你不可能在争辩中获胜_领导一线团队并在创业周末获胜的经验

你不可能在争辩中获胜

by Mike Zetlow

由Mike Zetlow

领导一线团队并在创业周末获胜的经验 (What I learned leading my first team and winning at Startup Weekend)

By day, I work as the UX Architect for CHSI Technologies, a Las Vegas-based insure-tech company. After hours, I organize Las Vegas Developers, the largest meetup of coders in our city.

每天，我都是CHSI Technologies (位于拉斯维加斯的保险技术公司)的UX架构师。 下班后，我组织了拉斯维加斯开发人员大会 ，这是我们城市最大的编码人员聚会。

I signed up for Startup Weekend this year with the intention of personally hacking out a simple web application: a self-updating directory of developers in Las Vegas.

我今年注册了Startup Weekend ，目的是亲自破解一个简单的Web应用程序：拉斯维加斯的开发人员自我更新目录。

Prior to Startup Weekend, Las Vegas Developers had little web presence besides our Meetup page. I wanted to change that by making an application that would display our members’ projects online after they presented them at our monthly event, Demo Day.

在Startup Weekend之前，除了我们的Meetup页面外，Las Vegas Developers几乎没有网络参与。 我想通过制作一个应用程序来改变这种情况，该应用程序可以在会员在我们的月度活动“ 演示日”上介绍会员的项目后在线显示它们。

I decided to pitch on the first night’s Call for Ideas to see if anyone wanted to help build this in the next two days. When I got six amazing team members volunteering their diverse abilities, I realized someone needed to lead. Combined with the fact that my CTO at CHSI Technologies asked me to take more of a management role this quarter, I knew I had to step away from coding and step up to lead the team. But how?

我决定参加第一天晚上的“创意征集”，看看是否有人希望在接下来的两天内帮助实现这一目标。 当我有六个出色的团队成员志愿服务于他们的各种能力时，我意识到有人需要领导。 加上我在CHSI Technologies的CTO要求我在本季度担任更多管理职务的事实，我知道我必须放弃编码工作，而要领导团队。 但是如何？

文化宣传 (Pitch for culture)

“I’m looking for stone-cold killers willing to kick ass and get s**t done!” I declared. I wanted to be divisive in my call-to-arms. I wanted some people to be turned off. And I wanted a select few to rally around the cause — in this case, people who saw themselves as ass-kickers.

“我正在寻找愿意踢屁股并完成任务的石头冷杀手！” 我宣布。 我想分裂 在我的呼吁中 。 我希望有人被关闭。 我希望有少数人团结起来，在这种情况下-在这种情况下，那些将自己视为驴友的人。

I learned this from fellow Vegas resident Tony Hsieh, CEO of Zappo’s, who will pay you to quit, weeding out those less dedicated to the cause.

我从Zappo's首席执行官的拉斯维加斯同居居民Tony Hsieh那里学到了这一点，他会付钱给您退出 ，淘汰那些不那么专心致志的人。

雇用前先开火 (Fire before you hire)

Leading at a hackathon is an interesting challenge. People are volunteering their weekend to your idea. Turning away voluntary help can be awkward.

领导黑客马拉松是一个有趣的挑战。 人们自愿在周末度过您的想法。 拒绝自愿帮助可能很尴尬。

“Unfortunately all of our spots are filled and our team is already built,” I said, looking a newcomer in the eye. My 6 other team members froze.

“不幸的是，我们所有的职位都被填补了，我们的团队已经建立起来了，”我看着新来者说道。 我的其他6个团队成员冻结了。

“Ok,” the newcomer said and went off to join another group.

“好吧，”新来者说，然后加入了另一个小组。

“Damn.”

“该死的。”

“That was cold.”

“真冷。”

“I feel bad for him.”

“我为他感到难过。”

My team members were shocked when I immediately turned someone down who approached our growing group. I felt bad too! But I saw how disruptive this newcomer was. I had been scouting the room all night, and this particularly loud and obnoxious attendee was someone I didn’t feel good about.

当我立即拒绝接近我们成长小组的人时，我的团队成员感到震惊。 我也感到难过！ 但是我看到了这个新来者的破坏力。 我整晚都在搜寻房间，这个特别吵闹且令人讨厌的与会者是我不满意的人。

When he train-wrecked the team he eventually joined, dissolving its final pitch into a shouting match and battle for the microphone, we all felt better about this decision.

当他训练沉重的团队最终使他加入了团队，将最终的比赛节奏变成了一场激烈的比赛并为麦克风而战时，我们对这一决定感到更加满意。

We were stone-cold. I said it in my pitch and backed it up with action.

我们很冷酷。 我以自己的立场说了这句话，并采取了行动。

设定期望 (Set expectations)

Immediately after that, I set expectations for the team. We’re not here to pretend we are Steve Jobs and we’re launching the iPhone. We’re here to have fun and build something cool. We are going to behave like this a viable product and a real company for the sake of the competition, but in the back of our minds we will really be there to have fun and make something cool.

之后，我立即为团队设定了期望。 我们不是在假装我们是史蒂夫·乔布斯，而是在发布iPhone。 我们在这里玩得开心，打造有趣的东西。 为了竞争，我们将表现得像这样一个可行的产品和一个真正的公司，但是在我们的内心深处，我们将真正在那里玩乐并创造出一些很棒的东西。

“Is everyone okay with that?” I asked. “If not, you could pull me aside and join another team, or just take off without saying a word, no hard feelings.”

“每个人都可以吗？” 我问。 “如果没有，您可以将我拉到一边，加入另一个团队，或者只是一言不发地起飞，没有难过的感觉。”

We talked openly about what we wanted to get out of Startup Weekend. No one said they expected to start a unicorn business from this venture. Most spoke of gaining experience or having a good time. I was glad to see our goals were realistic and aligned and made us feel good.

我们公开讨论了我们希望从Startup Weekend中学到的东西。 没有人说他们希望通过这项业务开始独角兽业务。 大多数人都说获得经验或玩得开心。 我很高兴看到我们的目标切合实际，并使我们感觉良好。

破冰深潜 (Break the ice and dive deep)

After an intense first night, I wanted to unite the team. I spent the rest of the night at home planning how we could do this. Then we spent the first hours of the next morning getting to know each other.

经过紧张的第一夜，我想团结团队。 我整夜都在家里计划如何做。 然后，我们花了第二天早上的头几个小时互相认识。

I believe ice-breaker questions should have an intention behind them, not just be a silly time-waster.

我认为，破冰者问题应该有一个意图，而不仅仅是浪费时间。

One of those questions was, “What is something about you that no one else at Startup Weekend knows?”

其中一个问题是：“启动周末，没有人知道您对您有什么看法？”

I did this to make the team feel collegially conspiratorial — like we were all sharing secrets with each other, and we had these things to unite us.

我这样做是为了让团队感觉像是大学时的阴谋诡计-就像我们所有人彼此共享秘密一样，我们拥有这些东西来团结我们。

Then I asked: “What amount of money would it take for you to ‘fast forward’ to next week, everything occurring as it would in your ‘timeline’ but you just miss it?”

然后我问：“要'前进'到下周需要多少钱，一切都发生在'时间表'中，但是您只是错过了？”

Most people said their time was priceless and couldn’t put a figure on it.

多数人说，他们的时间是无价的，无法计算。

And that’s the point. Our time is priceless, so let’s make the most of this weekend with each other. Let’s spend the time as if it’s all we’ve got.

这就是重点。 我们的时间是无价的，所以让我们充分利用这个周末。 让我们把时间花在所有的事情上。

Ironically, this activity took up the entire morning of the first day of hacking. But I believed it was an investment that would pay off immediately.

具有讽刺意味的是，这项活动占用了骇客第一天的整个上午。 但是我相信这是一项投资，将立即获得回报。

One of our team members said it best:

我们的一位团队成员说得最好：

It was a worthwhile investment. I think this really brought us together as a team and unified us toward creating a working product.

这是值得的投资。 我认为这确实使我们成为一个团队，使我们团结一致，共同创建了一个有效的产品。

提供声音和选择 (Offer voice and choice)

“Voice and choice” is a way to grant team members autonomy while still focusing on the team’s goal. It’s an idea taken from thought leaders in the education world.

“声音和选择”是一种在赋予团队成员自主权的同时仍然专注于团队目标的方法。 这个想法来自教育界的思想领袖。

Take 2 minutes to watch this video made by high school science teacher Jeff Robin and think of how business leaders can apply this to their teams:

花2分钟观看由高中科学老师Jeff Robin制作的视频，并思考商业领袖如何将其应用于他们的团队：

Giving a voice and choice to team members increases buy-in and moves members’ motivation up Maslow’s hierarchy of needs toward self-actualization and pure joy.

向团队成员表达意见和做出选择可以增加认同感，并使成员的动机沿着Maslow的需求层次结构朝着自我实现和纯粹的喜悦感发展。

Our hackathon team did this by brainstorming all the features our application could have. Then every developer initialed which feature they’d like to work on, allowing for multiple developers to initial the same thing.

我们的黑客马拉松团队通过集思广益应用程序可能具有的所有功能来做到这一点。 然后，每个开发人员都会初始化他们想使用的功能，从而允许多个开发人员初始化同一件事。

They would either pair on such things or one developer would grab something while another was occupied.

他们要么结对这种事情，要么一个开发人员将抢占一席之地，而另一个开发人员则被占领。

Together we decided on the most minimum feature set that we had to release, truly a minimum viable product. Then we ranked the remaining nice-to-have features individually, 6 through 1, and added up their scores.

我们共同决定了我们必须发布的最低限度的功能集，真正做到了最低限度的可行产品。 然后，我们分别将其余的尚待完善的功能(从6到1)进行排名，并将其得分相加。

Now we had a roadmap: the minimum we had to execute, and the cool stuff we would get to if we had time. And it was divvied up according to what each developer wanted to work on, their voice and choice.

现在我们有了一个路线图：我们必须执行的最低要求，以及如果有时间我们将会得到的很棒的东西。 根据每个开发人员想要从事的工作，他们的声音和选择将其划分。

链舞 (Dance in chains)

If you watched the video above, you heard a beautiful phrase borrowed from Nietzsche.

如果您观看上面的视频，您会听到从尼采借来的漂亮短语。

The artist is he who dances in chains.

艺术家是一个铁链舞的人。

Jeff Robin explains that by giving his students constraints, he enables their creativity.

杰夫·罗宾(Jeff Robin)解释说，通过给予学生约束，他可以激发他们的创造力。

Voice and choice is tempered with… experience and preset parameters. Everyone has parameters. Pop singers have three minutes, accountants have the tax code, physicists have Newton, and artists have canvases.

声音和选择取决于……经验和预设参数。 每个人都有参数。 流行歌手有3分钟的时间，会计师有税法，物理学家有牛顿，艺术家有画布。

So I had to use my experience and consider the skillset of the team to make “canvas” decisions — laying out an environment where everyone could feel successful.

因此，我必须利用自己的经验并考虑团队的技能来制定“画布”决策-营造一个每个人都能感到成功的环境。

Would I have preferred to use robust task management software like Github Projects, Waffle, or Moo.do? Yep! But one of our team members had only been coding for 13 days!

我是否愿意使用功能强大的任务管理软件，如Github Projects，Waffle或Moo.do？ 是的 但是我们的团队成员中只有一位编码了13天！

And we had two team members who weren’t coders, but were business analysts or marketing folks. So I made the decision that we would use Trello for task prioritizing and workflow and Slack for communication — tools everyone could adopt quickly.

我们有两个团队成员，他们不是编码员，而是业务分析师或市场营销人员。 因此，我决定使用Trello进行任务优先级分配和工作流，并使用Slack进行通信-每个人都可以快速采用的工具。

I also made the “canvas” decision that we would use a React / Firebase / Bootstrap 4 framework I made — it was simple and modular. Our most senior dev wrote up a strict branching / pull request checklist, put it in the README, and helped everyone get aboard the codebase.

我还做出了“画布”决定，我们将使用我制定的React / Firebase / Bootstrap 4框架-它是简单且模块化的。 我们最资深的开发人员编写了严格的分支/拉取请求清单，并将其放在README中，并帮助所有人加入了代码库。

With these preset parameters, we allowed the developers to work within constraints and actually be more creative and enjoy their contribution to the project.

使用这些预设参数，我们允许开发人员在约束范围内工作，实际上更具创造力，并享受他们对项目的贡献。

“领导”出局，便利进来 (“Leading” is out, facilitating is in)

Everyone thinks other people need to be managed, but no one thinks they themselves need to be managed.

每个人都认为需要对其他人进行管理，但是没有人认为自己需要进行管理。

Everyone thinks of themselves as a self-starter. But then they believe their employees need to be assigned work, or led in a direction, or “held accountable.”

每个人都认为自己是一个自我开创的人。 但是后来他们认为需要给员工分配工作，指导工作或“负责”。

If you’ve hired well, a leader’s job is to make sure the team can do their job — no longer leading them, hand-holding, managing, micro-managing, directing, or anything else that puts a bad taste in my mouth as I type the words. The only word I like to use to describe this role is “facilitator.”

如果您聘用得当，那么领导者的工作就是确保团队能够完成他们的工作-不再领导，牵手，管理，微观管理，指导或任何其他令我口齿不清的事情，我输入单词。 我想用来形容这个角色的唯一单词是“促进者”。

Marcus Blankenship, a coach for tech leaders, redefines leadership to mean something similar:

技术领导者教练马库斯·布朗肯西 ( Marcus Blankenship )将领导重新定义为类似的含义：

Leadership is the process of creating an environment where everyone can participate in solving the problems at hand.

领导力是创造一个环境的过程，每个人都可以参与其中，以解决当前的问题。

Call yourself a leader on your résumé, but act like a facilitator while in the trenches.

在履历表上称自己为领导者，但在战trench中时要扮演促进者的角色。

You’ll know you’re doing it right when people are coming to you for quick advice and leaving happily empowered to do more.

当人们向您寻求快速建议并乐于为您做更多事情时，您就会知道自己做对了。

The leader isn’t the one talking the most, it’s the one everyone talks to.

领导者不是说话最多的人，而是每个人都在谈论的人。

一个快乐的团队=结果 (A happy team = results)

Again, many bad managers think their reports would be happiest slacking off all day. This demonstrates a clear ignorance of Maslow’s hierarchy of needs and the fact that “the self only finds its actualization in giving itself to some higher outside goal.” People are happiest achieving things. Enable them!

再次，许多糟糕的经理认为他们的报告将是整日最轻松的工作。 这清楚地表明了对马斯洛的需求层次结构的无知，以及“自我只有在将自己赋予更高的外部目标时才能找到实现的事实”。 人们最快乐地实现目标。 启用它们！

In the end, we came together as a group, worked hard on a common goal, and had a ton of fun. Developing something useful and winning Startup Weekend was just a byproduct of that process.

最后，我们作为一个小组聚在一起，为共同的目标而努力，并获得了很多乐趣。 开发有用的东西并赢得Startup Weekend只是该过程的副产品。

翻译自: https://www.freecodecamp.org/news/what-i-learned-leading-my-first-team-and-winning-at-startup-weekend-e84a6db077b6/

你不可能在争辩中获胜