摘要：

公司內(nèi)部manager不允許官僚泊窘，玩兒辦公室政治咕缎，強(qiáng)調(diào)逐級匯報(bào)遵守流程的manager外厂，開除谴蔑。

任何越級匯報(bào)都是可以被接受甚至鼓勵的豌骏，每個(gè)員工都應(yīng)感到自己有義務(wù)make right thing happen龟梦， because we are all in the same boat. 只有這樣才有可能打敗傳統(tǒng)汽車廠商。

Subject: Communication Within Tesla

There are two schools of thought about how information should flow within companies. By far the most common way is chain of command, which means that you always flow communication through your manager. The problem with this approach is that, while it serves to enhance the power of the manager, it fails to serve the company.

Instead of a problem getting solved quickly, where a person in one dept talks to a person in another dept and makes the right thing happen, people are forced to talk to their manager who talks to their manager who talks to the manager in the other dept who talks to someone on his team. Then the info has to flow back the other way again. This is incredibly dumb. Any manager who allows this to happen, let alone encourages it, will soon find themselves working at another company. No kidding.

Anyone at Tesla can and should email/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager's manager without his permission, you can talk directly to a VP in another dept, you can talk to me, you can talk to anyone without anyone else's permission. Moreover, you should consider yourself obligated to do so until the right thing happens. The point here is not random chitchat, but rather ensuring that we execute ultra-fast and well. We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility.

One final point is that managers should work hard to ensure that they are not creating silos within the company that create an us vs. them mentality or impede communication in any way. This is unfortunately a natural tendency and needs to be actively fought. How can it possibly help Tesla for depts to erect barriers between themselves or see their success as relative within the company instead of collective? We are all in the same boat. Always view yourself as working for the good of the company and never your dept.

Thanks,

Elon

原文：

https://www.inc.com/justin-bariso/this-email-from-elon-musk-to-tesla-employees-descr.html?utm_source=wanqu.co&utm_campaign=Wanqu+Daily&utm_medium=website