Here's how the alchemy worked for me at Airbnb:I was assigned a young, smart partner, who helped me develop a hospitality department.Early on, Laura Hughes could see that I was a little lost in this habitat,so she often sat right next to me in meetings so she could be my tech translator,and I could write her notes and she could tell me, "That's what that means."Laura was 27 years old, she'd worked for Google for four years and then for a year and a half at Airbnb when I met her.Like many of her millennial cohorts,she had actually grown into a managerial role before she'd gotten any formal leadership training.I don't care if you're in the B-to-B world, the B-to-C world, the C-to-C world or the A-to-Z world,business is fundamentally H-to-H: human to human.And yet, Laura's approach to leadership was really formed in the technocratic world, and it was purely metric driven.One of the things she said to me in the first few months was,"I love the fact that your approach to leadership is to create a compelling vision that becomes a North Star for us."Now, my fact knowledge, as in, how many rooms a maid cleans in an eight-hour shift,might not be all that important in a home-sharing world.My process knowledge of "How do you get things done?" based upon understanding the underlying motivations of everybody in the room,was incredibly valuable, in a company where most people didn't have a lot of organizational experience.
这是我在Airbnb工作时发现的有效方式：我被指派了一个年轻，聪明的搭档，她帮助我开发了一个住宿公寓。早些时候，劳拉・休斯可能看到我在这个“栖息地”有点迷失了，于是她常常在会议时坐在我旁边，自愿做我的科技翻译，我记下笔记给她看，她就能够告诉我：“就是那个意思。”我认识劳拉时，她27岁，她在谷歌工作了4年，然后在Airbnb工作了一年半。像很多千禧一代的同龄人一样，在得到任何正式的领导力培训前，她实际上已经具备了管理者的能力。我不关心你是在B2B的世界，B2C的世界，C2C的世界，还是A2Z的世界，商业本质上是H2H的世界：人跟人的世界。然而，劳拉的领导方式实际上是在技术官僚世界中形成的，基本上是纯指标驱动的。在起初几个月中，她告诉我的一件事是，“我喜欢这个事实--你的领导方式是创造一种引人注目的愿景，为我们指引正确的方向。”现在，我对现实的知识，比如，一个女佣在8小时的轮班中打扫了多少房间，在民宿共享世界中可能没那么重要。我的基于理解房间中每个人的潜在动机，关于“如何把事情完成”的过程性知识才是有重要价值的，特别是在一家大部分人都欠缺组织经验的公司。
暂无注释
