原則 Ray Dalio work 9

9 Constantly Train, Test, Evaluate, and Sort People
9.1 Understand that you and the people you manage will go through a process of personal evolution.
a. Recognize that personal evolution should be relatively rapid and a natural consequence of discovering one’s strengths and
weaknesses; as a result, career paths are not planned at the
outset.
b. Understand that training guides the process of personal
evolution.
c. Teach your people to  sh rather than give them  sh, even if
that means letting them make some mistakes.
d. Recognize that experience creates internalized learning that
book learning can’t replace.
9.2 Provide constant feedback.
9.3 Evaluate accurately, not kindly.
a. In the end, accuracy and kindness are the same thing.
b. Put your compliments and criticisms in perspective.
c.  ink about accuracy, not implications.
d. Make accurate assessments.
e. Learn from success as well as from failure.
f. Know that most everyone thinks that what they did, and
what they are doing, is much more important than it really is.
9.4 Recognize that tough love is both the hardest and the most important type of love to give (because it is so rarely welcomed).
a. Recognize that while most people prefer compliments,
accurate criticism is more valuable.
9.5 Don’t hide your observations about people.
a. Build your synthesis from the speci cs up.
b. Squeeze the dots.
c. Don’t oversqueeze a dot.
d. Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance.
9.6 Make the process of learning what someone is like open, evolutionary, and iterative.
a. Make your metrics clear and impartial.
b. Encourage people to be objectively re ective about their
performance.
c. Look at the whole picture.
d. For performance reviews, start from speci c cases, look
for patterns, and get in sync with the person being reviewed
by looking at the evidence together.
e. Remember that when it comes to assessing people, the two
biggest mistakes you can make are being overcon dent in
your assessment and failing to get in sync on it.
f. Get in sync on assessments in a nonhierarchical way.
g. Learn about your people and have them learn about you through frank conversations about mistakes and their root causes.
h. Understand that making sure people are doing a good job doesn’t require watching everything that everybody is doing at all times.
i. Recognize that change is di cult.
j. Help people through the pain that comes with exploring
their weaknesses.
9.7 Knowing how people operate and being able to judge whether that way of operating will lead to good results is more important than knowing what they did.
a. If someone is doing their job poorly, consider whether it is
due to inadequate learning or inadequate ability.
b. Training and testing a poor performer to see if he or she can acquire the required skills without simultaneously trying to
assess their abilities is a common mistake.
9.8 Recognize that when you are really in sync with someone about their weaknesses, the weaknesses are probably true.
a. When judging people, remember that you don’t have to get
to the point of “beyond a shadow of a doubt.”
b. It should take you no more than a year to learn what a
person is like and whether they are a click for their job.
c. Continue assessing people throughout their tenure.
d. Evaluate employees with the same rigor as you evaluate
job candidates.
9.9 Train, guardrail, or remove people; don’t rehabilitate them.
a. Don’t collect people.
b. Be willing to “shoot the people you love.”
c. When someone is “without a box,” consider whether there
is an open box that would be a better  t or whether you need
to get them out of the company.
d. Be cautious about allowing people to step back to another
role after failing.
9.10 Remember that the goal of a transfer is the best, highest use of the person in a way that bene ts the community as a whole.
a. Have people “complete their swings” before moving on to
new roles.
9.11 Don’t lower the bar.