????本文與《創業者》雜志的合作內容。下文最初發表于Entrepreneur.com網站。

????任何想要創業的人，都應該有自己的原則和指導方針。我愿意把自己的原則和指導方針與大家分享。我下面提到的這些“原則”，不僅適用于創業者，也適用于正在考慮為初創公司工作的人。

????1. 不要輕易創業，除非這是你癡迷并且鐘愛的事業。

????2. 如果你給自己想好了退路，那就說明你對創業還不夠癡迷。

????3. 聘用那些你認為肯定喜歡在這里工作的人。

????4. 銷售能解決一切問題。明確你的公司將如何賺錢，你如何為公司創造銷售額。

????5. 確定公司的核心競爭力，并集中精力將其發揚光大。要為直接影響公司核心競爭力的人才，提供最優厚的薪酬待遇。除此之外，聘用符合公司文化并且薪酬相對較低的員工。

????6. 一臺濃縮咖啡機？別開玩笑了?？Х仁墙o親密的人準備的。提供免費的碳酸飲料吧。午餐時間是走出辦公室與人交流的好機會。一天有24個小時，如果員工喜歡他們的工作，他們就會充分利用自己的時間，想方設法地做好本職工作。

????7. 不要設立單獨的辦公間。開放的辦公室可以讓所有人與工作進度保持一致，并激發員工的工作激情。有員工想要個人隱私？教會他如何使用洗手間的門鎖。在初創公司沒有所謂的隱私。這樣也可以將那些不會成功管理初創公司的高管拒之門外。我最擔心的，就是招聘來某位動輒就想要打造一個帝國的人。如果一個人要求坐頭等艙或配私人秘書，還是請他另謀高就吧。如果你的管理人員不屑于打銷售電話，果斷將他解雇。這些人好高騖遠，只會拖累你的公司。

????8. 在技術方面，選擇自己擅長的。這通常是最實惠的方法。如果你了解蘋果，那就用蘋果。如果你知道Vista系統，問問自己為什么，然后就用它好了。一家初創公司沒有那么多員工。讓人們用自己擅長的技術就可以了。

????9. 保持組織扁平化。在初創公司，如果管理者還要向其他上級管理者匯報 ，你最終肯定會失敗。一旦你走出初創階段，這種結構就會形成辦公室政治。

????10. 不要購買無用的裝飾品。如果有人送給我印有一家初創公司標識的POLO衫，這家初創公司肯定會失敗。如果員工要參加展會或公眾活動，給他們買這類物品沒問題，但假如你以為員工在戶外活動的時候會穿那些帶商標的POLO衫，那可就大錯特錯了。這也說明你并不清楚如何合理利用公司的資金。

????11. 不要找公關公司。公關公司通過電話或郵件聯系的業內人士，都在你讀過的刊物、看過的電視節目或者瀏覽過的網站里。這些人都會公布自己的電子郵件。當你在瀏覽與你所在領域相關的信息時，找到信息發布者的電子郵件，給他們發信，介紹你自己和你的公司。這些人的工作就是找到新鮮的素材。相對于所謂的媒體公關公司，這些人更愿意直接與公司創始人交流。建立聯系后，確保自己能夠為他們解答一些與行業有關的問題，使自己成為他們的信息來源。如果你夠聰明，他們就會用得著你。

????12. 讓員工感受到工作的快樂。密切關注員工的壓力狀態和成就，對員工進行獎勵。在我的第一家計算機資訊公司MicroSolutions，如果有一個月的銷售額創下紀錄，或者有人做了一些特別的事情，我都會向銷售人員發放百元美鈔作為獎勵。在播客網站Broadcast.com和MicroSolutions，我們都有一款公司特定的飲料，名字叫“神風特攻隊”。我們有時候會帶人去酒吧，給每個人點上一杯或者十杯，作為獎勵。在MicroSolutions，通常都有供應商買單。供應商總是喜歡有趣的聚會。

????本文節選自馬克?庫班的書《如何在體育界取得成功：我能做到，你也能》（Diversion Books出版，2011年），并經過編輯。（財富中文網）

????譯者：劉進龍/汪皓

????This post is in partnership with Entrepreneur. The article below was originally published at Entrepreneur.com.

????Anyone who has started a business has his or her own rules and guidelines, so I thought I would add to the memo with my own. My “rules” below aren’t just for those founding the companies, but for those who are considering going to work for them, as well.

????1. Don’t start a company unless it’s an obsession and something you love.

????2. If you have an exit strategy, it’s not an obsession.

????3. Hire people who you think will love working there.

????4. Sales Cure All. Know how your company will make money and how you will actually make sales.

????5. Know your core competencies and focus on being great at them.Pay up for people in your core competencies. Get the best. Outside the core competencies, hire people that fit your culture but aren’t as expensive to pay.

????6. An espresso machine? Are you kidding me? Coffee is for closers. Sodas are free. Lunch is a chance to get out of the office and talk. There are 24 hours in a day, and if people like their jobs, they will find ways to use as much of it as possible to do their jobs.

????7. No offices. Open offices keep everyone in tune with what is going on and keep the energy up. If an employee is about privacy, show him or her how to use the lock on the bathroom. There is nothing private in a startup. This is also a good way to keep from hiring executives who cannot operate successfully in a startup. My biggest fear was always hiring someone who wanted to build an empire. If the person demands to fly first class or to bring over a personal secretary, run away. If an exec won’t go on sales calls, run away. They are empire builders and will pollute your company.

????8. As far as technology, go with what you know. That is always the most inexpensive way. If you know Apple, use it. If you know Vista, ask yourself why, then use it. It’s a startup so there are just a few employees. Let people use what they know.

????9. Keep the organization flat. If you have managers reporting to managers in a startup, you will fail. Once you get beyond startup, if you have managers reporting to managers, you will create politics.

????10. Never buy swag. A sure sign of failure for a startup is when someone sends me logo-embroidered polo shirts. If your people are at shows and in public, it’s okay to buy for your own employees, but if you really think people are going to wear your branded polo when they’re out and about, you are mistaken and have no idea how to spend your money.

????11. Never hire a PR firm. A public relations firm will call or email people in the publications you already read, on the shows you already watch and at the websites you already surf. Those people publish their emails. Whenever you consume any information related to your field, get the email of the person publishing it and send them a message introducing yourself and the company. Their job is to find new stuff. They will welcome hearing from the founder instead of some PR flack. Once you establish communication with that person, make yourself available to answer their questions about the industry and be a source for them. If you are smart, they will use you.

????12. Make the job fun for employees. Keep a pulse on the stress levels and accomplishments of your people and reward them. My first company, MicroSolutions, when we had a record sales month, or someone did something special, I would walk around handing out $100 bills to salespeople. At Broadcast.com and MicroSolutions, we had a company shot. The Kamikaze. We would take people to a bar every now and then and buy one or ten for everyone. At MicroSolutions, more often than not we had vendors cover the tab. Vendors always love a good party.

????This article is an edited excerpt from How to Win at the Sport of Business: If I Can Do It, You Can Do It (Diversion Books, 2011) by Mark Cuban (Available at Amazon and iTunes).