????看來(lái)Facebook知道如何“成長(zhǎng)”。此前每個(gè)人都喜歡用懷疑的眼光來(lái)審視Facebook，但周二該公司在盤(pán)后發(fā)布的第三季度財(cái)報(bào)顯示，當(dāng)季盈利超過(guò)市場(chǎng)預(yù)期，營(yíng)收幾近達(dá)到13億美元，同比增長(zhǎng)了32%。受此利好消息影響，公司股價(jià)大漲。

????其中，F(xiàn)acebook首席運(yùn)營(yíng)官（COO）謝麗爾?桑德伯格可謂是功不可沒(méi)。身為該公司CEO馬克?扎克伯格手下的第二號(hào)人物，她學(xué)到了不少有關(guān)如何擴(kuò)大企業(yè)規(guī)模的法則。2001年，桑德伯格加盟此前任職的谷歌公司時(shí)，谷歌擁有約275名員工。桑德伯格回憶說(shuō)，當(dāng)她在2008年離開(kāi)谷歌，轉(zhuǎn)而加盟Facebook時(shí)，谷歌已擁有約2萬(wàn)名員工。過(guò)去的四年期間，她親眼見(jiàn)證了Facebook的員工人數(shù)從550人擴(kuò)大到4,000人以上的歷程。僅在過(guò)去的一年里，F(xiàn)acebook的活躍用戶(hù)人數(shù)就增長(zhǎng)了26%，達(dá)到10億人以上。

????當(dāng)桑德伯格因故而遺憾地?zé)o法出席《財(cái)富》雜志今年舉辦的“最具影響力女性峰會(huì)”時(shí)，我問(wèn)她是否能做些別的事情來(lái)彌補(bǔ)這個(gè)缺憾，比如：分享她在擴(kuò)大組織規(guī)模方面積累起來(lái)的經(jīng)驗(yàn)。她同意了，并就任何公司在這方面所面臨的挑戰(zhàn)進(jìn)行了如下總結(jié)：“一個(gè)人如果看不清自己未來(lái)的發(fā)展目標(biāo)，那就永遠(yuǎn)無(wú)法達(dá)到那個(gè)目標(biāo)。”

????桑德伯格稱(chēng)，在和谷歌CEO拉里?佩奇及Facebook CEO扎克伯格相繼共事期間，她從他們那里獲得了許多寶貴的建議，同時(shí)也學(xué)到了很多有益的經(jīng)驗(yàn)。她在擴(kuò)大組織規(guī)模方面歸納出如下三個(gè)指導(dǎo)原則：

1.目標(biāo)設(shè)定要目光遠(yuǎn)大

????桑德伯格表示，雖然管理是“管理企業(yè)的科學(xué)，但領(lǐng)導(dǎo)是一門(mén)實(shí)現(xiàn)目標(biāo)的藝術(shù)——而且實(shí)現(xiàn)的目標(biāo)不只是管理學(xué)認(rèn)為可能達(dá)成的那些目標(biāo)。”在設(shè)想目標(biāo)時(shí)目光要放得相當(dāng)遠(yuǎn)大（比如讓世界變得更加開(kāi)放，而且聯(lián)系更加緊密——這是扎克伯格抱有的愿景），讓企業(yè)員工為之振奮。員工們之所以跟隨企業(yè)領(lǐng)導(dǎo)人，不僅是因?yàn)樗麄冞@樣做可以獲取薪酬，而且是因?yàn)樗麄兿嘈牌髽I(yè)領(lǐng)導(dǎo)設(shè)定的宏大愿景。桑德伯格建議：“要向員工們反復(fù)闡明企業(yè)設(shè)定的使命。只有通過(guò)向員工闡述企業(yè)最重要的任務(wù)，并且把與員工溝通的話(huà)題鎖定在這個(gè)愿景的框架之中，才能促使所有員工把精力都凝聚在宏大的目標(biāo)上。”

2、人才招聘要目光遠(yuǎn)大

????桑德伯格在谷歌工作期間負(fù)責(zé)的業(yè)務(wù)部門(mén)的員工人數(shù)在五年內(nèi)從4人增加到4,000人。這就意味著，最初的四名員工必須在很短的時(shí)間內(nèi)，完成相當(dāng)于10至15年的增員工作。桑德伯格從中吸取到一個(gè)經(jīng)驗(yàn)：她說(shuō)：“招聘那些你認(rèn)為未來(lái)要用到的人，招聘那些資質(zhì)更高、更有經(jīng)驗(yàn)、或者剛剛畢業(yè)但能夠超預(yù)期完成工作的人。”確保現(xiàn)在招聘來(lái)負(fù)責(zé)管理100名員工的管理者，在手下員工人數(shù)擴(kuò)大到1,000人時(shí)也能勝任相應(yīng)的管理工作。

3. 制訂計(jì)劃要目光遠(yuǎn)大

????桑德伯格在谷歌工作的初期，她和同事們會(huì)在每個(gè)人的生日當(dāng)天舉行慶祝活動(dòng)。桑德伯格回憶說(shuō)：“問(wèn)題是，六個(gè)月之后我們的員工人數(shù)增加了那么多，我們根本不可能在每個(gè)員工的生日當(dāng)天為他們舉行慶祝活動(dòng)。”于是，谷歌就改成了每周、每月、然后每季度為當(dāng)周、當(dāng)月、當(dāng)季度生日的員工集中舉行一次慶祝活動(dòng)。桑德伯格回憶道：“那時(shí)我們每次都準(zhǔn)備了特大的單層四方蛋糕，上面裱有所有過(guò)生日的員工的名字。如果當(dāng)初我在制定慶祝員工生日活動(dòng)時(shí)考慮得更加長(zhǎng)遠(yuǎn)些的話(huà)，我早該意識(shí)到，為每位員工在生日當(dāng)天舉行慶祝活動(dòng)的制度在員工人數(shù)不斷增加的情況下就行不通了。”桑德伯格建議說(shuō)，在計(jì)劃重大活動(dòng)以及慶祝活動(dòng)時(shí)，必須考慮到是否能夠適應(yīng)企業(yè)規(guī)模的不斷擴(kuò)大。比如，扎克伯格倡議并且主持的編程馬拉松（hackathons）大賽——在此期間Facebook的工程師們以及技術(shù)天才會(huì)聚在一起，分享他們?cè)诟髯灾饕ぷ髦忾_(kāi)發(fā)的產(chǎn)品和功能。“無(wú)論是三個(gè)人、三千人甚至三萬(wàn)人（如果我們公司規(guī)模達(dá)到如此水平的話(huà)），這項(xiàng)活動(dòng)都可以進(jìn)行，”桑德博格一邊說(shuō)，一邊夢(mèng)想著Facebook的未來(lái)。

????譯者：iDo98

????So, Facebook (FB) knows how to grow. On Tuesday, the company that everyone loved to discount reported better-than-expected profits and a 32% increase in third-quarter revenue to nearly $1.3 billion. The stock is popping.

????Substantial credit goes to Sheryl Sandberg, Facebook's chief operating officer and CEO Mark Zuckerberg's No. 2, who has learned a thing or two about scaling businesses. When Sandberg joined her previous employer Google (GOOG) in 2001, that company had about 275 employees. By the time she left for Facebook in 2008, she recalls, Google had about 20,000 employees. During the past four years, she has seen Facebook grow from 550 to more than 4,000 employees. In the past year alone, active Facebook users increased 26% to more than 1 billion.

????When Sandberg regretfully bowed out of this year's Fortune Most Powerful Women Summit, I asked her if she would do something else: share her expertise on scaling an organization. She agreed and sums up the challenge for any company this way: "If you can't envision where you're going to go, you're not to get there."

????Having both advised and learned from the two guys who top Fortune's 40 Under 40 list--Zuckerberg (No. 2) and Google CEO Larry Page (No. 1)--she came up with three guidelines:

1.Think Big.

????While management is "the science of administering a business," Sandberg says, "leadership is the art of accomplishing more than the science of management says is possible." Thinking really big--such as making the world more open and connected, which is Zuckerberg's vision--gets people excited. They follow the leader not only because they are paid to follow. They believe. "Repeat the mission," Sandberg advises. "Only by stating what's most important and by framing the conversation can you keep everyone focused."

2.Hire big.

????Sandberg's organization at Google grew from four to 4,000 people in five years. Which meant that the original four employees had to do 10 or 15 years worth of growing in a very short period of time. Sandberg learned a lesson from this: "Hire for what you think you're going to need," she says. "Hire people who are more qualified, have more experience, or are right out of school but can overachieve." Make sure that the person you're hiring to manage a 100-person office can manage the office if it reaches 1,000 people.

3.Plan big.

????Early on, Sandberg and her fellow Googlers celebrated everyone's birthday on their actual birthdays. "The problem was, six months later, we had so many people that we couldn't possibly celebrate everyone's birthday on that day," she recalls. So, Google shifted to weekly, then monthly, then quarterly celebrations. "We had these ginormous sheet-cakes with everybody's name on them," Sandberg recalls. "If I had been better at thinking ahead, I would have realized that celebrating everyone's birthday on the real day would not scale." Plan events and celebrations that will scale, she advises. For instance: Zuckerberg's hackathons--when Facebook engineers and tech talent gather to share products and features they developed outside their main jobs. "You can do these with three, 3000, or 30,000 people if we ever get there," Sandberg says, dreaming of Facebook's future growth.