section as used backyard grills and heavy farm machinery.)
If you have the funds available, executive search firms are a good way to go. Although they charge through the nose to find candidates, they do due diligence and present you with pre-screened candidates, so when you're running around handling the emergency of the day, they can be a huge time-saver. They also monitor the pool of executive talent and can likely reach candidates you couldn't approach on your own. Search firms may specialize by industry, function, geography and level of job, so if you decide to hire one, make sure you know what you're getting.
尋找您的團(tuán)隊(duì)成員    不幸的是，好的管理人員不會(huì)自己出現(xiàn)（你不會(huì)想聘用那些平庸的人）。由于他們的決定可以讓您的企業(yè)成功或失敗，你想要最好的。報(bào)紙，分類(lèi)廣告和互聯(lián)網(wǎng)電子公告板不是最好的選擇。大眾市場(chǎng)的廣告會(huì)吸引沒(méi)有其它選擇工作的人們。（一個(gè)在后院使用重型農(nóng)業(yè)機(jī)械的熟練的前線(xiàn)工作人員很少將自己的資料登記于這些大眾報(bào)紙內(nèi)）如果您有可用資金，獵頭公司是一個(gè)很好的選擇。他們負(fù)責(zé)尋找候選人，他們做調(diào)查，預(yù)先篩選候選人，所以當(dāng)你緊急需要一個(gè)人才的時(shí)候，它可以幫你節(jié)省許多時(shí)間。他們還跟蹤調(diào)查大量的候選人才，可以很快找到合適的候選人有時(shí)候你都不能自己找到的時(shí)候。獵頭公司可能專(zhuān)門(mén)按行業(yè)，職能，地域和工作水平來(lái)區(qū)分人才，因此，如果您決定聘請(qǐng)一個(gè)人才，請(qǐng)了解你需要哪種人才。
Networking is a time-honored way to find new hires. Let your professional and personal networks know what kind of person you're looking for. Then get one-on-one introductions, and take the candidate to lunch to test the chemistry.
網(wǎng)絡(luò)是一個(gè)由來(lái)已久找到新員工的方式。告訴你的專(zhuān)業(yè)和私人網(wǎng)頁(yè)你想要尋找一個(gè)什么樣的人。然后進(jìn)行一對(duì)一的介紹，并選取候選人進(jìn)行正式的測(cè)試。
When networking, avoid specific "networking forums." Go straight for what you want. If you want a law firm CMO, spend a weekend at the Legal Sales and Service Organization's Raindance conference, which attracts senior marketing folk from law firms. Network, network, network--but make sure it's targeted.
用網(wǎng)絡(luò)征才，應(yīng)避免具體的“網(wǎng)絡(luò)論壇。”直接尋找你想要的。如果你想有一個(gè)律師事務(wù)所的首席營(yíng)銷(xiāo)官，花一個(gè)周末在合法銷(xiāo)售和服務(wù)組織會(huì)議，這會(huì)吸引來(lái)自民間律師事務(wù)所的高級(jí)市場(chǎng)銷(xiāo)售。網(wǎng)絡(luò)，網(wǎng)絡(luò)，網(wǎng)絡(luò)，但你要確定自己的目標(biāo)。
Once you've got a potential candidate, how will you know for sure they can do the job? Executives have great impact--on employees, on systems, on profits--so it's worth your time to check them out thoroughly. Call each of their references, and listen between the lines (with lawsuits today, recommendations always glow). A CFO may have embezzled from his last company, but the employer still says "They did a good job" (I swear--this is a true story). This grade inflation means you need to listen for less-than-glowing opinions. "Fred showed up and sat at his desk like a real trooper" is a sure sign that Fred enjoys taking every Wednesday off to go golfing with the boys.
 一旦你已經(jīng)有了一個(gè)潛在的候選人，您將如何確切知道他可以做好工作呢？執(zhí)行有很大的影響不論對(duì)員工，對(duì)系統(tǒng)，還是對(duì)于對(duì)利潤(rùn) ，它值得你花時(shí)間將它徹底檢查。詢(xún)問(wèn)他們的推薦信，并聽(tīng)取不同的建議（包括訴訟，推薦信會(huì)顯得重要）。一個(gè)首席財(cái)務(wù)官可能從他上一個(gè)公司盜用供款，但雇主仍說(shuō)：“他們做得狠好”（我發(fā)誓，這是一個(gè)真實(shí)的故事）。通貨膨脹意味著你需要傾聽(tīng)更多的意見(jiàn)。 “弗雷德坐在辦公桌前表現(xiàn)像一個(gè)真正的騎兵”這是他樂(lè)于每個(gè)星期三休息去陪孩子們打高爾夫球前的明顯跡象。
Interviewing Tips When it comes time to sit down with your potential C-suite candidate, there are a few things to know that will make your job a little easier:
面試技巧當(dāng)你和一個(gè)非常有潛力的候選人面談的時(shí)候，有幾點(diǎn)建議可以使你的工作更輕松。
Make sure your candidate really knows the job. If your CMO-to-be doesn't know the difference between marketing and sales or your CFO can't tell you the difference between LIFO and FIFO, pass 'em by.
•確保你的候選人了解他的工作，如果一個(gè)首席營(yíng)銷(xiāo)官不能區(qū)分市場(chǎng)和銷(xiāo)售，或者首席財(cái)務(wù)官不能區(qū)分LIFO和FIFP，請(qǐng)取消他們。
Interview for chemistry. Do you trust this candidate? Do you want to spend time with them? Believe me when I say, you don't want an abrasive team member, no matter how talented they may be. One COO I know, scared to make the hard decision, reorganized his entire company around a highly talented, incredibly obnoxious executive that everyone despised. The exec's talent got to shine--but everyone within 100 yards quietly subdued theirs.
•面試的化學(xué)反應(yīng)。你是否信任這個(gè)候選人？你想花時(shí)間在他們身上？相信我，當(dāng)我說(shuō)，我不想要一個(gè)未成器團(tuán)隊(duì)成員，不管他們多么有才華。一位首席運(yùn)營(yíng)官，我知道，害怕作出困難的決定，改組人員使整個(gè)公司人才濟(jì)濟(jì)，這樣的舉動(dòng)讓每個(gè)人鄙視。這樣的執(zhí)行天才很閃耀，但每個(gè)人在離他100碼內(nèi)會(huì)靜靜的被他制服。
Talk to people from your candidate's former company. Are the candidate's claims of divine brilliance reflected in what their former peers and subordinates have to say about them? Find out if they got the work done and also how they contributed to the company's culture. In a small business, cultural issues can be every bit as important as getting things done.
•咨詢(xún)候選人的前公司。從他前公司的同僚和下屬去了解候選人是否如他所述的那樣聰智？看看他們做了的工作，如何貢獻(xiàn)于企業(yè)文化。在小型企業(yè)中，每個(gè)文化問(wèn)題如同事情的解決一樣重要。
Always hire really smart people. Here's a good guideline to follow: Every new hire should increase your company's average IQ. That means they should all be smarter than you. Get used to it.
•總能雇用到聰明的人。這里有一個(gè)很好的遵守的準(zhǔn)則：每個(gè)新員工要增加您的公司的平均智商。這意味著他們都應(yīng)該比你聰明。準(zhǔn)守這個(gè)原則。
Look for evidence of learning ability. Will your candidate repeat mistakes they've made in the past? Or will they learn from those errors and adapt that knowledge to your company?
•尋找學(xué)習(xí)能力的證據(jù)。你的候選人是否重復(fù)他以前曾經(jīng)犯過(guò)的錯(cuò)誤？或者他從錯(cuò)誤中學(xué)到些什么并融入你的公司
Use "behavior description interviewing" techniques. Don't ask about principles, knowledge or "what if" stories. Instead, ask your potential executive team member to share specific past events. Their stories will reveal their values, skills and abilities. For example, you might ask a CFO to describe a budget they set up and how they handled it when a manager exceeded their budget and asked for more.One word of caution: Be wary of hiring friends or family members. They'll expect you to trust them and just assume they have a high skill level. What's worse, you may trust them and assume they have a high skill level without any evidence to the contrary until after you've hired them. And unless you take care to be very clear about the boundaries between friendship and work, you may find your friendship in ruins over workplace disagreements.
•使用“行為描述面試”技術(shù)。不要問(wèn)原則，知識(shí)或“假設(shè)”的故事。相反，要求你的潛在的管理團(tuán)隊(duì)成員共享的一些過(guò)去的事件。從他們的故事就會(huì)發(fā)現(xiàn)他們的價(jià)值觀，技能和能力。例如，你可以問(wèn)一個(gè)首席財(cái)務(wù)官如何處理當(dāng)你一個(gè)經(jīng)理超過(guò)了你原先已經(jīng)設(shè)定好的預(yù)算。
忠告：要雇用朋友或家庭成員持謹(jǐn)慎態(tài)度。他們會(huì)希望你能信任他們，并確定他們具有較高的技術(shù)水平。更糟的是，直到你雇用他們，他們不能夠使你那么信任和有更高的技術(shù)水平。除非你能清晰地分清友誼和工作的界線(xiàn)，否則你可能會(huì)發(fā)現(xiàn)你們的友誼會(huì)在不斷的分歧中流失。
Making The Deal Once you've found the executive you'd like to hire, you have to entice them to join your team. There are no standard rules for the best deal to offer them. Hourly workers may be thrilled to get cash, but executives aren't so easily satisfied. They often want stock options, exorbitant pay and an annual--or even quarterly--bonus. Since their job is to make the entire company succeed, use stock options and a bonus plan to link their income to the company's overall performance. Stock options should be aligned with long-term performance, while bonuses and profit sharing should be based on the past year's results.
Of course, not all executives crave stock. Ideally, you'd love someone capable who's happy with a challenging job and modest salary. And they're out there! Some well-qualified people care much more about family time, a fun culture, a challenging job, or being part of a world-changing effort. The more you understand each person's drivers, the more you can craft deals that satisfy them in ways that transcend mere dollars.
But no matter what you decide to offer, keep it simple. If your bonus formula requires a PhD in higher math to understand, it won't motivate anyone.
當(dāng)然，并非所有高管渴望分配股票。理想情況下，你會(huì)喜歡一個(gè)有能力并喜歡有挑戰(zhàn)性的工作的人，但薪金要求微薄。他們不可能在那里！一些富有經(jīng)驗(yàn)的人更在乎和家人在一起的時(shí)間，一個(gè)有趣的文化，一個(gè)具有挑戰(zhàn)性的工作，和為改變世界的某一部分而努力。你越是了解每一個(gè)人，越能滿(mǎn)足他們而超越給與金錢(qián)的方式。但無(wú)論你如何決定怎樣提供，保持簡(jiǎn)單。如果您的獎(jiǎng)金計(jì)算公式，需要一個(gè)數(shù)學(xué)博士才能理解，它不會(huì)激發(fā)任何人。
Delegating to Your New Executives Once the new members of your team are on board, it's time for the truly hard part: trusting them. Your gut will fight you every step of the way. You'll assume your instructions are clear and misunderstandings are their fault. You'll assume when you disagree that you're right and they're wrong. But you'll sometimes be wrong. The key to successful executive relationships is changing what your gut tells you.
Remember how you interviewed for trust? That's important because once you hire an executive team, you must let them take their responsibilities and run with them. That means agreeing with them about what their roles are, what deliverables they're responsible for and on what timeframe.
委派新總裁    你的新成員剛開(kāi)始加入的時(shí)候，這段時(shí)間是最困難的時(shí)候：信任他們。你的直覺(jué)會(huì)打擊你的每一步。你會(huì)認(rèn)為自己的指示是清晰的他們是錯(cuò)誤的。你會(huì)以為你在不同意他們的觀點(diǎn)時(shí)，你是對(duì)的，他們是錯(cuò)的。但是，有時(shí)你是錯(cuò)的。成功關(guān)鍵是改變你的直覺(jué)。    It's also worth deciding in advance how you'll handle disagreements. You hired this person assuming their judgment was better than yours. So when you disagree, if you did your job right, chances are that they're right and you're wrong. Discuss early on about how you'll make the call, so you get the most benefit from constructive conflict. Just remember: If you agree on everything, one of you is redundant.
還記得面試的時(shí)候你是怎么信任他們的？這一點(diǎn)很重要，因?yàn)橐坏┠闫刚?qǐng)了一個(gè)管理團(tuán)隊(duì)，你必須讓他們履行自己的責(zé)任和執(zhí)行責(zé)任。這意味著你要承認(rèn)他們的職位，他們要在什么時(shí)間負(fù)起責(zé)任。你也必須事先知道如何處理分歧。假設(shè)你雇用一個(gè)人，他的判斷會(huì)好過(guò)你。因此，當(dāng)你不同意的時(shí)候，你仍然行使了你工作的權(quán)利，有機(jī)會(huì)會(huì)證明他們是對(duì)的，你是錯(cuò)的。事先討論使你在建設(shè)性沖突的時(shí)候做更為有利的決定。只要記住：如果你們對(duì)一切都達(dá)成協(xié)議，只能說(shuō)明你們其中必有一人是多余的。
Entrepreneurship is about going for the things that are much bigger than what you could do alone. Your job isn't to reach the goal; it's to build a team that will reach the goal. If you really want to reach your goals, you'll need to bring on others to help, and creating a good executive team means knowing what you need them to do, finding good candidates, and giving them what they need to do their jobs. If you choose well, they'll be successful and make you successful as well.
創(chuàng)業(yè)有關(guān)的事情比你一個(gè)人能夠獨(dú)自處理的事情要多得多。你的工作不能達(dá)到目標(biāo)，建立一個(gè)團(tuán)隊(duì)去達(dá)到的目標(biāo)。如果你真的想達(dá)到自己的目標(biāo)，你需要?jiǎng)e人的幫助，創(chuàng)造一個(gè)良好的管理團(tuán)隊(duì)意味著知道你需要他們做什么，找到好的候選人，給他們提供完成工作的必備條件。如果你選擇正確，他們就會(huì)獲得成功，并且讓你也成功。

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