????科斯特洛結(jié)合2013年11月上市的Twitter公司，談?wù)摿送该鞫鹊闹匾浴?/p>

????他說道：“對于上市公司而言，保持開放溝通，分享盡可能多的信息，是一項特殊挑戰(zhàn)。在正常運(yùn)轉(zhuǎn)的組織中有一種自然的趨勢，那就是我們不應(yīng)該分享這種信息?！?/p>

????科斯特洛于2010年加入Twitter公司，在其任期內(nèi)，公司的規(guī)模擴(kuò)大了三倍，全球員工總數(shù)超過3600人。他表示，通常來說，CEO和高管們會將上市“作為借口。事實上，公司最好的選擇應(yīng)該是發(fā)布更多信息，更詳細(xì)地闡述公司的標(biāo)準(zhǔn)，而不是隱藏這些信息。對于一家組織的領(lǐng)導(dǎo)者而言，對抗這種趨勢，堅決反對這種隱藏信息的做法，具有十分重要的意義?！?/p>

????科斯特洛稱，在公司發(fā)展過程中，增加溝通是成功的關(guān)鍵。

????他表示：“你必須將這種理念融入到公司架構(gòu)當(dāng)中?！彪S后，務(wù)必要基于公司的策略來衡量溝通效果。他說自己會保證與所有新員工面談。他補(bǔ)充道：“我會用私下的時間與他們交談。我會用大部分時間來回答他們提出的問題?！?/p>

????員工之間的談話和討論，對公司成功同樣至關(guān)重要，并且有助于創(chuàng)建一個令人滿意的工作場所。科斯特洛解釋說：“公司所有人都可以向我提出任何問題。我喜歡人們這樣做。我喜歡人們來挑戰(zhàn)我。他們會明白，公司里的所有人都可以向我提出問題，或跟我辯論。我從新員工入職培訓(xùn)的第一天就鼓勵人們這樣做?！?/p>

????這種談話可以保證透明，增加溝通，創(chuàng)造更高效的工作場所。

????他說：“在一家學(xué)習(xí)型組織，最重要的是獲得真相。而獲得真相最快速的途徑便是交流。真正的挑戰(zhàn)，真正艱難的部分在于當(dāng)你開始爭論的時候?！彼忉尫Q，有些爭論能夠提高生產(chǎn)力，而有些則會產(chǎn)生相反的作用?！敖涣鞑⒎菍弳?，不要扮演檢察官。交流就是為了獲取真相而進(jìn)行開放的辯論?！?/p>

????保證公司管理者以開放心態(tài)與團(tuán)隊進(jìn)行有效溝通，也是其中一部分。為了做到這一點，科斯特洛特意為大型團(tuán)隊的管理者講授管理課程。他說道：“幫助團(tuán)隊提高是你的職責(zé)。”這也是他給Twitter和其他公司管理者的建議。

????訪談最后，科斯特洛被問及他收到過的最佳建議。在回答這個問題時，他提到了風(fēng)險投資公司安德森?霍洛維茨的合伙人本?霍洛維茨。這位風(fēng)投界大佬曾告訴他：“保證讓所有人理解你所理解的事情。”科斯特洛說道：“你可能認(rèn)為自己已經(jīng)解釋了無數(shù)次，也提供了相關(guān)背景，但依舊有人不理解你做某件事的原因。”因此，提供和解釋“做出決策的背景”尤為重要。他補(bǔ)充道，只有這樣，員工才能“致力于執(zhí)行”公司的使命。（財富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????審校：任文科

????Costolo went on to discuss the importance of transparency in light of the company going public in November 2013.

????“It’s a particular challenge for companies going public to think of how they can maintain open lines of communication and share as much as possible,” he said. “There’s a tendency among functioning organizations, a natural tendency, that we shouldn’t share that information.”

????Costolo, who joined Twitter in 2010, has seen the company triple in size during his tenure to over 3,600 employees globally. CEOs and executives tend to use going public as “an excuse,” he said. “It’s better to give more information, to tell more about metrics and not hide behind [them]. It’s critical for the leader of an organization to fight against that and be very vocal about pushing against that.”

????Costolo said that scaling communication as a company grows is key for success.

????“You have to design it into the company and architect it,” he said. It’s important to then be able to measure communication against strategy. As part of that, he said he makes sure to speak with all new hire classes. “I take time out personally to go talk to them. I spend most of that time answering questions,” he added.

????Discourse and debate among employees are paramount to success, too, and fostering a great place to work: “Anyone in the company can ask me anything. I like it when people do. I like it when people challenge me. They start to understand that anyone in the company can have a question or debate. I encourage that from day one in the new hire orientation session,” Costolo explained.

????That type of conversation leads to transparency and increased communication, enabling a more efficient workplace.

????“The most important thing in a learning organization is to get to the truth. The fastest way to get to the truth is discourse,” he said. “The challenge there, the really, really hard part, is when you start to have debates.” But there are certain debates that are productive and those that aren’t, he explained. “Discourse isn’t about interrogating and being a prosecutor. It’s about open debate to get to the truth.”

????Part of that, too, is ensuring managers are open to communicating with their teams effectively. To help, Costolo teaches management courses to everyone working with a large group of people in the company. “It’s your job to improve your team,” he said in the way of advice for managers at Twitter and elsewhere.

????Costolo was asked at the conversation’s end about the best advice he ever received. He pointed to what Ben Horowitz, the partner at the venture capital firm Andreessen Horowitz, once told him. “Make sure everybody understands what you understand,” said Costolo. “You may think you’ve helped explained and given context 91 times and you still have people who don’t understand why you did x.” As a result, it’s important to give and explain “the context for decisions that have been made.” That way, he added, the workers will “commit to executing” that mission.