硅谷超级天使Chris Sacca:不退缩，要勇往直前
Chris Sacca 凭借他早期投资 Uber、Twitter、Instagram 和 Kickstarter 的经验，在投资界享有盛名。他也是 Lowercase Capital 的创始人，在他成为投资人之前，他曾在 Google 任职，他帮助 Google 买下了价值十多亿美元的数据中心。
本文是从他的一次视频中精简而成。
你如何才能交到真正优秀的朋友？
Chris Sacca 认为真正的行动者是那些能够让想法变成现实的人，他们并没有多难找，他们只是和其他人不太相同。当 Twitter 和 Square 的创始人 Jack Dorsey，Blogger 及 Twitter 的联合创始人 Ev Williams，Uber 的首席执行官 Travis Kalanick、Slack 的创始人 Stewart Butterfield 谈论到他们的公司时，可以发现他们很清楚自己的公司将会带来巨大的影响力。
识别别人的才能只是第一步，但如果想要结交这些有才能的人，你需要成为他们那个圈子的人。当他第一次与 Instagram 联合创始人 Kevin Systrom 见面的时候，他就在其身上发现了独特的才能。
创业者们通常犯的第一个错误是什么？
Chris 表示不是每一个人都能成为创始人，但成为创始人这件事却充满了诱惑力。我们现在所处的时代，创业是一件非常有吸引力和时尚的事，但是人们受到的仅仅是这种想法的吸引，而并非是在理解了成为一个创始人需要面临如何残酷的现实压力之后仍愿意迎难而上。
Chris Sacca：“理论上，每一个人都能成为创始人，但并不是每一个人都能拥有一颗强大的内心去创建一个公司。”
那么当你成为创始人的时候，你如何判断自己能够做成这件事？
你一定会觉得自己的能力有限，你也没法劝自己否认这个认知。Chris 认为，这个认知源于内心深处，没有人会去质疑，也没有人会把时间浪费在自己根本无力做到的事情上。
相反，如果你发现自己表示出 “我只是想要去创建一些东西” 的想法，根据这个想法考虑了很久并且想找其他人来验证这个想法是否可行。作为一个创始人，你还没意识到自己应该放弃这件事。
在科技领域，哪些人最令人尊重但往往却被人低估？
投资人代表人物：Bill Gurley（Benchmark Capital 高级合伙人、Uber 董事会成员）
Chris 表示很幸运能够和他一起在董事会共事。在整个会议上，Gurley 说的话绝不会超过 30 个词。他是一个超级棒的聆听者。Chris 认为我们所有人都能从他身上学到很多东西。
运营方代表人物：Adam Bain（Twitter 新晋 COO）
Chris 想人们仍然不太了解 Adam Bain 在 Twitter 的工作能力有多出色。他和 Gurley 一样，为人非常低调。如果他想，他可以成为一家大公司的 COO。但他选择留在这个他一手建立的团队里，和另一个非常棒的创始人 Jack Dorsey 一起合作。
同时 Chris 也跟大家分享了分享一些 Larry 以及 Sergey 的故事
Chris 在 Google 任职四年，在 Google 公开上市之前他就已经加入了这家公司。当时他接到的一项任务就是：在不告诉任何人公司发展速度有多快的情况下，用十多亿美元买下数据中心。Chris 还提到，在 Google 大家会在激烈的辩论中讲故事；此外，Google 还会通过其他一些细微的小事促进员工之间的沟通，比如说 Google 故意在餐厅放置了少于就餐人数的座位，这就迫使你与别人坐在一起吃饭，其目的是为了促进员工之间的沟通交流。
关于 Google 的联合创始人 Sergey Brin
Sergey 拥有让人难以置信的沟通能力。他为人风趣。他有时候还会表演独角喜剧，这也是 Chris 会认为他和著名喜剧演员 Robin Williams 能够成为好朋友的原因。Sergey 非常聪明，也是一个能力很强的销售人员。
Google 联合创始人 Larry Page
他真的可以看到未来。不过当他预知未来时，你会发现很难与他相处，这是因为他可以清晰的看到未来世界的发展方向，因此他无法不对周边事物持以轻蔑的心态，尽管他在努力消除这种心态。当你与 Larry 呆在一起的时候，如果你提出的想法太过狭隘或是用了现在时态，他就会毫不客气地嘲笑你。
是否有一些你过去坚信，但现在却觉得被误导了的事？
Chris 说到他过去非常认同谦逊是成功的关键，但当你和世界上最有才华的一群人一起工作的时候，这一点其实很难做到。他表示谦逊并非是人性的自然状态，而假装自己谦逊则是一件非常虚伪的事情。
当你和全世界最棒的程序员和开发商一起工作的时候，要求他们谦逊做事，这是一件很虚伪的事情。Chris 表示这些人都是成功的名人，他们同样也是懂得奉献的人。你可以用任何名词来形容他们，但你不能否认他们是独一无二的。如果因为自己获得成功却对他人怀有歉意，这更是一个虚伪的举动。
不过，当你在不擅长的领域假装自己很牛逼的时候，你可能会招惹到不小的麻烦。
Chris Sacca：“别为自己做成了世界上最棒的一件事而怀有歉意，但你要清楚知道未来发展的目的地在哪。” 他将这称之为人性中的 “生来勇敢”，事实上这也是他的做人准则。
Chris Sacca 在大学笔记本里的到底要有什么内容，竟然成了一辈子的预测？
Chris Sacca 在 Tim Ferriss 播客中提到过，大学时他曾在爱尔兰当交流生，当时有个关于笔记的小插曲：有一次他和同学传纸条，他们分别在纸条上写下与自己梦想工作相关的词汇，最终他将这些纸条拼在一起，而由这些纸条组成的工作就是他梦想的工作，但他连这个工作是否存在都不知道。
Chris Sacca 表示他并不了解这份工作，但他知道这份工作需要讲很多电话，进行很多谈判，也会遇见很多大喊大叫的人，以及很高的风险，但往往是高风险伴随着高回报。他知道他从哪里能得到他想要的，也许会有一半的时间在山上一半的时间在海滩上，但不管它是什么样，他都决定从 40 岁的时候开始要这么做。
几年前，Chris 和他的妻子在他们的车库中找到他的笔记本，但当看到笔记本里的内容时，他们震惊不已，因为他早已在笔记本中非常准确地描述了他现在做这些事的原因。
Chris Sacca 因为什么而变得众所周知？
在职业生涯早期， Chris 并没有展现最真实的自己。当他在 Google 任职的时候，他代表的是公司；当他大学毕业后进入华盛顿时，他不想因民主党身份而丧失一些潜在的雇主。现在他明白了，他以前从来没有不计后果地去选择一个自己喜欢的工作。
“去年美国总统奥巴马举行了当年度最大的募捐活动，但由于我是爱德华·斯诺登巨大的支持者，白宫并没有给我打电话。” Chris 说到。
同时，他表示 “这只是我想要努力成为最真实的人，如果我能继续从事自己喜欢的工作，同时能够激励到其他人，这也许就会为我们正在做的事带来前进的核心动力。”
Chris 认为要做会讲故事的人
Chris 认为讲故事是创业做事的基本内容，融资、招聘以及媒体宣传都依靠讲故事而生存。
要学会利用故事向媒体推销你自己和你的产品，向投资人、员工以及客户讲述你未来的愿景和发展规划。
有的创业者在描述其产品时更倾向于使用未来式的语言，这也是成功的创业者和失败的创业者最根本的区别。
Chris Sacca Doesn’t Hold Back
Chris Sacca is known for his early investments in Twitter, Uber, Instagram, and Kickstarter, among many others, and is the founder of Lowercase Capital. Prior to his investing days, Chris was tasked with buying billions of dollars worth of data centers while at Google, without alerting anyone (Microsoft) as to how big the company would become. He’s one of the most successful startup investors and doesn’t hold back when sharing his advice or opinions — which is exactly what we got in this recent Product Hunt LIVE video chat.
He shares what it was like working with Larry & Sergey at Google, becoming a guest shark on Shark Tank, interviewing Edward Snowden, and asking President Obama the tough questions that no one else has dared to ask.
How do you surround yourself with talented people?
Chris says that the real movers, the people that make things actually happen, aren’t all that hard to find — they’re just different. When people like Jack Dorsey, Ev Williams, Travis Kalanick, and Stewart Butterfield, talk about their businesses there is just an air of inevitability—they know they’re working on something that’s bigger than the rest of us.
But identifying talent is just the first step. To surround yourself with those talented people, you have to become someone they want to be around. Watch Chris describe how to put yourself in that position, and what he saw in Kevin Systrom while meeting the Instagram co-founder for the first time.
What is the biggest mistake first time founders make?
Chris says not everybody is a founder, but that right now there’s a real allure to being one. We’re at a time where it’s very fashionable and attractive to start a company, but it’s the concept that people are drawn to rather than the tough reality of what being a founder is actually like.
“Everybody is capable of being a founder on paper, but not everybody has founding in their gut.” —Chris Sacca
So how do you evaluate if you have what it takes to be a founder?
It’s so obvious to you that you can’t imagine doing anything else. The idea just has to exist, and you’re not trying to convince yourself of that, or anyone. It comes from so deep down, Chris says, that there is no personal doubt that this is what you have to be spending your time on.
In contrast, if you find yourself saying “I just want to start something” and you’re shopping around for an idea and looking around for someone to validate that idea…as a founder, that’s just not going to cut it.
Who are the most respected and underrated people in tech?
On the investing side: Bill Gurley (Benchmark GP & Uber Board Member). Sacca says:
I wish there was an instructional video of Bill Gurley in board meetings. I’ve been lucky enough to serve on a board with him, and the guy doesn’t say thirty words all meeting, but when he does they’re pivotal, they’re inspirational, and they’re high impact. He’s just an incredible listener. I feel like all of us could learn from him, his insight is incredible, and a guy that’s doing it right that I admire. A very different style than mine, but I really admire his style.
On the operating side: adam bain (recently promoted Twitter COO).
I do think people still don’t understand how good Adam Bain is at Twitter. That is a guy who also (like Gurley) just lays completely low and gives all credit to the people around him. He is someone who could be a CEO of a huge company right now, and he’s chosen to build Twitter, to stay with the team he’s built there, and to work with @Jack who’s one of the best people in the world to work with. Keep an eye on Adam Bain — he accomplishes more (and does so with a smile) than anyone I’ve ever worked with.
On that note, can you tell us a little bit about Larry and Sergey?
Sacca spent four years working at Google and joined before the company went public. He was tasked with buying up data centers for over a billion dollars using secret code names as to not alert anyone to how quickly the company was growing at the time. Chris talked about telling stories of the intense debate culture of working at Google at the time, and even the little things, like intentionally having fewer seats than people at the cafeteria so you’d be forced to eat lunch next to someone.
On Google co-founder Sergey Brin:
Sergey is an incredible communicator. He’s very witty, I don’t know if it all comes across on stage because he holds back, but he’s legitimately funny. That guy could even do a little bit of stand up. That was one of the reasons I think he and Robin Williams became such close pals. Sergey is bright and he’s a good sales person, too, whom I learned from.
He just truly sees ahead. And it’s really hard to be around him when he’s in that mode sometimes because the future is so obvious to him that he has a hard time not being dismissive (although he works hard at it). The one reason you could get laughed out of the room with Larry is if you come with an idea that is too small or too present tense.
What’s something you used to fervently believe that you now see as misguided?
Sacca explains how he used to subscribe to the notion that being humble is the key, and that’s hard when you’re working alongside the most talented people in the world at something. He says that humility is just not a natural state for some people and it would be inauthentic to pretend.
When you’re working with some of the best coders and product people in the world, asking them to be humble is disingenuous. They’re rockstars, they’re ninjas, they’re whatever cliche term you want to use for it—but they’re special, says Sacca. And one of the things he realized is that it’s not authentic to be falsely humble, and it’s not authentic to apologize for being kickass at something.
Where that gets you into trouble, though, is when you feel like you have to pretend to be kickass at things that you’re not great at.
What was in Sacca’s college notebook that turned out to be the prediction of a lifetime?
There was an episode on the Tim Ferriss Podcast where Sacca mentioned a notebook from college while he was on an exchange program in Ireland. He was passing notes with a classmate and ended up spelling out his future dream job, for a job he didn’t even know existed at the time.
I don’t know what the job is called, but I know it’s gonna involve a lot of talking on the phone, a lot of negotiations, a lot of yelling at people, a lot of high stakes — high risk high reward — I’m gonna be able to do it from where ever I want, probably half time from the mountains half time from the beach, and whatever it is, I’m gonna be done doing it by the time I’m 40.
A few years ago Chris and his wife found the notebook in the garage — and their jaw dropped, as it spells out a pretty accurate description of what Chris does. Here’s the full story of how that came about:
What does Sacca want to be known for?
Earlier in his career, Chris wasn’t able to be his most authentic self. When he was at Google, he’d be speaking on behalf of the company; and when he graduated college in D.C. he didn’t want to alienate himself from half of the potential employers by coming out as a Democrat. Now he has the luxury of knowing that he never has to apply for another job, and with that, there’s a certain amount of freedom to speak (tweet🐥) up — although not without consequences.
“It’s about being one of Obama’s largest fundraisers last year, and yet, coming out as a huge supporter of Edward Snowden — and suddenly having the White House no longer return my phone calls.”
“It’s just about trying to be the most authentic person possible, and if I can hopefully keep working on that myself but inspire other people to be that way and maybe really bring that forward as a core value in what we all do — then I would be very proud.”
What was it like interviewing Edward Snowden?
The interview is set to be in November, this tweet was just the prep time. So instead, Sacca told the story of what it was like moderating a series of tech dinners with President Obama. In one of the earlier ones, he noticed that no one was asking the President any real questions, so without holding back — he brought up some of the most controversial issues of our time.
Sacca’s takeaways from that experience can be summed up as:
When the President speaks, do not interrupt.
What seems like an easy choice from the outside is often an impossible task, and the President has to deal with those choices every day on the job.
本文编译自：medium.com
企业服务创业，怎么走出单租户的 ASP 模式这个技术坑？
编者按：ASP 模式和 SaaS 模式的区别，一直被人们混淆。SaaS 架构由于基于多租户并且可拓展，可大幅降低创业成本，但单租户的 ASP 模式做不到这一点。那么，使用 ASP 模式的创业公司应该怎么转型呢。本文经授权转载自微信公众号“ SaaS 云记”（saascloudji），作者纪伟国。
上周，一个 VC 朋友找我帮忙看一个投资项目：“Saas+Paas”。答应之余，我也充满好奇，毕竟没有三五年时间，没有大量客户去磨，Paas 平台难有小成，如今新出来的项目就打这张牌还是值得看看。
聊了不到十分钟，我就明白了：这是一个安装版的软件，只不过下面有一个开发平台，能够为客户提供一定的定制化开发。我恍然并苦笑：“国内所有具备一定规模的软件公司都有一个开发平台，但并不是所有的平台都叫 Paas”。
换个角度简单想下：如果这样可以，那 Oracle 等老牌软件公司当年岂不在一夜之间就可以完成 Saas、Paas 了？拉里老先生又何必亲自挂帅在内部艰难地推动变革？事实上，现在市面上成功的 Saas 软件，没有一个是在已有安装版软件基础上改出来的，都是重新架构开发的。这也是传统软件无法快速 Saas 化的一个很重要的技术原因。
这又回到了 Saas 模式和 ASP 模式的差异上了。上面这种将软件安装在一个云主机上的 ASP 模式，已被视为一种失败的模式，因为它缺少可拓展性、太多的定制化、并没有从本质上改变客户的成本结构。Saas 是基于多租户的架构，从而可以通过共享基础设施而大幅降低成本。Saas 又是一种可拓展的架构，降低了整个的运维成本及复杂度、从而可以享受规模效应带来的边际成本降低。（现在人把 ASP 说成单租户的 Saas，这种说法有些混淆视听，关于二者的区别，有兴趣的朋友可以查阅微信号的历史文章）。
讲了这么多，但是如果现在创业者的软件就是 ASP 模式，应该选择什么样的正确姿势呢？我分析了一下市场上的产品，根据竞争情况及产品复杂度形成了一个模型，谨为大家提供一个思考及应对的角度：
处在左下角，好消息！正确的作法是：暂停功能开发、全面改造产品的架构，如果是产品够简单，功能间松散耦合，能够改造成一个多租户、分布式的架构。事实上，国内已经有在这个象限成功改造了原有产品的公司，相当令人佩服。
处在左上角，虽然是一个坏消息，但也可以认真研究并拆分系统，逐个业务点进行改造。由于竞争激烈，处在这里的公司仍然需要快速升级产品，所以你不得不面对：产品升级和底层改造双线作战的压力，难度有点大，但值得赌一把，有一线生机。
如果处在右下角，坏消息是产品根本改不出来，好消息时你还有时间去重新做一个。此时，最好的办法是：将你的团队分成两个部分，一个部分继续销售安装版的软件保证稳定的收入，同时另外一个团队去开发一个纯 Saas 的软件来迎接未来的市场大势。
如果处于右上角，这可能是最 tough 的局面了：在一个高度竞争的市场，如果不得不花两年或更长的时间去重构产品架构，注定吉凶难料。此刻有两个选择：1）继续销售高现金流的安装版 2）寻找一个新的细分市场，进入一个新的 Saas 领域。
概览国内正在面临艰难抉择的 ASP 厂商：针对小微客户的 CRM 厂商，处在左上角，已经是红海竞争，产品功能也逐渐复杂，很让人头疼；而再看 HR 领域，招聘管理软件厂商已处于右上角，但劳动力管理软件厂商尚处于右下角，仍然有重新架构的机会。
以上观点，是北森在 Saas 领域摸索多年的经验总结，谨供同行们、还有投资界的朋友参考，并基于这个行业未来发展趋势的深入讨论。只是想说，一个正在迅速成长的行业，总是充满机遇，身在其中的创业者们也常会感到时不我待。但企业级市场不相信一步登天的神话，因此进入与退出、创新与改造，每一个战略选择都承载着更重的分量。真心希望看到我们这个行业的未来不至于像如今的 O2O 一样：创业者损失了时间、VC 损失了资本、客户只能重新选型、员工也无奈重新开始… 为了避免这样一个多输的局面，倒不如我们从一开始就看准、走稳。
来源：36氪（读者投稿）
本文为作者独立观点，不代表HRTechChina 立场
出处：http://36kr.com/p/5040377.html
观点
2015年12月01日
观点
如何将3类不易相处的员工转变成团队合作者
编者按：每个团队中都或多或少存在一些不易相处的员工，如何应对这些员工的问题，对于提高团队的生产力以及企业的健康发展至关重要。对此， ClearCompany 公司的 CEO Andre Lavoie总结了三种常见的不易相处的员工，并给出了相应的应对措施。
你花了许多时间招到一个完美的团队。他们个个身怀绝技，但不幸的是，总有人很难与团队一起工作。
作为公司管理者，你不能忽视员工之间的关系对公司的影响。TINYPulse 公司 2014年 的调查报告显示，在超过 20 万的被调查员工中，20％的人认为工作表现优秀的首要原因归于良好的同事关系。调查显示员工与同事的情谊是工作的头号动力。通过促进同事间的良好关系，你可以创建一个更高效和更具生产力的公司。
但是，创建一个强大的团队不是一件容易的事，无论你员工的技能有多强，彼此性格不合终究会让你功亏一篑。作为公司管理者，找到一个有效的方法来管理好员工是你义不容辞的责任。这里列举了三种很难相处的员工类型，并分别给出了如何将他们转变成团队合作者的建议：
1.马屁精
每个办公室都有这样的人：他们唯一的目标就是给老板留下深刻印象，并从老板那里赢得好评。他们给老板拿咖啡，帮老板取干洗衣服，并且乐此不疲。基本上，他们愿意把任何事情 “做好”，除了他们的实际工作。
老板也许高兴了，但马屁精的同事们经常会感到非常恼火，因为他们觉得奉承者获得的那些注意并不是依靠他们优秀的工作表现。其他同事们希望奉承者能把那些花在讨好老板的时间和精力用到提高工作上。
作为公司管理者，你必须让那些逢迎者知道，你的赞誉并不是最重要的认可类型。你需要去查看一下你的员工认可方案，看看付出和获得认可是否成正比。你还可以引入一个同事认可方案，以此来鼓励那些奉承者去考虑同事对自己的认可。这样他们就会认识到，做好本职工作，奉献于团队是大家都赞赏的，他们同事的赞誉与你的认可一样重要和有价值。
2.八卦者
并非所有形式的八卦都对团队有害。斯坦福大学 2014年 的研究发现，八卦的团体能合作得更好，因为他们有更高水平的问责制。但是，如果你的员工花个半天的时间偷偷讨论每个人的周末计划，那么就有问题了。
每个人都或多或少有些八卦的行为，但 “办公室八卦” 稍不注意就会把同事间的话题转向谈论别人的私人生活。散布谣言或者非常私人的消息会让一个团队的内部关系变得紧张。
管理这种类型的员工的关键是重新设定他们的社交话题方向。健谈的人是社交圈的中心。交给他们一些事情，将同事间讨论的话题引导到创造互动性的方向，比如策划公司培训或者假日聚会项目。这些任务将会让他们保持忙碌，以免他们分心去与同事八卦一些与工作无关的事。在最终的这些活动中，他们将会有一个合适的机会去谈论非业务相关的主题，看到他们的努力为团队带来更密切的关系，这也是一种奖励。
3.后进生
有时候，你聘请的员工有着超棒的简历和合适的经验。但是你却看到他只是一直在潜力线的下方徘徊。你本来指望他能充当团队其他人的模范，但他只是达到了他负责的每个任务或项目的最低标准。
由于高水平的员工并没有达到大家的预期，其他队员也开始做得更少。那些走在前面的员工也会不满后进生拖了后腿。
如果你坚信一个员工可以做得更好，付出得更多，但他们却表现平平，那是因为你们之间有脱节的地方。也许他做的每日工作并不是他所期望的，也许他只是觉得无聊。找到后进生进行交流，找出他在工作上喜欢和不喜欢的地方。看看他是否需要更多的具有挑战性的工作来激励他，或者他是否觉得他没有使用他最强技能的机会。这将需要你去重新定义他的位置，一旦位置正确，他就会按照你一直希望的那样蓬勃发展。
How to Transform Difficult Employees Into Team Players
You spend countless hours recruiting the perfect team. You train them and give them the tools they’ll need to be a successful workforce. You have your excellent customer service expert, Sherry, your human resource genius, Mike, and Bill and Brenda, your sales dynamic duo. Then there’s Karen, the best marketer you’ve ever hired. Unfortunately, nobody can stand to work with her.
As a manager, you can’t ignore the impact of your employees’ relationships with each other. In the 2014 report by TINYPulse, 20 percent of over 200,000 employees surveyed ranked their peers as the number-one reason to excel at work. Camaraderie with peers was the number-one motivator found in the survey. By fostering better co-worker relations, you can create a more productive and higher performing company.
However, creating a strong team isn’t easy -- no matter how strong your employees’ skills are, personalities clash. It’s your job to find a way to manage your employees, even the difficult ones. Here are three types of employees that are hard to work with and how to turn them into team players:
1. The suck-up
Every office has one: that one employee who’s only goal is impressing and garnering praise from the boss. They bring the boss coffee and offer to pick up his dry cleaning. Basically, they’re willing to do anything for a “good job,” except their actual job.
Co-workers of the suck-up are often annoyed, because they feel he is getting positive attention based on something other than the merit of his work. The rest of the team wants all the time and energy spent on flattering the boss to be diverted to getting quality work done.
As a manager, you have to show an apple-polisher that your recognition is not the most important type of acknowledgment. Take a look at your employee recognition program. Whose input affects the achievements that are most celebrated? Incorporate a peer-to-peer recognition program as a way to encourage suck-ups to consider the approval of their co-workers as well. Soon they’ll begin to realize that doing a good job and contributing to the team is appreciated by everyone, and that their peers’ praise can be as rewarding as yours.
2. The gossip
Not all forms of gossip are detrimental to a group. 2014 research from Stanford University found that groups that participated in gossip cooperated better due to higher levels of accountability. But when you have an employee that spends half of the day whispering about everyone’s weekend plans, you’ve got a problem.
Everyone is guilty of gossiping now and again, but “the office gossip” distracts the rest of her co-workers by constantly talking about others’ personal lives. Spreading rumors or deeply personal pieces of information can create tensions within a team.
The key to managing these types of employees is to redirect their social tendencies. Talkative people are social butterflies at heart. Give them projects that are geared towards creating interactions, like planning company retreats or holiday parties. These tasks will keep them busy -- and keep them from distracting co-workers with unprofessional chatter. During these events, they’ll have an appropriate time to talk about non-business related topics and will be rewarded by seeing how their productive efforts have brought the team closer.
3. The underachiever
Sometimes you hire an employee that has a stellar resume and all the right experience, only to see him repeatedly perform below his potential. You were counting on him to act as an example for the rest of the team, but he just does the bare minimum on every task or project he’s responsible for every day.
Instead of being inspired by this anticipated high performer, other team members also begin to do less. Those employees that continue to go the extra mile resent the underachiever for having to pick up the slack.
If you’re confident that an employee has more to give, there’s a disconnect between you somewhere. Perhaps the actual day-to-day job he’s doing isn’t what he expected it’d be, or maybe he’s just bored. Talk to the underachiever to find out what he likes and what he doesn’t like about his job. Find out if he needs more challenging work to motivate him, or if he feels he’s not being given the opportunity to use his strongest skills. This will allow you to redefine his position so he can flourish like you always knew he could.
What other types of employees are difficult to deal with, and what’s the best way to manage them?
来源：entrepreneur.com
HR真的懂得有效地运用数据么？
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HRTechChina编者按：越来越多的人力资源专家认为，数据运用能更有效地帮助员工管理等方面。他们甚至希望数据能展示出一幅关于员工能力和公司资源的有震撼力的图像，以帮助他们解决技能差距的问题、预测未来的需要并制定招聘策略。那么HR真的懂得有效地运用数据么？
面对今天这种才能匮乏的局势，不少公司都在试图通过增加雇员的生产力来弥补这个不足。
在意料之中的是，一个来自“SilkRoad”的报告显示，人力资源领导希望能更有效的在绩效管理、工作规划、人才收购等方面利用数据。
今年153位人力资源专家投票指出，他们最希望在管理员工绩效方面能够更有效地运用数据。而这一数据已从去年的48%上升到62%。
报告表示：“精确且可操作的绩效数据提供了关于劳动力方面问题的有价值的见解，例如：有潜力的员工会是什么样？员工成功的关键因素是什么？最重要的是，实时性的绩效指标可以把员工与公司战略联系到一起，以便他们能更清楚的知道要达到公司目标他们需要做什么。”
投票的第二个选择，以45%的票数投给了劳动力计划，人才收购以39%的票数紧随其后。
“很显然，人力资源专家希望数据能展示出一幅关于员工能力和公司资源的有震撼力的图像，以帮助他们解决技能差距的问题、预测未来的需要并制定招聘策略。”
此外，数据显示人力资源技术的一个最有价值的特色在于良好的用户设计界面（93%），其次是自助服务应用（86%）和云系统（65%）。
在2015年的SAP上，高级人力资源总经理Dato Derick Khoo发现了人力资源科技的三个最有用的特点。
人力资源科技必须要有一个用户满意的界面，例如像Facebook或Instagram那样，操作方式非常简单明了。对于人力资源管理者和员工是我们的用户，对于他们来说必须要操作简便。
他又补充道，人力资源科技在这基础上应该能够提供持续的创新力，让企业获得最好的实践创新或处理创新。
除此之外，他认为如果人力资源科技能够让人力资源数据更加智能化，能获得一些新数据来覆盖原有数据，并拥有前瞻性。
从事人事解决方案的副总裁Raj Sundarason在东南亚的SAP上说道：“用数据来说明数据，就像一位盲人带领一位盲人。你现在需要的是洞察力，一旦你有了洞察力接下来你需要做的便是尝试并建造一个可预测的模块。”
他还提到了一个给公司的建议，当遇到采用人力资源科技的问题时“注意一下工作环境的问题”。
“想要推出人力资源科技，我们必须要思考我们如何来推行，就像我们解决业务问题一样。而在这里用户是员工、管理者和人力资源业务伙伴”他这么说道。
“我们必须更好的理解，问题在哪里，然后提供技术来解决问题。当我们做到了这些，成功就在前方等待了。”
Is HR really using data effectively?
With the sharp rise in talent shortage faced today, companies are looking into increasing the productivity of employees to make up for this shortage.
Unsurprisingly, as found in a recent SilkRoad report, one of the top areas in which HR leaders want to use data more effectively is in performance management followed by workforce planning and talent acquisition.
62% of the 153 HR professionals polled this year, pointed out that one aspect in which they would want to use data more effectively is in managing the performance of their employees, up from 48% in 2014.
“Accurate, actionable performance data provides valuable insights into questions about the workforce: What’s the profile of a high-potential employee? What are the key success factors for employees? Most important of all, real-time performance metrics can be used to align employees with the business strategy, so that they know what they have to do to reach company goals,” the report stated.
The second choice was workforce planning with 45% of the votes, followed by talent acquisition with 39%.
“Clearly, HR professionals want data that gives them a sharp picture of employees’ capabilities and company resources, so that they can address skills gaps, predict future needs, and develop hiring strategies,” the report added.
Additionally, it pointed out that the most valued features of HR technology is a well designed user interface (93%), followed by self-service applications (86%) and having a cloud-based system (65%).
At SAP’s SuccessConnect 2015, Human Resources caught up with Dato Derick Khoo, senior general manager for human resources at Tan Chong Motor Holdings Berhad to find out the three features in HR tech he values the most.
“HR technology has to have a consumer like user interface, something like Facebook and Instagram, where there is no need to download manuals. In this case, the customers are managers and employees, so it has to be simple for them to use.”
He added that HR technology should be able to provide constant innovation, giving companies the access to best practice innovation/process innovation on an ongoing basis.
In addition to that, he feels that it would be great if HR tech can help HR become more data intelligent, going beyond the basic reporting to overlaying the data and making sense of it to give rise to insights.
Raj Sundarason, vice president for people solutions for South East Asia at SAP added: “Data for data sake, is like the blind leading the blind. What you need today is that you need insights. Once you have the insights, what you then need to do is that you have to try and build a layer of predictability around that.”
A piece of advice he has for companies facing an adoption problem when it comes to HR technology is to “look at adoption in the context of the business problem”.
“As we think of rolling out HR technology, we have to think about how do we roll it out in such a way that we are solving the business problem in the context of the user. In this case, the users are the employees, the managers and the HR business partners,” he said.
“We have got to get better in understanding what the problem is and then infuse technology into the problem. When we do that, we’re going to be really successful.”
来源：humanresources
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2015年11月27日
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作为团队管理者，如何用7个步骤提高领导自信
编者按：全球高级领导者教练领域的先驱与权威者 Marshall Goldsmith针对领导者缺乏自信的问题给出了自己的建议。
其实我遇到的 CEO 们很少会有缺乏自信心的问题，因为那些在大组织顶层的人们通常不会缺乏自信，很多人的问题反而是过于自负。但是最近，我收到了很多关于非顶层领导者如何表现出更多自信心的问题，以及如何帮助一个未来领导者增强更多自信心。这里我给出 7 点建议：
1. 确定你是否真的想成为一个领导者。许多向我反映有自信心问题的 MBA 都是优秀的技术人员。他们经常发现管理和领导其他人存在着不确定性和模糊性，这让他们感到非常不安。在管理方面，他们会努力寻找类似于工程领域的 “正确答案”。术业有专攻，在某些情况下，优秀的技术专家应当继续当一名优秀的技术专家，而不一定非要成为领导者。
2. 接受决策的模糊性。在进行复杂的商业决策时，通常没有明确的正确答案。即使是最优秀的 CEO 也是在猜测。
3. 收集适当数量的数据，包括相关人员的信息，然后按照自己的直觉，去做你认为是正确的事。
4. 接受你也会偶尔失败的事实，任何人都会失败。
5. 开心点！如果你并没有充满激情的性格，为什么一定要期待自己的报告要充满激情呢？生命短暂，你不一定能有激情，但可以学会开心。
6. 一旦你做出决策，立马公布于众并去完成。不要不断地怀疑自己。如果你必须改变路线，就一定要去改变。如果你一直犹豫不决，没有表明自己的决策，你会一直反复改变路线。
7. 展示外在的勇气，即使你觉得内心不是真的有勇气。我们都会偶尔害怕，这是人类本性的一部分。如果你在艰难的时刻要带领人们前行，你需要压制恐惧表现出更多的勇气。如果他们在领导者的脸上看到担心和焦虑，他们也会开始对领导者的领导能力失去信心。
本文编译自：hbr.org
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