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Bartleby巴託比
Picking up the Bill重溫教練情
AS YOGI BERRA, a legendary Yankees baseball player, coach and master of malapropisms, once said, 「baseball is 90% mental and the other half is physical.」 Managers might need a better grasp of maths than Berra. But they require a similar focus on instilling the right mentality, not just in themselves but in their team.
揚基棒球隊的傳奇球員、教練、字詞誤用大師尤吉.貝拉（Yogi Berra)曾說：「棒 球90%在於心理，剩下一半在於身體。」企業主管們可能需要把數學學得比貝拉 好些。但他們一樣需要著重培養良好的心態，不管是他們自己的，還是他們所帶 領的團隊的。That view is held particularly strongly by three Google executives—Eric Schmidt (a former director of The Economist), Jonathan Rosenberg and Alan Eagle—who have written a book in praise of their mentor, Bill Campbell. His influence on Silicon Valley was so profound that they have called the book 「Trillion Dollar Coach」.
谷歌的三位高管尤其信奉這種觀點。他們是曾任《經濟學人》董事的埃裡克.施 密特（Eric Schmidt)，以及喬納森.羅森伯格（Jonathan Rosenberg)和艾倫.伊格 爾（AlanEagle )。他們合著了一本書來表達對他們的導師比爾•坎貝爾（Bill Campbell)的讚譽之情。坎貝爾對矽谷的影響是如此巨大，他們因而將這本書命 名為《萬億美元教練》（Trillion Dollar Coach)。Most outsiders will not have heard of Campbell, who began his career as a college coach of American football. Later, he worked at Apple, heading the marketing campaign for the original Macintosh, and then became chief executive at Intuit, a financial-software company. But his most effective role, until his death in 2016, was in the background, as a board member at Apple (and close friend of Steve Jobs) and as a coach to companies backed by Kleiner Perkins, a venture-capital firm.
圈外人大多沒聽說過坎貝爾。坎貝爾的第一份工作是在大學裡擔任橄欖球教練。後來他去了蘋果公司工作，負責第一代Macintosh電腦的營銷，之後又擔任財務 軟體公司Intuit的CEO。但直到2016年去世之前，他最富成效的工作還都是在 幕後一他是蘋果的董事（也是賈伯斯的密友），還是風險投資公司凱鵬華盈 (KleinerPerkins)投資的多家公司的「教練」。Google was one of Kleiner’s investments and when Mr Schmidt was appointed chief executive of the company in 2001, Kleiner’s John Doerr suggested that he recruit Campbell as his coach. Although Mr Schmidt was initially reluctant to accept the need for coaching, he learned to value Campbell’s advice. In 2004 Campbell helped to persuade the Google boss not to quit when his roles as chairman and chief executive were split.
谷歌是凱鵬華盈投資的公司之一。2001年，施密特被任命為谷歌CEO時，凱鵬 華盈的約翰•杜爾（JohnDoerr)建議他聘請坎貝爾擔任指導。儘管施密特最初並 不認為自己需要指導，但他逐步認識到要重視坎貝爾的建議。2004年，施密特 因不能再同時擔任谷歌董事長和CEO而想要辭職，後來在坎貝爾的說服下改變了主意。
Campbell acted as an unpaid mentor at Google until his death in 2016. He also coached executives at eBay, Facebook and Twitter, among others. In 2000 he advised the Amazon board not to replace Jeff Bezos as chief executive of the e-commerce company.
坎貝爾在谷歌扮演義務導師的角色，直到2016年去世。他還指導過eBay、 Facebook和推特等公司的高管。2000年，他曾建議亞馬遜的董事會不要另尋他 人來取代貝佐斯擔任這家電子商務公司的CEO。As a coach, Campbell’s role was not to be in charge of particular projects, or to make strategic decisions, but to make other people work better. Although he advised individuals, his focus was on ensuring that teams were able to co-operate properly. His motto was that 「your title makes you a manager, your people make you a leader.」
作為一名指導，坎貝爾的任務不是負責特定項目，也不是做戰略決策，而是讓其 他人做得更好。儘管他是向個人提供建議，但關注的重點卻是確保團隊能夠通力合作。他的座右銘是：「頭銜讓你成為管理者，而員工才讓你成為領導者。」While he was happy to dish out praise in group meetings, and was a generous man in his spare time, he was not a soft touch. He simply believed in giving harsh feedback in private, and was usually adept enough to make the recipient grateful for the telling-off.
雖然他在團體會議上不吝表揚，在工作之外也寬宏大度，但他可不是軟柿子。他只是主張「私底下訓人」，而且精於此道，也因此總能贏得被訓之人的感激。When he talked to people, he gave them his undivided attention; the discussions were never interrupted and he never checked his smartphone. But coaching had to be a two-way process. Some people were temperamentally incapable of responding properly. To be coachable, Campbell believed, managers need to be honest, humble and willing to learn.
與人交談時，他總是全神貫註：討論時從不打斷對方，也從不會看手機。但指導必須是雙向的。有些人因性格使然，不會恰當做出回應。坎貝爾認為，要真正接受指導，管理者得是誠實、謙遜並樂於學習的。A sign of his unique personality is that he has not been replaced since he died. Instead Google is attempting to incorporate his principles into the way the company is run. All managers should, in part, be coaches. The idea seems to be gaining popularity. In their book, 「It’s the Manager」, Jim Clifton and Jim Harter of Gallup, a polling organisation, include a whole section called 「Boss to Coach」.
自他去世後，還沒有人取而代之一他的獨特個性由此也可見一斑。而谷歌正在嘗試將他的理念納入公司的運營方式。所有的管理者在某種程度上都應該是指導。這種觀念似乎正在流行開來。民意調查機構蓋洛普的吉姆•克利夫頓（Jim Clifton) 和吉姆.哈特（JimHarter)合著的《所謂管理者》（It’s the Manager) —書中就有 一章叫《從老闆到指導》（Boss to Coach)。This is linked to the importance of employee engagement. Gallup cites research showing that when managers involve employees in setting their own work goals, the latter are four times more likely to report feeling engaged. Managers are responsible for 70% of the variance in how engaged employees were.
這種觀念與「員工敬業度」的重要性相關聯。蓋洛普援引的一項研究顯示，當管理 者讓員工參與制訂自己的工作目標時，員工表示對工作有參與感的可能性上升到 了之前的四倍。員工在參與度上的差異有70%是源於管理者。The primary job of any manager is to help people be more effective in their job. One benefit should be that workers will stay with the company; the main reason they change jobs, according to what they tell Gallup, is for 「career growth opportunities」. Workers should get regular feedback from their managers—daily if possible, surveys show. An annual performance review is of little use.
每位管理者的首要職責都是幫助員工提升工作成效。這應該會帶來的好處之一是員工會留在公司一員工們對蓋洛普表示他們跳槽的主因是尋求「職業發展機 會」。調查顯示，員工應定期獲得主管的反饋意見一如有可能，最好每天都有。年度績效評估無甚用處。【推薦閱讀】
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