Tag Archives: 微软

微软CEO史蒂夫.鲍尔默离职信:伤感而困难的决定(2013年)

入职时间:1980年
离职时间:2013年9月26日
离职时职务:微软公司CEO兼总裁

steveb

  我现在写的这份邮件想告诉大家,我将在未来 12 个月里从微软 CEO 的位置退休,在此期间,微软将寻找新的 CEO。永远没有完美的时间点来进行这种过渡,但现在是正确的时刻。我最初以为我的退休会发生在微软向设备和服务公司转型的中途,而转型后的微软将为消费者带来价值最大化。但我们现在需要一个新的 CEO 长期专注于这一方向。你们能在微软新闻中心读到关于我退休的新闻稿。

  这是微软转型的重要时期,我们新的高级领导团队让人惊叹,同时我们制定的公司战略也是一流的。我们新的组织结构重点关注功能和工程领域,这正适合面对未来的机遇和挑战。

  微软是一家神奇的公司,我热爱它。我热爱我们帮助发明并普及运算和 PC 的方式。我热爱我们伟大而勇敢的赌注。我热爱我们的员工和他们的才华,以及我们愿意接受并拥抱他们的各种特点,甚至包括他们的怪癖。我热爱我们拥抱并携手其他公司共同改变世界、最终取得成功的方式。我热爱我们客户呈现的广度和多样性,从消费者到企业用户,横跨各个行业、各个国家以及各种背景各种年龄的人群。

  我为我们取得的成就感到自豪。自我加入微软以来,公司从年收入 750 万美元壮大到接近 780 亿美元,同时员工人数从 30 人多一点,增长到近 10 万。我为能参与到这样的成功中而感到十分高兴,并且一直 100% 地全身心投入。我们拥有超过 10 亿用户,同时为股东们获取了大量的利润。我们比历史上几乎任何一家公司都更多地为股东带来实际的财富。

  我为我们驱动世界的使命而兴奋不已,并相信未来终将成功。我珍视我在微软的身份,而且期待继续作为微软最大的所有者之一。

  对于我而言,这(退休)是伤感而困难的决定。踏出这一步, 是基于我所热爱的这家公司利益最大化来考虑;在我的家人以及最亲密的朋友之外,微软是我最关心的。

  微软最美好的日子在前方。要知道你们是在业界最棒的团队里,而且拥有正确的科技资产。我们不能,也不会错失这样的转变。我专注于此并努力向前迈进,同时我知道我可以依赖你们所有人去采取同样的行动。一起做我们感到自豪的事情吧。

史蒂夫
2013.8.23

原文:

I am writing to let you know that I will retire as CEO of Microsoft within the next 12 months, after a successor is chosen. There is never a perfect time for this type of transition, but now is the right time. My original thoughts on timing would have had my retirement happen in the middle of our transformation to a devices and services company focused on empowering customers in the activities they value most. We need a CEO who will be here longer term for this new direction. You can read the press release on Microsoft News Center.

This is a time of important transformation for Microsoft. Our new Senior Leadership team is amazing. The strategy we have generated is first class. Our new organization, which is centered on functions and engineering areas, is right for the opportunities and challenges ahead.

Microsoft is an amazing place. I love this company. I love the way we helped invent and popularize computing and the PC. I love the bigness and boldness of our bets. I love our people and their talent and our willingness to accept and embrace their range of capabilities, including their quirks. I love the way we embrace and work with other companies to change the world and succeed together. I love the breadth and diversity of our customers, from consumer to enterprise, across industries, countries, and people of all backgrounds and age groups.

I am proud of what we have achieved. We have grown from $7.5 million to nearly $78 billion since I joined Microsoft, and we have grown from employing just over 30 people to almost 100,000. I feel good about playing a role in that success and having committed 100 percent emotionally all the way. We have more than 1 billion users and earn a great profit for our shareholders. We have delivered more profit and cash return to shareholders than virtually any other company in history.

I am excited by our mission of empowering the world and believe in our future success. I cherish my Microsoft ownership, and look forward to continuing as one of Microsoft’s largest owners.

This is an emotional and difficult thing for me to do. I take this step in the best interests of the company I love; it is the thing outside of my family and closest friends that matters to me most.

Microsoft has all its best days ahead. Know you are part of the best team in the industry and have the right technology assets. We cannot and will not miss a beat in these transitions. I am focused and driving hard and know I can count on all of you to do the same. Let’s do ourselves proud.

Steve
2013.8.23

Windows 8之父Steven Sinofsky离职邮件:做出这个决定完全是我个人的选择(2012)

公司:微软
入职时间:1989年7月

离职时间:2012年11月
离职时职务:Windows部门总裁

Steven Sinofsky

  随着 Windows 8/RT 和 Surface 的全面发布,我想是时候放下在微软的职责了。我一直都提倡利用产品开发周期之间的空隙反思过去、展望未来,而这同样也适用于我自己。

  在微软的 23 年经历了众多产品的开发后,我决定离开公司,并利用这些经验去寻求新的机会。我在产品开发方面的激情从来没有减弱过,我将沿着类似的路线继续发挥我的精力和创造力。

  通过与公司内部和整个行业的合作,Windows 团队刚刚完成了一系列开启 Windows 新时代的产品和服务。能成为 Windows 换代变革开发过程中的一员,确实是一次令人难忘的体验。无论是从设计还是从实用性来看,基于 Windows 的 Surface 在新的 PC 时代都是佼佼者。而通过 Store、IE、Outlook.com、SkyDrive 以及其它产品,将这种体验与云计算服务连接在了一起。

  想到这些产品即将被近 10 亿的用户所使用,确实鼓舞人心。我们每个人和整个团队都可以将这个项目作为自己取得的一项巨大成就。但是我们的工作还没有完成,就像科技界一样,用户仍然还有许多需求有待开发。

  在微软的这些年,我所收获的东西数不甚数。有幸能在这样一家优秀的公司与这么多专业并且宽宏大量的人共事,让我觉得非常骄傲,我的感情已经超越了感谢。

  我一直向自己承诺,当我做出改变的时机成熟时,我会尽量简洁一些,但不会像我某篇声名狼藉的博客短文一样,并且我努力让人们记住的不是我本人,而是我有幸参与并令我感到自豪的产品和团队身上。这篇简短的声明就是一项简单的特征。

  有些人可能已经注意到我做出这个决定的时机所引发的一些传言,我向你们保证,所有的那些都不是真的,因为做出这个决定完全是我个人的选择,不是你们所看到的那样,比如说那些关于我、关于机会以及关于公司或者领导职位权利争夺等的传言。

  就像我一直所坚信的那样,要尽可能快的给新领导者让出位置,因此这个声明将立即生效,而我也会尽力配合这个交接过程。

  对于团队和微软的未来,我感到无比的兴奋。

  深深的感谢,

史蒂文·辛诺夫斯基

原始邮件:

From: Steven Sinofsky
Sent: Monday, November 12, 2012 5:42 PM
To: Microsoft – All Employees (QBDG) 
Subject: RE: Windows Leadership Changes

With the general availability of Windows 8/RT and Surface, I have decided it is time for me to take a step back from my responsibilities at Microsoft. I’ve always advocated using the break between product cycles as an opportunity to reflect and to look ahead, and that applies to me too.

After more than 23 years working on a wide range of Microsoft products, I have decided to leave the company to seek new opportunities that build on these experiences. My passion for building products is as strong as ever and I look forward focusing my energy and creativity along similar lines.

The Windows team, in partnerships across all of Microsoft and our industry, just completed products and services introducing a new era of Windows computing. It is an incredible experience to be part of a generational change in a unique product like Windows, one accomplished with an undeniable elegance. Building on Windows, Surface excels in design and utility for a new era of PCs. With the Store, Internet Explorer, Outlook.com, SkyDrive and more, each of which lead the way, this experience is connected to amazing cloud services.

It is inspiring to think of these efforts making their way into the hands of Microsoft’s next billion customers. We can reflect on this project as a remarkable achievement for each of us and for the team. Our work is not done, such is the world of technology, and so much more is in store for customers.

It is impossible to count the blessings I have received over my years at Microsoft. I am humbled by the professionalism and generosity of everyone I have had the good fortune to work with at this awesome company. I am beyond grateful.

I have always promised myself when the right time came for me to change course, I would be brief, unlike one of my infamous short blog posts, and strive to be less memorable than the products and teams with which I have been proudly and humbly associated. The brevity of this announcement is simply a feature.

Some might notice a bit of chatter speculating about this decision or timing. I can assure you that none could be true as this was a personal and private choice that in no way reflects any speculation or theories one might read–about me, opportunity, the company or its leadership.

As I’ve always believed in making space for new leaders as quickly as possible, this announcement is effective immediately and I will assist however needed with the transition.

I am super excited for what the future holds for the team and Microsoft.

With my deepest appreciation,

Steven Sinofsky

微软大中华区CEO梁念坚离职信:因为我要为家庭着想(2012年)

入职时间:2008年11月13日
离职时间:2012年4月13日
离职时职务:微软全球资深副总裁、大中华区董事长兼CEO

llj

致大中华区团队:

  首先,我想对你们说的是,能够在近4年的时间里担任你们的领导令我感到骄傲。

  这是一段美妙的经历。我对团队所取得的成绩感到骄傲。结果令人感到满意。正如JPC(微软国际业务总裁Jean-Philippe Courtois)在邮件中提到的,由于个人和家庭原因,我将返回香港,而在人生的大部分时间中,我都将香港看作自己的家。

  这是一个艰难的决定,但这也是我必须做出的决定,因为我要为家庭着想。

  尽管我在未来的日子里会怀念在微软大中华区团队工作的时光,我对这个决定并不感到遗憾。

  我想感谢JPC在声明中令人感到温暖的言辞以及他对大中华区和我本人持续的支持。我还想表达我对大中华区SLT的感谢之情,感谢他的支持和情谊。

  我将一直珍视这段经历。我特别想感谢三位市场领导人Michel(原微软大中华区首席运营官范明轩)、Peter和 Davis,他们都是杰出的领导人。

  我对你们对大中华区所作的贡献感到自豪。 我还想为过去一年的合作感谢我的业务经理Catherina。你给了我很大帮助。

  至于新的领导人Ralph(微软新任大中华区总裁Ralph Haupter)和Gordon(微软新任大中华区首席运营官Gordon Frazer),我相信你们可以带领微软中国达到新的高度。现在正是时候将领导权交给你们。 我非常了解Ralph和Gordon。我知道你们会享受和他们一起工作的时光。

  Ralph和Gordon,祝贺你们到新的岗位。团队正渴望你们的到来。 迈克尔,再一次感谢过去三年和你的合作。祝贺你到新的岗位,我确信你可以在英国再次取得成功。

微软元老级员工Philip Su离职信:请不要在我的信里找连贯性(2010)

公  司:微软
入职时间:1998年

离职时间:2010年9月3日
离职时职务:Principal Group Manager

su

  过去的12 年里,我一直很喜欢在微软工作,但是今天是我在微软的最后一天。

  我一直是一个比较随意的人,所以我希望今天的信也一样是有个性的、有争议的、乐观的、凭感觉的,而可能没有让人读后很满意的答案。

  请不要在我的信里找连贯性,因为你是不会找到的。如果有内容冒犯了你,那你可能不太了解我,因为我经常会在无意中冒犯到别人,几乎已经成为了定律。

  谢谢所有的一切。

  上大学时,我从来没有想过在微软工作。但我1997 年的时候在微软实习后,就对它一见钟情:免费的饮料、自己的办公室、奔腾66… 一个程序员还能要求什么?几年后,我实习时的老板突然离职了。他电脑的硬盘当时发生了故障,丢失了几个月的工作。他说这是一个来自上天的征兆。我不知道他现在人在哪里,在做些什么事情。

  人们在拿到一个不好的业绩审查后总是会抱怨老板和上级不公平而且不客观。但是你不觉得,每个人对自己的评估其实是最不客观的吗?我有时会平和地告诉别人这一点,但是没有人信。

  吃点碳水化合物。吃饭时先吃甜点。

  在处理人际关系时,我们应该运用奥卡姆剃刀原理(小编注:奥卡姆剃刀定律又称“奥康的剃刀”,是由14世纪逻辑学家、圣方济各会修士奥卡姆的威廉提出。这个原理称为“如无必要,勿增实体”,即“简单有效原理”。),也就是对于别人的行为,找到最简单,最信任别人的解释。对那些爱搞办公室政治,勾心斗角的人敬而远之

  大学里的教授评估往往会参考学生在那门课得到的成绩,因为学生的成绩与他对教授的评价有很明显的关系。我一般不会认真听一个业绩不好的人对他老板的吐槽,但是如果一个业绩好的人批评他的老板,我会洗耳恭听

  不行动的话,闲聊会耗尽你的生命(Litebulb是微软内部的一个广泛话题讨论组)。

  字有表意,也有隐含的意思。

  如果你不断做公司最需要的事情,你是一定会被重用的。有人说,不是的,人际关系和在人前表现自己更重要。我不明白,如果你持续做对公司意义很重大的事情,怎么可能不被别人注意到。我很讨厌程序员问我怎么才能在人前表现自己。他们也很讨厌我的答案“把事情做得更漂亮”,觉得我是在讽刺他们。

  做一个真诚的人。给别人建议时不要考虑自己的利益。我从没有说服过任何人加入我的团队,或者说服他们不要走,仅仅因为我需要他们。

  听人说话时尽量理解,讲话时尽量容易让别人理解。

  好的创意很多。伟大的创意常常会遭受嘲笑,除非你去实现它。不要光说,用行动来证明你的点子。在大学的一门创业课里,我讲了一个网上租看和邮寄电影光碟的点子,我当时把它起名叫“NetVideo”,所有人都觉得很荒唐。以前我讲这个故事是为了炫耀我当时多么有远见(指后来用相同点子起家的上市公司Netflix),但是现在我讲这个故事是想告诉你,行动和执行是最重要的。

你  在微软最终的职位级别是什么?请不要说 CEO 或科技院士,因为我几乎可以保证你达不到。对自己能力更现实的认识会帮助你更准确找到目标,而且也会让你更加快乐。一位副总裁曾经告诉我, 他已经做到了他在微软能做的最高职位。这不是假谦虚,也不是抱怨。他对自己很自信,而且很有事业心。他只不过是对自己有很清楚的认识,而且懂得满足。不要放弃,也不要出卖自己。但是你要正确认识你自己。

  如果你只采用你赞同的反馈,那很有可能这些反馈从一开始就不是你需要的。真正有价值的反馈是那些你在一开始并不赞同的反馈。要不然,你怎么去发现你的盲点?

  有流程规划的人通常比没有流程规划的人能够做得更好。——布奇(美国Rational软件工程公司的首席科学家和Booch方法的主创人)

  不要害怕流程。害怕人们不能够很好的执行流程,害怕不合适的人去执行流程。

  我管理过150 人的开发团队。我估计60% 的人觉得自己应该是排名在前20%。我从来没有遇见过认为自己是排在最后10% 的人

  Mini 会怎么做?(一个经理曾经很严肃的问我,我是不是Mini-Microsoft。 等我离开微软后,你们就会知道了。)(小编注:Mini-Microsoft 是一个写微软内情的匿名博客,在微软内部有很大影响力)

  在微软这么大的公司中,你一定能够找出职位比你高,但你认为能力却不如你的人。但是你不应该钻这个牛角尖,因为这只会让你气馁。你应该做的是找到和你级别差不多的,但是你很佩服的人。你能从他们身上学到什么?你有什么他们不具备的优点?

  一个人的激情是无法替代的。一个总是需要经理告诉他去做什么的人是无法进步的

  有一次在必胜客,我看到所有签信用卡的笔上都插上了小花,放在一起的时候看起来像一束鲜花。我问服务员,这是必胜客的新政策吗?她说不是,是她自己弄的。你是不是也很想聘用这样的员工?

  愤世嫉俗者并不能够做成事业。停止和一开始就怀疑你的人讨论问题,因为他们会拖垮你

  我有一位同事,他在我1998 年加入微软的时候已经在微软干了15 年,应该有足够的钱来买一栋楼。但是他每天还是开一辆破旧的Datsun 汽车来上班,来编程。说这不是他深爱的事业,会有谁信呢?

  去读谢家华的《三双鞋-美捷步总裁谢家华自述》吧,它会改变你的一生。

  给我一位优秀的工程师,我会很乐意拿五个“还不错的”工程师跟你换。

  练习如何有说服力的表达你不同意的观点,如果你不这样做,你就会在心里暗骂与你“道不同”的人是蠢货一个。聪明人会明白为什么其他聪明的人有时会不同意

  发生问题的时候,人们总是让管理人担当责任。你什么时候见过底下的工程师说过:“这是我的错,应该写在我的业绩审查里面。我会把它修好,或者辞职。”

  你最想加入的团队就是最难进的团队。

  如果你很容易就能够得到许多很好的评价,也许这说明你进入了错误的团队。

  你还在坚持练习你的技术么?运动员天天训练,音乐家也会演练更难的曲章。你呢?

  有些新员工会问我获得职业成功的秘诀。当我告诉他们答案是“努力工作”时,他们通常会很失望。这听起来像陈腐的说教,还像是自夸。如果我的答案是“我之所以能够爬到中层管理岗位是因为我很善于给上级拍马屁”,他们也许会更满意。我来微软的第一年就带了个睡袋到办公室,而且经常加班,周末的时候,我也是在写代码,学习新技术。我会看团队管理和如何与人沟通的书籍。才智相当的人在职业生涯上会有不同的发展,主要是因为他们的付出有多有少。如果有人另有说法,那他可能是想向你“兜售”点什么。

  跟随杰出的人,为杰出的人工作。

  ”最重要的是:做人要诚信。你必须信任和你一起工作的人。罗斯福有一次开除了他的牧场主,因为那位牧场主偷了邻居的牛,然后把它们放到了罗斯福的牛群中。当他的朋友询问他为什么时,罗斯福回答 “为我偷东西的人,也会从我这里偷东西。”

  一位PM 曾经评价过一位在会议上很具进攻性的副总裁,“我宁可让他从我这边往别人那里喷,而不是从别人那里往我这里喷。”听到的所有人都笑了。我更希望谁也别喷谁。

  永远不要发出组织的架构图。-(Steven Sinofsky史蒂文·辛诺夫斯基,微软Windows事业部主管)

  你可以通过三种方法控制你的结果:1. 控制人,你可以选择雇佣谁,解雇谁,把什么人放到什么位置上;2. 行为控制,你可以告诉他们该做什么;3. 结果控制,你告诉他们需要什么样的结果而度量标准是什么。你要知道什么时候适合用什么方法。

  当你被介绍认识同事的孩子或者配偶时,这种感觉是不是很好?在一瞬间,工作和生活之间的隔阂消失了,你会联想到篮球,音乐会,庆祝晚宴等。当我对同事不满意的时候,我就会用这些提醒自己。

  我喜欢看到有才能的人们做他们最擅长的事情,因为这能够很好的激励我。我在上海的一个胡同里面看到一个大厨把一个篮球大小的面团用手拉成了8 个人吃的面条,而且整个过程都在一分钟内完成。我们每人都具有惊人的潜能。

  当我编写的Dr. Who 网站(微软内部查询人的工具)受到了法律事务部的一些抗议时,有人把一个两英尺高的“Dalek”塑像放在我的办公室里,表示支持。我现在还不知道这是谁做的,但是如果你在读这封信,谢谢。

  花时间和其他人在一起,无论他们对你是不是“有用”。

  回复所有人的邮件,无论他是副总裁还是一名大学实习生。这条建议你可能认为并不是特别“有效”,但它却是条好的建议。

  我们以前经常会有免费的啤酒和吃的,基本每一个产品的大小里程碑都会有一次庆祝。我们为什么现在没有了?(我知道财政上的原因,但我想知道更深层次的原因。省那点钱值得吗?现在的微软比从前更好了吗?)

  有一天, 一个标贴出现在微软雷德蒙西区的冰箱上,它是这样写的:“你知道微软每年在饮料上要花费掉几百万美金吗?饮料是公司的,请不要带回家”。这使我非常郁闷的原因很多,简单说几个:

  1.有人有足够的时间去把这些标牌做得很专业并且贴到了冰箱上。

  2.有人在领每周40小时的工作薪水,竟然有做这个事情的工作岗位。

  3.有人认为带走几瓶饮料会是一个很大的问题,是值得微软去注意的事情。

  一个人能带走几瓶饮料?同样一个人每小时的薪水和福利是多少?我们最大的盈利是来自于我们的潜能最大化,而不是我们的成本最小化。我相信,财务人员看到这段话会揍我,这只会让我更沮丧。相信我们赚钱的能力,把注意力放在赚钱上面,而不是省钱。

  带领和管理的艺术是让人们想去做你认为必须要做的事情。这句话是我从别人那里批发过来的,不幸的是,我不知道这是谁说的(小编注:据说这句话是美国第34任总统艾森豪威尔说的)。

  你在微软最开心的是什么时候?是什么让你这么开心?你怎样可以做得更好?

  如果中了彩票大奖,你会做什么?当中有什么是你现在就能动手做的呢?

  所有发生的一切都是从个人开始的。

原文:

Microsoft has been an awesome place to work over the past twelve years.  Today is my last day。

I’ve always been somewhat random, so I’d like to end this whole adventure true to form:  quirky, controversial, optimistic, seat-of-the-pants, with rarely a satisfying explanation。

Don’t look for coherence below – you won’t find it.  And if parts of this offend you, it’s probably because you don’t know me well enough – I offend people inadvertently all the time, almost as a rule。

Thanks for everything。

In college, I never thought I’d work for Microsoft.  Then I interned in 1997 and fell in love:  free sodas, individual offices (with doors!), Pentium 66’s – what more could a coder ask?  Years later, my manager from the internship quit suddenly when his hard drive crashed, erasing weeks of code that hadn’t been checked in.  He said it was a sign from God.  I have no idea what he’s doing these days。

People often complain after getting a “bad” review that their manager has a distorted and inaccurate view of them.  Don’t you think that, of all the people in the world, the person reviewed would have the most biased view of their own performance?  I sometimes gently suggest this.  People don’t believe me。

Choose carbs.  Eat dessert first。

Use Occam’s Razor in interpersonal relations:  look for the simplest, most straightforward explanation that assumes the best of everybody.  Stay away from people who always have a conspiracy theory involving twisted office politics, unfulfilled Machiavellian ambitions, and unspoken agendas。

Anonymous college course evaluations often ask for the student’s grade in the class. Turns out that there’s a strong correlation between a student’s grade and their assessment of the professor’s abilities.  I don’t listen too carefully when a poor performer tells me how awful their previous manager was.  My ears perk up when a star performer constructively criticizes their management。

Bias towards action.  “Litebulb” will drain your soul。

Words matter.  Connotations matter。

If you consistently deliver what the business needs most, and you do it well, it’s impossible not to get promoted. People tell me this isn’t true, that it’s all about the people you know and about “visibility。”  I have no idea how to consistently deliver impactful business results without becoming visible as a side effect.  I hate it when developers ask me how to become “more visible。”  They hate it when I tell them to “do great work。”  They think I’m mocking them。

Be genuine.  Never give advice for your own advantage.  I’ve never once counseled a person to join my team or to stay on my team because I needed them。

Listen to understand.  Speak to be understood。

Good ideas are a dime a dozen.  Great ideas are usually laughed at.  Neither sees the light of day without you taking action.  Do the work to prove your idea, or stop talking about it.  In an entrepreneurship class in college, I pitched the idea of an online grocery delivery service and got laughed off stage.  Hurt, but convinced of my great genius, I returned the following week to pitch the idea of online movie rentals using the postal service.  I called it NetVideo.  Everyone thought it was absurd.  I used to tell this story to bolster what I thought was my streak of unrecognized, prognosticating technical genius.  These days, I tell the story to remind myself that in the end, only action and execution matter。

What’s your final level at Microsoft?  Please don’t say CEO or Technical Fellow – I can almost guarantee you it’s not.  A realistic appraisal helps you aim for the right things, and is also essential to happiness.  A VP once told me that he had already attained the highest position he’d ever reach at Microsoft. It wasn’t false humility.  It wasn’t sour grapes. He was confident in his abilities and ambitious about doing great work.  He was just more grounded and self-aware than many, and thus more content.  Don’t give up or sell out.  Just know yourself。

If you only ever implement feedback that you agree with, you probably don’t need the feedback in the first place.  For feedback to be useful, you must at least occasionally consider implementing feedback that you don’t initially agree with.  How else will you discover your blind spots?

Good people with good process will outperform good people with no process every time.–Grady Booch

Don’t fear process.  Fear bad people dictating process.  Fear process trying to make up for bad people。

I’ve managed almost 150 people across dev/test/PM. I estimate about 60% of employees think that they belong in the top 20% when ranked against their peers. I have never once had a person say that they belong in the bottom 10%。

What would Mini do?  (Incidentally, one of my managers once asked me, in all seriousness, whether I was Mini-Microsoft.  I guess you’ll find out after I leave。)

In a company as large as Microsoft, I guarantee you’ll find someone higher level than you who you think is worse than you.  Don’t get stuck in this mental trap – it won’t motivate you to be your best.  Look instead towards the person you admire most at your level.  What can you learn from them?  What unique strengths might you have which they don’t have?

A person is either passionate or they’re not.  People who expect their manager to make their jobs fun and interesting won’t get far。

Once, at a Pizza Hut counter, I noticed that all the pens meant for signing credit card receipts had little flowers attached to their tops.  Stuck together in a cup, the bunch of pens looked like a bouquet.  I asked the cashier whether this was a new Pizza Hut policy.  She said no – she had done it on her own.  What would you pay to have her in your company?

Cynics don’t get anything done.  Stop talking to people whose first response is always skeptical.  They will crush you。

I had a coworker in Money who, by the time I joined in 1998, had already been at Microsoft for 15 years and could probably buy the county I grew up in.  He drove a beat-up Datsun and coded every day in his office as an individual contributor.  There is no doubt in my mind that he knows what he loves。

Tony Hsieh’s Delivering Happiness.  It may change your life。

Offer me one great Microsoft engineer for five “solid” ones:  I gladly take the exchange。

Practice articulating positions you disagree with faithfully and persuasively.  Unless you can do this, you’re implicitly assuming that people who disagree with you are idiots.  Smart people understand why smart people disagree。

People keep asking for executive accountability when something goes wrong.  When’s the last time you saw a line engineer take accountability – real, public accountability, the type that says, “I screwed up. This needs to go on my review.  I will make this right, or I will find another position”?

The team you want to join is the one that’s hard to get into。

If it seems easy getting a bunch of great reviews, you’re probably working on the wrong team。

Do you practice specific skills with repetition and intent?  Athletes do drills.  Musicians hone difficult passages.  What do you do?

Mentees sometimes ask for the secret to my moderate career success.  They’re disappointed when I tell them that it’s partially due to hard work.  It sounds trite and preachy, like a public service announcement, like I’m commending myself for breaking a light sweat.  As if they’d be more satisfied with an answer like, “I clawed my way up to middle management through shameless brownnosing。”  My first year at Microsoft, I had a sleeping bag in my office and worked all the time.  On weekends, I still write code to learn new technologies.  I regularly read books about leadership, communication, management, and technology.  Equally smart people fare differently in their careers partly based on the amount they’re willing to put in.  Anyone who tells you otherwise is selling something。

Follow great people.  Work for great people。

Above all else:  Integrity.  You must be able to trust who you work with and for.  Theodore Roosevelt once fired a rancher who stole some neighboring cattle and added them to Roosevelt’s herd.  When asked about this by incredulous friends, Roosevelt simply replied, “A man who steals for me will also steal from me。

A PM once remarked of a former Microsoft VP known for being ultra-aggressive in meetings: “I’d rather have him pissing from my tent than into my tent。”  Everyone within earshot chuckled at this witty political insight.  I’d actually rather not have anybody pissing on any tents, mine or otherwise。

Organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.–Conway’s Law (Melvin Conway)康威定律(Conway’s Law):

Don’t ship the org chart.–Steven Sinofsk

You can control outcomes with three types of approaches:  a) People Control, where you decide who to hire, who to fire, and who to put in what positions;  b) Action Control, where you tell people what to do;  and c) Results Control, where you define the metrics of success.  Know when to use which。

Isn’t it a neat feeling when you’re introduced to a coworker’s kids or spouse?  For a moment, the bubble of work is burst.  You imagine baseball games, music recitals, anniversary dinners.  I remind myself of this when I get frustrated at people。

I love watching exceptional people do what they’re good at.  It amazes and inspires me.  I once saw an alleyway chef in Shanghai turn a basketball-sized clump of dough into hand-pulled noodles for a table of eight, amid a blur of arm movements in under a minute.  Ever watch speed stacking?  We each have astonishing potential。

Amidst some LCA controversy around “Dr. Who(m),” a site I worked very hard on creating after hours, I arrived at my office to find a handmade two-foot-high Dalek.  Someone had taken the time to print, cut, and tape together a mascot to support me. What inspires people to this sort of kindness?  I still don’t know who did this for me – but if you’re reading this, thank you。

Spend time with people whether they’ll be “useful” to you someday or not.

Respond to emails whether from a VP or from a campus hire.  This advice will likely make you less “efficient。”  But it’s good advice nevertheless。

We used to get Dove Bars and beers all the time.  It felt like free food was on offer at least once a week, usually with a pretense of some small milestone to celebrate.  Why did we cut stuff like this?  (I know the boring fiscal reasons why.  I’m asking the deeper why, as in, “Was it worth the savings?  Is Microsoft better now that we’ve cut these costs?”)

One day, a sign appeared on a soda fridge in RedWest saying something to the effect of, “Did you know that drinks cost Microsoft [ed: millions of dollars] a year? Sodas are your perk at work.  Don’t bring them home。”  This depressed me on too many levels to enumerate, but I’ll toss out a few:

1.Someone had enough time to get these signs professionally printed and affixed to our fridges。

2.It was someone’s salaried, 40-hour-a-week job to do things like this。

3.Someone thought soda smuggling was a big enough “problem” at Microsoft to draw attention to it。

How much soda can a person steal?  How much does that same person cost the company per hour in salary and benefits?  Our most interesting profits will come from capitalizing on huge opportunities, not from micromanaging costs.  I’m sure some finance person will lambast me for this, which would only further depress me.  Believe in our upside.  Focus on our upside。

Leadership is the art of getting people to want to do what you know must be done. This was told to me third
hand; I’ve unfortunately lost the attribution。

What have you enjoyed most in your time at Microsoft?  What made that experience great?  How can you do more of that?

What would you do if you hit the lottery?  How can you do some of that right now?

Individuals are the sole cause of anything that’s ever happened。

微软大中华区回复陈永正离职:我们的交接计划完善(2007年)

微软大中华区回复:

  我要感谢Tim为微软所作的贡献,并祝愿他在新的工作中一切顺利。在中国IT产业重要的发展时期,Tim同大中华区的高层管理团队一道为我们的业务制定了 方向并领导了业务的发展。对微软大中华区来说,过去的四年的确是非凡的四年。我相信这仅仅是成功的开始,在未来的岁月里,我们将延续这种成功。

  然而,变化从来都不是一件轻松的事。Tim对公司架构、大中华区的高层管理团队以及公司的市场前景充满信心,我同样充满信心。我们的交接计划完善,并已开 始物色负责微软大中华区业务的新的首席执行官,预计将在2008年年初宣布新的任命。在此期间,我很高兴地宣布负责微软中国研发集团的全球资深副总裁张亚 勤将即刻出任代理首席执行官,并直接向我汇报。亚勤仍将负责由1,500名员工组成的研发集团。

  同时,我将任命Peter Cray临时负责管理市场,销售与服务业务,汇报给亚勤,同时也将跟我一道密切工作,作为代理COO,Peter Cray即日起将同大中华区的高层管理团队一道负责公司日常运营工作。我对他的领导才能充满信心,期待着与Peter和亚勤一道确保交接顺利,使大中华区 的业务保持持续发展的势头。

  未来充满着不可思议的机会。诸位正在为微软大中华区不断取得成功竭诚尽敬,我对各位的工作充满信心。在我对中国大陆、香港、台湾的工作访问中,有机会同你 们当中的许多人一起工作,了解到你们所处的区域幅员辽阔、生机勃勃。我将致力于扩大微软在过去的五年中所作的投入,使大中华区不仅在业务上取得前所未有的 成长,而且成为微软促进实现下一个10亿人获得社会和经济持续发展这一长期愿景的实证。

  我们对大中华区的发展雄心勃勃。我期待着与诸位以及大中华区高层管理团队一道共同实现我们的雄心壮志,在2008财年继续保持我们的发展势头。

谢谢!

微软大中华区CEO陈永正离职信:我的一项艰难决定(2007年)

 

cyz

入职时间:2003年8月
离职时间:2007年9月
离职时职务:微软副总裁、微软大中华区CEO

I want to share with you some difficult news about my future plans. Later today, I will announce that I have resigned from Microsoft and will be taking a position in a different filed. It is not without a heavy heart that I contemplate leaving the incredible work and extraordinary people that I have been privileged to encounter during my four years at Microsoft.

Together, we have accomplished what some might have thought could not be done. In a few short years, we have defined a clear and stable strategic framework for Microsoft’s business in the Greater China region. We have nearly doubled sales and have broken through the $1 billion mark in revenue in GCR. In China itself, we have tripled our sales in the last three years. Including those of covered OEMs, and we are posed to hit $ 1 billion in FY08. we have reduced the UPC rate by more than 20%. We have added hundreds of new people and expanded our operations to more than 15 locations across the region. We have strengthened our customer and partner relationships and transformed the way people view Microsoft, not just locally but all around the globe as well.

Most importantly, we’ve been able to use our technology to help improve the lives and livelihood of millions of people throughout the Greater China region. I have learned from each of you along the way and you have made my experience at Microsoft one that I will never forget.

While change always comes with its share of unknowns, there is one thing that I have absolutely no question about, and that is this organization’s ability to continue the great work that we’ve begun. We have a well-thought our transltion plan in place and some of the finest leadership in the team and in our strategy with the Big Rocks plan in place. I have no doubt that in the very near future, Microsoft Greater China region will no longer be talking about breaking through the $1 billion but about the $5 billion mark. J

At 4 PM today, we will have an all-hands meeting in the Millennium Building to discuss my plans and the transition in more detail. In the meantime, I’d like to express my deep thanks to every one of you in the Microsoft Greater China region for your hard work and for your contribution to our continued success.

Tim Chen

中文翻译:

  我想同大家分享一下关于我本人未来计划的一项艰难决定。今天晚些时候,我将宣布从微软公司离任,转入一个全新的领域工作。想到即将告别这份不可思议的工作,离开四年来我有幸在微软遇到的诸位杰出的同事,我心情颇为沉重。

  我们共同完成了很多人认为无法完成的工作。在短短的几年里,我们确定了推进微软中华区业务发展的清晰而稳固的战略框架。我们的销售增长了几乎一倍,大中华区的销售收入突破了10亿美元。过去的三年里,在中国大陆,我们将销售(含coverec OEMs)业绩提高了两倍,并为2008财年实现10亿美元的目标做好了准备。我们将未经授权的电脑使用率(CPU)降低了20多了百分点;新雇用了几百名员工;将业务运营扩展到了中国大陆、香港、台湾15个以上的城市。我们还加强了同客户和合作伙伴的关系,不仅在本地区乃至全球改变了人们看待微软的方式。

  最重要的是,我们运用我们的技术帮助中国大陆、香港、台湾许许多多的人改善他们的生活和生计。一路走来。从你们每个人身上,我学到了很多;你们使我无法忘记我在微软经历。

  诚然,变化总会伴随着一些不确定。但是,有一点我坚信不疑,那就是,公司有能力延续我们已经开始了的成功,我们已经制定了经过仔细斟酌的交接计划,并出世界最好的领导团队来完成。我对目前的管理团队及其战略充满信心,毕竟Big Rocks计划已经就为。毫无疑问,在不久的将来,微软大中华区谈论不再是10亿美元的突破,而是50亿美元新纪录的创造。

  今天下午四点,我们将在现代汽车大厦召开全体员工大会介绍我的计划和详细的工作交接方案。最后,我想对微软大中华区的每一位员工表达我深深的谢意,感谢你们的辛勤工作,感谢你们为我们的成功所做的贡献。