事业 · 创业者自述
安德鲁·卡内基:安德鲁·卡内基自传·补录 313
安德鲁·卡内基《安德鲁·卡内基自传》· Autobiography of Andrew Carnegie · 领导
My experience has been that no partnership of new men gathered promiscuously from various fields can prove a good working organization as at first constituted. Changes are required. Our Edgar Thomson Steel Company was no exception to this rule. Even before we began to make rails, Mr. Coleman became dissatisfied with the management of a railway official who had come to us with a great and deserved reputation for method and ability. I had, therefore, to take over Mr. Coleman's interest. It was not long, however, before we found that his judgment was correct. The new man had been a railway auditor, and was excellent in accounts, but it was unjust to expect him, or any other office man, to be able to step into manufacturing and be successful from the start. He had neither the knowledge nor the training for this new work. This does not mean that he was not a splendid auditor. It was our own blunder in expecting the impossible.
出处:
https://www.gutenberg.org/ebooks/17976
定位:Additional excerpt 313 · 核对日期:2026-10-19 · 核验:短摘录
白话
卡内基的经验是:从不同领域临时凑起来的新人合伙,一开始很难形成好的工作组织,必须调整。他们的埃德加·汤姆森钢铁公司也不例外。还没开始造钢轨,科尔曼先生就对一位铁路官员的管理不满,这人来头很大,以方法和能力著称。卡内基只好接手科尔曼的股份。但不久发现科尔曼的判断是对的。新人是铁路审计员,做账很出色,但指望他或任何办公室人员一进制造业就成功,是不公平的。他既没知识也没训练。这不是说他不是好审计员,而是他们自己犯了错,期望了不可能的事。
上下文
安德鲁·卡内基自传,讲述19世纪美国钢铁业创业初期,合伙团队因用人不当而调整的教训。
今日一问
你团队里是否也有人被放到了不匹配的岗位?你如何判断是人的问题还是岗位错配?
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