The author of a new book on the Facebook founder reveals some of the characteristics that makes Mark, Mark.
新出版的facebook創(chuàng)始人傳記的作者在書中揭露了馬克之所以能夠成功的幾個(gè)個(gè)性上的原因。

Facebook founder Mark Zuckerberg is one of the youngest billionaires in the world, and a visionary with over a billion customers affected by his decisions on a regular basis.
Facebook創(chuàng)始人馬克-扎克伯格是世界上最年輕的億萬(wàn)富翁之一，他也是一個(gè)用他的工作影響了數(shù)以億計(jì)人的夢(mèng)想家。

Of course, Mark doesn't run Facebook by himself, but he has created a culture and brought in top level partners like Sheryl Sandberg to run areas where her strengths are most appropriate. According to the author of Think Like Zuck, Ekaterina Walter, entrepreneurs like Zuckerberg use five main factors in creating their company: Purpose, passion, product, people and partnerships. Walter, who is a "social innovator" at Intel, interviewed many employees and Facebook partners to learn more about what it means to think like Zuck.
當(dāng)然，F(xiàn)acebook公司不是靠他一己之力經(jīng)營(yíng)的，但是他創(chuàng)造了一種文化，并將像雪莉-桑德伯格一樣頂級(jí)的合作者帶入公司，給他安排了最合適的職位。根據(jù)《像扎克一樣思考》一書作者葉卡捷琳娜-瓦爾特的觀點(diǎn)，像扎克伯格一樣的企業(yè)家們會(huì)考慮五個(gè)因素來(lái)創(chuàng)建他們的公司：目標(biāo)、激情、產(chǎn)品、用戶和同伴。瓦爾特是因特爾公司的“革新者”，他訪談過(guò)很多求職者和Facebook公司的合作者，通過(guò)這種途徑來(lái)了解如何像扎克一樣思考。

The 5 P's
5P原則

"Every entrepreneur's vision is unique," said Walter. She continued: "Zuck's passion fueled his purpose, and based on this passion he knew exactly where he wanted to go. His vision was 'How do I make the world more social and provide radical transparency?' Purpose should be center of every business. If you don't know where you want to go, it won't work. Zuck knows his purpose regardless of external pressures, and provides clear direction for long-term strategy. Purpose then builds to create a solid product that people can relate to and use. But you can't create it alone, you need to bring the right people on board, create a culture fit, and get them to stand behind your purpose. You also need to partner smartly, with vendors, customers, or employees, and these partnerships need to compliment your skills and needs."
“每個(gè)企業(yè)家的視角都是獨(dú)特的，”瓦爾特說(shuō)?！霸擞盟募で榻o目標(biāo)提供能量，也給自己提供方向。他的愿景是‘讓人們的社交更為便利，更透明’。目標(biāo)應(yīng)該是每個(gè)公司的中心。如果你不知道你想要做什么，那它永遠(yuǎn)都不會(huì)成功。即使背負(fù)著巨大壓力，但扎克一直都知道他的目標(biāo)，并為公司長(zhǎng)遠(yuǎn)發(fā)展提供明確方向。目標(biāo)幫助公司提供更優(yōu)秀的產(chǎn)品給顧客，并與顧客形成緊密聯(lián)結(jié)。但是，你無(wú)法獨(dú)立做到這些，你需要跟合適的人一起合作，營(yíng)造有利于企業(yè)發(fā)展的文化氛圍，然后讓這些人一起朝你的目標(biāo)努力奮斗。你也需要聰明地與你的賣主、顧客或職員合作，這種合作還有一個(gè)前提，就是這些人必須要首先認(rèn)同你的能力并認(rèn)可你的需求?！?/div>

For example Sandberg compliments Zuck in many of the operational areas of the company.
例如，桑德伯格會(huì)在很多公司的執(zhí)行工作上向扎克表示贊許。

Can You Really Build a Company from Purpose?
你能真的從目標(biāo)出發(fā)來(lái)創(chuàng)建你的公司嗎？

In the book, Walter discusses how business interests should align with the entrepreneur's personal philosophy. Her example was Jake Nickell of Threadless, whose purpose is to empower the community of artists to share their artwork with people around the world. "He knew nothing about business or fulfillment, but helped make these artists visible, and brought a community to life," she said.
在書中，瓦爾特討論了商業(yè)利益應(yīng)該與企業(yè)家的個(gè)人哲學(xué)一致的問題。她列舉了 Threadless公司的杰克-尼克爾的例子來(lái)說(shuō)明，杰克的目標(biāo)是想讓藝術(shù)家們能夠與全世界的人們分享自己的藝術(shù)作品。書中她說(shuō)到：“他完全不懂商業(yè)或者執(zhí)行方面的事情，他所做的僅僅是讓人們看到這些藝術(shù)家，并因此讓這個(gè)聯(lián)盟重獲生機(jī)?！?/div>

I asked if every entrepreneur needs such a grand purpose. Walter cited pizza franchise owner Ramon DeLeon who delivers pizza through the snow, or randomly to pregnant women who tweet that they're hungry, because he's passionate about customers. For him, it's not about the food, but it's about the customers. "Even a coffee shop owner must love coffee, must love customers coming in," she added. That's their equivalent of making a great product like Zuck and the Facebook team.
我問是否每個(gè)企業(yè)家都需要一個(gè)這樣遠(yuǎn)大的目標(biāo)，瓦爾特回答說(shuō)，pizza franchise公司的創(chuàng)始人雷蒙-德利翁在下雪天仍提供披薩外送服務(wù)，還會(huì)給那些發(fā)微博說(shuō)很餓的孕婦送餐，因?yàn)樗嬲\(chéng)的為顧客考慮。對(duì)他來(lái)說(shuō)，他的事業(yè)最重要的部分不是食物，而是顧客。“咖啡店老板必須熱愛咖啡，也愛著光顧本店的每位顧客，”她說(shuō)。這對(duì)他們的意義，與扎克和他的facebook團(tuán)隊(duì)想要開發(fā)出最好的產(chǎn)品給用戶使用，是相同的。

Is Fun at Work Just a Gimmick?
工作中的樂趣僅僅是個(gè)噱頭嗎？

Facebook provides free lunch, and has all nighter hackathons. Zappos managers sit in a monkey pit of decorations, palm trees, and bananas. Is this all just a gimmick? "There is time for play and time for work at these companies," said Walter. "They hire people who fit the culture, and it doesn't feel like work. Facebook has free meals so their people can sit together and talk about ideas, meet other team members, and create relationships. I meet with all my teammates at Intel, take them out to lunch, and learn about them. When you know them personally, you have an opportunity to help them, create advocacy, and create influence in a matrix organization. If you can be flexible with an employee that's dealing with a personal crisis, you will get back loyalty."
facebook公司給員工提供免費(fèi)午餐，還有通宵黑客馬拉松。Zappos網(wǎng)站（美國(guó)購(gòu)鞋網(wǎng)站）的經(jīng)理在裝飾著樹和香蕉的猴坑上工作。這都只是噱頭嗎？“這些公司都注重員工的勞逸結(jié)合，”瓦爾特說(shuō)?！八麄児蛡蚰切┡c公司文化匹配的員工，在這些公司感覺不像是在工作。Facebook通過(guò)免費(fèi)午餐讓員工坐在一起討論新的想法，與別的團(tuán)隊(duì)成員交流，并建立人際關(guān)系。我在Intel公司遇到我現(xiàn)在的這些團(tuán)隊(duì)成員，帶他們?nèi)ノ绮?，并了解他們。?dāng)你與他們有了良好的關(guān)系，你就有機(jī)會(huì)去幫助他們，發(fā)表你的主張，并形成影響力。如果你能在員工面臨個(gè)人危機(jī)的時(shí)候伸出援手，你就能贏得他們的忠誠(chéng)。”

Leaders are Like Hummingbirds
領(lǐng)導(dǎo)者就像蜂鳥

One of the best areas of the book, and one that I would have expanded upon, is Walter's "Hummingbird Model of Leadership."
這本書中最棒的一個(gè)部分，也是我最感興趣的部分，是瓦爾特的“領(lǐng)導(dǎo)力蜂鳥模型”。

She cites 10 factors that are like characteristics of a humming bird, but the most important to her is flexibility. "Hummingbirds can fly forwards, backwards, and they can stop and hover, which few other animals can do. Leaders need the ability to go fast when needed, stop, think, assess and have an environment of agility where they can learn and move with flexibility. Leaders like Zuck and Jobs have this kind of ability. They have intuition, and they trust their purpose. For example, Zuck had the idea of Facebook as a platform in his "Book of Change" notes years before it was announced at the developer conference."
她提出了一個(gè)優(yōu)秀的領(lǐng)導(dǎo)者應(yīng)該具備十個(gè)與蜂鳥相同的特征，但她認(rèn)為最重要的是靈活性?！胺澍B可以往前飛、往后飛，它們可以隨時(shí)在空中停止飛行或者盤旋，這是其它動(dòng)物很難做到的。領(lǐng)導(dǎo)者也應(yīng)該這樣，在現(xiàn)實(shí)條件提出要求的時(shí)候能夠快速前進(jìn)，在需要學(xué)習(xí)的時(shí)候也能夠停止、思考和評(píng)估。像扎克和喬布斯這樣的領(lǐng)導(dǎo)者就具有這種能力。他們有天生的直覺，并堅(jiān)持自己的目標(biāo)。例如，扎克在正式提出建立Facebook的計(jì)劃數(shù)年以前，這個(gè)想法已經(jīng)在他的筆記中初現(xiàn)雛形?！?/div>

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