成功並不遙遠：如何像扎克伯格一樣思考
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個性上的原因。
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創始人馬克-扎克伯格是世界上最年輕的億萬富翁之一，他也是一個用他的工作影響了數以億計人的夢想家。
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.
當然，Facebook公司不是靠他一己之力經營的，但是他創造了一種文化，並將像雪莉-桑德伯格一樣頂級的合作者帶入公司，給他安排了最合適的職位。根據《像扎克一樣思考》一書作者葉卡捷琳娜-瓦爾特的觀點，像扎克伯格一樣的企業家們會考慮五個因素來創建他們的公司：目標、激情、產品、用戶和同伴。瓦爾特是因特爾公司的“革新者”，他訪談過很多求職者和Facebook公司的合作者，通過這種途徑來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."
“每個企業家的視角都是獨特的，”瓦爾特說。“扎克用他的激情給目標提供能量，也給自己提供方向。他的願景是‘讓人們的社交更爲便利，更透明’。目標應該是每個公司的中心。如果你不知道你想要做什麼，那它永遠都不會成功。即使揹負着巨大壓力，但扎克一直都知道他的目標，併爲公司長遠發展提供明確方向。目標幫助公司提供更優秀的產品給顧客，並與顧客形成緊密聯結。但是，你無法獨立做到這些，你需要跟合適的人一起合作，營造有利於企業發展的文化氛圍，然後讓這些人一起朝你的目標努力奮鬥。你也需要聰明地與你的賣主、顧客或職員合作，這種合作還有一個前提，就是這些人必須要首先認同你的能力並認可你的需求。”
For example Sandberg compliments Zuck in many of the operational areas of the company.
例如，桑德伯格會在很多公司的執行工作上向扎克表示讚許。
Can You Really Build a Company from Purpose?
你能真的從目標出發來創建你的公司嗎？
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，瓦爾特討論了商業利益應該與企業家的個人哲學一致的問題。她列舉了 Threadless公司的傑克-尼克爾的例子來說明，傑克的目標是想讓藝術家們能夠與全世界的人們分享自己的藝術作品。書中她說到：“他完全不懂商業或者執行方面的事情，他所做的僅僅是讓人們看到這些藝術家，並因此讓這個聯盟重獲生機。”
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.
我問是否每個企業家都需要一個這樣遠大的目標，瓦爾特回答說，pizza franchise公司的創始人雷蒙-德利翁在下雪天仍提供披薩外送服務，還會給那些發微博說很餓的孕婦送餐，因爲他真誠的爲顧客考慮。對他來說，他的事業最重要的部分不是食物，而是顧客。“咖啡店老闆必須熱愛咖啡，也愛着光顧本店的每位顧客，”她說。這對他們的意義，與扎克和他的facebook團隊想要開發出最好的產品給用戶使用，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午餐，還有通宵黑客馬拉松。Zappos網站（美國購鞋網站）的經理在裝飾着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合，”瓦爾特說。“他們僱傭那些與公司文化匹配的員工，在這些公司感覺不像是在工作。Facebook通過免費午餐讓員工坐在一起討論新的想法，與別的團隊成員交流，並建立人際關係。我在Intel公司遇到我現在的這些團隊成員，帶他們去午餐，並瞭解他們。當你與他們有了良好的關係，你就有機會去幫助他們，發表你的主張，並形成影響力。如果你能在員工面臨個人危機的時候伸出援手，你就能贏得他們的忠誠。”
Leaders are Like Hummingbirds
領導者就像蜂鳥
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部分，也是我最感興趣的部分，是瓦爾特的“領導力蜂鳥模型”。
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."
她提出了一個優秀的領導者應該具備十個與蜂鳥相同的特徵，但她認爲最重要的是靈活性。“蜂鳥可以往前飛、往後飛，它們可以隨時在空中停止飛行或者盤旋，這是其它動物很難做到的。領導者也應該這樣，在現實條件提出要求的時候能夠快速前進，在需要學習的時候也能夠停止、思考和評估。像扎克和喬布斯這樣的領導者就具有這種能力。他們有天生的直覺，並堅持自己的目標。例如，扎克在正式提出建立Facebook的計劃數年以前，這個想法已經在他的筆記中初現雛形。”
