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多年以來(lái)，如何打造一支優(yōu)秀的團(tuán)隊(duì)一直都是困擾企業(yè)家們的難題。歸根結(jié)底，就是沒(méi)有一個(gè)可以現(xiàn)學(xué)現(xiàn)用的套路，能讓整個(gè)團(tuán)隊(duì)精力充沛地去實(shí)現(xiàn)企業(yè)目標(biāo)。一支優(yōu)秀的團(tuán)隊(duì)是要靠時(shí)間打磨的，同時(shí)也需要公司高層的認(rèn)真付出。

我的幾次創(chuàng)業(yè)經(jīng)驗(yàn)告訴我：把控并且最終消除精神層面的障礙和良莠不齊（這些都會(huì)抑制員工和企業(yè)的發(fā)展）非常重要。在職員們還沒(méi)入職前的招聘階段就要開始注意這一點(diǎn)了。在BetterWorks，我們認(rèn)為優(yōu)秀員工之所以能夠脫穎而出，就是因?yàn)樗麄兊幕盍Α獙?duì)于工作以及希望加入團(tuán)隊(duì)的那份極具感染力的熱情。他們?cè)绞浅錆M活力，就越能夠勝任他們的職業(yè)角色，在接下來(lái)的成長(zhǎng)道路上也就越自信、越積極。他們每天都在想著要變得更好。基于這樣的理念，我們已經(jīng)打造出了一支非常優(yōu)秀的團(tuán)隊(duì)，每個(gè)成員都志趣相投。

讓你的團(tuán)隊(duì)決定他們想跟怎樣的人一起工作，并且迅速高效地帶這些新員工上手。每招收一名新員工，都會(huì)有至少六名老員工參與。所以，我們的大部分工作都要求跨部門合作；而且對(duì)于將來(lái)想同誰(shuí)合作，決定權(quán)在整個(gè)團(tuán)隊(duì)，這就意味著我們招收的員工都很有競(jìng)爭(zhēng)力，并且長(zhǎng)期符合我們公司的文化和價(jià)值觀。按照這樣的原則，我們已經(jīng)打造出一支豐富多樣的團(tuán)隊(duì)。有的員工積極進(jìn)取，職業(yè)道德經(jīng)常會(huì)超出我們的想象；有的員工經(jīng)驗(yàn)豐富，成為整個(gè)團(tuán)隊(duì)不可或缺的人物。還有一點(diǎn)，在我們公司，女性領(lǐng)導(dǎo)者占一半以上。

招來(lái)新員工之后，我們就會(huì)進(jìn)入“強(qiáng)化階段”。我們會(huì)鼓勵(lì)他們?nèi)デ袑?shí)踐行團(tuán)隊(duì)價(jià)值觀，例如正直與追求卓越。如何打消“這個(gè)不是我負(fù)責(zé)”這樣的念頭？我們的做法很簡(jiǎn)單，就是規(guī)定員工不許這么說(shuō)。我們的C級(jí)員工對(duì)于他們的所有目標(biāo)都坦誠(chéng)布公——包括每個(gè)季度他們將會(huì)帶進(jìn)幾名新員工以及創(chuàng)造多少的財(cái)政預(yù)算和營(yíng)銷收入。真誠(chéng)、坦率不僅有效地促進(jìn)了員工之間的溝通和協(xié)調(diào)；與此同時(shí)，我們還慢慢地將這些優(yōu)秀品質(zhì)灌輸為企業(yè)價(jià)值觀。因?yàn)檎沁@些價(jià)值觀才使得我們的團(tuán)隊(duì)長(zhǎng)此以往地強(qiáng)大下去。

你希望你的團(tuán)隊(duì)擁有什么樣的價(jià)值觀，就要按照這樣的價(jià)值觀去培養(yǎng)他們，并且將這些優(yōu)秀的品質(zhì)定為規(guī)范準(zhǔn)則。就我們公司而言，這個(gè)品質(zhì)就是活力?；盍Σ粌H關(guān)系到招納新員工，也是所有經(jīng)理人需要慢慢培養(yǎng)的一種品質(zhì)。我們希望團(tuán)隊(duì)里所有的人都能對(duì)他們所做的工作充滿激情，并且可以有一個(gè)分享和創(chuàng)新的安心之所。如果你能知行合一，那么你的團(tuán)隊(duì)自然也會(huì)變得更強(qiáng)大。（財(cái)富中文網(wǎng)）

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譯者：劉偉義

The science of building a strong team has puzzled entrepreneurs for years. When it comes down to it, there is no single plug-and-play formula for building a team that will execute your company vision with vigor. A strong team is built over time, and requires serious effort from the higher-ups at a company.

After building a couple of startups from the ground up, I’ve come to understand how vital it is to navigate—and ultimately avoid—the mental roadblocks and misalignment that might hinder employee and company growth. This starts with the hiring process—before the employees’ first day of work. At BetterWorks, what we believe sets the strongest candidates apart from their peers is “sparkle”—or their contagious enthusiasm for the work they do and why they want to join our team. The more sparkle they exude, the stronger they’ll be in their role, and the more confident and willing they are to continue down a path of growth. People with sparkle rarely plateau. They want to become better every single day. We’ve built a strong team of like-minded individuals rooted in this philosophy

Empower your team to hire who they want to work with, and onboard them quickly and effectively. We get a half a dozen people or more involved each time we add a team member. So much of what we do requires cross-collaboration with other departments, and allowing the team to have a say in who they’ll be working with in the future means we’re bringing in people who are a strong, long-term fit for our company culture and values. Through this practice, we’ve built up such a diverse team. Some are up-and-comers whose work ethic goes above and beyond what we could have imagined, and others are seasoned veterans whose experience proves indispensable for our team. Women own more than half of the leadership roles in our company.

Once new employees are hired, we move into a “strengthening phase.” We reinforce team values, like integrity and excellence, by encouraging employees to really practice them. We’ve eliminated the “that’s not my job” mentality just by making it the standard not to say it. Our C-level staff is open and transparent with all of their goals—from the number of new hires they’ll bring on each quarter to our financial outlook and sales revenue numbers. Honesty and transparency do more than effectively communicate and align our workforce; we actually instill these strengths as company values, and it’s these values that make our team strong for the long haul.

Build your workforce based on the values you want your team to hold, and foster these attributes by making them the norm. For us, that’s sparkle. Sparkle doesn’t just matter when a person is hired—it’s something all managers develop over time. We want all of the people on our team to grow in enthusiasm for the work they do, and have a safe place to share their ideas and try new things. Your team will naturally get stronger when you practice what you preach.