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Seth Godin
Seth Godin: 我调查了来自90个国家的10万人，询问他们理想工作的要素。结果显示，老板们看重的因素（高薪、权力、职位稳定）在员工眼中并不重要。员工更看重成就感、尊重和与优秀同事共事。这意味着，我们不应该操纵员工，让他们感觉有意义，而应该创造条件，让他们真正参与有意义的工作。谷歌的成功并非源于严格的规章制度，而是来自工程师们的自主创新和对工作的投入。
我们应该如何创造有意义的工作呢？首先，每个人都有选择工作的权利，你现在的这份工作，某种程度上来说，你是自愿的。我们从小就被教育要努力学习，取得好成绩，找到正确答案，进入名校，然后找到一份好工作。这种教育模式让我们习惯于服从指令，成为系统中的一个齿轮。
110年前，泰勒和福特发明了人力资源管理，将员工视为可被监控和控制的资源。科技发展加剧了这种趋势，但这种模式是不可持续的。人工智能和自动化技术的发展意味着，如果我们只做一些普通的工作，机器可以免费做到。因此，我们必须寻求更有价值的竞争优势。
我们需要改变与员工的沟通方式。传统的沟通模式是：我是经理，你是员工，你完成任务，我会给你奖励。新的沟通模式应该是：我们试图做什么？我们寻求什么改变？目标用户是谁？我们试图为他们带来什么改变？这是一种新的资本主义形式，我们找到市场并为其服务。但一旦公司规模足够大，它就会从如何惊喜、愉悦、连接服务对象转变为如何通过调整来赚取更多利润。
创造有意义的工作，并不意味着你必须从事高尚的事业，即使是简单的日常工作，也能通过人际连接和用心服务创造意义。例如，一个用心服务的咖啡师，即使咖啡本身没有区别，也能吸引更多顾客。
在工作中，我们应该主动承担责任，发挥自主性。即使是看似微小的举动，也能提升工作场所的氛围和意义。例如，学校每天摆放鲜花，就能提升学校的整体氛围。这不需要委员会的批准，只需要一个人主动去做。
我们应该避免盲目追求效率和快速成功（hustle），真正的成功在于专注于长期价值和目标受众。谷歌的成功并非源于hustle，而是源于对长期价值的追求和对用户体验的重视。
工作中的压力和紧张感是不同的。压力是需要同时在两个地方，无法逃脱的痛苦；而紧张感是改变发生的唯一途径。健康的紧张感能促进创新和进步，而压力则会导致倦怠。
成功的定义并非财富或名利，而是拥有被信任、能够学习和分享知识、拥有足够资源并能改善周围环境的能力。工作的意义在于过程而非结果，专注于创造有价值的工作比追求短期利益更重要。
在招聘和评估员工时，应避免使用无效的指标（false proxies），而应关注实际能力和工作成果。
优秀的管理者应鼓励员工提升自身竞争力，而非担心员工离职。领导者应鼓励员工参与有意义的变革，而非仅仅关注效率和指标。改变自我认知和叙事方式能积极影响生活和事业。员工主动承担责任和发挥自主性不仅对企业有利，也更有利于员工自身获得更好的工作体验和成就感。
Jenny: 你提到了很多重要的观点，例如工作中的自主性、参与感、以及如何避免无效的指标。你认为管理者今天可以采取什么最有效的行动来增强团队成员的意义感？
supporting_evidences
Seth Godin: 'So the problem when we start talking about purpose and about meaning is people think unless you are running a significant nonprofit that is curing river blindness, you have no real purpose.'
Seth Godin: 'So when we think about work, where we need to get paid because we're professional and we have to, you know, with bills and stuff, Are you going to get fired if you start a book club? Are you going to get fired if you organize a thread to talk about things that will make things better for others? Are you going to get fired if you say, I see something and I'm going to make it better and I'm going to take responsibility for doing it? And if it doesn't work, I'll take the blame? No, no, and no.'
Seth Godin: 'So the problem when we start talking about purpose and about meaning is people think unless you are running a significant nonprofit that is curing river blindness, you have no real purpose.'
Seth Godin: 'The journey is the only point. That's all there is. The outcome is just some total of side effects of a journey.'
Seth Godin: 'So when we hire, instead of reinforcing caste and status roles and misogyny and all the other ills of our society by picking people who look like us, who were born with privilege or whatever thing we are defaulting to, why don't we figure out what is a good proxy? What is a worthwhile measure?'
Seth Godin: 'But leaders are different. Most managers aren't leaders. Many leaders aren't managers. Leadership is a choice. You aren't awarded it because you have a spot on the org chart.'
Deep Dive
This chapter explores the results of a survey on ideal jobs, revealing that employee satisfaction stems from accomplishment, respect, and valued teamwork, not solely from high pay or authority. The significance of contributing meaningful work is highlighted, emphasizing Google's success as a result of significant work done by its employees.
- Survey of 10,000 people across 90 countries reveals what constitutes a dream job.
- Factors like accomplishment, respect, and teamwork are prioritized over high pay or authority.
- Significant work fosters both employee satisfaction and organizational success.
Shownotes Transcript