【时间管理】像CEO一样管理时间 · 不是靠日历和技巧
共 2 集
剧集目录
| 集 | 标题 | 时长 |
|---|---|---|
| P1 | 【时间管理】像CEO一样管理时间 · 不是靠日历和技巧 中英 | 13:43 |
| P2 | 【时间管理】像CEO一样管理时间 · 不是靠日历和技巧 无字 | 13:43 |
P1 · 【时间管理】像CEO一样管理时间 · 不是靠日历和技巧 p01 中英字幕 (P1)
字幕摘录
| 时间 | 英文 | 中文 |
|---|---|---|
| 0:00 | If you want to manage your time like the top 1%, you need to stop following the same old | 如果你想像前1%那样管理你的时间,你必须停止跟随同样的旧的 |
| 0:05 | productivity advice and start using a system that rewires your brain. | 生产力建议 并开始使用一个系统 重新连接你的大脑。 |
| 0:10 | As a CEO, board member, and investor at some of the fastest growing companies, my life | 作为CEO,董事,投资人 一些增长最快的公司,我的生活 |
| 0:16 | was a firefight for years. | 多年来的交火 |
| 0:18 | Every second mattered. | 每二事毕. |
| 0:20 | I had to make time for what drives results, cut distractions, and stay in control when | 我必须让时间 驱动结果, 减少分心, 并保持控制 当 |
| 0:26 | things got chaotic. | 事情变得混乱。 |
| 0:27 | Today I'll share a simple system I use. | 今天我将分享一个简单的系统 |
| 0:30 | Borrow what works for you so you can make time for what matters to you. | 借些对你有用的东西 这样你就能有时间做对你很重要的事了 |
| 0:35 | But before you apply this system, there's one question that can help you cut through | 但是在你应用这个系统之前 有一个问题可以帮助你切开 |
展开字幕全文（208 条）
| 序号 | 英文 | 中文 |
|---|---|---|
| 1 | If you want to manage your time like the top 1%, you need to stop following the same old | 如果你想像前1%那样管理你的时间,你必须停止跟随同样的旧的 |
| 2 | productivity advice and start using a system that rewires your brain. | 生产力建议 并开始使用一个系统 重新连接你的大脑。 |
| 3 | As a CEO, board member, and investor at some of the fastest growing companies, my life | 作为CEO,董事,投资人 一些增长最快的公司,我的生活 |
| 4 | was a firefight for years. | 多年来的交火 |
| 5 | Every second mattered. | 每二事毕. |
| 6 | I had to make time for what drives results, cut distractions, and stay in control when | 我必须让时间 驱动结果, 减少分心, 并保持控制 当 |
| 7 | things got chaotic. | 事情变得混乱。 |
| 8 | Today I'll share a simple system I use. | 今天我将分享一个简单的系统 |
| 9 | Borrow what works for you so you can make time for what matters to you. | 借些对你有用的东西 这样你就能有时间做对你很重要的事了 |
| 10 | But before you apply this system, there's one question that can help you cut through | 但是在你应用这个系统之前 有一个问题可以帮助你切开 |
| 11 | the avalanche of online advice. | 在线咨询的雪崩。 |
| 12 | Everyone has the same 160 hours per week, right? | 每个人都有相同的160小时 每周,对不对? |
| 13 | Why do the top performers get dramatically more done without burning out? | 为什么顶尖的表演者 能在不烧掉的情况下得到更大的成就? |
| 14 | Jack Dorsey can run Twitter and Square simultaneously. | Jack Dorsey可以同时运行推特和广场. |
| 15 | In the same week you and I have, Elon Musk runs more than two companies. | 在你和我的同一周里 埃隆·穆斯克经营着两个以上的公司 |
| 16 | Same number of hours. | 同样的小时数。 |
| 17 | These CEOs don't manage time. | 这些CEO不能管理时间. |
| 18 | They manage their attention. | 他们管理他们的注意力。 |
| 19 | If you just focus on the tactics of managing time, like batching and prioritizing and time | 如果你只是专注于管理时间的战术, 像分批和优先排序以及时间 |
| 20 | blocking, that's great, but you will still miss the big picture. | 屏蔽,这是伟大的, 但你仍然会错过大局。 |
| 21 | It's about applying what I call the 3-2-1 system. | 这是关于应用我所谓的3 -2 -1系统。 |
| 22 | Here's how to do it. | 以此为法. |
| 23 | The first part of the system is the three roles. | 系统的第一部分是三个角色. |
| 24 | Most people fail at productivity because they're playing the wrong game for their level. | 大多数人在生产力上都失败了,因为他们玩的游戏对自己的水平来说是错误的. |
| 25 | Taylor Swift is a perfect example. | 泰勒·斯威夫特是一个完美的例子. |
| 26 | In the early days, she wrote songs and she recorded songs. | 早年她作曲,并录制歌曲. |
| 27 | Today, she has to write, produce, record, perform, make music videos, run business operations, | 今天,她必须写作,制作,录制,表演,制作音乐录像,经营商业业务, |
| 28 | do philanthropy, manage brand partnerships, all of it while managing a global tour schedule. | 做慈善事业,管理品牌合作,同时管理全球巡演日程. |
| 29 | The time management system that worked for her early on would kill her productivity | 早期为她工作的时间管理制度会毁掉她的生产力 |
| 30 | completely today because her game has changed and her role has changed. | 因为她的游戏和角色都变了 |
| 31 | How she manages her time has to be completely reinvented. | 她如何管理她的时间 必须彻底的重塑。 |
| 32 | Marshall Goldsmith says the right thing. | 马歇尔·戈德史密斯说的对 |
| 33 | What got you here won't get you there. | 什么让你在这里 不会让你在那里。 |
| 34 | Habits that tend to work in simple phases of life actively harm you when you graduate | 在人生的简单阶段工作的人 在毕业时会伤害你 |
| 35 | to a role that demands complex responsibilities. | 一个需要复杂责任的角色。 |
| 36 | That's what CEOs learn the hard way. | 首席执行官们就是这么学的 |
| 37 | If you want to manage your time like the 1% elites, you have to understand the role you're | 如果你想像1%的精英一样管理你的时间, 你必须了解你的角色 |
| 38 | playing right now. | 现在玩。 |
| 39 | And there are three roles. | 还有三个角色 |
| 40 | Maker, marker, multiplier. | 制造者,标记,乘数. |
| 41 | First, maker. | 首先,制造者。 |
| 42 | This is relevant when you're juggling handful of priorities or if you're an individual contributor. | 这与你拼凑几个优先事项 或者你个人贡献者有关 |
| 43 | Your role mostly requires that you do everything yourself, stay in late, stay in your lane, | 你的角色大多需要你自己做一切, 停留在很晚,停留在你的车道上, |
| 44 | heads down, deep work, details, diligence. | 低头 深干 细节 勤奋 |
| 45 | You have clear deliverables, clear timelines. | 你有明确的交付品, 明确的时间安排。 |
| 46 | Your time management has to build with that role in mind. | 你的时间管理必须牢记这一作用。 |
| 47 | Now there are tons of folks I know around the world who love staying in that role throughout | 现在,世界上有很多我认识的人 喜欢继续扮演这个角色 |
| 48 | their entire career. | 他们的整个职业生涯。 |
| 49 | In tech, in finance, in pharma, research, several other verticals, and it's a totally | 在技术方面,在金融方面,在药剂方面,在研究方面,在其它几个垂直方面,它是一个完全 |
| 50 | acceptable path for time management and career management if that's what lights you up. | 如果时间管理和职业管理可以接受 如果这就是点亮你。 |
| 51 | But then some of you will want to graduate from maker to marker role. | 但你们中有些人会想从制作者毕业,成为标记角色. |
| 52 | Now you have to manage 10 to 20 priorities in life all at once. | 现在,你必须同时处理 生活中的10到20个优先事项。 |
| 53 | You start managing a team, maybe you have a life partner or a family. | 你开始管理一个团队,也许你有 生活伴侣或家庭。 |
| 54 | So in this phase, you can't touch every single thing on your own every single time. | 因此在这个阶段,你不能每次单独碰每个事物. |
| 55 | And you shouldn't. | 你不应该。 |
| 56 | Think of it this way. | 这么想 |
| 57 | You are transitioning from the maker to the marker mode. | 您正在从制造器向标记模式过渡 。 |
| 58 | Everybody else in your team will produce research, code, business plans, whatever they're working on. | 你们团队的其他人 都会制作研究、代码、商业计划 不管他们在做什么 |
| 59 | But you are the marker, you're the editor. | 但你是标记 你是编辑 |
| 60 | You give feedback, you give comments to refine their work. | 你提供反馈,你提供评论来完善他们的工作. |
| 61 | You don't take their work and start rewriting. | 你不拿他们的作品 开始重写。 |
| 62 | You build processes that automate everything. | 你建立的进程,使一切自动化。 |
| 63 | You're doing and you're also delegating. | 你这样做,你还授权。 |
| 64 | That's the mix. | 这就是混合。 |
| 65 | The challenge in this phase is to understand what you can delegate and where you have to | 这一阶段的挑战是了解你能够授权什么,你必须在哪里 |
| 66 | Anything that's mission critical to your project or your company or your brand, that's where | 任何对项目或公司或品牌至关重要的任务 |
| 67 | you need to be totally hands-on. | 你需要完全亲手。 |
| 68 | And from there, you graduate to the third role, the multiplier role. | 从那里,你将毕业到第三个角色,即倍数角色。 |
| 69 | That's when you have 30, 40, 50 responsibilities, you're managing a very large team. | 那时你有30,40,50个责任,你管理着一个非常庞大的团队. |
| 70 | In this phase, you have to become what Eric Schmidt calls the most expensive router. | 在这个阶段,你必须成为埃里克·施密特所说的最昂贵的路由器. |
| 71 | Because your job is not to create. | 因为你的工作不是创造 |
| 72 | Your job is not to review what other people create. | 你的工作不是审查别人创造的东西 |
| 73 | Your job is to recruit, orchestrate, and align your team. | 你的工作是招募、召集和配合你的团队 |
| 74 | You focus on connecting people. | 你专注于联系人。 |
| 75 | You make strategic bets. | 你做战略赌注。 |
| 76 | You route requests from one corner to the other corner of your team. | 你从一角到另一角的路线请求 |
| 77 | You have to stop obsessing over every little detail and focus on the big picture. | 你必须停止迷恋每一个小细节,并专注于大局. |
| 78 | Taylor Swift, again, is a great example. | 泰勒·斯威夫特再次是一个很好的例子。 |
| 79 | Her early career was about being a maker. | 她早期的事业是做一个制造者. |
| 80 | Today, she's a maker in music, but she's a multiplier across the rest of her life. | 今天,她是一个音乐的制造者,但她是一个跨越余生的倍数. |
| 81 | The core insight here is that if you don't know what role you're playing, you'll manage | 这里的核心见解是,如果你不知道 你扮演的角色,你会管理 |
| 82 | your time the wrong way. | 你的时间是错的 |
| 83 | Delegating when you're a maker and micromanaging when you're a multiplier are both recipes | 当制造者时授权,当乘数时微观管理,都是配方 |
| 84 | for failure. | 因为失败。 |
| 85 | You, of course, have to come up with tricks and techniques to manage your time better. | 当然,你必须想出技巧和技巧来更好地管理你的时间。 |
| 86 | But only after you know what role you're in. | 但只有在你知道自己在扮演什么角色之后 |
| 87 | Otherwise, your calendar will fill fast with the wrong things and you won't get anything | 否则,你的日历 将快速填充错误的东西 而你不会得到任何东西 |
| 88 | done. | 结束了。 |
| 89 | Or, more alarmingly, no one around you will get anything done either. | 或者,更令人震惊的是,你周围的人 也不会得到任何事情。 |
| 90 | But the way you manage your attention is not just about the role you play. | 但你处理你注意力的方式 不只是你扮演的角色。 |
| 91 | It's also about which zone you're in. | 这也是关于你在哪个区域。 |
| 92 | The second part of the system is about two zones. | 系统的第二部分约为两个区. |
| 93 | Airbnb's founder almost killed the company by following textbook time management advice. | Airbnb的创始人根据教科书的时间管理建议,几乎杀死了公司. |
| 94 | 从2016年到2020年,Airbnb的创始人Brian Chesky 做了每所商学院,每所 | |
| 95 | business book, and every VC will tell you to do. | 每个越共都会告诉你怎么做 |
| 96 | Hire great people and get out of their way. | 雇好伟人,让开. |
| 97 | Let them do their magic. | 让他们做他们的魔法。 |
| 98 | Nothing wrong with that advice because when he was doing that, the business was growing. | 那条建议没有问题,因为他这样做的时候,生意正在增长。 |
| 99 | Brian was enjoying the multiplier role. | 布莱恩享受倍数角色. |
| 100 | But around year 2020, Airbnb's growth started slowing down. | 但大约在2020年,Airbnb的增长开始放缓. |
| 101 | Costs started exploding. | 成本开始爆炸。 |
| 102 | COVID had changed the dynamics of every business, including Airbnb. | COVID改变了每个企业的动态,包括Airbnb。 |
| 103 | Chesky had to make a difficult decision. | 切斯基不得不做出一个艰难的决定. |
| 104 | Step in, get his hands back on the wheel, and steer the ship through the icebergs. | 步入,把他的手回到方向盘上,并引导飞船穿过冰山. |
| 105 | He removed layers of leadership to make the company lean and flat. | 他取消了层层领导权,使公司变得精干平整. |
| 106 | He got deeply involved in product, in every critical decision, every important detail. | 他深入参与了产品, 每一个关键的决定,每一个重要的细节。 |
| 107 | And the result? | 结果呢? |
| 108 | The company delivered over 500 product improvements in just three years. | 公司在短短三年内就交付了500多项产品改进. |
| 109 | Airbnb went back to being a profitable company. | Airbnb回到了一个盈利的公司。 |
| 110 | That's how the zones affect your time management and your priorities. | 这就是区域如何影响你的时间管理 和你的优先考虑。 |
| 111 | There are two zones. | 有两个区。 |
| 112 | War time and peace time. | 战时及平时. |
| 113 | When Airbnb was collapsing, that was war time. | 当Airbnb崩溃时,那是战争时间。 |
| 114 | That's when you have to roll up your sleeves and get in there. | 即得卷袖而进. |
| 115 | Once the company stabilizes, step back again, become a multiplier. | 一旦公司稳定下来,再退一步,成为倍数. |
| 116 | The key insight is that your zone dictates your role. | 关键的观点是,你的区域决定了你的角色。 |
| 117 | War time zone can force you to move from a multiplier to a marker, or from a marker to | 战时区可以强迫你从乘数向标记移动,或者从标记向 |
| 118 | a maker. | 一个制造者。 |
| 119 | Your system has to be this dynamic. | 你的系统必须充满活力 |
| 120 | You've got to know which zone you're in and act accordingly. | 你必须知道你所在的区域 并相应行事。 |
| 121 | When you're building a startup, or when you're in a tough market, or swimming in the red | 当你建立起步, 或者当你在艰难的市场, 或者在红色游泳 |
| 122 | ocean with sharks, it's war time. | 海洋与鲨鱼, 这是战争的时间。 |
| 123 | And when you're in war time, all bets are off. | 当你处于战争时期时,所有的赌注都取消了. |
| 124 | But even if you master your role and your zone, there is one final piece that separates | 但即使你掌握了自己的角色和区域, 还有一个最后的作品是分开的 |
| 125 | the top 1% from everyone else. | 上1%来自其他人。 |
| 126 | The third and final piece of the system is the one non-negotiable. | 系统的第三块也是最后一块是不可谈判的. |
| 127 | I have seen many CEOs struggle with this, until one brutal question changes everything. | 我见过很多CEO在挣扎 直到一个残酷的问题改变了一切 |
| 128 | When I served as the CEO of our AI company a few years ago, I had a great team, the timing | 几年前我担任AI公司的首席执行官时 我有一个很棒的团队 时机 |
| 129 | was great, and we had a great product. | 很棒,我们有一个伟大的产品。 |
| 130 | So we were one of the top 20 fastest growing tech companies in the U.S., according to Deloitte | 德洛伊特说,我们是美国20个增长最快的技术公司之一 |
| 131 | Fast 500. | 快500块 |
| 132 | And we were absolutely in war time zone. | 我们绝对处于战时区。 |
| 133 | Every day was just plain chaos. | 每天只是一片混乱 |
| 134 | And every night I would stay up wondering if we can hire the right people fast enough. | 每天晚上我都在想 我们能不能尽快雇到合适的人 |
| 135 | Whether our customers were delighted to have us as their partners. | 我们的客户是否乐于让我们成为他们的伙伴 |
| 136 | And then I started realizing that I was becoming a bottleneck in every decision. | 然后我开始意识到 我正在成为每个决定的瓶颈。 |
| 137 | I had to ask myself that one question. | 我不得不问自己一个问题 |
| 138 | What is the one thing that only I can do? | 我唯一能做的是什麽? |
| 139 | That one thing I should focus on while I delegate everything else? | 这一件事,我应该专注于 当我代表其他一切? |
| 140 | And I thought about it and I realized that we were growing because of our mission. | 我想到这一点,我意识到,我们成长是因为我们的使命。 |
| 141 | If I could focus on building relationships with our people and with our customers, then | 如果我能专注于与我们的人民和我们的客户建立关系,那么 |
| 142 | I could articulate our mission even more clearly. | 我可以更明确地阐明我们的使命。 |
| 143 | I focused on that one thing, relationships. | 我专注于一件事, 关系。 |
| 144 | On recruiting, on culture, on internal communication, on customer partnership. | 关于招聘、文化、内部交流、客户伙伴关系。 |
| 145 | Every touch point that helped me build the relationships. | 所有帮助我建立关系的触点 |
| 146 | The rest of it, I delegated. | 剩下的,我授权。 |
| 147 | I still had daily standups with our C-level team. | 我每天仍然和我们C级的团队有对峙 |
| 148 | We had our weekly leadership meeting, product meetings, tech meetings, finance meetings. | 我们每周召开领导会议、产品会议、技术会议、财务会议。 |
| 149 | That's the operating rhythm of the company. | 这就是公司的运行节奏. |
| 150 | And you need that to build the execution muscle. | 你需要这个来建立执行肌肉。 |
| 151 | But for me personally, my proactive focus was on that one thing that I couldn't delegate, | 但对于我个人来说,我积极主动的 专注于我无法代表的一件事, |
| 152 | which was building mission-driven relationships. | 这是在建立由任务驱动的关系。 |
| 153 | Now, I'm not sharing this to show off or anything, but to showcase how you can put your CEO hat on. | 现在,我分享这个不是为了炫耀什么的, 而是展示你如何戴上首席执行官的帽子。 |
| 154 | Your 3-2-1 system is about three roles, two zones, one non-negotiable. | 你3 -2 -1的系统 大约三个角色,两个区域, 一个不可谈判。 |
| 155 | You have identified your one non-negotiable. | 你找到了你唯一没有商量的余地 |
| 156 | But how do you actually delegate everything else without it all falling apart? | 但是,你实际上如何 委托其他一切 没有它全部崩溃? |
| 157 | The best leaders don't manage time. | 最好的领导者不会花时间 |
| 158 | They manage trust. | 他们管理着信任。 |
| 159 | Steve Jobs and Johnny Ive are the gold standard when it comes to this. | 史蒂夫·乔布斯和约翰尼·伊夫在此事上是金本位. |
| 160 | Johnny Ive was the chief design leader at Apple. | Johnny Ive是苹果公司首席设计领导. |
| 161 | 并设计了iPod和iPhone,iPad,苹果卫视. | |
| 162 | These were complex tasks, right? | 这些都是复杂的任务,对不对? |
| 163 | The designs had to be tasteful, but they had to keep in mind the cost. | 这些设计必须具有品味,但必须牢记成本。 |
| 164 | Cost of manufacturing, cost of supply chain, all of that. | 制造成本 供应链成本 所有这一切 |
| 165 | So Steve Jobs and Johnny would meet every day for lunch. | 所以史蒂夫·乔布斯和约翰尼每天都见面吃午饭 |
| 166 | And then they could go for a walk and they would talk about business, design, aesthetics, art. | 然后,他们可以去散步, 他们谈论商业,设计,美学,艺术。 |
| 167 | Steve would ask deep questions. | 史蒂夫会问很多问题 |
| 168 | He would review everything. | 他会回顾一切 |
| 169 | Every detail mattered to him. | 所有细节都对他很重要 |
| 170 | But here's the thing, Johnny never felt micromanaged. | 但事情是这样的,约翰尼从来没有感觉 微管理。 |
| 171 | Why? | 为什么? |
| 172 | Because Steve Jobs was there as a partner, not as a boss. | 因为史蒂夫·乔布斯是作为合伙人而不是作为老板在场的. |
| 173 | He was in the details to learn everything, not to control everything. | 他在细节中学习一切,而不是控制一切。 |
| 174 | And that's what most people miss when they move from doing to delegating. | 而这正是大多数人在从做到授权时所怀念的. |
| 175 | Because leading is not about time management, it's about trust management. | 因为领导不是时间管理,而是信任管理. |
| 176 | You review things, but to coach. | 你检讨事情,但去指导。 |
| 177 | You connect, but to provide context. | 你连接,但提供上下文。 |
| 178 | You step in, but to unblock others. | 你进来,但要解开别人的锁 |
| 179 | So your time management, outside of your own deep work, is spent on developing and managing trust. | 因此,你的时间管理,除了你自己的深层工作外, 都用于发展和管理信任。 |
| 180 | And how do you find the right rhythm for delegation? | 你怎么找到合适的节奏给代表团? |
| 181 | It depends on three things. | 依依三谛. |
| 182 | If your teammate is new to the task, work alongside them. | 如果你的队友是新来的 和他们一起工作 |
| 183 | Build trust by giving comfort. | 通过给予安慰来建立信任. |
| 184 | If they have some experience, guide them closely, review steps, but build trust by giving clarity. | 如果他们有一些经验,就密切地指导他们,审查步骤,但通过澄清来建立信任。 |
| 185 | And if they're experts, step in to unblock. | 如果他们是专家, 介入解围。 |
| 186 | Build trust by giving context. | 通过上下文建立信任。 |
| 187 | That's what Steve Jobs was doing with Johnny Ive. | 这就是史蒂夫·乔布斯对约翰尼·伊夫所做的. |
| 188 | If new hires get too much freedom, they will fail. | 如果新雇员得到太多的自由,他们就会失败. |
| 189 | And if experienced people get micromanaged, they will quit. | 如果经验丰富的人得到微观管理,他们就会退出. |
| 190 | You lose both ways. | 你输了两条路 |
| 191 | So that's trust management. | 这就是信任管理。 |
| 192 | Trust speeds up everything. | 信任会加快一切 |
| 193 | And remember, you don't need to be a CEO or a founder to apply any of these ideas, right? | 记住,你不需要做首席执行官或创始人来应用这些想法,对吧? |
| 194 | You can still apply to your calendar, with your teammate, to your roommate, your partner, | 你仍然可以申请你的日历, 与你的队友, 你的室友,你的搭档, |
| 195 | your spouse, your kids, whoever. | 你的配偶,你的孩子,无论谁。 |
| 196 | So here's what I would invite you to do this week. | 因此,我邀请你 本周做。 |
| 197 | Pick any of the following. | 选择以下任何一项. |
| 198 | Define your role, name your zone, write your one non-negotiable, or delegate one repeatable task. | 定义您的角色, 命名您的区域, 写您一个不可谈判的, 或委托一个可重复的任务 。 |
| 199 | And remember the eternal principle. | 记住永恒的原则 |
| 200 | You cannot control time. | 你无法控制时间。 |
| 201 | You can only steward the time you have. | 你只能管时间 |
| 202 | In the end, good time management helps you make time for what matters to you personally. | 最终,良好的时间管理 帮助你的时间 对于你个人很重要。 |
| 203 | Things that bring you joy and happiness. | 带给你快乐和快乐的东西 |
| 204 | Because your time is finite. | 因为你的时间有限 |
| 205 | If you liked this video, I hope you find time for another one here that I think you will enjoy. | 如果你喜欢这段视频,我希望你能找到时间 在这里另一个,我认为你会享受。 |
| 206 | See you next week. | 下周见 |
| 207 | Thank you. | 谢谢 |
| 208 | And I love you. | 我爱你 |
该视频共有字幕 208 条。解锁更多字幕为会员功能，请移动到 价格
P2 · 【时间管理】像CEO一样管理时间 · 不是靠日历和技巧 p02 无字幕 (P2)
字幕摘录
| 时间 | 英文 | 中文 |
|---|---|---|
| 0:00 | If you want to manage your time like the top 1%, you need to stop following the same old | 如果你想像前1%那样管理你的时间,你必须停止跟随同样的旧的 |
| 0:05 | productivity advice and start using a system that rewires your brain. | 生产力建议 并开始使用一个系统 重新连接你的大脑。 |
| 0:10 | As a CEO, board member, and investor at some of the fastest growing companies, my life | 作为CEO,董事,投资人 一些增长最快的公司,我的生活 |
| 0:16 | was a firefight for years. | 多年来的交火 |
| 0:18 | Every second mattered. | 每二事毕. |
| 0:19 | I had to make time for what drives results, cut distractions, and stay in control when | 我必须让时间 驱动结果, 减少分心, 并保持控制 当 |
| 0:25 | things got chaotic. | 事情变得混乱。 |
| 0:27 | Today I'll share a simple system I use. | 今天我将分享一个简单的系统 |
| 0:30 | Borrow what works for you so you can make time for what matters to you. | 借些对你有用的东西 这样你就能有时间做对你很重要的事了 |
| 0:35 | But before you apply this system, there's one question that can help you cut through | 但是在你应用这个系统之前 有一个问题可以帮助你切开 |
展开字幕全文（226 条）
| 序号 | 英文 | 中文 |
|---|---|---|
| 1 | If you want to manage your time like the top 1%, you need to stop following the same old | 如果你想像前1%那样管理你的时间,你必须停止跟随同样的旧的 |
| 2 | productivity advice and start using a system that rewires your brain. | 生产力建议 并开始使用一个系统 重新连接你的大脑。 |
| 3 | As a CEO, board member, and investor at some of the fastest growing companies, my life | 作为CEO,董事,投资人 一些增长最快的公司,我的生活 |
| 4 | was a firefight for years. | 多年来的交火 |
| 5 | Every second mattered. | 每二事毕. |
| 6 | I had to make time for what drives results, cut distractions, and stay in control when | 我必须让时间 驱动结果, 减少分心, 并保持控制 当 |
| 7 | things got chaotic. | 事情变得混乱。 |
| 8 | Today I'll share a simple system I use. | 今天我将分享一个简单的系统 |
| 9 | Borrow what works for you so you can make time for what matters to you. | 借些对你有用的东西 这样你就能有时间做对你很重要的事了 |
| 10 | But before you apply this system, there's one question that can help you cut through | 但是在你应用这个系统之前 有一个问题可以帮助你切开 |
| 11 | the avalanche of online advice. | 在线咨询的雪崩。 |
| 12 | Everyone has the same 160 hours per week, right? | 每个人都有相同的160小时 每周,对不对? |
| 13 | Why do the top performers get dramatically more done without burning out? | 为什么顶尖的表演者 能在不烧掉的情况下得到更大的成就? |
| 14 | Jack Dorsey can run Twitter and Square simultaneously. | Jack Dorsey可以同时运行推特和广场. |
| 15 | In the same week you and I have, Elon Musk runs more than two companies. | 在你和我的同一周里 埃隆·穆斯克经营着两个以上的公司 |
| 16 | Same number of hours. | 同样的小时数。 |
| 17 | These CEOs don't manage time. | 这些CEO不能管理时间. |
| 18 | They manage their attention. | 他们管理他们的注意力。 |
| 19 | If you just focus on the tactics of managing time, like batching and prioritizing and time | 如果你只是专注于管理时间的战术, 像分批和优先排序以及时间 |
| 20 | blocking, that's great, but you will still miss the big picture. | 屏蔽,这是伟大的, 但你仍然会错过大局。 |
| 21 | It's about applying what I call the 3-2-1 system. | 这是关于应用我所谓的3 -2 -1系统。 |
| 22 | Here's how to do it. | 以此为法. |
| 23 | The first part of the system is the three roles. | 系统的第一部分是三个角色. |
| 24 | Most people fail at productivity because they're playing the wrong game for their level. | 大多数人在生产力上都失败了,因为他们玩的游戏对自己的水平来说是错误的. |
| 25 | Taylor Swift is a perfect example. | 泰勒·斯威夫特是一个完美的例子. |
| 26 | In the early days, she wrote songs and she recorded songs. | 早年她作曲,并录制歌曲. |
| 27 | Today, she has to write, produce, record, perform, make music videos, run business operations, | 今天,她必须写作,制作,录制,表演,制作音乐录像,经营商业业务, |
| 28 | do philanthropy, manage brand partnerships, all of it while managing a global tour schedule. | 做慈善事业,管理品牌合作,同时管理全球巡演日程. |
| 29 | The time management system that worked for her early on would kill her productivity | 早期为她工作的时间管理制度会毁掉她的生产力 |
| 30 | completely today because her game has changed and her role has changed. | 因为她的游戏和角色都变了 |
| 31 | How she manages her time has to be completely reinvented. | 她如何管理她的时间 必须彻底的重塑。 |
| 32 | Marshall Goldsmith says the right thing. | 马歇尔·戈德史密斯说的对 |
| 33 | What got you here won't get you there. | 什么让你在这里 不会让你在那里。 |
| 34 | Habits that tend to work in simple phases of life actively harm you when you graduate | 在人生的简单阶段工作的人 在毕业时会伤害你 |
| 35 | to a role that demands complex responsibilities. | 一个需要复杂责任的角色。 |
| 36 | That's what CEOs learn the hard way. | 首席执行官们就是这么学的 |
| 37 | If you want to manage your time like the 1% elites, you have to understand the role you're | 如果你想像1%的精英一样管理你的时间, 你必须了解你的角色 |
| 38 | playing right now. | 现在玩。 |
| 39 | And there are three roles, maker, marker, multiplier. | 并且有三个角色,制造者,标记者,乘数. |
| 40 | First, maker. | 首先,制造者。 |
| 41 | This is relevant when you're juggling handful of priorities or if you're an individual contributor. | 这与你拼凑几个优先事项 或者你个人贡献者有关 |
| 42 | Your role mostly requires that you do everything yourself, stay in late, stay in your lane, | 你的角色大多需要你自己做一切, 停留在很晚,停留在你的车道上, |
| 43 | heads down, deep work, details, diligence. | 低头 深干 细节 勤奋 |
| 44 | You have clear deliverables, clear timelines. | 你有明确的交付品, 明确的时间安排。 |
| 45 | Your time management has to build with that role in mind. | 你的时间管理必须牢记这一作用。 |
| 46 | Now, there are tons of folks I know around the world who love staying in that role throughout | 现在,世界上有很多我认识的人 喜欢继续扮演这个角色 |
| 47 | their entire career, in tech, in finance, in pharma, research, several other verticals. | 他们的整个职业生涯, 在技术, 在金融, 在药剂,研究, 其他几个垂直。 |
| 48 | And it's a totally acceptable path for time management and career management if that's | 如果时间管理和职业管理 |
| 49 | what lights you up. | 什么点燃你。 |
| 50 | But then some of you will want to graduate from maker to marker role. | 但你们中有些人会想从制作者毕业,成为标记角色. |
| 51 | Now you have to manage 10 to 20 priorities in life all at once. | 现在,你必须同时处理 生活中的10到20个优先事项。 |
| 52 | You start managing a team, maybe you have a life partner or a family. | 你开始管理一个团队,也许你有 生活伴侣或家庭。 |
| 53 | So in this phase, you can't touch every single thing on your own every single time. | 因此在这个阶段,你不能每次单独碰每个事物. |
| 54 | And you shouldn't. | 你不应该。 |
| 55 | Think of it this way. | 这么想 |
| 56 | You are transitioning from the maker to the marker mode. | 您正在从制造器向标记模式过渡 。 |
| 57 | Everybody else in your team will produce research, code, business plans, whatever they're working on. | 你们团队的其他人 都会制作研究、代码、商业计划 不管他们在做什么 |
| 58 | But you are the marker. | 但你是标志。 |
| 59 | You're the editor. | 你是编辑。 |
| 60 | You give feedback. | 你提供反馈。 |
| 61 | You give comments to refine their work. | 你评论他们的工作 |
| 62 | You don't take their work and start rewriting. | 你不拿他们的作品 开始重写。 |
| 63 | You build processes that automate everything. | 你建立的进程,使一切自动化。 |
| 64 | You're doing and you're also delegating. | 你这样做,你还授权。 |
| 65 | That's the mix. | 这就是混合。 |
| 66 | The challenge in this phase is to understand what you can delegate and where you have to | 这一阶段的挑战是了解你能够授权什么,你必须在哪里 |
| 67 | invest your own time. | 花你的时间。 |
| 68 | Anything that's mission critical to your project or your company or your brand, | 任何对项目或公司或品牌至关重要的任务 |
| 69 | that's where you need to be totally hands-on. | 那就是你需要完全动手的地方 |
| 70 | And from there, you graduate to the third role, the multiplier role. | 从那里,你将毕业到第三个角色,即倍数角色。 |
| 71 | That's when you have 30, 40, 50 responsibilities. | 那时你肩负着30,40,50个责任. |
| 72 | You're managing a very large team. | 你管理着一支庞大的队伍 |
| 73 | In this phase, you have to become what Eric Schmidt calls the most expensive router. | 在这个阶段,你必须成为埃里克·施密特所说的最昂贵的路由器. |
| 74 | Because your job is not to create. | 因为你的工作不是创造 |
| 75 | Your job is not to review what other people create. | 你的工作不是审查别人创造的东西 |
| 76 | Your job is to recruit, orchestrate, and align your team. | 你的工作是招募、召集和配合你的团队 |
| 77 | You focus on connecting people. | 你专注于联系人。 |
| 78 | You make strategic bets. | 你做战略赌注。 |
| 79 | You route requests from one corner to the other corner of your team. | 你从一角到另一角的路线请求 |
| 80 | You have to stop obsessing over every little detail and focus on the big picture. | 你必须停止迷恋每一个小细节,并专注于大局. |
| 81 | Taylor Swift, again, is a great example. | 泰勒·斯威夫特再次是一个很好的例子。 |
| 82 | Her early career was about being a maker. | 她早期的事业是做一个制造者. |
| 83 | Today, she's a maker in music, but she's a multiplier across the rest of her life. | 今天,她是一个音乐的制造者,但她是一个跨越余生的倍数. |
| 84 | The core insight here is that if you don't know what role you're playing, | 这里的核心见解是,如果你不知道 你扮演什么角色, |
| 85 | you'll manage your time the wrong way. | 你会错处理你的时间。 |
| 86 | Delegating when you're a maker and micromanaging when you're a multiplier | 制造器和微管理器的委托 |
| 87 | are both recipes for failure. | 这都是失败的秘方 |
| 88 | You, of course, have to come up with tricks and techniques to manage your time better. | 当然,你必须想出技巧和技巧来更好地管理你的时间。 |
| 89 | But only after you know what role you're in. | 但只有在你知道自己在扮演什么角色之后 |
| 90 | Otherwise, your calendar will fill fast with the wrong things | 否则,你的日历会很快地填满错误的东西 |
| 91 | and you won't get anything done. | 你什么都做不出来 |
| 92 | Or, more alarmingly, no one around you will get anything done either. | 或者,更令人震惊的是,你周围的人 也不会得到任何事情。 |
| 93 | But the way you manage your attention is not just about the role you play. | 但你处理你注意力的方式 不只是你扮演的角色。 |
| 94 | It's also about which zone you're in. | 这也是关于你在哪个区域。 |
| 95 | The second part of the system is about two zones. | 系统的第二部分约为两个区. |
| 96 | Airbnb's founder almost killed the company by following textbook time management advice. | Airbnb的创始人根据教科书的时间管理建议,几乎杀死了公司. |
| 97 | So from 2016 to 2020, Airbnb's founder, Brian Chesky, | 因此从2016年到2020年,Airbnb的创始人布莱恩·切斯基, |
| 98 | did what every business school, every business book, and every VC will tell you to do. | 做每个商学院,每个商学院, 和每个越共会告诉你怎么做。 |
| 99 | Hire great people and get out of their way. | 雇好伟人,让开. |
| 100 | Let them do their magic. | 让他们做他们的魔法。 |
| 101 | Nothing wrong with that advice because when he was doing that, the business was growing. | 那条建议没有问题,因为他这样做的时候,生意正在增长。 |
| 102 | Brian was enjoying the multiplier role. | 布莱恩享受倍数角色. |
| 103 | But around year 2020, Airbnb's growth started slowing down. | 但大约在2020年,Airbnb的增长开始放缓. |
| 104 | Costs started exploding. | 成本开始爆炸。 |
| 105 | COVID had changed the dynamics of every business, including Airbnb. | COVID改变了每个企业的动态,包括Airbnb。 |
| 106 | Chesky had to make a difficult decision. | 切斯基不得不做出一个艰难的决定. |
| 107 | Step in, get his hands back on the wheel, and steer the ship through the icebergs. | 步入,把他的手回到方向盘上,并引导飞船穿过冰山. |
| 108 | He removed layers of leadership to make the company lean and flat. | 他取消了层层领导权,使公司变得精干平整. |
| 109 | He got deeply involved in product, in every critical decision, every important detail. | 他深入参与了产品, 每一个关键的决定,每一个重要的细节。 |
| 110 | And the result? | 结果呢? |
| 111 | The company delivered over 500 product improvements in just three years. | 公司在短短三年内就交付了500多项产品改进. |
| 112 | Airbnb went back to being a profitable company. | Airbnb回到了一个盈利的公司。 |
| 113 | That's how the zones affect your time management and your priorities. | 这就是区域如何影响你的时间管理 和你的优先考虑。 |
| 114 | There are two zones. | 有两个区。 |
| 115 | Wartime and peacetime. | 战国时期和平时期. |
| 116 | When Airbnb was collapsing, that was wartime. | 当Airbnb崩溃时 那是战时的 |
| 117 | That's when you have to roll up your sleeves and get in there. | 即得卷袖而进. |
| 118 | Once the company stabilizes, step back again, become a multiplier. | 一旦公司稳定下来,再退一步,成为倍数. |
| 119 | The key insight is that your zone dictates your role. | 关键的观点是,你的区域决定了你的角色。 |
| 120 | Wartime zone can force you to move from a multiplier to a marker or from a marker to a maker. | 战时区可以强迫你从乘数到标记或者从标记到制造者. |
| 121 | Your system has to be this dynamic. | 你的系统必须充满活力 |
| 122 | You've got to know which zone you're in and act accordingly. | 你必须知道你所在的区域 并相应行事。 |
| 123 | When you're building a startup or when you're in a tough market | 当你在建起一个开始 或者当你在一个艰难的市场 |
| 124 | or swimming in the Red Ocean with sharks, it's wartime. | 或与鲨鱼在红海游泳, 这是战时的。 |
| 125 | And when you're in wartime, all bets are off. | 当你在战时,所有的赌注都取消了。 |
| 126 | But even if you master your role and your zone, | 但是,即使你掌握了你的角色和范围, |
| 127 | there is one final piece that separates the top 1% from everyone else. | 还有一个最后的作品 将前1%与其他人分开 |
| 128 | The third and final piece of the system is the one non-negotiable. | 系统的第三块也是最后一块是不可谈判的. |
| 129 | I've seen many CEOs struggle with this until one brutal question changes everything. | 我见过很多CEO为了这个而挣扎 直到一个残酷的问题改变了一切 |
| 130 | When I served as the CEO of our AI company a few years ago, | 我几年前担任AI公司的首席执行官时 |
| 131 | I had a great team, the timing was great, and we had a great product. | 我有一个伟大的团队, 时机是好的, 我们有一个伟大的产品。 |
| 132 | So we were one of the top 20 fastest growing tech companies in the US, | 所以我们是美国发展最快的20家科技公司之一 |
| 133 | according to Deloitte Fast 500. | 根据德勤快500. |
| 134 | And we were absolutely in wartime zone. | 我们绝对是在战区。 |
| 135 | Every day was just plain chaos. | 每天只是一片混乱 |
| 136 | And every night I would stay up wondering if we can hire the right people fast enough. | 每天晚上我都在想 我们能不能尽快雇到合适的人 |
| 137 | Whether our customers were delighted to have us as their partners. | 我们的客户是否乐于让我们成为他们的伙伴 |
| 138 | And then I started realizing that I was becoming a bottleneck in every decision. | 然后我开始意识到 我正在成为每个决定的瓶颈。 |
| 139 | I had to ask myself that one question. | 我不得不问自己一个问题 |
| 140 | What is the one thing that only I can do? | 我唯一能做的是什麽? |
| 141 | That one thing I should focus on while I delegate everything else. | 在我代表其他一切的时候,我应该集中关注这一点。 |
| 142 | And I thought about it and I realized that we were growing because of our mission. | 我想到这一点,我意识到,我们成长是因为我们的使命。 |
| 143 | If I could focus on building relationships with our people and with our customers, | 如果我能专注于与我们的人民和我们的客户建立关系, |
| 144 | then I could articulate our mission even more clearly. | 这样我就能更清楚地阐明我们的使命了 |
| 145 | I focused on that one thing. | 我专注于一件事。 |
| 146 | Relationships. | 关系 |
| 147 | On recruiting, on culture, on internal communication, on customer partnership. | 关于招聘、文化、内部交流、客户伙伴关系。 |
| 148 | Every touch point that helped me build the relationships. | 所有帮助我建立关系的触点 |
| 149 | The rest of it, I delegated. | 剩下的,我授权。 |
| 150 | I still had daily standups with our C-level team. | 我每天仍然和我们C级的团队有对峙 |
| 151 | We had our weekly leadership meeting, product meetings, tech meetings, finance meetings. | 我们每周召开领导会议、产品会议、技术会议、财务会议。 |
| 152 | That's the operating rhythm of the company. | 这就是公司的运行节奏. |
| 153 | And you need that to build the execution muscle. | 你需要这个来建立执行肌肉。 |
| 154 | But for me personally, my proactive focus was on that one thing that I couldn't delegate. | 但对于我个人来说,我积极主动的专注于我无法授权的一件事。 |
| 155 | Which was building mission-driven relationships. | 这是建立任务驱动的关系。 |
| 156 | Now, I'm not sharing this to show off or anything. | 现在,我不分享这个来炫耀什么的。 |
| 157 | But to showcase how you can put your CEO hat on. | 但是为了展示你如何戴上首席执行官的帽子 |
| 158 | Your 3-2-1 system is about three roles, two zones, one non-negotiable. | 你3 -2 -1的系统 大约三个角色,两个区域, 一个不可谈判。 |
| 159 | You have identified your one non-negotiable. | 你找到了你唯一没有商量的余地 |
| 160 | But how do you actually delegate everything else without it all falling apart? | 但是,你实际上如何 委托其他一切 没有它全部崩溃? |
| 161 | The best leaders don't manage time. | 最好的领导者不会花时间 |
| 162 | They manage trust. | 他们管理着信任。 |
| 163 | Steve Jobs and Johnny Ive are the gold standard when it comes to this. | 史蒂夫·乔布斯和约翰尼·伊夫在此事上是金本位. |
| 164 | Johnny Ive was the chief design leader at Apple. | Johnny Ive是苹果公司首席设计领导. |
| 165 | 并设计了iPod和iPhone,iPad,苹果卫视. | |
| 166 | These were complex tasks. | 这些都是复杂的任务。 |
| 167 | The designs had to be tasteful. | 设计得很美味 |
| 168 | But they had to keep in mind the cost. | 但他们必须牢记代价 |
| 169 | Cost of manufacturing, cost of supply chain, all of that. | 制造成本 供应链成本 所有这一切 |
| 170 | So Steve Jobs and Johnny would meet every day for lunch. | 所以史蒂夫·乔布斯和约翰尼每天都见面吃午饭 |
| 171 | And then they could go for a walk. | 然后他们可以去散步。 |
| 172 | And they would talk about business, design, aesthetics, art. | 他们会谈论商业,设计,美学,艺术。 |
| 173 | Steve would ask deep questions. | 史蒂夫会问很多问题 |
| 174 | He would review everything. | 他会回顾一切 |
| 175 | Every detail mattered to him. | 所有细节都对他很重要 |
| 176 | But here's the thing. | 但问题是 |
| 177 | Johnny never felt micromanaged. | 约翰尼从来没有感觉微管理。 |
| 178 | Why? | 为什么? |
| 179 | Because Steve Jobs was there as a partner. | 因为史蒂夫·乔布斯是个搭档 |
| 180 | Not as a boss. | 不是当老大 |
| 181 | He was in the details to learn everything. | 他在细节中学习一切。 |
| 182 | Not to control everything. | 不是为了控制一切 |
| 183 | And that's what most people miss when they move from doing to delegating. | 而这正是大多数人在从做到授权时所怀念的. |
| 184 | Because leading is not about time management. | 因为领导与时间管理无关 |
| 185 | It's about trust management. | 是关于信托管理. |
| 186 | You review things, but to coach. | 你检讨事情,但去指导。 |
| 187 | You connect, but to provide context. | 你连接,但提供上下文。 |
| 188 | You step in, but to unblock others. | 你进来,但要解开别人的锁 |
| 189 | So your time management, outside of your own deep work, | 所以,你的时间管理, 除了你自己的深度工作, |
| 190 | is spent on developing and managing trust. | 用于发展和管理信任。 |
| 191 | And how do you find the right rhythm for delegation? | 你怎么找到合适的节奏给代表团? |
| 192 | It depends on three things. | 依依三谛. |
| 193 | If your teammate is new to the task, work alongside them. | 如果你的队友是新来的 和他们一起工作 |
| 194 | Build trust by giving comfort. | 通过给予安慰来建立信任. |
| 195 | If they have some experience, guide them closely. | 如果他们有一些经验,请仔细引导他们. |
| 196 | Review steps, but build trust by giving clarity. | 审查步骤,但通过澄清建立信任。 |
| 197 | And if they're experts, step in to unblock. | 如果他们是专家, 介入解围。 |
| 198 | Build trust by giving context. | 通过上下文建立信任。 |
| 199 | That's what Steve Jobs was doing with Johnny Ive. | 这就是史蒂夫·乔布斯对约翰尼·伊夫所做的. |
| 200 | If new hires get too much freedom, they will fail. | 如果新雇员得到太多的自由,他们就会失败. |
| 201 | And if experienced people get micromanaged, they will quit. | 如果经验丰富的人得到微观管理,他们就会退出. |
| 202 | You lose both ways. | 你输了两条路 |
| 203 | So that's trust management. | 这就是信任管理。 |
| 204 | Trust speeds up everything. | 信任会加快一切 |
| 205 | And remember, you don't need to be a CEO or a founder | 记住,你不需要做首席执行官或创始人 |
| 206 | to apply any of these ideas, right? | 应用这些想法,对不对? |
| 207 | You can still apply to your calendar with your teammate, | 你仍然可以申请 你的日历与你的队友, |
| 208 | to your roommate, your partner, your spouse, your kids, whoever. | 你的室友,你的搭档,你的配偶,你的孩子,无论谁。 |
| 209 | So here's what I would invite you to do this week. | 因此,我邀请你 本周做。 |
| 210 | Pick any of the following. | 选择以下任何一项. |
| 211 | Define your role. | 定义你的角色。 |
| 212 | Name your zone. | 说出你的区域。 |
| 213 | Write your one non-negotiable. | 写你一个不可谈判的。 |
| 214 | Or delegate one repeatable task. | 或委托一个可重复的任务。 |
| 215 | And remember the eternal principle. | 记住永恒的原则 |
| 216 | You cannot control time. | 你无法控制时间。 |
| 217 | You can only steward the time you have. | 你只能管时间 |
| 218 | In the end, good time management helps you make time | 最终,良好的时间管理 帮助你创造时间 |
| 219 | for what matters to you personally. | 对你个人来说很重要 |
| 220 | Things that bring you joy and happiness. | 带给你快乐和快乐的东西 |
| 221 | Because your time is finite. | 因为你的时间有限 |
| 222 | If you like this video, I hope you find time | 如果你喜欢这个视频,我希望你能找到时间 |
| 223 | for another one here that I think you will enjoy. | 我想你们会喜欢的 |
| 224 | See you next week. | 下周见 |
| 225 | Thank you. | 谢谢 |
| 226 | And I love you. | 我爱你 |
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