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1. 그녀에게 인간관계는 절대로 수단이나 방법이 아닌 그 자체로 순수한 그녀의 삶이었다. 그녀는 새로운 사람을 만나고 주위 사람들에게 도움주기를 즐겼다.
2. 그녀는 “일관성(Consistency)”을 매우 강조했다. 즉 사람들이 그녀에게 접근할 때 어떤 상황에서는 응대하고 어떤 상황에서는 하지 않는지, 어떤 상황에서 어떻게 응대하는지 이런 것들에 대해 일관된 메세지를 보였고 사람들은 그녀를 더 잘 이해하게 되었다.
3. 또 “퍼포먼스(Performance)”를 빈도 보다 훨씬 중요하게 여겼다. 즉 몇 달에 한번, 또는 오랜 친구와 몇 년만에 한번 연락이 닿더라도 그 순간만큼은 그녀가 도울 수 있는 모든것을 동원해서 도왔고 그 순간에 집중했다. 그래서 자주 연락을 못하는 사람도 항상 그녀의 진실성을 느낄 수 있었다.
4. 항상 Win Win을 만들었다. 즉 일방적으로 어떤 한쪽만 도움이 되는 상황에서는 절대로 무리해서 도움을 요청하지 않았다.
1. CEO가 결국 회사 문화를 만드니 CEO열심히 관찰해라. (이건 정말 맞는 말인거 같다. AirBnB나 다른 스타텁들 이야기 들어보면 진짜 CEO많이 따라간다. ) If we have the chance to work close to the founder / CEO of the company, observe him/her, how he behaves… Because in small companies / start-ups, he is the person that defines the CULTURE of the firm. And he defines it not by what he says, but by the way he behaves, the way he is. If you like him, then you will also like the culture of the company. Think about: a) His manners; b) whether he is a good listener; and c) whether you’d like to work for him.
2. 공식적으로 드러난 조직과 물밑에 숨어있는 조직을 잘 관찰해라. Observe and try to understand what is the formal vs. the ‘de facto’ organization of the firm.
3. 스탠포드 MBA라고 괜히 나서거나 잘난척하지 마라. 진검승부해라. ‘Hide’ your credentials (i.e., do not show off your Stanford MBA etc.), behave with humility; plus, there is no ‘entitlement’: you need to proof your worth
4. 들어라. 니얘기 하지 마라. Don’t talk about yourself
5. 진정한 호기심을 보여라. Show genuine interest for the others
6. 배울려고 먼저 나서지 마라. 니가 뭔가 해야 배우는게 있다. Don’t focus in “I want to LEARN this and that”; learning should come as a by-product of what you DO
7. 뭔가 바꾸고 싶거나 제안하고 싶을 때 정치적인 말 잘써라. “이런게 말이 될거 같으세요? “ At the time of suggesting changes, diverging views etc., use (more diplomatic) formulas like: “would it make sense To…?”
8. 다른사람에게 어떤 인상을 주고 어떻게 상대방의 기분을 느끼게 하는지 잘 신경써라. Think how you are making others FEEL: That’s what they will remember, what will come to their minds when they think about you
9. 나쁜 시작은 만회할 수 있지만 나쁜 끝은 만회가 안된다. A bad start, though not ideal, can be overcome. A bad end can’t.
10. 감사함을 표시해라. Show gratitude.
The problem with psychology is that everybody’s is slightly different. With that as a caveat, over the years I developed a few techniques for dealing with myself. Hopefully, you find them useful too.
Make some friends—Although it’s nearly impossible to get high quality advice on the tough decisions that you make, it is extremely useful from a psychological perspective to talk to people who have been through similarly challenging decisions. My friend Bill Campbell was a huge help to me as CEO, but interestingly it wasn’t his great success running Intuit that I found most useful; it was his disastrous experience running Go. Through that experience and his most traumatic days at Intuit (like laying off 1/3 of the company), Bill learned a tremendous amount about how to think about excruciatingly difficult decisions from a psychological perspective.
Get it out of your head and onto paper—When I had to explain to Bill and the rest of my board that, as a public company, I thought that it would be best if we sold all of our customers and all of our revenue and changed business, it was messing with my mind. In order to finalize that decision, I wrote down a detailed explanation of my logic. The process of writing that document separated me from my own psychology and enabled me to make the decision swiftly.
Focus on the road not the wall—When they train racecar drivers, one of the first lessons is when you are going around a curve at 200 MPH, do not focus on the wall; focus on the road. If you focus on the wall, you will drive right into it. If you focus on the road, you will follow the road. Running a company is like that. There are always a thousand things that can go wrong and sink the ship. If you focus too much on them, you will drive yourself nuts and likely capsize your company. Focus on where you are going rather than on what you hope to avoid.