建立成功团队

When thinking about high performance teams, we tend to pin the outcome on things like skill, experience and intelligence - predictors of individual performance. While those are certainly important, it turns out they’re not the most important when it comes to teams.
当我们考虑高绩效团队时，我们倾向于把结果归结于技能、经验和智力等预测个人表现的因素。虽然这些都很重要，但是对于团队来说，它们并不是最重要的。
This dude Daniel spent a lot of time with teams ranging from Navy SEALs to NBA Spurs to Pixar & IDEO, and found these three ingredients to be the most important in making teams successful:
这个叫丹尼尔的家伙，花了很多时间在从海豹突击队到NBA热刺再到Pixar和IDEO的团队中，他发现这三个因素是让团队成功的最重要的因素:

  • Establishing a purpose 建立一个目标
  • Sharing vulnerability 共享脆弱处
  • Building safety 建设安全感

    Not exactly what you’d expect, aye? Let’s dig deeper.

    • 不是你想的那样，是吧? - 让我们深入调查。

Main Ingredients 主要元素

Establishing Purpose 确立目标

To create environments where people feel motivated to push forward, you need to establish a purpose. You start by asking questions like “What are we about?” and “Where are we headed?” then coming up with clear goals & priorities.
为了创造一个让人们有动力向前推进的环境，你需要建立一个目标。你开始问这样的问题: “我们是什么? ”以及“我们要去哪里? ”然后想出明确的目标和优先顺序。
A clear mission and a set of priorities function as a lighthouse; orienting people, making hard decisions easier & providing a path towards the goal. It’s not about writing a “mission statement” and plastering it on your website. It’s about building a narrative, then constantly retelling it and integrating it directly into the workflow.
一个明确的使命和一系列的优先事项，就像一座灯塔，为人们指明方向，使艰难的决定变得更加容易，并为实现目标提供一条道路。这不是写一个“使命宣言” ，并把它贴在你的网站上。它是关于构建一个故事，然后不断地重述它，并将其直接集成到工作流程中。
No, not the whole story - you distill it down to simple catchphrases & rules of thumb. The key to building effective catchphrases is to keep them simple, direct & actionable. Then you proceed with flooding the environment with these narrative links between what you’re doing now and why it matters.
不，不是整个故事——你把它提炼成简单的标语和经验法则。建立有效的标语的关键，是保持它们简单、直接和可行。然后你继续前进，用你现在正在做的事情和为什么它很重要之间的故事来渲染整个环境。
Be about ten times as clear about your expectations & priorities as you think you should be. The value of those signals - which might at times seem overdone - is in orienting the team to the task and to one another.
你应该对你的期望和优先事项，要比你想象的清楚十倍。这些事情的价值——有时可能看起来有些过头——在于使团队面向任务、面向彼此。
What seems like repetition, is in fact, navigation.
看起来像是重复的东西，实际上是导航。

Sharing Vulnerability 共享脆弱处

Some say leaders need to hide their weaknesses and always appear on top of the situation. OK, Boomers. What we’re trying to establish here is an environment of safety, trust & cooperation, not an environment under authority of the great leader. In fact, leaders here need to be vulnerable first and often.
一些人说领导者需要隐藏他们的弱点，并且总是处于最高位置。我们正在努力建立一个安全、信任和合作的环境，而不是一个在伟大领袖的领导下的环境。事实上，这里的领导者，首先要经常表现出脆弱的一面。
And don’t think this doesn’t apply to you. In this environment, a leader is simply the one currently most enthusiastic about the endeavour. You have probably at times been leading without even knowing. You need to be opening up, highlighting weaknesses and inviting for feedback. Always asking questions like: “What am I missing?” and “What do you think?”
不要以为这不适用于你。在这种环境下，领导者只是目前最热衷于努力的人。你可能有时甚至在不知情的情况下领导别人。你需要敞开心扉，突出弱点，寻求反馈。总是问这样的问题: “我错过了什么? ”“你觉得怎么样? ”
This makes people feel appreciated & safe, knowing they’re in an environment where it’s ok to fail as long as you own up to it. It’s also an invitation to strengthen the connection because it sparks the listener into thinking: “How can I help?”
这让人们感到欣赏和安全，知道他们在失败是可以的一个环境中，只要你承认它。这也是一个加强联系的邀请，因为它会激发听者思考: “我能帮上什么忙吗? ”

Building Safety 建设安全感

The key to building safety is understanding how obsessed some subconscious parts of our brain are with it. We don’t need just a hint or a signal of safety, we need those signals over and over again. Start building safety by actively inviting for input and valuing it.
建立安全感的关键，在于了解我们大脑的一些潜意识部分是多么沉迷于此。我们需要的不仅仅是一个暗示或安全信号，我们需要这些信号一遍又一遍。开始建设安全感，积极邀请大家反馈和重视反馈。
Overdo thank-yous. They’re not about the thing you’re thanking the person for - the thing might even be bad news. The thank yous are about affirming the relationship & showing appreciation; they are crucial signals of belonging that generate safety & motivation.
经常表达感谢。并不是为了感谢那个人干的事情——那个事情甚至可能干得不好。感谢是对关系的肯定和表示赞赏；它们是产生安全感和驱动力的归属感的重要信号。
Make sure everyone has a voice. Some groups follow a rule that no meeting can end without everyone sharing something, some regularly hold reviews of what’s being done and some establish places where anyone can bring up issues or questions.
确保每个人都有发言权。一些团体遵循这样一条规则，即任何会议都必须在每个人都分享一些东西的情况下，才结束。一些团体定期举行会议，评论正在进行的工作，还有一些团体建立了任何人都可以提出问题的场所。

Sauces 辅助元素

Bonding 亲密关系

Best teams often describe their teammates as family, this is because teams are only as strong as the ties between team members. These ties are strengthened through the above mentioned practices of building safety, sharing vulnerability & establishing a common purpose then going through a lot of ups & downs together.
最好的团队常常把他们的队友描述成家人，这是因为团队的强度取决于团队成员之间的联系。这些联系通过以上提到的建设安全感、分担脆弱性和建立一个共同的目标，然后一起经历许多起伏而得到加强。
But you gotta start somewhere, you can’t just magically be close with your teammates. You start by simply getting to know them - What are they like? What do they think like? What are their wants & needs?
但是你必须从某个地方开始，你不能神奇地和你的队友亲密无间。你可以从了解他们开始——他们是什么样的人？他们是怎么想的？他们的需求是什么？
When building a connection of high trust, ask questions that are personal, direct and focused on the big picture. Questions like “What have you always wanted to do and why haven’t you done?”, “What is the greatest accomplishment of your life?” or any of these 36 questions.
在建立高度信任的关系时，问一些私人的、直接的、关注大局的问题。比如“你一直想做什么，为什么没有做? ”“你一生中最大的成就是什么? ”或者这36个问题中的任何一个。

Feedback 反馈

Giving feedback is the worst. The most important part of giving feedback is exposing what sucks, and telling your friends how their work sucks is just never easy. For teams to function effectively, however, there need to be many moments of honest feedback, uncomfortable truth-telling & confronting the gap between where the group is and where it wants to be.
给予反馈是最困难的。给出反馈最重要的部分，就是揭示什么是糟糕的，告诉你的朋友他们的工作是多么糟糕从来都不是一件容易的事。然而，为了让团队有效地运作，需要有许多时刻的真诚反馈、令人不舒服的真相说明，以及直面团队所处的位置和想要达到的位置之间的差距。
Some might tell you the best way to deliver bad news is making a feedback sandwich. Don’t do this. Positive & negative feedback is handled differently. Negative feedback is delivered privately, with a permission and is followed by a conversation about the needed growth or improvement.
有些人可能会告诉你，传递坏消息的最好方式是做一个反馈三明治。别这样。正反馈和负反馈的处理方式不同。负面反馈是私下传递的，得到许可后，然后是关于需要的成长或改进的对话。
Positive feedback is better delivered through public bursts of recognition and appraisal.
积极的反馈最好是通过公众突然的认可和评价来传递。
Just as important as giving feedback is asking for feedback; especially crucial when doing things that may affect many people - which tends to be anything nowadays. Make sure to be asking at least these three questions: “What do you like the most?”, “What do you like the least” and “What would you change if it was up to you?”.
与提供反馈一样重要的是寻求反馈，尤其是在做一些可能会影响到很多人的事情时，这一点尤为重要。一定要至少问这三个问题: “你最喜欢什么? ”“你最不喜欢什么”和“如果由你决定，你会改变什么? ”.
If someone is asking you for help, resist the temptation to offer surface advice. Do not interrupt with things like “hey, here’s an idea!” or “here’s what I would do!”.
如果有人向你寻求帮助，抵制住提供表面建议的诱惑。不要用“嘿，我有个主意! ”这样的话打断别人或者“我会这么做! ”.
You need to be asking more questions, actively listening, & digging deeper. Ideally, you want to lead the person into finding their own answer, not accepting yours.
你需要问更多的问题，积极倾听，并深入挖掘。理想情况下，你想引导对方找到他们自己的答案，而不是接受你的。

“I’ve found that whenever you ask a question, the first response you get is usually not the answer—it’s just the first response,” Roshi Givechi “我发现，每当你问一个问题，你得到的第一个回答通常不是答案ーー它只是第一个回答。”

When it comes to practices of building feedback loops…
当谈到建立反馈循环的实践时..。

Practices 实务指引

Here’s some practices that the highest performing teams depend on. They are essentially about breaking down work & ideas to learn from mistakes and improve things. It will be an uncomfortable experience at the least, and painful at the worst - but crucial either way.
这里有一些最绩效团队所依赖的实践。它们本质上是关于分解工作和想法，从错误中吸取教训，改进事情。这至少会是一次不舒服的经历，最糟糕的情况也会是痛苦的——但无论如何都是至关重要的。

AARs 美国航空航天局

Or after-action-reviews come from the military practice. A painful but necessary practice, asking these kinds of questions: What were our intended results? What were our actual results? What caused our results? What will we do the same next time? What will we do differently?
行动后的评论，来自于军事实践。这是一个痛苦但必要的练习，问这样的问题: 我们预期的结果是什么？我们的实际结果是什么？是什么导致了我们的结果？下次我们会做同样的事情吗？我们将采取什么不同的做法？

BrainTrusts 智囊团

A team of experienced leaders with no formal authority, here to critique the strengths and weaknesses in an open and frank manner. The key rule: not allowed to suggest solutions, only highlight problems. This maintains leader ownership and prevents them from taking a passive order-taking role.
一个没有正式权威的经验丰富的领导团队，在这里以开放和坦率的方式批评优缺点。关键规则：不允许提出解决方案，只能突出问题。这样可以保持领导者的主导地位，防止他们扮演被动的发号施令的角色。

Red Teaming 红队

You create a red team, to come up with ideas to disrupt or defeat your proposed plan. Crucial for breaking group-think and other results of overly-enthusiastic people.
你创建了一个红色的团队，想出一些点子来破坏或者挫败你的计划。对于打破过分热情的人的群体思维和其他结果至关重要。
Used to build the habit of opening up vulnerabilities so that the group can better understand what works, what doesn’t work, and how to get better.
习惯于建立公开漏洞的习惯，以便团队能够更好地理解什么是有效的，什么是无效的，以及如何变得更好。

Flash Mentoring 即兴辅导

Most needed when a team or a person is facing a barrier. As the name suggests, it’s like traditional mentoring, but only lasts a few hours. Helps break down barriers inside a group, build relationships, and facilitate the awareness that fuels helping behavior.
当一个团队或一个人面临障碍时最需要的。顾名思义，这就像传统的指导，但只持续几个小时。帮助打破团队内部的障碍，建立人际关系和促进帮助行为的意识。

Finally 终于

Successful Teams… 成功的团队..

By now you should have at least a basic idea of what these teams look like. Here’s some of the things you should be able to see in good teams:
到目前为止，您至少应该对这些团队的样子有了一个基本的了解。以下是一些你应该在优秀团队中看到的东西:

  • Framing: Successful teams connect even the most dreadful of tasks to the bigger picture, constantly creating narrative links of why what they’re currently doing is important.
    框架：成功的团队甚至将最糟糕的任务与更大的图景联系起来，不断创造叙事的链接，说明为什么他们目前正在做的事情是重要的。
  • Roles: Each person knows their role and why it’s important. Firstly, you don’t want to end up with the story of Everybody, Somebody, Anybody & Nobody. Secondly, every person needs to know why their role is important, because they just do.
    角色：每个人都知道自己的角色及其重要性。首先，你不想以每个人、有个人、任何人和没有人的故事结束。其次，每个人都需要知道为什么他们的角色很重要，因为他们就是这么做的。
  • Rehearsals: Successful teams break down and verbally run through tasks ahead. Making sure everyone knows their role, the sequence of action, what success looks like & how it connects to the bigger picture of what they’re up to.
    排练：成功的团队会分解，然后在口头上排练需完成的任务。确保每个人都知道自己的角色，行动的顺序，成功的样子，以及它如何与他们正在做的事情的大局联系起来。
  • Encouragement to speak up: In successful teams, people are always trained & encouraged to speak up if they think there’s a problem or have something to add.
    鼓励大声说出来：在成功的团队中，如果人们认为有问题，或者有要补充的东西，他们总是被训练和被鼓励大声说出来。

  • High level of mixing, few interruptions, lots of questions, attentive courtesies like thank yous, and laughter - one of the most fundamental signs of safety and connection.
    高水平的交往，很少的干扰，大量的问题，细心的礼节，比如感谢，和笑声——这是安全和联系的最基本的标志之一。

    Warning 警告

    Be careful about who you let in, and don’t show tolerance for bad apples. The three most common negative archetypes are: the jerk, the slacker and the downer; able to consistently reduce performance by 30-40%. You lower their effectiveness by reacting with warmth, deflecting their negativity & drawing people out by asking questions.
    小心你让谁进来，不要表现出对坏苹果的容忍。最常见的三种消极原型是: 混蛋、懒鬼和沮丧者；能够持续降低30-40% 的表现。你通过温暖的反应降低他们的效率，转移他们的消极性，通过问问题把人们拉出来。

    Good luck! 祝你好运

    There isn’t a hack or a shortcut to building highly effective teams. You need to put in a lot of effort into knowing your people, building the environment that people thrive in & you need to actually care about those people. Often going out of your way to help others & make them successful.
    建立高效团队没有捷径可走。你需要投入大量的精力去了解你的队员，建立一个人们可以茁壮成长的环境，你需要真正关心这些人。经常用自己的方式去帮助别人，让他们成功。
    Hope you feel inspired to go back to your people and start implementing some of the changes!
    希望你感到鼓舞，回到你的人民，并开始实施一些变化！

  • If you want to dig deeper, 如果你想学得更深，buy this book 买这本书 or 或check out this thread 看看这讨论.

  • If you can’t afford the book or need help in other ways, 如果你负担不起这本书或者在其他方面需要帮助，get in touch with me 联系我 :)