Part8招聘/管理/晋升和解雇高管作者Marc Andreessen编辑Rework阅览室整理One of the most critical things a startup founder must do is develop a top-notchexecutive team.This is a topic that could fill a whole book,but in this post I willprovide specific guidelines on how to hire,manage,promote,and fireexecutives in a startup based on my personal observations and experiences.初创公司创始人必须做的最关键的事情之一就是培养一支一流的管理团队。这是一个可以写满整本书的主题，但在这篇文章中，我将根据我个人的观察和经验，提供有关如何在初创公司中招聘、管理、晋升和解雇高管的具体指南。For the purposes of this post,definitions:An executive is a leader-someonewho runs a function within the company and has primary responsibility for anorganization within the company that will contribute to the company's successor failure.The difference between an executive and a manager is that theexecutive has a higher degree of latitude to organize,make decisions,andexecute within her function than a manager.The manager may ask what theright thing to do is;the executive should know.就本文而言，定义如下：高管是领导者，即在公司内运行职能并对公司内的组织负有主要责任的人，该组织将为公司的成功或失败做出贡献。高管和经理之间的区别在于，高管比经理有更高的组织、决策和执行职能的自由度。经理可能会问什么是正确的做法？行政人员应该知道。The general theory of executives,like managers,is,per Andy Grove:the outputof an executive is the output of her organization.Therefore,the primary task ofan executive is to maximize the output of her organization.However,in astartup,a successful executive must accomplish three other critical taskssimultaneously:根据安迪格罗夫的说法，高管的一般理论与经理一样：高管的产出就是其组织的产出。因此，高管的首要任务是最大化组织的产出。然而，在初创企业中，成功的高管必须同时完成其他三项关键任务：Part8招聘/管理晋升和解冠高管Build her organization-typically when an executive arrives or is promotedinto her role at a startup,she isn't there to be a caretaker;rather she mustbuild her organization,often from scratch.This is a sharp difference frommany big company executives,who can spend their entire careers runningorganizations other people built-often years or decades earlier.建立她的组织一通常当一位高管来到一家初创公司或被提升到她的职位时，她并不是作为一个看守者；而是作为一个管理者。相反，她必须建立自己的组织，而且通常是从头开始。这与许多大公司高管截然不同，他们可以将整个职业生涯都花在管理其他人建立的组织上一—通常是几年前或几十年前。Be a primary individual contributor-a startup executive must "roll up hersleeves"and produce output herself.There are no shortage of criticalthings to be done at a startup,and an executive who cannot personallyproduce while simultaneously building and running her organizationtypically will not last long.Again,this is a sharp difference from many bigcompanies,where executives often serve more as administrators andbureaucrats.成为主要的个人贡献者一初创企业高管必须“卷起袖子"亲自产出成果。初创公司并不缺乏需要完成的关键事情，而一位无法在建设和运营组织的同时亲自进行生产的高管通常不会长久。同样，这与许多大公司有着显着的区别，在这些公司中，高管往往更多地充当管理者和官僚的角色。Be a team player-a startup executive must take personal responsibility forher relationships with her peers and people throughout the startup,in allfunctions and at all levels.Big companies can often tolerate internal rivalriesand warfare;startups cannot.成为一名团队合作者一初创公司高管必须对整个初创公司、所有职能部门和各个级别的同事和人员的关系承担个人责任。大公司往往能够容忍内部竞争和战争；初创公司不能。Being a startup executive is not an easy job.The rewards are substantial-theability to contribute directly to the startups's success;the latitude to build andrun an organization according to her own theories and principles;and ameaningful equity stake that can lead to personal financial independence if thestartup succeeds-but the responsibilities are demanding and intense.Part8招聘/管理晋升和解冠高管成为一名初创公司高管并不是一件容易的事。回报是丰厚的一能够直接为初创企业的成功做出贡献；根据自己的理论和原则建立和管理组织的自由度；如果初创公司成功的话，有意义的股权可以带来个人财务独立一但责任是艰巨而艰巨的。Hiring:招聘：First,if you're not sure whether you need an executive for a function,don't hireone.首先，如果你不确定某项职能是否需要一名高管，就不要雇用一名高管。Startups,particularly well-funded startups,often hire executives too early.Particularly before a startup has achieved product/market fit,it is often better tohave a highly motivated manager or director running a function than anexecutive.初创公司，尤其是资金充足的初创公司，往往过早聘用高管。特别是在初创公司实现产品/市场契合之前，拥有一位积极主动的经理或总监来管理某项职能通常比一位高管更好。Hiring an executive too quickly can lead to someone who is really expensive,sitting there in the middle of the room,doing very little.Not good for theexecutive,not good for the rest of the team,not good for the burn rate,and notgood for the company.太快聘用一名高管可能会导致一个人的身价非常昂贵，却坐在房间中央，几乎无所事事。对高管不利，对团队其他成员不利，对资金消耗率不利，对公司不利。Hire an executive only when it's clear that you need one:when an organizationneeds to get built;when hiring needs to accelerate;when you need moreprocesses and structure and rigor to how you do things.仅当您明确需要一名高管时才雇用一名高管：当一个组织需要建立时；当当招聘需要加速时；当您需要更多流程、结构以及严格的做事方式时。Second,hire the best person for the next nine months,not the next three years.其次，聘用未来九个月而不是未来三年的最佳人才。Part8招聘/管理晋升和解冠高管