Taiwan Next 圖書館系列之一
Highlights
As we set sail into Year 2025, industry leaders and HR specialists continue to emphasize the importance of growth mindset and personal development. Leadership development is one of the topics that most participants in Ginger Tsun’s Taiwan Next Career Workshop would like to explore next. Our Career Insight group, therefore, curated a readling list to introduce a collection of books that are highly recommended by CEOs to offer invaluable insights into different aspects of leadership, from strategic thinking and team management to personal growth and branding.
當我們邁入2025年之際，業界領袖和人力資源專家持續強調成長思維和個人發展的重要性。領導力發展是大多數參與Ginger Tsun的台灣下一代職涯工作坊的參與者希望接下來探索的主題之一。因此，我們的職涯洞察小組精心策劃了一份閱讀清單，介紹一系列由CEO高度推薦的書籍，這些書籍為領導力的不同方面提供了寶貴的見解，從戰略思維和團隊管理到個人成長和品牌塑造。
Modern Leadership Skills
How to Read This Book
This book is separated into chapters that cover increasing levels of management complexity. The first chapter describes the basics of how to be managed, and what to expect from a manager. The next two chapters cover mentoring and being a tech lead, which are both critical steps on the management path. For the experienced manager, these chapters have some notes on how you might approach managing people in these roles. The following four chapters talk about people management, team management, management of multiple teams, and managing managers. The last chapter on the management path, Chapter 8, is all about senior leadership.
本書分為多個章節，涵蓋了不同層次的管理複雜性。第一章描述了如何被管理以及對管理者的期望等基本知識。接下來的兩章涵蓋了指導和擔任技術領導，這兩者都是管理路徑上的關鍵步驟。對於有經驗的管理者來說，這些章節提供了一些關於如何管理這些角色的人的建議。隨後的四章談論人員管理、團隊管理、多個團隊的管理以及管理管理者。最後一章，即第八章，是關於高級領導力的全面探討。
For the beginning manager, it may be enough to read the first three or four chapters for now and skim the rest, returning when you start to face those challenges. For the experienced manager, you may prefer to focus on the chapters around the level that you’re currently struggling with. Interspersed throughout are sections with three recurring themes:
對於初級管理者來說，現階段閱讀前三或四章並略讀其餘部分可能就足夠了，等到面臨相關挑戰時再回來深入閱讀。對於有經驗的管理者，你可能更願意專注於與你目前面臨困難的管理層級相關的章節。全書穿插了三個反覆出現的主題：
1. Ask the CTO
These are brief interludes to discuss a specific issue that tends to come up at each of the various levels.
這些是簡短的插曲，用來討論在各個層級中往往會出現的特定問題。
2. Good Manager, Bad Manager
These sections cover common dysfunctions of engineering managers, and provide some strategies for identifying these bad habits and overcoming them. Each section is placed in the chapter/level that is most likely to correspond to the dysfunction, but these dysfunctions are often seen at every level of experience.
這些部分探討工程管理者常見的功能失調，並提供一些策略來識別這些不良習慣及克服它們。每個部分都放置在最有可能對應該功能失調的章節或層級中，但這些功能失調通常會出現在各個經驗層級中。
3. Challenging Situations
Starting in Chapter 4, I take some time to discuss challenging situations that might come up. Again, while these are roughly placed with the level that is most appropriate, you may find useful information in them regardless of your current level.
從第四章開始，我會花一些時間討論可能出現的具有挑戰性的情況。再次強調，雖然這些情況大致放置在最適合的層級中，但無論你目前處於哪個層級，你都可能在這些討論中找到有用的信息。
Chapter 9 is a bit of a wildcard, aimed at those trying to set up, change, or improve the culture of their team. While it was written from a perspective of a startup leader, I think that much of it will apply to those coming into new companies or running teams that need an uplift in their culture and processes..
第九章是一個有點特別的章節，針對那些試圖建立、改變或改善團隊文化的人。雖然它是從創業領導者的角度撰寫的，但我認為其中大部分內容也適用於進入新公司或管理需要提升文化和流程的團隊的人。
Source: “The Manager’s Path.” Amazon, Amazon.com, Inc., https://a.co/d/5NHA9PQ
#1 New York Times Bestseller
Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive.
傳奇風險投資家約翰·杜爾揭示了目標與關鍵成果（OKRs）這一目標設定系統如何幫助從英特爾到谷歌等科技巨頭實現爆炸性增長——以及它如何能幫助任何組織蓬勃發展。
In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered.
1999年秋天，約翰·杜爾與一家他剛投資1250萬美元的初創公司的創始人會面，這是他職業生涯中最大的一筆投資。拉里·佩奇和謝爾蓋·布林擁有驚人的技術、創業精神和遠大抱負，但沒有真正的商業計劃。為了讓谷歌改變世界（甚至是生存下去），佩奇和布林必須學會在保持團隊正軌的同時做出艱難的優先選擇。他們必須知道何時終止失敗的項目，快速失敗。他們還需要及時、相關的數據來追踪進展——衡量真正重要的事情。
Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked.
杜爾向他們介紹了一種經過驗證的卓越運營方法：目標與關鍵成果（OKRs）。他最初是在1970年代擔任英特爾工程師時發現OKRs的，當時傳奇人物安迪·葛洛夫（"他那個時代或任何時代最偉大的管理者"）領導的英特爾是杜爾見過的管理最出色的公司。後來，作為風險投資家，杜爾將葛洛夫的這個心血結晶分享給了五十多家公司。在任何忠實實踐這一流程的地方，它都發揮了作用。
In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization.
在這個目標設定系統中，目標定義了我們希望達成的事項；關鍵成果則是如何在特定時間框架內通過具體、可衡量的行動來實現這些最高優先級的目標。從入門級員工到CEO，每個人的目標都對整個組織保持透明。
The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention.
OKRs（目標與關鍵成果）為組織帶來深遠的益處：
凸顯最重要的工作：OKRs 幫助組織識別並專注於最關鍵的任務。集中精力並促進協調：通過明確目標，OKRs 使員工能夠集中精力，並促進跨部門協作。
這些好處共同創造一個更加高效、協作和滿意的工作環境，最終推動組織的整體成功。
In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.
在《衡量關鍵成果》中，杜爾分享了一系列第一人稱的幕後案例研究，講述者包括波諾和比爾·蓋茨，以展示OKR如何在眾多偉大組織中激發專注力、敏捷性和爆炸性增長。這本書將幫助新一代領導者捕捉同樣的魔力。
Source: “Measure What Matters.” Amazon, Amazon.com, Inc., https://a.co/d/84TxZiY
Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon Editors
The world’s most trusted guide for leaders in transition
Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success.
過渡期對領導者來說是關鍵時刻。事實上，大多數人都認同，進入新角色是管理者將面臨的最大挑戰。雖然過渡期為重新開始和在組織中進行必要變革提供了機會，但同時也使領導者處於極度脆弱的位置。在新角色的關鍵前三個月內所犯的錯誤可能會危及甚至破壞你的成功。
In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitionsno matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today’s increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs.
在這本國際暢銷書《前90天》的更新擴充版中，麥克·D·瓦金斯提供了應對職業轉換挑戰的成功策略，無論你處於職業生涯的哪個階段。瓦金斯是一位著名的領導力轉換專家，也是各類組織高層領導的顧問。他還針對當今日益嚴苛的職場環境提出見解，在這種環境中，管理者不僅面臨更頻繁的職位轉換，一旦進入新職位還要面對更高的期望。
By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You’ll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation.
瓦金斯通過帶領你了解過渡期的每個方面，指出新領導者最常遇到的陷阱，並提供避免這些陷阱所需的工具和策略。你將學會如何在早期取得關鍵性的勝利，這是在新角色中確立自己地位的重要第一步。每章還包括檢查清單、實用工具和自我評估，幫助你吸收關鍵經驗並將其應用到自己的情況中。
Whether you’re starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide.
無論你是開始一份新工作、在內部晉升、展開海外任務，還是被任命為首席執行官，你如何管理過渡期將決定你的成功或失敗。將這本書作為你值得信賴的指南。
Source: “The First 90 Days.” Amazon, Amazon.com, Inc., https://a.co/d/5B5LpPk
New York Times and Wall Street Journal bestseller multiple years running
Translated into 20 languages, with more than half a million copies sold worldwide
A Hudson and Indigo Best Book of the Year
Recommended by Shona Brown, Rachel Hollis, Jeff Kinney, Daniel Pink, Sheryl Sandberg, and Gretchen Rubin
Radical Candor has been embraced around the world by leaders of every stripe at companies of all sizes. Now a cultural touchstone, the concept has come to be applied to a wide range of human relationships.
《激進坦誠》已在全球範圍內被各行各業的領導者所接受，無論公司規模大小。如今，這個概念已成為文化標誌，被廣泛應用於各種人際關係中。
The idea is simple: You don't have to choose between being a pushover and a jerk. Using Radical Candor―avoiding the perils of Obnoxious Aggression, Manipulative Insincerity, and Ruinous Empathy―you can be kind and clear at the same time.
這個理念很簡單：你不必在當軟弱好欺負的人和當混蛋之間做選擇。通過運用激進坦誠——避免令人討厭的侵略性、操縱性的虛偽和破壞性的同理心的陷阱——你可以同時做到善良和清晰。
Kim Scott was a highly successful leader at Google before decamping to Apple, where she developed and taught a management class. Since the original publication of Radical Candor in 2017, Scott has earned international fame with her vital approach to effective leadership and co-founded the Radical Candor executive education company, which helps companies put the book's philosophy into practice.
金·斯科特在離開谷歌加入蘋果之前，曾是谷歌的一位非常成功的領導者。在蘋果公司，她開發並教授了一門管理課程。自2017年《激進坦誠》一書首次出版以來，斯科特憑藉其對有效領導力的重要方法贏得了國際聲譽，並共同創立了激進坦誠高管教育公司，幫助企業將該書的理念付諸實踐。
Radical Candor is about caring personally and challenging directly, about soliciting criticism to improve your leadership and also providing guidance that helps others grow. It focuses on praise but doesn't shy away from criticism―to help you love your work and the people you work with.
《激進坦誠》是關於個人關懷和直接挑戰，關於尋求批評以改進你的領導力，同時也提供指導以幫助他人成長。它注重讚揚，但不迴避批評——目的是幫助你熱愛你的工作和與你共事的人。
Radically Candid relationships with team members enable bosses to fulfill their three core responsibilities:
Create a culture of Compassionate Candor
Build a cohesive team
Achieve results collaboratively
激進坦誠的團隊關係使老闆能夠履行他們的三個核心責任：
創造一種富有同情心的坦誠文化
建立一個團結一致的團隊
協作實現結果
Source: “Radical Candor.” Amazon, Amazon.com, Inc., https://a.co/d/chjIkWT
