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The Education of Brian Chesky

机译:布莱恩·切斯基的教育

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Coming up with the idea for AIRBNB was the easy part. The transition from broke art-school graduate to multibillion-dollar company CEO? That was more complicated. Here's how the share-in-chief hacked leadership. Brian Chesky is drawing intently on a napkin. We're sitting in the President's Room at Airbnb's airy, ultra-chic headquarters in the SoMa neighborhood of San Francisco. Other meeting spaces in the historic building, which the company moved to in 2013, are designed to replicate an Airbnb rental in Fiji or the war room from the movie Dr. Strangelove. With its wood-paneled walls, leather club chairs, and a model of a ship on the coffee table, the President's Room retains the feel of the original executive quarters from 1917, when the building was built to house a battery factory. After a moment of serious sketching, Chesky holds up the napkin to show me his picture: It's a boat. And, it must be said, for a graduate of the Rhode Island School of Design it's a rudimentary-looking vessel. But the quality of the drawing is not the point. I've just asked Chesky how his management style has evolved, and the boat is his answer. "If you think about it, Airbnb is like a giant ship," he says, holding up the napkin. "And as CEO I'm the captain of the ship. But I really have two jobs: The first job is, I have to worry about everything below the waterline; anything that can sink the ship." He points to the scribbled line of waves that cuts the boat in half, and below that, two holes with water rushing in. "Beyond that," he continues, "I have to focus on two to three areas that I'm deeply passionate about - that aren't below the waterline but that I focus on because I can add unique value, I'm truly passionate about them, and they can truly transform the company if they go well." The three areas he's picked: product, brand, and culture. "I'm pretty hands-on with those three," he says. "And with the others I really try to empower leaders and get involved only when there are holes below the waterline."
机译:提出AIRBNB的想法很容易。从破产的艺术学校毕业生过渡到数十亿美元的公司首席执行官?那更复杂。这是共享份额如何破坏领导的方式。 Brian Chesky在餐巾纸上专心画画。我们正坐在Airbnb旧金山索马(SoMa)社区通风,超时尚的总部的总统室。该公司于2013年搬到了这座历史建筑中的其他会议空间,旨在复制斐济的Airbnb租借或电影《奇异博士》中的作战室。总统室拥有木板墙,皮革俱乐部椅子和茶几上的船模,保留了1917年最初的行政区的感觉,当时该建筑物是为建造电池厂而建的。经过一会儿的认真素描,Chesky举起餐巾纸给我看他的照片:这是一条船。而且,必须说,对于罗德岛设计学院的毕业生来说,这是一艘简陋的船只。但是图纸的质量不是重点。我刚刚问过Chesky,他的管理风格是如何演变的,这就是他的答案。他说:“如果考虑一下,Airbnb就像一艘巨轮。” “作为首席执行官,我是该船的船长。但是我确实有两个工作:第一份工作是,我必须担心水线以下的一切;任何可能使船沉没的事情。”他指着那条弯曲的波浪线将船切成两半,在那下面,有两个洞涌着水涌入。“除此之外,”他继续说道,“我必须专注于两到三个我非常热爱的领域大约-不在水线之下,但我专注于此,因为我可以增加独特的价值,我对他们充满热情,并且如果他们运转良好,他们就可以真正改变公司。”他选择了三个领域:产品,品牌和文化。他说:“我很喜欢这三个。” “与其他人一起,我真的尝试赋予领导权,只有在水线以下有漏洞时,才能参与其中。”

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