo] [boθ] [ɑr] [ɪmˋpɔrtnt]

a. 學生對老師的理解比老師理解學生更重要,儘管兩者都很重要。

b. Recognize that while everyone has the right and responsibility
[ˋrɛkəg͵naɪz] [ðæt] [hwaɪl] [ˋɛvrɪ͵wʌn] [hæz] [ðə] [raɪt] [ænd] [rɪ͵spɑnsəˋbɪlətɪ]

b. 認識到每個人都有權利和責任

c. to try to make sense of important things, they must do so with humility and radical open-mindedness.
[traɪ] [mek] [ɪmˋpɔrtnt] [ðe] [mʌst] [wɪð] [hjuˋmɪlətɪ] [ænd] [ˋrædɪk!]

c. 為了弄清楚重要的事情,他們必須以謙遜和激進的開放態度來做。

5.4 Understand how people came by their opinions.
[͵ʌndɚˋstænd] [haʊ] [ˋpip!] [kem] [ðɛr]

5.4了解人們如何通過他們的意見來。

a. If you ask someone a question, they will probably give you an answer, so think through to whom you should address your questions.
[ju] [æsk] [ˋkwɛstʃən] [ðe] [wɪl] [ˋprɑbəblɪ] [gɪv] [ju] [ˋænsɚ] [θɪŋk] [θru] [hum] [ju] [əˋdrɛs] [jʊɚ]

a. 如果你問某人一個問題,他們可能會給你一個答案,所以想一想你應該向誰提出問題。

b. Having everyone randomly probe everyone else is an unproductive waste of time.
[ˋhævɪŋ] [ˋɛvrɪ͵wʌn] [ˋrændəmlɪ] [prob] [ˋɛvrɪ͵wʌn] [ɛls] [͵ʌnprəˋdʌktɪv] [west] [taɪm]

b. 讓每個人隨機調查其他人是浪費時間的非生產性。

c. Beware of statements that begin with "I think that . . ."
[bɪˋwɛr] [ðæt] [bɪˋgɪn] [wɪð] [θɪŋk] [ðæt]

c. 謹防以“我認為......”開頭的陳述。

d. Assess believability by systematically capturing people's track records over time.
[əˋsɛs] IPA[bɪˌliːvəˈbɪlɪti] [͵sɪstəˋmætɪk!ɪ] [ˋpip!] [træk] [ˋovɚ] [taɪm]

d. 通過系統地捕捉人們的跟踪記錄來評估可信度。

5.5 Disagreeing must be done efficiently.
[mʌst] [dʌn] [ɪˋfɪʃəntlɪ]

5.5必須高效地進行不同意見。

a. Know when to stop debating and move on to agreeing
[no] [hwɛn] [stɑp] [ænd] [muv]

a. 知道何時停止辯論並繼續同意

about what should be done.
[əˋbaʊt] [hwɑt] [dʌn]

關於應該做什麼。

b. Use believability weighting as a tool rather than a substitute for decision making by c. Responsible Parties.
[jus] IPA[bɪˌliːvəˈbɪlɪti] [ˋwetɪŋ] [tul] [ˋræðɚ] [ðæn] [ˋsʌbstə͵tjut] [fɔr] [dɪˋsɪʒən] [ˋmekɪŋ] [rɪˋspɑnsəb!]

b. 使用可信度加權作為工具而不是c的決策替代。責任方。

d. Since you don't have the time to thoroughly examine everyone's thinking yourself, choose your believable people wisely.
[ju] [hæv] [ðə] [taɪm] [ˋθɝolɪ] [ɪgˋzæmɪn] [ˋɛvrɪ͵wʌn] [ˋθɪŋkɪŋ] [jʊɚˋsɛlf] [tʃuz] [jʊɚ] [bɪˋlivəb!] [ˋpip!] [ˋwaɪzlɪ]

d. 既然你沒有時間徹底檢查每個人自己的想法,那麼明智地選擇你的可信人。

e. When you're responsible for a decision, compare the believability-weighted decision making of the crowd to
[hwɛn] [rɪˋspɑnsəb!] [fɔr] [dɪˋsɪʒən] [kəmˋpɛr] [ðə] [dɪˋsɪʒən] [ˋmekɪŋ] [ðə] [kraʊd]

即當你負責決定時,比較人群的可信度加權決策

what you believe.
[hwɑt] [ju] [bɪˋliv]

你相信什麼

5.6 Recognize that everyone has the right and responsibility to try to make sense of important things.
[ˋrɛkəg͵naɪz] [ðæt] [ˋɛvrɪ͵wʌn] [hæz] [ðə] [raɪt] [ænd] [rɪ͵spɑnsəˋbɪlətɪ] [traɪ] [mek] [ɪmˋpɔrtnt]

5.6認識到每個人都有權利和責任去嘗試理解重要的事情。

a. Communications aimed at getting the best answer should involve the most relevant people.
[ðə] [bɛst] [ˋænsɚ] [ɪnˋvɑlv] [ðə] [most] [ˋrɛləvənt] [ˋpip!]

a. 旨在獲得最佳答案的溝通應該涉及最相關的人。

b. 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.
[kə͵mjunəˋkeʃən] [koˋhiʒən] [ɪnˋvɑlv] [ˋpip!] [ðæn] [wʊd] [ðə] [em] [wɝ] [dʒʌst] [ðə] [bɛst] [ˋænsɚ]

b. 旨在教育或提高凝聚力的溝通應該涉及比目標只是得到最佳答案所需的更廣泛的人群。

c. Recognize that you don't need to make judgments about everything.
[ˋrɛkəg͵naɪz] [ðæt] [ju] [nid] [mek] [əˋbaʊt] [ˋɛvrɪ͵θɪŋ]

c. 認識到你不需要對所有事情做出判斷。

5.7 Pay more attention to whether the decision-making system is fair than whether you get your way.
[pe] [mor] [əˋtɛnʃən] [ˋhwɛðɚ] [ðə] [ˋsɪstəm] [fɛr] [ðæn] [ˋhwɛðɚ] [ju] [gɛt] [jʊɚ] [we]

5.7更加註意決策系統是否公平,而不是你是否得到了自己的方式。

6 Recognize How to Get Beyond Disagreements
[ˋrɛkəg͵naɪz] [haʊ] [gɛt] [bɪˋjɑnd]

6認識到如何超越分歧

6.1 Remember Principles can't be ignored by mutual agreement.
[rɪˋmɛmbɚ] [ˋmjutʃʊəl] [əˋgrimənt]

6.1記住原則不能被雙方協議忽視。

a. The same standards of behavior apply to everyone.
[ðə] [sem] [bɪˋhevjɚ] [əˋplaɪ] [ˋɛvrɪ͵wʌn]

a. 相同的行為標準適用於每個人。

6.2 Make sure people don't confuse the right to complain, give advice, and openly debate with the right to make decisions.
[mek] [ʃʊr] [ˋpip!] [kənˋfjuz] [ðə] [raɪt] [kəmˋplen] [gɪv] [ədˋvaɪs] [ænd] [ˋopənlɪ] [dɪˋbet] [wɪð] [ðə] [raɪt] [mek]

6.2確保人們不要混淆抱怨權,提出建議,並公開辯論決策權。

a. When challenging a decision and/or a decision maker, consider the broader context.
[hwɛn] [dɪˋsɪʒən] [dɪˋsɪʒən] [ˋmekɚ] [kənˋsɪdɚ] [ðə] [ˋkɑntɛkst]

a. 在挑戰決策和/或決策者時,請考慮更廣泛的背景。

6.3 Don't leave important conflicts unresolved.
[liv] [ɪmˋpɔrtnt] [͵ʌnrɪˋzɑlvd]

6.3不要讓重要的衝突得不到解決。

a. Don't let the little things divide you when your agreement on the big things should bind you.
[lɛt] [ðə] [ˋlɪt!] [dəˋvaɪd] [ju] [hwɛn] [jʊɚ] [əˋgrimənt] [ðə] [bɪg] [baɪnd] [ju]

a. 當你對大事的約定應該束縛你時,不要讓小事分開你。

b. Don't get stuck in disagreement-escalate or vote!
[gɛt] [stʌk]

b. 不要陷入分歧 - 升級或投票!

6.4 Once a decision is made, everyone should get behind it even though individuals may still disagree.
[wʌns] [dɪˋsɪʒən] [med] [ˋɛvrɪ͵wʌn] [gɛt] [bɪˋhaɪnd] [ˋivən] [ðo] [me] [stɪl] [͵dɪsəˋgri]

6.4一旦作出決定,即使個人仍然不同意,每個人都應該支持它。

a. See things from the higher level.
[si] [frɑm] [ðə] [ˋlɛv!]

a. 從更高層次看事情。

b. Never allow the idea meritocracy to slip into anarchy.
[ˋnɛvɚ] [əˋlaʊ] [ðə] [aɪˋdiə] [͵mɛrəˋtɑkrəsɪ] [ˋɪntu] [ˋænɚkɪ]

b. 永遠不要讓精神制度陷入無政府狀態。

c. Don't allow lynch mobs or mob rule.
[əˋlaʊ] [lɪntʃ] [mɑb] [rul]

c. 不要讓暴徒或暴徒統治。

6.5 Remember that if the idea meritocracy comes into conflict with the well-being of the organization, it will inevitably suffer.
[rɪˋmɛmbɚ] [ðæt] [ðə] [aɪˋdiə] [͵mɛrəˋtɑkrəsɪ] [kʌm] [ˋɪntu] [kənˋflɪkt] [wɪð] [ðə] [ðə] [͵ɔrgənəˋzeʃən] [wɪl] [ɪnˋɛvətəblɪ] [ˋsʌfɚ]

6.5請記住,如果精神制度與組織的福祉發生衝突,它將不可避免地受到損害。

a. Declare "martial law" only in rare or extreme circumstances when the principles need to be suspended.
[ˋmɑrʃəl] [lɔ] [ˋonlɪ] [rɛr] [ɪkˋstrim] [hwɛn] [ðə] [nid]

a. 只有在需要暫停原則的罕見或極端情況下才宣布“戒嚴法”。

b. Be wary of people who argue for the suspension of the idea meritocracy for the "good of the organization."
[ˋwɛrɪ] [ˋpip!] [hu] [ˋɑrgjʊ] [fɔr] [ðə] [səˋspɛnʃən] [ðə] [aɪˋdiə] [͵mɛrəˋtɑkrəsɪ] [fɔr] [ðə] [gʊd] [ðə] [͵ɔrgənəˋzeʃən]

b. 要警惕那些為“組織的利益”而暫停精神制度的人們。

6.6 Recognize that if the people who have the power don't want to operate by principles, the principled way of operating will fail.
[ˋrɛkəg͵naɪz] [ðæt] [ðə] [ˋpip!] [hu] [hæv] [ðə] [ˋpaʊɚ] [wɑnt] [ˋɑpə͵ret] [ðə] [ˋprɪnsəp!d] [we] [ˋɑpəretɪŋ] [wɪl] [fel]

6.6認識到如果擁有權力的人不想按原則運作,那麼原則性的運作方式就會失敗。

TO GET THE PEOPLE RIGHT . . .
[gɛt] [ðə] [ˋpip!] [raɪt]

讓人民權利..。

7 Remember That the WHO Is More Important than the WHAT
[rɪˋmɛmbɚ] [ðæt] [ðə] [hu] [mor] [ɪmˋpɔrtnt] [ðæn] [ðə] [hwɑt]

7記住, 誰是比什麼更重要的是什麼

7.1 Recognize that the most important decision for you to make is who you choose as your Responsible Parties.
[ˋrɛkəg͵naɪz] [ðæt] [ðə] [most] [ɪmˋpɔrtnt] [dɪˋsɪʒən] [fɔr] [ju] [mek] [hu] [ju] [tʃuz] [jʊɚ] [rɪˋspɑnsəb!]

7.1 認識到最重要的決定為您做是誰您選擇作為您的負責任的党。

a. Understand that the most important RPs are those responsible for the goals, outcomes, and machines at the highest levels.
[͵ʌndɚˋstænd] [ðæt] [ðə] [most] [ɪmˋpɔrtnt] [ɑr] [ðoz] [rɪˋspɑnsəb!] [fɔr] [ðə] [ˋaʊt͵kʌm] [ænd] [ðə]

理解最重要的退休保障是那些對目標、結果和機器的最高級別負責的人。

7.2 Know that the ultimate Responsible Party will be the person who bears the consequences of what is done.
[no] [ðæt] [ðə] [ˋʌltəmɪt] [rɪˋspɑnsəb!] [ˋpɑrtɪ] [wɪl] [ðə] [ˋpɝsn] [hu] [ðə] [hwɑt] [dʌn]

7.2 知道最終責任方將是承擔所做事情後果的人。

a. Make sure that everyone has someone they report to.
[mek] [ʃʊr] [ðæt] [ˋɛvrɪ͵wʌn] [hæz] [ðe]

a. 確保每個人都有他們報告的人。

7.3 Remember the force behind the thing.
[rɪˋmɛmbɚ] [ðə] [fors] [bɪˋhaɪnd] [ðə] [θɪŋ]

7.3記住事物背後的力量。

8 Hire Right, Because the Penalties for Hiring Wrong Are Huge
[haɪr] [raɪt] [bɪˋkɔz] [ðə] [fɔr] [rɔŋ] [ɑr] [hjudʒ]

8僱用權利,因為僱用錯誤的處罰是巨大的

8.1 Match the person to the design.
[mætʃ] [ðə] [ˋpɝsn] [ðə] [dɪˋzaɪn]

8.1將人與設計相匹配。

a. Think through which values, abilities, and skills you are looking for (in that order).
[θɪŋk] [θru] [hwɪtʃ] [ˋvæljʊz] [ænd] [ju] [ɑr] [ˋlʊkɪŋ] [fɔr] [ðæt]

a. 考慮您正在尋找的價值觀,能力和技能(按此順序)。

b. Make finding the right people systematic and scientific.
[mek] [ˋfaɪndɪŋ] [ðə] [raɪt] [ˋpip!] [͵sɪstəˋmætɪk] [ænd] [͵saɪənˋtɪfɪk]

b. 讓找到合適的人系統和科學。

c. Hear the click Find the right fit between the role and the person.
[hɪr] [ðə] [klɪk] [faɪnd] [ðə] [raɪt] [fɪt] [bɪˋtwin] [ðə] [rol] [ænd] [ðə] [ˋpɝsn]

c. 聽到點擊在角色和人物之間找到合適的點。

d. Look for people who sparkle, not just "any ol' one of those."
[lʊk] [fɔr] [ˋpip!] [hu] [nɑt] [dʒʌst] [ˋɛnɪ] [wʌn] [ðoz]

d. 尋找閃耀的人,而不僅僅是“任何一個人”。

e. Don't use your pull to get someone a job.
[jus] [jʊɚ] [pʊl] [gɛt] [dʒɑb]

即不要用你的拉動來找人工作。

8.2 Remember that people are built very differently and that different ways of seeing and thinking make people suitable for different jobs.
[rɪˋmɛmbɚ] [ðæt] [ˋpip!] [ɑr] [bɪlt] [ˋvɛrɪ] [ˋdɪfərəntlɪ] [ænd] [ðæt] [ˋdɪfərənt] [ˋsiɪŋ] [ænd] [ˋθɪŋkɪŋ] [mek] [ˋpip!] [ˋsutəb!] [fɔr] [ˋdɪfərənt]

8.2請記住,人們的建立方式截然不同,不同的觀察和思考方式使人們適合不同的工作。

a. Understand how to use and interpret personality assessments.
[͵ʌndɚˋstænd] [haʊ] [jus] [ænd] [ɪnˋtɝprɪt] [͵pɝsnˋælətɪ]

a. 了解如何使用和解釋人格評估。

b. Remember that people tend to pick people like themselves, so choose interviewers who can identify what you are looking for.
[rɪˋmɛmbɚ] [ðæt] [ˋpip!] [tɛnd] [pɪk] [ˋpip!] [laɪk] [ðəmˋsɛlvz] [tʃuz] [ˋɪntɚvjuɚ] [hu] [kæn] [aɪˋdɛntə͵faɪ] [hwɑt] [ju] [ɑr] [ˋlʊkɪŋ] [fɔr]

b. 請記住,人們傾向於選擇喜歡自己的人,因此請選擇能夠識別您所尋找內容的訪調員。

c. Look for people who are willing to look at themselves objectively.
[lʊk] [fɔr] [ˋpip!] [hu] [ɑr] [ˋwɪlɪŋ] [lʊk] [ðəmˋsɛlvz] [əbˋdʒɛktɪvlɪ]

c. 尋找願意客觀地看待自己的人。

d. Remember that people typically don't change all that much.
[rɪˋmɛmbɚ] [ðæt] [ˋpip!] [ˋtɪpɪklɪ] [tʃendʒ] [ɔl] [ðæt] [mʌtʃ]

d. 請記住,人們通常不會改變這麼多。

8.3 Think of your teams the way that sports managers do No one person possesses everything required to produce success, yet everyone must excel.
[θɪŋk] [jʊɚ] [ðə] [we] [ðæt] [spɔrts] [wʌn] [ˋpɝsn] [pəˋzɛs] [ˋɛvrɪ͵θɪŋ] [rɪˋkwaɪrd] [prəˋdjus] [səkˋsɛs] [jɛt] [ˋɛvrɪ͵wʌn] [mʌst] [ɪkˋsɛl]

8.3以體育經理的方式思考你的團隊沒有人擁有成功所需的一切,但每個人都必須出類拔萃。

8.4 Pay attention to people's track records.
[pe] [əˋtɛnʃən] [ˋpip!] [træk]

8.4注意人們的跟踪記錄。

a. Check references.
[tʃɛk]

a. 檢查參考。

b. Recognize that performance in school doesn't tell you much about whether a person has the values and abilities you are looking for.
[ˋrɛkəg͵naɪz] [ðæt] [pɚˋfɔrməns] [skul] [tɛl] [ju] [mʌtʃ] [əˋbaʊt] [ˋhwɛðɚ] [ˋpɝsn] [hæz] [ðə] [ˋvæljʊz] [ænd] [ju] [ɑr] [ˋlʊkɪŋ] [fɔr]

b. 認識到學校的表現並不能告訴你一個人是否具備你正在尋找的價值觀和能力。

c. While it's best to have great conceptual thinkers, understand that great experience and a great track record also count for a lot.
[hwaɪl] [bɛst] [hæv] [gret] [kənˋsɛptʃʊəl] [͵ʌndɚˋstænd] [ðæt] [gret] [ɪkˋspɪrɪəns] [ænd] [gret] [træk] [rɪˋkɔrd] [ˋɔlso] [kaʊnt] [fɔr] [lɑt]

c. 雖然最好有偉大的概念思考者,但要明白,良好的經驗和良好的記錄也很重要。

d. Beware of the impractical idealist.
[bɪˋwɛr] [ðə] [ɪmˋpræktɪk!] [aɪˋdɪəlɪst]

d. 謹防那些不切實際的理想主義者。

e. Don't assume that a person who has been successful elsewhere will be successful in the job you're giving them.
[əˋsjum] [ðæt] [ˋpɝsn] [hu] [hæz] [bɪn] [səkˋsɛsfəl] [ˋɛls͵hwɛr] [wɪl] [səkˋsɛsfəl] [ðə] [dʒɑb] [ˋgɪvɪŋ] [ðɛm]

即不要認為在其他地方取得成功的人會成功完成你給他們的工作。

f. Make sure your people have character and are capable.
[mek] [ʃʊr] [jʊɚ] [ˋpip!] [hæv] [ˋkærɪktɚ] [ænd] [ɑr] [ˋkepəb!]

F。確保你的人有性格和能力。

8.5 Don't hire people just to fit the first job they will do; hire people you want to share your life with.
[haɪr] [ˋpip!] [dʒʌst] [fɪt] [ðə] [fɝst] [dʒɑb] [ðe] [wɪl] [haɪr] [ˋpip!] [ju] [wɑnt] [jʊɚ] [laɪf] [wɪð]

8.5不要雇人只是為了適應他們將要做的第一份工作;僱用你想與之分享生活的人。

a. Look for people who have lots of great questions.
[lʊk] [fɔr] [ˋpip!] [hu] [hæv] [gret]

a. 尋找有很多好問題的人。

b. Show candidates your warts.
[jʊɚ] [wɔrt]

b. 向候選人展示你的疣。

c. Play jazz with people with whom you are compatible but who will also challenge you.
[ple] [dʒæz] [wɪð] [ˋpip!] [wɪð] [hum] [ju] [ɑr] [kəmˋpætəb!] [bʌt] [hu] [wɪl] [ˋɔlso] [ˋtʃælɪndʒ] [ju]

c. 與那些與你兼容但又會挑戰你的人一起演奏爵士樂。

8.6 When considering compensation, provide both stability and opportunity.
[hwɛn] [kənˋsɪdərɪŋ] [͵kɑmpənˋseʃən] [prəˋvaɪd] [boθ] [stəˋbɪlətɪ] [ænd] [͵ɑpɚˋtjunətɪ]

8.6在考慮賠償時,提供穩定性和機會。

a. Pay for the person, not the job.
[pe] [fɔr] [ðə] [ˋpɝsn] [nɑt] [ðə] [dʒɑb]

a. 為人付錢,而不是工作。

b. Have performance metrics tied at least loosely to compensation.
[hæv] [pɚˋfɔrməns] [ˋmɛtrɪks] [taɪd] [list] [ˋluslɪ] [͵kɑmpənˋseʃən]

b. 績效指標至少與薪酬掛鉤。

c. Pay north of fair
[pe] [nɔrθ] [fɛr]

c. 支付北部的公平

d. Focus more on making the pie bigger than on exactly how to slice it so that you or anyone else gets the biggest piece.
[ˋfokəs] [mor] [ˋmekɪŋ] [ðə] [paɪ] [ðæn] [ɪgˋzæktlɪ] [haʊ] [ðæt] [ju] [ˋɛnɪ͵wʌn] [ɛls] [gɛt] [ðə] [pis]

d. 更專注於使餡餅更大,而不是如何切片,以便你或其他任何人獲得最大的一塊。

8.7 Remember that in great partnerships, consideration and generosity are more important than money.
[rɪˋmɛmbɚ] [ðæt] [gret] [kənsɪdəˋreʃən] [ænd] [͵dʒɛnəˋrɑsətɪ] [ɑr] [mor] [ɪmˋpɔrtnt] [ðæn] [ˋmʌnɪ]

8.7請記住,在良好的合作關係中,考慮和慷慨比金錢更重要。

a. Be generous and expect generosity from others.
[ˋdʒɛnərəs] [ænd] [ɪkˋspɛkt] [͵dʒɛnəˋrɑsətɪ] [frɑm]

a. 要慷慨,期待別人的慷慨。

8.8 Great people are hard to find so make sure you think about how to keep them.
[gret] [ˋpip!] [ɑr] [hɑrd] [faɪnd] [mek] [ʃʊr] [ju] [θɪŋk] [əˋbaʊt] [haʊ] [kip] [ðɛm]

8.8很難找到好人,所以一定要考慮如何保留它們。

9 Constantly Train, Test, Evaluate, and Sort People
[ˋkɑnstəntlɪ] [tren] [tɛst] [ɪˋvæljʊ͵et] [ænd] [ˋpip!]

9不斷培訓,測試,評估和排序人員

9.1 Understand that you and the people you manage will go through a process of personal evolution.
[͵ʌndɚˋstænd] [ðæt] [ju] [ænd] [ðə] [ˋpip!] [ju] [ˋmænɪdʒ] [wɪl] [θru] [ˋprɑsɛs] [ˋpɝsn!] [͵ɛvəˋluʃən]

9.1了解您和您管理的人員將經歷個人發展過程。

a. 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.
[ˋrɛkəg͵naɪz] [ðæt] [ˋpɝsn!] [͵ɛvəˋluʃən] [ˋrɛlətɪvlɪ] [ˋræpɪd] [ænd] [ˋnætʃərəl] [ˋkɑnsə͵kwɛns] [wʌn] [strɛŋθ] [ænd] [rɪˋzʌlt] [kəˋrɪr] [ɑr] [nɑt] [plænd] [ðə] [ˋaʊt͵sɛt]

a. 認識到個人進化應該是相對迅速的,並且是發現自己的優點和缺點的自然結果;因此,職業道路一開始就沒有計劃好。

b. Understand that training guides the process of personal evolution.
[͵ʌndɚˋstænd] [ðæt] [ˋtrenɪŋ] [ðə] [ˋprɑsɛs] [ˋpɝsn!] [͵ɛvəˋluʃən]

b. 了解培訓指導個人進化過程。

c. Teach your people to fish rather than give them fish, even if that means letting them make some mistakes.
[titʃ] [jʊɚ] [ˋpip!] [fɪʃ] [ˋræðɚ] [ðæn] [gɪv] [ðɛm] [fɪʃ] [ˋivən] [ðæt] [minz] [ˋlɛtɪŋ] [ðɛm] [mek]

c. 教你的人釣魚,而不是給他們魚,即使這意味著讓他們犯錯。

d. Recognize that experience creates internalized learning that book learning can't replace.
[ˋrɛkəg͵naɪz] [ðæt] [ɪkˋspɪrɪəns] [krɪˋet] [ˋlɝnɪŋ] [ðæt] [bʊk] [ˋlɝnɪŋ] [rɪˋples]

d. 認識到經驗創造了書本學習無法取代的內化學習。

9.2 Provide constant feedback.
[prəˋvaɪd] [ˋkɑnstənt] [ˋfid͵bæk]

9.2提供持續的反饋。

9.3 Evaluate accurately, not kindly.
[ɪˋvæljʊ͵et] [ˋækjərɪtlɪ] [nɑt] [ˋkaɪndlɪ]

9.3準確評估,而不是善意。

a. In the end, accuracy and kindness are the same thing.
[ðə] [ɛnd] [ˋækjərəsɪ] [ænd] [ˋkaɪndnɪs] [ɑr] [ðə] [sem] [θɪŋ]

a. 最後,準確性和善意是一回事。

b. Put your compliments and criticisms in perspective.
[pʊt] [jʊɚ] [ænd] [pɚˋspɛktɪv]

b. 正確看待你的讚美和批評。

c. Think about accuracy, not implications.
[θɪŋk] [əˋbaʊt] [ˋækjərəsɪ] [nɑt]

c. 考慮準確性而不是影響。

d. Make accurate assessments.
[mek] [ˋækjərɪt]

d. 做出準確的評估。

e. Learn from success as well as from failure.
[lɝn] [frɑm] [səkˋsɛs] [wɛl] [frɑm] [ˋfeljɚ]

即從成功和失敗中學習。

f. Know that most everyone thinks that what they did, and what they are doing, is much more important than it really is.
[no] [ðæt] [most] [ˋɛvrɪ͵wʌn] [θɪŋk] [ðæt] [hwɑt] [ðe] [dɪd] [ænd] [hwɑt] [ðe] [ɑr] [ˋduɪŋ] [mʌtʃ] [mor] [ɪmˋpɔrtnt] [ðæn] [ˋrɪəlɪ]

F。知道大多數人都認為他們所做的和他們正在做的事情比實際重要得多。

9.4 Recognize that tough love is both the hardest and the most important type of love to give (because it is so rarely welcomed).
[ˋrɛkəg͵naɪz] [ðæt] [tʌf] [lʌv] [boθ] [ðə] [ænd] [ðə] [most] [ɪmˋpɔrtnt] [taɪp] [lʌv] [gɪv] [ˋrɛrlɪ]

9.4認識到強硬的愛情是最難和最重要的愛情(因為它很少受到歡迎)。

a. Recognize that while most people prefer compliments, accurate criticism is more valuable.
[ˋrɛkəg͵naɪz] [ðæt] [hwaɪl] [most] [ˋpip!] [prɪˋfɝ] [ˋækjərɪt] [ˋkrɪtə͵sɪzəm] [mor] [ˋvæljʊəb!]

認識到雖然大多數人都喜歡讚美, 但準確的批評更有價值。

9.5 Don't hide your observations about people.
[haɪd] [jʊɚ] [əˋbaʊt] [ˋpip!]

9.5 不要隱藏你對人的觀察。

a. Build your synthesis from the specifics up.
[bɪld] [jʊɚ] [ˋsɪnθəsɪs] [frɑm] [ðə] [spɪˋsɪfɪks]

從細節上建立你的綜合。

b. Squeeze the dots.
[skwiz] [ðə]

擠壓點。

c. Don't over-squeeze a dot.
[dɑt]

不要過度擠壓一個點。

d. Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person's performance.
[jus] [ɪ͵væljʊˋeʃən] [sʌtʃ] [pɚˋfɔrməns] [ˋmɛtrɪks] [ænd] [ˋfɔrm!] [ˋdɑkjəmənt] [ɔl] [ˋpɝsn] [pɚˋfɔrməns]

d. 使用評估工具, 如績效調查、指標和正式審查, 以記錄一個人的所有方面的表現。

9.6 Make the process of learning what someone is like open, evolutionary, and iterative. a. Make your metrics clear and impartial.
[mek] [ðə] [ˋprɑsɛs] [ˋlɝnɪŋ] [hwɑt] [laɪk] [ˋopən] [͵ɛvəˋluʃən͵ɛrɪ] [ænd] [ˋɪtə͵retɪv] [mek] [jʊɚ] [ˋmɛtrɪks] [klɪr] [ænd] [ɪmˋpɑrʃəl]

9.6 使學習過程中的人是開放的, 進化的和反覆運算的。使你的指標清晰、公正。

b. Encourage people to be objectively reflective about their performance.
[ɪnˋkɝɪdʒ] [ˋpip!] [əbˋdʒɛktɪvlɪ] [rɪˋflɛktɪv] [əˋbaʊt] [ðɛr] [pɚˋfɔrməns]

鼓勵人們客觀地反思自己的表現。

c. Look at the whole picture.
[lʊk] [ðə] [hol] [ˋpɪktʃɚ]

看整幅畫。

d. 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.
[fɔr] [pɚˋfɔrməns] [stɑrt] [frɑm] [spɪˋsɪfɪk] [lʊk] [fɔr] [ænd] [gɛt] [sɪŋk] [wɪð] [ðə] [ˋpɝsn] [ˋbiɪŋ] [ˋlʊkɪŋ] [ðə] [ˋɛvədəns] [təˋgɛðɚ]

d. 進行績效審查, 從具體案例開始, 尋找模式, 並與正在審查的人一起查看證據。

e. 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.
[rɪˋmɛmbɚ] [ðæt] [hwɛn] [kʌm] [ˋpip!] [ðə] [tu] [ju] [kæn] [mek] [ɑr] [ˋbiɪŋ] [ˋovɚˋkɑnfɪdənt] [jʊɚ] [əˋsɛsmənt] [ænd] [ˋfelɪŋ] [gɛt] [sɪŋk]

記住, 在評估人的時候, 你可以做的兩個最大的錯誤是對你的評估過於自信, 並且無法同步。

f. Get in sync on assessments in a nonhierarchical way.
[gɛt] [sɪŋk] [we]

f. 以非階層式方式對評估進行同步。

g. Learn about your people and have them learn about you through frank conversations about mistakes and their root causes.
[lɝn] [əˋbaʊt] [jʊɚ] [ˋpip!] [ænd] [hæv] [ðɛm] [lɝn] [əˋbaʊt] [ju] [θru] [fræŋk] [əˋbaʊt] [ænd] [ðɛr] [rut]

瞭解你的人民, 讓他們通過坦率的對話瞭解你的錯誤和他們的根本原因。

h. Understand that making sure people are doing a good job doesn't require watching everything that everybody is doing at all times.
[͵ʌndɚˋstænd] [ðæt] [ˋmekɪŋ] [ʃʊr] [ˋpip!] [ɑr] [ˋduɪŋ] [gʊd] [dʒɑb] [rɪˋkwaɪr] [ˋwɑtʃɪŋ] [ˋɛvrɪ͵θɪŋ] [ðæt] [ˋɛvrɪ͵bɑdɪ] [ˋduɪŋ] [ɔl] [taɪmz]

理解, 確保人們做好工作並不需要看每個人都在做什麼。

i. Recognize that change is difficult.
[ˋrɛkəg͵naɪz] [ðæt] [tʃendʒ] [ˋdɪfə͵kəlt]

認識到改變是困難的。

j. Help people through the pain that comes with exploring their weaknesses.
[hɛlp] [ˋpip!] [θru] [ðə] [pen] [ðæt] [kʌm] [wɪð] [ðɛr]

説明人們通過探索他們的弱點來度過痛苦。

9.7 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.
[noɪŋ] [haʊ] [ˋpip!] [ˋɑpə͵ret] [ænd] [ˋbiɪŋ] [ˋeb!] [dʒʌdʒ] [ˋhwɛðɚ] [ðæt] [we] [ˋɑpəretɪŋ] [wɪl] [lid] [gʊd] [mor] [ɪmˋpɔrtnt] [ðæn] [noɪŋ] [hwɑt] [ðe] [dɪd]

9.7 知道人們是如何運作的, 並且能夠判斷這種操作方式是否會導致好的結果比知道他們做了什麼更重要。

a. If someone is doing their job poorly, consider whether it is due to inadequate learning or inadequate ability.
[ˋduɪŋ] [ðɛr] [dʒɑb] [ˋpʊrlɪ] [kənˋsɪdɚ] [ˋhwɛðɚ] [dju] [ɪnˋædəkwɪt] [ˋlɝnɪŋ] [ɪnˋædəkwɪt] [əˋbɪlətɪ]

如果某人的工作做得不好, 考慮是否因為學習不足或能力不足。

b. 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.
[ˋtrenɪŋ] [ænd] [ˋtɛstɪŋ] [pʊr] [pɚˋfɔrmɚ] [si] [kæn] [əˋkwaɪr] [ðə] [rɪˋkwaɪrd] [wɪˋðaʊt] [ˋtraɪɪŋ] [əˋsɛs] [ðɛr] [ˋkɑmən] [mɪˋstek]

訓練和測試一個差勁的表演者, 看看他/她能否獲得所需的技能而不同時嘗試評估他們的能力是一個常見的錯誤。

9.8 Recognize that when you are really in sync with someone about their weaknesses, the weaknesses are probably true.
[ˋrɛkəg͵naɪz] [ðæt] [hwɛn] [ju] [ɑr] [ˋrɪəlɪ] [sɪŋk] [wɪð] [əˋbaʊt] [ðɛr] [ðə] [ɑr] [ˋprɑbəblɪ] [tru]

9.8認識到當你真正與某人談論他們的弱點時,這些弱點可能是真的。

a. When judging people, remember that you don't have to get to the point of "beyond a shadow of a doubt."
[hwɛn] [ˋpip!] [rɪˋmɛmbɚ] [ðæt] [ju] [hæv] [gɛt] [ðə] [pɔɪnt] [bɪˋjɑnd] [daʊt]

a. 在評判人物時,請記住,你不必達到“超越疑點的陰影”。

b. 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.
[tek] [ju] [mor] [ðæn] [jɪr] [lɝn] [hwɑt] [ˋpɝsn] [laɪk] [ænd] [ˋhwɛðɚ] [ðe] [ɑr] [klɪk] [fɔr] [ðɛr] [dʒɑb]

b. 你應該花費不超過一年的時間來了解一個人是什麼樣的,以及他們是否點擊了他們的工作。

c. Continue assessing people throughout their tenure.
[kənˋtɪnjʊ] [ˋpip!] [θruˋaʊt] [ðɛr] [ˋtɛnjʊr]

c. 在整個任期內繼續評估人員。

d. Evaluate employees with the same rigor as you evaluate job candidates.
[ɪˋvæljʊ͵et] [wɪð] [ðə] [sem] [ˋrɪgɚ] [ju] [ɪˋvæljʊ͵et] [dʒɑb]

d. 在評估求職者時,要嚴格評估員工。

9.9 Train, guardrail, or remove people; don't rehabilitate them.
[tren] [ˋgɑrd͵rel] [rɪˋmuv] [ˋpip!] [͵rihəˋbɪlə͵tet] [ðɛm]

9.9訓練,護欄或移走人員;不要讓他們康復。

a. Don't collect people.
[kəˋlɛkt] [ˋpip!]

a. 不要收集人。

b. Be willing to "shoot the people you love."
[ˋwɪlɪŋ] [ðə] [ˋpip!] [ju] [lʌv]

b. 願意“拍攝你愛的人”。

c. 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.
[hwɛn] [wɪˋðaʊt] [bɑks] [kənˋsɪdɚ] [ˋhwɛðɚ] [ðɛr] [ˋopən] [bɑks] [ðæt] [wʊd] [ˋbɛtɚ] [fɪt] [ˋhwɛðɚ] [ju] [nid] [gɛt] [ðɛm] [aʊt] [ðə] [ˋkʌmpənɪ]

c. 當某人“沒有盒子”時,考慮是否有一個更合適的開放式盒子,或者是否需要讓它們離開公司。

d. Be cautious about allowing people to step back to another role after failing.
[ˋkɔʃəs] [əˋbaʊt] [ˋpip!] [stɛp] [bæk] [əˋnʌðɚ] [rol] [ˋæftɚ] [ˋfelɪŋ]

d. 在讓失敗後讓人們回到另一個角色時要小心謹慎。

9.10 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.
[rɪˋmɛmbɚ] [ðæt] [ðə] [gol] [trænsˋfɝ] [ðə] [bɛst] [jus] [ðə] [ˋpɝsn] [we] [ðæt] [ðə] [kəˋmjunətɪ] [hol]

9.10請記住,轉移的目標是以最有利於整個社區的方式最好地利用人員。

a. Have people "complete their swings" before moving on to new roles.
[hæv] [ˋpip!] [kəmˋplit] [ðɛr] [bɪˋfor] [ˋmuvɪŋ] [nju]

a. 在繼續擔任新角色之前,讓人們“完成他們的搖擺”。

9.11 Don't lower the bar.
[ˋloɚ] [ðə] [bɑr]

9.11不要降低桿。

10. Manage as Someone Operating a Machine to Achieve a Goal
[ˋmænɪdʒ] [ˋɑpəretɪŋ] [məˋʃin] [əˋtʃiv] [gol]

10.管理操作機器以實現目標

10.1 Look down on your machine and yourself within it from the higher level.
[lʊk] [daʊn] [jʊɚ] [məˋʃin] [ænd] [jʊɚˋsɛlf] [wɪˋðɪn] [frɑm] [ðə] [ˋlɛv!]

10.1從較高級別向下看你的機器和你自己。

a. Constantly compare your outcomes to your goals.
[ˋkɑnstəntlɪ] [kəmˋpɛr] [jʊɚ] [ˋaʊt͵kʌm] [jʊɚ]

a. 不斷將您的結果與您的目標進行比較。

b. Understand that a great manager is essentially an organizational engineer.
[͵ʌndɚˋstænd] [ðæt] [gret] [ˋmænɪdʒɚ] [ɪˋsɛnʃəlɪ] [͵ɔrgənaɪˋzeʃənəl] [͵ɛndʒəˋnɪr]

b. 了解一位優秀的經理本質上是一名組織工程師。

c. Build great metrics.
[bɪld] [gret] [ˋmɛtrɪks]

c. 建立出色的指標。

d. Beware of paying too much attention to what is coming at you and not enough attention to your machine.
[bɪˋwɛr] [tu] [mʌtʃ] [əˋtɛnʃən] [hwɑt] [ˋkʌmɪŋ] [ju] [ænd] [nɑt] [əˋnʌf] [əˋtɛnʃən] [jʊɚ] [məˋʃin]

d. 小心過分關注你的內容,而不要過多關注你的機器。

e. Don't get distracted by shiny objects.
[gɛt] [dɪˋstræktɪd]

即不要被閃亮的物體分散注意力。

10.2 Remember that for every case you deal with, your approach should have two purposes (1)to move you closer to your goal, and (2) to train and test your machine (i.e., your people and your design).
[rɪˋmɛmbɚ] [ðæt] [fɔr] [ˋɛvrɪ] [kes] [ju] [dil] [wɪð] [jʊɚ] [əˋprotʃ] [hæv] [tu] [muv] [ju] [ˋklozɚ] [jʊɚ] [gol] [ænd] [tren] [ænd] [tɛst] [jʊɚ] [məˋʃin] [jʊɚ] [ˋpip!] [ænd] [jʊɚ]

10.2請記住,對於您處理的每個案例,您的方法應該有兩個目的(1)讓您更接近目標,(2)培訓和測試您的機器(即您的員工和您的設計)。

a. Everything is a case study.
[ˋɛvrɪ͵θɪŋ] [kes] [ˋstʌdɪ]

a. 一切都是案例研究。

b. 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).
[hwɛn] [ˋprɑbləm] [kənˋdʌkt] [ðə] [dɪˋskʌʃən] [tu] [məˋʃin] [ˋlɛv!] [ðæt] [ˋaʊt͵kʌm] [wɑz] [ænd] [ðə] [ˋlɛv!] [əˋbaʊt]

b. 當出現問題時,在兩個級別(1)機器級別(為什麼產生結果)和(2)手頭級別(如何處理)進行討論。

c. When making rules, explain the principles behind them.
[hwɛn] [ˋmekɪŋ] [ɪkˋsplen] [ðə] [bɪˋhaɪnd] [ðɛm]

c. 制定規則時,請解釋其背後的原則。

d. Your policies should be natural extensions of your principles.
[jʊɚ] [ˋnætʃərəl] [jʊɚ]

d. 您的政策應該是您原則的自然延伸。

e. While good principles and policies almost always provide good guidance, remember that there are exceptions to every rule.
[hwaɪl] [gʊd] [ænd] [ˋɔl͵most] [ˋɔlwez] [prəˋvaɪd] [gʊd] [ˋgaɪdns] [rɪˋmɛmbɚ] [ðæt] [ðɛr] [ɑr] [ˋɛvrɪ] [rul]

即雖然良好的原則和政策幾乎總能提供良好的指導,但請記住,每條規則都有例外。

10.3 Understand the differences between managing, micromanaging, and not managing.
[͵ʌndɚˋstænd] [ðə] [bɪˋtwin] [ˋmænɪdʒɪŋ] [ænd] [nɑt] [ˋmænɪdʒɪŋ]

10.3了解管理,微管理和非管理之間的差異。

a. Managers must make sure that what they are responsible for works well.
[mʌst] [mek] [ʃʊr] [ðæt] [hwɑt] [ðe] [ɑr] [rɪˋspɑnsəb!] [fɔr] [wɛl]

a. 經理必須確保他們負責的工作做得很好。

b. Managing the people who report to you should feel like skiing together.
[ˋmænɪdʒɪŋ] [ðə] [ˋpip!] [hu] [ju] [fil] [laɪk] [təˋgɛðɚ]

b. 管理向您報告的人應該感覺像一起滑雪。

c. An excellent skier is probably going to be a better ski coach than a novice skier.
[ˋɛks!ənt] [ˋprɑbəblɪ] [ˋgoɪŋ] [ˋbɛtɚ] [kotʃ] [ðæn] [ˋnɑvɪs]

c. 一個出色的滑雪者可能會成為一個比新手滑雪更好的滑雪教練。

d. You should be able to delegate the details.
[ju] [ˋeb!] [ˋdɛlə͵get] [ðə]

你應該能夠委派細節。

10.4 Know what your people are like and what makes them tick, because your people are your most important resource.
[no] [hwɑt] [jʊɚ] [ˋpip!] [ɑr] [laɪk] [ænd] [hwɑt] [ðɛm] [tɪk] [bɪˋkɔz] [jʊɚ] [ˋpip!] [ɑr] [jʊɚ] [most] [ɪmˋpɔrtnt] [rɪˋsors]

10.4 知道你的人是什麼樣子, 什麼使他們滴答作響, 因為你的人是你最重要的資源。

a. Regularly take the temperature of each person who is important to you and to the organization.
[ˋrɛgjəlɚlɪ] [tek] [ðə] [ˋtɛmprətʃɚ] [itʃ] [ˋpɝsn] [hu] [ɪmˋpɔrtnt] [ju] [ænd] [ðə] [͵ɔrgənəˋzeʃən]

定期採取對你和組織重要的每個人的體溫。

b. Learn how much confidence to have in your people-don't assume it.
[lɝn] [haʊ] [mʌtʃ] [ˋkɑnfədəns] [hæv] [jʊɚ] [əˋsjum]

瞭解你的人民有多大的信心--不要想當然。

c. Vary your involvement based on your confidence.
[ˋvɛrɪ] [jʊɚ] [ɪnˋvɑlvmənt] [best] [jʊɚ] [ˋkɑnfədəns]

根據你的信心, 改變你的參與。

10.5 Clearly assign responsibilities.
[ˋklɪrlɪ] [əˋsaɪn]

10.5 明確分配責任。

a. Remember who has what responsibilities.
[rɪˋmɛmbɚ] [hu] [hæz] [hwɑt]

記住誰有什麼責任。

b. Watch out for "job slip."
[wɑtʃ] [aʊt] [fɔr] [dʒɑb]

當心 "工作單"。

10.6 Probe deep and hard to learn what you can expect from your machine.
[prob] [dip] [ænd] [hɑrd] [lɝn] [hwɑt] [ju] [kæn] [ɪkˋspɛkt] [frɑm] [jʊɚ] [məˋʃin]

10.6 深入探索, 努力學習你能從機器中得到什麼。

a. Get a threshold level of understanding.
[gɛt] [ˋθrɛʃhold] [ˋlɛv!] [͵ʌndɚˋstændɪŋ]

a. 獲得瞭解的門檻級別。

b. Avoid staying too distant.
[əˋvɔɪd] [tu] [ˋdɪstənt]

避免呆得太遠。

c. Use daily updates as a tool for staying on top of what your people are doing and thinking.
[jus] [ˋdelɪ] [ʌpˋdet] [tul] [fɔr] [tɑp] [hwɑt] [jʊɚ] [ˋpip!] [ɑr] [ˋduɪŋ] [ænd] [ˋθɪŋkɪŋ]

使用每日更新作為一個工具, 在你的人民所做和思考的事情上保持不放。

d. Probe so you know whether problems are likely to occur before they actually do.
[prob] [ju] [no] [ˋhwɛðɚ] [ɑr] [ˋlaɪklɪ] [əˋkɝ] [bɪˋfor] [ðe] [ˋæktʃʊəlɪ]

d. 探針, 所以你知道問題是否可能發生之前, 他們實際做。

e. Probe to the level below the people who report to you.
[prob] [ðə] [ˋlɛv!] [bəˋlo] [ðə] [ˋpip!] [hu] [ju]

對向你報告的人的水準進行調查。

f. Have the people who report to the people report to you feel free to escalate their problems to you.
[hæv] [ðə] [ˋpip!] [hu] [ðə] [ˋpip!] [ju] [fil] [fri] [ˋɛskə͵let] [ðɛr] [ju]

讓那些向人民報告的人隨時向你上報他們的問題。

g. Don't assume that people's answers are correct.
[əˋsjum] [ðæt] [ˋpip!] [ɑr] [kəˋrɛkt]

不要以為人們的答案是正確的。

h. Train your ear.
[tren] [jʊɚ] [ɪr]

訓練你的耳朵。

i. Make your probing transparent rather than private.
[mek] [jʊɚ] [ˋprobɪŋ] [trænsˋpɛrənt] [ˋræðɚ] [ðæn] [ˋpraɪvɪt]

使你的探索透明而非私密。

j. Welcome probing.
[ˋwɛlkəm] [ˋprobɪŋ]

歡迎探索。

k. 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.
[rɪˋmɛmbɚ] [ðæt] [ˋpip!] [hu] [si] [ænd] [θɪŋk] [wʌn] [we] [ˋɔfən] [hæv] [ˋdɪfə͵kʌltɪ] [wɪð] [ænd] [ˋpip!] [hu] [si] [ænd] [θɪŋk] [əˋnʌðɚ] [we]

記住, 那些看到事物並認為某種方式的人常常很難與那些看到事物和思考另一種方式的人溝通和聯繫。

l. Pull all suspicious threads.
[pʊl] [ɔl] [səˋspɪʃəs]

我拉所有可疑的線索

m. Recognize that there are many ways to skin a cat.
[ˋrɛkəg͵naɪz] [ðæt] [ðɛr] [ɑr] [ˋmɛnɪ] [kæt]

我承認有很多方法可以剝貓皮。

10.7 Think like an owner, and expect the people you work with to do the same.
[θɪŋk] [laɪk] [ˋonɚ] [ænd] [ɪkˋspɛkt] [ðə] [ˋpip!] [ju] [wɝk] [wɪð] [ðə] [sem]

10.7 像一個老闆那樣思考, 並期望你工作的人也這樣做。

a. Going on vacation doesn't mean one can neglect one's responsibilities.
[ˋgoɪŋ] [veˋkeʃən] [min] [wʌn] [kæn] [nɪgˋlɛkt] [wʌn]

a. 去度假並不意味著可以忽視一個人的責任。

b. Force yourself and the people who work for you to do difficult things.
[fors] [jʊɚˋsɛlf] [ænd] [ðə] [ˋpip!] [hu] [wɝk] [fɔr] [ju] [ˋdɪfə͵kəlt]

b. 強迫自己和為你工作的人做困難的事情。

10.8 Recognize and deal with key-man risk.
[ˋrɛkəg͵naɪz] [ænd] [dil] [wɪð] [rɪsk]

10.8承認並處理關鍵人物風險。

10.9 Don't treat everyone the same-treat them appropriately.
[trit] [ˋɛvrɪ͵wʌn] [ðə] [ðɛm] [əˋproprɪ͵etlɪ]

10.9不要對待每個人 - 對待他們。

a. Don't let yourself get squeezed.
[lɛt] [jʊɚˋsɛlf] [gɛt]

a. 不要讓自己受到擠壓。

b. Care about the people who work for you.
[kɛr] [əˋbaʊt] [ðə] [ˋpip!] [hu] [wɝk] [fɔr] [ju]

b. 關心為你工作的人。

10.10 Know that great leadership is generally not what it's made out to be.
[no] [ðæt] [gret] [ˋlidɚʃɪp] [ˋdʒɛnərəlɪ] [nɑt] [hwɑt] [med] [aʊt]

10.10要知道偉大的領導力通常不是它的成就。

a. Be weak and strong at the same time.
[wik] [ænd] [strɔŋ] [ðə] [sem] [taɪm]

a. 同時要軟弱強壯。

b. Don't worry about whether or not your people like you and don't look to them to tell you what you should do.
[ˋwɝɪ] [əˋbaʊt] [ˋhwɛðɚ] [nɑt] [jʊɚ] [ˋpip!] [laɪk] [ju] [ænd] [lʊk] [ðɛm] [tɛl] [ju] [hwɑt] [ju]

b. 不要擔心你的人是否喜歡你,也不要讓他們告訴你應該做什麼。

c. Don't give orders and try to be followed; try to be understood and to understand others by getting in sync.
[gɪv] [ænd] [traɪ] [traɪ] [͵ʌndɚˋstʊd] [ænd] [͵ʌndɚˋstænd] [sɪŋk]

c. 不要下令並儘量遵守;嘗試通過同步來理解和理解他人。

10.11 Hold yourself and your people accountable and appreciate them for holding you accountable.
[hold] [jʊɚˋsɛlf] [ænd] [jʊɚ] [ˋpip!] [əˋkaʊntəb!] [ænd] [əˋpriʃɪ͵et] [ðɛm] [fɔr] [ˋholdɪŋ] [ju] [əˋkaʊntəb!]

10.11保持自己和你的員工的責任,並感謝他們讓你負責。

a. 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.
[əˋgrid] [wɪð] [ðæt] [səˋpozd] [ˋsɝtən] [we] [mek] [ʃʊr] [goz] [ðæt] [ju] [gɛt] [sɪŋk] [əˋbaʊt] [ˋduɪŋ] [ˋdɪfərəntlɪ]

a. 如果你已經與某人達成一致意見,那就確定它會採用這種方式 - 除非你以不同方式做到這一點。

b. Distinguish between a failure in which someone broke their "contract" and a failure in which there was no contract to begin with.
[dɪˋstɪŋgwɪʃ] [bɪˋtwin] [ˋfeljɚ] [hwɪtʃ] [brok] [ðɛr] [kənˋtrækt] [ænd] [ˋfeljɚ] [hwɪtʃ] [ðɛr] [wɑz] [kənˋtrækt] [bɪˋgɪn] [wɪð]

b. 區分某人違反“合同”的失敗與沒有合同開始的失敗。

c. Avoid getting sucked down.
[əˋvɔɪd] [daʊn]

c. 避免被吸吮。

d. Watch out for people who confuse goals and tasks, because if they can't make that distinction, you can't trust them with responsibilities.
[wɑtʃ] [aʊt] [fɔr] [ˋpip!] [hu] [kənˋfjuz] [ænd] [bɪˋkɔz] [ðe] [mek] [ðæt] [dɪˋstɪŋkʃən] [ju] [trʌst] [ðɛm] [wɪð]

d. 注意那些混淆目標和任務的人,因為如果他們不能做出這種區分,你就不能相信他們的責任。

e. Watch out for the unfocused and unproductive "theoretical should."
[wɑtʃ] [aʊt] [fɔr] [ðə] [ʌnˋfokəst] [ænd] [͵ʌnprəˋdʌktɪv] [͵θiəˋrɛtɪk!]

即注意沒有重點和沒有生產力的“理論應該”。

10.12 Communicate the plan clearly and have clear metrics conveying whether you are progressing according to it.
[kəˋmjunə͵ket] [ðə] [plæn] [ˋklɪrlɪ] [ænd] [hæv] [klɪr] [ˋmɛtrɪks] [ˋhwɛðɚ] [ju] [ɑr] [əˋkɔrdɪŋ]

10.12清楚地傳達計劃,並有明確的指標,表明您是否正在按計劃進展。

a. Put things in perspective by going back before going forward.
[pʊt] [pɚˋspɛktɪv] [ˋgoɪŋ] [bæk] [bɪˋfor] [ˋgoɪŋ] [ˋfɔrwɚd]

a. 在前進之前回過頭來看待事物。

10.13 Escalate when you can't adequately handle your responsibilities and make sure that the people who work for you are proactive about doing the same.
[ˋɛskə͵let] [hwɛn] [ju] [ˋædəkwɪtlɪ] [ˋhænd!] [jʊɚ] [ænd] [mek] [ʃʊr] [ðæt] [ðə] [ˋpip!] [hu] [wɝk] [fɔr] [ju] [ɑr] [proˋæktɪv] [əˋbaʊt] [ˋduɪŋ] [ðə] [sem]

10.13當您無法充分履行職責並確保為您工作的人積極主動地執行相同操作時,請升級。

11 Perceive and Don't Tolerate Problems
[pɚˋsiv] [ænd] [ˋtɑlə͵ret]

11感知並且不容忍問題

11.1 If you're not worried, you need to worry-and if you're worried, you don't need to worry.
[nɑt] [ˋwɝɪd] [ju] [nid] [ˋwɝɪd] [ju] [nid] [ˋwɝɪ]

11.1如果你不擔心,你需要擔心 - 如果你擔心,你不必擔心。

11.2 Design and oversee a machine to perceive whether things are good enough or not good enough, or do it yourself.
[dɪˋzaɪn] [ænd] [ˋovɚˋsi] [məˋʃin] [pɚˋsiv] [ˋhwɛðɚ] [ɑr] [gʊd] [əˋnʌf] [nɑt] [gʊd] [əˋnʌf] [jʊɚˋsɛlf]

11.2設計和監督機器以了解事物是否足夠好或不夠好,或自己做。

a. 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.
[əˋsaɪn] [ˋpip!] [ðə] [dʒɑb] [gɪv] [ðɛm] [taɪm] [ɪnˋvɛstə͵get] [ænd] [mek] [ʃʊr] [ðe] [hæv] [͵ɪndɪˋpɛndənt] [ðæt] [ðe] [kæn] [kənˋve] [wɪˋðaʊt] [ˋɛnɪ] [fɪr] [rɪ͵krɪməˋneʃən]

a. 為人們分配感知問題的工作,給他們時間進行調查,並確保他們有獨立的報告線,以便他們可以在不擔心指責的情況下傳達問題。

b. Watch out for the "Frog in the Boiling Water Syndrome."
[wɑtʃ] [aʊt] [fɔr] [ðə] [frɑg] [ðə] [ˋbɔɪlɪŋ] [ˋwɔtɚ] [ˋsɪn͵drom]

b. 注意“沸水綜合症中的青蛙”。

c. Beware of group-think The fact that no one seems concerned doesn't mean nothing is wrong.
[bɪˋwɛr] [ðə] [fækt] [ðæt] [wʌn] [kənˋsɝnd] [min] [ˋnʌθɪŋ] [rɔŋ]

c. 謹防團體思考沒有人關注的事實並不意味著沒有錯。

d. To perceive problems, compare how the outcomes are lining up with your goals.
[pɚˋsiv] [kəmˋpɛr] [haʊ] [ðə] [ˋaʊt͵kʌm] [ɑr] [ˋlaɪnɪŋ] [wɪð] [jʊɚ]

d. 要了解問題,請比較結果與目標的對比情況。

e. Taste the soup.
[test] [ðə] [sup]

即品嚐湯。

f. Have as many eyes looking for problems as possible.
[hæv] [ˋmɛnɪ] [ˋlʊkɪŋ] [fɔr] [ˋpɑsəb!]

F。讓盡可能多的眼睛尋找問題。

g. Pop the cork.
[pɑp] [ðə] [kɔrk]

G。彈出軟木塞。

h. Realize that the people closest to certain jobs probably know them best.
[ˋrɪə͵laɪz] [ðæt] [ðə] [ˋpip!] [ˋsɝtən] [ˋprɑbəblɪ] [no] [ðɛm] [bɛst]

H。意識到離某些工作最近的人可能最了解他們。

11.3 Be very specific about problems; don't start with generalizations.
[ˋvɛrɪ] [spɪˋsɪfɪk] [əˋbaʊt] [stɑrt] [wɪð] [͵dʒɛnərələˋzeʃən]

11.3對問題要非常具體;不要以概括開頭。

a. Avoid the anonymous "a. we" and "they," because they mask personal responsibility.
[əˋvɔɪd] [ðə] [əˋnɑnəməs] [ænd] [ðe] [bɪˋkɔz] [ðe] [mæsk] [ˋpɝsn!] [rɪ͵spɑnsəˋbɪlətɪ]

避免匿名的 "a. 我們" 和 "他們", 因為他們掩蓋了個人責任。

11.4 Don't be afraid to fix the difficult things.
[əˋfred] [fɪks] [ðə] [ˋdɪfə͵kəlt]

11.4 不要害怕修復困難的事情。

a. Understand that problems with good, planned solutions in place are completely different from those without such solutions.
[͵ʌndɚˋstænd] [ðæt] [wɪð] [gʊd] [plænd] [ples] [ɑr] [kəmˋplitlɪ] [ˋdɪfərənt] [frɑm] [ðoz] [wɪˋðaʊt] [sʌtʃ]

理解有良好的計畫解決方案的問題與沒有此類解決方案的人完全不同。

b. Think of the problems you perceive in a machinelike way.
[θɪŋk] [ðə] [ju] [pɚˋsiv] [we]

用 machinelike 的方式思考你所感知的問題。

12 Diagnose Problems to Get at Their Root Causes
[ˋdaɪəgnoz] [gɛt] [ðɛr] [rut]

12診斷問題以獲得其根本原因

12.1 To diagnose well, ask the following questions 1. Is the outcome good or bad? 2. Who is responsible for the outcome? 3. If the outcome is bad, is the Responsible Party incapable and/or is the design bad?
[ˋdaɪəgnoz] [wɛl] [æsk] [ðə] [ˋfɑləwɪŋ] [ðə] [ˋaʊt͵kʌm] [gʊd] [hu] [rɪˋspɑnsəb!] [fɔr] [ðə] [ðə] [ˋaʊt͵kʌm] [bæd] [ðə] [rɪˋspɑnsəb!] [ˋpɑrtɪ] [ɪnˋkepəb!] [ðə] [dɪˋzaɪn]

12.1 要診斷好, 請詢問以下問題1。結果是好還是壞?2. 誰對結果負責?3. 如果結果是壞的, 負責任的党是否無能並且/或者是設計壞?

a. Ask yourself "Who should do what differently?"
[æsk] [jʊɚˋsɛlf] [hu] [hwɑt]

問自己 "誰應該做不同的事情?

b. Identify at which step in the 5-Step Process the failure occurred.
[aɪˋdɛntə͵faɪ] [hwɪtʃ] [stɛp] [ðə] [ˋprɑsɛs] [ðə] [ˋfeljɚ]

確定故障發生的5步過程中的哪個步驟。

c. Identify the principles that were violated.
[aɪˋdɛntə͵faɪ] [ðə] [ðæt] [wɝ]

c. 確定違反的原則。

d. Avoid Monday morning quarterbacking.
[əˋvɔɪd] [ˋmʌnde] [ˋmɔrnɪŋ]

d. 避免星期一上午四分衛。

e. Don't confuse the quality of someone's circumstances with the quality of their approach to dealing with the circumstances.
[kənˋfjuz] [ðə] [ˋkwɑlətɪ] [wɪð] [ðə] [ˋkwɑlətɪ] [ðɛr] [əˋprotʃ] [ˋdilɪŋ] [wɪð] [ðə]

不要把某人的環境品質和他們處理環境的方法混為一談。

f. Identifying the fact that someone else doesn't know what to do doesn't mean that you know what to do.
[ðə] [fækt] [ðæt] [ɛls] [no] [hwɑt] [min] [ðæt] [ju] [no] [hwɑt]

確定別人不知道該做什麼並不意味著你知道該怎麼做。

g. Remember that a root cause is not an action but a reason.
[rɪˋmɛmbɚ] [ðæt] [rut] [kɔz] [nɑt] [ˋækʃən] [bʌt] [ˋrizn]

記住, 根本原因不是行動而是原因。

h. 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.
[dɪˋstɪŋgwɪʃ] [bɪˋtwin] [kəˋpæsətɪ] [ˋɪʃjʊ] [ænd] [͵kepəˋbɪlətɪ] [ˋɪʃjʊ] [ɪˋmædʒɪn] [haʊ] [ðə] [ˋpɝsn] [wʊd] [pɚˋfɔrm] [ðæt] [pɚˋtɪkjəlɚ] [ˋfʌŋkʃən] [ðe] [hæd] [ˋæmp!] [kəˋpæsətɪ]

h. 為了區分能力問題和能力問題, 想像一下如果他們有足夠的能力, 該人將如何履行這一特定職能。

i. Keep in mind that managers usually fail or fall short of their goals for one (or more) of five reasons.
[kip] [maɪnd] [ðæt] [ˋjuʒʊəlɪ] [fel] [fɔl] [ðɛr] [fɔr] [wʌn] [faɪv]

我要記住, 經理通常會因為一個 (或更多) 五原因而失敗或落後于他們的目標。

12.2 Maintain an emerging synthesis by diagnosing continuously.
[menˋten] [ɪˋmɝdʒɪŋ] [ˋsɪnθəsɪs] [kənˋtɪnjʊəslɪ]

12.2 通過連續診斷來維持一個新的合成。

12.3 Keep in mind that diagnoses should produce outcomes.
[kip] [maɪnd] [ðæt] [prəˋdjus] [ˋaʊt͵kʌm]

12.3 請記住, 診斷應該產生結果。

a. Remember that if you have the same people doing the same things, you should expect the same results.
[rɪˋmɛmbɚ] [ðæt] [ju] [hæv] [ðə] [sem] [ˋpip!] [ˋduɪŋ] [ðə] [sem] [ju] [ɪkˋspɛkt] [ðə] [sem]

記住, 如果你有相同的人做同樣的事情, 你應該期待同樣的結果。

12.4 Use the following "drill-down" technique to gain an 80/20 understanding of a department or sub-department that is having problems.
[jus] [ðə] [ˋfɑləwɪŋ] [tɛkˋnik] [gen] [͵ʌndɚˋstændɪŋ] [dɪˋpɑrtmənt] [ðæt] [ˋhævɪŋ]

12.4 使用以下 "向下切入" 技術, 以獲得80/20 對有問題的部門或分支部門的理解。

12.5 Understand that diagnosis is foundational to both progress and quality relationships.
[͵ʌndɚˋstænd] [ðæt] [͵daɪəgˋnosɪs] [boθ] [prəˋgrɛs] [ænd] [ˋkwɑlətɪ]

12.5 瞭解診斷是進步和品質關係的基礎。

13 Design Improvements to Your Machine to Get Around Your Problems
[dɪˋzaɪn] [jʊɚ] [məˋʃin] [gɛt] [əˋraʊnd] [jʊɚ]

13設計改進對您的機器解決您的問題

13.1 Build your machine.
[bɪld] [jʊɚ] [məˋʃin]

13.1 修造您的機器。

13.2 Systemize your principles and how they will be implemented.
[ˋsɪstəm͵aɪz] [jʊɚ] [ænd] [haʊ] [ðe] [wɪl]

13.2 制度化你的原則以及它們將如何實施。

a. Create great decision-making machines by thinking through the criteria you are using to make decisions while you are making them.
[krɪˋet] [gret] [ˋθɪŋkɪŋ] [θru] [ðə] [kraɪˋtɪrɪə] [ju] [ɑr] [mek] [hwaɪl] [ju] [ɑr] [ˋmekɪŋ] [ðɛm]

創造偉大的決策機器, 通過思考你在做決定時所使用的標準。

13.3 Remember that a good plan should resemble a movie script.
[rɪˋmɛmbɚ] [ðæt] [gʊd] [plæn] [rɪˋzɛmb!] [ˋmuvɪ] [skrɪpt]

13.3請記住,一個好的計劃應該像電影劇本。

a. Put yourself in the position of pain for a while so that you gain a richer understanding of what you're designing for.
[pʊt] [jʊɚˋsɛlf] [ðə] [pəˋzɪʃən] [pen] [fɔr] [hwaɪl] [ðæt] [ju] [gen] [͵ʌndɚˋstændɪŋ] [hwɑt] [dɪˋzaɪnɪŋ] [fɔr]

a. 讓自己處於痛苦的位置一段時間,這樣你就可以更加深入地理解你的設計。

b. Visualize alternative machines and their outcomes, and then choose.
[ˋvɪʒʊə͵laɪz] [ɔlˋtɝnətɪv] [ænd] [ðɛr] [ˋaʊt͵kʌm] [ænd] [ðɛn] [tʃuz]

b. 可視化替代機器及其結果,然後選擇。

c. Consider second- and third-order consequences, not just first-order ones.
[kənˋsɪdɚ] [ænd] [nɑt] [dʒʌst]

c. 考慮二階和三階結果,而不僅僅是一階結果。

d. Use standing meetings to help your organization run like a Swiss clock.
[jus] [ˋstændɪŋ] [hɛlp] [jʊɚ] [͵ɔrgənəˋzeʃən] [rʌn] [laɪk] [swɪs] [klɑk]

d. 使用常設會議來幫助您的組織像瑞士時鐘一樣運行。

e. Remember that a good machine takes into account the fact that people are imperfect.
[rɪˋmɛmbɚ] [ðæt] [gʊd] [məˋʃin] [ˋɪntu] [əˋkaʊnt] [ðə] [fækt] [ðæt] [ˋpip!] [ɑr] [ɪmˋpɝfɪkt]

即請記住,一台優秀的機器會考慮到人們不完美的事實。

13.4 Recognize that design is an iterative process. Between a bad "now" and a good "then" is a "working through it" period.
[ˋrɛkəg͵naɪz] [ðæt] [dɪˋzaɪn] [ˋɪtə͵retɪv] [ˋprɑsɛs] [bɪˋtwin] [bæd] [naʊ] [ænd] [gʊd] [ðɛn] [ˋwɝkɪŋ] [θru] [ˋpɪrɪəd]

13.4認識到設計是一個迭代過程。在一個壞的“現在”和一個好的“然後”之間是一個“通過它”的時期。

a. Understand the power of the "cleansing storm."
[͵ʌndɚˋstænd] [ðə] [ˋpaʊɚ] [ðə] [ˋklɛnzɪŋ] [stɔrm]

a. 了解“清潔風暴”的力量。

13.5 Build the organization around goals rather than tasks.
[bɪld] [ðə] [͵ɔrgənəˋzeʃən] [əˋraʊnd] [ˋræðɚ] [ðæn]

13.5圍繞目標而不是任務構建組織。

a. Build your organization from the top down.
[bɪld] [jʊɚ] [͵ɔrgənəˋzeʃən] [frɑm] [ðə] [tɑp] [daʊn]

a. 從上到下構建您的組織。

b. Remember that everyone must be overseen by a believable person who has high standards.
[rɪˋmɛmbɚ] [ðæt] [ˋɛvrɪ͵wʌn] [mʌst] [bɪˋlivəb!] [ˋpɝsn] [hu] [hæz] [haɪ]

b. 請記住,每個人都必須由具有高標準的可信人員監督。

c. 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.
[mek] [ʃʊr] [ðə] [ˋpip!] [ðə] [tɑp] [itʃ] [ˋpɪrəmɪd] [hæv] [ðə] [ænd] [ˋfokəs] [ˋmænɪdʒ] [ðɛr] [dəˋrɛkt] [ænd] [dip] [͵ʌndɚˋstændɪŋ] [ðɛr]

c. 確保每個金字塔頂端的人員具備管理直接報告和深入了解其工作的技能和重點。

d. In designing your organization, remember that the 5-Step Process is the path to success and that different people are good at different steps.
[dɪˋzaɪnɪŋ] [jʊɚ] [͵ɔrgənəˋzeʃən] [rɪˋmɛmbɚ] [ðæt] [ðə] [ˋprɑsɛs] [ðə] [pæθ] [səkˋsɛs] [ænd] [ðæt] [ˋdɪfərənt] [ˋpip!] [ɑr] [gʊd] [ˋdɪfərənt]

d. 在設計您的組織時,請記住,5步流程是成功的途徑,不同的人擅長不同的步驟。

e. Don't build the organization to fit the people.
[bɪld] [ðə] [͵ɔrgənəˋzeʃən] [fɪt] [ðə] [ˋpip!]

即不要建立適合人民的組織。

f. Keep scale in mind.
[kip] [skel] [maɪnd]

注意保持規模。

g. Organize departments and sub-departments around the most logical groupings based on "gravitational pull."
[ˋɔrgə͵naɪz] [ænd] [əˋraʊnd] [ðə] [most] [ˋlɑdʒɪk!] ZHUYIN[ㄉㄤˇㄆㄞˋ] [best] [ˋgrævəˋteʃən!] [pʊl]

g. 根據 "引力拉", 在最合乎邏輯的分組上組織部門和分部門。

h. Make departments as self-sufficient as possible so that they have control over the resources they need to achieve their goals.
[mek] [ˋpɑsəb!] [ðæt] [ðe] [hæv] [kənˋtrol] [ˋovɚ] [ðə] [ðe] [nid] [əˋtʃiv] [ðɛr]

h. 使部門盡可能自給自足, 以便他們能夠控制他們實現目標所需的資源。

i. 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.
[ɪnˋʃʊr] [ðæt] [ðə] [ˋdʒunjɚ] [ænd] [ˋdʒunjɚ] [ðɛr] [ɑr] [ˋlɪmɪtɪd] [prɪˋzɝv] [ˋkwɑlətɪ] [kə͵mjunəˋkeʃən] [ænd] [ˋmjutʃʊəl] [͵ʌndɚˋstændɪŋ]

(i.) 確保高級管理人員與初級管理人員和初級管理人員的比例與他們的報告相聯繫, 以保持高品質的溝通和相互理解。

j. Consider succession and training in your design.
[kənˋsɪdɚ] [səkˋsɛʃən] [ænd] [ˋtrenɪŋ] [jʊɚ] [dɪˋzaɪn]

j. 考慮你的設計中的繼任和培訓。

k. Don't just pay attention to your job; pay attention to how your job will be done if you are no longer around.
[dʒʌst] [pe] [əˋtɛnʃən] [jʊɚ] [dʒɑb] [pe] [əˋtɛnʃən] [haʊ] [jʊɚ] [dʒɑb] [wɪl] [dʌn] [ju] [ɑr] [əˋraʊnd]

不要只關注你的工作;如果你不再在身邊, 注意你的工作將會如何完成。

l. Use "double-do" rather than "double-check" to make sure mission-critical tasks are done correctly.
[jus] [ˋræðɚ] [ðæn] [mek] [ʃʊr] [ɑr] [dʌn] [kəˋrɛktlɪ]

l. 使用 "雙做" 而不是 "雙重檢查", 以確保任務要徑任務正確完成。

m. Use consultants wisely and watch out for consultant addiction.
[jus] [ˋwaɪzlɪ] [ænd] [wɑtʃ] [aʊt] [fɔr] [kənˋsʌltənt] [əˋdɪkʃən]

明智地使用顧問, 提防顧問成癮。

13.6 Create an organizational chart to look like a pyramid, with straight lines down that don't cross.
[krɪˋet] [͵ɔrgənaɪˋzeʃənəl] [tʃɑrt] [lʊk] [laɪk] [ˋpɪrəmɪd] [wɪð] [stret] [daʊn] [ðæt] [krɔs]

13.6 創建一個組織結構圖看起來像一個金字塔, 直線向下, 不跨越。

a. Involve the person who is the point of the pyramid when encountering cross-departmental or cross-sub-departmental issues.
[ɪnˋvɑlv] [ðə] [ˋpɝsn] [hu] [ðə] [pɔɪnt] [ðə] [ˋpɪrəmɪd] [hwɛn]

在遇到跨部門或跨部門的問題時, 讓處於金字塔點的人參與進來。

b. 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.
[wɝk] [fɔr] [ˋpip!] [əˋnʌðɚ] [dɪˋpɑrtmənt] [græb] [ˋpip!] [frɑm] [əˋnʌðɚ] [dɪˋpɑrtmənt] [wɝk] [fɔr] [ju] [ʌnˋlɛs] [ju] [ðə] [ˋpɝsn] [rɪˋspɑnsəb!] [fɔr] [ðə] [ˋʌðɚ] [dɪˋpɑrtmənt]

不要為其他部門的人工作, 或者從其他部門找別人為你工作, 除非你和負責監督其他部門的人說話。

c. Watch out for "department slip."
[wɑtʃ] [aʊt] [fɔr] [dɪˋpɑrtmənt]

注意 "部門滑"。

13.7 Create guardrails when needed-and remember it's better not to guardrail at all.
[krɪˋet] [ˋgɑrd͵rel] [hwɛn] [rɪˋmɛmbɚ] [ˋbɛtɚ] [nɑt] [ˋgɑrd͵rel] [ɔl]

13.7 在需要時創建護欄-記住最好不要護欄。

a. Don't expect people to recognize and compensate for their own blind spots.
[ɪkˋspɛkt] [ˋpip!] [ˋrɛkəg͵naɪz] [ænd] [ˋkɑmpən͵set] [fɔr] [ðɛr] [on] [blaɪnd]

不要指望人們承認和補償自己的盲點。

b. Consider the clover-leaf design.
[kənˋsɪdɚ] [ðə] [dɪˋzaɪn]

考慮三葉草葉設計。

13.8 Keep your strategic vision the same while making appropriate tactical changes as circumstances dictate.
[kip] [jʊɚ] [strəˋtidʒɪk] [ˋvɪʒən] [ðə] [sem] [hwaɪl] [ˋmekɪŋ] [əˋproprɪ͵et] [ˋtæktɪk!] [ˋdɪktet]

13.8 保持你的戰略願景相同, 同時作出適當的戰術變化, 因為情況決定。

a. Don't put the expedient ahead of the strategic.
[pʊt] [ðə] [ɪkˋspidɪənt] [əˋhɛd] [ðə] [strəˋtidʒɪk]

不要把權宜之計放在戰略的前面。

b. Think about both the big picture and the granular details, and understand the connections between them.
[θɪŋk] [əˋbaʊt] [boθ] [ðə] [bɪg] [ˋpɪktʃɚ] [ænd] [ðə] [ˋgrænjəlɚ] [ænd] [͵ʌndɚˋstænd] [ðə] [bɪˋtwin] [ðɛm]

考慮一下大圖和細細微性的細節, 瞭解它們之間的聯繫。

13.9 Have good controls so that you are not exposed to the dishonesty of others.
[hæv] [gʊd] [ðæt] [ju] [ɑr] [nɑt] [ɪkˋspozd] [ðə] [dɪsˋɑnɪstɪ]

13.9 有好的控制, 這樣你就不會暴露在別人的不誠實中。

a. I nvestigate and let people know you are going to investigate.
[ænd] [lɛt] [ˋpip!] [no] [ju] [ɑr] [ˋgoɪŋ] [ɪnˋvɛstə͵get]

我 nvestigate, 讓大家知道你要去調查。

b. Remember that there is no sense in having laws unless you have policemen (auditors).
[rɪˋmɛmbɚ] [ðæt] [ðɛr] [ˋhævɪŋ] [ʌnˋlɛs] [ju] [hæv]

記住, 除非你有員警 (審計員), 否則法律是沒有意義的。

c. Beware of rubber-stamping.
[bɪˋwɛr]

當心橡皮衝壓。

d. Recognize that people who make purchases on your behalf probably will not spend your money wisely.
[ˋrɛkəg͵naɪz] [ðæt] [ˋpip!] [hu] [mek] [jʊɚ] [bɪˋhæf] [ˋprɑbəblɪ] [wɪl] [nɑt] [spɛnd] [jʊɚ] [ˋmʌnɪ] [ˋwaɪzlɪ]

認識到那些為你買東西的人可能不會明智地花你的錢。

e. Use "public hangings" to deter bad behavior.
[jus] [ˋpʌblɪk] [dɪˋtɝ] [bæd] [bɪˋhevjɚ]

使用 "公開絞刑" 來阻止不良行為。

13.10 Have the clearest possible reporting lines and delineations of responsibilities.
[hæv] [ðə] [ˋpɑsəb!] [ænd]

13.10 有最清楚可能的報告行和劃定的責任。

a. Assign responsibilities based on workflow design and people's abilities, not job titles.
[əˋsaɪn] [best] IPA[ˈwərkflō] [dɪˋzaɪn] [ænd] [ˋpip!] [nɑt] [dʒɑb]

根據工作流程設計和員工的能力, 而不是職稱來分配職責。

b. Constantly think about how to produce leverage.
[ˋkɑnstəntlɪ] [θɪŋk] [əˋbaʊt] [haʊ] [prəˋdjus] [ˋlɛvərɪdʒ]

不斷思考如何產生杠杆作用。

c. 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.
[ˋrɛkəg͵naɪz] [ðæt] [fɑr] [ˋbɛtɚ] [faɪnd] [fju] [ˋpip!] [ænd] [gɪv] [ðɛm] [ðə] [bɛst] [tɛkˋnɑlədʒɪ] [ðæn] [hæv] [ˋnʌmbɚ] [ˋɔrdn͵ɛrɪ] [ˋpip!] [hu] [ɑr] [lɛs] [wɛl]

認識到要找到一些聰明的人, 給他們最好的技術, 要比擁有更多的普通人, 他們的裝備不夠精良要好得多。

d. Use leveragers.
[jus]

d. 使用 leveragers。

13.11 Remember that almost everything will take more time and cost more money than you expect.
[rɪˋmɛmbɚ] [ðæt] [ˋɔl͵most] [ˋɛvrɪ͵θɪŋ] [wɪl] [tek] [mor] [taɪm] [ænd] [kɔst] [mor] [ˋmʌnɪ] [ðæn] [ju] [ɪkˋspɛkt]

13.11 記住, 幾乎所有的事情都需要更多的時間和成本比你預期的更多的錢。

14 Do What You Set Out to Do
[hwɑt] [ju] [aʊt]

14做你準備做的事

14.1 Work for goals that you and your organization are excited about and think about how your tasks connect to those goals.
[wɝk] [fɔr] [ðæt] [ju] [ænd] [jʊɚ] [͵ɔrgənəˋzeʃən] [ɑr] [ɪkˋsaɪtɪd] [əˋbaʊt] [ænd] [θɪŋk] [əˋbaʊt] [haʊ] [jʊɚ] [kəˋnɛkt] [ðoz]

14.1 為您和您的組織興奮的目標工作, 並考慮您的任務如何與這些目標相連接。

a. Be coordinated and consistent in motivating others.
[ænd] [kənˋsɪstənt]

協調一致, 激勵他人。

b. Don't act before thinking. Take the time to come up with a game plan.
[ækt] [bɪˋfor] [ˋθɪŋkɪŋ] [tek] [ðə] [taɪm] [kʌm] [wɪð] [gem] [plæn]

不要在思考之前採取行動。花點時間來制定一個遊戲計畫。

c. Look for creative, cut-through solutions.
[lʊk] [fɔr] [krɪˋetɪv]

尋找有創意, 有捷徑的解決方案。

14.2 Recognize that everyone has too much to do.
[ˋrɛkəg͵naɪz] [ðæt] [ˋɛvrɪ͵wʌn] [hæz] [tu] [mʌtʃ]

14.2認識到每個人都有太多事要做。

a. Don't get frustrated.
[gɛt] [ˋfrʌstretɪd]

a. 不要感到沮喪。

14.3 Use checklists.
[jus] [ˋtʃɛk͵lɪst]

14.3使用清單。

a. Don't confuse checklists with personal responsibility.
[kənˋfjuz] [ˋtʃɛk͵lɪst] [wɪð] [ˋpɝsn!] [rɪ͵spɑnsəˋbɪlətɪ]

a. 不要將清單與個人責任混為一談。

14.4 Allow time for rest and renovation.
[əˋlaʊ] [taɪm] [fɔr] [rɛst] [ænd] [͵rɛnəˋveʃən]

14.4留出時間進行休息和翻新。

14.5 Ring the bell.
[rɪŋ] [ðə] [bɛl]

14.5敲響鐘聲。

15 Use Tools and Protocols to Shape How Work Is Done
[jus] [ænd] [haʊ] [wɝk] [dʌn]

15使用工具和協議來塑造工作方式

15.1 Having systemized principles embedded in tools is especially valuable for an idea meritocracy.
[ˋhævɪŋ] [əˋspɛʃəlɪ] [ˋvæljʊəb!] [fɔr] [aɪˋdiə] [͵mɛrəˋtɑkrəsɪ]

15.1將系統化原則嵌入工具中對於一個創意精英來說尤其有價值。

a. To produce real behavioral change, understand that there must be internalized or habitualized learning.
[prəˋdjus] [ˋriəl] [bɪˋhevjərəl] [tʃendʒ] [͵ʌndɚˋstænd] [ðæt] [ðɛr] [mʌst] [ˋlɝnɪŋ]

a. 要產生真正的行為改變,要明白必須有內化或習慣化的學習。

b. Use tools to collect data and process it into conclusions and actions.
[jus] [kəˋlɛkt] [ˋdetə] [ænd] [ˋprɑsɛs] [ˋɪntu] [ænd]

b. 使用工具收集數據並將其處理為結論和操作。

c. 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.
[ˋfɔstɚ] [ɪnˋvaɪrənmənt] [ˋkɑnfədəns] [ænd] [ˋfɛrnɪs] [ˋhævɪŋ] [ðæt] [ɑr] [ænd] [ðæt] [ðə] [kæn] [ðə] [ˋlɑdʒɪk] [ænd] [ˋdetə] [bɪˋhaɪnd] [ðɛm]

c. 通過在工具和協議中實施明確規定的原則,培養信心和公平的環境,以便通過跟踪其背後的邏輯和數據來評估所得出的結論。

16 And for Heaven's Sake, Don't Overlook Governance!
[ænd] [fɔr] [sek] [͵ovɚˋlʊk]

16天堂的緣故,不要忽視治理!

16.1 To be successful, all organizations must have checks and balances.
[səkˋsɛsfəl] [ɔl] [mʌst] [hæv] [ænd]

16.1要取得成功,所有組織都必須有製衡機制。

a. Even in an idea meritocracy, merit cannot be the only determining factor in assigning responsibility and authority.
[ˋivən] [aɪˋdiə] [͵mɛrəˋtɑkrəsɪ] [ˋmɛrɪt] [ˋkænɑt] [ðə] [ˋonlɪ] [ˋfæktɚ] [rɪ͵spɑnsəˋbɪlətɪ] [ænd] [əˋθɔrətɪ]

a. 即使在精神制度中,優點也不是決定責任和權威的唯一決定因素。

b. Make sure that no one is more powerful than the system or so important that they are irreplaceable.
[mek] [ʃʊr] [ðæt] [wʌn] [mor] [ˋpaʊɚfəl] [ðæn] [ðə] [ˋsɪstəm] [ɪmˋpɔrtnt] [ðæt] [ðe] [ɑr] [͵ɪrɪˋplesəb!]

b. 確保沒有人比系統更強大或更重要,以至於它們是不可替代的。

c. Beware of fiefdoms.
[bɪˋwɛr] [ˋfifdəm]

c. 謹防領地。

d. Make clear that the organization's structure and its rules are designed to ensure that its checks-and-balances system functions well.
[mek] [klɪr] [ðæt] [ðə] [͵ɔrgənəˋzeʃən] [ˋstrʌktʃɚ] [ænd] [ɪts] [ɑr] [dɪˋzaɪnd] [ɪnˋʃʊr] [ðæt] [ɪts] [ˋsɪstəm] [wɛl]

d. 明確組織的結構及其規則旨在確保其檢查和平衡系統運作良好。

e. Make sure reporting lines are clear.
[mek] [ʃʊr] [ɑr] [klɪr]

即確保報告行清晰。

f. Make sure decision rights are clear.
[mek] [ʃʊr] [dɪˋsɪʒən] [ɑr] [klɪr]

F。確保明確決策權。

g. 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 theassessments, and (3) are not in a conflict of interest that stands in the way of carrying out oversight effectively.
[mek] [ʃʊr] [ðæt] [ðə] [ˋpip!] [ˋduɪŋ] [ðə] [ðə] [taɪm] [ˋfʊlɪ] [ɪnˋfɔrmd] [əˋbaʊt] [haʊ] [ðə] [ˋpɝsn] [ðe] [ɑr] [ˋduɪŋ] [hæv] [ðə] [əˋbɪlətɪ] [mek] [ænd] [ɑr] [nɑt] [kənˋflɪkt] [ˋɪntərɪst] [ðæt] [ðə] [we] [ˋkærɪɪŋ] [aʊt] [ˋovɚ͵saɪt] [ɪˋfɛktɪvlɪ]

G。確保進行評估的人(1)有時間充分了解他們正在檢查的人是如何做的,(2)有能力進行評估,以及(3)沒有利益衝突這阻礙了有效監督。

h. Recognize that decision makers must have access to the information necessary to make decisions and must be trustworthy enough to handle that information safely.
[ˋrɛkəg͵naɪz] [ðæt] [dɪˋsɪʒən] [mʌst] [hæv] [ˋæksɛs] [ðə] [͵ɪnfɚˋmeʃən] [ˋnɛsə͵sɛrɪ] [mek] [ænd] [mʌst] [ˋtrʌst͵wɝðɪ] [əˋnʌf] [ˋhænd!] [ðæt] [͵ɪnfɚˋmeʃən] [ˋseflɪ]

H。認識到決策者必須能夠獲得做出決策所必需的信息,並且必須足夠值得信賴以安全地處理這些信息。

16.2 Remember that in an idea meritocracy a single CEO is not as good as a great group of leaders.
[rɪˋmɛmbɚ] [ðæt] [aɪˋdiə] [͵mɛrəˋtɑkrəsɪ] [nɑt] [gʊd] [gret] [grup]

16.2請記住,在一個創意精英制度中,單個CEO不如一大群領導者那麼好。

16.3 No governance system of principles, rules, and checks and balances can substitute for a great partnership.
[ˋgʌvɚnəns] [ˋsɪstəm] [ænd] [ænd] [kæn] [ˋsʌbstə͵tjut] [fɔr] [gret] [ˋpɑrtnɚ͵ʃɪp]

16.3沒有原則,規則和製衡的治理體係可以取代偉大的伙伴關係。

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