...56) 我的翻译。选择合适的人和测试手段来评估这一些资质的每一项并且把这些评估的结果与你认为工作所需的资质相比较。综合考虑这些评估的结果，来决定是否有合适人选。
56a) Remember that people tend to pick people like themselves, so pick interviewers who can identify what you are looking for. For example, if you’re looking for a visionary, pick a visionary to do the interview where you test for vision. If there is a mix of qualities you’re looking for, put together a group of interviewers who embody all of these qualities collectively. Don’t choose interviewers whose judgment you don’t trust (in other words, choose believable interviewers) .
56a) 要记住，人们往往倾向于选择和自己相似的人，因此应挑选那些了解自己想雇佣何种员工的人担任面试考官。 比如说，如果你想找一名有远见的员工，那么请安排一个本身就有远见的面试官去测试应聘者是否有远见。如果你想找一个复合型人才，那么请安排一组能够涵盖所有素质的面试官。如果你对某人的判断力没有信心，那么请不要选择他当面试官，一定要选择你可以信任的人。
56b) Understand how to use and interpret personality assessments. These can be a fantastic tool in your arsenal for quickly getting a picture of what people are like—abilities, preferences, and style. They are o ften much more objective and reliable than interviews.
56b) 要知道如何使用和解读性格测试。性格测试能够帮助你快速了解人们的基本情况，包括能力、喜好、风格。性格测试往往要比面试本身更客观、更可信。
56c) Pay attention to people’s track records.
56c) 了解应聘者的过往业绩。
56d) Dig deeply to discover why people did what they did. Knowing what they did is valuable only in helping you figure out what they are like. Understanding the “why” behind people’s actions will tell you about their qualities and as a result, what you can probably expect from them.
56d) 深入挖掘，探寻他们过往行为的动机。了解过去能够帮助你评估他们现在的情况。了解人们行为背后的动机能够让你判断他们的特质，以及你可以从这些特质期待得到的结果。
56e) Recognize that performance in school, while of some value in making assessments, doesn’t tell you much about whether the person has the values and abilities you are looking for.Memory and processing speed tend to be the abilities that determine success in school (largely because they’re easier to measure and grade) and are most valued, so school performance is an excellent gauge of these. School performance is also a good gauge for measuring willingness and ability to follow directions as well as determination. However, school is of limited value for teaching and testing common sense, vision, creativity, or decision-making. Since those traits all outweigh memory, processing speed, and the ability to follow directions in most jobs, you must look beyond school to ascertain whether the applicant has the qualities you’re looking for.
56e) 要认识到，尽管学校表现在进行评估时有一定价值，但却不能体现应聘者是否具备你想要的价值观或能力。记忆和处理速度能力很大程度上决定了学业成功与否（可能因为二者比较容易衡量和评分），也是学校最看重的能力，因此，学校表现是衡量以上两种能力的最好的标尺。学校表现同时还可以衡量一个人的意志、遵守规范的能力、决心。然而，学校在传授或检测常识、眼界、创新性、决策能力等方面价值却极为有限。而这些特质对于大多数工作而言的重要性远胜于记忆、处理速度和遵守规范的能力。我们必须突破学校表现来考虑应聘者是否有你所需要的特质。
Consider how few important decisions you make as a student from first grade through college. Other than deciding which college to attend in the senior year of high school and which major to pursue in the sophomore year of college, most people normally just do what they are told to do.
考虑一下作为一个大学生你从大学一年级到读完大学，你做出过的极为有限的重要决定，除了在高年级时决定要去哪所大学和在大2时要决定选什么专业，大多数人通常都只是做他们被告知要去做的事情。
56f) Ask for past reviews. Don’t rely exclusively on the candidate for information about their track record; instead, talk to people who know them (believable people are best) , and look for documented evidence.
56f) 要求提供过往业绩的评估。 不要单纯依赖应聘者本人来提供关于他们过往业绩的信息，应该去与那些熟悉他们的人谈话，最好是可信度高的人，或者要求提供有案可查的证据。
56g) Check references.
56g) 参考推荐信。
... 57) Look for people who have lots of great questions. These are even more important than great answers.
... 57) 寻找有许多绝妙问题的人。因为这些绝妙的问题，甚至比绝妙的答案还重要。
... 58) Make sure candidates interview you and Bridgewater. Show them the real picture. For example, share these principles with them to show how we operate and why. Have them listen to the tapes to see the reality.
... 58) 确保应聘者对你和桥水联合基金也进行了了解。 给他们展现真实的情况，比如，可以将我们讨论的这些原则分享给他们，演示一下我们是如何操作的以及背后的原因。为确保真实性，可为他们提供录音带。
... 59) Don’t hire people just to fit the first job they will do at Bridgewater; hire people you want to share your life with. The best relationships are long term and based on shared missions and values. Also, turnover is generally inefficient because of the long time it requires for people to get to know each other and Bridgewater. Both the people you work with and the company itself will evolve in ways you can’t anticipate. So hire the kind of people you want to be with on this long-term mission.
...59) 不要聘用那些只把桥水联合基金当做第一份工作的人，要用那些你愿意与之分享人生的人。最好的关系都是长期的、基于共同的使命与价值观的关系。同时，员工跳槽会致使公司效率低下，因为新员工需要花费时间熟悉彼此，熟悉公司。你的同事和你所在的公司都会以不可预测的方式发生演变。所以，还是聘用那些能够长期与之相处的人吧。
... 60) Look for people who sparkle, not just “another one of those.” I have too often seen people hired who don’t sparkle, just because they have clearly demonstrated they were “one of those.” If you’re looking for a plumber you might be inclined to fill the job with someone who has years of experience, without confirming whether he has demonstrated the qualities of an outstanding plumber. Yet the difference between hiring an ordinary versus an extraordinary plumber (or any other expert) is huge. So when reviewing a candidate’s background, you must identify how this person has demonstrated himself to be outstanding. The most obvious demonstration is outstanding performance within an outstanding peer group. If you’re less than excited to hire someone for a particular job, don’t do it. The two of you will probably make each other miserable.
... 60) 要选熠熠生辉之人，而不是又一个平庸之辈。我见过许多并不熠熠生辉却被聘用的人，因为他们明确说明了自己只是一个平庸之辈。如果你只是寻找一个伐木工人，那么你很可能直接把工作给某个有几年经验的人，而不去确认此人是否拥有一个优秀的伐木工所应具备的特质。但是，雇佣一名普通的伐木工与雇佣一名优秀的伐木工（或者其他领域的专家）有着天壤之别。因此，在翻查应聘者的资料时，你必须看清该应聘者是如何证明自己是一名优秀的人才的。最显而易见的证明就是，他是否在一组优秀的人之中完成了优秀的工作。如果你对雇佣某人来承担某项工作并不那么激动，那就不要招揽此人，这很可能对你们双方都是折磨。
... 61) Hear the click: Find the right fit between the role and the person. Remember that your goal is to put the right people in the right design. First understand the responsibilities of the role, then what qualities are needed to fulfill them excellently, and then ascertain whether an individual has them. This matching process requires 1) visualizing the job and the qualities needed to do it well and 2) ascertaining if the individual has those qualities. I describe this process as “hearing the click,” because that’s the sound of finding the right fit between the role and the individual.
... 61) 听到咔哒声：所需职位和聘用之人一定要匹配合适。记住，你的目标是将对的人员置于对的机制之中。首先应该确定岗位责任，然后找出圆满完成这些责任所需要哪些特质，然后考虑候选人是否具有这些特质。这样一个匹配过程需要：1）将职位和所需素质明确表达出来；2）确认某人是否具备这些素质。我之所以将这一过程称之为“听到咔哒声”，是因为当你在角色与人员上找到了完美的匹配，就会听到这种声音。
... 62) Pay for the person, not for the job. Look at what they were paid before and what people with comparable credentials get paid and pay some premium to that, but don’t pay based on the job title.
... 62) 以人论酬，而不是以岗论酬。参考此人过去的薪资水平，以及拥有类似资质人的一般薪资水平，在此基础做一定上浮，但是不要只看职位的头衔来决定酬劳。
...63) Recognize that no matter how good you are at hiring, there is a high probability that the person you hire will not be the great person you need for the job. Continue the “interviewing” process as intensely after they are on the job as before, and don’t settle.
... 63) 要知道无论你在招聘人才方面有多在行，你所聘用的人选都很有可能不是岗位的最佳人选。员工到岗之后，依然需要进行同等强度的面试流程，不能满足现状。
... 64) Manage as Someone Who Is Designing and Operating a Machine to Achieve the Goal
... 64) 像设计和运行一台机器一样做好管理工作，才能实现预期目标
So…
因此：
... 65) Understand the differences between managing, micromanaging, and not managing. Micromanaging is telling the people who work for you exactly what tasks to do and/or doing their tasks for them. Not managing is having them do their jobs without your oversight and involvement. Managing means: 1) understanding how well your people and designs are operating to achieve your goals and 2) constantly improving them. To be successful, you need to manage.
... 65) 明白管理、微观管理和不管理之间的区别。微观管理指管理者告诉员工每一项工作该怎么做或者帮他们来做。不管理就是管理者让员工自己工作，不进行任何监管和参与。而有效的管理则意味着：1）了解你的员工和规划是如何为实现你的目标而运行的；2）不断完善。想要成功，你必须学会有效管理。
65a) Managing the people who report to you should feel like “skiing together.” Like a ski instructor, you need to have close contact with your people on the slopes so that you can assess their strengths and weaknesses as they are doing their jobs. There should be a good back and forth with trial and error. With time you will be able to decide what they can and can’t effectively handle on their own.
65a) 管理下属应该感觉像是一同滑雪一样。 你要像一个滑雪教练，在错位上与你的员工保持密切接触，以便评估他们工作状态中的强项和弱点，这必须是一个反复尝试的过程。随着时间的推移，你就能够确定他们自己是否能有效处理事情。
65b) An excellent skier is probably going to be more critical and a better critic of another skier than a novice skier. A student probably thinks his ski instructor is fabulous, while an Olympic skier looking at the same ski instructor would assess him to be at a much lower level.
65b) 优秀的滑雪者更能挑出对方的毛病，这是初学者很难做到的。 一个初学者可能会觉得自己的滑雪教练水平棒极了，但是一个奥运滑雪冠军在评估同一个教练时，却会认为这个人水平并不那么好。
...66) Constantly compare your outcomes to your goals. Identify problems and diagnose whether the problems are with the way the organization is designed or with the way the people are handling their responsibilities. So remember how the following feedback loop to rapid improvement works.
...66) 不断比较完成情况和目标之间的差距。找到问题，判断问题出现的原因是与公司规划的方式有关还是与员工处理责任的方式有关。记住下面这个快速提升的反馈循环是如何工作的。
And remember to do this constantly so you have a large sample size. You want to have a large sample size because 1) any one problem can either be a one-off imperfection or symptomatic of root causes that will show up as problems repeatedly; and 2) looking at a large sample size of problems will make clear which it is. Also, the larger your sample size, the clearer the root causes of your problems, and the more obvious your solutions, will be.
记住要重复这一行为，以期获得更多的样本。问题样本容量大的好处是：1）随着问题不断重复出现，一个问题要么是一次性的不完美，要么是深层原因的症状；2）使观察更清晰明了。同时，你的样本数量越多，问题的深层原因就越明显，你也越能找到相应的解决方案。
If you do this constantly in this way, your evolutionary process should look like this:
如果你持续这样做，那么你的成长过程应该如下图所示：
... 67) Look down on your machine and yourself within it from the higher level. Higher-level thinking doesn’t mean the thinking done by higher -level beings. It means seeing things from a top-down perspective—like looking at a photo of Earth from outer space, which shows you the relationships between the continents, counties, and seas, and then going down to a photo of your country, then down to your neighborhood, then down to your family. If you just saw your family without the perspective of seeing that there are millions of other families, and there have been many millions of other families over thousands of years, and observing how your family compares and how families evolve, you would just be dealing with the items that are coming at you as they transpire without the perspective.
... 67) 在所管理的机制内，从更高的层次俯视审视自己和机制。更高层次的思考并不意味着位于更高层次的人的思考，而是以自上而下的视角来审查事物。这就像看一张外太空拍的地球的图片一样， 能够看到大洲、国家、海洋之间的关系。请再找来一张你的国家的图片，社区的图片，然后是你家庭的图片。在看待自己的家庭时，你要看到数以百万的其他家庭，以及几千年来历史长河中出现过的不可计数的其他家庭，在这些大背景中考虑比较自己的家庭，观察家庭的演变情况。否则，你只能见树不见林。
...68) Connect the case at hand to your principles for handling cases of that type. Remember that every problem and task is just another “one of those”—i.e., another one of a certain type. Figuring out what type it is and reflecting on principles for handling that type of issue will help you do a better job. Whether or not you use the principles written here, you still must decide on a course of action and what guiding principles will be effective. Through this process you will improve your principles as well as handle your issues better.
...68) 解决问题要参照同类别问题时应遵循的原则。要记住，每一个问题和任务都只是某类问题中的一个。找出问题的类型，参看处理此类问题的适用原则，能够帮助你更好的完成工作。不管你用不用本书所述的原则，你还是需要确定一个行动方案，以及相应行之有效的指导原则。通过这一过程，你能够不断改进自己的原则，提高处理问题的能力。
...69) Conduct the discussion at two levels when a problem occurs: 1) the “machine” level discussion of why the machine produced that outcome and 2) the “case at hand” discussion of what to do now about the problem. Don’t make the mistake of just having the task-level discussion, because then you are micromanaging—i.e., you are doing your managee’s thinking for him and your managee will mistake your doing this as being OK, when that’s not OK (because you will be micromanaging) . When having the machine-level discussion, think clearly how things should have gone and explore why they didn’t go that way. If you are in a rush to determine what to do and you have to tell the person who works for you what to do, point out that you are having to do this, make clear that you are having to do this and that is what you are doing, and make it a training experience—i.e., explain what you are doing and why.
...69) 问题出现时，要展开两个层面的讨论：1）从机制层面来讨论，为什么会出现这个问题；2）单从问题本身层面来讨论，当下应如何解决。不要将讨论局限在问题本身，这是微观管理的表现。你这样做无异于帮助你的下属思考本该由他思考的问题，同时让他误认为这样做合情合理。实际上，你这样做是不合适的，因为这就是微观管理。当你进行机制层面的讨论时，应该思考事情本应朝着什么方向发展，却为什么没有。如果你着急解决问题，必须告诉你的下属下一步该做什么，那么请清楚地告诉他们你必须展开这两个层面的讨论，并将此作为一种员工培训来进行，解释清楚这样做的原因。
... 70) Don’t try to be followed; try to be understood and to understand others. Your goal is to understand what is true and improve together. If you want to be followed, either for an egotistical reason or because you believe it more expedient to operate that way, you will pay a heavy price in the long run. If you are the only one thinking, the results will suffer.
... 70) 和员工的关系不是服从与被服从，而应是相互理解。你的目标是理解真相，共同提升。如果你出于自我本位或方便管理的原因希望自己的命令一直被服从，那么从长远来看你将付出沉重的代价。如果只有你一个人思考，那么结果肯定不会理想。
70a) Don’t try to control people by giving them orders. They will likely resent the orders, and when you aren’t looking, defy them. An authoritarian approach also means you aren’t developing your employees, and over time they will become increasingly dependent on you, which damages all parties. Instead, the greatest power you have over intelligent people—and the greatest influence they will have on you—comes from constantly getting in synch about what is true and what is best so that they and you want the same things. People must desire to do the right things, and this desire must come from them. You can, however, show them the connection between fulfilling their responsibilities and their own well- being. Reaching agreement will come only from radically open discussions in which you are fair, reasonable, and open-minded.
70a) 不要给员工下命令控制他们。他们一般都会抵触命令，有时还会背着你蔑视命令。这种专权的管理方式也意味着你并没有培养你的员工，随着时间的推移，他们会越来越依赖你，这对所有人都有害无益。如此相反，要想最大化对高智商人才行使的权力，使他们对你的影响也最大，就要不断讨论，使真相和最佳方案达成意见一致，确保你们目标一致。人们必须渴望做正确的事情，而这种渴望必须发自内心。你可以向他们揭示完成责任和自身发展之间的联系。只有通过公证、合理、开放的自由辩论，才能达成一致。
70b) Communicate the logic and welcome feedback. When making rules or changes, explain the principles behind the decision. We want reasonable thinkers to operate sensibly. We achieve this through principles that are sound and well understood, applied and tested through open discussion. It is each person’s job to 1) evaluate whether he agrees with a decision, and if not, explain why; and 2) hold each other accountable for operating consistently within the organization’s principles. We want people who understand the principles that allow our community to succeed and possess strong ethics that motivate them to work by our rules, rather than to sneak around them. We want people who know that if the community works well, it will be good for them. We don’t want people who need to be ordered and threatened. We don’t want people who just follow orders.
