On Culture | Ben Horowitz with David Weiden
发布时间 2022-08-11 20:56:28 来源
Okay, I'm pleased to introduce Ben Horowitz. Ben, you can come on out and I'll say a little more about you once here in view.
好的，我很高兴向大家介绍本·霍洛维茨。本，你可以出来了，等你出来后我会再多说一些关于你的事情。
All right. Thank you for joining us. Hello, you want to hear. So Ben, welcome.
好的，非常感谢您的加入。你好，你想听。那么Ben，欢迎你。
Thank you. I knew you could be a lot of speaking. And so I thought it due a unique intro.
谢谢你。我知道你可以说很多话。因此，我想要准备一个独特的介绍。
All right. So I'm going to share with everyone the top four things that I think are admirable about Ben that are he hasn't that are in common with the note. All right. Something you only get here. So these are in reverse order.
好的，我打算和大家分享我认为Ben值得欣赏的四件事情，这些事情他具有与笔记相似之处。好的，这些只是在这里得到的东西。所以，这些逆序排列。
So number four, you guys both started and run venture firms that raised their first outside funds in a financial downturn that's much worse than what we have now. Yeah, you remember in 2009. Yeah, we were the only two firms that raised new venture firms that successfully launched funds then. Yeah. Yeah.
所以，第四号问题，你们两个都开始并经营着创业公司，这些公司在比现在更加恶劣的经济低谷中筹集了他们的第一个外部基金。是的，你们还记得2009年吗？是的，我们是当时唯一成功启动基金的两个公司。是的。是的。
So then number three is you're both successful startup CEOs that definitely endured hard things. Yeah. Check.
那么第三点是你们都是成功的创业CEO，肯定经历过困难的事情。没错。确定了。
Number two, you're both great dads, including where in circumstances where it's been challenging. And I admire that.
第二，你们两个都是出色的父亲，即使在有挑战的情况下依然如此。我很钦佩你们。
And then the number one hard thing you have in common is you've both managed me. All right. Yeah. True story.
然后，你们共同面临的最困难的问题就是你们都管理着我。没错。是的。真实的故事。
So we're talking about culture. And I thought we'd start with someone I know is one of your heroes Andy Grove. And Andy people think of as a management guru. But obviously they overlap between great management and building great culture is a lot. So I thought it'd be great to hear some about what have you taken away from your many studies with Andy, including as it relates to culture.
我们在谈论文化。我想我们可以先谈一下我知道你的英雄之一安迪·格鲁夫。安迪被人们认为是管理大师，但很明显，伟大的管理和建立伟大的文化是有很多重叠的。因此，我认为听听你从和安迪的许多研究中学到了什么，包括与文化相关的内容，会很棒。
Let me just start with the open ended question. Yeah.
让我从开放式问题开始谈起。是的。
Well, I kind of just a set at the top. I think people get culture confused with like values on the wall. Integrity. We have each other's back. All this kind of stuff that people put on the wall and then don't do. And I think so when you think about culture. And I thought, you know, Bichito had kind of the best definition, which is culture is not a set of beliefs.
嗯，我有点只是摆在顶部了。我认为人们会混淆文化和墙上的价值观。诚信。我们相互支持。所有这些人们挂在墙上却不去实践的东西。当你考虑文化时，我认为Bichito有着最好的定义，即文化不是一套信念。
And so if you think about it, the reason it doesn't work is put in your annual review or you know, put values on the wall and so forth is because it's culture is the little things like somebody calls you a colleague. And so it's like a couple of minutes and an hour the next day or do you just drop them on the floor and never call them back at all. Like that's culture and that drives a lot of things.
所以，如果你想想，为什么把你的年度评估或者把价值观挂在墙上等等，不会起作用的原因是因为文化是由那些小事情构成的，比如有人称呼你为同事。这就像是一段时间内一两分钟的接触，或者你只是把他们丢在地上，再也不回复了。这就是文化，它推动了很多事情的发展。
You know, if you. It's a you know, do you show up on time for meetings or five minutes late or 10 minutes late is everybody like, you know, these are the cultural things that actually end up driving. And then you can work there and what it's like to do business with you.
你知道，如果你参加会议，你会准时到场吗？还是迟到五分钟或十分钟？每个人都知道这些文化问题实际上会影响你的工作和你的业务，这就是你与他人合作的方式。
And Andy really understood that at an amazing level. So he did things that seemed absurd. When you care about him like he would get to work at eight in the morning. And then like see who was there. And if they weren't there, like he would write them up. And then he would check their desk to see if it was clean. It was really important that you had a clean desk and you're like, well, what why do you care if somebody has a clean desk?
安迪非常深刻地理解了这一点，因此他做了一些看起来很荒谬的事情。当你像他一样关心他的人时，他会在早上八点准时上班。然后，他会看看谁在那里。如果他们不在，他就会给他们写信。然后他会检查他们的桌子是否干净整洁。保持一个干净的桌子真的很重要，你可能会问，为什么你会在意别人的桌子是否干净整洁呢？
Well, it's Intel. So Intel was about precision. The cost of a miss on a tape out is extraordinary. So when you're about precision, like how do you get that into the culture? Well, it starts with when I go to work like I need my desk to be clean because Andy cares about everything being right.
嗯，这是英特尔公司。因此，英特尔公司非常注重精准度。这意味着如果一块板子的出错，那么所需支付的费用是极其昂贵的。那么，关于精准度，如何将其融入企业文化中呢？很简单，就从我开始。我上班时需要我的桌子整洁干净，因为安迪关心每一件事都要做得正确无误。
And so like little things like that that he would do to set the whole tone. But I give you my favorite story from Andy. So after he had retired and he was at the Grove Foundation, I went to go see him. And you know, he had Parkinson's at that time. So he was, he's still very sharp, but like, you know, his speech was slurred and whatnot.
所以，他会做一些小事情，来设置整个氛围，这就是我最喜欢安迪的一个故事。在他退休后，他去了格罗夫基金会，我去看他。你知道，那时他得了帕金森病。尽管他仍然很聪明，但是他的话语有些含糊不清。
So it's a little office, the Grove Foundation, like very, you know, kind of as you would expect from Andy Grove, kind of, you know, low key. And he had one picture on the wall.
所以这是一个小办公室，格鲁夫基金会，像你所期待的那样，有点像安迪·格鲁夫，比较低调。他墙上只挂了一张图片。
And it was this framed award that he got the Santa Clara Manufacturing Facility Leadership Award to Andy Grove. And I go, Andy, like, evolving in these, he was Time Magazine Man at the Year. He's like one of the greatest CEOs, maybe the greatest CEO in the history of Silicon Valley.
他获得了圣克拉拉制造工厂领导奖，并得到了这个奖项。我对安迪·格鲁夫说，他像是在不断进化，他曾经是《时代》杂志的年度人物。他可能是硅谷历史上最伟大的CEO之一，甚至可能是最伟大的。
He's got this Santa Clara, you know, manufacturing facility award for leadership. I was like, why do you have that on the wall? Why'd they give you the award? You're the CEO.
他拥有那个圣塔克拉拉的制造工厂领导奖，你知道吗。我问他，你为什么把它放在墙上？他是CEO，为什么给你奖？
Like we're thinking the CEO, the manufacturing facility award. And he says, well, Ben, he said, you know, they were ranked the lowest in maintenance in all of, you know, Intel, like they had the worst facility, under spec, terrible. So I go over there, you know, to talk to them about it. And they just start hitting me with all this bullshit about like how they don't have the right resources and how this was unfair and done it, and so I reach under my chair.
就像我们在考虑CEO，制造工厂的奖项。他说，“本，你知道吗，他们在所有英特尔公司中的维护排名是最低的，他们的设施最糟糕、规格不符合要求、非常糟糕。”所以我去了那里，想跟他们谈谈。他们开始跟我说一些废话，比如他们没有正确的资源，这很不公平，所以我就伸手去椅子下找了找。
And I pull out a roll of toilet paper, and I put it on the desk and I said, when you're done cleaning up your bullshit, tell me when you're going to be up to spec. And he said it within three months, it was the highest rated facility at Intel. And that to me is Andy, like his the biggest thing he did culturally was like, you know, don't bullshit me.
然后我拿出卷厕纸，放在桌子上说：“你清理完你的废话后，告诉我你什么时候能达到要求。”他答应在三个月内，结果他的设施成为英特尔的最高评级设施。对我来说，这就是安迪，他最伟大的文化贡献就是：不要跟我耍花招。
I was, I escaped the communists and the Nazis, like I didn't come here for you to waste my time with a bunch of stories about what's what and, you know, excuses and this and that. Like let's just get to the real thing. Tell me when it's going to be ready. And that's how he was on everything. And yeah, what a great, great, great person. I wish, man, I miss that guy. He was amazing.
我啊，逃离共产党和纳粹了，我可不是来这里听你们瞎扯什么有的没的，还有借口这那的。我们干脆说正事吧，告诉我什么时候准备好了。他对每件事都是这样的态度。他真是个了不起的人，我真的很怀念他。
Well, let's go from him to another, I'm not sure what word to say dominant figure still scares the hell out of me. Bill Campbell and talk about letters and things that you've taken away from bill about building culture that are useful to share with people here. And include in your answer the EDS announcement story.
好的，让我们从他跳到另一个人身上。我不确定该用什么词来形容那个支配性的人物，但他仍然让我害怕。我们来谈谈比尔·坎贝尔(Bill Campbell)，谈论一下你从他那里得到的关于建立公司文化的建议，分享给我们这里的人们。还要把EDS的公告故事包含在你的回答中。
Yeah, so so Bill was like a very different guy than Andy Grove. So like when I look at Andy Grove, I as a CEO, I go, I don't know that I did anything better than him. Like he was so good at all aspects of that job, just incredible. Bill wasn't like that in that, you know, like there was things he was good at, things he wasn't that good at, but the thing that he was great at. He was better than anybody that I've ever met, which is he could like when you met him, he would get a read on you within like three minutes.
嗯，这样说，Bill和Andy Grove非常不同。所以，当我看着Andy Grove时，作为一名CEO，我不知道自己有什么做得比他好。他在这份工作的所有方面都非常优秀，简直是不可思议。但是Bill没有像他那样，你知道的，有些方面他做得好，有些方面他不那么擅长，但他擅长的那个事情，他比我见过的任何人都要好。他能在你遇见他的三分钟内理解你。
And then he would remember like you, your wife's name, your kids, like where you grew up, all that stuff, like forever. So I go all the way, I still run into people who knew Bill Campbell and they're all like bills, the greatest guy in the world, like everybody loved that guy because he was so good at the people skills. Only person I ever ran into who had that light came was Oprah, like that's how good he was.
然后他会像你一样记得你妻子的名字、你的孩子、你成长的地方等等，就像永远不会忘记一样。所以我会一直走下去，还会遇到知道 Bill Campbell 的人，他们都说 Bill 是世界上最了不起的人，因为他擅长与人打交道，每个人都喜欢他。我遇到的只有 Oprah 才像他一样好。
He was Oprah level at really understanding people. And the thing that it translated into from management standpoint was one of the hardest things to do to, and it's one of the most important things culturally is when you're talking to somebody, realize you're not talking to that person. You're talking to everybody in the company, you have to represent the people who are not in the room. Bill was really really good at that.
他在真正理解人方面的水平如同奥普拉。从管理角度来看，这意味着必须做出最困难的事情之一，也是文化上最重要的事情之一，那就是当你与某个人交谈时，你要明白你不仅是在与这个人交谈，你还代表着公司中不在房间里的人。比尔在这方面真的非常擅长。
So for example, like if I'm talking to David and he goes, hey, Ben, can I get a raise? You know, like I've been working really hard and so forth. I can't just go, yes, I like David, I'm going to give him a raise because I have to think about all the people who aren't there. And what they think of him and what they think of and why aren't they getting a raise because they didn't ask, you know, like all that kind of thing comes into play.
比如说，如果我和大卫在交谈，他问我：“嘿，本，能加薪吗？我一直很努力工作。”我不能仅仅回答“是的，我喜欢大卫，我会给他加薪”，因为我必须考虑不在场的其他人对他的看法，以及那些人为什么没有得到加薪，他们为什么没有要求加薪——你知道的，所有这些问题都要考虑到。
But every decision and every conversation you have as a leader, you have to think about like, okay, how's it going to read? And so the kind of thing that David had referred to is, you know, when I was running Loud Cloud, we did this big deal to kind of get out of what would have been a business that took us bankrupt by selling the services component to EDS. And kind of becoming a software company and it was a big kind of escape death deal.
作为领导者，你所做的每个决定和每次交谈都要考虑到它会被怎样理解。所以，像David所提到的那样，当我掌管Loud Cloud时，我们进行了一笔很大的交易，通过将服务组件出售给EDS来逃离破产的商业。我们变成了一个软件公司，这是一个逃生的大交易。
And we were going to announce it and we're going to announce it in New York. And I was talking to Bill on the phone saying, you know, like we just did this big deal and like it's really exciting. I'm going to announce it. And he goes, and you're going to, but you know, like you're selling a lot of employees to EDS and you're like, like a bunch of people off. I was like, yeah, I got to do that the next day. And he goes, no, no, no, no, he's like, you can't go to New York.
我们原本计划在纽约宣布这个消息。我在电话里和比尔谈话，告诉他我们刚刚做了一笔大交易，非常激动，打算在纽约宣布。他问我：“你会卖给EDS很多员工，你会失去很多人。”我回答说：“是的，我得在第二天处理这个。”他说：“不，你不能去纽约。”
And I was like, what do you mean? He said, like, all anybody in the company is going to want to know is where they stand as soon as that news comes out. You can't wait a minute. You have to tell them like simultaneously with the announcement. And I was like, of course, you know, as soon as he said it, I knew it was right. And I sent Andrew sent to New York to do the announcement. And I did a layoff and told everybody where they were.
我当时就想，“你是什么意思？”他说，“大家公司里都想尽快知道自己的位置，一旦有消息就要知道，不能等一秒钟。你必须与公告同时告诉他们。”我想，“当然，他一说，我就知道是对的。”于是我安排安德鲁去纽约宣布消息。接下来我进行了裁员，告诉了每个人自己的位置。
But I realized, you know, when I did that, we would have never like we ended up recovering as a company and, you know, selling it to he'll have Packard for, you know, 1.6 billion dollars, which was a lot of money. Not anymore so much, but, but none of that would have happened if I had gone to New York, like it was that important a moment. And he could see it so obviously. And, you know, I just said other things on my mind. I was thinking about it. But that, you know, that was Bill. He really always started there.
但我意识到，你知道的，当我这么做的时候，我们就不会像现在这样作为一家公司恢复过来了，你知道的，我们卖给了惠普[He'll have Packard]，价格高达16亿美元，那是一大笔钱。现在这个数目也不算太多了，但如果我去了纽约，所有这些事情都不会发生，因为那个时刻太重要了。他显然看到了这一点。你知道的，我脑海中还有其他事情，但那就是比尔[Bill]。他总是从那里开始。
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第一段：现如今，英语已经成为世界上最常用的语言之一。它在国际商务、通讯、旅游等方面都有着广泛的应用。因此，学好英语是非常重要的。
How's everybody going to re house everybody going to understand what happens. Does that the takeaway you think for people to think about these other. Yeah, you have to represent as a leader, you're always representing the people who aren't there. It's not the people who are, you know, your PR person or your HR person or your, you know, whoever you're to your CFO, like all those people are giving you the advice.
大家要怎么重新安置，大家是如何理解发生的事情呢？你认为人们应该思考这些点来得到什么启示呢？作为领袖，你必须代表那些不在场的人。你的公关人员、人力资源人员、财务总监等都会给你建议，但你代表的是那些不在场的人。
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我来翻译一下第二段英文，希望能像中文母语者一样说话。
很多旅游景点都被破坏了，特别是那些经历了太多游客的景点。这些景点因为人流量过大，而导致环境恶化和历史建筑物的损失。有些景点甚至会关闭，以保护它们的重要性和长期的持久性。尽管这些步骤有助于保护旅游景点，但它们也会影响当地的旅游业。
That's great. But what about the people who are not in the room? And what is it going to mean to them? And he was so good at that. Just amazing. And he was great at a lot of things, but Donna DeBence gave a great thing. She said, which is she was giving this speech. And she said, I'll bet all of you think that Bill is your best friend. And, you know, that's how he was. Everybody thought that Bill was their best friend. Even people he didn't like thought he was their best friend. He was great. Yeah, what a great person.
太好了，但那些不在这房间里的人怎么办？对他们意味着什么？他在那方面做得非常出色，简直惊人。他在很多事情上做得很好，但唐娜·德本斯给了一个伟大的事情。她说，在她发表演讲时，我打赌你们所有人都认为比尔是你们最好的朋友。你知道吗，他就是这样。每个人都认为比尔是他们最好的朋友。就连他不喜欢的人也觉得他是他们最好的朋友。他很伟大，是啊，多么伟大的人啊。
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第三段：
我们的目标是确保我们的客户拥有高品质、专业化的服务。我们有一个专业化的团队，致力于提供最好的支持和帮助，确保我们的客户始终得到最好的体验。我们不断努力提高我们的服务质量，以确保我们客户的满意度和信任。我们始终努力与客户保持联系，并寻求他们对我们服务的反馈，以使我们能够不断改进。
Let's talk about how CEOs go from, well, called the struggle, both struggling to be a good CEO and struggling with the company to be a great CEO. It's one thing that I think happens when people come to a conference like this is they see people like you and they think, well, I'm not like that. Like, I, how do I get to be that good?
咱们来聊聊CEO们是如何从只是闲步中的CEO和与公司的挣扎中变成卓越的CEO的。我认为，人们在参加这样的会议时，会看到像您这样的人，然后会想，哎呀，我不像他们。那么，我该如何才能达到那样的水平呢？
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第四段：在过去的几年中，随着人工智能技术的不断发展，图像识别的精确度和速度有了显著提高。现在，许多公司已经开始使用图像识别技术来提高产品质量、优化生产过程并减少成本。例如，制造商可以使用图像识别技术来检查产品是否制造良好、识别缺陷，并及时采取纠正措施。此外，零售业和安保行业也广泛应用图像识别技术，例如通过摄像头监控来识别可疑行为和面部识别来进行安全验证。
In particular, I thought it's interesting to talk about Todd McKinnon and Octa where we work with Todd. And I often say Todd's one I actually call him the most improved CEO ever worked with. And you were a CEO coach. So what'd you do?
特别是，我认为讨论Todd McKinnon和Octa是很有趣的，因为我们和Todd合作。我经常说Todd是我曾经共事过的CEO中进步最大的一个。而你是一位CEO教练。那么你会做些什么呢？
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第五段：
智能手机的发展是信息时代的重要里程碑之一。它们改变了我们获取信息和交流的方式，并对我们的生活方式产生了深远的影响。通过智能手机，我们可以随时随地使用社交媒体，浏览网页，收发电子邮件和短信，甚至进行线上购物。智能手机给我们的生活带来了便利，但也需要我们控制并减少使用的时间。
I like that you had to give more credit to Todd, but look, here's the thing that happens to CEOs. And I know a lot of your CEO. So you get this. The thing that makes you good is some combination of competence and confidence. And the difficulty with boards and VCs is they're really good at identifying what you can't do.
我喜欢你必须更加注重托德的事情，但是，这是CEO所经历的事情。我认识很多CEO，所以你可以理解。让你变得出色的东西是能力和信心的结合。董事会和风投公司面临的难题是，他们非常善于发现你做不到的事情。
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改写：由于这个人工智能技术可能被用来监视和控制人类，因此他们认为必须进行严格的监管和法规制定来确保它的安全和透明性。他们还强调了公众参与的重要性，以确保人工智能技术的开发和使用符合社会伦理和价值观。
这个人工智能技术可能会被用来监视和控制人类，所以他们认为需要严格监管和法规来确保安全和透明度。他们还强调公众参与的重要性，以确保开发和使用人工智能技术符合社会伦理和价值观。
And so it's like, oh, you can't do marketing. You don't really know finance or whatever it does. And the problem with that is if you can't do it, like just hearing that you can't do it is all it does is mess up your confidence and your, your kind of flow. And so that's not always like that helpful. And so with Todd, you know, he was really good at some things and just like zero and other things. And the phrase always keep in mind when I'm working with somebody like that is coach them on what they can do, which is from Al Davis, the old Raiders owner.
所以它的意思就是，哦，你做不了市场营销。你对财务或其他方面不是很了解。问题在于，如果你做不了它，仅仅听到你做不了就会破坏你的信心和流程。这通常是不太有用的。所以在跟托德合作时，他在某些事情上真的很擅长，但在其他方面完全不行。和这样的人一起工作时，我时刻牢记的口号就是在他们擅长的方面指导他们，这来自老雷达斯队球队老板艾尔·戴维斯的话。
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第七段：这项工作的目标是为了提高我们团队的生产力和效率。我们非常重视每个人的贡献和意见，并希望每个人都有机会为团队的成功做出贡献。我们也将不断寻求改进和创新的方法，以确保我们在市场上保持领先地位。我们相信，通过合作和协作，我们可以取得更大的成功，并实现我们的共同目标。
And that's like really the case, I think with CEO. So Todd got himself into trouble if you recall, because they had the wrong go to market. Octa had this kind of bottoms up go to market. But at the time, you know, for a security product, it was only actually interesting one to larger companies and, you know, because little companies don't care that much about security. They have nothing to lose. And then the other thing is that it only kind of worked if everybody was on Octa.
我觉得，这就是CEO的情况。你如果还记得，托德陷入麻烦，因为他们采用了错误的市场推广方式。Octa采用的是从底层渗透的市场推广方式。但是那时，对于一款安全产品来说，只有大公司才会真正感兴趣，因为小公司并不太注重安全。另一件事是，只有每个人都使用Octa时，它才能起作用。
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第8段：尽管大多数人认为这种技术有潜力给社会带来改变，但仍有些人对其担忧。其中一些忧虑包括它可能增强社交媒体的滥用、伦理问题以及人力资源问题。需要权衡技术发展的好处和弊端，以确保技术的使用符合人类的价值和伦理准则。
So they had to sell the whole company at once. So you needed a different sales motion. And he just didn't know anything about go to market. He had been like a VP of engineering at Salesforce. And, but he didn't have enough time to learn it. And so, you know, there was kind of a couple of things that were screwed up. And I just said, look Todd, we don't even have time for you to learn this. So I just need you to trust me on it. And like, we'll work together and like, let me help you.
所以他们必须一次性出售整个公司。所以你需要不同的销售策略。他根本不了解市场营销。他之前在Salesforce担任过工程副总裁，但他没有足够的时间去学习。因此，有一些事情搞砸了。我告诉Todd，我们没有时间让你学习。我只需要你相信我。我们将共同合作，我来帮助你。
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如果我们要学习如何像母语者一样用中文表达，那么我们需要改写第九段的内容。
And, you know, the guy he wanted to hire to run the new go to market was the wrong guy. You know, and I knew, but he didn't know how to hire a sales guy. But I knew he didn't know how to do that. So he said, look, Todd, you don't know how to do this. We're going to lose the company if you get the wrong guy. I've got this other guy who was out of Marens, who ended up being the head of sales, who like, I know his whole lineage. I know all his managers, his whole career. He can absolutely do this. Let's bring him in. He's 100%. Like, he's going to work. And to Todd's credit, he said, okay.
你知道，那个人想雇用来负责新市场的人选错了。我和你知道这一点，但他不知道如何雇用销售人员。但我知道他不知道如何做到这一点。所以他说，听着，托德，你不知道如何做到这一点。如果你雇用了错误的人，我们会失去这家公司。我有另一个人，他曾经在Marens工作，最终成为销售主管，我知道他的全部经历。他绝对可以做到这一点。让我们把他请进来。他是100%的。可以工作。至于托德的信用，他说，好吧。
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第十段：中国文化的美丽之处在于它的多样性和历史悠久的传统。许多人在海外都会认真地学习汉语和中国文化，这种兴趣的增加连带着也会使得更多的人去探索中国的文化遗产和地理胜景。通过了解和欣赏中国文化，我们可以更好地理解这个伟大的国家和它的人民。
But then, you know, in managing Adam, he learned so much about sales that when they made the next change to Charles race, like he made, you know, one of the best hires that I've ever seen on something like that. So he's. So it was, it was just like, Todd, you know, you're great at running the company. You're great on the leadership side. You just don't know how to do this. So like, let me just help you do that. And then once he was got that, then he got his confidence together. And then he just got better at everything. Although, you know, all the way up to the IPO, people still remembered when he was incompetent and a few of the investors really, really wanted to sell the company. But thankfully we didn't.
然后你知道，在管理亚当时，他学到了许多关于销售的知识，以至于当他们像他一样对查尔斯赛事进行下一次改变时，他做了一个最出色的雇用，这是我见过的最好的雇用之一。所以就是这样，托德，你擅长经营公司，你在领导方面也很出色，只是你不知道怎么做这件事。那就让我来帮你。然后一旦他掌握了这些，他就恢复了信心，而且在所有事情上都变得更好了。尽管，你知道，直到IPO，人们仍然记得他曾经的无能，并且有一些投资者真的、真的想把公司卖掉。但幸运的是，我们没有这样做。
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第11段：虽然确诊病例数量不断增加，但中国政府及时采取措施，控制了疫情扩散。很多城市的交通受到严重限制，人们被要求在家自我隔离，学校和企业也暂停了运营。医疗队伍不断前往疫区进行支援，全国各地动员起来，一致抗击疫情。
虽然病例数不断增加，但中国政府采取了及时措施，防止了疫情扩散。很多城市的交通被严格限制，人们被要求在家自我隔离，学校和企业暂停运营。医疗队伍不断前往疫区提供支援，全国各地联合起来共同抗击疫情。
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当我们说话时，我们经常区分我们的听众的语言能力。如果我们知道他们是英语母语者，那么我们可以更快地说话和使用比较复杂的语言。但是，如果我们知道他们是非英语母语者，我们就需要放慢语速，使用简单的单词和短语，以确保他们可以理解我们的意思。这是因为理解外语需要更多的认知力和注意力，尤其是在面对新的词汇和语法规则时。
What do you think about the culture that he and Freddie have built there in any lessons for the CEOs here?
你认为他和弗雷迪所建立的文化如何，这是否有任何教训可以应用到这里的CEO们身上？
Yeah. So, to me, the thing that they did culturally that was the most important for them. And this is really important on culture is the thing that went with the company.
是啊。对我来说，他们在文化上做的最重要的事情是与公司一起进行的。这在文化方面真的非常重要。
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第二段：
I love to travel and experience new cultures. There is something so fascinating about exploring a place that is unfamiliar and learning about the people who call it home. Immersing myself in a new environment and trying local foods, traditions, and activities is one of my favorite things to do. It not only broadens my horizons but also allows me to appreciate the diversity in the world. I think everyone should travel at least once in their lifetime, as it is a truly enriching experience.
Because they were a security company, trust was always such a big thing for them. That that was kind of like a big component of the culture. Like, okay, you have to be able to trust us. And actually, it almost lost them the company. They were so committed to this idea of trust.
因为他们是一家安全公司，信任对他们来说总是非常重要的事情。这几乎是文化的一个重要组成部分。你必须能够信任我们。实际上，这个想法几乎让他们失去了这家公司，因为他们如此坚持这个信任的观念。
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第三段：根据最新的调查，表明在过去十年间，中国的消费者对品牌越来越有意识。这意味着中国市场对于有品牌意识的企业来说是一个巨大的机会和潜力。此外，调查还显示，年轻一代的消费者在购买过程中更加注重品牌的价值和信誉度。因此，对于那些想要在中国市场占据一席之地的企业来说，注重品牌建设是非常必要的。
We had a quarter and I think it was right before you invested where like we were going to miss the quarters. They were missing every quarter at that time. And they got to, you know, they had to steal.
我们曾经有一个季度，我想是在你投资之前，感觉我们要错过季度了。那时每个季度都有遗漏。他们不得不偷东西。
But the sales guy had promised features that they were going to have for two years that would be there in a quarter. And so they had to decide whether to tell the truth or just like take the order, get the round done and keep it moving.
不过，销售人员承诺的功能之前已经承诺两年了，而现在只有一个季度才能实现。他们必须决定是要说实话还是只是接受订单，完成交易并继续前进。
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第四段：
许多人认为，学习外语的最佳方法是完全沉浸在那种语言的环境中。虽然这确实是一种非常有效的方法，但对于大多数人来说，这又不是很实际。毕竟，大多数人不能负担得起长时间在外国留学，也不能每年花费数周或数月时间去旅行。此外，大多数人只想学习一种或两种语言，所以他们希望在家中或者当地的学校学习。因此，这些人应该寻找其他方法来学习外语。
But Todd was like, no, it's so important that like if there's a story where I okay a lie like I'll never get that out of the company. And so they told the truth. They didn't get the deal. They whiffed the quarter. We almost didn't get the round. And I think David led the B round with like $7 million check.
但是托德说，这太重要了，以至于如果有一个故事里有我批准的谎言，我就永远摆脱不了公司对我的不信任。于是他们说出了真相。他们没有达成交易。他们错过了这个季度。我们差点没有得到融资。我认为戴维用了7百万美元的支票领导了B轮融资。
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第5段：这项新技术使得机器人能够更好地理解其周围的环境。该技术利用先进的传感器和计算机视觉技术来识别不同对象的外观和位置。这使得机器人能够更智能地执行任务，例如在拥挤的环境中避免碰撞，或在复杂的场景中精确地定位物体。这些进步将使机器人更好地适应各种工作场所和任务，并具有更高的可靠性和安全性。
That's how like it was like by the, you know, by your fingernails, they were hanging on. But that cultural thing right kind of led to they always put reliability and security ahead of features as in their development.
“就像你知道的，它就像是你的手指甲一样，勉强地挂在那里。”这就是它的情况。但是，这种文化是导致他们在开发中总是把可靠性和安全性放在特性之前的原因。
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第6段：其次，新冠疫情还导致经济衰退和失业率上升，许多人失去了工作。此外，由于限制措施的实施，许多企业关门大吉，影响了全球供应链和贸易活动。这些影响可能会在未来几年持续存在，给世界带来长期的经济和社会影响。
And they were neck and neck with this company one log in who was actually turning out features much, much faster. But one day one log in got breached because they did not have that value. They didn't have that kind of belief. And that was the end of the competition. They we never saw them again. I mean I could just destroy them after that.
他们和一家名为One Log In的公司竞争得非常紧密，但这家公司实际上生产的功能要快得多。但是有一天One Log In被攻破了，因为他们没有那种价值观和信念。竞争就这样结束了，我们再也没有看到他们了。我的意思是，那之后我就能轻易击败他们了。
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第7段：为了缓解这个问题，一些国家开展了所谓的“限塑令”，限制塑料袋的使用和生产。一些企业和消费者也逐渐采用可降解和可重复使用的替代品。虽然这些努力有所帮助，但解决问题的关键在于整个社会的参与。政府需要实施更加严格的政策和法规来限制塑料的使用和生产。同时，人们也需要从生活中的各个方面开始采取可持续的行动，例如购物使用环保袋、多次使用容器和拒绝使用一次性餐具等等。只有大家联手合作，才能真正为环境出一份力。
And so, you know, that that's one where a cultural thing if you commit to it. And it's really goes with the business strategy. Can have a huge payoff. And that that's probably the best thing that I that I saw them do.
所以，你知道，这是一个文化问题，如果你致力于它的话。它与商业策略紧密结合，并能带来巨大的回报。我认为这可能是我见过他们做的最好的事情。
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第八段：在这个数字化时代，人们越来越习惯于使用智能手机和其他数字设备，人们的购物方式和行为也在不断发生变化。消费者现在可以随时随地访问商品和服务，并与商家进行互动，这为企业提供了更多的营销和销售机会。数字化的商业环境也正在改变传统的零售和商业模式。企业必须积极适应数字化发展趋势，以保持竞争优势并满足客户需求。
Okay. So changing gears and topic that both of us care about is what I call diversity. But I've listened to you explain this is that's the wrong way to think about it. And it's better to think about it as talent discovery or well talent. Yeah. Yeah. Yeah.
好的，所以我们改变方向和话题，都关心的是我所谓的多样性。但我听你解释这种想法是错误的，更好的想法是才能发现或好的才能。嗯，嗯，嗯。
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第9段：
原文：Despite this, the researchers stress that their study is not meant to discourage donation.
翻译：尽管如此，研究人员强调他们的研究并不是为了阻止捐赠。
So look, I think this will be just like warning. Not what you've heard before on it if you haven't read my book. So like I think diversity is like a misdiagnosed problem because it's diagnosed as like racism and sexism. And that's why things aren't diverse.
听着，我觉得这就像是一个警告。如果你没读过我的书，那么这不是你之前听到过的。我这么说，多样性是一个误诊的问题，因为它被诊断为种族主义和性别歧视。这就是为什么事情不够多样化的原因。
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第10段：
原文：In conclusion, language translation technology has come a long way and has greatly improved our ability to communicate with people from all over the world. While it is not perfect and there are still challenges to overcome, it has certainly made the world a smaller and more interconnected place.
改写为：总之，语言翻译技术发展了很长一段时间，大大提升了我们与世界各地的人进行交流的能力。虽然它并不是完美的，且仍有挑战需要克服，但它确实使世界变得更加紧密和互联。
And that's not really what's going on on diversity for the most part what's going on is profiling. How do you hire somebody while I know what I'm good at I value it highly and I can test for it in an interview. So I'm going to hire me. That's generally how it works.
实际上，多元化并不是主要问题，主要是有意识地选拔人才。当我们招聘人才时，我们通常考虑自己的技能和其价值，并在面试中进行测试。最终，我们会选择自己。这基本上是招聘的工作方式。
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第11段：这些趋势在未来几年中可能会进一步加速发展。随着技术的不断进步和创新，可能会出现更多的机会和挑战。企业需要积极适应这些变化，以确保保持竞争力和持续性增长。同时，政府和社会也必须承担起责任，鼓励可持续发展和社会责任，以确保全球经济和社会的未来繁荣和有益。
And if you look at any organization. You know, if it's if you've got a group that's run by a Chinese person there will be a lot of Chinese people there. If you have a group run by a woman, there'll be a lot of women there. It's just like that's the way it goes. And you can look at almost any organization that works out this way.
如果你观察任何一个组织，如果它是由一个中国人管理，那里就会有很多中国人。如果是由一个女性管理的小组，那里就会有很多女人。就像这样，事情就是这样的。你可以看到几乎所有的组织都是这样运作的。
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第十二段：此外，良好的跨文化交流技能对于国际业务和跨国团队合作至关重要。如果您能够流利地交际，理解和尊重不同文化之间的差异，那么您的国际业务将更具竞争力并更有可能取得成功。
另外，要想在国际业务和跨国团队合作中取得成功，良好的跨文化交流技能非常重要。如果你能流利地交流，理解并尊重不同文化之间的差异，那么你的国际业务将更有竞争力，更有可能取得成功。
And I was trying to diagnose this actually at Andrews and Horowitz when we first started out because we had marketing as run by Margaret when mockers everybody worked there was a woman we had, you know, researchers run by Frank Chen everybody work for amazation like the whole thing was playing out that way.
我其实在安德鲁斯和霍罗维茨刚开始的时候就在诊断这个问题，因为我们的市场营销是由玛格丽特负责，当时我们所有的员工都是女性，我们的研究人员由弗兰克·陈负责，所有人都为了实现amazation在工作，整个局面都是这样展开的。
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第13段： 我们必须认识到，语言翻译技术仍然不完美，仍然有很多限制和挑战。虽然翻译软件可以提供基本的翻译，但仍需要人类的干预和修正。而且，语言和文化之间的差异也会导致翻译错误和误解。因此，在进行跨语言交流时，尽可能准确地表达自己的意思，同时也要努力理解对方的观点和文化背景，以避免沟通障碍和误解。
And I said, OK, I have to understand this better. And so I sat down with Margaret I said, Margaret, what's in your profile where no men can get the job. And she looked at me and she said, helplessness. And I was like, OK, I don't know that many helpful men. So she kind of got me on that.
我说：“好吧，我必须更好地了解这个问题。”于是我坐下来与玛格丽特交谈，我说：“玛格丽特，你的资料上有什么让男人无法得到这份工作的内容？”她看着我说：“无助。”我说：“好吧，我不认识太多有助益的男人。”所以她抓住了我的把柄。
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第14段的意思是，人工智能技术的崛起可能会导致许多工作职位的消失，但同时也会创造出新的工作机会。尽管如此，我们仍然需要采取措施来确保受影响的人们能够找到新的职位或获得培训，以便他们能够适应不断变化的就业市场。
But the really interesting thing about that was like we're a venture capital firm like we're in the services business. Like in what world is helpful, not like a good criteria for us like every job should have that in their criteria, like being able to anticipate somebody's need before they know what they even need and like get to it, like how is that not a competitive advantage.
但真正有趣的事情是，我们就像一家风险资本公司一样，处于服务业务中。在哪个世界中，帮助是一个对我们有益的标准，而不是一个好的标准？每个工作都应该具备这个标准，即在人们还不知道他们需要什么之前就能预见他们的需求并迅速满足。这难道不是竞争优势吗？
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第15段：这项研究表明，尽管全球化可以带来贸易、移民和文化交流等好处，但它也可能增加全球不平等，并对一些国家的经济造成负面影响。需要更多的政策和行动来缩小全球不平等，并确保所有国家都能从全球化中获益。
Well, I went through every profile we had. She was the only one who had helpfulness in there. And I had never interviewed anybody on that. I didn't even know how to interview anybody on that. So it was basically talent blind. I couldn't see it like it was there, but I couldn't see it. And so, you know, that that's what like really got me to realize, OK, you have to change your whole process is you have to be able to understand talent that you don't have.
嗯，我去看了我们所有的简历。她是唯一一个在简历里写有“乐于助人”的人。我以前从没面试过这个能力，我甚至不知道怎么去面试这个。所以说，基本上是无法发现这个她的才能的。我看得到，但又看不到。所以，你知道的，这让我真正意识到，好了，你必须改变你的整个流程，你必须能理解你没有的才能。
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And be able to network to people you don't know if you're going to solve diversity. You have to be able to see the talent. That's where it starts. And it gets very dangerous if you try and not see the talent and just see the gender color.
如果要解决多样性问题，你必须能够与你不认识的人建立关系。你必须能够看到人才，这是开始的地方。如果你只看到性别和肤色，而不看到人才，那就非常危险了。
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第17段：在这些研究中发现，每天多运动30分钟的人比不运动的人更有可能拥有强健的身体和健康的体重。而每天多运动60分钟的人则更有可能减少患糖尿病、高血压和其他健康问题的风险。此外，研究表明，即使在中年或晚年开始运动也能带来健康益处。因此，不要害怕晚点开始，只要开始就好，即使是小量的运动。
And let me kind of I'll give you a great story on that.
让我来告诉你一个很棒的故事。
So Steve Stout, who spoke here a few years ago, I think, a minisatchepaner and our portfolio, very good friend of mine called me up one day and he says, Ben, I used to be president of Sony Urban Music. And I of course already knew that because I know them for years, but he was setting me up for a story.
所以，史蒂夫·斯托特几年前在这里发言。他是我们的投资合伙人，也是我的非常好的朋友。有一天，他给我打电话说：“本，我曾经是索尼城市音乐的总裁。”当然，我早就知道这个事实，因为我们认识很多年了，但他是在给我讲一个故事。
And I said, yes, Steve, I know that he said, yeah, but it wasn't urban music. It was black music, but they made me call it urban music because calling it black music would have been racist. And I said, well, that's kind of silly.
我说，是的，史蒂夫，我知道他说的是，但那并不是城市音乐。那是黑人音乐，但他们让我称之为城市音乐，因为称之为黑人音乐可能会被认为是种族主义。我说，那有点傻。
He said, no, no, that was in the dump part. The dump part was because we called it urban music. And it wasn't allowed to market in rural areas like all black people lived in the city. I was like, wow, that's crazy. He said, you're not even listening to me.
他说，不，不是那部分。垃圾部分是因为我们把它称为城市音乐。像所有黑人都住在城市一样，它不允许在农村地区市场销售。我当时好惊讶，嗨呀，太疯狂了。他说，你甚至都没听我说。
I was president of Sony Urban Music. I had Michael Jackson. What white people don't like Michael Jackson. It wasn't black music. It was music. What are they talking about? And then if you fast forward from that era of the urban music department and the black section and terror records to today, go look on Spotify. Like the top 100.
我曾经是索尼城市音乐的总裁，我管理了迈克尔·杰克逊。白人不喜欢迈克尔·杰克逊，他们认为它不是黑人音乐，但事实上它只是音乐罢了。他们在说些什么呢？如果你现在看一下城市音乐部门、黑人部门和恐怖唱片公司那个时代到现在，进入Spotify，观察一下排名前100的音乐。
Like more than 70% of the business is black music. It wasn't black music. It wasn't a niche. It was just music. And just, you know, because some executives had a diversity program to help them, they niched it into this tiny market that was much smaller than what its actual reach was.
像超过70%的企业是黑人音乐一样，它不是黑人音乐，也不是一个小众市场，它只是音乐。因为一些高管有多样性计划要帮助他们，所以他们把它定位成一个比其实际覆盖面小得多的小市场。
And that's what we end up doing, you know, with I call it urban HR, where you have a diversity department run by somebody who's completely disconnected from the culture that you want for the rest of the company.
你知道，这就是我们最终所做的，我称之为城市人力资源，其中一个多样性部门由与公司其他地方所需文化完全脱节的人来管理。如果必要，可以改为：所以我们最终就这样做了，你知道我所说的城市人力资源，其中多元化部门是由与公司其他地方需要的文化完全脱节的人来管理的。
And they're putting people through a side door instead of through the front door because you can't see the talent. And so you've got to develop the ability to see talent that you don't have. And we have a whole like big process for this at the firm.
他们现在把人们从侧门进去，而不是从正门进去，因为你看不到人才。因此，你必须培养看到你没有的人才的能力。我们公司有一整套的流程来处理这个问题。
But I give you like one last example on this because it's so important. And so we had this position, you know, years ago, which I kind of stole from Michael Ovitz because he used to do this thing when he was at CAA where he'd call up an actress who was at William Morris.
我再举一个例子来说明这个很重要。很久以前，我们有了一个位置，这个点子是从迈克尔·奥维茨那里偷来的，他在CAA的时候有这样一个做法，会联系一个在威廉莫里斯经纪公司的女演员。
And he would say, Hey, I've got a part for you. And she's like, well, you're not my agent. Why are you going to be a part because your agent sucks. And I'm going to like, I think you'd be great for this role. And you know, that way everybody would like CAA better.
他会说，嘿，我有个角色适合你。而她会说，你不是我的经纪人，为什么要给我角色，就因为你的经纪人不好？然后我就会说，我觉得你对这个角色很合适。这样，大家都会更喜欢CAA。
So I was like, well, I'm going to do that in venture capital. So we had this role, the mini Michael Ovitz. And we're hiring for it. And the hiring manager was an investment banker. And so I see 15, you know, investment banker candidates. And so I call him up.
所以我就想，嗯，我要在风险投资方面做这件事。我们有这个职位，就是小迈克尔·奥维茨的角色，我们正在招人。招聘经理是一名投资银行家。于是我见到了15个投资银行家候选人，然后我就给他打电话。
I'm like, yo, like what's the criteria for this job? And he says, well, you know, they have to be like really detailed, oriented, hard working, great at follow up, you know, going through all the investment banker characteristics.
我说：哎呀，这份工作的标准是什么啊？他说：嗯，你知道，他们必须非常注重细节，勤奋努力，善于跟进，像投资者银行家的所有特点。
I was like, that's all fine. But isn't the actual criteria for this job that you can get people to like you when there's no business reason to do so. And he goes, well, yeah. And I said, well, who likes investment bankers?
我当时就说，那挺好的。但是这份工作的实际标准难道不应该是在没有商业原因的情况下让人们喜欢你吗？他说，是的。我就问他，那投资银行家谁喜欢呢？
And he says, well, what should I do? I said, well, like let's start with the right criteria. And I said, like, well, what talent pool? Do you know, like, what culture? Do you know where like relationships are at the center where like even when you're a kid, like your parents, like teach you how to talk to people correctly and so forth, like what culture is that?
他说，我该怎么办？我说，让我们先从正确的标准开始。我说，什么样的人才库呢？你知道吗？什么样的文化呢？你知道那个把关系放在中心位置的文化吗？即使在你还是孩子的时候，像你的父母会教你如何正确地与人交往，这是哪种文化呢？
He goes, I have no idea. I said, well, look, in my experience, I said, like in like the African American community, like that's the whole culture is oriented around relationships. And looking for a relationship standpoint, maybe we also auto like in that talent pool as well.
他走了，我不知道。我说，嗯，看，根据我的经验，就像在非洲裔美国人的社区中一样，整个文化都是以人际关系为中心的。从寻找关系的角度来看，也许我们也可以在那个人才库中寻找。
He says, you want me to hire a black person?
他说，你想让我雇佣一个黑人？
I said, no, I want you to have the right criteria and look at places where you might fill that criteria, not investment bank. And he goes, okay, did it so long story short, we hired a guy by the name of Chris Lions.
我说，不，我希望你有正确的标准，去看看哪些地方可能符合那些标准，而不是投资银行。他说，好的，然后长话短说，我们雇了一个叫克里斯·莱恩斯的人。
He had previously, you know, been in the music industry as a sound engineer for Germain Dupree. He was a waiter at the cheesecake factory. Cheesecake factory rates every waiter on the percentage of tips they get.
他之前在音乐行业做过杰曼·杜普里的音效工程师，你知道的。他现在在起司蛋糕工厂当服务员。起司蛋糕工厂会根据服务员得到的小费比例来评价他们的表现。
He was number one nationwide. That's how likable this guy was. And so why is that important? Well, we get him in. He wasn't good at financial modeling. He wasn't good, you know, all kinds of things that we normally have in our criteria.
这个人在全国范围内是第一名了，他非常讨人喜欢。那么这很重要吗？是的，我们让他加入我们。他不擅长财务建模，也不擅长我们通常招募需求的各种技能。
But he was a 10 out of 10 at that. And because we knew why we hired him. Like he was able to develop his career and he look, he's a general partner now. But you never go from an entry level job like that to general partner if I had hired him because he was black, because I would have never known what he was good at.
但他在那方面表现得十分完美。因为我们知道为何雇用他，他能够发展自己的职业，现在看，他已经成为一个总合伙人了。但如果我因为他是黑人而雇用他，那么他永远不可能从那样的初级职位晋升为总合伙人，因为我将无法知道他的优点是什么。
Like it doesn't, it doesn't work to do that kind of diversity. It's just a waste of time. It destroys, you know, your talent base. It's why you like you have all this, you know, employees, sad issues and companies of the diverse people. And so you know what I measure? I don't care about how many like of any kind of people we have. All I care about is attrition, job satisfaction, promotion rates. Can I tell what race or gender you are? And if I can't, then I'm good. Because that's what matters.
就像这样，做这种多样化是无效的。这只是浪费时间。它破坏了你的人才基础。这就是为什么你看到这么多不同族裔和性别的员工在公司中面临悲惨问题。因此，你知道我衡量的是什么？我不关心我们有多少不同类型的员工。我只关心员工离职率、工作满意度和晋升比率。我能知道你的种族或性别吗？如果我不能，那就够了。因为这才是重要的。
Like are you, if you're a great place to work for people of all different talents and backgrounds and cultures, then like you're going to be attractive to that, you have to understand that talent base to be that. And you know, you have to be able to evaluate it. And so, you know, that is in my view, you have to put in the work. You have to understand talent that you don't have. You have to network to people that you don't know. And if you just try and shortcut it by going like we're going to hire X number of this gender and this race and this orientation, then you're going to ruin your culture and your environment. Because everybody's going to question everybody like you can't unsee the hiring process.
如果你是一个适合不同才能、背景和文化的人工作的好地方，那么你就会很吸引人，你必须理解这个人才基础才能做到这一点。你要能够评估人才。在我看来，这需要付出努力。你必须了解你没有的人才。你必须交往你不认识的人。如果你试图通过直接雇用一定数量的某种性别、种族和取向的人来进行捷径，那么你将破坏你的文化和环境，因为每个人都会质疑雇用过程。
So anyway, so that does like a bit of a round. I always get into trouble when I talk about this. So I'm a stop. Okay. My PR people will be so angry with last two questions.
总之，这个话题有点不太好说。每次我一谈到这个话题就会惹麻烦。所以我就不说了。好了，我的公关人员一定会很生气我回答了最后两个问题。
Well, this question is basically about how to make trade-offs where you can't optimize for everything. And I put this under the heading of Pushido. You and I were talking about it when we remember hundreds of years ago when we were at Netscape and we had a star engineer who was critical with quitting because he got in a higher offer somewhere else. And I came to you and I said, well, we need to retain this person. And it wasn't that big a deal to match the offer. Like we could afford it. And you said, no, we're not doing that because the lesson was like if we do that with this guy, then we got to do with everybody else.
这个问题基本上是关于如何在你不能做到最优的情况下进行权衡。我把它归入Bushido这一主题下。我们之前在 Netscape 时曾谈论过这个话题，回忆起几百年前的一位关键工程师因为在别的公司有更高的薪资待遇而想要离开公司。当时我去找你，说我们需要留住这个人。虽然我们的经济状况并不会因为匹配薪资而有太大影响，但你还是拒绝了我的请求。因为我们意识到，如果我们对这个人这么做了，那么我们就要对每个人都这么做了，这是我们从这件事情中学到的教训。
But how do people know when to when do they match offers? When do they do something? And sometimes there is a short term emergency where if you don't do it, you're dead. So how do you decide when they're to optimize for the long term and near term? And how do you think about that? Yeah, so look, I think that one thing that people care about a lot in a company and in life is fairness. Like, is there some set of rules at work that like if I do my job, if I make my contribution and so forth, like I'm going to be treated fairly like that. That's a big thing.
但人们怎么知道何时匹配报价呢？他们什么时候会采取行动？有时会遇到短期紧急情况，如果你不采取行动，你就会死。那么你如何决定什么时候为长期和短期进行优化呢？你怎么考虑这件事？是的，看，我认为公司和生活中人们关心的一个很重要的问题就是公平性。就像在工作中是否有一套规则，如果我做我的工作，做我的贡献等等，那么我会得到公平的对待。这是一个很重要的问题。
By the way, it's also a big thing on diversity. It's like, okay, are you just going to promote your buddies, your click your people like you or do I have a real chance here. And so it's such an important underpinning of, you know, everything you want to do, kind of culturally job satisfaction wise and so on. And so look at that, you know, my management kind of philosophy at that time and the way we were doing things is like we evaluate everybody on a frequent basis and together. And then whoever is performing the best, that's who gets the race, not the person who quits and gets another job offer, not the person who asks for it and so forth. And so that was the principle.
顺便说一下，这也是多样性的重要问题。这就像，你只会提拔你的朋友、你的团队成员，还是我有真正的机会。这是非常重要的基础，是你想做的一切、文化和工作满意度的支撑。所以，看看我的管理哲学和我们当时的做事方式，我们经常一起评估每个人的表现，然后选择表现最好的人进行提拔，而不是那些辞职换工作或者提出要求的人。这就是我们的原则。
So, you know, for me, like that, that was more important than any individual just at that time. And, you know, it's always easy to go to that. Now look, read Hastings as a whole, another philosophy, which is you have to get another offer in order to get a raise that Netflix. At least that's kind of what he indicates in his book. And so, you know, there are different ways to go about it, but I think that you have to be, it has to be like transparent fair principle. And if we had given him the raise there, it would have been anything but that because the whole thing that we had agreed upon was like we had this process. And so anybody who followed the process got screwed. And I was, to me, that's never going to happen.
所以，你知道的，对我而言，那比在那个时候任何个体都更重要。而且，你知道的，总是容易想到这一点。现在看看Hastings的整体哲学，他在他的书中表示，你必须得到另一个报价才能获得比Netflix更高的薪水。所以，你知道，有不同的方法去做，但我认为这必须是透明、公正和原则的。如果我们当时给了他加薪，那将违反我们之前达成的整个协议流程。那样做会让任何遵循流程的人都受到伤害，对我来说，这永远不会发生。
I never want to penalize people for not asking for a raise, for not like going to get another job and so forth. And much rather, you know, give people a reward for being like loyal and honest and doing what we ask them to do. Then like this other shadow way of doing things that, you know, that that gets rewards. And I just think, and this gets back to the bill thing, like you have to think about like how everybody was going to proceed that not just him, like did he stay. It's like, well, what is that going to mean for everybody who works here?
我从来没有想过因为员工没有要求涨薪或不喜欢去找另一份工作等原因来惩罚他们。相反地，我更愿意给予那些忠诚、诚实并按照我们要求他们做事的员工奖励。与那些得到奖励的阴影操作方式相比，我更倾向于这种做法。我认为这与账单有关，我们必须考虑每个人的立场，而不仅仅是他的立场。如果他留下来了，那对我们这里的所有员工意味着什么呢？
Okay, last question. When off the road was acquired by HP, you made a comment about what it was like to work at HP that it was like nobody cared. It wasn't their company. And yeah, at that time, at that time, which was sad because that's one time that was different.
好的，最后一个问题。当Off the Road被HP收购时，你曾发表过一些关于在HP工作的感受，说就好像没有人在乎。那不是他们自己的公司。确实，在那个时候，情况有点遗憾，因为那是一个不同寻常的时期。
And one thing that clearly helps the company succeed is having the whole company be resilient and having ownership and having the whole company be courageous. So for a closing thought, what would you, what advice would you give to CEOs to have to set a resilient culture?
有一个显然有助于公司成功的事情就是让整个公司具有韧性、所有权和勇气。那么作为最后的想法，你会给CEO们什么建议来建立一个具有韧性的企业文化呢？
Look, I mean, I think that there's a thing that you're getting at that's important, which is look at this point in most of you are probably at this stage in your company where it feels like every for everybody who works there, like they don't only work that they feel like is their company. It's a start up like we're all in this together.
听我说，我觉得你说的很重要，就是现在你们公司大部分人都处于这个阶段，感觉每个人都不仅仅在工作，而是感觉这是他们自己的公司。像个初创公司一样，我们都在这一起。
This is my company, whatever I contribute is going to matter because this is something that I built. And that feeling, the longer you can preserve it at the high enough, the higher the scale, the better your company is going to be just in like a very rough terms.
这是我的公司，无论我做出什么贡献都将很重要，因为这是我建立的。而那种感觉，越长时间地保持在足够高的水平，规模越大，就越好，就像一个很粗略的说法一样。
And then, you know, at Chilett Packard, at the end, you know, nobody felt like it was their company. They were on their fourth professional CEO or whatever. And, you know, everybody was there for paycheck.
然后你知道，在赛莱特·帕克德，最终，你知道，没有人觉得这是他们的公司。他们已经换了第四个专业的首席执行官之类的人。而且，你知道，每个人都是来领工资的。
And the difference in like the quality, the company, the ability to do new things, everything really relies on that. You know, whether am I working there or isn't my company. And, you know, it's why, you know, one of the amazing things about Amazon that you see, you know, almost throughout Jeff's tenure, like he was able to maintain that idea that people at Amazon really felt like Amazon was theirs.
这是要说，像产品质量、公司实力以及能否开展新事业等等，都全都取决于这一点。你知道的，无论是我是否在这家公司工作，都很重要。你知道的，亚马逊的一个惊人之处在于，在杰夫担任首席执行官期间，几乎一直能够保持亚马逊的员工们都感觉它是他们自己的公司的理念。
And it's a giant scale. So you can, now you lose it. It's never as good as in the very beginning. So you lose it over time, but the slower you lose it, the better off you are. So it's a really kind of, you know, when you think about culture and management and all these kinds of things, it's really important to keep that in mind.
它是一个巨大的比例尺。你现在可能会失去它。它从来没有像一开始那么好。所以随着时间的推移，你会失去它，但你失去得越慢，你就越好。所以当你考虑文化和管理等方面的事情时，记住这点非常重要。
If I do this, will everybody feel like it's their company, and which is kind of on the R.A. thing, right? You know, if I did that, then people would feel like, okay, this is not my company, because I just got screwed by Ben. So like, and as soon as you get to there, you know, that's the problem that keeps on giving.
如果我这么做，大家会不会觉得这是他们自己的公司？这和R.A.的事情有关，对吧？如果我这么做，人们会觉得，哦，这不是我的公司，因为我被Ben坑了。所以，一旦你到了那个地步，你知道这是一个不断加深的问题。
Okay. Thank you very much, Ben. Thank you, everyone. Thank you.
好的，非常感谢你，Ben。谢谢大家。谢谢。