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伊瑟·沃西基并沒有一心要培養首席執行官，但她意識到，她希望自己的孩子和學生們所獲得的教育能夠與她當年獲得的截然不同。這位硅谷最知名家族之一的、經驗豐富的教育家和女家長說：“如果我不付諸行動，我會有挫敗感。我父親的理念是‘不打不成器’?！?/p>

沃西基在經歷了多年的執教和子女養育之后，形成了其自身的觀點。在帕洛阿爾托高中，加入其備受歡迎的媒體藝術課程的700多名青少年都稱她為“沃奇”。她在其新書《如何培養成功人士：小案例，大影響》（How to Raise Successful People: Simple Lessons for Radical Results）中介紹了培養有效和道德領袖的秘訣。這個經過她實踐驗證的配方到底是什么？它們就是信任、尊重、獨立、合作與善良，這些特質的首字母加起來便構成了朗朗上口的單詞——TRICK。

要說這個方法是否奏效，沃西基的孩子們便是很好的例子。她的大女兒蘇珊·沃西基是YouTube的首席執行官，二女兒珍妮·沃西基是加州大學舊金山分校的兒科教授，排行最小的安妮·沃西基是基因測試公司23andMe的創始人及首席執行官。這三位在書的序言中寫道：“我們的父母教育我們要相信自己和自己做決策的能力。在我們記憶中，父母從未因為我們是孩子便忽視我們所提出的想法或觀點。”

沃西基培養成功人士的指南還講述了其不幸的童年（除了遭到其父親的棍棒相加之外，她弟弟的死亡（因偶然吞食一把藥片）也為其童年帶來了很大的影響），以及依據TRICK的可執行要訣。例如，她在培養信任時的一個重要做法就是給孩子們一定的預算資金，讓她們自己購買所需的物品。沃西基表示，財務知識技能的培養可以從小開始。她向女兒們展示了她們念小學時的一張復利圖表，在成長的過程中，這三位姐妹銷售了眾多來自于其鄰居院子里的檸檬，并因此獲得了“檸檬女孩”的稱號。

沃西基說，TRICK的理念對于雇主來說也是十分有價值的。她在書中指出，像全食超市的約翰·麥基這類因“雇員賦權”而聞名的首席執行官和其他領導者對她的方法十分感興趣。她寫道：“TRICK的最終目標是在一個有責任心的世界中打造有責任心的人。這是我們作為父母、教師和雇主所從事的工作，我們不能只是把孩子養大或管理教師和會議室，而是應該為人類的未來做鋪墊工作?！?/p>

盡管沃西基的作品只是眾多“培養成功”類書籍中的一本新作，但很少有人能夠從母親的角度來探討這個領域?！敦敻弧冯s志在沃西基位于帕洛阿爾托的家中采訪了這位78歲的母親，討論了如何培養領導者、最近的大學錄取丑聞以及科技負面影響所帶來的棘手問題。她說，最后一點是沃西基家里的一個熱點話題，這倒是不足為奇，因為三個女兒中有兩個都在經營曾經頗具爭議的科技公司。以下是采訪的節選。

《財富》：為什么寫這本書，為什么在這個時候寫？

伊瑟·沃西基：很多人都問我，我是怎么教育女兒和學生的。我想，如果大家真的想知道我的教育方法，那么通過寫書會更有助于人們了解答案。我花了一生的時間搜集這個信息，而且我覺得我愿意與世界進行分享。這是我的遺贈，我正在嘗試讓人們了解賦予子女學習自主權的力量。

雇主能從TRICK中學到什么？

如果你以同樣的方式對待雇員，如果你相信他們并為他們提供表現的機會，那么他們就會相信自己。這真的是很瘋狂，但當有人相信你時，你就更愿意冒風險，而且變得更有創造力。

試想一下，如果你的老板并不怎么看好你，你唯一能夠做的就是按其指示辦事。那么這有什么創意可言？所有的雇主都希望其員工既要有創意，也要愿意冒險，但所有從大學畢業的員工在接受培訓時都被告誡不要冒險，而且要服從指示。如果你不服從，就拿不到好學分。我們打造了一個服從規則的民族，一整個國家的綿羊。

僅以谷歌（YouTube的母公司）為例，他們主要做的事情就是為員工提供某種程度的自由，例如，如果你希望從事一個20%的項目（這個政策允許雇員把自已的20%的時間用于從事任何他們希望做的事情），你有權這么做。事實證明，谷歌是全球最有創造力的一家公司。

大學錄取丑聞透露了教育和父母教育的哪些現狀？

學生們不夠專注，而且他們的父母——全國上下都是“鏟雪機”式的父母，他們為孩子們掃清了障礙，而且為學生們聘請其實是幫助學生作弊的輔導老師。這些父母為了讓孩子通過考試真是使出了洪荒之力，但這些考試與現實世界卻毫不相干。職場并非是一系列測試，而是一系列項目和人與人之間的合作。我們并沒有給學生們提供正確的教育。商界一直在抱怨，公司難以獲得訓練有素的學生。但他們需要意識到，他們不應該使用SAT來作為衡量雇員好壞的標準。

Esther Wojcicki didn’t set out to raise CEOs. But she knew she wanted her children—and students—to have an upbringing vastly different from the one she had endured. “If I didn’t behave, I was beaten,” says the longtime educator and matriarch of one of the most well-known families in Silicon Valley. “My father’s philosophy was ‘Spare the rod, spoil the child.’?”

Wojcicki, or “Woj,” as she’s known to the 700 teenagers enrolled in her popular Media Arts Program at Palo Alto High School, came up with her own philosophy after many years of teaching and parenting. She lays out the secrets to cultivating effective and ethical leaders in a new book, How to Raise Successful People: Simple Lessons for Radical Results. Her tried-and-tested formula? It all boils down to TRICK, a catchy acronym that stands for trust, respect, independence, collaboration, and kindness.

If Wojcicki’s offspring are any indication, her method works. Her firstborn, Susan Wojcicki, is the CEO of YouTube. Janet Wojcicki is a professor of pediatrics at the University of California at San Francisco. And Anne Wojcicki, the baby of the family, is the founder and CEO of genetic testing company 23andMe. “Our parents taught us to believe in ourselves and our ability to make decisions,” the three write in the book’s foreword. “We don’t remember ever having our ideas or thoughts dismissed because we were children.”

Wojcicki’s guide to raising successful people weaves together stories of her own harsh childhood (in addition to being beaten by her father, she says, her formative years were defined by the loss of her baby brother, who died after accidentally swallowing a handful of pills) with actionable takeaways based on TRICK. One of her keys to instilling trust, for example, is to give teenagers a budget and let them shop for needed items on their own. Financial literacy skills can be taught early on, says Wojcicki. She showed her daughters a compound interest chart when they were still in grade school, and growing up, the three sisters sold so many lemons from their neighbor’s yard that they became known as the “lemon girls.”

The TRICK philosophy can be of value to employers too, says Wojcicki. In her book, she notes that CEOs like John Mackey of Whole Foods and other leaders known for “employee empowerment” are interested in her methods. “The ultimate goal of TRICK is creating self-responsible people in a self-responsible world,” she writes. “This is what we’re doing as parents, teachers, and employers—not just raising children or managing classrooms and boardrooms, but building the foundation of the future of humankind.”

While Wojcicki’s book may be the latest in a long list of literature focused on fostering success, rarely does this genre get written from the perspective of a mother. Fortune caught up with the 78-year-old matriarch in her Palo Alto home, where she sat surrounded by family photos, to talk about raising leaders, the recent college admissions scandal, and the thorny issue of technology’s dark side. That last point is a hot topic in the Wojcicki family, she says—no surprise given that two of her three daughters run sometimes-controversial tech companies. An edited transcript of the interview follows.

Fortune: Why did you write the book and why now?

Esther Wojcicki: So many people were asking me what I did with my daughters and what I did with my students. I thought, Well, if everyone really wants to know how I did it, perhaps it would be easier if I just wrote a book. I’ve spent a lifetime collecting this information, and I thought I would share it with the world. This is my legacy—I’m trying to make sure that people understand the power of giving children control of their learning.

What can employers learn from TRICK?

If you treat employees the same way, if you believe in them and give them an opportunity to perform, then they believe in themselves. It is really crazy, but when someone believes in you, you’re willing to take more risks and willing to be more creative.

Just imagine if you have an employer who thinks poorly of you; the only way you’re going to be able to perform is by following their directions exactly. And where is the creativity in that? All these employers want people who are creative and willing to take a risk, and all the people coming out of college are trained not to take a risk. They’re trained to follow instructions. If you don’t follow instructions, you don’t get a good grade. We’re producing a nation of rule followers—a nation of sheep.

If you just look at Google [parent company of YouTube], the main thing they do is give their employees a sense of freedom by saying, if you want to work on a 20% project [a policy allowing employees to devote themselves to whatever they want for 20% of the time], you have the right to do that. Google turned out to be one of the most creative companies on the planet.

What does the college admissions scandal say about the state of education and parenting?

Students are not engaged enough, and their parents—who are a nation of “snowplow parents”—are clearing the way and giving students tutors who basically cheat for them. The parents were all going crazy trying to get kids to pass tests that are completely irrelevant to the real world. The work world is not a series of tests. The work world is a series of projects and people collaborating together. We are not training students the right way. The business world is complaining that they aren’t getting students who are properly prepared. But they need to realize that they should not use the SAT as a gauge for what makes a good employee.

在TRICK的五大原則中，那一項對于雇主來說是最難實施的？

信任。雇主并不相信員工，因此他們設立了很多機制來確保雇員在從事他們應該做的事情。我能理解為什么信任會如此困難，是因為有的雇員并沒有做到這一點。但我會建議解釋公司的文化，并討論如何給予員工更多的信任和尊重，以及你希望人們如何尊重這種規定。如果雇員做不到，那么你就必須改變這些規則。但我認為，大多數人在工作中都非常敬業。最難做到的第二件事情是善良。

為什么善良會如此困難？

因為在英語中沒有一個詞語用來表述當得知他人成功后自己的愉悅感。我們不僅沒有這個單詞，而且連這個概念都沒有。當你在腦子中有一個賺錢的概念，但某些人又無法滿足你的期許時，賺錢動機將成為最重要的事情，善良也就隨之消失了 。

如何定義成功？

我會將成功定義為有地方居住，有一份工作，有一定的激情，有飯吃，而且有人際關系。最重要的是積極的人際關系。這便是我目前所認為的成功。所處的社區異常重要。就美國而言，社區在如今比以往更彌足珍貴。

科技能否幫助或阻礙TRICK價值的實施？

科技是好東西，因為它能夠為孩子們賦權，讓他們有機會獨立查找信息。缺點在于它會傳播不正確的行為。問題在于，我們如何進行規范。難道要隱藏[信息]？例如高中的自殺，有數據顯示，如果人們報道自殺并進行探討，那么在此之后自殺行為將會出現高漲。我們應該做的一件事情是提高媒體的素養和媒體的受教育水平：如何道德地使用手機，如何使用科技來搜集信息。我們如今的唯一做法就是沒收孩子的手機，這是很可笑的。他們沒有吸取任何教訓；他們只是學到了手機就是禁果。（財富中文網）

本文另一版本登載于《財富》雜志2019年5月刊，題目為《培養超級女性》。

譯者：馮豐

審校：夏林

Of the five TRICK principles, which is the hardest for employers to implement?

Trust. Employers don’t trust their employees, so they have a lot of mechanisms to make sure employees are actually doing the work that they’re supposed to do. I can understand why it’s hard because there are people out there who don’t do what they’re supposed to do. But I would suggest explaining the culture of the company and talking about how you’re giving people more trust and respect, and how you’re expecting people to honor that. If there are violations, then you do have to change the rules. But I would say that most people work really hard. The second hardest is kindness.

Why is kindness so hard?

Because we don’t have a word in the English language that expresses happiness when other people succeed—that we don’t have the word shows that we don’t even have the concept. When you have a profit motive in mind and somebody doesn’t meet your expectations, that profit motive becomes the most important thing, and kindness disappears.

How do you define success?

I would define success as people who have a place to live, a job, a passion of some kind, food to eat, and relationships. No. 1 is positive relationships. That is success as far as I’m concerned. The community is so important. In America we need that today more than ever.

Does technology help or hinder the implementation of TRICK values?

Technology is good because it empowers kids; it gives them the opportunity to find information themselves. The downside is we spread misbehavior. The question is how do we regulate that. Do we want to hide [information]? Suicides in high schools—if you cover the suicide and talk about it, statistics [show] there’s an upsurge of suicides that happen after. One thing we should do is promote media literacy and media education: how to use your phone ethically, how to use technology for information. The only thing we do now is confiscate kids’ phones, which is ridiculous. They don’t learn anything; they just learn that the phone is forbidden fruit.

A version of this article appears in the May 2019 issue of Fortune with the headline “Raising Superwomen.”