打造一支能交付的团队

Naval Ravikant 2012-04-27

我15年前创办了第一家公司，但我至今仍不懂管理。我怀疑很少有人真正懂管理。在AngelList，我们希望打造一支能够自我管理并交付代码的团队。

以下是我们所做的：

  • 保持团队精简。 全员实干，杜绝空谈。绝对不要中层管理者。所有业务发展都通过API实现。
  • 外包所有非核心业务。 抵制赚取最后一分钱的冲动。创始人亲自做客户服务。
  • 员工自主选择工作内容。 与其让他们交付你不想要的东西，不如让他们交付自己想要的东西。
  • 任务周期不超过一周。 每周必须将某些内容交付到生产环境——最坏情况下两周。如果你刚加入，就交付点东西。
  • 同伴管理。 在内部Yammer上承诺下周要完成的工作。下周要么交付成果——要么公开承认未能兑现承诺。
  • 每个项目一人负责。 可以寻求他人帮助，但只有你且仅你一人承担责任。

如果他们无法交付，就请他们离开。我们的环境不适合他们。他们应该去寻找能让自己茁壮成长的地方。每个人都有适合自己的地方。

这并非完美无缺。我们交付了太多功能，其中许多都半生不熟。产品很复杂，有许多死胡同。非工程师很难融入——他们不被重视。

但是，我们在持续交付。

Build a Team that Ships

I started my first company 15 years go, and I still can’t manage. I suspect that very few people can. With AngelList, we want a team of self-managing people who ship code.

Here’s what we do:

  • Keep the team small. All doers, no talkers. Absolutely no middle managers. All BD via APIs.
  • Outsource everything that isn’t core. Resist the urge to pick up that last dollar. Founders do Customer Service.
  • People choose what to work on. Better they ship what they want than not ship what you want.
  • No tasks longer than one week. You have to ship something into live production every week – worst case, two weeks. If you just joined, ship something.
  • Peer-management. Promise what you’ll do in the coming week on internal Yammer. Deliver – or publicly break your promise – next week.
  • One person per project. Get help from others, but you and you alone are accountable.

If they can’t ship, release them. Our environment is wrong for them. They should go find someplace where they can thrive. There’s someplace for everyone.

It’s not perfect. We ship too many features, many half-baked. The product is complex, with many blind alleys. It’s hard to integrate non-engineers – they aren’t valued.

But, we ship.