 首先，最基本的问题是：高标准是先天具备还是可经由后天习得？如果你带我加入篮球队，你可以教给我很多东西，但是你无法教我变得更高。我们是否首先需要选择「高标准」的人？如果是这样的话，这封信的重点将会是聘用做法，但我认为不是这样的。我相信高标准是可以后天习得的。实际上，人们很擅长通过耳濡目染学习高标准。高标准具有传染性。将一个新成员带入高标准团队，他会迅速适应。反之亦然。如果盛行的是低标准，那么那些低标准也将迅速传染。尽管耳濡目染可以很好地传播高标准，但我相信你可以透过高标准的一些核心原则来加快学习速度，这正是我希望在这封信中与大家分享的知识。 First, there's a foundational question: are high standards intrinsic or teachable? If you take me on your basketball team, you can teach me many things, but you can't teach me to be taller. Do we first and foremost need to select for “high standards” people? If so, this letter would need to be mostly about hiring practices, but I don't think so. I believe high standards are teachable. In fact, people are pretty good at learning high standards simply through exposure. High standards are contagious. Bring a new person onto a high standards team, and they'll quickly adapt. The opposite is also true. If low standards prevail, those too will quickly spread. And though exposure works well to teach high standards, I believe you can accelerate that rate of learning by articulating a few core principles of high standards, which I hope to share in this letter. |
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