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Jeffrey Hardy
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Kimberly Rhodes
Kimberly Rhodes:37signals 虽然没有传统意义上的管理者,但在编程方面,我们通过指导来支持团队成员的成长和发展。这种模式鼓励员工自主管理,并确保团队在技术和价值观上保持一致。
Jeffrey Hardy:我在 37signals 工作了 17 年,见证了公司管理模式的演变。我们最初没有管理者,因为我们相信每个人都应该能够管理好自己。随着公司发展,我们尝试过设立管理者,但最终发现,通过资深员工的指导,我们可以更好地保持团队的效率和创新力。作为一名资深程序员,我认为指导的重点在于教学,传授价值观,并帮助团队成员做出符合公司利益的决策。我希望通过我的指导,能够让我的学员最终不再需要我,能够独立地解决问题并取得成功。在代码审查中,我总是尝试解释为什么应该修改代码,而不是直接给出答案,因为我相信,理解背后的原因比简单地遵循指示更为重要。我鼓励他们独立思考,并勇于承担责任,因为我相信,只有这样才能真正成长。
Deep Dive
37signals' unique approach to team management has evolved over 17 years, starting with no full-time managers and growing into a model that leverages mentorship. They experimented with incorporating traditional management structures but ultimately reverted to a mentorship-based system.
- Initially, 37signals operated without full-time managers.
- Growth led to informal team leads.
- Experimentation with traditional management structures proved unsuccessful.
- The company returned to a manager-less structure.
Shownotes Transcript