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昨天的文章產(chǎn)品、開(kāi)發(fā)經(jīng)理能向貝佐斯學(xué)什么？提到的書《貝佐斯傳：貝佐斯及無(wú)邊界的亞馬遜》中，反復(fù)提到了「亞馬遜領(lǐng)導(dǎo)力原則」，我從亞馬遜英文和中文網(wǎng)站上都搜到了具體的內(nèi)容。貝佐斯以及亞馬遜的高管一直在踐行這些原則，將亞馬遜打造成了一家獨(dú)一無(wú)二的公司。

這讓我想到了橋水基金創(chuàng)始人瑞·達(dá)利歐寫的《原則》一書，他們都是將一些原則固化為公司和員工的行動(dòng)準(zhǔn)則，形成公司思考和行動(dòng)的「肌肉記憶」，遇到問(wèn)題直接拿出來(lái)對(duì)照一下。在不斷執(zhí)行和優(yōu)化的過(guò)程中，形成了獨(dú)特的企業(yè)風(fēng)格和文化。

以下是中英文對(duì)照部分，并簡(jiǎn)單寫了點(diǎn)我個(gè)人的感悟。

Leadership Principles

We hold ourselves and each other accountable for demonstrating the Leadership Principles through our actions every day. Our Leadership Principles describe how Amazon does business, how leaders lead, and how we keep the customer at the center of our decisions. Our unique Amazon culture, described by our Leadership Principles, helps us relentlessly pursue our mission of being Earth’s most customer-centric company, best employer, and safest place to work.

領(lǐng)導(dǎo)力原則

亞馬遜的每一位同事都有責(zé)任在每一天的工作中踐行亞馬遜領(lǐng)導(dǎo)力原則。我們的領(lǐng)導(dǎo)力原則展現(xiàn)了亞馬遜如何開(kāi)展業(yè)務(wù)、領(lǐng)導(dǎo)者如何帶領(lǐng)團(tuán)隊(duì)、以及如何確保在決策中始終以客戶為中心。我們獨(dú)特的亞馬遜文化，正如我們的領(lǐng)導(dǎo)力原則所描述的那樣，它幫助我們不懈地追求我們的使命：我們要成為地球上最“以客戶為中心”的公司，最佳的雇主和最安全的工作場(chǎng)所。

1、Customer Obsession

Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.

1、顧客至上

領(lǐng)導(dǎo)者從客戶入手，再反向推動(dòng)工作。他們努力工作，贏得并維系客戶對(duì)他們的信任。雖然領(lǐng)導(dǎo)者會(huì)關(guān)注競(jìng)爭(zhēng)對(duì)手，但是他們更關(guān)注客戶。

「感悟：到2020年為止，亞馬遜員工已經(jīng)有了120萬(wàn)之多，把“客戶至上”的原則貫徹在這樣一個(gè)巨大的團(tuán)隊(duì)中，很不容易。」

2、Ownership

Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job.”

2、主人翁精神

領(lǐng)導(dǎo)者是主人翁。他們會(huì)從長(zhǎng)遠(yuǎn)考慮，不會(huì)為了短期業(yè)績(jī)而犧牲長(zhǎng)期價(jià)值。他們不僅僅代表自己的團(tuán)隊(duì)，而且代表整個(gè)公司行事。他們絕不會(huì)說(shuō)“那不是我的工作”。

「感悟：這也就是亞馬遜的競(jìng)爭(zhēng)力之所在，也是其可以堅(jiān)守“長(zhǎng)期主義”的根本。」

3、Invent and Simplify

Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time.

3、創(chuàng)新&簡(jiǎn)化

領(lǐng)導(dǎo)者期望并要求他們的團(tuán)隊(duì)進(jìn)行創(chuàng)新和創(chuàng)造，并始終尋求使工作簡(jiǎn)化的方法。他們始終用外部視角來(lái)審視一切可以產(chǎn)生的新鮮點(diǎn)子，不會(huì)用“此路不通”來(lái)自我限制。當(dāng)我們開(kāi)展新事物時(shí)，我們要接受被長(zhǎng)期誤解的可能。

「感悟：從外部視角也就是客戶出發(fā)，以終為始。傾聽(tīng)客戶，不僅要聽(tīng)客戶的聲音，還要從他們的角度出發(fā)，進(jìn)行發(fā)明。」

4、Are Right, A Lot

Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.

4、正確決策

領(lǐng)導(dǎo)者在大多數(shù)情況下都能做出正確的決定。他們擁有卓越的業(yè)務(wù)判斷能力和敏銳的直覺(jué)。他們尋求不同的觀點(diǎn)，并努力反駁自己的信念。

「感悟：尋求不同的觀點(diǎn)，并努力反駁自己的信念。人無(wú)法拔著自己的頭發(fā)離開(kāi)地球，那么人如何用自己的思維來(lái)認(rèn)識(shí)和升級(jí)自己的思維模式呢？」

5、Learn and Be Curious

Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.

5、終生成長(zhǎng)并保持好奇心

領(lǐng)導(dǎo)者從不停止學(xué)習(xí)，并不斷尋找機(jī)會(huì)自我提升。領(lǐng)導(dǎo)者對(duì)各種可能性充滿好奇，并付于行動(dòng)加以探索。

「感悟：對(duì)一切新鮮事物保持敏感和好奇，并付諸于行動(dòng)加以探索。」

6、Hire and Develop the Best

Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice.

6、選賢育能

領(lǐng)導(dǎo)者不斷提升招聘和晉升員工的標(biāo)準(zhǔn)。他們表彰杰出的人才，并樂(lè)于在組織中通過(guò)輪崗磨礪他們。青出于藍(lán)，冰源于水，領(lǐng)導(dǎo)者培養(yǎng)的也是領(lǐng)導(dǎo)者，而且他們嚴(yán)肅地對(duì)待自己育才樹(shù)人的職責(zé)。

「感悟：要以相同的標(biāo)準(zhǔn)去要求他人和自己，己所不欲勿施于人。」

7、Insist on the Highest Standards

Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

7、最高標(biāo)準(zhǔn)

領(lǐng)導(dǎo)者有著近乎嚴(yán)苛的標(biāo)準(zhǔn)——這些標(biāo)準(zhǔn)在很多人看來(lái)可能高得不可理喻。領(lǐng)導(dǎo)者不斷提高標(biāo)準(zhǔn)，激勵(lì)自己的團(tuán)隊(duì)提供優(yōu)質(zhì)產(chǎn)品、服務(wù)和流程。領(lǐng)導(dǎo)者會(huì)確保任何問(wèn)題不會(huì)蔓延，及時(shí)徹底解決問(wèn)題并確保問(wèn)題不再出現(xiàn)。

「感悟：高標(biāo)準(zhǔn)具有傳染性，把人放在高標(biāo)準(zhǔn)的環(huán)境中，他很快就會(huì)適應(yīng)高標(biāo)準(zhǔn)文化。反之亦然。」

8、Think Big

Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.

8、遠(yuǎn)見(jiàn)卓識(shí)

“不敢想”就會(huì)造成自證預(yù)言。局限性思考只能帶來(lái)局限性的結(jié)果。領(lǐng)導(dǎo)者具備遠(yuǎn)見(jiàn)卓識(shí)，能大膽提出并闡明大局策略，由此激發(fā)良好的成果。他們從不同角度考慮問(wèn)題，不放過(guò)任何可能，四處尋找為客戶服務(wù)的方式。

「感悟：所謂的“遠(yuǎn)見(jiàn)”，其實(shí)就是從不同角度考慮問(wèn)題，不放過(guò)為客戶服務(wù)的任何可能。」

9、Bias for Action

Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.

9、積極行動(dòng)

速度對(duì)業(yè)務(wù)影響至關(guān)重要。很多決策和行動(dòng)都是可逆的，因此不需要進(jìn)行過(guò)于廣泛的推敲。我們提倡在深思熟慮前提下進(jìn)行冒險(xiǎn)。

「感悟：如果決策是可逆的，就應(yīng)該加快決策的速度；當(dāng)我們掌握的信息在期望的信息中占比達(dá)到70%時(shí)，就應(yīng)該進(jìn)行決策了；保留意見(jiàn)，干了再說(shuō)。」

10、Frugality

Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size, or fixed expense.

10、勤儉節(jié)約

力爭(zhēng)以更少的投入實(shí)現(xiàn)更大的產(chǎn)出。勤儉節(jié)約可以讓我們開(kāi)動(dòng)腦筋、自給自足并不斷創(chuàng)新。增加人力、預(yù)算以及固定支出并不會(huì)為你贏得額外加分。

「感悟：勤儉節(jié)約，一直是中華民族美德。」

11、Earn Trust

Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

11、贏得信任

領(lǐng)導(dǎo)者專注傾聽(tīng)，坦誠(chéng)溝通，尊重他人。領(lǐng)導(dǎo)者敢于自我批評(píng)，即便這樣做會(huì)令自己尷尬或難堪。他們并不認(rèn)為自己或其團(tuán)隊(duì)總是對(duì)的。領(lǐng)導(dǎo)者會(huì)以最佳領(lǐng)導(dǎo)者和團(tuán)隊(duì)為標(biāo)準(zhǔn)來(lái)要求自己及其團(tuán)隊(duì)。

「感悟：信任無(wú)價(jià)，無(wú)論是對(duì)上還是對(duì)下，不以權(quán)力去約束的管理才是好方式。」

12、Dive Deep

Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ. No task is beneath them.

12、刨根問(wèn)底

領(lǐng)導(dǎo)者深入各個(gè)環(huán)節(jié)，隨時(shí)掌控細(xì)節(jié)，并經(jīng)常進(jìn)行審核。不遺漏任何工作。數(shù)據(jù)才是最重要的。當(dāng)數(shù)據(jù)和感覺(jué)不一致時(shí)，可以質(zhì)疑，但要相信數(shù)據(jù)。

「感悟：對(duì)細(xì)節(jié)的關(guān)注和打磨，以數(shù)據(jù)來(lái)做決策的依據(jù)，而不僅僅是憑感覺(jué)。」

13、Have Backbone; Disagree and Commit

Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.

13、敢于諫言，服從大局

領(lǐng)導(dǎo)者必須要能夠不卑不亢地質(zhì)疑他們無(wú)法茍同的決策，哪怕這樣做讓人心煩意亂，精疲力盡。領(lǐng)導(dǎo)者要信念堅(jiān)定，矢志不移。他們不會(huì)為了保持一團(tuán)和氣而屈就妥協(xié)。一旦做出決定，他們就會(huì)全身心地致力于實(shí)現(xiàn)目標(biāo)。他們?cè)敢庵С植皇軞g迎或難獲理解的意見(jiàn)。

「感悟：決定一旦做出，即使持有不同意見(jiàn)，也必須服從并全力投入。」

14、Deliver Results

Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.

14、達(dá)成業(yè)績(jī)

領(lǐng)導(dǎo)者會(huì)關(guān)注其業(yè)務(wù)的關(guān)鍵決定條件，確保工作質(zhì)量并及時(shí)完成。盡管遭受挫折，領(lǐng)導(dǎo)者依然勇于面對(duì)挑戰(zhàn)，從不氣餒。永遠(yuǎn)不要輕易屈從或妥協(xié)于任何事情，直到最終獲得最好的結(jié)果。

「感悟：發(fā)展才是硬道理，交付結(jié)果。」

15、Strive to be Earth’s Best Employer

Leaders work every day to create a safer, more productive, higher performing, more diverse, and more just work environment. They lead with empathy, have fun at work, and make it easy for others to have fun. Leaders ask themselves: Are my fellow employees growing? Are they empowered? Are they ready for what’s next? Leaders have a vision for and commitment to their employees’ personal success, whether that be at Amazon or elsewhere.

15、努力成為地球上最好的雇主

領(lǐng)導(dǎo)者們每天都在努力創(chuàng)造一個(gè)更安全、更高效、更高業(yè)績(jī)、更多樣化、更公正的工作環(huán)境。他們有同理心，工作時(shí)懂得創(chuàng)造樂(lè)趣，并且也能讓其他人容易開(kāi)心。領(lǐng)導(dǎo)者們會(huì)問(wèn)自己：我的同事們還在進(jìn)步嗎？他們有被授權(quán)嗎？他們準(zhǔn)備好下一個(gè)挑戰(zhàn)了嗎？領(lǐng)導(dǎo)者對(duì)員工的個(gè)人進(jìn)步有設(shè)想并予以幫助，無(wú)論這個(gè)進(jìn)步是在亞馬遜還是在別處。

「感悟：共同進(jìn)步。」

16、Success and Scale Bring Broad Responsibility

We started in a garage, but we’re not there anymore. We are big, we impact the world, and we are far from perfect. We must be humble and thoughtful about even the secondary effects of our actions. Our local communities, planet, and future generations need us to be better every day. We must begin each day with a determination to make better, do better, and be better for our customers, our employees, our partners, and the world at large. And we must end every day knowing we can do even more tomorrow. Leaders create more than they consume and always leave things better than how they found them.

16、成就越大，責(zé)任越大

亞馬遜從一個(gè)車庫(kù)開(kāi)始，但我們?cè)缫呀穹俏舯取，F(xiàn)在我們是影響世界的企業(yè)巨頭，但離完美還很遙遠(yuǎn)。我們必須對(duì)我們的行為（包括次生影響）保持謙虛和謹(jǐn)慎。我們的社區(qū)、地球和后代需要我們每天都變得更好。我們必須在每天開(kāi)始時(shí)下定決心：做得更好、干得更好、變得更好，為我們的客戶、我們的員工、我們的合作伙伴，乃至整個(gè)世界。我們必須在每天結(jié)束時(shí)，知道我們明天還可以做得更多。領(lǐng)導(dǎo)者創(chuàng)造的比他們耗用的更多，而且總是把事情變得比他們發(fā)現(xiàn)時(shí)更好。

「感悟：?jiǎn)T工的努力，企業(yè)的格局。」

「亞馬遜領(lǐng)導(dǎo)力原則」英文地址：

https://www.aboutamazon.com/about-us/leadership-principles

中文地址：

https://www.amazon.jobs/zh/principles

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