如何讓工作更有效率？CEO們分享了4個訣竅

We all have the same number of hours in a week, but for some of us the demands on our time are greater.

我們每週擁有的時間是等量的，但我們當中的一些人對時間的需求更大。

This is true with CEOs. A study published in Harvard Business Review found that each week CEOs work an average of 62.5 hours and attend 37 meetings. Getting the Most out of their hours is critical.

首席執行官們就是如此。一項發表在《哈佛商業評論》上的研究發現，首席執行官們平均每週工作62.5小時，參加37次會議。充分利用工作時間對他們來說至關重要。

Here are 4 tricks successful CEOs use to squeeze more productivity out of themselves and their employees:

以下是成功的首席執行官們提高自己和員工生產能力的4個技巧：

KEEP ONE DAY A WEEK FREE FROM MEETINGS

每週有一天不開會

Thirty-seven meetings a week is a lot, and Asana CEO Dustin Moskovitz makes sure at least one day a week is meeting-free, implementing a company-wide “No Meeting Wednesdays” (NMW) rule.

每週開37次會議太多了，Asana公司的首席執行官達斯廷·莫斯科維茨要確保每週至少有一天是沒有會議的，他在全公司範圍內施行“週三無會”（NMW）的規定。

“The high-level goal of NMW is to ensure that everyone gets a large block of time each week to do focused, heads-down work,” he writes on the company blog.

他在公司博客中寫道：“‘週三無會’的高層目標是確保每人每週都有一大塊時間可以集中專注地工作。”

 “The justification is well articulated in a now famous Paul Graham article: Maker’s Schedule, Manager’s Schedule.

“目前很出名的保羅·格雷厄姆在 《創作者的時間表，管理者的時間表》一文中做了明確闡述。

The gist is that makers suffer greatly from interruptions in their flow time. Managers are generally used to having a schedule-driven day, so it’s easy for them to throw a disruption into somebody else’s calendar. Makers also do this to each other.”

要點就是創作者會因時間中斷遭受極大損失。而管理者通常習慣於安排日程，因此他們很容易打亂別人的日程。創作者也會彼此這樣做。”

Moskovitz wants managers to be makers some of the time, so NMW ensures they get some flow time, too, he said.

莫斯科維茨希望管理者在某些時候能轉變爲創作者，因此“週三無會”的規定是爲了確保他們也能獲得一些流動時間，他說。

MAKE TIME FOR A NAP

留出時間打個盹

One of the best ways to recharge during the day is with a nap, and StockX CEO Josh Luber isn’t afraid to admit that he sleeps on the job.

白天充電最好的一個方法就是打個盹，StockX的首席執行官喬希·魯伯並不怕承認自己在工作時睡覺。

“I find that one of the best ways to maintain productivity is to incorporate power naps into your day,” he says. “At the rate at which StockX is growing, it’s a 24-hour job and I spend 70% to 80% of my time on the road across varying time zones, which can be hard on your body. I take 11-minute naps once or twice per day and find that it makes for increased energy and efficiency.”

“我發現保持生產力的最好的方法之一就是白天抽空打個盹，”他說。“按StockX增長的速度來看，每天要工作24小時，我70％到80％的時間都在出差，跨越不同時區，身體會吃不消。我每天小睡一次到兩次，每次11分鐘，我發現這能增強體力，提高效率。”

USE DOWNTIME TO THINK

利用停機時間來思考

Sara Blakely, CEO of Spanx, knows that she does her best thinking in the car. The problem is that she lives very close to her office.

Spanx的首席執行官薩拉·布萊克利知道自己開車時能最好地考慮事情。而問題是她住的地方離辦公室很近。

“I’ve created what my friends call my ‘fake commute,’ and I get up an hour early before I’m supposed to go to Spanx and I drive around aimlessly in Atlanta with my commute so that I can have my thoughts come to me,” she told LinkedIn cofounder Reid Hoffman on his podcast Masters of Scale.

“我的朋友們都說我‘假通勤’，我在去Spanx上班前一小時起牀，然後在亞特蘭大漫無目的地開車去上班，這樣纔會有想法。”她在領英聯合創始人裏德· 霍夫曼的音頻節目“規模大師”中說。

Blakely also said she brings a notebook with her to take advantage of lulls. “There’s a number of events where the content on stage is super boring, but I’m locked in my chair because I can’t walk out,” she told Hoffman.

布萊克利還說，她會在間歇時帶一個記事本電腦。“有很多活動，內容非常無聊，但我不得不坐在椅子上，因爲我不能走出去，”她對霍夫曼說。

“That’s the reason I always bring a notepad with me, because what I’ll do is I’ll start working. I have the focus of the fact that I can’t leave, I can’t get distracted, I can’t go work on something and I can’t do email, and I’m just sitting there with my pad of paper.

“這就是爲什麼我總隨身攜帶記事本電腦，因爲我就要開始工作了。重點是我不能離開，不能分心，不能去工作處理事情，不能發郵件，只能拿着便箋簿在那裏坐着。

I’m sitting there going, ‘Okay, this is really fucking boring,’ and I pull out my notepad and I start working.”

我坐在那裏想，‘好吧，這真的很無聊，’於是我拿出記事本電腦，開始工作。”

BE SPECIFIC WITH EMAIL

電子郵件要具體

Katia Beauchamp, cofounder of Birchbox, says one of her best productivity tricks is something simple: She insists that her team includes a deadline in their email.

Birchbox的聯合創始人卡蒂亞·比徹姆說，她有一個保持生產力的簡單方法：要求她的團隊在電子郵件裏寫上截止日期。

“It makes prioritization so much faster,” she told Lifehacker.

“這能更快地分清優先次序，”她告訴生活駭客 (生活駭客是高科傳媒旗下的一個以生活中的科技產品和軟件應用爲主題的科技博客) 。

Repeat the grouping and refining process until you have just a few big tasks.

重複分組和精化的過程，直到留下幾個大任務。

“If you have a list of 20 things to do, you end up realizing, ‘I don’t need to do 20 things,'” Chesky said. “If I do these three big things, the other 20 things will kind of happen as outcomes, or outputs, of it.”

“如果你要做20件事情，你最後會意識到，‘我不需要做20件事，’”切斯基說。 “如果我做這三件大事，那麼另外20件事就可能成爲它的結果或輸出。”

（翻譯：Claire）