高澤華：從初創到上市，深挖我在聲網的管理“套路”

{"type":"doc","content":[{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在 2020 年 12 月 19 日舉行的 GTLC · 深圳站上，聲網Agora合夥人兼技術 VP 高澤華登臺演講，從聲網做技術管理的實踐出發，深入淺出地分享了技術管理的一些經驗心得，着重介紹了管理中一些常見的難點和解決對策。本文爲演講內容的整理。"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/19\/1d\/19f3961bea2d02f8a074deecb8b2cf1d.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"嘉賓介紹：高澤華，TGO 困鵬會（上海）會員，聲網 Agora 合夥人兼技術 VP，音頻編碼與抗丟包技術專家，設計開發聲網 NOVA／SOLO／SOLO-X 系列語音編解碼器。先後在士蘭微電子、摩托羅拉、虹軟科技，YY 語音負責音頻系統設計與架構。2014 年加入聲網，負責音頻、視頻、工程管理和客戶交付與服務等方面工作。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"大家好，我是來自聲網的高澤華，目前主要在負責聲網音頻技術的相關管理工作，很高興能在 "},{"type":"link","attrs":{"href":"https:\/\/gtlc.infoq.cn\/2020\/nanjing","title":"xxx","type":null},"content":[{"type":"text","text":"GTLC"}]},{"type":"text","text":" 全球技術領導力峯會和大家做一些分享。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在聲網技術團隊的搭建過程中，我相繼參與過技術、交付、服務、銷售、運營、HR 等方向的工作，也因此逐步建立起了有關管理工作的全局性視角。所以在今天，我想從這些經歷出發，與大家探討技術管理和業務發展之間的關聯，也談談對技術管理的一些看法和心得。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"進入正題之前，我想先介紹一下聲網的管理文化，以供大家參考。聲網是一家技術導向型公司，我們的CEO 趙斌是一位管理經驗豐富的大咖，早年也曾是歡聚時代（YY）的 CTO。他對聲網的技術管理文化建設工作有兩大主要要求："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第一，"},{"type":"text","marks":[{"type":"strong"}],"text":"弘揚極客文化。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我們內部人員都以極客精神爲榮，並且有着兩個準則："},{"type":"text","marks":[{"type":"strong"}],"text":"永遠希望自己可以做到最好，"},{"type":"text","text":"同時，也永遠認爲自己做不到最好。這個看似矛盾的說法，其實自有其閉環邏輯：一旦你開始自我滿足，也就失去了後續的上升空間，因此難以成爲該領域的絕對專家。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"第二，"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"},{"type":"strong"}],"text":"堅持基於谷歌合"},{"type":"text","marks":[{"type":"strong"}],"text":"弄制的組代表文化。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這裏我稍微解釋一下“組代表”的意思。所謂“組代表”，是指"},{"type":"text","marks":[{"type":"strong"}],"text":"不要"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"},{"type":"strong"}],"text":"試圖"},{"type":"text","marks":[{"type":"strong"}],"text":"通過"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"},{"type":"strong"}],"text":"單一"},{"type":"text","marks":[{"type":"strong"}],"text":"角色"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"},{"type":"strong"}],"text":"的"},{"type":"text","marks":[{"type":"strong"}],"text":"管理"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"},{"type":"strong"}],"text":"和"},{"type":"text","marks":[{"type":"strong"}],"text":"執行"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"},{"type":"strong"}],"text":"工作"},{"type":"text","marks":[{"type":"strong"}],"text":"取得成績"},{"type":"text","text":"，而是充分激發各行業各領域專家的創造性，幫助大家最終達成一致並取得更好的成果。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"2020 年 6 月 26 日，聲網成功登陸美國納斯達克，股票代碼爲“API”，成爲“全球實時互動雲第一股”。我們不禁會想：是什麼參與並造就了聲網今日的良好發展態勢？我相信，無論答案有多少個，管理文化一定佔據了其中相當重要的位置。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"可是，站在一名技術管理者的個人角度看，即便文化再優秀，也和實踐存在着不小的差距。所以接下來，我想結合自己在聲網內部的一些管理實踐經驗，重點探討技術管理者可能遇到的難點及相應對策。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"四大難點，錨定了技術管理者的價值所在"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我們先總結一下，技術管理者一般會遇到哪些困難。在我看來，大概可以分成四個維度："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"numberedlist","attrs":{"start":1,"normalizeStart":1},"content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":1,"align":null,"origin":null},"content":[{"type":"text","text":"技術開發週期長"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","text":"交付不可預知"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":3,"align":null,"origin":null},"content":[{"type":"text","text":"效率評估難"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":4,"align":null,"origin":null},"content":[{"type":"text","text":"缺少長期視角"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/77\/ef\/770879a84fed8f5f552772fbce7902ef.png","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"技術開發週期太長，這個問題會在大型項目裏反覆出現。有追求的技術人員，可能希望用幾年時間來完成一個大項目，因爲週期相對較長，導致交付情況往往不可預知。加之一些可能出現的不可預測性問題，管理者很難對項目的可行性進行評估。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如何保證交付效率，同樣是個沉重的問題。許多崗位都有自己的交付評估標準，比如，銷售可以用營收衡量，市場可以用流量和點擊率來衡量，服務可以用服務度滿意來衡量，但技術工作則很難界定衡量標準。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最後，許多技術人員缺乏長期視角。一般情況下，大家能搞清楚一天、一週或一個月的計劃，但通常不做一季度、一年或更長遠的規劃或打算，這個問題在個人發展維度反應的比較明顯。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在當前的國內大背景下，這些難點導致很多公司和團隊在技術方面的投入越來越少，技術結果的交付變得越來越困難。可能在貿易、銷售、運營、市場、工廠管理等方面，都積累了很多經驗和成績，但在“"},{"type":"text","marks":[{"type":"strong"}],"text":"技術成果轉化"},{"type":"text","text":"”這個問題上，還做得遠遠不夠。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"比如，國內的專利數量越來越多，但將技術轉化成價值，並且在世界級市場中取得認可的公司並不多。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一些公司通常會先思考“技術能給業務帶來哪些收益”。如果想不清楚，就很難在技術方面有所投入和作爲。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因此，如何解決上述四類問題，成爲了值得每一個技術管理者認真思考的命題。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"規劃、拆解、篩選、衆議，解決管理難題"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"根據我的經驗來看，要解決以上管理難題，可以從規劃、篩選、拆解、衆議等四個方面入手。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/c3\/ba\/c3a3981bb4fa1d619e7c0df50e45d3ba.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"首先，我們要"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"}],"text":"做好規劃"},{"type":"text","text":"。技術管理者需要具備長期的視角，嘗試爲自己或團隊思考：一個季度內要做什麼、一年內要做什麼，以及未來三年內要做什麼。然後，嘗試去思考目標應該如何拆解、落地並交付。如果失敗了，應該如何調整。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"很多人會說，兩三年後的事兒，太難預測了，就像新冠疫情，多突然！所以長期的規劃是沒有辦法精細化的。事實上，計劃雖有變數存在，但不代表不能執行。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"越長遠的規劃，越難執行，所以才需要我們在後期進行調整。因此，我要求自己和團隊必須有這樣的思考：我們到底要在未來一年、兩年、三年、十年的週期內，落地哪些工作，實現哪些成績？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第二，"},{"type":"text","marks":[{"type":"strong"}],"text":"要做好目標拆解"},{"type":"text","text":"。在宏大目標面前，大家通常難以找出合理的階段性執行節點，也沒有辦法評估成本的消耗。所以，很多公司乾脆不做拆解，選擇“摸着石頭過河”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我們的方案是，團隊和其管理者要集思廣益，共同完成拆解工作，將大目標分解成若干個小目標，細緻到一個季度、一個月、一週內可交付的內容，使得每個交付變得可衡量，最終促成團隊實現“小步快跑”的發展節奏。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"縱觀整個行業，“小步快跑”的模式已經被應用於多個領域，它能夠保證未來結果始終處於可控範圍，將“不確定性”變成“確定性”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第三，"},{"type":"text","marks":[{"type":"strong"}],"text":"做好篩選"},{"type":"text","text":"。篩選的意義在於讓自己的目標方案變得更清晰，對業務成績有一個 60 分或 80 分的預估。很多人對自己的人生規劃都比較清晰，比如：今年一定要結婚、買房，因此會主動降低其他事項的優先級。其實工作也是同樣的道理，要找出優先級最高的工作，然後首先去攻克它。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"那麼如何找到最重要的工作呢？有一項判斷標準可以略作參考：“能否用一句話"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"}],"text":"將該工作描述"},{"type":"text","text":"清楚”？如果不能，就說明自己思考得還不夠，因此無法提煉出真正的關鍵點。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"另外，在執行期間，這樣的“一句話描述”應該是始終不變的。如果每當有人問你，你的表述方式都不太一樣，就說明自己的思考還在發生變化，對該工作的定義還未最終成型。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一旦這些工作做好了，我們通常就能交付一份好的規劃。但要保證規劃正確，還存在許多來自各方面的挑戰。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"比如，"},{"type":"text","marks":[{"type":"strong"}],"text":"因爲視角"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"},{"type":"strong"}],"text":"受"},{"type":"text","marks":[{"type":"strong"}],"text":"限，導致規劃不"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"},{"type":"strong"}],"text":"夠"},{"type":"text","marks":[{"type":"strong"}],"text":"全面"},{"type":"text","text":"。技術人員通常在自己擅長的領域內有絕對的權威，有時會忽視他人的視角，導致計劃存在問題。最理想的情況是，匯聚各領域各視角的專家，一起討論其中的規劃、拆解是否正確，以便形成全局的視角。這就回到了我們的研發管理文化：堅持基於谷歌合弄制的組代表文化。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"當然，集思廣益也有問題存在：參與的人太多，可能會導致結果和預期完全不同，甚至，一個討論的結論和最初的立意就完全不一樣，完全超出了技術人對交付內容的預期。但這也恰恰證明了討論的重要性。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最後一點，叫做“"},{"type":"text","marks":[{"type":"strong"},{"type":"strong"}],"text":"衆議"},{"type":"text","text":"”。與上面所談的問題不同，這裏更聚焦組織問題。比如，很多專家和技術大牛聚在一起，雖然目標一致，但奉行的方法論可能完全不同。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有時，大家對同一件事的解讀也存在諸多偏差。我常常在一些場合發現：不同層級和背景的人，在同一個目標下講着相同的方法，卻使用着不同的話語體系，導致雙方很難進行有效交流。這時，技術管理者其實等於半個“翻譯人員”，你要能夠聽懂兩方的“語言”並進行快速翻譯，提高雙方達成共識的效率。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"另外，即便大家的目的、方法和解讀都一致，但是認知卻可能出現偏差，在部門、專業、文化等不同維度都存在這種情況。如果你經常對比中美之間的巨型企業、互聯網企業或傳統企業，就會發現，無論是執行層還是非執行層，都會出現這種矛盾。這些都會阻礙“衆議”達成最佳結果，所以我們必須結合具體情境，想盡一切辦法來解決。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/7a\/8c\/7af4de37a017fe7a33bba2a17b09138c.png","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"從凝聚力到決策力，管理者必備的五大能力"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"上面談到了具體的解決方法，對於技術管理者而言，想要完全地解決問題，還要加強以下五個方面的能力培養。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第一個是凝聚力。這是技術管理者必須具備的能力，在遇到困難的時候，能夠召集大家一起討論解決問題。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第二個是技術能力。管理者必須緊跟技術的脈搏，一旦和技術產生了脫節，就難以跟技術人員進行良好的溝通。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第三個是產品能力。這需要技術管理者做好技術人員和用戶的橋樑，主動去走進用戶，瞭解熟悉他們的體驗，比如發現編碼器和前後處理的技術、一項 AI 技術會如何改善用戶體驗等等。對於技術而言，哪怕只是很細微的部分，只要有好的產品就值得被重視。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第四個是影響力。如果部分人或者所有人反對自己的觀點，要有能力讓他們按照你的想法去做，尤其是新時代的 90 後、00 後，通常很難完全支持你的決定，影響力就是讓他們不支持你，也會按照你的決定去操作。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/09\/4c\/09ea79076528a1f4e8cc7f95edc7aa4c.png","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"第五個是決策力。在召集大家進行討論後，如果沒有很好地達成共識，甚至出現管理者的決定和大部分人都不一致，這時需要進行冷靜的分析評判，作出衆議的最終決定。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對於影響力的部分也會存在一些混淆，比如影響力如何跟決策力和領導意識進行區分？通過影響力要做決策的時候，和普通的一人拍板有什麼區別？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在我看來，這些方面需要加強注意。首先要向技術人員交代足夠的背景，不能在大家信息不一致的時候作出決策。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其次要讓每一位成員充分發言，確保每個人都有發表自己觀點的機會，而不是先拋出一個觀點，讓大家按照自己的觀點討論，一定讓大家提出自己的想法，然後推動大家的討論。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"接着要進行充分授權，什麼算是授權？其實就是在大部分時間讓技術人員自己選擇做嘗試，就算知道是錯的也讓他嘗試，保證在試錯之後會進行正確的選擇。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"上述提及的這些方面都做到了，就可以對技術管理的標準做一些評估，在我看來，技術管理者要交付的內容可以體現在以下三個方面。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"首先是要有一個階段性的產品，可以進行評估的內容，比如一個 "},{"type":"link","attrs":{"href":"https:\/\/baike.baidu.com\/item\/demo\/86359?fr=aladdin","title":"xxx","type":null},"content":[{"type":"text","text":"Demo"}]},{"type":"text","text":"，一個 "},{"type":"link","attrs":{"href":"https:\/\/baike.baidu.com\/item\/%E8%BD%AF%E4%BB%B6%E5%BC%80%E5%8F%91%E5%B7%A5%E5%85%B7%E5%8C%85\/10418833?fromtitle=SDK&fromid=7815680&fr=aladdin","title":"xxx","type":null},"content":[{"type":"text","text":"SDK"}]},{"type":"text","text":"，一個文檔等等。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其次是一個可執行的路線圖，比如這周做什麼，下週做什麼，這個季度做什麼，下一個季度做什麼，下半年做什麼，都要有清晰的可執行路線。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"然後是打造一個可交付的團隊，確保團隊能夠實現自運轉，就算是技術管理人員離開之後，技術團隊也能在一定程度上實現正常運轉。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/00\/82\/00878ed0a11a586f8f8a6f6366826c82.jpg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最後來總結一下，我認爲技術管理是一種修爲，是在不斷提高技術管理能力的同時，去更好地認識自己，找到自己的最佳狀態。這個過程除了幫助技術管理人員本身，也可以解決生活當中的問題，甚至還可能會解決技術人員的 35 歲危機。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以上就是我的分享，歡迎大家可以和我交流討論，謝謝大家！"}]}]}