關(guān)注市場(chǎng)反映，但不要受制于它

????格里菲斯同時(shí)認(rèn)為有所保留地對(duì)待市場(chǎng)的審視也很重要。確實(shí)，上市后首席執(zhí)行官需要更加謹(jǐn)慎，但也不能糾結(jié)于市場(chǎng)的漲落和分析師的回應(yīng)，即使那已經(jīng)成為他們生活的一部分。

????這一點(diǎn)對(duì)Zipcar和Facebook這樣正在開(kāi)拓一個(gè)全新市場(chǎng)的公司特別重要。格里菲斯說(shuō)：“我們傲立潮頭，我們引人矚目，我們?cè)诟淖冋麄€(gè)行業(yè)—所以你不能局限于一個(gè)季度的得失，”甚至是一年的得失。今年Zipcar的股價(jià)已經(jīng)下跌將近28%。

????格里菲斯舉例說(shuō)，亞馬遜(AMZN)的杰夫?貝索斯就能夠泰然自若地面對(duì)市場(chǎng)漲落。 即使季報(bào)上的一時(shí)損失令人難堪，貝索斯也從不怯于為公司成長(zhǎng)做重大投資。格里菲斯告誡道，華爾街也許會(huì)呱噪不已，他們的呱噪也確實(shí)帶來(lái)壓力，但首席執(zhí)行官必須堅(jiān)持己見(jiàn)。

應(yīng)對(duì)新股東

????新上市公司格外受到分析師和股東關(guān)注，但上市后公司內(nèi)部也有一項(xiàng)重大變化。那就是，員工們一直艱苦奮斗，到現(xiàn)在終于得到回報(bào)，他們的股票期權(quán)開(kāi)始有了真正的價(jià)值。首席執(zhí)行官也要準(zhǔn)備好和員工討論公司的重大變化，就像和外界股東交流一樣講得盡可能的清楚明白。

????格里菲斯說(shuō)：“員工擁有期權(quán)真正的好處就是，他們現(xiàn)在更有動(dòng)機(jī)，更加齊心協(xié)力地去提高公司業(yè)績(jī)，真是精妙的設(shè)計(jì)?！钡硪环矫?，即使原來(lái)不關(guān)心公司股票的員工現(xiàn)在也很有興趣去收集相關(guān)信息。

????格里菲斯稱(chēng)，為協(xié)助員工了解公司，Zipcar組織了正式的內(nèi)部季報(bào)電話(huà)會(huì)議，就像專(zhuān)為分析師召開(kāi)的電話(huà)會(huì)議一樣。這種會(huì)議效果不錯(cuò)。

????過(guò)來(lái)人的建議可以濃縮成這么幾個(gè)普適原則：保持頭腦清醒，保持和外界的良好溝通但不被其左右，向公司員工傳達(dá)明確的信息。

????“我的看法是，”格里菲斯說(shuō)，“大多數(shù)公司并不像它們的最高股價(jià)所顯示的那樣好，也沒(méi)有它們的最低股價(jià)所說(shuō)的那么差。真相就在中間，華爾街卻總是找不到?！辈还艽蠹胰绾慰春?，即使是那些被宣傳得天花亂墜的公司，它們的真正價(jià)值也只是在中間而已。

Mind the market, but don't let it control your every move

????Griffith says it's also important to take the new scrutiny with a grain of salt. Yes, post-IPO CEOs need to be much more careful, but they cannot obsess over the market fluctuations and analyst responses that become part of their daily lives.

????This is especially true for companies such as Zipcar and Facebook, Griffith says, which are actually creating a new market. "These are game-changing, iconic companies that are transforming a whole industry -- you cannot get mired in the quarter." Or even the year: Zipcar's stock has dropped in value by almost 28%, year-to-date.

????Amazon's (AMZN) Jeff Bezos has been able to take the fluctuations in stride, Griffith argues. Bezos is known for making major investments to grow his company even at times when the cash loss may bruise Amazon's quarterly earnings. Wall Street may ping pong, and that is stressful, but CEOs should stick to their guns, Griffith says.

Meet your new shareholders…

????New public companies get plenty of attention from analysts and shareholders, but another crucial shift happens internally after the IPO. Namely, employees who have been busting their butts to get to this point now have stock options that have real value. CEOs have got to be on the ball about discussing those changes with as much clarity as they communicate to outside stakeholders.

????"The real benefit is there's this incentive and alignment for team members to improve performance of the company, that's the brilliance of the stock options," Griffith says. But on the other hand, employees who haven't had to think about it before now have a huge appetite to learn more about the value of the stock.

????To help with that, Griffith says, Zipcar organizes a formal internal quarterly earnings call that takes on a similar tone to that of an analyst call. Griffith says it's been successful at keeping his employees informed.

????IPO advice from someone who has been there boils down to some fairly universal principles: keeping a clear head, communicating well to the outside world but not obsessing over its reactions, and speaking clearly to your home team.

????"What I've found,"Griffith says, "is that most companies are not as good as their highest stock price would say they are, and they're probably never as bad as their lowest stock price would say. Wall Street has trouble finding truth in the middle." Fanfare aside, the middle is likely where even the most-hyped companies truly live.