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Learn English With Videos (Mario Vergara), 023: How to hire, manage, and lead people

023: How to hire, manage, and lead people

Steve Jobs: The greatest people are self-managing. They don't need to be managed. Once they know what to do, they'll go figure out how to do it. They don't need to be managed at all. What they need is a common vision. And that's what leadership is. What leadership is, is having a vision, being able to articulate that, so the people around you can understand it, and getting a consensus on a common vision. We wanted people that were insanely great at what they did, but we're not necessarily those seasoned professionals, but who had all at the tips of their fingers and in their passion the latest understanding of where technology was and what we could do with that technology, and we wanted to bring that to lots of people. So the neatest that happens is when you get a core group of, you know, 10 great people, it becomes self-policing as to who they led into that group. So I consider the most important job of someone like myself is recruiting.

Speaker 2: We agonized over hiring. We had interviews. I could go back and look at some of the interviews. They have started at 9:00 or 10:00 in the morning and go through dinner. A new interviewee would talk to everybody in the building at least once, maybe a couple of times, and then come back for another round of interviews, and then we'd all get together and talk about it.

Crosstalk 01:17

Andy: The most critical part of the interview, at least to my mind, was when we finally decided we liked them enough to show them the Macintosh prototype, and then we sat them down in front of it. And if they just kind of “we're bored” or say “this is a nice a computer”, we didn't want that. We wanted their eyes to light up and then to get really excited, and then we knew they were one of us.

Rony: And everybody just wanted to work, not because it was work that had to be done, but it was because something that we really believed in, that was just going to really make a difference. And that's what kept the whole thing going.

Andy: We all wanted exactly the same thing. And instead of spending our time arguing about what the computer should be, we all knew what the computer should be and we just went and did it.

Steve Jobs: We went through that stage in Apple where we went out and we thought, “we're going to be a big company. Let's hire professional management.” We went out and hired a bunch of professional management. It didn't work at all. Most of them were bozos. They knew how to manage, but they didn't know how to do anything. And so, if you're a great person, why do you want to work for somebody you can't learn anything from? And, you know what's interesting? You know who the best managers are? They're the great individual contributors who never ever want to be a manager, but decide they have to be a manager because no one else is going to be able to do as good a job as them.

Voiceover: After hiring two professional managers from outside the company and firing them both, Jobs gambled on Debbie Coleman, a member of the Macintosh team. 32 years old, an English literature major with an MBA from Stanford, Debbie was a financial manager with no experience in manufacturing.

Debbie: I mean, there's no way in the world anybody else would give me this chance to run this kind of operation, and I don't kid myself about that. This is an incredible high risk, both for myself personally and professionally and for Apple, as the company, to put a person like myself in this job. I mean, they're really betting on a lot of things. We're betting that my skills at organizational effectiveness, you know, overrides, all those, you know, lack of technology, lack of experience, lack of time and manufacturing. So, it's a big risk. And I'm just an example and every single person on the Mac team, almost to your entry-level person you could say that about. This is a place where people were afforded just incredibly unique opportunities to prove that they could do, they could write the book again.

Voiceover: Inscribed inside the casing of every Macintosh, unseen by the consumer, are the signature of the whole team. This is Apple's way of affirming that their latest innovation is a product of the individuals who created it, not the corporation.


023: How to hire, manage, and lead people 023: Wie man Mitarbeiter einstellt, verwaltet und führt 023: Πώς να προσλαμβάνετε, να διαχειρίζεστε και να καθοδηγείτε ανθρώπους 023: Cómo contratar, dirigir y liderar personas 023: Come assumere, gestire e guidare le persone 023:人を雇い、管理し、導く方法 023: 사람을 고용, 관리 및 리드하는 방법 023: Jak zatrudniać, zarządzać i kierować ludźmi 023: Como contratar, gerenciar e liderar pessoas 023: İnsanları işe alma, yönetme ve liderlik etme 023: Як наймати, керувати та вести за собою людей 023:如何雇用、管理和领导人员

Steve Jobs: The greatest people are self-managing. スティーブ・ジョブズ:最高の人々は自己管理です。 Steve Jobs: As melhores pessoas são autogerenciáveis. They don't need to be managed. それらを管理する必要はありません。 Eles não precisam ser gerenciados. Once they know what to do, they'll go figure out how to do it. 彼らが何をすべきかを知ったら、彼らはそれを行う方法を理解しに行きます。 Uma vez que eles sabem o que fazer, eles vão descobrir como fazê-lo. They don't need to be managed at all. 管理する必要はまったくありません。 Eles não precisam ser gerenciados. 他们根本不需要管理。 What they need is a common vision. O que eles precisam é de uma visão comum. 他们需要的是共同的愿景。 And that's what leadership is. そしてそれがリーダーシップです。 E é isso que é liderança. What leadership is, is having a vision, being able to articulate that, so the people around you can understand it, and getting a consensus on a common vision. リーダーシップとは、ビジョンを持ち、それを明確に表現できるため、周囲の人々がそれを理解できるようにし、共通のビジョンについてコンセンサスを得るということです。 O que é liderança é ter uma visão, ser capaz de articular isso, para que as pessoas ao seu redor possam entendê-la e obter um consenso sobre uma visão comum. We wanted people that were insanely great at what they did, but we're not necessarily those seasoned professionals, but who had all at the tips of their fingers and in their passion the latest understanding of where technology was and what we could do with that technology, and we wanted to bring that to lots of people. 私たちは彼らの仕事にめちゃくちゃ素晴らしい人を求めていましたが、私たちは必ずしも熟練した専門家ではありませんが、テクノロジーがどこにあるのか、そしてそれで何ができるのかについての最新の理解を彼らの指先と情熱に持っていましたテクノロジー、そしてそれを多くの人々に届けたかったのです。 Queríamos pessoas que fossem insanamente ótimas no que faziam, mas não somos necessariamente aqueles profissionais experientes, mas que tinham tudo na ponta dos dedos e em sua paixão a mais recente compreensão de onde estava a tecnologia e o que poderíamos fazer com isso tecnologia, e queríamos levar isso para muitas pessoas. Нам нужны были люди, которые были безумно хороши в своем деле, но не обязательно опытные профессионалы, но которые на кончиках пальцев и в своей страсти имели самое последнее понимание того, где находятся технологии и что мы можем сделать с помощью этих технологий, и мы хотели донести это до многих людей. Нам потрібні були люди, які були неймовірно чудові в тому, що вони робили, але ми не обов’язково були досвідченими професіоналами, але ми мали все на кінчиках пальців і в своїй пристрасті останнє розуміння того, де технологія і що ми можемо з нею зробити технології, і ми хотіли донести це до багатьох людей. 我们需要那些在他们所做的事情上表现出色的人,但我们不一定是那些经验丰富的专业人士,但他们的指尖和热情让他们对技术在哪里以及我们可以用它做什么有最新的了解技术,我们想把它带给很多人。 So the neatest that happens is when you get a core group of, you know, 10 great people, it becomes self-policing as to who they led into that group. ですから、最も近いのは、10人の偉大な人々のコアグループを獲得したときです。それは、彼らがそのグループに誰を導いたかについての自己管理になります。 Então, o mais legal que acontece é quando você tem um grupo central de, você sabe, 10 ótimas pessoas, torna-se auto-policiamento quem eles levaram para esse grupo. Самое приятное, что происходит, - это когда у вас есть основная группа из 10 замечательных людей, и она становится саморегулируемой в отношении того, кого они привели в эту группу. 所以最巧妙的事情就是当你有一个核心小组时,你知道,10 位优秀的人,它会自我监督他们带领谁进入这个小组。 So I consider the most important job of someone like myself is recruiting. ですから、私のような人の最も重要な仕事は採用だと思います。 Portanto, considero que o trabalho mais importante de alguém como eu é o recrutamento. 所以我认为像我这样的人最重要的工作就是招聘。

Speaker 2: We agonized over hiring. Orador 2: Agonizamos com a contratação. Спикер 2: Мы мучились, нанимая сотрудников. 演讲者 2:我们为招聘而苦恼。 We had interviews. インタビューをしました。 Tivemos entrevistas. У нас были интервью. I could go back and look at some of the interviews. 私は戻っていくつかのインタビューを見ることができました。 Eu poderia voltar e ver algumas das entrevistas. 我可以回去看看一些采访。 They have started at 9:00 or 10:00 in the morning and go through dinner. 彼らは朝の9:00か10:00に始まり、夕食を通ります。 Eles começaram às 9:00 ou 10:00 da manhã e vão até o jantar. Они начинались в 9:00 или 10:00 утра и продолжались до обеда. 他们在早上 9:00 或 10:00 开始并吃完晚餐。 A new interviewee would talk to everybody in the building at least once, maybe a couple of times, and then come back for another round of interviews, and then we'd all get together and talk about it. 新しい面接対象者は、建物内の全員と少なくとも1回、場合によっては2、3回話し、その後、別の面接に戻ってきて、全員が集まって話し合いました。 Um novo entrevistado falava com todos no prédio pelo menos uma vez, talvez algumas vezes, e depois voltava para outra rodada de entrevistas, e então todos nos reuníamos e conversávamos sobre isso. 一个新的面试者会和大楼里的每个人至少谈一次,也许几次,然后回来进行另一轮面试,然后我们聚在一起讨论。

Crosstalk 01:17 Conversa cruzada 01:17 相声 01:17

Andy: The most critical part of the interview, at least to my mind, was when we finally decided we liked them enough to show them the Macintosh prototype, and then we sat them down in front of it. Andy:インタビューの最も重要な部分は、少なくとも私の考えでは、Macintoshプロトタイプを見せるために十分気に入ったと最終的に判断したときで、その前に座っていました。 Andy: A parte mais crítica da entrevista, pelo menos para mim, foi quando finalmente decidimos que gostávamos deles o suficiente para mostrar a eles o protótipo do Macintosh, e então os sentamos na frente dele. 安迪:采访中最关键的部分,至少在我看来,是当我们最终决定我们非常喜欢他们并向他们展示 Macintosh 原型时,然后我们让他们坐在它面前。 And if they just kind of “we're bored” or say “this is a nice a computer”, we didn't want that. そして、彼らが単に「退屈している」または「これは素晴らしいコンピューターだ」と言った場合、私たちはそれを望んでいませんでした。 E se eles apenas meio que “estamos entediados” ou dizem “este é um bom computador”, nós não queríamos isso. 如果他们只是说“我们很无聊”或说“这是一台不错的电脑”,我们不希望这样。 We wanted their eyes to light up and then to get really excited, and then we knew they were one of us. 私たちは彼らの目を明るくして、そして本当に興奮させたいと思っていました、そしてそれから私たちは彼らが私たちの一人であることを知りました。 Queríamos que seus olhos se iluminassem e ficassem realmente animados, e então sabíamos que eles eram um de nós. 我们希望他们的眼睛亮起来,然后变得非常兴奋,然后我们就知道他们是我们中的一员。

Rony: And everybody just wanted to work, not because it was work that had to be done, but it was because something that we really believed in, that was just going to really make a difference. ロニー:そして、誰もが働きたいと思っていました。それは、やらなければならない仕事だったからではなく、私たちが本当に信じていたことが、本当に違いを生むからでした。 Rony: E todo mundo só queria trabalhar, não porque era um trabalho que tinha que ser feito, mas era porque algo em que realmente acreditávamos, que iria realmente fazer a diferença. 罗尼:每个人都只是想工作,不是因为这是必须要做的工作,而是因为我们真正相信的事情会真正有所作为。 And that's what kept the whole thing going. E foi isso que manteve tudo funcionando. 这就是让整个事情继续下去的原因。

Andy: We all wanted exactly the same thing. Andy: Todos nós queríamos exatamente a mesma coisa. 安迪:我们都想要完全一样的东西。 And instead of spending our time arguing about what the computer should be, we all knew what the computer should be and we just went and did it. E em vez de gastar nosso tempo discutindo sobre o que o computador deveria ser, todos nós sabíamos o que o computador deveria ser e simplesmente fomos e fizemos. 而不是花时间争论计算机应该是什么,我们都知道计算机应该是什么,我们就去做了。

Steve Jobs: We went through that stage in Apple where we went out and we thought, “we're going to be a big company. Steve Jobs: Passamos por aquele estágio na Apple em que saímos e pensamos: “seremos uma grande empresa. 史蒂夫乔布斯:我们经历了苹果公司的那个阶段,我们走出去,我们认为,“我们将成为一家大公司。 Let's hire professional management.” We went out and hired a bunch of professional management. Vamos contratar uma gestão profissional.” Saímos e contratamos um monte de gestão profissional. 让我们聘请专业的管理人员。”我们出去聘请了一群专业的管理人员。 It didn't work at all. Não funcionou. 它根本不起作用。 Most of them were bozos. A maioria deles eram bozos. 他们中的大多数都是笨蛋。 They knew how to manage, but they didn't know how to do anything. Eles sabiam administrar, mas não sabiam fazer nada. Вони вміли керувати, але не вміли нічого робити. 他们知道如何管理,但他们不知道如何做任何事情。 And so, if you're a great person, why do you want to work for somebody you can't learn anything from? E então, se você é uma ótima pessoa, por que quer trabalhar para alguém com quem não pode aprender nada? И если вы прекрасный человек, почему вы хотите работать на кого-то, у кого вы не можете ничему научиться? 所以,如果你是一个伟大的人,你为什么要为一个你无法从中学到任何东西的人工作呢? And, you know what's interesting? E, sabe o que é interessante? 而且,你知道什么很有趣吗? You know who the best managers are? Você sabe quem são os melhores gestores? 你知道谁是最好的经理吗? They're the great individual contributors who never ever want to be a manager, but decide they have to be a manager because no one else is going to be able to do as good a job as them. Eles são os grandes contribuidores individuais que nunca querem ser gerentes, mas decidem que precisam ser gerentes porque ninguém mais será capaz de fazer um trabalho tão bom quanto eles. 他们是伟大的个人贡献者,他们从来不想成为一名经理,但决定他们必须成为一名经理,因为没有其他人能够像他们一样出色地完成工作。

Voiceover: After hiring two professional managers from outside the company and firing them both, Jobs gambled on Debbie Coleman, a member of the Macintosh team. Locução: Depois de contratar dois gerentes profissionais de fora da empresa e demiti-los, Jobs apostou em Debbie Coleman, membro da equipe Macintosh. 画外音:在从公司外部聘请了两名职业经理人并解雇了他们之后,乔布斯将赌注押在了麦金塔团队的成员黛比·科尔曼身上。 32 years old, an English literature major with an MBA from Stanford, Debbie was a financial manager with no experience in manufacturing. Com 32 anos, formada em literatura inglesa com MBA pela Stanford, Debbie era gerente financeira sem experiência em manufatura. 32 岁,英语文学专业,斯坦福大学 MBA 学位,Debbie 是一名没有制造业经验的财务经理。

Debbie: I mean, there's no way in the world anybody else would give me this chance to run this kind of operation, and I don't kid myself about that. Debbie: Quer dizer, não há nenhuma maneira no mundo de qualquer outra pessoa me dar essa chance de executar esse tipo de operação, e eu não me engano com isso. 黛比:我的意思是,世界上没有其他人会给我这个机会来经营这种手术,我不会拿这个开玩笑。 This is an incredible high risk, both for myself personally and professionally and for Apple, as the company, to put a person like myself in this job. Este é um risco incrivelmente alto, tanto para mim pessoalmente quanto profissionalmente e para a Apple, como empresa, colocar uma pessoa como eu neste trabalho. 对于我个人和职业而言,对于苹果公司来说,让像我这样的人担任这项工作,这是一个令人难以置信的高风险。 I mean, they're really betting on a lot of things. Quero dizer, eles estão realmente apostando em muitas coisas. 我的意思是,他们真的押注了很多事情。 We're betting that my skills at organizational effectiveness, you know,  overrides, all those, you know, lack of technology, lack of experience, lack of time and manufacturing. Estamos apostando que minhas habilidades em eficácia organizacional, você sabe, superam, tudo isso, você sabe, falta de tecnologia, falta de experiência, falta de tempo e fabricação. 我们打赌我在组织效率方面的技能,你知道,覆盖所有这些,你知道,缺乏技术,缺乏经验,缺乏时间和制造。 So, it's a big risk. Então, é um grande risco. And I'm just an example and every single person on the Mac team, almost to your entry-level person you could say that about. E eu sou apenas um exemplo e cada pessoa na equipe do Mac, quase para sua pessoa de nível básico, você poderia dizer isso. 我只是一个例子,Mac 团队中的每个人,几乎对你的入门级人员你都可以这么说。 This is a place where people were afforded just incredibly unique opportunities to prove that they could do, they could write the book again. Este é um lugar onde as pessoas tiveram oportunidades incrivelmente únicas para provar que eles poderiam fazer, eles poderiam escrever o livro novamente. 在这里,人们获得了非常独特的机会来证明他们可以做到,他们可以再次写这本书。

Voiceover: Inscribed inside the casing of every Macintosh, unseen by the consumer, are the signature of the whole team. Voiceover: Inscrito dentro da caixa de cada Macintosh, invisível ao consumidor, está a assinatura de toda a equipe. 画外音:每台 Macintosh 的外壳内都刻有整个团队的签名,消费者看不到。 This is Apple's way of affirming that their latest innovation is a product of the individuals who created it, not the corporation. Essa é a maneira da Apple de afirmar que sua última inovação é um produto dos indivíduos que a criaram, não da corporação. 这是 Apple 确认他们最新的创新是创造它的个人而不是公司的产品的方式。