但是，是什么成就了 一位優(yōu)秀的創(chuàng)業(yè)者? 這是一個我每天都要問自己的問題。一些風險投資人會根據(jù)創(chuàng)業(yè)者的履歷背景下注。他們是否畢業(yè)于藤校?他們是否在藍籌公司工作過?他們之前是否就構(gòu)建過遠大愿景?
Effectively, how smart is this person? Other VCs asses a founder s emotional quotient, or EQ. How well will this person build teams and build rapport across customers and clients? I have a different methodology to assess start-up founders, though, and it s not complicated.
實際上就是說，這個人有多聰明?其他一些風險投資人會評估 創(chuàng)業(yè)者的情商，也就是EQ。這個人組建團隊的能力有多強? 而他又是否能同客戶構(gòu)建和睦關(guān)系? 而我有一套與眾不同的評估創(chuàng)業(yè)者的方法， 并且方法并不復(fù)雜。
I look for signs of one specific trait. Not IQ, not EQ. It s adaptability: how well a person reacts to the inevitability of change, and lots of it. That s the single most important determinant for me. I subscribe to the belief that adaptability itself is a form of intelligence, and our adaptability quotient, or AQ, is something that can be measured, tested and improved.
我找尋某個特定品質(zhì)的跡象。不是智商，也不是情商。而是適應(yīng)能力：一個人在面對不可避免的改變時反應(yīng)如何， 尤其是當有大量變動時。這就是那個對我來說唯一且最重要的決定性因素。我堅信， 適應(yīng)能力本身就是一種智商的表現(xiàn)形式， 而我們的適應(yīng)能力系數(shù)，即AQ， 是可以被測量、測試和提高的。
AQ is not just useful for start-up founders, however. I think it s increasingly important for all of us. Because the world is speeding up. We know that the rate of technological change is accelerating, which is forcing our brains to react.
適應(yīng)能力不僅僅對公司創(chuàng)始人來說有用.我覺得它對我們所有人來說都越來越重要。因為這個世界正在加速變化。眾所周知科技在加速發(fā)展， 這迫使我們的大腦做出反應(yīng)。
Whether you re navigating changing job conditions brought on by automation, shifting geopolitics in a more globalized world, or simply changing family dynamics and personal relationships. Each of us, as individuals, groups, corporations and even governments are being forced to grapple with more change than ever before in human history.
不論你是在找尋辦法應(yīng)對因為自動化帶來的工作條件的改變， 因為全球化所帶來的地緣政治的變遷， 或者單純是為了改變家庭氛圍及人際關(guān)系。我們每一個人，作為個人、群體、 公司、甚至是政府， 正被迫與空前的大量改變做抗爭。
So, how do we assess our adaptability? I use three tricks when meeting with founders. Here s the first. Think back to your most recent job interview. What kind of questions were you asked? Probably some variation of, 'Tell me about a time when,' right? Instead, to interview for adaptability, I like to ask 'what if' questions.
那么，我們該如何評估自己的適應(yīng)能力呢?在與創(chuàng)業(yè)者見面時， 我會使用三種訣竅。下面是第一條。回想你最近的一次工作面試經(jīng)歷。你被問到了哪種問題? 大概是類似于 “告訴我某個當你……時的經(jīng)歷，” 對吧? 取而代之，在針對適應(yīng)能力的面試中， 我喜歡詢問 “如果......會怎樣” 的問題。
What if your main revenue stream were to dry up overnight? What if a heat wave prevented every single customer from being able to visit your store? Asking 'what if,' instead of asking about the past, forces the brain to simulate. To picture multiple possible versions of the future.
如果你的主營業(yè)務(wù)收入一夜之間蒸發(fā)了，你會怎么辦? 如果熱浪致使所有客戶都不能光顧你的店鋪了，你會怎么做? 問詢 “如果……怎么辦” 而非過去， 迫使我們的大腦進行模擬。來勾畫出關(guān)于未來的多種可能版本。
The strength of that vision, as well as how many distinct scenarios someone can conjure, tells me a lot. Practicing simulations is a sort of safe testing ground for improving adaptability. Instead of testing how you take in and retain information, like an IQ test might, it tests how you manipulate information, given a constraint, in order to achieve a specific goal.
預(yù)見的能力， 以及有多少不同的情況能被預(yù)想出來， 能告訴我很多信息。練習情景模擬對于提高適應(yīng)能力來說是一種安全的試驗場， 跟測試你領(lǐng)會和記住信息的能力如何， 比如智商測試不同， 它測試的是你處理信息， 當被給出一些限制時， 以達到某個特定目標的能力。
The second trick that I use to assess adaptability in founders is to look for signs of unlearning. Active unlearners seek to challenge what they presume to already know, and instead, override that data with new information. Kind of like a computer running a disk cleanup.
我用來評估創(chuàng)業(yè)者適應(yīng)能力的第二種方法， 是尋找他們 “反學習” 的跡象?；钴S的的反學習者力圖 挑戰(zhàn)他們默認已知的東西， 并用新信息將(舊)數(shù)據(jù)推翻， 與格式化電腦磁盤相類似。
Take the example of Destin Sandlin, who programed his bicycle to turn left when he steered it right and vice versa. He called this his Backwards Brain Bike, and it took him nearly eight months just to learn how to ride it kind of, sort of normally. The fact that Destin was able to unlearn his regular bike in favor of a new one, though, signals something awesome about our adaptability. It s not fixed.
以德斯坦·桑德林為例， 他設(shè)計當將車把轉(zhuǎn)向右側(cè)時， 自行車會向左轉(zhuǎn)向， 反之亦然。他將其稱為逆腦力自行車。而僅僅為了學會如何較為正常地騎行它， 他就花了將近八個月。德斯坦能反學習騎行常規(guī)自行車， 以新代舊， 標志著一些關(guān)于我們的適應(yīng)性的優(yōu)點。它不是一成不變的。
Instead, each of us has the capacity to improve it, through dedication and hard work. On the last page of Gandhi s autobiography, he wrote, 'I must reduce myself to zero.' At many points in his very full life, he was still seeking to return to a beginner s mindset, to zero. To unlearn. In this way, I think it s pretty safe to say Gandhi had a high AQ score.
相反，我們每個人都有能力通過勤奮付出與不懈努力去提高它。在甘地自傳的最后一頁，他寫道， “我必須讓自己歸零?！?在他無比充實的一生中的很多時刻， 他仍力圖回歸初心，歸零。回歸未知狀態(tài)。因此，我可以很自信的說， 那就是甘地有著很強的適應(yīng)能力。
The third and final trick that I use to assess a founder s adaptability is to look for people who infuse exploration into their life and their business. There s a sort of natural tension between exploration and exploitation. And collectively, all of us tend to overvalue exploitation.
第三條，也是最后一條我用來衡量創(chuàng)業(yè)者適應(yīng)力的絕招是， 尋找那些將探索融入生活和事業(yè)的人。在探索與開發(fā)間有一種自然張力。而整體來看， 我們都傾向于過分重視開發(fā)。
Here's what I mean. In the year 2000, a man finagled his way into a meeting with John Antioco, the CEO of Blockbuster, and proposed a partnership to manage Blockbuster s fledgling online business. The CEO John laughed him out of the room, saying, 'I have millions of existing customers and thousands of successful retail stores. I really need to focus on the money.'
舉例來說， 2000年時， 一個人在同約翰.安提奧， 即百視達的首席執(zhí)行官開會時 加入了自己的想法， 并提議一同合作管理百視達剛成立的在線業(yè)務(wù)。首席執(zhí)行官約翰笑著 把他趕出了房間，并說， “我擁有上百萬的已有客戶， 以及成千上萬個運營良好的零售店。我真正需要關(guān)注的是錢?！?/span>
The other man in the meeting, however, turned out to be Reed Hastings, the CEO of Netflix. In 2018, Netflix brought in 15.8 billion dollars, while Blockbuster filed for bankruptcy in 2010, directly 10 years after that meeting. The Blockbuster CEO was too focused on exploiting his already successful business model, so much so that he couldn't see around the next corner.
而那個參會的男人， 事后得知是里德·哈斯廷斯， 網(wǎng)飛公司的首席執(zhí)行官。2018年，網(wǎng)飛公司收益158億美元， 而百視達卻于2010年登記破產(chǎn)， 這距離那場會議，正好過去十年。百視達的首席執(zhí)行官， 過于重視開發(fā)他已取得成功的商業(yè)模型， 以至于不能看到下一個“轉(zhuǎn)角“。
In that way, his previous success became the enemy of his adaptability potential. For the founders that I work with, I frame exploration as a state of constant seeking. To never fall too far in love with your wins but rather continue to proactively seek out what might kill you next.
這樣一來，他之前的成功成為了他適應(yīng)性潛能的敵人。對于那些我合作過的創(chuàng)業(yè)者來說， 我將探索定義為一種持續(xù)尋找的狀態(tài)。永遠不要過度沉溺于勝利的喜悅中， 而是繼續(xù)積極地尋找那些接下來有可能置你于死地的東西。
When I first started exploring adaptability, the thing I found most exciting is that we can improve it. Each of us has the capacity to become more adaptable. But think of it like a muscle: it s got to be exercised. And don t get discouraged if it takes a while. Remember Destin Sandlin?
當我第一次探索適應(yīng)能力時， 我所發(fā)現(xiàn)的最令人興奮的一點是我們可以提高它。我們每個人都可以成為更具適應(yīng)能力的自己?？梢詫⑦m應(yīng)力想象成肌肉：它需要經(jīng)常得到鍛煉， 不要因這個過程花費的時間太長而泄氣。還記得德斯坦·桑德林嗎?
It took him eight months just to learn how to ride a bike. Over time, using the tricks that I use on founders -- asking 'what if' questions, actively unlearning and prioritizing exploration over exploitation can put you in the driver s seat -- so that the next time something big changes, you re already prepared.
他花了整整八個月的時間才學會如何去騎車。日積月累，使用我用在創(chuàng)業(yè)者上的方法—— 多問“如何……怎么辦”， 積極回歸未知狀態(tài)， 并將探索看得比開發(fā)更為重要， 就能將你置于主導(dǎo)位置—— 以便下次重大改變發(fā)生時， 你已準備就緒。
We re entering a future where IQ and EQ both matter way less than how fast you re able to adapt. So I hope that these tools help you to raise your own AQ.
我們正面向一個智商和情商都遠不如適應(yīng)速度重要的未來。所以我希望這些工具能幫助你提高自己的適應(yīng)能力。
Thank you.
謝謝。
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