1. Scale
1.比例尺

Hey, it's Sethand this is the nine, the first of the nine scale. How big do you want to be?How big of an impact do you want to make? How much money do you seek to earn?How many employees do you want to have? Do you want to be famous? How manycustomers are you seeking? Do you want to have a legacy? How long is thisproject going to run?
嘿，我是賽斯，這是九級，九級中的第一級。你想要多大？你想造成多大的影響？你想掙多少錢？你想要多少員工？你想出名嗎？你要找多少客戶？你想留下遺產嗎？這個項目要運行多久？

Are you willingto answer the phone in the middle of the night for how long. Do you want towork on Saturdays and Sundays? Do you want to know the name of every one ofyour employees? How much debt are you willing to take on all of thesequestions? Come down to one simple idea. Scale. So let's talk for a minuteabout cleavers law.
你願意半夜接電話多長時間嗎。你想在週六和週日工作嗎？你想知道你每個雇員的名字嗎？這些問題你願意承擔多少債務？歸結為一個簡單的想法。規模。我們來談談切沃定律。

Let's talk for aminute about elephants and sparrows Jeffrey West in the book scale talks aboutthe fact that just about every animal on earth gets 1.5 billion heartbeats in alifetime. The biggest exception are humans. We had 1.5 billion in a lifetimeuntil a few hundred years ago. When we started extending our lives by usingtechnology, but leaving that aside for a minute, every animal gets 1.5 billionheartbeats and the smaller, the animal, the faster it's heart rate, which meansthat a mouse lives about two years, a Shrew, less than that.
讓我們來談談大象和麻雀，傑弗里·韋斯特在書中談到了這樣一個事實：地球上幾乎每一種動物一生中都有15億次心跳。最大的例外是人類。直到幾百年前，我們一生中有15億。當我們開始使用科技來延長壽命，但拋開這一點一分鐘，每只動物的心跳都是15億次，而且越小，動物的心率就越快，這意味著一只老鼠，一只潑婦，活不了兩年。

And an elephant75. So do you want to be an elephant? Or do you want to be a Shrew or a mouse?Because there's plenty of room for both, but we have to act in a certain way tobecome the organization we seek to become. Let me tell you about my friend chipConley. Chip Conley is a creator of community. He built a significant hotelchain.
還有一頭75歲的大象。你想當大象嗎？還是你想當潑婦還是老鼠？因為兩者都有很大的空間，但我們必須以某種方式行動，成為我們所追求的組織。讓我告訴你我的朋友奇普·康利。奇普·康利是社區的創造者。他建立了一家重要的連鎖酒店。

He used to beone of the leaders at Airbnb, and I was a coauthor with him in 1986. When thetwo of us who were 26 years old of my first book chip Conley, when he wasrunning, the hotels was an entrepreneur running at scale. I, on the other handwas an entrepreneur with zero employees and we were sitting in one of hishotels and I said, chip.
他曾經是Airbnb的領導者之一，我在1986年與他合著。當我們兩個26歲的人讀我的第一本書《奇普·康利》時，他正在經營，酒店是一個規模經營的企業家。一、另一方面是一個没有員工的企業家，我們坐在他的一家酒店里，我說，奇普。

How do you dothis? How are you running 14 hotels without losing sleep every single night?
你怎麼做到的？你是如何在不失眠的情況下經營14家酒店的？

Don't they callyou in the middle of the night? When they're out of towels in room 38 B, helooked at me and he said, yeah, that was a problem. And then I realized one ofmy first jobs is to hire somebody so that no one ever calls me.
他們不是半夜給你打電話嗎？當38B房間的毛巾用完了，他看著我說，是的，那是個問題。后來我意識到我的第一份工作就是雇個人，這樣就不會有人給我打電話了。

That as anentrepreneur, he understood that his job was not to do any of the jobs. That ifthere was a job to be done, that he could describe, he needed someone else todo it any time that wasn't true. He wasn't doing his job because his job. Wasnot to do any of the jobs. So if you're an entrepreneur who seeks to buildsomething at scale, your first job is to pick a project that scales that scaleswithout your magic, your passion, your care in every single role, because noneof the people you hire are going to have all of those things, because if theydid, they'd be, you.
作為一個企業家，他明白自己的工作不是做任何工作。如果有工作要做，他可以描述，他需要别人在任何時候做這不是真的。他没有做他的工作，因為他的工作。不做任何工作。所以，如果你是一個創業者，你的第一份工作就是選擇一個規模宏大的項目，這個項目没有你的魔力，你的激情，你在每個角色上的關心，因為你雇傭的人都不會擁有所有這些東西，因為如果他們做到了，他們會是，你。

And they're not,they have chosen not to be you. They have chosen to follow you to work for you.Instead. Now I disagree with many of the ideas in the E-Myth revisited, but oneof them is essential for someone who seeks to build a business at scale. And itis this design every job so that it can be done.
他們不是，他們選擇不做你。他們選擇跟隨你為你工作。相反。現在我不同意重溫電子神話中的許多想法，但其中一個對於那些尋求規模化經營的人來說是必不可少的。每一項工作都是這樣設計的。

By an availablelower skilled person, because if a job needs a linchpin, a magician, somebodywho is really hard to find that can work for a studio, it can work for asmaller organization, but it can't work for something at scale. So we beginwith this, your job as an entrepreneur is different, depending on the scale ofwhat you were building.
因為如果一份工作需要一個關鍵人物，一個魔術師，一個很難找到的能在工作室工作的人，它可以為一個較小的組織工作，但不能為規模化的東西工作。所以我們從這個開始，你作為一個企業家的工作是不同的，這取決於你正在建設的規模。

And what aboutchip Conley? Well, after he built his hotel chain to 18 hotels, he sold it. Hesold it to a company that wanted to be at a bigger scale. Then he became anentrepreneur at a scale of one, working with people in the festival community.Then he was persuaded to join Airbnb and organization at much bigger scalefunded to be at much bigger scale.
奇普·康利呢？嗯，在他建立了18家連鎖酒店后，他把它賣掉了。他把它賣給了一家想擴大規模的公司。后來，他成了一個規模只有一個的企業家，與節日社區的人一起工作。后來，他被說服加入了Airbnb和一個規模更大的組織，並獲得了更大規模的資助。

And now he'sfounded the modern elder Academy. And if you go to his resort in Baja, he'll bethere because it is at a different scale. Once again, pick your scale. It makesa whole bunch of choices for you.
現在他創辦了現代老年學院。如果你去他在巴哈的度假勝地，他會在那里，因為那里的規模不同。再一次，選擇你的尺度。它讓你有很多選擇。

I'm prettynotorious for pointing out the difference between freelancing andentrepreneurship. So let's take a minute here to dissect them. A lot of peoplethat are looking for a job without a boss. And if you realize that is you,that's a great insight, but it comes with a fork in the road, a choice aboutwhat it is to build that job without a boss, a job without a boss is verycompelling because for most of us, our job is something we need in a boss issomething we don't want.
我因為指出自由職業和創業的區别而臭名昭著。讓我們花點時間來解剖一下。很多人在找没有老板的工作。如果你意識到這就是你，這是一個很好的洞察力，但這是一個岔路口，選擇什麼是没有老板的工作，一個没有老板的工作是非常有吸引力的，因為對我們大多數人來說，我們的工作是我們需要的，老板是我們不想要的。

So a job withouta boss means you have to do your craft. You get paid for it, but no one tellsyou when to show up. Here's the challenge of a job without a boss, you probablywill end up as an Uber driver. If you want. Easy in, easy out, there arepeople. Who have built large organizations that make it easy for you to do easyin, easy out.
所以一份没有老板的工作意味著你必須做好你的工作。你會得到報酬，但没人告訴你什麼時候該出現。這是一份没有老板的工作的挑戰，你可能最終會成為一名超級司機。如果你想的話。易進易出，人多。他們建立了一個大的組織，讓你很容易的進入和退出。

You can becomean Uber driver in a few hours. I bet, but, and it's a huge, but even though youdon't have a personal boss, you have a system that doesn't care about you. Ifyou sign up to do commodity work at an hourly rate, you will get paid acommodity wage. And the system is going to work overtime to lower.
你可以在幾個小時內成為一名優步司機。我敢打賭，但是，這是一個巨大的問題，但即使你没有私人老板，你也有一個不關心你的系統。如果你報名以小時工資從事商品工作，你將獲得商品工資。而且這個系統會加班加點降低。

The respect youget the dignity you get and the wage you get to challenge of a job without aboss is that it puts you in a position of weakness because you were easilyreplaceable. The step above that is to be a distinctive freelancer to be, ifyou want to call it an entrepreneur with no employees and entrepreneur at thatsize, let's call that person.
在没有老板的情況下，你得到的尊重、你得到的尊嚴和你所得到的工資，都是因為你很容易被取代而使你處於弱勢地位。上面的步驟是成為一個與眾不同的自由職業者，如果你想稱之為一個没有員工和企業家的企業家，那麼我們稱之為這個人。

A freelancer issomeone who says I do the work. If you hire this organization, you're actuallyhiring me. And to be a freelancer is a joy. I've been a freelancer for decadesto be a freelancer means you get to decide what you make, but it comes with theobligation that you need to make something distinctively.
自由職業者是說我做工作的人。如果你雇傭這個組織，你實際上是在雇傭我。成為一名自由職業者是一種樂趣。我已經做了幾十年的自由職業者，成為一個自由職業者意味著你可以決定你要做什麼，但這伴隨著你必須做出與眾不同的事情的義務。

You distinctivelyyou in which there are no easy replacements. If you say there are 50 people whocan teach your kids piano, and I am one of them, then I need to reason to payyou more because otherwise I'll just pick the convenient one or the cheap one.You can pick anybody and I'm anybody is insufficient.
你獨特的你在其中没有容易的替代品。如果你說有50個人可以教你的孩子鋼琴，而我就是其中之一，那麼我就需要有理由給你更多的錢，否則我只會選擇方便的或便宜的。你可以選擇任何人，而我是任何人都不夠。

I know you needthis job, but I don't care because I'm the customer. And I don't care. I careabout my kid. I care about my pocketbook. I care about my budget. So if you'regoing to be a freelancer who succeeds. Distinguishing this from anentrepreneur, who's building an entity, then you're going to need to make acommitment to do something distinctive, but let's get back to this idea ofbeing an entrepreneur because an entrepreneur is going beyond this idea of, Iam the only employee to saying I'm going to build something at a scale.
我知道你需要這份工作，但我不在乎，因為我是顧客。我不在乎。我關心我的孩子。我在乎我的錢包。我關心我的預算。所以如果你想成為一個成功的自由職業者。把這與一個正在建立一個實體的企業家區分開來，那麼你需要做出一個承諾，去做一些與眾不同的事情，但是讓我們回到企業家這個概念上來，因為一個企業家已經超越了這個想法，我是唯一一個說我要大規模建設的員工。

Well, I'm makingan influence, maybe even making a living while I sleep where I'm building anasset where I am creating something that spreads, that earns me more reputationand more impact over time and that I can scale appropriately. So we begin withhow big do you want to be? And then we have to figure out what matches thatbecause as Ray Kroc showed us, You can show up in a space where no one is bighamburgers and in the course of a lifetime become one of the biggest employersin the United States.
好吧，我在發揮影響力，甚至可以在睡覺的時候謀生，在那里我在建立一種資產，我正在創造一些東西，隨著時間的推移，我可以獲得更多的聲譽和影響力，我可以適當地擴大規模。所以我們從你想要多大開始？然后我們就要找出與之相匹配的東西，因為正如雷·克羅克向我們展示的那樣，你可以出現在一個没有人是大漢堡的地方，並在一生中成為美國最大的雇主之一。

It is possibleto do that. That's what McDonald's did, but that's really hard. It makes moresense to be burger King or Kentucky fried chicken because someone identifiedthat scale was possible because if you're trying to be a pioneer. Of the verysystem that you're working now, you have two jobs to be a pioneer and to buildan entity that works it's way easier at this stage in your career to say, showme a model, show me a model of someone who has come before.
這是可能的。麥當勞真的很難做到。做漢堡王或肯德基炸雞更有意義，因為有人認為這種規模是可能的，因為如果你想成為一個先鋒。在你現在工作的這個系統中，你有兩個工作要做一個先驅者，建立一個有效的實體，在你職業生涯的這個階段，說，給我一個榜樣，給我一個以前的人的榜樣，要容易得多。

Who has builtsomething at scale.
他有大規模的建築。

If the scale youseek is 10 outlets owned and operated, it makes a lot of sense to think aboutbuilding a carwash, because there are plenty of people who have built carwashchains with 10 outlets. There is, as far as I know, no car wash chain with5,000. Owned and operated outlets.
如果你所尋求的規模是擁有和經營10家洗車店，那麼考慮建立洗車店是很有意義的，因為有很多人都建立了擁有10個網點的洗車連鎖店。據我所知，没有5000輛的洗車連鎖店。自有和經營網點。

There must be areason for that.
這肯定是有原因的。

It's like beinga mouse who wants to live for 75 years, maybe it's possible, but I'm not surethat's the best use of your time that the idea is to find an organizationalstructure and impact you seek to make that works appropriately. With the scaleyou seek to achieve. One of the traps that entrepreneurs fall into is buildingsomething familiar.
這就像是一只想活75年的老鼠，也許這是可能的，但我不確定這是否是對你時間的最佳利用，你的想法是找到一個組織結構和影響，你尋求使其適當運作。以你所追求的規模。創業者陷入的一個陷阱是建立一些熟悉的東西。

That's why thereare so many hairdressers because you've seen that you've imagined growing up todo that mailman, postman, milkman here, I'll go do that. But those things areinherently small time because so many people want to do them easy and easy out.What we know is every time real estate prices go up, the number of realtorsalso goes up easy in, easy out.
這就是為什麼有這麼多的理發師，因為你已經看到你想象過你長大后會做那個郵遞員，郵遞員，送奶工，我會去做的。但這些事情本來就是很短的時間，因為很多人都想簡單易行地完成。我們所知道的是，每次房地產價格上漲，房地產經紀人的數量也會上升，容易進入，容易退出。

The alternativeis to find a spot where scale is possible at the level you want to work, whereit might be hard to get in where it might be hard to get to the level, but youknow, it can be done. And so your effort will be repaid because you found amodel. So, what are we talking about in terms of scalability?
另一種選擇是在你想工作的級别找到一個可以縮放的位置，在那里可能很難進入到一個可能很難達到的級别，但是你知道，這是可以做到的。所以你的努力會得到回報，因為你找到了一個模型。那麼，我們談論的可伸縮性是什麼呢？

Well, one thingyou'll notice about most restaurants that are working at scale is they're notowned and operated they're actually franchises, or they act like franchises.Like Chick-fil-A does. The reason is because the people who wanted to buildthem at scale discovered two things, one funding, it. By raising money from thepeople who were buying the local outlets was the cheapest way to get big.
好吧，你會注意到，大多數規模經營的餐館都不是擁有和經營的——實際上是特許經營，或者他們的行為像特許經營一樣。就像Chick-fil-A那樣。原因是，那些想大規模建造它們的人發現了兩件事，一是資金。從那些購買當地零售店的人那里籌集資金是最便宜的做大方式。

We'll talk aboutmoney later in this course and to having a local owner made sure that all thedetails that are so hard to control from headquarters would be controlled bysomeone with a lot of skin in the game. That having someone, a business person,not an employee locally, making sure that the managers and the staff wereshowing up on time, making sure the place was clean, solving a thousand littleproblems because the cleaning solution didn't show up at four o'clock in theafternoon was workable.
我們將在本課程的后面討論資金問題，並讓一位當地老板確保所有在總部很難控制的細節都能由一個在遊戲中很有經驗的人來控制。讓一個人，一個商人，而不是當地的雇員，確保經理和員工準時出現，確保地方干淨，解決一千個小問題，因為下午四點没有出現清潔解決方案是可行的。

And so those twothings danced together. To enable McDonald's to have the scale. It grew toStarbucks, took a different path. Starbucks, mostly skipped the franchise pathand they own and operate their own stores. As a result, they have more controlover the people. They hire the benefits they get. On the other hand, there isdefinitely an issue for them of making sure.
所以這兩樣東西一起跳舞。使麥當勞有規模。后來變成了星巴克，走了一條不同的路。星巴克，大多跳過了特許經營的道路，他們擁有並經營自己的商店。因此，他們對人民有了更多的控制。他們雇傭他們得到的福利。另一方面，他們肯定有一個問題要確保。

That they'rebuilding enough, middle structure, soft structure of people who aren't actuallyserving you the coffee to make sure that the training and the maintenance iseverything that they want it to be. But yes, Starbucks works at a huge scale.We're not just talking about businesses, entrepreneurship.
他們建立了足夠的，中間結構，軟結構的人誰没有真正為你提供咖啡，以確保培訓和維護是他們想要的一切。但是是的，星巴克的規模很大。我們談論的不僅僅是商業，創業。

That makes aprofit. We're talking about any organization that is designed to be at acertain scale. So if your goal is to change the culture of your community,that's only a few thousand people organize for that build for that, use that asan asset, as a bonus, not as something to be avoided.
那就賺錢了。我們所說的任何組織都是設計成一定規模的。所以，如果你的目標是改變你的社區文化，那就只有幾千人為此而組織起來，把它作為一種資產，作為一種獎勵，而不是作為必須避免的東西。

We can talkabout scale all day, but let's talk about some other elements of scale. Aswe'll hear later, some things assets you'll need cost money before they pay forthemselves. In order to get those assets, you're going to need to buy them inorder to buy them. You're probably going to need to borrow some money.
我們可以整天談論比例，但讓我們來談談尺度的一些其他元素。正如我們稍后將聽到的，有些你需要的資產在它們自己付賬之前是先花錢的。為了得到這些資產，你需要購買它們才能購買它們。你可能需要借點錢。

How much debt are you willing to take on?Where are you going to get this debt? And how will you pay it back? So here's areally fascinating example years ago when cat scans these giant technicaldevices that could detect cancers before anything else were knew, there was anopportunity and there was a problem.
你願意承擔多少債務？你打算從哪里得到這筆債務？你怎麼還？所以這里有一個非常有趣的例子，幾年前，當cat掃描這些巨大的技術設備，可以在其他任何事情都不知道的情況下發現癌症，這是一個機會，也有一個問題。

The opportunityis that. Insurance companies would pay thousands of dollars for one cat scan.The opportunity was doctors wanted to prescribe cat scans to their patients.The problem was that a cat scan machine cost $1.5 million. You didn't get $1.5million from the insurance company. When you bought it, you got $1,500 for onescan.
機會就是這樣。保險公司會為一次cat掃描支付數千美元。這個機會是醫生們想給他們的病人開CT掃描。問題是一臺cat掃描機要花150萬美元。你没有從保險公司得到150萬美元。當你買的時候，一次掃描就可以得到1500美元。

What that meantwas you didn't break even until long after you did a thousand cat scans andmost hospitals couldn't organize at the scale. They were to figure out how tobuy a $1.5 million cat scan. My friend Barry figured out that there was adisconnect between the people who had money in this case, insurance companieswith money to invest and hospitals that needed the machine to get their cashflow going and to serve their patients.
這意味著你在做了一千次cat掃描之后很久才收支平衡，而大多數醫院都無法按比例組織。他們要想辦法買一臺價值150萬美元的電腦斷層掃描。我的朋友巴里發現，在這種情況下有錢的人、有錢投資的保險公司和需要機器來維持現金流和為病人服務的醫院之間存在著脫節。

Insurancecompanies of course have tons of money that they need to invest so that theycan earn returns and pay off the claims later. So he built a business thatconnected the two of them and the offer to the hospital was simple. We'll giveyou the cat scan. You give us the thousand dollars for every cat scan untilyou've done 1500 cat scans and then pay some interest in your done.
保險公司當然有大量的資金需要投資，這樣他們就可以獲得回報，並在以后償還索賠。所以他建立了一個公司，把他們倆聯系起來，給醫院的條件很簡單。我們會給你做電腦斷層掃描。你給我們每掃描一千美元，直到你完成1500次掃描，然后支付利息。

Everybody comesout ahead. This is not a sales pitch. This is an offer. And as a result, Barrybuilt a company that ended up installing tens of thousands of cat scanmachines, because the offer that was made. Matched the scale of all the peoplewho were playing the game. If you, as an entrepreneur said, well, I'll just dotwo cat scan machines.
大家都走在前面。這不是推銷。這是一個提議。結果，巴里建立了一家公司，最終安裝了數萬臺cat掃描機，因為出價太高了。 Matched the scale of all thepeople who were playing the game.如果你，就像一個企業家說的，那麼，我就做兩臺cat掃描機。

The scalewouldn't work because the insurance company says, now we're talking to you. Ifyou only want to borrow $3 million and it takes forever to sell the first two,three, four hospitals, it doesn't get easy to get the hospital number 30. So ifyou're running a small time business around that idea, You're going to fail.
因為保險公司說，現在我們正在和你談，所以這個秤不起作用。如果你只想借300萬美元，而且要把前兩家、三家、四家醫院賣出去，要拿到30號醫院可不容易。所以，如果你圍繞著這個想法經營一家小型企業，你會失敗的。

You're not atthe right scale. On the other hand, if we think about a giant multinationallike Siemens, well, if they had thought of it, they probably could have cut themiddleman out guided insurance company directly and had their own leasingdivision. But it was probably not a big enough market for a company of thatscale.
你的比例不對。另一方面，如果我們想想像西門子這樣的大型跨國公司，如果他們想到了這一點，他們很可能會把中間人直接從保險公司中劃出，成立自己的租賃部門。但對於這樣規模的公司來說，這可能還不夠大。

Spend some timetalking with Nicole Walters and influential entrepreneur who teaches herfollowers. About how to grow, how to make an impact. She's an online guru. Shebuilt a company with 20 employees that does millions of dollars a year inbusiness. She's the center of it. You take a Nicole Walters course, cause she'steaching it.
花點時間和妮可·沃爾特斯（nicolewalters）和一位有影響力的企業家交談，她教她的追隨者。關於如何成長，如何產生影響。她是個網絡專家。她建立了一家有20名員工的公司，每年的業務收入達數百萬美元。她是中心。你上妮可·沃爾特斯的課，因為她在教。

You follow heron Facebook or Instagram because it's her. She understands what she can scale.And what she can't, she's not building a chain of hotels, but she is able towrite a book, have a TV show, whatever she can leverage to use her voice, tomake a difference in the world.
你在Facebook或Instagram上關注她，因為她就是她。她知道她能做什麼。而她做不到的是，她没有建立連鎖酒店，但她能夠寫書，有電視節目，她可以利用自己的聲音來改變世界。

When you look atmany of the popular online services, the ones that are really at scale, theydon't do that many different things. They don't have that many differentproduct lines. They have hundreds or thousands of employees all supporting oneor to simple functions because that's what they've built.
當你看看許多流行的在線服務，那些真正規模化的服務時，它們並没有做那麼多不同的事情。他們没有那麼多不同的產品線。他們有成百上千的員工都支持一個或簡單的功能，因為這是他們所建立的。

They've built anelephant. They're trying to build something for scale. They're trying to buildsomething where if someone quits, no one in the outside world will notice andthat's their choice. That's not the entrepreneur. I want it to be, but that'sthe entrepreneur they signed up to be. What scale do you want to be?
他們造了一頭大象。他們正試圖建造一些規模化的東西。他們試圖建立一個如果有人退出，外界不會注意到的東西，這是他們的選擇。那不是企業家。我希望是這樣，但那是他們簽約成為的企業家。你想要多大的比例？

There are twokinds of pain that can come from getting a scale. You don't expect. One comesfrom building an organization that you hope will get to scale X that onlyreaches a smaller scale than that. The problem with that of course, is that youare built. Funded structured to be bigger than you end up being that's superpainful.
有兩種疼痛可能來自於一個體重秤。你没想到。一個是建立一個組織，你希望它能達到X的規模，而這個規模只會比這個小。當然，問題是你是天生的。資金結構要比你大，最終會讓你非常痛苦。

The otherproblem is one where you get to a bigger scale than you expected, but you don'tshift the way you manage and lead the organization in the late 1980s. Andthroughout the 1990s, I pioneered part of the internet. I built one of thefirst internet companies called Yoyodyne. The idea of you are you're dying.
另一個問題是，你的規模比你預期的要大，但你没有在1980年代末改變你管理和領導組織的方式。整個90年代，我開創了互聯網的一部分。我創建了最早的互聯網公司之一Yoyodyne。一想到你就要死了。

We invented.Commercial email marketing that wasn't spam was using email to interact withpeople. This was before the worldwide web in ways that would make them happyand also benefit our sponsors. And I had studied the way people interacted alot. I was a game designer and I was a maniac about creating stuff.
我們發明了。不是垃圾郵件的商業電子郵件營銷是利用電子郵件與人互動。這是在萬維網出現之前的事情，這會讓他們高興，也會讓我們的讚助商受益。我研究了人們互動的方式。我是一個遊戲設計師，我是一個狂熱的創造東西。

My vision. Wasto be the Goodson Todman of game shows for the internet to figure out how togive away a million dollars online, to come up with fun ways for people toengage with this new medium that they were calling email. And I lovedbrainstorming with clients. I loved inventing solutions. So I built a studio, asmall team of people that would go to a client, come up with something, sketchit out, build it implemented and grow it.
我的願景。他是遊戲節目的古德森·托德曼（Goodson Todman），讓互聯網知道如何在網上捐贈100萬美元，想出有趣的方法讓人們接觸到他們稱之為電子郵件的這種新媒體。我喜歡和客戶進行頭腦風暴。我喜歡發明解決方案。所以我建立了一個工作室，一個小團隊，他們會去客戶那里，想出一些東西，勾勒出它，構建它，實現它，並發展它。

And over timethe company began to succeed. Then we went out to raise some money. We raised$5 million from Fred Wilson. It was one of his first investments with JerryColonna back in the days when it was called flat iron. So it was one of thefirst East coast internet investments with $5 million raised.
隨著時間的推移，公司開始成功。然后我們出去籌錢。我們從弗雷德·威爾遜那里籌集了500萬美元。這是他與傑里·科倫納的第一筆投資之一，那時候它被稱為扁平鐵。因此，這是東海岸第一批籌集了500萬美元的互聯網投資項目之一。

You've made adecision about scale and the decision is this isn't a company that's run out ofa garage. The decision is this company has to make millions and millions ofdollars. The decision is. The investors aren't going to be happy unless you gopublic or sell it. And so we grew and we grew to more than 70 people and of themore than 70 people in the company, perhaps a dozen we're working in our Bostonoffice on tech and more than 50, we're working in our New York office.
你做了一個關於規模的決定，決定是這不是一個没有車庫的公司。決定是這家公司要賺幾百萬美元。決定是。除非你上市或出售，否則投資者不會高興的。所以我們成長了，我們發展到了70多人，在公司70多人中，可能有十幾人在波士頓的科技辦公室工作，50多人在紐約的辦公室工作。

And I was thatgroup almost every single one of them. Reported to me because that's what I wascomfortable with. I was comfortable with the incoming, I was playing ping pong,batting it back and forth. You had this problem. Tell me about it. How do wesolve this? What do we do about that? And this was a mistake because you can'tscale that I had it taken on all of these jobs because I thought I was the onlyperson who could do them.
我幾乎是他們中的每一個人。向我彙報，因為這是我能接受的。我打得很舒服。你有這個問題。告訴我吧。我們如何解決這個問題？我們該怎麼辦？這是一個錯誤，因為你無法衡量我接受所有這些工作，因為我認為我是唯一能做這些工作的人。

I was wrong.Actually. I had taken on all these jobs cause it was fun. But what I discoveredis it was getting in the way, not just a scaling the organization to what theboard needed, but if me being able to breathe of me being able to do my bestwork. So one of the reasons we sold the company to Yahoo is that I couldn'tkeep scaling it the way I envisioned.
我錯了。事實上。我承擔了所有這些工作，因為這很有趣。但我發現，這阻礙了公司的發展，不僅是將公司規模擴大到董事會需要的水平，而且如果我能呼吸到我能做到最好的工作的話。所以我們把公司賣給雅虎的一個原因就是我不能繼續按我預想的那樣擴大規模。

And as anentrepreneur, I wasn't ready. To turn the place into an elephant. I wasn'tready to say, you know what we need, we need five vice presidents and I'm justgoing to spend my day with them. You know what we need, we need levels ofstructure. You know, we need, we need repeatable jobs, not something that's aone and done situation.
作為一個企業家，我還没準備好。把這個地方變成大象。我還没準備好說，你知道我們需要什麼，我們需要五位副總裁，我只想和他們共度一天。你知道我們需要什麼，我們需要層次結構。你知道，我們需要，我們需要可重復的工作，而不是一勞永逸的工作。

We need to buildproducts, not projects. That is what the scale on offer. Demanded,
我們需要的是產品，而不是項目。這就是所提供的規模。要求，