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硅谷是個(gè)研究上司和直屬下級(jí)關(guān)系的好地方。20年前,，硅谷的人們不關(guān)心,、也不是很贊同管理技能。而今,，硅谷企業(yè)卻對(duì)此癡迷不已,。但個(gè)中原因并非如大家所想，比如說(shuō)經(jīng)營(yíng)者是不斷尋找某種理論的新紀(jì)元精神導(dǎo)師,，或者這些公司的員工和別處的完全不一樣,。這也不是因?yàn)楣韫裙居写蠊P培訓(xùn)預(yù)算，或者研究大數(shù)據(jù)后對(duì)人性有一些根本認(rèn)知,。

不,，硅谷之所以適合研究上下級(jí)關(guān)系，是因?yàn)槿瞬艩?zhēng)奪戰(zhàn)很激烈,。在硅谷,，不斷成長(zhǎng)并且招兵買馬的出色企業(yè)太多，感到不快樂(lè)或者懷才不遇的人不會(huì)被留下來(lái),。當(dāng)然也沒(méi)有理由去支付“混蛋稅”,。不喜歡老板就辭職，反正會(huì)有10家公司排著隊(duì)請(qǐng)你,。因此,，硅谷的公司在理順上下級(jí)關(guān)系方面壓力很大。

即使身處硅谷,，交際圈也不會(huì)擴(kuò)大多少,。谷歌聯(lián)合創(chuàng)始人拉里?佩奇手機(jī)里真正的聯(lián)系人不會(huì)比你多幾個(gè)。但你和幾名直屬下級(jí)的關(guān)系會(huì)對(duì)團(tuán)隊(duì)業(yè)績(jī)產(chǎn)生巨大影響,。如果你領(lǐng)導(dǎo)的是一家大公司,，你肯定無(wú)法和所有人聯(lián)系上,。你和直屬下級(jí)的關(guān)系將影響他們和直屬下級(jí)的關(guān)系。連鎖反應(yīng)的影響很大,，既能建立優(yōu)秀的企業(yè)文化,，也能毀掉企業(yè)文化。交際圈的規(guī)模沒(méi)那么容易擴(kuò)散,，但公司文化影響廣泛。

用“關(guān)系”這個(gè)詞真的恰當(dāng)嗎,？是的,。2001-2011年擔(dān)任谷歌CEO的埃里克?施密特和拉里?佩奇的關(guān)系是商業(yè)史上一段比較有趣的故事。時(shí)任蘋果公司首席運(yùn)營(yíng)官,、如今的CEO蒂姆?庫(kù)克提出愿意把部分肝臟移植給史蒂夫?喬布斯,，后來(lái)喬布斯拒絕了，這都是私交深厚的表現(xiàn),。

怎樣才能準(zhǔn)確描述這些關(guān)系的本質(zhì),？管理資本主義是個(gè)比較新的現(xiàn)象，古代哲人沒(méi)有描述過(guò)這樣的人際關(guān)系,。盡管當(dāng)今世界幾乎每個(gè)人都會(huì)不可避免有老板,，但哲學(xué)、文學(xué),、電影以及探究生活中種種關(guān)系的努力都忽視了上下級(jí)關(guān)系的處理,。我想改變現(xiàn)況，因?yàn)闊o(wú)論是在蘋果,、谷歌還是地球上的任何地方,，成為好上司的核心都是維持好關(guān)系。

我發(fā)現(xiàn),，描述理想上下級(jí)關(guān)系的最佳詞語(yǔ)就是開(kāi)誠(chéng)布公,。（財(cái)富中文網(wǎng)）

譯者：Charlie

審校：夏林

本文節(jié)選自Kim Scott的作品《開(kāi)誠(chéng)布公：成為厲害又不失人情味的老板》，未經(jīng)編輯,。該書(shū)于2017年3月14日出版,，版權(quán)由Kim Scott所有。摘錄已獲圣馬丁出版社的許可,。

Silicon Valley was an ideal setting in which to explore the relationships between bosses and the people who report directly to them. Twenty years ago, management skills were neither taught nor rewarded in Silicon Valley, but today its companies are obsessed with it. This isn’t for the reasons you might think—that they are run by new-age gurus ever in search of a theory, or because the people there are fundamentally different from people anywhere else. Nor is it because the companies there have huge budgets for training, or have some fundamental insight into human nature unleashed by access to all that big data.

No, the reason why Silicon Valley turned out to be a good place to study the relationships between bosses and the people who report to them is that the war for “talent” there is intense. So many great companies in the Valley are growing and hiring that there’s no reason to stay with a company if you are unhappy or think your potential is being wasted. And there’s certainly no reason to pay the “asshole tax.” If you don’t like your boss, you quit, knowing that ten other companies will be lining up to hire you. So the pressure on companies to get these relationships right is enormous.

Even in Silicon Valley, relationships don’t scale. Larry Page can’t have a real relationship with more than a handful of people any more than you can. But the relationships you have with the handful of people who report directly to you will have an enormous impact on the results your team achieves. If you lead a big organization, you can’t have a relationship with everybody. But the relationships you have with your direct reports will impact the relationships they have with their direct reports. The ripple effect will go a long way toward creating—or destroying— a positive culture. Relationships may not scale, but culture does.

Is “relationship” really the right word? Yes. The relationship between Eric Schmidt, Google’s CEO from 2001–2011, and Larry Page was one of business history’s more interesting dances. And the willingness of Tim Cook, then COO and now CEO of Apple, to give part of his liver to Steve Jobs, and Jobs’ refusal to accept the sacrifice, exemplifies a profoundly personal relationship.

What is the proper nature of this relationship? Managerial capitalism is a relatively new phenomenon, so this human bond was not described by ancient philosophers. Even though almost everybody today has a boss at some point, the nature of this connection has gotten short shrift in philosophy, literature, movies, and all the other ways we explore the relationships that govern our lives. I want to fix that, because at the very heart of being a good boss—at Apple, at Google, or anywhere else on earth—is a good relationship.

The term I found that best describes this relationship is Radical Candor.

This is an unedited excerpt from Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity, by Kim Scott published March 14, 2017 Copyright ? 2017 by Kim Scott. Reprinted with permission from St. Martin's Press.