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炒魷魚:CEO的必修課

炒魷魚:CEO的必修課

Marc Randolph 2012年02月09日
和一個人說“再見”永遠都不是件容易的事。但很多時候必須這樣做,這樣做也沒什么不對。在這樣的情況下,如實評估現(xiàn)實、支付一筆慷慨的遣散費對所有人都是件好事,包括你自己。

????美國共和黨總統(tǒng)候選人米特·羅姆尼自稱“喜歡炒人魷魚”。雖然最近很多人都當眾露出了馬腳,但羅姆尼這句話肯定是其中人們記得最清楚的情形之一。盡管有斷章取義之嫌,但他這句話還是強化了一個普遍存在的印象——“首席執(zhí)行官都是不講情面的混蛋,更關(guān)心利潤而不是員工?!?/font>

????我不知道其他首席執(zhí)行官怎么樣,但我本人非常不愿意解雇人。我曾經(jīng)創(chuàng)立過六家初創(chuàng)企業(yè),承擔過幾百項職責。但事實上,解雇人一直是其中最難的一項。

????需要說明的一點是,我談?wù)摰牟⒉皇鞘鲁鲇幸虻慕夤汀S捎谛袨閻毫?、能力欠缺等原因解雇員工,自然沒什么好說的。但如果早已清楚界定了崗位職責、進行了充分的面試以及背景調(diào)查,招到的人最終還是得卷鋪蓋走人,絕對屬于小概率事件。

????我要討論的也不是“減員”——大公司為了讓一個糟糕季度后的數(shù)據(jù)好看些而進行的大規(guī)模裁員,或者更常見的是,公司喪失了自身優(yōu)勢,試圖遏制長期下滑態(tài)勢時所進行的大規(guī)模裁員。

????其實,真正難的是必須要解雇出色的員工,而解雇原因往往與他們本人無關(guān),只怪他們在錯誤的時間處于錯誤的地方。

????下面三個常見的因素會讓人陷入上面所說的這種難堪境地:

????? 業(yè)務(wù)重心轉(zhuǎn)移 – 新公司起步之初,業(yè)務(wù)調(diào)整是常見的事。因此,除非每次的業(yè)務(wù)模式需要的都是同樣的專業(yè)技能,否則,12月份時還不可或缺的員工到了1月份可能就會突然變得無足輕重了。上周,我剛剛和一位首席執(zhí)行官通了幾個小時的電話,他的公司正在將業(yè)務(wù)重心從消費者轉(zhuǎn)向B2B模式,導致在消費者營銷和內(nèi)容領(lǐng)域具有專長的兩位核心成員突然間喪失了原來的重要地位。

????? 業(yè)務(wù)升級 – 公司剛成立時,除了一個好點子,其他什么都談不上,這時你聘請的員工自然是你請得起的最好的員工。如果一切順利,公司開始起步,突然之間,你得到了一大筆B輪(Series B)融資,準備要大干一場了。更令人激動的是,拜公司在知名科技博客TechCrunch上的曝光率所賜,你開始有能力吸引一流的人才。當初,你只有6名雇員,擠在閑置的臥室里辦公,費盡口舌才請來一個20出頭的毛頭小伙擔任營銷副總裁。突然之間,這個人可能顯然已不再適合擔任營銷主管。因為現(xiàn)在你已經(jīng)有了100名員工,需要處理真正的營銷預算。

????? 人員調(diào)整 – 我們都說只想要A級員工,但大多數(shù)人都無法順利地實現(xiàn)這一點。事實是打造一支明顯高于平均水平的團隊絕不是在招聘環(huán)節(jié)就一步到位,而是做好準備,不斷修正自己的失誤。如果最終招到的是C級員工,那么解決這一問題的唯一辦法是解雇C,挪出地方,努力找A。

????Mitt Romney's remark that he "likes to fire people" will certainly end up being one of the best-remembered gaffes of a gotcha-laden primary season. Although the remark was taken out of context, it certainly reinforced the perception that CEOs are hard-nosed bastards more attuned to profits than to people.

????I don't want to speak for any other CEO, but I hate firing people. In fact, of the hundreds of responsibilities that fell to me in my six startups, letting someone go was always the most difficult.

????Just to be clear, I'm not talking about firing someone for cause. It's reasonably straightforward to fire someone for egregious misbehavior or obvious ineptitude, but if you've defined your position clearly, interviewed well and been reasonably diligent at checking references, a complete whiff should be the exception rather than the rule.

????I'm also not talking about "reductions in force," those bulk layoffs that larger companies use to shore up the numbers behind a bad quarter. Or more commonly, what they fall back on once they've lost their edge and are trying to check their long slow slide to irrelevance.

????No, the hard part is when you have to fire decent people for reasons that frequently have nothing at all to do with them, except perhaps being in the wrong place at the wrong time.

????There are a few common reasons to find yourself in these nasty situations:

????? The Pivot – It's unusual for young companies to get a hit with their very first swing, so unless each successive business model calls for the same expertise, an employee who was indispensible in December may be suddenly irrelevant in January. Just last week I spent hours on the phone with one CEO whose company was pivoting from consumer focus to a B2B approach; all of a sudden two of his key employees with domain expertise in consumer marketing and content were no longer as critical.

????? The Upgrade – As a new company with a big idea but not much else, you hire the best you can. But things go well, you get some traction, and before you know it you've got a big chunk of Series B money in the bank and you're ready for the big leagues. Even more exciting, you're finding that all that TechCrunch buzz has given you the ability to attract the corresponding big league talent. And It suddenly becomes clear that the 20-something guy you persuaded to be your VP of marketing when you were 6 employees and working out of your spare bedroom, may not be the right guy to run marketing now that you are 100 employees and dealing with a real marketing budget.

????? The Pruning – We all talk about how we only want to have A players, but most people don't have the stones to do what it takes to actually make that happen. The hard truth is that having a work force that is materially above average, is less a matter of hiring well than it is a matter of being prepared to deal with your mistakes. If you've ended up with a C player, than the only way to address that problem is to move out the C so that you can take another pass a trying to land an A.

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