Child psychologists, dog trainers, and other behavior modification specialists will tell you that constant, no-exception feedback is fundamental to good training.
儿童心理学家、训狗师以及其他行为矫正方面的专家会告诉你，坚持持续进行反馈对于训练行为至关重要。
106a) Put your compliments and criticisms into perspective. I find that many people tend to blow evaluations out of proportion, so it helps to clarify that the weakness or mistake under discussion is not indicative of your total evaluation. Example: One day I told one of the new research people what a good job I thought he was doing and how strong his thinking was. It was a very positive initial evaluation. A few days later I heard him chatting away for hours about stuff that wasn’t related to work, so I spoke to him about the cost to his and our development if he regularly wasted time. Afterward I learned he took away from that encounter the idea that I thought he was doing a horrible job and that he was on the brink of being fired. But my comment about his need for focus had nothing to do with my overall evaluation of him. If I had explained myself when we sat down that second time, he could have better put my comments in perspective.
106a) 正确对待表扬与批评。我发现很多人会对评估的作用夸大其词，对此，我需要说明的是，有时我会讨论你的缺点或错误，但是这并不是我对你的整体评价。例如，有一天，我对一名新研究员说，你的工作做的很好，思维能力很强，我对他做出了正面的初始评价。几天后，我又听到他聊一件与工作无关的事，足足闲聊了几个钟头。于是，我找他谈话，告诉他如果他经常浪费时间的话，会给自己和我们的工作造成不良影响。此后，我得知，那次谈话之后，他觉得我认为他的工作干的很差劲，自己离炒鱿鱼已经不远了。但实际上，我对于他应该更专注工作的评价与我对他的整体评估无关。如果我在第二次和他坐下来谈话的时候就表达了这一点，那么他就能够更正确地对待我对他的评价了。
106b) Remember that convincing people of their strengths is generally much easier than convincing them of their weaknesses. People don’t like to face their weaknesses. At Bridgewater, because we always seek excellence, more time is spent discussing weaknesses. Similarly, problems require more time than things that are going well. Problems must be figured out and worked on, while things that are running smoothly require less attention. So we spend a lot of time focusing on people’s weaknesses and problems. This is great because we focus on improving, not celebrating how great we are, which is in fact how we get to be great. For people who don’t understand this fact, the environment can be difficult. It’s therefore important to 1) clarify and draw attention to people’s strengths and what’s being done well; and2) constantly remind them of the healthy motive behind this process of exploring weaknesses. Aim for complete accuracy in your assessments. Don’t feel you have to find an equal number of “good and bad” qualities in a person. Just describe the person or the circumstances as accurately as possible, celebrating what is good and noting what is bad.
106b) 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。人们不愿直面自己的弱点。在桥水联合基金，我们总是追求卓越，因此我们会投入很多的时间来讨论弱点。与此相同，困难重重的工作要比顺利完成的工作花费更多的时间。我们必须找到问题，分析解决问题。而顺利进行的事情则不需要那么多关注。因此，我们投入非常多时间关注员工的弱点和问题。这样做效果甚好，因为我们不去欢呼自己有多么优秀，而是聚焦提升，这才是我们变得优秀的方式。对于那些无法理解此事的人而言，这种环境可能会难以忍受。因此，我们需要1）关注并弄清员工的长处和强项；2）不停提醒他们寻找弱点背后的积极动力，争取进行最准确的评估。不要觉得自己非要找到某个人同样数量的优点和缺点。你只需要尽可能准确的描述某人或某个环境，称赞积极因素，记下消极因素。
106c) Encourage objective reflection—lots and lots of it.
106c) 鼓励客观的反思—数不甚数。
106d) Employee reviews: While feedback should be constant, reviews are periodic. The purpose of a review is to review the employee's performance and to state what the person is like as it pertains to their doing their job.
106d) 员工评估报告: 反馈是持续进行的，而评估报告是周期性的。评估报告的目的是回顾员工的工作表现，展示员工在工作状态时的个人情况。
A job review should have little surprises in it—this is because throughout the year, if you can’t make sense of how the person is doing their job or if you think it’s being done badly, you should probe them to seek understanding of root causes of their performance. Because it is very difficult for people to identify their own weaknesses, they need the appropriate probing (not nitpicking) of specific cases by others to get at the truth of what they are like and how they are fitting into their jobs.
工作评估报告中的内容应该不会有任何出人意料的表述，因为在全年的管理过程中，如果你不知道一个员工的工作状态，或者你知道他的工作任务完成的很糟糕，那么你就应该调查他们以求理解这些不理想的工作表现背后的深层原因。让人认识到自己的弱点是很难的，因此，你还需要其他人针对一些特定案例的调查（不是鸡蛋里挑骨头），以便获得关于员工素质的真实情况和其称职情况。
From examining these specific cases and getting in synch about them, agreed-upon patterns will emerge. As successes and failures will occur in everyone (every batter strikes out a lot) , in reviewing someone the goal is see the patterns and to understand the whole picture rather than to assume that one or a few failures or successes is representative of the person. You have to understand the person’s modus operandi and that to be successful, they can’t be successful in all ways—e.g., to be meticulous they might not be able to be fast (and vice versa) . Steve Jobs has been criticized as being autocratic and impersonal, but his modus operandi might require him being that way, so the real choice in assessing his fit for his job is to have him the way he is or not at all: that assessment must be made in the review, not just a theoretical assessment that he should do what he is doing and be less autocratic.
通过审查这些特定案例，争取达成一致意见，你将会看到出现一些重复模式的出现。每个人都会有成败，就像每一个击球手都有过很多三击未中出局的情况一样。在评估某人时，我们要看到模式，看到大局，而不要认为一两次的成败就足够定义某个人。你需要了解一个人的处事之道，知道如果要成功，他们不可能擅长所有的领域。一个谨慎的人，可能就没有那么敏捷，反之亦然。乔布斯被人批评为一个专制且没有人情味的人，但是可能正是他的处事之道要求他那么做，那么衡量某人是否适合某项工作时，要么完全按照他的方法来，要么就换一个人来做。评估报告中就应该含有这种评估，而不是一些所谓理论上的评估，认为乔布斯应该再接再厉，但不要过于独裁。
In some cases it won’t take long to see what a person is like—e.g., it doesn’t take long to hear if a person can sing. In other cases it takes a significant number of samples and time to reflect on them. Over time and with a large sample size you should be able to see what people are like, and their track records (i.e., the level and the steepness up or down in the trajectories that they are responsible for, rather than the wiggles in these) paint a very clear picture of what you can expect from them.
在某些情况下，了解一个人并不需要太久，比如你在很短的时间内就能判断一个人是不是能唱歌。而在另一些情况下，需要大量的样本和时间才能反映一个人的情况。时间越久，样本容量越大，你越能看清楚一个人的情况及他的过往业绩（比如，某人负责的业绩轨迹所在的区间，是上升还是下降，幅度怎样，而不只是一些来回的波动），越能清楚了解你期待从他们身上获得什么结果。
If there are performance problems, it is either because of design problems (e.g., the person has too many responsibilities) or fit/abilities problems. If the problems are due to the person’s inabilities, these inabilities are either because of the person’s innate weaknesses in doing that job (e.g., with a height of 5-foot-2, the person probably shouldn’t be a center on the basketball team) or because of inadequate training to do the job. A good review, and getting in synch throughout the year, should get at these things.
如果工作业绩出现问题，原因要么是工作安排不合理，比如说一个人要负责的事情太多；要么是负责该项工作的人不能胜任该工作。如果问题出在员工能力欠缺上，有可能说明此人先天的弱点使其不适合此岗位，比如，某个身高5.2英尺（约合1.58米）的人就不适合做一个篮球中锋。也有可能说明此人上岗培训做的不够。一份成功的报告，以及全年的意见讨论，是能够应对这些问题的。
The goal of a review is to be clear about what the person can and can’t be trusted to do based on what the person is like. From there, “what to do about it” (i.e., how these qualities fit into the job requirement) can be determined.
评估报告的最终目的是根据评估对象的特质来判断此人是否能够被信任做某事。基于此，决定下一步该做什么，即这些特质如何能够被利用到工作岗位中。
... 107) Understand that you and the people you manage will go through a process of personal evolution. Personal evolution occurs first by identifying your strengths and weaknesses, and then by changing your weaknesses (e.g., through training) or changing jobs to play to strengths and preferences. This process, while generally difficult for both managers and their subordinates, has made people happier and Bridgewater more successful. Remember that most people are happiest when they are improving and doing things that help them advance most rapidly, so learning your people’s weaknesses is just as valuable for them and for you as learning their strengths.
... 107) 你以及你管理的人都会经历个人成长的过程。要实现个人成长，首先需要认清个人的优缺点，然后改变缺点（可以通过培训来实现），或者换一份能够发挥自己长处和迎合个人喜好的工作。一般而言这一过程会让管理者和被管理者都不太容易接受，却能使人更开心，使桥水基金更成功。记住，当人们取得进步，或做一些使他们快速成长的事情时是最快乐的。因此，了解员工的弱点与了解他们的长处一样宝贵，对你或对员工自己而言都是这样。
... 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。
Your career path isn’t planned because the evolutionary process is about discovering your likes and dislikes as well as your strengths and weaknesses. The best career path for anyone is based on this information. In other words, each person’s career direction will evolve differently based on what we all learn. This process occurs by putting people into jobs that they are likely to succeed at, but that they have to stretch themselves to do well. They should be given enough freedom to learn and think for themselves while being coached so they can be taught and prevented from making unacceptable mistakes.
无法确定职业道路，是因为成长过程即发现自己的喜好和优缺点，基于以上信息的职业规划才是最合适每个人的。也就是说，每个人的职业方向会随着不断学习进行不同的演变。将人们安排到最可能做出成绩，但也必须通过努力才能做好的岗位，这样才能实现成长过程。员工应该拥有自我学习和思考的自由，同时需要获得辅导、经验传授，防止以后犯大错。
During this process they should receive constant feedback. They should reflect on whether their problems can be resolved by additional learning or stem from innate qualities that can’t be changed. Typically it takes six to 12 months to get to know a person in a by-and-large sort of way and about 18 months to change behavior (depending on the job and the person) . During this time there should be periodic mini- reviews and several major ones. Following each of these assessments, new assignments should be made to continue to train and test them. They should be tailored to what was learned about the person’s likes and dislikes and strengths and weaknesses. This is an iterative process in which these cumulative experiences of training, testing, and adjusting direct the person to ever more suitable roles and responsibilities. It benefits the individual by providing better self-understanding and greater familiarity with various jobs at Bridgewater. This is typically both a challenging and rewarding process. When it results in a parting of ways, it’s usually because people find they cannot be excellent and happy in any job at Bridgewater or they refuse to go through this process.
在这一过程中，员工应该收到持续的反馈。他们需要进行反思，思考自己的问题是通过额外学习能够弥补的，还是由无法改变的先天性格所致。一般情况下，需要6到12个月来了解一个人某方面的情况，需要大约18个月来改变习惯，具体时间因人因岗而异。在此期间，应该进行周期性的简单评估报告和若干全面评估报告。评估之后，应该安排新的任务进行培训和测试。新的任务应该根据员工的已知喜好和优缺点量身定做。这是一个循环往复的过程，不断积累培训、测试、调整的经验，以期将员工安排到最合适的岗位职责上。对员工而言，成长过程能够帮助其更好认识自己，熟悉桥水基金的各个岗位。这一过程充满挑战却回报丰厚。如若不然，一般都是因为有些人认为他们在桥水基金无法胜任任何一个职位，也不会做的开心，或者他们自己拒绝开始接受进行这一流程。
... 109) Remember that the only purpose of looking at what people did is to learn what they are like. Knowing what they are like will tell you how you can expect them to handle their responsibilities in the future. Intent matters, and the same actions can stem from different causes.
... 109) 要记住，了解员工的过去是为了了解他们的特质。了解员工特性能够帮助你预测该员工在未来的工作表现。在这方面，了解动机很重要，同样的行为可能源自不同的原因。
109a) Look at patterns of behaviors and don’t read too much into any one event. Since there is no such thing as perfection, even excellent managers, companies, and decisions will have problems. It’s easy, though often not worth much, to identify and dwell on tiny mistakes. In fact, this can be a problem if you get bogged down pinpointing and analyzing an infinite number of imperfections. At the same time, minor mistakes can sometimes be manifestations of serious root causes that could cause major mistakes down the road, so they can be quite valuable to diagnose. When assessing mistakes it is important to 1) ask whether these mistakes are manifestations of something serious or unimportant and 2) reflect on the frequency of them. An excellent decision-maker and a bad decision-maker will both make mistakes. The difference is what causes them to make mistakes and the frequency of their mistakes.
109a) 关注行为模式，但不要过分解读任何单一事件。世上没有完美之事，即便是最优秀的管理者、公司或决策也会有自己的问题。找到并分析小错误很容易，但却意义不大。实际上，如果你深陷对无数不完美现象的分析之中，这本身就会是个问题。与此同时，有些小问题却是某些严重根源问题的表现，这些深层次的问题可能在未来引发重大问题，如果能诊断出这种小问题，也是意义重大。在检测错误时，应该1）问一下该问题是不是严重问题的表现，或者根本不重要；2）反思问题出现的频率。优秀的决策者和糟糕的决策者都会犯错，区别在于犯错的原因和频率。
There is also a difference between “I believe you made a bad decision” and “I believe you are a bad decision-maker,” which can be ascertained only by seeing the pattern. Any one event has many different possible explanations, whereas a pattern of behavior can tell you a lot about root causes. There are many qualities that make up a person. To understand each requires 1) a reliable sample size and 2) getting in synch (i.e., asking the person why and giving feedback) . Some qualities don’t require a large sample size—e.g., it takes only one data point to know if a person can sing—and others take multiple observations (five to 10) . The number of observations needed to detect a pattern largely depends on how well you get in synch after each observation. A quality discussion of how and why a person behaved a certain way should help you quickly understand the larger picture.
“我认为你做了一个糟糕的决定”和“我认为你是一个糟糕的决策者”其中的差别只有通过观察犯错模式才能得出。任何一个单一事件都可能有多个解释，而行为模式更能揭示深层次的原因。一个人有很多特质，要了解这些特质，你需要1）一个可靠的样本容量；2）争取达成意见一致。比如，向犯错人问为什么，然后给予反馈。了解某些特质不需要一个很大的样本容量，比如，只需要一个数据点就可以判断某个人是否会唱歌。其他的一些特质却需要进行多次观察，一般是5到10次。分析模式所需的观察次数很大程度上取决于每次观察之后你们达成一致的程度。如果能够开展富有成效的讨论，了解某人的行为方式与原因，那么就能更快的了解整体情况。
109b) Don’t believe that being good or bad at some things means that the person is good or bad at everything. Realize that all people have strengths and weaknesses.
109b) 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）。要知道，每个人都有他的强项与弱项。
...110) If someone is doing their job poorly, consider whether this is due to inadequate learning (i.e., training/experience) or inadequate ability. A weakness due to a lack of experience or training or due to inadequate time can be fixed. A lack of inherent ability cannot. Failing to distinguish between these causes is a common mistake among managers, because managers are often reluctant to appear unkind or judgmental by saying someone lacks ability. They also know people assessed this way tend to push back hard against accepting a permanent weakness. Managers need to get beyond this reluctance. In our diagram of thinking through the machine that will produce outcomes, think about…
...110) 如果某人工作做的很差劲，思考这是因为缺少学习（培训或相关经验）还是因为缺少能力。由于缺少经验、培训或时间而导致的弱点是能够被修补的，而天资能力的欠缺却无法弥补。管理者无法辨别二者之间的差别是一个常见的错误，因为管理者总是不愿意苛刻地认定某人能力欠缺。他们同样知道，如果这样去评价，被评价的对象往往会努力反击，拒绝承认自己有永久性缺陷。但是，管理者应该克服这种不情愿情绪。在下列图表中，思考一下机制所能创造的结果：
... 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。
111a) Get in synch in a non-hierarchical way regarding assessments. The greatest single discrepancy between a manager and a managee is how well each performs his job. In most organizations, evaluations run in only one direction, with the manager assessing the managee. The managee typically disagrees with the assessment, especially if it is worse than the employee’s self-assessment, because most people believe themselves to be better than they really are. Managees also have opinions of managers that in most companies they wouldn’t dare bring up, so misunderstandings and resentments fester. This perverse behavior undermines the effectiveness of the environment and the relationships between people. It can be avoided by getting in synch in a high-quality way.
