Facebook創始人《挑戰無處不在》英語演講稿

　　The two things that you focus on are maintaining what you have now, that's good and growing, all right? What we have now is a pretty good utility. And then, going back to the first question that you ask me, what's the thing that I measure the most? It's that 70% of the people come back to the site everyday and making sure that that remains, not just because we're doing some gimmicky things.

　　有兩件事你需要關注，一是保持你現有的，二是發展，對吧，我們現有的就是很好的實用功能，回到你第一個問題，我最看重的衡量指標是什么?就是有70%的人每天都來登錄，并且要保持這一水平，不靠噱頭和花招，

Facebook創始人《挑戰無處不在》英語演講稿

。

　　But I mean, if you launch a feature, obviously retention is going to go up. All right, so i mean, retention has been up recently because of the photos. But focusing on things that are sustainable and scalable, so that when we launch more schools or go into the next market or whatever we do, we're going to set ourselves up to have the same success that we've had without hurting our self in the current position. Mark is incredibly good at keeping the bar very high on new hires. When you're quadrupling in size in terms of people, there's always a tendency.

　　不過，如果你推廣一個新的功能，回訪率就會明顯上升。所以，自從相冊上線之后，回訪率就升高了，要關注那些可持續發展的，規模容易擴大的事物，所以當我們 向新的學校擴展，就是進入新的市場時，我們的目標是獲得跟以前一樣的成功，而且不破壞現有的水平。Mark在招聘新員工時，從來不會降低標準，當你需要將 員工規模翻4番時，大多數人總會降低標準。

　　You see it again and again and I know Tom Byers and many of you in the audience always talk about quality of people and maintaining the bar. But in practice, it's really easy to say this person doesn't match up in there, but does match up along so many dimensions. It would take six months to find the right person. And Mark has been extraordinary, as a leader in maintaining a very high bar and at time walking away from people who are receiving outstanding recommendations, but either don't fit from a cultural stand point, or they're not going to scale and they'd the wrong person a year or two from now.

　　我知道Tom Byers(斯坦福教授)還有在座的很多聽眾，經常討論人員素質以及保持很高的門檻，

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《Facebook創始人《挑戰無處不在》英語演講稿》(http://salifelink.com)。可在實踐中，人們很容易找到這樣的借口說“這個人在某一方面不合適， 可在其他那么多方面都合適，要找到一個適合的人得花上6個月啊。”而Mark作為一個領導者，在堅持標準不放松這點上做的非常出色。他經常會放棄一些得到 強有力推薦的應聘者，要么因為他們在文化方面不契合，或者是因為，如果公司沒打算擴張，那他們就會在一到兩年內成為一個錯誤選擇。

　　And that is certainly, as an investor and board member an ongoing challenge. How do you deal with that trade-off where you absolutely need an ad sales force, but at the same time, it's one person at a time. You just can't say let's go out and hire five good engineers or five good ad sales people and not have them be great. Because the B+ or A- people, you know it, they'll hire B's and B minuses. And this is a time in the company where you just have to aspire with each hire to get an A or A+ person. And it's easier said than done. I think that is one of the fundamental ongoing challenges.

　　對一個投資者兼董事會成員來說，這是個持續性的挑戰。你要怎么樣取舍，你急需一批銷售人員，可是同時你只能碰到一個合適的要一個，你不能在找不到出色的人選時，就去聘上5個差不多的工程師，5個差不多的廣告銷售，本來想要B+或是A-的人，可結果卻招來的是B或B-的人。在這個時代，公司應該有招進來的每一個人都是一個A或者A+的人才，不過，說來容易做來難。這也是一個根本又持久的挑戰。

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