打造一支能交付的团队Build a Team that Ships
我在 15 年前创办了第一家公司，可直到今天我依然不会管理。我怀疑没几个人真正会管理。在 AngelList，我们要的是一支自我管理的团队，一支能交付代码的团队。
我们的做法是这样的：
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保持团队精简。全是干活的人，没有光说不练的人；绝对不要中层管理者；所有商务拓展都通过 API 完成。
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把一切非核心的事外包出去。克制住想赚最后一块钱的冲动。客户服务由创始人自己来做。
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让员工自己选择做什么。与其让他们交不出你想让他们做的事，不如让他们把自己想做的事做出来。
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任务周期不超过一周。你每周都必须往正式生产环境里交付点什么——最迟两周。如果你刚加入，那就先交付点东西。
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同级互管。在内部的 Yammer 上承诺下周要做什么。下周要么兑现，要么公开食言。
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每个项目只由一个人负责。你可以请别人帮忙，但负责的只有你一个人。
如果一个人交付不了，就让他离开。我们的环境不适合他。他应该去一个能让自己如鱼得水的地方。每个人都有自己的归宿。
这套做法并不完美。我们交付了太多功能，很多都是半成品。产品很复杂，处处是死胡同。非工程师很难融入进来——他们在这里得不到重视。
但是，我们一直在交付。
I started my first company 15 years go, and I still can’t manage. I suspect that very few people can. With AngelList, we want a team of self-managing people who ship code.
Here’s what we do:
- Keep the team small. All doers, no talkers. Absolutely no middle managers. All BD via APIs.
- Outsource everything that isn’t core. Resist the urge to pick up that last dollar. Founders do Customer Service.
- People choose what to work on. Better they ship what they want than not ship what you want.
- No tasks longer than one week. You have to ship something into live production every week – worst case, two weeks. If you just joined, ship something.
- Peer-management. Promise what you’ll do in the coming week on internal Yammer. Deliver – or publicly break your promise – next week.
- One person per project. Get help from others, but you and you alone are accountable.
If they can’t ship, release them. Our environment is wrong for them. They should go find someplace where they can thrive. There’s someplace for everyone.
It’s not perfect. We ship too many features, many half-baked. The product is complex, with many blind alleys. It’s hard to integrate non-engineers – they aren’t valued.
But, we ship.