原則 Ray Dalio work 7 & 8

TO GET THE PEOPLE RIGHT . . .
7 Remember That the WHO Is More Important than the WHAT
7.1 Recognize that the most important decision for you to make is who you choose as your Responsible Parties.
a. Understand that the most important RPs are those responsible for the goals, outcomes, and machines at the highest levels.
7.2 Know that the ultimate Responsible Party will be the person who bears the consequences of what is done.
a. Make sure that everyone has someone they report to.
7.3 Remember the force behind the thing.

8 Hire Right, Because the Penalties for Hiring Wrong Are Huge
8.1 Match the person to the design.
a.  ink through which values, abilities, and skills you are looking for (in that order).
b. Make  nding the right people systematic and scienti c.
c. Hear the click: Find the right  t between the role and the person.
d. Look for people who sparkle, not just “any ol’ one of those.”
e. Don’t use your pull to get someone a job.

8.2 Remember that people are built very differently and that different ways of seeing and thinking make people suitable for different jobs.
a. Understand how to use and interpret personality assessments.
b. Remember that people tend to pick people like themselves,
so choose interviewers who can identify what you are looking for.
c. Look for people who are willing to look at themselves objectively.
d. Remember that people typically don’t change all that much.

8.3 Think of your teams the way that sports managers do: No one person possesses everything required to produce success, yet everyone must excel.

8.4 Pay attention to people’s track records.
a. Check references.
b. Recognize that performance in school doesn’t tell you much about whether a person has the values and abilities you are looking for.
c. While it’s best to have great conceptual thinkers, understand that great experience and a great track record also count for a lot.
d. Beware of the impractical idealist.
e. Don’t assume that a person who has been successful elsewhere will be successful in the job you’re giving them.
f. Make sure your people have character and are capable.

8.5 Don’t hire people just to  t the  rst job they will do; hire people you want to share your life with.
a. Look for people who have lots of great questions.
b. Show candidates your warts.
c. Play jazz with people with whom you are compatible but who will also challenge you.

8.6 When considering compensation, provide both stability and opportunity.
a. Pay for the person, not the job.
b. Have performance metrics tied at least loosely to compensation.
c. Pay north of fair.
d. Focus more on making the pie bigger than on exactly how to slice it so that you or anyone else gets the biggest piece.

8.7 Remember that in great partnerships, consideration and generosity are more important than money.
a. Be generous and expect generosity from others.
8.8 Great people are hard to  nd so make sure you think about how to keep them.