Day 21: Defining roles reduced conflict
Thursday
各位书友，今天我们一起阅读《Zero to One》第十章THE MECHANICS OF MAFIA。
思考问题：
Talented people don’t need to work for you; they have plenty of options. You should ask yourself: Why would someone join your company as its 20th engineer when she could go work at Google for more money and more prestige?
有才华的人不需要为你工作，因为他们有众多选择。自问：为什么放弃去谷歌获取高薪和威望的机会，而去你的公司做第20位工程师呢？
欢迎大家给后台留言，文字语音都可以，中文英文均不限。
你的每一条留言对于我们都很重要！*3
英语共读编辑团队在后台等您来！在后台等您来！等您来！
01 RECRUITING CONSPIRATORS
提供不可替代的工作机会
Recruiting is a core competency for any company. It should never be outsourced. You need people who are not just skilled on paper but who will work together cohesively after they’re hired. The first four or five might be attracted by large equity stakes or high-pro-file responsibilities. More important than those obvious offerings is your answer to this question: Why should the 20th employee join your company?
招聘是每家公司的核心竞争力，不应该外包出去。你需要的员工应该不只是简历上看起来厉害的人，还要在入职后能与他人团结协作。最初来应聘的四五个人可能是被大额股份或高层职位吸引。除了这些显而易见的福利，更为重要的是你自己对这个问题的回答：为什么第20个员工要加入你的公司？
Here are some bad answers:
以下是一些不好的回答：
“Your stock options will be worth more here than else where.”
“You’ll get to work with the smartest people in the world.”
“You can help solve the world’s most challenging problems.”
“因为的你的优先认股权会是世界上最有价值的。”
“因为你在这里能和世界上最聪明的人一起工作。”
“因为你能帮助解决世界上最具挑战性的问题。”
What’s wrong with valuable stock, smart people, or pressing problems? Nothing—but every company makes these same claims, so they won’t help you stand out. General and undifferentiated pitches don’t say anything about why a recruit should join your company instead of many others.
高价股票、聪明同事、具挑战性的问题有什么不对吗？没有，但每个公司都是这种相同的论调，因此这并不能使你独树一帜。千篇一律的话不能说明为什么应聘者要加入你的公司，而放弃其他的选择。
The only good answers are specific to your company. But there are two general kinds of good answers: answers about your mission and answers about your team.
唯一的好答案必须针对你的公司量身定制。但有两类好答案：一类是关于公司使命的，一类是关于团队的。
You’ll attract the employees you need if you can explain why your mission is compelling: not why it’s important in general, but why you’re doing something important that no one else is going to get done. That’s the only thing that can make its importance unique.
如果你能解释为什么公司使命激动人心，那么你就能吸引你需要的员工。不是解释工作的重要性，而是解释为什么你在做别人从未想过要做的重要事情。这是唯一能让你的理由变得独特的方法。
However, even a great mission is not enough. The kind of recruit who would be most engaged as an employee will also wonder: “Are these the kind of people I want to work with?” You should be able to explain why your company is a unique match for him personally. And if you can’t do that, he’s probably not the right match.
然而，仅有重大使命是不够的。将来有可能成为员工的应聘者仍会质疑：“我愿意和这些人共事吗？”因此，你还需要解释为什么你的公司适合他。如果你不能，可能他不是合适的人选。
Above all, don’t fight the perk war.
总之，不要打福利待遇之战。
02 WHAT’S UNDER SILICON VALLEY’S HOODIES
每个员工都与众不同
From the outside, everyone in your company should be different in the same way.
从外面看，你公司的每名员工都应该有同样与众不同的气质。
Unlike people on the East Coast, who all wear the same skinny jeans or pinstripe suits depending on their industry, young people in Mountain View and Palo Alto go to work wearing T-shirts. It’s a cliché that tech worers don’t care about what they wear, but if you look closely at those T-shirts, you’ll see the logos of the wearers’ companies—and tech workers care about those very much. What makes a start-up employee instantly distinguishable to outsiders is the branded T-shirt or hoodie that makes him look the same as his co-workers. The start-up uniform encapsulates a simple but essential principle: everyone at your company should be different in the same way—a tribe of like-minded people fiercely devoted to the company’s mission.
不像美国东海岸的人们工作时都穿着相同的紧身牛仔裤或细条纹套装，芒廷维尤和帕洛阿尔托的年轻人工作时穿的是T恤。技术人员不在意穿着的看法已不是新闻，但是如果细看那些T恤，你会发现他们公司的标志——这是技术人员及其看重的。让初创公司员工与外人不同的就是T恤和卫衣上印着的公司标志。初创公司的工装涵盖了一个简单而重要的原则：你公司的每个员工都应该一样的与众不同——一致的标志说明了志趣相投的一群人积极投身于公司使命中。
03 DO ONE THING
每名员工只专注于一件事情
On the inside, every individual should be sharply distinguished by her work.
从内部来看，每个人分工明确，并因担负独特的工作而与众不同。
When assigning responsibilities to employees in a start-up, you could start by treating it as a simple optimization problem to efficiently match talents with tasks.
在初创公司分配任务时，你可以把它作为一个优化问题来对待，使人才与工作有效匹配。
A deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Start-ups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a start-up to survive at all.
一个更深层的成果：界定角色可减少矛盾。公司里绝大多数矛盾是由同事竞争同一岗位引起的。由于初创公司初期的工作角色流动性大，所有面临很大的风险。消除竞争更易于建立长久的纯粹的工作关系以外的交情。除此之外，内部和谐是初创公司存活的关键。
拓展
Every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.
每个公司本身就是一个生态系统，派别冲突会使其无力应付外部威胁。内部冲突就像是自体免疫系统疾病，致死的原因可能是肺炎，而真正的死因却隐藏在内部，无法一眼看出来。
本月共读《Zero to One》英文版
点击公众号菜单栏“共读社群”立即加入有书英语共读
☞ 领读达人：刘亚南，英语共读负责人，85后
☞ 主播：熊叔（公众号：熊孩子聚集地），别人说我英语讲得像母语，是个美国人，我笑~谁说不出国门就学不会地道美语?，别人说我拥有TESOL国际教师资格证~，我笑~自己只是个教书的逗比小光头罢了。
☞ 设计：刘莹
☞ 编校：陈珺洁