創業公司CEO每天應該做的13件事

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簡體傳統

英文原文

　　Mr. Jamie說，一般人大概很難想像創業公司 CEO 的工作有多難，你的公司在燒錢，說不定只剩下 6 個月的糧草，你怎么可能不担心？偏偏在團隊面前你又必須裝作若無其事，一切都在你的掌控之中。

　　Jason Goldberg 整理了一個列表，列出創業公司CEO每天應該做的13件事，以下是編譯版本：

記住你的“一件事”：你的創業公司在一段時間內只能把一件事做好，明確你的“一件事”，寫在墻上，每天重復出現在自己眼中，將“一件事”作為公司例會最高級別的事情，不要讓任何事情讓你和你的團隊分心。
記住，只有當你的團隊優秀時，你才一起優秀：花時間培養你的團隊，招聘那些在他們工作上比你曾經做得更棒的人，激勵他們，讓他們完成他們從來沒想過他們能做到的事情，在引導他們去做“一件事”的同時給他們自由，像對待家人那樣對待你的同事，創業不容易，讓你的團隊愿意成為公司一員是能夠成功的重要因素，創業公司并不只是一個工作的地方，更是一種生活的方式，作為CEO，你的工作不是把每個人的工作都做了，你的工作是幫助他們把工作做得更好，確保定期給你的主管們反饋，告訴他們你的期望，需要他們改進哪些地方。
設定風格：每個人——你的同事，客戶，合作伙伴，投資者，你的Twitter和Facebook關注者——都會從你身上得到暗示。從你公司的增值速度，數據，創新，客戶服務直到公司文化都會反映出你作為一個CEO的職能。所以，不要做一個粗魯的混蛋，付出行動，如果你希望人們想到你公司時是按照你想讓他們想的那樣，你需要付出行動并從個人做起。如果你自己忙得像無頭蒼蠅，你的公司也會；如果你忘記微笑，你的公司也會；如果你缺乏耐心，你的公司也會；如果你不說請和謝謝，你的公司也會。公司高于每個人，但公司是由每個人和每個人的工作風格反映出來的，而你是領導者。
花至少75%的個人時間在你的產品上：只有當你的產品優秀的時候，你的公司才能優秀，親自參與管理功能和用戶利益，我的觀點是CEO必須是首席產品官，作為CEO你必須為屏幕上每一個像素負責，我知道這聽起來有點過了，但是你的產品是你們所有努力工作對用戶的輸出，所以它的每個功能都應該反映出你們的目標和目的。
審視數字：我不是在談論預算和現金流，而是一些關鍵指標，每周發一封郵件給你的團隊，提煉出那些影響公司業務的關鍵數據，親自寫這封郵件，寫郵件會強迫你自己去挖掘和分析你的數據，真正擁有那些數據，讓你的工作能夠確保公司的每個人都能專注在那些能給公司帶來業務的數字上。提煉出3-5個最關鍵的指標。
鍛煉：我實在忍不住要強調這一點，讓自己每周去至少4次健身房，最好是5-6次，鍛煉能給你能力和耐心去解決復雜的問題，作為CEO對身體是很大的挑戰，讓健身房作為一個使自己頭腦清醒和保持快活的一種方式，如果你還沒有這么做，我保證去了之后你會震驚的，當你有規律的出去鍛煉你會發現生活是多么的容易！離開你的鍵盤，去健身！
要求反饋：你猜怎樣？你并不像你認為的那樣聰明，你會犯錯誤，去問你的雇員，你的客戶，你的合作伙伴等，確保你的管理團隊中有一個人敢直言不諱，確保你有一個董事會之外的成員或朋友能夠給在公司發展上給你提供建議（例如在融資上，董事會管理上）。
離開辦公室：人們太容易生活躲在鍵盤后面，生活在收件箱里，離開辦公室，去和你真正的客戶，合作伙伴，供應商，博主們討論。了解他們實際面臨的問題，聆聽他們所說的并記在心里，
寫博客，寫微博，閱讀，參與CEO論壇：寫類似于這篇的文章，分享你學到的經驗教訓，和你工作的技巧等，不要担心沒人看，從網絡中獲得反饋，閱讀Hacker News，看其他創業者和科技極客們在分享什么，利用投資者的網絡從其他CEO那里獲得建議。
管理現金：現金是你的生命線，你必須一直清楚你還剩多少現金，能夠你維持你多久，什么樣的決定會影響你的現金狀況，不要等到需要錢的時候才去融資。
像投資者一樣去做：在每周結束的時候，問問你自己下面的問題：我們這周所做的提升了我們的價值么？過去的一周你對時間的投資回報率是多少？如果你連續2周或者一個月內有2周沒有一個積極的投資回報率，你可能就在做錯誤的事情了。
享受樂趣：這很難，需要很大的精力，確保每一天都是愉快的一天，即使很糟糕的一天也需要一下樂趣，如果你覺得不快樂，你可能在作錯誤的事情，我最喜歡的一句格言：成熟，但不要長大。
愛：愛你的公司，愛你的同事，愛你的投資者，愛你的合作伙伴，愛你的供應商，但最重要的是，愛呆在家里等你的人——那些支持你讓你能夠日復一日戰斗在最前線的人！

　　這是我的版本，歡迎提出你的！

　　來源：圖片、. Jamie的文章

　　英文原文：

　　Being the CEO of a startup is a hard and complex job. Here’s my quick list of the 13 things every startup CEO should make sure to do each week:

Remember your One Thing. Your startup can only do one thing well at a time. Know Your One Thing. Write it on the wall. Repeat it every day. Put it at the top of every regular company-wide communication. Don’t let anything distract you and your team from it.
Remember that you’re only as good as The Team around you. Spend time cultivating your team. Bring in people who are better at their jobs than you could ever be. Motivate them and drive them to do things they never thought they could do. Give them freedom to roam and discover while guiding them towards the One Thing. Treat your co-workers like family. Startups can be a grind. Getting your team to love being part of your company is critical to success. A startup is not just a place to work, it’s a way of life. As CEO, your job is not to do everyone else’s job. Your job is to help everyone else do their jobs better. Also make sure to give regular feedback to your executives on your expectations for them and areas where you need them to improve.
Set the Tone. Everyone — your co-workers, your customers, your partners, your investors, the press, your Twitter and Facebook followers — takes their cues from you. Does your company value Speed? Analytics? Innovation? Customer Service? Ultimately your company culture will largely reflect how you function as CEO. So, don’t be a rude jerk. Walk the walk and personally act the way you want people to think about when they think about your company. It’s easy to get this wrong. If you run around like a chicken with its head cut off, your company will too. If you forget to smile, your company will too. If you lack patience, your company will too. If you don’t say please and thank you, neither will your company. The company is bigger than any one individual but it reflects the personalities and work habits of its employees, and you’re the leader.
Spend at least 75% of your personal time on your Product. Your company is only as good as its product. Put your stamp on it. Insist that it be excellent. Dig in and get your hands dirty and manage features and user benefits. Where I come from the CEO must be the Chief Product Officer. As CEO you should feel responsible for every pixel on the screen. I know that may seem like overkill but your product is the user-facing output of all your hard work and its every function should reflect your goals and objectives.
Run the Numbers. I’m talking less budget and cash flow here and more key metrics. Send a weekly email to your team summarizing all the key data that drives your business. Write this email yourself. Writing the email will force you to dig in and analyze the data. Own the data. Share the data. Make it your job to make sure that everyone in the company is focused on the numbers that really drive your business. Boil it down to at most 3 to 5 metrics that really matter.
Exercise. I can’t stress enough the importance of this. Make yourself go to the gym at least 4 days per week, preferably 5 or 6. Working out gives you the energy and stamina to solve complex problems. Being CEO is incredibly mentally challenging. Use the gym as a way to stay fresh and to clear your head. If you don’t do this already, I promise you you’ll be shocked at how much easier life gets when you are regularly working out. Step away from the keyboard and enter the gym!
Ask for Feedback. Guess what? You’re not as smart as you think you are. And you will make mistakes. Ask your employees, customers, partners, etc. for regular feedback. Make sure you have at least 1 executive on your team who can give you honest feedback about your own performance. Make sure you have at least 1 outside board member or close advisor who can give you regular input on corporate development issues (e.g. fundraising, board management). 　　
Get Out of the Office. It’s all too easy to manage from behind the keyboard and just live around your email inbox. Get out of the office and talk to real customers, partners, suppliers, bloggers, press, etc. Listen to what they have to say and take it to heart. Don’t just feed them the vision. Stop and listen to the reality.　　
Blog, Tweet, Read, & Participate in CEO forums. Writing stuff like this is therapeutic. Share your lessons learned, pain points, and your tips and tricks. Don’t be afraid to hang it all out there and get feedback from your virtual network. Read hacker news to keep up on what other startup CEOs and tech geeks are sharing. Leverage your investors’ networks to get advice and input from other CEO’s who are in similar situations. 　　
Manage Cash. Cash is your lifeblood. You must know at all times how much cash you have left, how long it can last you, and what the impact of decisions you make will have on your cash position. And don’t forget to raise more money long before you need it!
Act Like an Investor. At the end of each week, ask yourself the following question: Did our actions this past week increase value? What was the ROI on your time spent this past week? If you go 2 weeks in a row or 2 weeks in a month without a positive ROI on your time spent, you’re clearly doing the wrong things.
Have fun. This stuff is too hard and takes too much energy to not enjoy it. Make sure to have fun every single day. Even the tough days need to have some joy in them. If you’re not having fun, you’re doing the wrong things. One of my favorite sayings is, “mature, but don’t grow up.”
Love. Love your company. Love your co-workers. Love your investors. Love your partners. Love your suppliers. And most importantly, love the people you come home to — the people whose support makes it possible for you to get up and do it again each day.