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yasufumi
2021-06-30
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yasufumi
2021-06-22
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与扎克伯格共事13年学到的经验教训
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","text":"[Strong]","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/129883769","repostId":"2143801764","repostType":4,"repost":{"id":"2143801764","pubTimestamp":1624069271,"share":"https://ttm.financial/m/news/2143801764?lang=&edition=fundamental","pubTime":"2021-06-19 10:21","market":"hk","language":"zh","title":"与扎克伯格共事13年学到的经验教训","url":"https://stock-news.laohu8.com/highlight/detail?id=2143801764","media":"前瞻经济学人","summary":"与扎克伯格共事13年学到的经验教训 来源：前瞻经济学人作者|StartupBoy 来源|投资实习所前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。Dan Rose 说，最好的创始人都有一种斗士心态，扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。扎克伯格想要战斗。","content":"<p>前 <a href=\"https://laohu8.com/S/FB\">Facebook</a> <a href=\"https://laohu8.com/S/VP..UK\">VP</a>，<a href=\"https://laohu8.com/S/AMZN\">亚马逊</a> VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。</p>\n<p>Dan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。</p>\n<p>这次分享的内容，核心点还是聚焦于如何做创始人 CEO。Dan Rose 说，最好的创始人都有一种斗士心态（fighter mentality），扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。</p>\n<p>从如今 Coatue （业内有小 Tiger Global 之称 ）在 VC 圈的打法，似乎也能感受到Dan Rose 在 Facebook 经历的一些相似东西，以下是他分享的部分：</p>\n<p>1.扎克伯格最早的一次大争吵是和他自己的董事会 + 高管团队。他们试图说服他在 2006 年以 10 亿美元的价格将公司卖给<a href=\"https://laohu8.com/S/YHOO\">雅虎</a>。当时 FB 有 500 万用户(都是大学生) ，公司仅仅 2 年时间。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。他怎么能说不呢？</p>\n<p>One of Mark’s first big fights was with his own board + exec team. They tried to convince him to sell the company to Yahoo for $1B in '06.</p>\n<p>At the time FB had 5M users（all college）and was 2 yrs old. At the age of 22, Mark stood to gain $300M personally. How could he say no?</p>\n<p>2.每个人都希望小扎卖掉公司。朋友们说他要是拒绝 10 亿美元，那他就是疯了。他的管理团队想要退出，他的董事会给他施加了压力。但小扎知道一些他们不知道的事情—— FB 即将推出新产品，这将彻底改变公司的发展轨迹。</p>\n<p>Everyone told Mark to sell. Friends said he'd be crazy to pass up $1B. His management team wanted an exit. His board put pressure on him. But Mark knew something they didn’t – FB was on the cusp of launching new products that would completely change the trajectory of the company.</p>\n<p>3.我（Dan Rose）在 2006 年年中加入了 FB，就在扎克伯格决定不卖掉它之后（我很高兴他这么做了!）。他有勇气反对身边的每一个人，第二年，当我们从<a href=\"https://laohu8.com/S/MSFT\">微软</a>那以 150 亿美金的估值完成 C 轮融资时，他的坚持得到了证明。</p>\n<p>I joined FB in mid-2006, right after Mark made the decision not to sell (I’m glad he did!). He had the courage to go against everyone around him, and he was promptly vindicated the following year when we raised our Series C from Microsoft at $15B.</p>\n<p>4.在雅虎险些倒闭后的几年内，扎克伯格换掉了整个管理团队，重组了董事会。他需要身边的人相信他的远见，有他可以信任的人与他并肩作战，我就是其中之一。</p>\n<p>Within a couple of years after the Yahoo near miss, Mark replaced his entire management team and reconstituted the board. He needed people around him who believed in his vision, people he could trust to fight alongside him. I was <a href=\"https://laohu8.com/S/AONE\">one</a> of them.</p>\n<p>5.扎克伯格在那个时候聘请了一位专业的首席财务官，一个有着灰白头发的人，负责公司的上市工作。这家伙从一开始就纠结于这样一个事实：他的老板只比他的孩子大一点点。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。</p>\n<p>Mark hired a professional CFO around that time, someone with gray hair who had taken companies public. This guy struggled from the beginning with the fact that his boss was barely older than his children. When he tried to launch a coup 6 mos after joining, Mark fired him.</p>\n<p>6.早些时候，音乐产业威胁说，如果我们不给他们想要的东西——金钱、公平、顺从，他们就要起诉我们。实际上 Facebook 上并没有任何音乐，但是 YouTube 已经在他们的背上成长起来，现在唱片公司想从每个人身上吃到一磅肉。</p>\n<p>Early on, the music industry threatened to sue us into oblivion if we didn’t give them what they wanted - money, equity, subservience. Facebook didn’t actually have any music on it, but YouTube had grown on their backs and now the labels wanted a pound of flesh from everyone.</p>\n<p>7.我想达成交易。扎克伯格想要战斗。当我背着他组织一次会议讨论我的策略时，他给我发了一封尖锐的电子邮件: 如果我再这样做，我就会被解雇。他对讨论我的观点持开放态度，但如果没有他在场，就不会有讨论。</p>\n<p>I wanted to cut a deal. Mark wanted to fight. When I organized a meeting behind his back to discuss my strategy, he sent me a pointed email: if I ever did that again, I’d be fired. He was open to discussing my views but there would be no discussion without him in the room.</p>\n<p>8.2010 年，扎克伯格开始在一个大型科技会议的舞台上开始大汗淋漓，台下有数百名高管。在采访的前 30 分钟，他看起来很紧张，对自己没有信心，很快找到了自己的位置并恢复了过来。那天我也在观众席上。</p>\n<p>In 2010, Mark started sweating profusely on stage at a large tech conference with hundreds of execs in the audience. He looked nervous and unsure of himself for the first 30 minutes of the interview before finding his feet and recovering by the end. I was in the audience that day.</p>\n<p>9.许多与会者后来找到我，说他们非常钦佩马克坚韧不拔的恢复能力。我当天晚上给他发了短信，转达对他的鼓励。他回复说，他的表现是不可接受的，他让我们所有人失望，他不会这种情况再次发生。</p>\n<p>Many attendees approached me afterwards to say how much they admired Mark for his gritty recovery. I texted him that night to pass along the encouragement. He responded by saying his performance was unacceptable, he had let us all down and he wouldn’t let it happen again.</p>\n<p>10.电影《社交网络》于 2010 年面世。扎克伯格已经被警告说这会对他造成负面的影响，他很关心这会对团队士气、 FB 的品牌和他的个人声誉造成的影响。他的顾问告诉他不要理会这件事，低调行事，保持专注。</p>\n<p>The Social Network came out in 2010. Mark had been warned it would portray him in a negative light, and he was appropriately concerned about its impact on team morale, FB's brand and his personal reputation. His advisors told him to ignore it, keep his head down, stay focused.</p>\n<p>11.这是有史以来最伟大的柔术动作之一，扎克伯格租下了海岸线电影院综合楼，用巴士把整个公司的人都送来观看电影的首映。他第一次（也可能是唯一一次）观看《社交网络》是在一个巨大的电影院里，和他的其他员工一起观看。</p>\n<p>In <a href=\"https://laohu8.com/S/AONE.U\">one</a> of the greatest jiu jitsu moves of all time, Mark rented out the Shoreline cinema complex and bussed in the entire company to see the premier of the movie. His first (and probably only) viewing of The Social Network was in a giant cinema with the rest of his employees.</p>\n<p>12.为了增加这场戏的超现实感，马克的行政让我坐在他旁边--她认为我的积极性会起到安抚作用。当扮演他的角色被一个女孩引诱时，他俯身低声说：\"现在这很尴尬。\" 我们都笑出了声。</p>\n<p>Adding to the surrealness of this scene, Mark’s admin asked me to sit next to him - she thought my positivity would be a calming influence. When the character portraying him was being seduced by a girl, he leaned over and whispered “now this is awkward.” We both laughed out loud!</p>\n<p>13.你不必刻意成为一个斗士。一些首席执行官（比如著名的史蒂夫 · 乔布斯）在这个问题上很挣扎，但扎克伯格做得很优雅。他从不对人大喊大叫，从不扔家具，也不发脾气。他只是无情地果断，总是愿意做出艰难的决定。</p>\n<p>You don’t have to be mean to be a fighter. Some CEOs struggle with this (famously Steve Jobs), but Mark pulled it off gracefully. He didn’t yell at people, never threw furniture or lost his temper. He was just ruthlessly decisive, always willing to make the hard call.</p>\n<p>14.在最初的 5 年里，扎克伯格经历过多个产品负责人，3 个首席财务官，和许多高管。当有人不适应公司的发展时，他就会要求他们离开或者担任一个较小的角色，他的联合创始人也都辞职了，他们厌倦了战斗，做 CEO 是很孤独的。</p>\n<p>In his first 5 years, Mark went through multiple product leaders, 3 CFOs, and many executives. When someone wasn’t scaling with the company, he would ask them to leave or take a smaller role. His co-founders all quit too, they were tired of fighting. It’s lonely to be CEO.</p>\n<p>15.但是，输掉比赛更让人感到孤独，或者后悔自己没有努力去赢。商业是一场终极游戏，它永远不会结束，你也永远不会有完成（的状态）。从车库到会议室需要难以置信的勇气、决心、野心，还有...斗争。</p>\n<p>But it's more lonely to lose, or to regret that you didn't try hard enough to win. Business is the ultimate game, it never ends and you are never done. Going from the garage to the boardroom requires incredible grit, determination, ambition, and yes...fight.</p>\n<p>Paul Graham 评论说，这与我在成功的创业者身上所观察到的一致。你必须成为一名战士，因为成功使你成为目标。</p>","source":"lsy1624069395992","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>与扎克伯格共事13年学到的经验教训</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n与扎克伯格共事13年学到的经验教训\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-19 10:21 北京时间 <a href=https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww><strong>前瞻经济学人</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。\nDan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。\n这次分享的...</p>\n\n<a href=\"https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/c5151020373bdf3b125f6874e83f7190","relate_stocks":{"09086":"华夏纳指-U","QNETCN":"纳斯达克中美互联网老虎指数","03086":"华夏纳指"},"source_url":"https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2143801764","content_text":"前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。\nDan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。\n这次分享的内容，核心点还是聚焦于如何做创始人 CEO。Dan Rose 说，最好的创始人都有一种斗士心态（fighter mentality），扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。\n从如今 Coatue （业内有小 Tiger Global 之称 ）在 VC 圈的打法，似乎也能感受到Dan Rose 在 Facebook 经历的一些相似东西，以下是他分享的部分：\n1.扎克伯格最早的一次大争吵是和他自己的董事会 + 高管团队。他们试图说服他在 2006 年以 10 亿美元的价格将公司卖给雅虎。当时 FB 有 500 万用户(都是大学生) ，公司仅仅 2 年时间。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。他怎么能说不呢？\nOne of Mark’s first big fights was with his own board + exec team. They tried to convince him to sell the company to Yahoo for $1B in '06.\nAt the time FB had 5M users（all college）and was 2 yrs old. At the age of 22, Mark stood to gain $300M personally. How could he say no?\n2.每个人都希望小扎卖掉公司。朋友们说他要是拒绝 10 亿美元，那他就是疯了。他的管理团队想要退出，他的董事会给他施加了压力。但小扎知道一些他们不知道的事情—— FB 即将推出新产品，这将彻底改变公司的发展轨迹。\nEveryone told Mark to sell. Friends said he'd be crazy to pass up $1B. His management team wanted an exit. His board put pressure on him. But Mark knew something they didn’t – FB was on the cusp of launching new products that would completely change the trajectory of the company.\n3.我（Dan Rose）在 2006 年年中加入了 FB，就在扎克伯格决定不卖掉它之后（我很高兴他这么做了!）。他有勇气反对身边的每一个人，第二年，当我们从微软那以 150 亿美金的估值完成 C 轮融资时，他的坚持得到了证明。\nI joined FB in mid-2006, right after Mark made the decision not to sell (I’m glad he did!). He had the courage to go against everyone around him, and he was promptly vindicated the following year when we raised our Series C from Microsoft at $15B.\n4.在雅虎险些倒闭后的几年内，扎克伯格换掉了整个管理团队，重组了董事会。他需要身边的人相信他的远见，有他可以信任的人与他并肩作战，我就是其中之一。\nWithin a couple of years after the Yahoo near miss, Mark replaced his entire management team and reconstituted the board. He needed people around him who believed in his vision, people he could trust to fight alongside him. I was one of them.\n5.扎克伯格在那个时候聘请了一位专业的首席财务官，一个有着灰白头发的人，负责公司的上市工作。这家伙从一开始就纠结于这样一个事实：他的老板只比他的孩子大一点点。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。\nMark hired a professional CFO around that time, someone with gray hair who had taken companies public. This guy struggled from the beginning with the fact that his boss was barely older than his children. When he tried to launch a coup 6 mos after joining, Mark fired him.\n6.早些时候，音乐产业威胁说，如果我们不给他们想要的东西——金钱、公平、顺从，他们就要起诉我们。实际上 Facebook 上并没有任何音乐，但是 YouTube 已经在他们的背上成长起来，现在唱片公司想从每个人身上吃到一磅肉。\nEarly on, the music industry threatened to sue us into oblivion if we didn’t give them what they wanted - money, equity, subservience. Facebook didn’t actually have any music on it, but YouTube had grown on their backs and now the labels wanted a pound of flesh from everyone.\n7.我想达成交易。扎克伯格想要战斗。当我背着他组织一次会议讨论我的策略时，他给我发了一封尖锐的电子邮件: 如果我再这样做，我就会被解雇。他对讨论我的观点持开放态度，但如果没有他在场，就不会有讨论。\nI wanted to cut a deal. Mark wanted to fight. When I organized a meeting behind his back to discuss my strategy, he sent me a pointed email: if I ever did that again, I’d be fired. He was open to discussing my views but there would be no discussion without him in the room.\n8.2010 年，扎克伯格开始在一个大型科技会议的舞台上开始大汗淋漓，台下有数百名高管。在采访的前 30 分钟，他看起来很紧张，对自己没有信心，很快找到了自己的位置并恢复了过来。那天我也在观众席上。\nIn 2010, Mark started sweating profusely on stage at a large tech conference with hundreds of execs in the audience. He looked nervous and unsure of himself for the first 30 minutes of the interview before finding his feet and recovering by the end. I was in the audience that day.\n9.许多与会者后来找到我，说他们非常钦佩马克坚韧不拔的恢复能力。我当天晚上给他发了短信，转达对他的鼓励。他回复说，他的表现是不可接受的，他让我们所有人失望，他不会这种情况再次发生。\nMany attendees approached me afterwards to say how much they admired Mark for his gritty recovery. I texted him that night to pass along the encouragement. He responded by saying his performance was unacceptable, he had let us all down and he wouldn’t let it happen again.\n10.电影《社交网络》于 2010 年面世。扎克伯格已经被警告说这会对他造成负面的影响，他很关心这会对团队士气、 FB 的品牌和他的个人声誉造成的影响。他的顾问告诉他不要理会这件事，低调行事，保持专注。\nThe Social Network came out in 2010. Mark had been warned it would portray him in a negative light, and he was appropriately concerned about its impact on team morale, FB's brand and his personal reputation. His advisors told him to ignore it, keep his head down, stay focused.\n11.这是有史以来最伟大的柔术动作之一，扎克伯格租下了海岸线电影院综合楼，用巴士把整个公司的人都送来观看电影的首映。他第一次（也可能是唯一一次）观看《社交网络》是在一个巨大的电影院里，和他的其他员工一起观看。\nIn one of the greatest jiu jitsu moves of all time, Mark rented out the Shoreline cinema complex and bussed in the entire company to see the premier of the movie. His first (and probably only) viewing of The Social Network was in a giant cinema with the rest of his employees.\n12.为了增加这场戏的超现实感，马克的行政让我坐在他旁边--她认为我的积极性会起到安抚作用。当扮演他的角色被一个女孩引诱时，他俯身低声说：\"现在这很尴尬。\" 我们都笑出了声。\nAdding to the surrealness of this scene, Mark’s admin asked me to sit next to him - she thought my positivity would be a calming influence. When the character portraying him was being seduced by a girl, he leaned over and whispered “now this is awkward.” We both laughed out loud!\n13.你不必刻意成为一个斗士。一些首席执行官（比如著名的史蒂夫 · 乔布斯）在这个问题上很挣扎，但扎克伯格做得很优雅。他从不对人大喊大叫，从不扔家具，也不发脾气。他只是无情地果断，总是愿意做出艰难的决定。\nYou don’t have to be mean to be a fighter. Some CEOs struggle with this (famously Steve Jobs), but Mark pulled it off gracefully. He didn’t yell at people, never threw furniture or lost his temper. He was just ruthlessly decisive, always willing to make the hard call.\n14.在最初的 5 年里，扎克伯格经历过多个产品负责人，3 个首席财务官，和许多高管。当有人不适应公司的发展时，他就会要求他们离开或者担任一个较小的角色，他的联合创始人也都辞职了，他们厌倦了战斗，做 CEO 是很孤独的。\nIn his first 5 years, Mark went through multiple product leaders, 3 CFOs, and many executives. When someone wasn’t scaling with the company, he would ask them to leave or take a smaller role. His co-founders all quit too, they were tired of fighting. It’s lonely to be CEO.\n15.但是，输掉比赛更让人感到孤独，或者后悔自己没有努力去赢。商业是一场终极游戏，它永远不会结束，你也永远不会有完成（的状态）。从车库到会议室需要难以置信的勇气、决心、野心，还有...斗争。\nBut it's more lonely to lose, or to regret that you didn't try hard enough to win. Business is the ultimate game, it never ends and you are never done. Going from the garage to the boardroom requires incredible grit, determination, ambition, and yes...fight.\nPaul Graham 评论说，这与我在成功的创业者身上所观察到的一致。你必须成为一名战士，因为成功使你成为目标。","news_type":1},"isVote":1,"tweetType":1,"viewCount":126,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"hots":[{"id":151960177,"gmtCreate":1625061880899,"gmtModify":1703735161712,"author":{"id":"3585381031567179","authorId":"3585381031567179","name":"yasufumi","avatar":"https://static.laohu8.com/default-avatar.jpg","crmLevel":2,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3585381031567179","authorIdStr":"3585381031567179"},"themes":[],"htmlText":"[Miser] [Miser] [Miser] ","listText":"[Miser] [Miser] [Miser] ","text":"[Miser] [Miser] [Miser]","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/151960177","repostId":"1183093793","repostType":4,"isVote":1,"tweetType":1,"viewCount":101,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":129883769,"gmtCreate":1624368933951,"gmtModify":1703834587958,"author":{"id":"3585381031567179","authorId":"3585381031567179","name":"yasufumi","avatar":"https://static.laohu8.com/default-avatar.jpg","crmLevel":2,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3585381031567179","authorIdStr":"3585381031567179"},"themes":[],"htmlText":"[Strong] ","listText":"[Strong] ","text":"[Strong]","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/129883769","repostId":"2143801764","repostType":4,"repost":{"id":"2143801764","pubTimestamp":1624069271,"share":"https://ttm.financial/m/news/2143801764?lang=&edition=fundamental","pubTime":"2021-06-19 10:21","market":"hk","language":"zh","title":"与扎克伯格共事13年学到的经验教训","url":"https://stock-news.laohu8.com/highlight/detail?id=2143801764","media":"前瞻经济学人","summary":"与扎克伯格共事13年学到的经验教训 来源：前瞻经济学人作者|StartupBoy 来源|投资实习所前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。Dan Rose 说，最好的创始人都有一种斗士心态，扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。扎克伯格想要战斗。","content":"<p>前 <a href=\"https://laohu8.com/S/FB\">Facebook</a> <a href=\"https://laohu8.com/S/VP..UK\">VP</a>，<a href=\"https://laohu8.com/S/AMZN\">亚马逊</a> VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。</p>\n<p>Dan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。</p>\n<p>这次分享的内容，核心点还是聚焦于如何做创始人 CEO。Dan Rose 说，最好的创始人都有一种斗士心态（fighter mentality），扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。</p>\n<p>从如今 Coatue （业内有小 Tiger Global 之称 ）在 VC 圈的打法，似乎也能感受到Dan Rose 在 Facebook 经历的一些相似东西，以下是他分享的部分：</p>\n<p>1.扎克伯格最早的一次大争吵是和他自己的董事会 + 高管团队。他们试图说服他在 2006 年以 10 亿美元的价格将公司卖给<a href=\"https://laohu8.com/S/YHOO\">雅虎</a>。当时 FB 有 500 万用户(都是大学生) ，公司仅仅 2 年时间。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。他怎么能说不呢？</p>\n<p>One of Mark’s first big fights was with his own board + exec team. They tried to convince him to sell the company to Yahoo for $1B in '06.</p>\n<p>At the time FB had 5M users（all college）and was 2 yrs old. At the age of 22, Mark stood to gain $300M personally. How could he say no?</p>\n<p>2.每个人都希望小扎卖掉公司。朋友们说他要是拒绝 10 亿美元，那他就是疯了。他的管理团队想要退出，他的董事会给他施加了压力。但小扎知道一些他们不知道的事情—— FB 即将推出新产品，这将彻底改变公司的发展轨迹。</p>\n<p>Everyone told Mark to sell. Friends said he'd be crazy to pass up $1B. His management team wanted an exit. His board put pressure on him. But Mark knew something they didn’t – FB was on the cusp of launching new products that would completely change the trajectory of the company.</p>\n<p>3.我（Dan Rose）在 2006 年年中加入了 FB，就在扎克伯格决定不卖掉它之后（我很高兴他这么做了!）。他有勇气反对身边的每一个人，第二年，当我们从<a href=\"https://laohu8.com/S/MSFT\">微软</a>那以 150 亿美金的估值完成 C 轮融资时，他的坚持得到了证明。</p>\n<p>I joined FB in mid-2006, right after Mark made the decision not to sell (I’m glad he did!). He had the courage to go against everyone around him, and he was promptly vindicated the following year when we raised our Series C from Microsoft at $15B.</p>\n<p>4.在雅虎险些倒闭后的几年内，扎克伯格换掉了整个管理团队，重组了董事会。他需要身边的人相信他的远见，有他可以信任的人与他并肩作战，我就是其中之一。</p>\n<p>Within a couple of years after the Yahoo near miss, Mark replaced his entire management team and reconstituted the board. He needed people around him who believed in his vision, people he could trust to fight alongside him. I was <a href=\"https://laohu8.com/S/AONE\">one</a> of them.</p>\n<p>5.扎克伯格在那个时候聘请了一位专业的首席财务官，一个有着灰白头发的人，负责公司的上市工作。这家伙从一开始就纠结于这样一个事实：他的老板只比他的孩子大一点点。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。</p>\n<p>Mark hired a professional CFO around that time, someone with gray hair who had taken companies public. This guy struggled from the beginning with the fact that his boss was barely older than his children. When he tried to launch a coup 6 mos after joining, Mark fired him.</p>\n<p>6.早些时候，音乐产业威胁说，如果我们不给他们想要的东西——金钱、公平、顺从，他们就要起诉我们。实际上 Facebook 上并没有任何音乐，但是 YouTube 已经在他们的背上成长起来，现在唱片公司想从每个人身上吃到一磅肉。</p>\n<p>Early on, the music industry threatened to sue us into oblivion if we didn’t give them what they wanted - money, equity, subservience. Facebook didn’t actually have any music on it, but YouTube had grown on their backs and now the labels wanted a pound of flesh from everyone.</p>\n<p>7.我想达成交易。扎克伯格想要战斗。当我背着他组织一次会议讨论我的策略时，他给我发了一封尖锐的电子邮件: 如果我再这样做，我就会被解雇。他对讨论我的观点持开放态度，但如果没有他在场，就不会有讨论。</p>\n<p>I wanted to cut a deal. Mark wanted to fight. When I organized a meeting behind his back to discuss my strategy, he sent me a pointed email: if I ever did that again, I’d be fired. He was open to discussing my views but there would be no discussion without him in the room.</p>\n<p>8.2010 年，扎克伯格开始在一个大型科技会议的舞台上开始大汗淋漓，台下有数百名高管。在采访的前 30 分钟，他看起来很紧张，对自己没有信心，很快找到了自己的位置并恢复了过来。那天我也在观众席上。</p>\n<p>In 2010, Mark started sweating profusely on stage at a large tech conference with hundreds of execs in the audience. He looked nervous and unsure of himself for the first 30 minutes of the interview before finding his feet and recovering by the end. I was in the audience that day.</p>\n<p>9.许多与会者后来找到我，说他们非常钦佩马克坚韧不拔的恢复能力。我当天晚上给他发了短信，转达对他的鼓励。他回复说，他的表现是不可接受的，他让我们所有人失望，他不会这种情况再次发生。</p>\n<p>Many attendees approached me afterwards to say how much they admired Mark for his gritty recovery. I texted him that night to pass along the encouragement. He responded by saying his performance was unacceptable, he had let us all down and he wouldn’t let it happen again.</p>\n<p>10.电影《社交网络》于 2010 年面世。扎克伯格已经被警告说这会对他造成负面的影响，他很关心这会对团队士气、 FB 的品牌和他的个人声誉造成的影响。他的顾问告诉他不要理会这件事，低调行事，保持专注。</p>\n<p>The Social Network came out in 2010. Mark had been warned it would portray him in a negative light, and he was appropriately concerned about its impact on team morale, FB's brand and his personal reputation. His advisors told him to ignore it, keep his head down, stay focused.</p>\n<p>11.这是有史以来最伟大的柔术动作之一，扎克伯格租下了海岸线电影院综合楼，用巴士把整个公司的人都送来观看电影的首映。他第一次（也可能是唯一一次）观看《社交网络》是在一个巨大的电影院里，和他的其他员工一起观看。</p>\n<p>In <a href=\"https://laohu8.com/S/AONE.U\">one</a> of the greatest jiu jitsu moves of all time, Mark rented out the Shoreline cinema complex and bussed in the entire company to see the premier of the movie. His first (and probably only) viewing of The Social Network was in a giant cinema with the rest of his employees.</p>\n<p>12.为了增加这场戏的超现实感，马克的行政让我坐在他旁边--她认为我的积极性会起到安抚作用。当扮演他的角色被一个女孩引诱时，他俯身低声说：\"现在这很尴尬。\" 我们都笑出了声。</p>\n<p>Adding to the surrealness of this scene, Mark’s admin asked me to sit next to him - she thought my positivity would be a calming influence. When the character portraying him was being seduced by a girl, he leaned over and whispered “now this is awkward.” We both laughed out loud!</p>\n<p>13.你不必刻意成为一个斗士。一些首席执行官（比如著名的史蒂夫 · 乔布斯）在这个问题上很挣扎，但扎克伯格做得很优雅。他从不对人大喊大叫，从不扔家具，也不发脾气。他只是无情地果断，总是愿意做出艰难的决定。</p>\n<p>You don’t have to be mean to be a fighter. Some CEOs struggle with this (famously Steve Jobs), but Mark pulled it off gracefully. He didn’t yell at people, never threw furniture or lost his temper. He was just ruthlessly decisive, always willing to make the hard call.</p>\n<p>14.在最初的 5 年里，扎克伯格经历过多个产品负责人，3 个首席财务官，和许多高管。当有人不适应公司的发展时，他就会要求他们离开或者担任一个较小的角色，他的联合创始人也都辞职了，他们厌倦了战斗，做 CEO 是很孤独的。</p>\n<p>In his first 5 years, Mark went through multiple product leaders, 3 CFOs, and many executives. When someone wasn’t scaling with the company, he would ask them to leave or take a smaller role. His co-founders all quit too, they were tired of fighting. It’s lonely to be CEO.</p>\n<p>15.但是，输掉比赛更让人感到孤独，或者后悔自己没有努力去赢。商业是一场终极游戏，它永远不会结束，你也永远不会有完成（的状态）。从车库到会议室需要难以置信的勇气、决心、野心，还有...斗争。</p>\n<p>But it's more lonely to lose, or to regret that you didn't try hard enough to win. Business is the ultimate game, it never ends and you are never done. Going from the garage to the boardroom requires incredible grit, determination, ambition, and yes...fight.</p>\n<p>Paul Graham 评论说，这与我在成功的创业者身上所观察到的一致。你必须成为一名战士，因为成功使你成为目标。</p>","source":"lsy1624069395992","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>与扎克伯格共事13年学到的经验教训</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n与扎克伯格共事13年学到的经验教训\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-06-19 10:21 北京时间 <a href=https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww><strong>前瞻经济学人</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。\nDan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。\n这次分享的...</p>\n\n<a href=\"https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/c5151020373bdf3b125f6874e83f7190","relate_stocks":{"09086":"华夏纳指-U","QNETCN":"纳斯达克中美互联网老虎指数","03086":"华夏纳指"},"source_url":"https://mp.weixin.qq.com/s/xXPbtPt6NjT7PYFPi0Yjww","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2143801764","content_text":"前 Facebook VP，亚马逊 VP，现在担任 Coatue Management 董事长的 Dan Rose 最近分享了他跟扎克伯格共事 13 年学到的经验教训。\nDan Rose 非常乐于分享，我之前曾介绍过他的几次分享，分别是《2004 年贝佐斯做 Kindle 的背后》《Facebook 的至暗时刻与 DST 的入局》以及《Facebook 至暗时刻，小扎做了这几个决策》。\n这次分享的内容，核心点还是聚焦于如何做创始人 CEO。Dan Rose 说，最好的创始人都有一种斗士心态（fighter mentality），扎克伯格就是这样一个斗士，如果没有这种心态，Facebook 永远不会发挥出它的全部潜力。\n从如今 Coatue （业内有小 Tiger Global 之称 ）在 VC 圈的打法，似乎也能感受到Dan Rose 在 Facebook 经历的一些相似东西，以下是他分享的部分：\n1.扎克伯格最早的一次大争吵是和他自己的董事会 + 高管团队。他们试图说服他在 2006 年以 10 亿美元的价格将公司卖给雅虎。当时 FB 有 500 万用户(都是大学生) ，公司仅仅 2 年时间。而扎克伯格那时 22 岁，如果卖掉，他个人可以获得 3 亿美元。他怎么能说不呢？\nOne of Mark’s first big fights was with his own board + exec team. They tried to convince him to sell the company to Yahoo for $1B in '06.\nAt the time FB had 5M users（all college）and was 2 yrs old. At the age of 22, Mark stood to gain $300M personally. How could he say no?\n2.每个人都希望小扎卖掉公司。朋友们说他要是拒绝 10 亿美元，那他就是疯了。他的管理团队想要退出，他的董事会给他施加了压力。但小扎知道一些他们不知道的事情—— FB 即将推出新产品，这将彻底改变公司的发展轨迹。\nEveryone told Mark to sell. Friends said he'd be crazy to pass up $1B. His management team wanted an exit. His board put pressure on him. But Mark knew something they didn’t – FB was on the cusp of launching new products that would completely change the trajectory of the company.\n3.我（Dan Rose）在 2006 年年中加入了 FB，就在扎克伯格决定不卖掉它之后（我很高兴他这么做了!）。他有勇气反对身边的每一个人，第二年，当我们从微软那以 150 亿美金的估值完成 C 轮融资时，他的坚持得到了证明。\nI joined FB in mid-2006, right after Mark made the decision not to sell (I’m glad he did!). He had the courage to go against everyone around him, and he was promptly vindicated the following year when we raised our Series C from Microsoft at $15B.\n4.在雅虎险些倒闭后的几年内，扎克伯格换掉了整个管理团队，重组了董事会。他需要身边的人相信他的远见，有他可以信任的人与他并肩作战，我就是其中之一。\nWithin a couple of years after the Yahoo near miss, Mark replaced his entire management team and reconstituted the board. He needed people around him who believed in his vision, people he could trust to fight alongside him. I was one of them.\n5.扎克伯格在那个时候聘请了一位专业的首席财务官，一个有着灰白头发的人，负责公司的上市工作。这家伙从一开始就纠结于这样一个事实：他的老板只比他的孩子大一点点。当他加入 6 个月试图干掉扎克伯格时，结果被小扎给解雇了。\nMark hired a professional CFO around that time, someone with gray hair who had taken companies public. This guy struggled from the beginning with the fact that his boss was barely older than his children. When he tried to launch a coup 6 mos after joining, Mark fired him.\n6.早些时候，音乐产业威胁说，如果我们不给他们想要的东西——金钱、公平、顺从，他们就要起诉我们。实际上 Facebook 上并没有任何音乐，但是 YouTube 已经在他们的背上成长起来，现在唱片公司想从每个人身上吃到一磅肉。\nEarly on, the music industry threatened to sue us into oblivion if we didn’t give them what they wanted - money, equity, subservience. Facebook didn’t actually have any music on it, but YouTube had grown on their backs and now the labels wanted a pound of flesh from everyone.\n7.我想达成交易。扎克伯格想要战斗。当我背着他组织一次会议讨论我的策略时，他给我发了一封尖锐的电子邮件: 如果我再这样做，我就会被解雇。他对讨论我的观点持开放态度，但如果没有他在场，就不会有讨论。\nI wanted to cut a deal. Mark wanted to fight. When I organized a meeting behind his back to discuss my strategy, he sent me a pointed email: if I ever did that again, I’d be fired. He was open to discussing my views but there would be no discussion without him in the room.\n8.2010 年，扎克伯格开始在一个大型科技会议的舞台上开始大汗淋漓，台下有数百名高管。在采访的前 30 分钟，他看起来很紧张，对自己没有信心，很快找到了自己的位置并恢复了过来。那天我也在观众席上。\nIn 2010, Mark started sweating profusely on stage at a large tech conference with hundreds of execs in the audience. He looked nervous and unsure of himself for the first 30 minutes of the interview before finding his feet and recovering by the end. I was in the audience that day.\n9.许多与会者后来找到我，说他们非常钦佩马克坚韧不拔的恢复能力。我当天晚上给他发了短信，转达对他的鼓励。他回复说，他的表现是不可接受的，他让我们所有人失望，他不会这种情况再次发生。\nMany attendees approached me afterwards to say how much they admired Mark for his gritty recovery. I texted him that night to pass along the encouragement. He responded by saying his performance was unacceptable, he had let us all down and he wouldn’t let it happen again.\n10.电影《社交网络》于 2010 年面世。扎克伯格已经被警告说这会对他造成负面的影响，他很关心这会对团队士气、 FB 的品牌和他的个人声誉造成的影响。他的顾问告诉他不要理会这件事，低调行事，保持专注。\nThe Social Network came out in 2010. Mark had been warned it would portray him in a negative light, and he was appropriately concerned about its impact on team morale, FB's brand and his personal reputation. His advisors told him to ignore it, keep his head down, stay focused.\n11.这是有史以来最伟大的柔术动作之一，扎克伯格租下了海岸线电影院综合楼，用巴士把整个公司的人都送来观看电影的首映。他第一次（也可能是唯一一次）观看《社交网络》是在一个巨大的电影院里，和他的其他员工一起观看。\nIn one of the greatest jiu jitsu moves of all time, Mark rented out the Shoreline cinema complex and bussed in the entire company to see the premier of the movie. His first (and probably only) viewing of The Social Network was in a giant cinema with the rest of his employees.\n12.为了增加这场戏的超现实感，马克的行政让我坐在他旁边--她认为我的积极性会起到安抚作用。当扮演他的角色被一个女孩引诱时，他俯身低声说：\"现在这很尴尬。\" 我们都笑出了声。\nAdding to the surrealness of this scene, Mark’s admin asked me to sit next to him - she thought my positivity would be a calming influence. When the character portraying him was being seduced by a girl, he leaned over and whispered “now this is awkward.” We both laughed out loud!\n13.你不必刻意成为一个斗士。一些首席执行官（比如著名的史蒂夫 · 乔布斯）在这个问题上很挣扎，但扎克伯格做得很优雅。他从不对人大喊大叫，从不扔家具，也不发脾气。他只是无情地果断，总是愿意做出艰难的决定。\nYou don’t have to be mean to be a fighter. Some CEOs struggle with this (famously Steve Jobs), but Mark pulled it off gracefully. He didn’t yell at people, never threw furniture or lost his temper. He was just ruthlessly decisive, always willing to make the hard call.\n14.在最初的 5 年里，扎克伯格经历过多个产品负责人，3 个首席财务官，和许多高管。当有人不适应公司的发展时，他就会要求他们离开或者担任一个较小的角色，他的联合创始人也都辞职了，他们厌倦了战斗，做 CEO 是很孤独的。\nIn his first 5 years, Mark went through multiple product leaders, 3 CFOs, and many executives. When someone wasn’t scaling with the company, he would ask them to leave or take a smaller role. His co-founders all quit too, they were tired of fighting. It’s lonely to be CEO.\n15.但是，输掉比赛更让人感到孤独，或者后悔自己没有努力去赢。商业是一场终极游戏，它永远不会结束，你也永远不会有完成（的状态）。从车库到会议室需要难以置信的勇气、决心、野心，还有...斗争。\nBut it's more lonely to lose, or to regret that you didn't try hard enough to win. Business is the ultimate game, it never ends and you are never done. Going from the garage to the boardroom requires incredible grit, determination, ambition, and yes...fight.\nPaul Graham 评论说，这与我在成功的创业者身上所观察到的一致。你必须成为一名战士，因为成功使你成为目标。","news_type":1},"isVote":1,"tweetType":1,"viewCount":126,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"lives":[]}
