... 87) 尽管做决策时主要依靠逻辑，但感觉也是很重要的。情感也是一种事实，而且是一种好的事实，管理者需要合理地处理所有的事实。拥有好的情绪至关重要，甚至可能是最重要的。因为正面情绪是事情顺利进行的原因，比如说对完成工作的满意情绪，以及关爱他们的情绪。情绪只有在妨碍我们做判断，使我们远离目标时才是负面的情绪。
... 88) Escalate when you can’t adequately handle your responsibilities, and make sure that the people who work for you do the same. Escalating means saying that you don’t believe that you can successfully handle a situation and that you are passing the “responsible party” (RP) job to someone else. The person you are escalating to—the person to whom you report—can then decide whether to coach you through it, take control, have someone else handle it, or do something else. However, the boss should avoid being drawn into doing the job of the person who is failing without exploring why the job has not been done successfully without help. It’s very important to get an accurate assessment of what each person can and can’t do and why. If the boss just does the job for the person, even if it produces good results, we will lack the right attribution of success and failure. Remember that an important goal is to learn about what a person is like from testing, and that we want to get that information without crashing the car. So, the RP must either say that he can handle his job or that he cannot. And it is the responsibility of the boss to make the assessment of whether to remove the RP from the driver’s seat because he might crash. We learn from mistakes by seeing our failures, feeling the pain of them, and reflecting and gaining insight. If the boss and the RP don’t recognize the RP’s failures to fix things, and the RP lacks the ability to do the job, trouble will result. Remember that life is the best teacher—“the proof is in the pudding.” So going through this process is essential to real learning.
... 88) 如果发现自己无法有效解决问题时，应将问题升级，提交给上级，确保为你工作的员工们也是这样操作的。将问题升级，意味着你没有信心应付当下局面，要将负责人的工作转交给其他人。你转交责任的人，也就是你直接汇报的上级决定是对你进行辅导，还是直接接过责任，还是让其他人来做，或是其他的解决办法。然而，上级要弄清楚执行工作任务的人为什么在没有别人帮助时无法独立完成工作，不可直接代替该人做事。我们需要获得关于每个人能够胜任或不能胜任某项工作的原因。如果说上级直接代替下级做事，即便结果令人满意，也不是我们应有的成败态度。记住，我们工作的一个重要的目标就是通过测试来了解一个人，而不是要真的毁掉一辆车时才知道某人不是个好司机。负责人必须能够确认自己能够胜任或者不能胜任，上级则必须做出判断，看负责人是否可能出事故，是否需要要让其从驾驶座上下来。我们不断从失败中吸取教训，承认失败，感受痛苦，反思自己，进而吸取经验。如果说上级和负责人都没有认识到负责人无法解决问题，无法胜任自己的工作，就一定会出问题。生活是最好的老师，实践出真知。如果想要真正学到东西，这一过程必不可少。
88a) Make sure your people know to be proactive. Demand that they speak up when they won’t meet agreed-upon deliverables or deadlines. This communication is essential to getting in synch on both a project level and on a personal level.
88a) 确保员工主动积极。要求员工在无法交付约定好的工作或无法按时完成工作时一定要说出来。这种争取意见一致的沟通方式对于整个项目以及个人都至关重要。
88b) Tool: An escalation button. Because there is confusion at times about whether responsible parties are conveying to their managers their problems or whether they are escalating, use an escalation button. This is a tool that makes clear to the manager that the managee is escalating.
88b) 工具：升级按钮。有的时候会分不清负责人到底只是在向管理者阐述问题还是在将问题升级，提交上级处理，这时就需要一个升级按钮，提醒管理者下级此时是在升级问题。
... 89) Involve the person who is the point of the pyramid when encountering material cross-departmental or cross sub-departmental issues. Imagine an organizational chart as a pyramid that consists of numerous pyramids, so:
... 89) 跨部门间或跨子部门间出现问题时，需要上级部门，也就是这个组织“金字塔尖”的那个人来参与定夺。将公司结构看做一个金字塔，一个大金字塔之下又有多个小金字塔。
When issues involve parties that are not in the same part of the pyramid, it is generally desirable to involve the person who is at the point of the pyramid. The individual at the point has the perspective and knowledge to weigh the trade-offs properly and make an informed decision. Not involving the person at the point of the pyramid will likely cause problems. In the diagram above, if persons G and H are having an issue, who is the point of the pyramid? If persons F and I are having an issue, who is the point of the pyramid?
当问题涉及的相关方不再金字塔的同一个部分时，请邀请位于该金字塔尖上的人来做判断。位于塔尖的人能够有足够的视野和知识，权衡利弊，做出明智决定。反之，如果不让塔尖上的人参与进来很可能会引发问题。观察上图，如果G和H发生矛盾，谁是位于金字塔尖的决策者呢？如果F和I遇到问题，谁又是金字塔尖的决策者？
If you answered C and A, you understand the concept. If you didn’t, think again.
如果你能回答C和A，那么你就理解了这个概念，如果答错，请再思考一下。
... 90) Probe Deep and Hard to Learn What to Expect from Your “Machine”
... 90) 认真深入调查，了解机制能够创造什么。
So…
因此：
... 91) Know what your people are like, and make sure they do their jobs excellently. This requires constantly challenging them and probing them. That’s true even if your people are doing their jobs well, even though those people can be given more leeway.
... 91) 了解自己的员工，确保他们顺利完成工作。你需要不断质疑员工，调查他们。即便某些员工工作的很好，也依然需要这样做，但可以适当对他们留有余地。
... 92) Constantly probe the people who report to you, and encourage them to probe you. Managers are much less able to discover the right things to do than most people assume. I know that’s true for me. The people who work for you should constantly challenge you, in order for you to become as good as you can be. Also, inviting criticism brings to the surface any subterranean discontent and makes the people working for you responsible for helping to find solutions. It’s much easier for people to remain spectators offering unchallenged comments from the stands than to become players on the field. Forcing people onto the field strengthens the whole team. Communication is a two-way responsibility.
... 92) 不断调查直接向你汇报的下级，并鼓励他们调查你。管理者们其实并没有大家想的那么有能力做出正确的抉择，起码对于我而言是这样。你的员工应该经常质疑你，促使你成为最好的自己。同时，接受批评也能将别人背后对你的不满拿到台面上来，让你的员工也负责帮你找寻解决方案。与在球场上打球的选手相比，在看台上作为观众发出一些无关痛痒的评论自然要简单的多。要求每个人都要到球场上打球能够提升整个团队。沟通是双向的责任。
92a) Remind the people you are probing that problems and mistakes are fuel for improvement.They ought to understand that probing is good for them and everyone else. The main reason Bridgewater has improved at a much faster rate than most other companies over the past 30 years is that we seek out problems and find systematic ways of eliminating them. This approach has given us an unlimited supply of practical ways to improve.
92a) 提醒你调查的员工，问题和错误是改进的动力。他们应该理解，调查对他们自己和其他人而言都是一件好事。在过去的三十年间，桥水联合基金比其他的大多数公司发展的都要快，原因就是我们一直在发现问题，并找寻系统性解决问题的方法。这种方法给了我们取之不尽的改进方法。
... 93) Probe to the level below the people who work for you. You can’t understand how the person who reports to you manages others unless you know their direct reports and can observe how they behave with them. Also encourage the people who work two levels below you to bring their disagreements with their bosses to you.
... 93) 调查下两级的员工。如果你不了解你的下属手下的人的工作状况以及他们之间的互动情况，那你也无法了解你的下属。此外，鼓励低于你两级之下的员工直接向你汇报他们与上司之间的不同意见。
... 94) Remember that few people see themselves objectively, so it’s important to welcome probing and to probe others.
... 94) 记住，只有极少人能够客观看待自己。因此，你应该欢迎调查，同时要去调查别人。
... 95) Probe so that you have a good enough understanding of whether problems are likely to occur before they actually do. If problems take you by surprise, it is probably because you are either too far removed from your people and processes or you haven’t adequately thought through how the people and processes might lead to various outcomes.
... 95) 调查有助于你在问题出现之前充分了解其出现的可能性。如果问题的出现使你措手不及，可能是因为你对自己的团队和工作流程参与不够，或者你对于团队和工作流程可能出现的结果了解不够深入。
95a) When a crisis appears to be brewing, contact should be so close that it’s extremely unlikely that there will be any surprises.
95a) 如果说有迹象显示危机正在酝酿，那么你就应该保持密切关注，不可能在其发生之时有任何惊讶。
95b) Investigate and let people know you are going to investigate so there are no surprises and they don’t take it personally.
95b) 调查情况的时候要告诉被调查的人，不让被调查的人措手不及，让他们知道你是对事不对人。
... 96) Don’t “pick your battles.” Fight them all. If you see something wrong, even something small,deal with it. Because 1) small badnesses can be symptomatic of serious underlying problems; 2) resolving small differences of perception may prevent more serious divergences of views; and 3) in trying to help to train people, constant reinforcement of desired behavior is helpful. The more battles you fight, the more opportunities you will have to get to know each other and the faster the evolutionary process will occur.
... 96) 不要挑肥拣瘦，要解决所有问题。如果你发现了问题，不论是多小的问题，也要立即处理。因为1）小问题可能只是深层严重问题的一个表现；2）应对观点上的小不同可以防止出现观点上的重大差异；3）在试图培训员工时，持续巩固期望行为有效甚好。打的仗越多，你了解彼此的机会就越多，工作流程成长的速度也会越快。
... 97) Don’t let people off the hook. Ask the important, difficult questions, and independently audit.
... 97) 不要让人逃避责任。要问重要的、难以回答的问题，并展开独立审计。
... 98) Don’t assume that people’s answers are correct. They could be erroneous theories or “spin,” so you need to occasionally double check them, especially when they sound questionable. Some managers are reluctant to do this, feeling as though it is the equivalent of saying they don’t trust them. These managers need to understand and convey that trust in the accuracy of people’s statements is gained or lost through this process. People will learn to be much more accurate in what they say to you if they understand this—and increasingly, you will learn who and what you can rely on.
... 98) 不要想当然认为人们的答案都是正确的。 人们提供的答案很可能只是错误百出的理论或自己的困惑。有时，你需要再次确认这些答案，尤其是当它们本身听起来就很可疑的时候。有些管理者不愿这样做，觉得这样做无异于说自己不信任他们。这些管理者需要认识到，通过这一做法，你可以判断决定对人们说法的准确性是信任或是不信任。如果你的员工认识到这一点，他们就会在跟你说话时更准确表达自己，你也会越来越明确哪些人或事值得信任。
... 99) Make the probing transparent rather than private. That will help to assure the quality of the probing (because others can make their own assessments) , and it will reinforce the culture of transparency and freedom to find truth.
... 99) 将调查透明化，不要私下进行。这将有助于保证调查的质量，因为其他人都可以做自己的评估，这样做也能进一步巩固公司极度透明和自由探索真相的文化氛围。
... 100) Evaluate People Accurately, Not “Kindly”
... 100) 准确地，而不是善意地评估员工。
So…
因此：
... 101) Make accurate assessments. Since truth is the foundation of excellence and people are your most important resource, make the most precise personnel evaluations possible. This accuracy takes time and considerable back-and-forth. Your assessment of how responsible parties are performing should be based not on whether they’re doing it your way but on whether they’re doing it in a good way. Speak frankly, listen with an open mind, consider the views of other believable and honest people, and try to get in synch about what’s going on with the person and why. Remember not to be overconfident in your assessments as it’s possible you are wrong.
... 101) 进行准确评估。 真相是优秀的基础，人才是最重要的资源。因此，请对员工进行最为精确的评估吧。精确评估需要花费时间，反复进行。关于负责人工作情况的评估不应该基于其是否按照你的方式在工作，而应基于其是否按照正确的方式工作。坦白地交流，洗耳恭听，听取其他诚实可信人的看法，对于被评估对象的情况及相应原因争取达成一致。同时，切忌对评估过于自信，你的评估也会出错。
101a) 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.
101a) 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相关的评估和沟通整理清楚。
101b) Maintain “baseball cards” and/or “believability matrixes” for your people. Imagine if you had baseball cards that showed all the performance stats for your people: batting averages, home runs, errors, ERAs, win/loss records. You could see what they did well and poorly and call on the right people to play the right positions in a very transparent way. These would also simplify discussions about compensation, incentives, moving players up to first string, or cutting them from the team. You can and should keep such records of your people. Create your baseball cards to achieve your goals of conveying what the person is like. I use ratings, forced rankings, metrics, results, and credentials. Baseball cards can be passed to potential new managers as they consider candidates for assignments.
101b) 为员工建立“棒球记录卡”以及“可信度图表”。试想一下，如果你为员工建立棒球记录卡，上面显示他们所有的工作表现数据，包括击球率、全垒打、失误、防御率，以及所有的胜负记录。你就可以直观看到他们的强项和弱项，以一种公开透明的方式来将每个人安排到他们的位置上。这样做也能简化很多讨论，包括薪酬奖励，决定是否将某位队员安排进第一阵容，或者将他们开除出队。你能够、也应该为你的员工建立这样的记录档案。建立棒球记录卡，展现每个员工的情况。我会参考记录卡上的数据进行评级、排位、建表、得出结果、总结资历。棒球记录卡可以转交给有潜力的新管理者，他们是安排工作的候选人。
... 102) Evaluate employees with the same rigor as you evaluate job candidates. Ask yourself: “Would I hire this person knowing what I now know about them?” I find it odd and silly that interviewers often freely and confidently criticize job candidates despite not knowing them well, yet they won’t criticize employees for similar weaknesses even though they have more evidence. That is because some people view criticism as harmful and feel less protective of an outsider than they do of a fellow employee. If you believe accuracy is best for everyone, then you should see why this is a mistake and why frank evaluations must be ongoing.
... 102) 以同等的严厉程度来评价员工、雇佣新人。问一下你自己：“基于现在对该人的了解，你是否会雇佣此人？”面试官总是无所节制地任意批评应聘者，尽管他们还不那么了解该人。但是即便管理者更了解自己的员工，他们也不会因为同样的问题来批评自己的员工。在我看来，这是非常愚蠢的。这是因为有些人将批评当成是有害的，对于自己的员工，他们更有保护意识，但是对外人就不是这样。如果你能看到准确的评价能让所有人受益，那么你就应该看出对员工和应聘者区别对待的问题所在，也应该了解时刻进行诚实评价的重要性。
... 103) Know what makes your people tick, because people are your most important resource. Develop a full profile of each person’s values, abilities, and skills. These qualities are the real drivers of behavior, and knowing them in detail will tell you which jobs a person can and cannot do well, which ones they should avoid, and how the person should be trained. I have often seen people struggling in a job and their manager trying for months to find the right response because the manager overlooked the person’s “package.”These profiles should change as the people change.
... 103) 充分了解员工的特质，因为人才是最重要的资源。建立一个完整的档案，收录每个人的价值观、能力、技能。这些特质是行为背后的真正动力，充分了解这些特质能够帮你判断某人适合或不适合做某事，应该避免做某事，应该如何被培训。我时常看到有人在自己的岗位上做的不顺心，他们的管理者花了数月的时间才找到对策。因为管理者忽视了该人的打包档案，这些档案应该随着人的改变而即使更新。
... 104) Recognize that while most people prefer compliments over criticisms, there is nothing more valuable than accurate criticisms. While it is important to be clear about what people are doing well, there should not be a reluctance to profile people in a way that describes their weaknesses. It is vital that you be accurate.
... 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。了解员工哪些工作做得好非常重要，同时我们更应该建立一个记录员工弱点的档案，越准确越好。
... 105) Make this discovery process open, evolutionary, and iterative. Articulate your theory of a person’s values, abilities, and skills upfront and share this with him; listen to his and others’ response to your description; organize a plan for training and testing; and reassess your theory based on the performance you observe. Do this on an ongoing basis. After several months of discussions and real-world tests, you and he should have a pretty good idea of what he is like. Over time this exercise will crystallize suitable roles and appropriate training, or it will reveal that it’s time for the person to leave Bridgewater.
... 105) 将这一发现过程公开，循环往复，促其演变。直接表达出你关于一个人的价值观、能力、技能的理论，听取记录对象或他人关于这些理论的看法，组织培训与测试计划，最后根据你观察到的员工表现来重新衡量你的理论。这一过程要持续进行，经过数月的讨论和实战演练，此时你与记录对象应该对于他的个人情况有了较好的认识。随着时间的推移，这一过程能够得出清楚的结论，认定某事适合什么样的岗位，什么样的培训。否则，调查过程将揭露此人应该离开桥水联合基金了。
...106) Provide constant, clear, and honest feedback, and encourage discussion of this feedback. Don’t hesitate to be both critical and complimentary—and be sure to be open-minded. Training and assessing will be better if you frequently explain your observations. Providing this feedback constantly is the most effective way to train.
...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。坚持批评与表扬相结合，坚持开放性思维。如果你能频繁地对自己的观察做出解释，那么此时的培训和评估将更有意义。而频繁提供反馈正是最有效的培训方式。
