Name: 關於領導力｜Jensen Huang 和 Joel Hellermark (On leadership | Jensen Huang and Joel Hellermark)
Uploaded: 2024-10-13T10:03:56.000Z
Duration: 19 min 42 s

One thing I admire so deeply about you is how technically current you stay.

我非常欽佩你的一點是，你在技術上與時俱進。

現在進行式

I think you must spend a lot of time reading or whatever, but you're always so incredibly thoughtful and well-read in every single detail of what's going on in the industry.

我想你一定花了很多時間閱讀或做其他事情，但你總是如此深思熟慮，對行業內發生的每一個細節都瞭如指掌。

to 不定詞

How to stay so on top of things while running one of the world's largest companies.

如何在管理全球最大公司之一的同時，保持對事物的高度關注。

Well, first, I'm surrounded by amazing people.

首先，我身邊有很多了不起的人。

When I went to visit you, you were surrounded by amazing people.

我去看望你的時候，你身邊有很多了不起的人。

And so you have to make the effort to learn.

People love teaching people who are great students.

And so I dedicate myself a lot to being a good student.

是以，我為成為一名好學生付出了很多。

And of course, we're in a whole lot of domains from self-driving cars to climate research to digital biology.

當然，從自動駕駛汽車到氣候研究，再到數字生物學，我們涉足的領域非常廣泛。

And so the vastness, the breadth of impact that we can have in the world is great.

是以，我們能夠對世界產生的影響是巨大的、廣泛的。

And so you're in a very tech-driven industry, solving and creating solutions for companies.

是以，你從事的是一個非常以技術為導向的行業，為公司解決問題並創造解決方案。

我從事的是一個技術驅動型行業。

And so for both of us, it's essential we understand the underpinnings of the technology.

是以，對我們來說，瞭解技術的基礎至關重要。

So you have an intuition for how the industry is going to change.

是以，你對行業的變化有一種直覺。

You have an intuition for which one of the technologies is a little bit of a left turn and which one is fundamental.

直覺告訴你，哪項技術有點左轉，哪項技術是基礎。

To realize that maybe the early works that we did with generative adversarial models to variational autoencoders to diffusion models, that they were somewhat cousins of each other.

我們意識到，從生成對抗模型到變異自動編碼器，再到擴散模型，我們早期所做的工作也許是互為表裡的。

And that realizing the impact of one could lead to a breakthrough in another which opens up the horizon for now diffusion models that are utterly incredible.

認識到一個領域的影響可能會帶來另一個領域的突破，從而開闢出令人難以置信的擴散模式。

And so I think having an intuition for technology allows you to better extrapolate.

是以，我認為對技術的直覺能讓你更好地進行推斷。

And our ability to extrapolate and see down the road is really vital because, gosh, technology is changing fast, but it still takes us several years to build a great solution.

我們的推斷能力和洞察力非常重要，因為，天哪，技術日新月異，但我們仍然需要幾年的時間才能建立一個偉大的解決方案。

And so how do you, on the one hand, dedicate yourself to build something that's going to take years to do, building it on top of technology that's utterly changing by a factor of a thousand every few years.

是以，一方面，你要花數年的時間，在每隔幾年就會以千倍速度變化的技術基礎上，潛心打造一個東西。

How do you do that unless you have an intuition for it?

如果沒有直覺，你怎麼能做到這一點？

And so I think that the fact that you're so deeply gifted in technology and so you understand it and you have great interest and curiosity in technology is essential to running a technology driven company.

是以，我認為，你在技術方面有如此深厚的天賦，你瞭解技術，對技術有極大的興趣和好奇心，這對經營一家技術驅動型公司至關重要。

So I think it's, I love that part of my job and I'm surrounded by people who are generous to teach me and I've got to just dedicate myself to be a good student.

所以我認為，我喜歡我工作的這一部分，我周圍的人都很慷慨地教我，我必須全心全意做一個好學生。

So one area I'm very intrigued by as well is how you run the company.

是以，我對你們如何經營公司也非常感興趣。

I've understood you don't have one-on-ones, you know, can you talk me through some of the sort of classic management playbook that you've challenged and evolved?

我知道你沒有一對一服務，你能跟我說說你挑戰和發展過的一些經典管理方法嗎？

Well, first, with respect to building a company, the first thing that you have to go, as with all problems, and Joe, you do this very naturally, you start from first principles.

首先，關於創建公司，你必須做的第一件事，就像處理所有問題一樣，喬，你做這件事非常自然，你從第一原則出發。

What is this machine that we're trying to create?

我們要創造的這臺機器是什麼？

你知道，這是一個什麼樣的行業嗎？

And so I think you think about it from that perspective.

是以，我認為你應該從這個角度來考慮問題。

There are several things that I wanted to do with the company.

I wanted to create something, a company that naturally attracts amazing people.

我想創建一家公司，一家能自然吸引優秀人才的公司。

And the reason for that is because we're solving problems.

之所以如此，是因為我們正在解決問題。

Our company's mission is to solve computing problems that are barely possible.

我們公司的使命是解決幾乎不可能解決的計算問題。

And if a problem could be solved by normal computers, we don't do it.

如果一個問題可以用普通計算機解決，我們就不會去做。

And so we have to go find problems that are impossible for normal computers to solve or barely possible.

是以，我們必須去尋找普通計算機不可能解決或幾乎不可能解決的問題。

And so you want to attract amazing people who want to invent this new form of computing and apply it to solving some really difficult problems.

是以，你想要吸引那些想要發明這種新計算形式並將其應用於解決一些真正棘手問題的傑出人才。

Second, I wanted a company that was smaller, not larger.

其次，我想找一家規模較小而非較大的公司。

You want a company that's as small as possible, not as large as possible.

你希望公司越小越好，而不是越大越好。

You know, it needs to be as large as necessary to do the job well, but to be as small as possible.

要知道，為了做好這項工作，它需要儘可能大，但也需要儘可能小。

And so naturally, you want to empower people.

是以，你自然希望增強人們的能力。

Well, if you want an organization that obeys command and control, then you make it a pyramid, just like the old military, all the way back to the Roman Empire.

好吧，如果你想要一個服從命令和控制的組織，那你就把它變成一個金字塔，就像羅馬帝國的舊軍隊一樣。

But if you want to empower people, then you want to make it as flat as possible so that information travels quickly.

但是，如果你想增強人們的能力，那麼你就想讓它儘可能扁平化，以便資訊能夠快速傳播。

And so in order to make something as flat as possible, the first layer has to be well-considered.

是以，為了儘可能地平整，第一層必須經過深思熟慮。

Well, the first layer happens to be the most senior people, and you would think that they need the least amount of management.

那麼，第一層恰好是最資深的人，你會認為他們需要的管理最少。

Nobody's coming to me, none of my management team is coming to me for career advice.

沒有人來找我，我的管理團隊也沒有人來向我尋求職業建議。

And so I have a whole lot of people reporting to me because I don't need to do one-on-ones.

是以，我有很多人向我彙報工作，因為我不需要做一對一的工作。

They're all fabulously happy and they know what they're doing.

他們都非常快樂，知道自己在做什麼。

And so those one-on-ones are really not necessary.

是以，那些一對一的活動真的沒有必要。

And if there's a strategic direction, why do you tell one person?

如果有戰略方向，為什麼要告訴一個人？

And so after we're swimming in the soup of strategizing and how to formulate the path to the future, when the time comes, I just send it out to everybody at the same time or I'll tell everybody at the same time.

是以，當我們在制定戰略和如何制定通往未來之路的湯中暢遊之後，時機一到，我就會同時把它發給大家，或者我會同時告訴大家。

And people will give me feedback and we'll refine it.

人們會給我反饋意見，我們會加以改進。

And because the company is so flat and you've empowered the organization so much with knowledge of the company and their access to information, the company is also agile.

而且，由於公司非常扁平化，你又賦予了組織如此多的權力，讓他們瞭解公司，獲取信息，是以公司也非常靈活。

And so it turns out that by having a lot of direct reports, not having one-on-ones made the company flat, information travels quickly, employees empowered, which made it possible for me not to do one-on-ones.

事實證明，由於有很多直接下屬，沒有一對一，公司變得扁平化，資訊傳播迅速，員工的權力得到了增強，這讓我有可能不做一對一的工作。

That algorithm was well-conceived and the architecture is well-implemented.

Everybody works as one and the company is shaped in a way that allows us to build accelerated computing best.

每個人都團結一致，公司的發展方式使我們能夠以最佳方式加速計算。

If you asked me to go do fried chicken, we'd have a hard time doing fried chicken.

如果你讓我去做炸雞，我們就很難做炸雞了。

I think you have 40 direct reports, right?

The challenge is getting everybody together.

我們面臨的挑戰是如何把大家聚在一起。

When I want to get everybody together, but either somebody's out or somebody's on vacation or somebody's doing something.

當我想把大家聚在一起時，要麼有人出去了，要麼有人在度假，要麼有人在做什麼。

The odds of everybody sitting at the office is approximately 0%.

每個人都坐在辦公室的機率約為 0%。

How did your leadership style change over time?

隨著時間的推移，您的上司風格有何變化？

在你學習的過程中，它是如何演變的？

There are a lot of things that I want to do better.

If something's happening at work and I don't like its direction, I'll just say it.

如果工作中發生了什麼事，我不喜歡它的發展方向，我會直接說出來。

I don't take anybody aside, do one-on-one coaching.

我不會把任何人帶到一邊，進行一對一的指導。

If something's not right, I'll just say it.

If I have a different opinion, I'll just say it.

如果我有不同意見，我會直接說出來。

It could be a little too direct, but if people just realize that I'm not trying to do anything except be direct, then I spend a lot of time reasoning through my decisions, which empowers employees because they learn how leaders think through problems.

這可能有點太直接了，但如果人們意識到我除了直接之外什麼都不想做，那麼我就會花很多時間對我的決定進行推理，這也會增強員工的能力，因為他們會學到領導者是如何思考問題的。

Just by every meeting I'm in, I'm explaining how do I think through this?

每次開會，我都要解釋一下，我該如何思考這個問題？

讓我解釋一下我為什麼這麼做。

How do we compare and contrast these ideas?

我們如何比較和對比這些觀點？

That process of management, I think, is really empowering.

我認為，這種管理過程真的很有力量。

We also don't do just vice president meetings or just director and board meetings.

我們也不會只召開副主席會議或董事和董事會會議。

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關於領導力｜Jensen Huang 和 Joel Hellermark (On leadership | Jensen Huang and Joel Hellermark)

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