You talk about attempting to codify the relationships that people in your organization have with outsiders. You give some examples of that. How does this work at Greylock?
你说到,你正试图就公司员工与外部人员的关系撰写一本新书,也给出了一些这方面的例子。那么,Greylock是怎么实践这一点的呢?
We publicize in a huddle on Monday morning, who are all the different people that folks are meeting with this week? Then [if there's a relevant fact or relationship to bring up] people say, “This would be something useful for you to know.”
我们会在周一早上举行集体会议,问大家这周都跟哪些人见过面。然后(如果有值得提出的相关事实或关系),他们就会提出来:“这件事可能会对你有用”。
There’s a constant pressure on workers to prepare themselves for the jobs of the future without abandoning the jobs they have; at the same time, because they stay in jobs for shorter periods, they often have less opportunity for professional development. How do people prepare?
员工们往往面临着一种持续性的压力,需要在不放弃现有工作的同时为未来工作做准备。同时,由于他们从事某一份工作的时间变短了,想取得专业进步的机会也就更少。他们应该如何做好准备?
In terms of professional skills it’s no longer useful to think about the industrial model. I train and train andthen I am ready. Rather, it’s like agile programming—continual adaptation. There are two forms of continual adaptation. The first is picking up intelligence on the job. [And that can happen in lots of ways.] For example, you can expense a lunch meeting and bring intelligence back to the organization. The second way skills retraining happens is in more bite-size chunks that occur in a much more adaptive and ongoing way. Instead of, say, going to business school and returning, [employees can learn] in conferences and briefings…. Two-week classes, for example. You can easily see professional certifications happening via remote learning over the Internet.
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