我在 Imgur 学到的 21 项管理知识

1. 管理没有动力的人是非常困难的。让你的工作更轻松，不要这样做。
2. 不同的人需要不同的管理方式。要适应找出是什么推动了每个人的最佳表现。
3. 经常直接地提供反馈。作为经理，等待然后在软包装中对冲关键反馈更容易，但这是自私的。我会尽量在我能和这个人找到一个会议室时尽快给出反馈，而不是等到正式的 1:1 天后。
4. A 级玩家喜欢听到关于他们表现的批评性反馈，他们讨厌 B 级玩家没有听到自己的反馈。通过向每个人提供可操作的反馈并认可卓越的表现，让您的 A 级玩家感到高兴。
5. 沟通是你会做的最困难的事情。花很多时间在这上面，无论是在你自己的沟通上，还是在改善团队成员的沟通上。
6. 快点开火。如果你不快速解雇表现不佳的人，你就有失去表现优秀的人的风险。不要低估表现不佳的人对表现良好的人的影响。即使身体更少，您的团队也可能会移动得更快。最后，因为表现不佳而解雇比因为钱用完而不得不解雇好人要容易，所以在解雇好人之前解雇坏人。
7. 人们需要感觉自己被倾听，而不是做出最后的决定。花时间倾听（你可能错了），做出决定，然后解释决定。在您了解做出这些决定的原因之前，不要对他人的决定发表评论。
8. 为您做出决定的原因提供背景信息是扩展您的决策过程的一种方式。目标是让经理做出尽可能少的决定 ，为此，您的团队需要了解如何做出正确的决定。
9. 清楚地定义成功，不要在没有新信息的情况下就定义失败。另一方面，当事实发生变化时，重新评估你的目标。设定可实现但困难的目标。
10. 雇用朋友可能非常有用，因为沟通会更容易，而且你的朋友可能很聪明有才华。但你可能会以招聘经验或领域专业知识为代价。如果你不能解雇朋友，就不要雇佣他们。
11. 以任务为导向的团队是一种竞争优势，因为它们更容易 1) 雇用和 2) 激励。
12. 经理和个人之间采取的任何行动（晋升、更频繁的 1:1、会议中的召集）不仅在经理和个人之间，而且会影响团队中的每个人。例如，如果您提拔一个人，请确保团队的其他成员了解为什么提拔该人，以及需要做些什么来实现这一目标。
13. 不承认自己的弱点比因为弱点的存在更容易失败，所以要提高自我意识。
14. 有时，您必须押注于无法运行的大型资源密集型项目。小心你团队的士气损失。不是每个人都对反复失败有很大的容忍度。如果你是创始人，你可能比你的团队更习惯这个。一种技术是将迭代工作与风险更大的赌注相结合，以重建这种能量。但是您也应该尽量不要将任何功能描绘成灵丹妙药，而将真诚的个人失败视为尝试新事物的必要成本。你的公司是一个投资组合。
15. 你花钱的方式是你可以传递的最大的文化信号之一，而且很难改变。你花钱的地方（和不花钱的地方）传达了你认为重要的东西。
16. 避免政治的最好方法不是忽视政治，而是把时间花在它上面。定义明确的基于绩效的系统，以减少对团队成员需要做什么的混淆。
17. 您可以做的最有用的事情之一就是提醒团队更大的图景。知道什么是重要的将有助于消除废话。
18. 管理优秀人才的最佳方式是提供明确的目标和定期反馈（这与常规方向不同）。
19. 虽然职业发展最终是每个人（还有谁？）的责任，但作为经理花在主动理解和实现增长上的时间是值得的。
20. 有时人们会说脏话。有时，人们的日子不好过。不采取任何个人。
21. 我发现一个有用的个人口头禅是“我们很幸运，但现在是时候做好事了。” 也就是说，让我们假装过去的所有成功都是我们所处环境的结果，而不是我们自己的努力或良好品质。我们现在有一个独特的机会，可以通过卓越的表现来减少对运气的依赖。除了你的自我之外，这种信念没有任何代价，它可以帮助推动自我和团队的彻底改进。

1. It’s terribly difficult to manage unmotivated people. Make your job easier and don’t.
2. Different people need different kinds of management. Be adaptable to figure out what drives each person’s best performance.
3. Give feedback frequently and directly. As a manager, it’s easier to wait and then hedge critical feedback in soft wrappers, but that’s selfish. I’d try to give feedback as soon as I could grab a conference room with the person, and not wait until the formal 1:1 days later.
4. A-players love hearing critical feedback about how they’re performing, and they hate when B-players don’t hear feedback of their own. Keep your A-players happy by providing actionable feedback to everyone and recognizing superior performance.
5. Communication is the most difficult thing you’ll do. Spend a lot of time on it, both on your own communication and improving the communication of the folks on your team.
6. Fire quickly. If you don’t fire bad performers fast, you’re at risk of losing your good performers. Don’t underestimate the effect bad performers have on good performers. Your team will likely move faster even with fewer bodies. Finally, firing for bad performance is easier than having to fire good people because you’ve run out of money, so fire the bad people before you have to fire the good people too.
7. People need to feel like they’ve been listened to, not to make the final call. Take the time to listen (you might be wrong), make a decision and then explain the decision. Don’t offer commentary on others’ decisions until you understand why the decisions were made.
8. Providing context for why you made a decision is a way to scale your decision-making process. The goal is for the manager to make as few decisions as possible, and to do this, your team needs to understand how to make good decisions.
9. Define success clearly and don’t flip-flop on the definition without new information. On the other hand, when the facts change, re-evaluate your goals. Set achievable but difficult targets.
10. Hiring friends can be very useful because communication will be easier, and your friends are probably smart and talented. But you might do so at the cost of hiring for things like experience or domain-expertise. If you can’t fire friends, don’t hire them.
11. Mission-oriented teams are a competitive advantage because they make it easier to 1) hire and 2) motivate.
12. Any action taken between a manager and an individual (a promotion, more frequent 1:1's, a call out in a meeting) is not just between the manager and the individual, but affects every person on the team. For example, if you promote one person, make sure the rest of the team understands why that person was promoted and what needs to be done to achieve the same.
13. You’re more likely to lose by not recognizing your weaknesses than from the presence of weakness, so aim for self-awareness.
14. Sometimes you’ll have to bet on big, resource intensive projects that won’t work. Be careful of the morale toll on your team. Not everyone has great tolerance for repeated failure. If you’re a founder, you probably are more used to this than your team. One technique is to mix iterative work with riskier bigger bets to rebuild this energy. But you should also try to not paint any feature as a silver bullet, and individual failure in good faith as a necessary cost of trying new things. Your company is a portfolio bet.
15. How you spend money is one of the biggest cultural signals you can send and is very hard to change. Where you spend money (and where you don’t) communicates what you think is important.
16. The best way to avoid politics isn’t to ignore politics, but to spend your time on it. Define clear merit-based systems, which reduces confusion about what your team members need to do be recognized.
17. One of the most helpful things you can do is remind the team of the bigger picture. Knowing what’s important will help cut through the bullshit.
18. The best way to manage great people is to provide clarity of purpose and regular feedback (which is different than regular direction).
19. While career development is ultimately the responsibility of each individual (who else?), time spent as a manager to proactively understand and enable growth is time-well spent.
20. Sometimes people talk shit. Sometimes people have bad days. Don’t take either personally.
21. A personal mantra I’ve found useful is “we were lucky but now is the time to be good.” That is to say, let us pretend that all past success was the result of our situation and not our own hard work or good qualities. We now have a unique opportunity to reduce our dependence on luck through superior performance. There is no cost to this belief except your ego, and it can help drive radical self and team improvement.

Thanks to Wagon for providing a desk and copyediting.