原則 Ray Dalio work 10

TO BUILD AND EVOLVE YOUR MACHINE . . 
10 Manage as Someone Operating a Machine to Achieve a Goal
10.1 Look down on your machine and yourself within it from the higher level.
a. Constantly compare your outcomes to your goals.
b. Understand that a great manager is essentially an
organizational engineer.
c. Build great metrics.
d. Beware of paying too much attention to what is coming at
you and not enough attention to your machine.
e. Don’t get distracted by shiny objects.
10.2 Remember that for every case you deal with, your approach should have two purposes: 1) to move you closer to your goal, and 2) to train and test your machine (i.e., your people and your design).
a. Everything is a case study.
b. When a problem occurs, conduct the discussion at two levels:
1) the machine level (why that outcome was produced) and
2) the case-at-hand level (what to do about it).
c. When making rules, explain the principles behind them.
d. Your policies should be natural extensions of your principles.
e. While good principles and policies almost always provide
good guidance, remember that there are exceptions to every rule.
10.3 Understand the differences between managing, micromanaging, and not managing.
a. Managers must make sure that what they are responsible
for works well.
b. Managing the people who report to you should feel like
skiing together.
c. An excellent skier is probably going to be a better ski coach
than a novice skier.
d. You should be able to delegate the details.
10.4 Know what your people are like and what makes them tick, because your people are your most important resource.
a. Regularly take the temperature of each person who is
important to you and to the organization.
b. Learn how much con dence to have in your people—don’t
assume it.
c. Vary your involvement based on your con dence.

10.5 Clearly assign responsibilities.
a. Remember who has what responsibilities.
b. Watch out for “job slip.”
10.6 Probe deep and hard to learn what you can expect from your machine.
a. Get a threshold level of understanding.
b. Avoid staying too distant.
c. Use daily updates as a tool for staying on top of what your
people are doing and thinking.
d. Probe so you know whether problems are likely to occur
before they actually do.
e. Probe to the level below the people who report to you.
f. Have the people who report to the people who report to you feel free to escalate their problems to you.
g. Don’t assume that people’s answers are correct.
h. Train your ear.
i. Make your probing transparent rather than private.
j. Welcome probing.
k. Remember that people who see things and think one way
often have di culty communicating with and relating to
people who see things and think another way.
l. Pull all suspicious threads.
m. Recognize that there are many ways to skin a cat.
10.7 Think like an owner, and expect the people you work with to
do the same.
a. Going on vacation doesn’t mean one can neglect one’s responsibilities.
b. Force yourself and the people who work for you to do di cult things.
10.8 Recognize and deal with key-man risk.
10.9 Don’t treat everyone the same—treat them appropriately.
a. Don’t let yourself get squeezed.
b. Care about the people who work for you.
10.10 Know that great leadership is generally not what it’s made out to be.
a. Be weak and strong at the same time.
b. Don’t worry about whether or not your people like you and
don’t look to them to tell you what you should do.
c. Don’t give orders and try to be followed; try to be understood
and to understand others by getting in sync.
10.11 Hold yourself and your people accountable and appreciate them for holding you accountable.
a. If you’ve agreed with someone that something is supposed
to go a certain way, make sure it goes that way—unless you get in sync about doing it di erently.
b. Distinguish between a failure in which someone broke their “contract” and a failure in which there was no contract to begin with.
c. Avoid getting sucked down.
d. Watch out for people who confuse goals and tasks, because
if they can’t make that distinction, you can’t trust them with
responsibilities.
e. Watch out for the unfocused and unproductive “theoretical
should.”
10.12 Communicate the plan clearly and have clear metrics conveying whether you are progressing according to it. a. Put things in perspective by going back before going
forward.
10.13 Escalate when you can’t adequately handle your responsibilities and make sure that the people who work for you are proactive about doing the same.