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Your business is an entity in and of itself. Yes, you created it, but in order to find success, you have to turn it into a self-sustaining organism. Reaching
Make business a self running system.
Issues are the obstacles that must be faced to execute your vision.
Issue ARE THE OBSTACLES N YOUR WAY TOWARDS VISION
transparency.
nod off
nod off: 打瞌睡
thinking. You need to change from believing that you are your company and letting it become its own entity.
You need to change from believing that you are your company and letting it become its own entity.
Not your company it become its own entity.
You need to change from believing that you are your company and letting it...
This highlight has been truncated due to consecutive passage length restrictions.
停止认为你就是你的公司，让他自己成为一个实体。
embrace the following four fundamental beliefs: 1. You must build and maintain a true leadership team. 2. Hitting the ceiling is inevitable. 3. You can only run your business on one operating system. 4. You must be open-minded, growth-oriented,
1. You must build and maintain a true leadership team. 2. Hitting the ceiling is inevitable. 3. You can only run your business on one operating system. 4. You must be open-minded, growth-oriented, and vulnerable.
你必须拥有的基本信念：
1. 你必须创建并维持一个真正的领导团队。
2. 平台期是不可避免的。
3. 你只能用一套操作系统运行你的业务。
4. 你必须是思维开放、面向增长，以及脆弱的。
These leaders all have clear accountabilities and must be able to take initiative over their respective departments.
You cannot build an enduring, successful organization that lives beyond you if your organization is designed to crumble the minute you step aside.
so. Each of your departmental heads should be better than you in his or her respective position.
Each of your departmental heads should be better than you in his or her respective
每一个部门的头都应该在他的领域比你更优秀。
His first rule of building a healthy organization: “Build and maintain a cohesive leadership team.”
“Build and maintain a cohesive leadership team.”
创建并维持一个有凝聚力的领导团队。
In your company, there can be only one answer, and your leadership team needs to parent everyone to greatness.
SIMPLIFY The acronym KISS (“keep it simple, stupid”) is your mantra here.
“No further progress and growth is possible for an organization until a new state of simplicity
is created.”
一个组织只有在新的简化被给出，不能进一步发展。
When you experience that personal growth, the company will grow under you. This is exactly what is meant by letting go of the vine.
人员的成长，才是公司的成长，放手让下属去做。
The responsibilities that you delegate to other people have to be tasks that you have outgrown.
The beauty of this transition is that there are people who have the skills and enthusiasm to do these jobs.
not really about foretelling what will happen; it’s making a decision about what you will do tomorrow based on what you know today.
As leaders, you’ll need to stop working in the business 100 percent of the time, and as Michael Gerber, author of The E-Myth and The E-Myth Revisited, puts it, work on the
business every so often instead. This discipline will get you to where you want to go faster.
不要总是work in the business想办法work on the business
Systemizing involves clearly identifying what those core processes are and integrating them into a fully functioning machine. You will have a human resource process, a marketing process, a sales process, an operating process, a customer-retention process, an accounting process, and so on.
把这些核心流程明确的做出来，如销售流程，营销流程，人事流程等
There is a direct correlation between organizational adherence to core processes and your own ability to let go.
Handing over a turnkey system to an accountable leader makes it easier for you to delegate and elevate.
把一个系统化的流程交给一个可以负责的领导破手里，是最放心的事情。
Your company needs to be organized in a way that reduces complexity and creates accountability. In
你的组织要简单化，并且责任清晰。
You’ll learn how to use the Accountability Chart so that you don’t fall into this trap. This
you and your leadership team must employ these five leadership abilities to reach the next level: (1) simplify the organization, (2) delegate and elevate, (3) predict both long-term and short-term, (4) systemize, and (5) structure your company the right way. The tools you’re about to learn are all designed specifically to help you acquire those abilities.
in. The mind is like a parachute—it has to be open to work.
Integrity and honesty Hard work Service-oriented Dedicated Teamwork The words above describe us as Wolff Group. These words describe what makes us tick, what drives our passion, what is at our core, the heart of Wolff Group, the heart of us. These words describe a part of each and every one of you.
This core value speech was a tipping point for Stu Wolff to catapult his company to four times its size.
alive. For example, one particular client with an amazing culture names each of its conference rooms after a core value.
Your job as a leadership team is to establish your organization’s core focus and not to let anything distract you from that.
Most people are sitting on their own diamond mines. The surest ways to lose your diamond mine are to get bored, become overambitious, or start thinking that the grass is greener on the other side. Find your core focus, stick to it, and devote your time
Broder & Sachse’s core focus is owning and managing real estate, not powder coating. While a new idea may look like a no-brainer on paper, it’s simply not worth doing if it’s not a part of your core focus.
Once your core focus is clear, your people, processes, and systems can be put in place to drive it with consistency. Until you have exhausted every opportunity in your core focus, don’t allow yourself to get distracted by the shiny stuff.
Jim Collins made this idea very popular in his bestseller Good to Great.
Jim Collins 在他的《good to great》里面详细描述了如何把正确的人放在正确的岗位上。
The right people are the ones who share your company’s core values. They fit and thrive in your culture. They are people you enjoy being around and who make your organization a better place to be.
正确的员工就是那些认可你团队核心价值的人。 他们在你的文化中能够繁盛成长。
When a person is operating in his or her Unique Ability®, he or she is in the right seat.
当人们发挥他的特有能力时，他就在正确的位置上。
RIGHT PERSON, WRONG SEAT
正确的人，错误的岗位：拥有共同价值观，但是岗位对他来说太大或者太小。
如果能够找到合适的岗位，把这个人放在合适的岗位上，如果找不到，最好让这个人走，对公司和个人都有好处。
In this case, you have the right person (i.e., one who shares your core values), but he or she is truly not operating in his or her Unique Ability®.
志同道合能匹：
志同：有共同的愿景和目标；
道合：有共同的价值观；
能匹：发挥独特能力；
You have to make decisions for the greater good of the business, and you don’t have the luxury of keeping people around simply because you like them. If this is the case, you must let them go. This will be one of the toughest issues you will have to face. Once the change is made, the company is always better off, and usually the person is happier in the long run.
为了公司和个人的远期发展，应该让那个人走。
WRONG PERSON, RIGHT SEAT
错误的人，正确的岗位：能力很强，在岗位上也能发挥作用，但是价值观和团队不符，怎么处理呢？
While this obstacle may seem like something you can live with in the short term, that person is killing your organization in the long run.
错误的人（不分享价值观的人）在长期来看会杀死你的组织。
haul. If you have a wrong person in the right seat, ultimately that person must go for the sake of the greater good.
如果你有一个在正确岗位上的错误的人，不能分享你的团队的价值观，为了长远和大局的利益你最好让这个人走人。
The difference was like night and day. Their sessions were considerably more productive, the finance department finally got reorganized, and the company positioned itself to make the next leap ahead.
换了一个人，所有流程都更通畅了
