March 2017
Beginner to intermediate
148 pages
1h 52m
Chinese
Content preview from 设计领导力
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70
｜
第
4
章
规模超过
40
个人的企业。’我们的心里根本没谱。然后，突然之间我们变成了
80
个人。即使在那时，我还在告诉人们，‘你看，我从没这样做过——我们在竭尽所
能做到最好。’而我们风头正盛。所以是的，一切都是顺水推舟。但我真的将之归
功于我们发现的人们，那些人才。嗯，我觉得更多是他们的成绩，而不是我们的。”
“哦，有那么多要学的，”当问及在成为设计领导者的过程中，还有什么要学习时，
莎拉
•
特斯拉灿烂地微笑并说道，“我认为领导工作是需要不断改进的。我认为有
越多人需要你负责，你就越有动力，让人们投入进来。愿景是什么？比如，他们哪
儿落后了？还有，是的，搞清楚如何领导——这本身就是每天都要面临的挑战。我
是否发挥了领导角色，还是在这件事上太听之任之了？总要找到那种微妙的平衡。”
对于领导者而言，知道什么时候介入，什么时候不干涉，可能是困难的。两者之间
的平衡是我们都在努力寻找的完美奇妙区域。特斯拉认为，她的成长也与所做的选
择，即关于将谁纳入团队有着密切的联系。她坚信，在工作室内的人们有正确的平衡，
在很大程度上说明了领导力的成熟以及作为领导者的成长。“人与人之间存在微妙
的平衡。团队的组成非常细致。而且为了听起来不奇怪，我只想保护团队的身份。”
认为公司和团队反映了个人成长，是我们在好几位领导者身上发现的特点。他们将
周围的世界视作自省的明镜。
这些人成为领导并非偶然。他们都有着领导的愿望。成为领导的路径可能并不总是
直接或预期的，但他们都明白，现在拥有了该角色。我们想知道，如果有机会，他
们会如何给自己提建议。 ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.