Alibaba CEO Daniel Zhang’s Top Six Leadership Tips
阿里巴巴CEO張勇的六大領導力技巧
原文：DANIEL ZHANG (FastCompany)处面，2017年1月11日上午05時?
As you might imagine, leading one of the world's biggest e-commerce companies comes with its challenges. Since becoming Alibaba's CEO in May 2015, I've had to adopt a handful of strategies to help me overcome them each day.
正如你可能想象的胳徽，領導全球最大的電子商務公司之一，挑戰(zhàn)隨之面來拦宣。從2015年5月?lián)伟⒗锇桶偷氖紫瘓?zhí)行官以來，我不得不采取一些策略幫助我每天克服這些挑戰(zhàn)。
Some are more tactical, like rethinking the company's approach to meetings, a difference that even our founder Jack Ma has noticed since I came on board. Other strategies I've learned to embrace deal with bigger-picture issues—like how to make tough calls and take action when the path forward is unclear. Here are six of the approaches to leadership that I've found serve me best.
有些是更具戰(zhàn)術(shù)性的珠闰，如反思公司的會議方式拗馒，這一點我們的創(chuàng)始人馬云，從我上任以來就注意到有所不同舌稀。我還學會使用其它一些策略，來應對更長遠的問題，比如寺董，如何做出艱難的決定以及如何在前進道路不明朗時采取行動。這里有六個領導力技巧瞒大，對我?guī)椭艽蟆?/p>
1. USE MEETINGS TO FIND WEAK SPOTS, NOT TO TRADE UPDATES
利用會議發(fā)現(xiàn)薄弱點螃征，而不是周知進度
I'm a strong believer in efficient communication, so I ask my teams to share all the relevant presentation materials with me before each meeting. In general, I've found that meetings are among the worst formats for sharing information. They're best when they're kept short. I try to get all the facts lined up before the meeting and use the meeting itself for discussion, debates, and decision making. That way we can use the time together to look for weaknesses in our strategy or line of thinking.
我堅信有效的溝通，所以我要求我的很多團隊透敌，在每次會議之前要分享所有會議相關(guān)的材料盯滚。一般來講，我發(fā)現(xiàn)為了共享信息酗电，會議是最糟糕的形式之一魄藕。會議越短越好。會議之前撵术，我試圖搜集所有能列出的事實背率，用于在會議上進行討論、爭辯和決策。通過這個辦法寝姿，我們可以有時間一起來發(fā)現(xiàn)戰(zhàn)略中的不足或者是思考過程中的薄弱環(huán)節(jié)交排。
Typically, I start out with some basic questions that let me poke around and see if the person presenting actually knows their stuff. If he or she can respond to some of my random questioning right up front, then it's a good sign they've done their homework. Those who flounder generally haven't thought everything through thoroughly. When I get the sense that's the case, I'll usually press forward with some additional questions so we can get straight to uncovering any holes in our approach.
通常會議時，從一些基本問題開始饵筑，我能探究和發(fā)現(xiàn)陳述人是否實際上了解他們的會議材料埃篓。如果回答我的一些隨機問題都在點子上，說明他們已經(jīng)做了會前準備根资，這是一個好現(xiàn)象架专。通常那些勉強應付的人不會徹底思考每一件事。當我意識到這種情況時玄帕，我往往會借助很多額外的問題來向前推進部脚，以便我們能直接地找到我們前進中的任何漏洞。
注：poke around裤纹，仔細尋覓委刘；探究；打探
All my meetings have to have minutes and action items. Meetings without actionable outcomes are useless. I've found that lecture-style meetings can be helpful—but only sparingly; hosting them once or twice a year is sufficient. On a day-to-day basis, meetings aren't the place for getting everyone up to speed. They're for finding your weak points and debating how to fix them.
我的所有會議必須要有會議紀要和行動項服傍。沒有可行動輸出的會議是沒用的钱雷。我還發(fā)現(xiàn)講座式的會議可能有些用處，但要盡量少吹零，每年有一次或兩次足夠罩抗。對于日常的工作，會議不是讓每個人得到最新進展的地方灿椅，會議是為了找到你的弱點并討論如何解決掉它們套蒂。
注：minutes，還有備忘錄茫蛹，會議記錄操刀，審判記錄的意思
2. MAKE IMPERFECT DECISIONS, EVEN IF THEY'RE WRONG
做不完美的決定，即使可能是錯的
I face tough decisions every day. In fact, the easy ones often don’t make it to my desk at all. As such, I try to devote my energy to making the types of challenging decisions that nobody else in the organization can. Even if a decision will result in controversy, a final call has to be made. And having the courage to make it, and to bear that responsibility, is really important.
我每天都面對艱難的決定婴洼。事實上骨坑，容易的事根本不會放到我的辦公桌上。因此柬采，我努力集中我的精力做挑戰(zhàn)型決定欢唾，這些決定在組織內(nèi)沒有其它人能做。即使一項決定會引起爭議粉捻，也必須作出最后的決定礁遣。有勇氣做到這一點并承擔責任，是非常重要的肩刃。
But for any team, the greatest fear shouldn't be whether a decision turns out to be wrong. You can always course-correct if things don’t work out. The real fear is in the state of paralysis that results when you can't make a decision at all.
但對于任何團隊祟霍，最害怕的不應該是一個決定是否會導致錯誤杏头。如果事情沒有效果，你可以隨時糾正沸呐。真正的害怕的是陷入不知怎么辦的狀態(tài)醇王，導致你根本不能做出決定。
Leaders have to have the courage to be decisive, even if that means making imperfect choices. In some cases, there isn’t always a clear right or wrong. I've found that if you have resolve, almost anything is possible—all roads really do lead to Rome, even if some turn out bumpier than others. The key is just to keep moving forward.
領導者必須要有勇氣去決定垂谢，即使這意味著做出不完美的選擇厦画。在某些情況下，并不總是有明確的正確或錯誤滥朱。我發(fā)現(xiàn)如果你有決心，即便比別人多走些彎路力试，幾乎任何事情都有可能解決徙邻，畢竟條條大路通羅馬。關(guān)鍵是保持持續(xù)地前進畸裳。
In fact, the adage that "the shortest distance between two points is a straight line" makes logical sense but doesn't always work out in practice. In my experience, innovators don't often have the luxury of waiting to identify the shortest distance between two points. Sure, the CFO can work out the numbers and precise projections, but if you hesitate to act until everything's figured out, you might have surrendered your first-mover advantage.
事實上缰犁，“兩點之間的最短距離是一條直線”這一合乎邏輯的格言，并不總是能在實踐中發(fā)揮作用怖糊。根據(jù)我的經(jīng)驗帅容，創(chuàng)新者們確定兩點之間的最短距離，不會是舒服地等待伍伤。首席財務官(CFO)當然可以計算些數(shù)字來精確的規(guī)劃并徘，但如果你猶豫等到一切都計劃好了才行動，你可能已經(jīng)喪失了你的先發(fā)優(yōu)勢扰魂。
It isn't easy to set plans into motion when they aren't fully formed yet, but that's often necessary. When the plan isn’t entirely clear, you need to rely on your intuition. Most people, after all, want to get things right, and leaders need to have faith in their teams if they want to make progress. I expect of all our managers in the company to have the courage to create opportunity—which includes the courage to bear whatever risks accompany it.
當事情尚未完全成形時麦乞，在行動中制定計劃并不容易，但這通常是必要的劝评。當計劃不完全清晰時姐直，你需要依靠你的直覺來判斷。畢竟大多數(shù)人都想把事情做對蒋畜，要想取得進步声畏，領導者需要對他們的團隊有信心。我期望公司里所有管理者有勇氣創(chuàng)造這樣的機會姻成，即敢于承擔伴隨任何風險的勇氣的機會插龄。
3. QUIT COORDINATING PURPOSELESSLY
別做無目的地協(xié)調(diào)
Speaking of which, I've found that the most decisive action often comes from the front lines. If everything has to be decided through central command, then many opportunities will be lost. Managers need the leeway to make decisions independently.
說到這一點，我發(fā)現(xiàn)最果斷的行動往往來自前線佣渴。如果必須通過中央指揮來決定任何事辫狼，那就會失去很多機會。管理者需要有做出獨立決定的余地辛润。
Sometimes coordination can be counterproductive; you don't need teams to align if they don't have common goals. That’s like binding the legs of two people headed in different directions. We want to make work as straightforward as possible. If an issue can be resolved by one department, there’s no need to involve a second.
有時協(xié)調(diào)可能適得其反膨处；如果團隊之間沒有共同的目標见秤，你不需要團結(jié)這些團隊。這就像綁住往不方向前進的兩個人的腿真椿。我們希望工作盡可能地直截了當鹃答。如果問題一個部門就可以解決，就不需要牽扯第二個部門突硝。
The internet and mobile communication have really opened up management possibilities in this regard, allowing teams to work as parts of highly efficient networks. At the 11.11 Single's Day headquarters this year, there were no more than 10 people on the ground, because nowadays everyone doesn’t have to be in the same room in order to communicate effectively. A leader doesn’t have to stay at headquarters, and neither do the staff. People are all links in the same universal communications chain. They can be everywhere without being anywhere specifically.
互聯(lián)網(wǎng)和移動通信已經(jīng)真正創(chuàng)造了管理的可能性测摔，允許團隊作為高效網(wǎng)絡的一部分來工作。今年雙11光棍節(jié)解恰，總部不超過10人锋八，如今每個人不必在同一個房間就能以有效地進行溝通。領導不需要留在總部护盈，甚至也不需要工作人員挟纱。所有人都在同一個通用的溝通網(wǎng)絡上，他們不需要在任何特定地方腐宋，就能出現(xiàn)在每一個地方紊服。
4. BE WILLING TO REDEFINE EVERYTHING
愿意重新定義一切
The iPhone redefined the mobile phone, making a touchscreen interface the norm. That's one of my favorite examples of how a single innovation can change everything. The future isn't invented by analyzing the past. Leaders have to be fearless in questioning what we think we know. After all, true innovation has no past, only a future.
iPhone重新定義了手機，促使觸摸屏界面變成了常態(tài)胸竞。這是我最喜歡的例子之一：單一的創(chuàng)新如何改變一切欺嗤。分析過去不能創(chuàng)造未來。領導者必須敢于質(zhì)疑我們認為我們已經(jīng)知道的東西卫枝。畢竟煎饼，真正的創(chuàng)新沒有過去，只有未來剃盾。
That doesn't mean wiping the slate clean completely, though. "Restructuring" is a word I use often. I believe in rearranging a company's existing building blocks in order to create new ways of doing things. Simple addition and subtraction doesn't cut it. What we want is to create a multiplier effect—to restructure a business so a chemical reaction can take place, bringing about something new, something more.
這并不意味著過去一筆勾銷腺占。“重組”是我經(jīng)常使用的詞痒谴。我相信重組一個公司現(xiàn)有的業(yè)務塊衰伯，可以創(chuàng)造出新的做事方式。簡單的加法和減法不會削減它积蔚，我們想要的是創(chuàng)造一個乘數(shù)效應：重組業(yè)務意鲸，發(fā)生化學反應，帶來新的東西尽爆，更多的東西怎顾。
That's what we're trying to do at Alibaba in retailing. The landscape has evolved beyond merely meeting customers' needs. Now it's about creating new demand, and to do that, we need to find ways to stimulate latent, yet-to-be-discovered consumption demand.
這就是我們試著在阿里巴巴零售業(yè)做的事情。零售業(yè)大環(huán)境的演變已超越了單純地滿足客戶需求∈現(xiàn)在槐雾，該創(chuàng)造新的需求，要做到這一點幅狮，我們需要找到辦法來刺激潛在的募强，尚未被發(fā)現(xiàn)的消費需求株灸。
5. DON'T FIXATE ON THE NUMBERS
不要盯著那些數(shù)字
To this day, the thing people always care most about during our 11.11 Single's Day Global Shopping Festival continues to be the final GMV (gross merchandise volume) number. Every year people ask me for an estimate, but I always decline, even if it's Jack Ma asking. My mantra is, "The house never places bets."
到目前為止，人們最關(guān)心的事情仍然是雙11光棍日全球購物節(jié)最終的GMV（商品交易總額）擎值。每年人們要我估計一下慌烧，但我總是謝絕，即便是馬云問我鸠儿。我的座右銘是：“房子從來沒有下注”屹蚊。
When the GMV ticker on the 11.11 monitor reached 118.8 billion yuan ($17.5 billion USD), I was pretty pleased. In fact, I would've been happy even if it hadn't gone any higher. In 2012, our total GMV was 19.1 billion yuan ($3.1 billion USD), and a lot of people came up to me afterward to say we should've done more to hit the 20 billion mark. But I don’t think there’s anything wrong with leaving a little bit on the table for next time. Everyone has their own measure of success, and for me, the most important thing is how much of the progress made is translated to day-to-day operations.
當雙11顯示器上顯示GMV達到1188億元（175億美元）時，我很高興进每。事實上汹粤，即使不再更高，我也會很高興田晚。2012年玄括，我們總計GMV為191億元人民幣（31億美元），很多人后來告訴我肉瓦，我們應該做更多的事來沖擊200億大關(guān)。但我不認為有什么問題胃惜，為下次留一點點余地泞莉。每個人都有自己的成功標準，對我來說船殉，最重要的是每一天的行動會變成為多少我們?nèi)〉玫倪M步鲫趁。
Similarly, a company’s stock price is often used as the metric for judging a CEO’s performance. But to me, this number isn't important. If all I do is obsess over Alibaba's stock prices, then the business will be compromised and decisions will be made for the wrong reasons. A low stock price doesn’t necessarily reflect a bad situation, while a skyrocketing stock price is probably more optimistic than it should be.
同樣，公司的股價通常被用來衡量一個CEO績效的指標利虫。但對我來說挨厚，這個數(shù)字并不重要。如果我所做的是圍繞著阿里巴巴的股票價格糠惫，業(yè)務將會妥協(xié)疫剃，為了錯誤的理由做一些決定。低股價不一定代表不好的情況硼讽，而猛漲的股價也可能比它應有情況更樂觀巢价。
I believe it's far more important to recognize that the market has its own logic, and to accept it. We need to have faith that the ultimate measure of success isn't reflected in these ups and downs but in the long-term value we're creating. And long-term value can't be fully expressed by just a single number.
我認為更重要的是意識到市場有自己的邏輯，并接受它固阁。我們需要有信心壤躲，成功的最終衡量不是反映在股價的上上下下，而是在我們正在創(chuàng)造的長期價值备燃。長期價值不能僅由一個數(shù)字完全表示碉克。
6. REST UP SO YOU CAN DREAM BIG
為了偉大的夢想好好休息
Work stress is inevitable, but no matter what challenges the day may throw at you, it's crucial to get a good night’s sleep. In fact, perhaps my biggest competitive advantage is that I'm able to sleep no matter what. I have a knack for falling asleep and waking up naturally when I need to without an alarm clock.
工作壓力是不可避免的，但無論白天可能面臨什么挑戰(zhàn)并齐，晚上睡個好覺都是至關(guān)重要的漏麦。事實上客税，也許我最大的競爭優(yōu)勢是無論無何我都能睡著。我有一個不需要鬧鐘就能熟睡及自然醒的訣竅唁奢。
But even if that doesn't come easily to you, you still need good quality sleep. Every effective leader needs to sustain the clarity and energy to make tough decisions and plan for the future—to dream big, day in and day out. After all, as Alibaba's CEO, it's my duty to dream.
但即使對你來說不容易霎挟，你仍然需要良好的睡眠質(zhì)量。每個辦事有效的領導者都需要保持清醒和精力麻掸，以便為未來做出艱難的決定和計劃酥夭。為偉大的夢想，每天奮斗脊奋。畢竟作為阿里巴巴的CEO熬北，實現(xiàn)偉大的夢想是我的責任。
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