... 101) Make accurate assessments.
... 101) 进行准确评估。
a) Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance. These will help clarify assessments and communication surrounding them.
a) 使用各种评估工具来记录员工全方位表现，包括工作表现调查问卷、计量图表、正式评估报告。这些工具能够帮助你将员工的相关评估和沟通整理清楚。
b) Maintain “baseball cards” and/or “believability matrixes” for your people.
b) 为员工建立“棒球记录卡”以及“可信度图表”。
... 102) Evaluate employees with the same rigor as you evaluate job candidates.
... 102) 以同等的严厉程度来评价员工、雇佣新人。
... 103) Know what makes your people tick, because people are your most important resource.
... 103) 充分了解员工的特质，因为人才是最重要的资源。
... 104) Recognize that while most people prefer compliments over criticisms, there is nothing more valuable than accurate criticisms.
... 104) 要认识到，尽管大多数人都喜欢被表扬，不喜欢被批评，但准确的批评却是最宝贵的。
... 105) Make this discovery process open, evolutionary, and iterative.
... 105) 将这一发现过程公开，循环往复，促其演变。
... 106) Provide constant, clear, and honest feedback, and encourage discussion of this feedback.
... 106) 提供频繁的、清楚的、诚实的反馈，并鼓励就这些反馈进行讨论。
a) Put your compliments and criticisms into perspective.
a) 正确对待表扬与批评。
b) Remember that convincing people of their strengths is generally much easier than convincing them of their weaknesses.
b) 记住，让别人看到自己的长处通常比让他们看到自己的短处要容易得多。
c) Encourage objective reflection
c) 鼓励客观的反思。
d) Employee reviews:
d) 员工评估报告:
... 107) Understand that you and the people you manage will go through a process of personal evolution.
... 107) 你以及你管理的人都会经历个人成长的过程。
... 108) Recognize that your evolution at Bridgewater should be relatively rapid and a natural consequence of discovering your strengths and weaknesses; as a result, your career path is not planned at the outset
... 108) 要认识到，你在桥水基金的成长会相对较快，这是了解自己优缺点的必然结果。因此，你的职业规划不是在一开始就定下来的。
... 109) Remember that the only purpose of looking at what people did is to learn what they are like.
... 109) 要记住，了解员工的过去是为了了解他们的特质。
a) Look at patterns of behaviors and don’t read too much into any one event.
a) 关注行为模式，但不要过分解读任何单一事件。
b) Don’t believe that being good or bad at some things means that the person is good or bad at everything.
b) 不要认为擅长（或不擅长）某件事的人就一定对所有的事都擅长（或不擅长）。
... 110) If someone is doing their job poorly, consider whether this is due to inadequate learning (i.e., training/experience) or inadequate ability
... 110) 如果某人工作做得很差劲，要去想这是因为缺少学习（培训或相关经验）还是因为缺少能力。
... 111) Remember that when it comes to assessing people, the two biggest mistakes are being overconfident in your assessment and failing to get in synch on that assessment. Don’t make those mistakes.
... 111) 记住，在评估员工时最常犯的两个错误是：对于评估结果过于自信；对于评估结果意见无法达成一致。不要犯这两个错误。
a) Get in synch in a non-hierarchical way regarding assessments.
a) 针对评估争取意见一致时，要以非等级的方式来进行。
b) Learn about your people and have them learn about you with very frank conversations about mistakes and their root causes.
b) 通过开展坦诚对话，讨论错误以及犯错的根源，来了解彼此。
... 112) Help people through the pain that comes with exploring their weaknesses.
... 112) 帮助人们渡过发现缺点的阵痛期。
... 113) Recognize that when you are really in synch with people about weaknesses, whether yours or theirs, they are probably true.
... 113) 要认识到，如果你就某人的弱点达成一致，不管是你的还是其他人的，这个弱点多半是事实。
... 114) Remember that you don’t need to get to the point of “beyond a shadow of a doubt” when judging people.
... 114) 记住，在评价员工时，并不需要达到“不含一丝质疑”的程度。
... 115) Understand that you should be able to learn the most about what a person is like and whether they are a “click” for the job in their first year.
... 115) 要知道，你是能够了解一个人的大部分特质的，也能够在他们第一年来时判断他们是否能够胜任工作。
... 116) Continue assessing people throughout their time at Bridgewater.
... 116) 员工在桥水联合基金工作期间，持续对员工进行评估。
... 117) Train and Test People Through Experiences
... 117) 通过实战经验来培训、测试员工。
... 118) Understand that training is really guiding the process of personal evolution.
... 118) 要知道，培训对个人的成长过程起着指引作用。
... 119) Know that experience creates internalization
... 119) 经验能够内化成为知识。
... 120) Provide constant feedback to put the learning in perspective
... 120) 正确对待学习，频繁提供反馈。
... 121) Remember that everything is a case study.
... 121) 要记住，每件事都是一个案例
... 122) Teach your people to fish rather than give them fish.
... 122) 授人以鱼不如授人以渔。
... 123) Recognize that sometimes it is better to let people make mistakes so that they can learn from them rather than tell them the better decision.
... 123) 要认识到，有时让人犯错并从中吸取教训要比直接告诉他们一个更好决定更明智。
a) When criticizing, try to make helpful suggestions.
a) 在批评时，要提一些有建设性的意见。
b) Learn from success as well as from failure.
b) 从成功中学习，也要从失败中学习。
... 124) Know what types of mistakes are acceptable and unacceptable, and don’t allow the people who work for you to make the unacceptable ones.
... 124) 分清哪些错误是可以接受的，哪些是不能接受的。不要让员工犯不可接受的错误。
... 125) Recognize that behavior modification typically takes about 18 months of constant reinforcement.
... 125) 要认识到，一般需要18个月持续不断的巩固才能实现行为矫正。
... 126) Train people; don’t rehabilitate them.
... 126) 培训员工，而不是改造员工。
a) A common mistake: training and testing a poor performer to see if he or she can acquire the required skills without simultaneously trying to assess their abilities.
a) 常见错误：在没有对一个工作表现差的员工进行能力评估之前，培训、测试该员工，试图让他获得所需技能。
... 127) After you decide “what’s true” (i.e., after you figure out what your people are lik
e) , think carefully about “what to do about it.”
... 127) 在找到真相之后（即了解到员工的真实情况），谨慎思考下一步该做什么。
... 128) Sort People into Other Jobs at Bridgewater, or Remove Them from Bridgewater
... 128) 在桥水基金内部进行换岗，或将其解雇。
... 129) When you find that someone is not a good “click” for a job, get them out of it ASAP.
... 129) 一旦发现某人不能胜任工作，尽快将其调离该职位。
... 130) Know that it is much worse to keep someone in a job who is not suited for it than it is to fire someone.
... 130) 勉强将某人留在不合适的职位上要比将其开除更糟糕。
... 131) When people are “without a box,” consider whether there is an open box at Bridgewater that would be a better fit. If not, fire them.
... 131) 当员工没有岗位时，思考桥水公司内部是否还有更适合的岗位。如果没有，应该将该员工开除。
... 132) Do not lower the bar.
... 132) 不要降低标准。
To Perceive, Diagnose, and Solve Problems…
发现、诊断、解决问题
... 133) Know How to Perceive Problems Effectively
... 133) 懂得如何有效地发现问题
... 134) Keep in mind the 5-Step Process explained in Part 2.
... 134) 时刻牢记在第二部 分阐释过的五步流程。
... 135) Recognize that perceiving problems is the first essential step toward great management.
... 135) 要认识到，发现问题是优秀管理的第一步。
... 136) Understand that problems are the fuel for improvement.
... 136) 要理解，问题是提升的动力。
... 137) You need to be able to perceive if things are above the bar (i.e., good enough) or below the bar (i.e., not good enough) , and you need to make sure your people can as well
... 137) 你需要观察事情是在预期之上还是在预期之下，确保你的员工也有此观察力。
... 138) Don’t tolerate badness.
... 138) 不要容忍问题。
... 139) “Taste the soup.”
... 139) “品尝汤的味道”。
... 140) Have as many eyes looking for problems as possible.
... 140) 找尽可能多的人手来一起发现问题。
a) “Pop the cork.”
a) “拔出瓶塞。”
b) Hold people accountable for raising their complaints.
b) 将投诉作为员工义务来进行。
c) The leader must encourage disagreement and be either impartial or open-minded.
c) 领导者必须鼓励提出不同的意见，不偏不倚，思想开放。
d) The people closest to certain jobs probably know them best, or at least have perspectives you need to understand, so those people are essential for creating improvement.
d) 与某项工作接触最密切的人应该最了解该项工作，或者至少有值得你借鉴的观点。因此，这些人对于促进提升是很重要的。
... 141) To perceive problems, compare how the movie is unfolding relative to your script
... 141) 参照你的剧本，比较电影情节的发展，通过这种方式来发现问题。
... 142) Don’t use the anonymous “we” and “they,” because that masks personal responsibility—use specific names.
... 142) 不要使用模糊的人称，如“我们”或“他们”，这样做会掩盖个人责任。请使用具体人名。
... 143) Be very specific about problems; don’t start with generalizations.
... 143) 具体问题要具体对待，不要一开始就过于宽泛。
... 144) Tool: Use the following tools to catch problems: issues logs, metrics, surveys, checklists, outside consultants, and internal auditors.
... 144) 工具：使用以下工具来捕捉问题：问题日志、计量图表、调查问卷、清单、外部咨询，以及内部审计。
... 145) The most common reason problems aren’t perceived is what I call the “frog in the boiling water” problem.
... 145) 最常见的无法观察到原因的问题是被称为“温水煮青蛙”的问题。
... 146) In some cases, people accept unacceptable problems because they are perceived as being too difficult to fix. Yet fixing unacceptable problems is actually a lot easier than not fixing them, because not fixing them will make you miserable.
... 146) 在某些情况下，因为某些问题实在难以解决，人们不得不接受那些不可接受的问题。但是，解决那些不可接受的问题其实要比不解决它们更容易，因为不解决它们，将后患无穷。
a) Problems that have good, planned solutions are completely different from those that don’t.
a) 已经拥有有效周密的解决方案的问题与那些没有解决方案的问题天差地别。
... 147) Diagnose to Understand What the Problems Are Symptomatic Of
... 147) 通过诊断分析来理解问题症结所在
... 148) Recognize that all problems are just manifestations of their root causes, so diagnose to understand what the problems are symptomatic of.
... 148) 要认识到所有问题只是其根本原因的表征，所以要通过诊断分析来理解问题症结所在。
... 149) Understand that diagnosis is foundational both to progress and quality relationships.
... 149) 要明白诊断分析是发展公司和建立良好人际关系的基础。
... 150) Ask the following questions when diagnosing.
... 150) 诊断分析时要问自己以下几个问题。
... 151) Remember that a root cause is not an action but a reason.
... 151) 要谨记根本原因不是行为而是原因。
... 152) Identify at which step failure occurred in the 5-Step Process.
... 152) 找出五步流程中哪一步失败了。
... 153) Remember that a proper diagnosis requires a quality, collaborative, and honest discussion to get at the truth.
... 153) 要做好诊断分析，需要深入讨论，共同协作，态度诚恳，只有这样才能触及问题真相。
... 154) Keep in mind that diagnoses should produce outcomes.
... 154) 要记得诊断分析应该出结果。
... 155) Don’t make too much out of one “dot”—synthesize a richer picture by squeezing lots of “dots” quickly and triangulating with others.
... 155) 不要试图从一个“点”中获取大量信息，而应该快速压榨大量的“点”，并将它们相互联结，从而形成更丰富的图像。
... 156) Maintain an emerging synthesis by diagnosing continuously
... 156) 要进行持续性的诊断分析，整合新思路。
... 157) To distinguish between a capacity issue and a capability issue, imagine how the person would perform at that particular function if they had ample capacity.
... 157) 要区别才能问题和能力问题，就去想象如果一个人有足够的才能，那他在这个特定职能上的表现会是如何。
... 158) The most common reasons managers fail to produce excellent results or escalate are
... 158) 管理者绩效不佳或未能升职最常见的原因有：
... 159) Avoid “Monday morning quarterbacking.”
... 159) 不要做事后诸葛。
... 160) Identify the principles that were violated.
... 160) 找出违背了哪些原则。
... 161) Remember that if you have the same people doing the same things, you should expect the same results.
... 161) 要记得如果你让同样的人做同样的事，那么得到的也应该是同样的结果。
... 162) Use the following “drilldown” technique to gain an 80/20 understanding of a department or sub-department that is having problems.
... 162) 运用下述的“钻取”方法，重点理解部门或分部面临的问题。
... 163) Put Things in Perspective
... 163）理清思维
... 164) Go back before going forward.
... 164) 前进之前请先回顾。
a) Tool: Have all new employees listen to tapes of “the story” to bring them up to date.
a) 方法：让所有新员工听“故事”磁带，帮助他们了解公司截止到目前的发展状况。
... 165) Understand “above the line” and “below the line” thinking and how to navigate between the two.
... 165）理解“宏观”和“微观”的思维模式及其适用范围。
... 166) Design Your Machine to Achieve Your Goals
... 166) 设定机制，达成目标
... 167) Remember: You are designing a “machine” or system that will produce outcomes.
... 167）要记得：你是在设定一个能够有产出的“机制”或系统。
a) A short-term goal probably won’t require you to build a machine.
a) 短期目标可能不需要你设立机制。
b) Beware of paying too much attention to what is coming at you and not enough attention to what your responsibilities are or how your machine should work to achieve your goals.
b) 注意不要太过关注你眼前的问题，而忽视了你的职责，以及机制怎样运行并达成目标。
... 168) Don’t act before thinking. Take the time to come up with a game plan
... 168）三思而后行。花点时间做计划。
... 169) The organizational design you draw up should minimize problems and maximize capitalization on opportunities.
... 169）你拟出的组织设计应该能最小化问题，最大化机会。
... 170) Put yourself in the “position of pain” for a while so that you gain a richer understanding of what you’re designing for.
... 170) 将自己体会一段时间的“痛点”，你就会更理解自己的设定针对的是什么样的对象。
... 171) Recognize that design is an iterative process; between a bad “now” and a good “then” is a “working through it” period.
... 171) 要认识到，机构设置是一个循环往复的过程，在一个糟糕的“现在”和一个美好的“未来”之间，是“努力实现”的过程。
... 172) Visualize alternative machines and their outcomes, and then choose.
... 172) 将可替代的其他机制及其成果形象化，以供选择。
... 173) Think about second- and third-order consequences as well as first-order consequences.
... 173) 思考二、三级效应与一级效应。
... 174) Most importantly, build the organization around goals rather than tasks.
... 174) 以目标为中心建立机构，而不是以任务为中心，这是重中之重。
a) First come up with the best workflow design, sketch it out in an organizational chart, visualize how the parts interact, specify what qualities are required for each job, and, only after that is done, choose the right people to fill the jobs.
a) 首先，设计最佳工作流，在一个组织图中画出草图，将各部分互动情况形象化，标出每个职位所需的特质，最后，选择合适的员工来填充岗位 (根据他们的能力和意愿来进行需求匹配) 。
b) Organize departments and sub-departments around the most logical groupings.
b) 按照最富逻辑的组团方式来组建部门和子部门。
c) Make departments as self-sufficient as possible so that they have control over the resources they need to achieve the goals.
c) 让每个部门尽可能的自给自足，以此确保他们能够自主控制达成目标所需的资源。
d) The efficiency of an organization decreases and the bureaucracy of an organization increases in direct relation to the increase in the number of people and/or the complexity of the organization.
d) 公司效率的下降与官僚作风的扩张程度与公司人数增长和复杂性提升直接相关。
... 175) Build your organization from the top down.
... 175) 自上而下组建公司。
a) Everyone must be overseen by a believable person who has high standards.
a) 应该给每名员工安排一位拥有高标准的靠谱的人，负责对其进行监管。
b) The people at the top of each pyramid should have the skills and focus to manage their direct reports and a deep understanding of their jobs.
b) 位于金字塔尖的管理者应该具备管理直接下属的能力和精力，对下属的工作职责有深入的了解。
c) The ratio of senior managers to junior managers and to the number of people who work two levels below should be limited, to preserve quality communication and mutual understanding.
