CEO分享如何让工作更有效

We all have the same number of hours in a week,but for some of us the demands on our time are greater.
大家每星期有着的时间相等的，但大家之中的一些人时间观念的要求更大。
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.
首席执行官们便是这般。一项发布在《哈佛商业评论》上的研究发现，首席执行官们均值每星期工作中62.5钟头，报名参加37次大会。灵活运用上班时间对她们而言尤为重要。
Here are 4 tricks successful CEOs use to squeeze more productivity out of themselves and their employees:
下列是取得成功的首席执行官们提升自己和职工生产量的4个方法：

KEEP ONE DAY A WEEK FREE FROM MEETINGS
每星期有一天不汇报工作
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.
每星期开37次大会太多了，Asana企业的首席执行官达斯廷·巴黎维茨要保证每星期最少有一天是沒有大会的，他在全企业范畴内实施“周三无会”（NMW）的要求。
“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.
他在企业blog中写到：“‘周三无会’的高层住宅总体目标是保证每个人每星期都是有一大块時间能够 集中化潜心地工作中。”
“The justification is well articulated in a now famous Paul Graham article: Maker’s Schedule,Manager’s Schedule.
“现阶段很知名的韦德·格雷厄姆在 《创作者的时间表，管理者的时间表》一文中干了确立论述。
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.”
关键点便是创作者会因为時间终断遭到巨大损害。而管理人员一般习惯分配日程，因而她们非常容易弄乱他人的日程。创作者也会相互那样做。”
Moskovitz wants managers to be makers some of the time,so NMW ensures they get some flow time,too,he said.
巴黎维茨期待管理人员在一些情况下能变化为创作者，因而“周三无会”的要求是以便保证她们也可以得到一些流动性時间，他说道。

MAKE TIME FOR A NAP
空出時间打个盹
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.
大白天电池充电最好是的一个方式 便是打个盹，StockX的首席执行官乔希·鲁伯并不害怕认可自身在工作中时入睡。
“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.”
“我发现了维持生产主力的最好是的方式 之一便是大白天抽时间打个盹，”他说道。“按StockX提高的速率看来，每日要工作中二十四小时，我70％到80％的時间都会公出，超越不另外区，人体会受不了。我每日午休一次到2次，每一次11分鐘，我发现了这能提高精力，提高工作效率。”

USE DOWNTIME TO THINK
运用关机時间来思索
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的首席执行官萨勒·赛尔号迪恩利了解自身驾车时要最好是地考虑到事儿。而难题是她住的地区离公司办公室靠近。
“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.
“大家都说我‘假出行’，我还在去Spanx工作前一小时醒来，随后在波尔图没有针对性和目的性地驾车去上班，那样才会出现念头。”她在领英创始人里· 费舍的声频综艺节目“经营规模高手 ”讲到。
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.
赛尔号迪恩利还说，她会在间歇性时带一个文本文档电脑上。“有很多主题活动，內容十分无趣，但我迫不得已坐着桌椅上，由于我不能走出来，”她对费舍说。
“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.
“这就是为啥总随身带文本文档电脑上，由于我要开始工作了。关键就是我不可以离去，不可以走神，不可以去工作中解决事儿，不可以发送邮件，只有拿着便笺簿在那里坐下来。
I’m sitting there going,‘Okay,this is really fucking boring,’ and I pull out my notepad and I start working.”
我坐着那边想，‘行吧，这确实很无聊，’因此我取出文本文档电脑上，开始工作。”

BE SPECIFIC WITH EMAIL
电子邮箱要实际
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的创始人卡蒂亚·比彻姆说，她有一个维持生产主力的简易方式 ：规定她的精英团队在电子邮箱里写上截止期。
“It makes prioritization so much faster,” she told Lifehacker.
“这能迅速地分辨优先选择顺序，”她告知生活黑客 (生活黑客是高科文化传媒主打产品的一个以生活中的高科技产品和应用软件为主题风格的科技博客)。
Repeat the grouping and refining process until you have just a few big tasks.
反复排序和精化的全过程，直至留有好多个大每日任务。
“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.”
“假如你需要做20件事儿，你最终会意识到，‘并不需要做20件事，’”切斯基说。“假如做这三件大事，那麼此外20件事就很有可能变成它的結果或輸出。”

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