Twitter即将离任的CEO：提升透明度是一家公司成功的关键
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科斯特洛结合2013年11月上市的Twitter公司，谈论了透明度的重要性。 他说道：“对于上市公司而言，保持开放沟通，分享尽可能多的信息，是一项特殊挑战。在正常运转的组织中有一种自然的趋势，那就是我们不应该分享这种信息。” 科斯特洛于2010年加入Twitter公司，在其任期内，公司的规模扩大了三倍，全球员工总数超过3600人。他表示，通常来说，CEO和高管们会将上市“作为借口。事实上，公司最好的选择应该是发布更多信息，更详细地阐述公司的标准，而不是隐藏这些信息。对于一家组织的领导者而言，对抗这种趋势，坚决反对这种隐藏信息的做法，具有十分重要的意义。” 科斯特洛称，在公司发展过程中，增加沟通是成功的关键。 他表示：“你必须将这种理念融入到公司架构当中。”随后，务必要基于公司的策略来衡量沟通效果。他说自己会保证与所有新员工面谈。他补充道：“我会用私下的时间与他们交谈。我会用大部分时间来回答他们提出的问题。” 员工之间的谈话和讨论，对公司成功同样至关重要，并且有助于创建一个令人满意的工作场所。科斯特洛解释说：“公司所有人都可以向我提出任何问题。我喜欢人们这样做。我喜欢人们来挑战我。他们会明白，公司里的所有人都可以向我提出问题，或跟我辩论。我从新员工入职培训的第一天就鼓励人们这样做。” 这种谈话可以保证透明，增加沟通，创造更高效的工作场所。 他说：“在一家学习型组织，最重要的是获得真相。而获得真相最快速的途径便是交流。真正的挑战，真正艰难的部分在于当你开始争论的时候。”他解释称，有些争论能够提高生产力，而有些则会产生相反的作用。“交流并非审问，不要扮演检察官。交流就是为了获取真相而进行开放的辩论。” 保证公司管理者以开放心态与团队进行有效沟通，也是其中一部分。为了做到这一点，科斯特洛特意为大型团队的管理者讲授管理课程。他说道：“帮助团队提高是你的职责。”这也是他给Twitter和其他公司管理者的建议。 访谈最后，科斯特洛被问及他收到过的最佳建议。在回答这个问题时，他提到了风险投资公司安德森•霍洛维茨的合伙人本•霍洛维茨。这位风投界大佬曾告诉他：“保证让所有人理解你所理解的事情。”科斯特洛说道：“你可能认为自己已经解释了无数次，也提供了相关背景，但依旧有人不理解你做某件事的原因。”因此，提供和解释“做出决策的背景”尤为重要。他补充道，只有这样，员工才能“致力于执行”公司的使命。（财富中文网） 译者：刘进龙/汪皓 审校：任文科 |
Costolo went on to discuss the importance of transparency in light of the company going public in November 2013. “It’s a particular challenge for companies going public to think of how they can maintain open lines of communication and share as much as possible,” he said. “There’s a tendency among functioning organizations, a natural tendency, that we shouldn’t share that information.” Costolo, who joined Twitter in 2010, has seen the company triple in size during his tenure to over 3,600 employees globally. CEOs and executives tend to use going public as “an excuse,” he said. “It’s better to give more information, to tell more about metrics and not hide behind [them]. It’s critical for the leader of an organization to fight against that and be very vocal about pushing against that.” Costolo said that scaling communication as a company grows is key for success. “You have to design it into the company and architect it,” he said. It’s important to then be able to measure communication against strategy. As part of that, he said he makes sure to speak with all new hire classes. “I take time out personally to go talk to them. I spend most of that time answering questions,” he added. Discourse and debate among employees are paramount to success, too, and fostering a great place to work: “Anyone in the company can ask me anything. I like it when people do. I like it when people challenge me. They start to understand that anyone in the company can have a question or debate. I encourage that from day one in the new hire orientation session,” Costolo explained. That type of conversation leads to transparency and increased communication, enabling a more efficient workplace. “The most important thing in a learning organization is to get to the truth. The fastest way to get to the truth is discourse,” he said. “The challenge there, the really, really hard part, is when you start to have debates.” But there are certain debates that are productive and those that aren’t, he explained. “Discourse isn’t about interrogating and being a prosecutor. It’s about open debate to get to the truth.” Part of that, too, is ensuring managers are open to communicating with their teams effectively. To help, Costolo teaches management courses to everyone working with a large group of people in the company. “It’s your job to improve your team,” he said in the way of advice for managers at Twitter and elsewhere. Costolo was asked at the conversation’s end about the best advice he ever received. He pointed to what Ben Horowitz, the partner at the venture capital firm Andreessen Horowitz, once told him. “Make sure everybody understands what you understand,” said Costolo. “You may think you’ve helped explained and given context 91 times and you still have people who don’t understand why you did x.” As a result, it’s important to give and explain “the context for decisions that have been made.” That way, he added, the workers will “commit to executing” that mission. |
