37 Singals 的企业文化信条
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信条：
01.An obligation to independence We have no investors, no board of directors, no eyes on an exit. We feel a moral obligation to exercise our independence. To do things no one would give us permission to do. To try things other companies would be afraid to try. To skip safe, and go for original.
对独⽴的责任 我们没有投资者，没有董事会，也不考虑退出策略。 我们感到有道德义务⾏使我们的独⽴性。去做那些没 有⼈会给予我们许可的事情。尝试其他公司害怕尝试 的事情。放弃安全，追求原创。
02.Work isn’t war Corporate language is filled with metaphors of war. Companies“conquer”the market, they“capture” mindshare, they“target”customers, they employ a sales“force”, they hire“head-hunters”, they “ destroy”the competition, they pick their“battles”, and make a“killing”. That’s an awful paradigm and we want nothing to do with it. Work isn’t war. We come in peace.
⼯作不是战争 公司⽤战争的⽐喻充斥着企业语⾔。公司“征服”市 场，他们“ 占领”⼼智市场，他们“瞄准”客户，他们雇 ⽤销售“部队”，他们聘⽤“猎头”，他们“消灭”竞争对 ⼿，他们挑选⾃⼰的“战⽃ ”，并赚取“暴利”。这是⼀ 个可怕的范式，我们与之毫⽆关系。⼯作不是战争。 我们和平相处。
03.Small teams You can do big things with small teams, but it’s hard to do small things with big teams. And small is often plenty. That’s the power of small — you do what needs to be done rather than overdoing it.
⼩团队可以做成⼤事，但⼤团队却很难做好⼩事。⽽ ⼩团队通常已经⾜够了。这就是⼩团队的⼒量⸺你 会做必须做的事，⽽不是过度做事。
04.Profit motive The tech industry is especially good at losing money. Growth is electric, but profits are elusive. We take an old school, economics 101 approach: Make more than you spend. That’s why we’ve been profitable every year we’ve been in business. It’s the responsible way to be reliable and take care of customers over the long haul.
利润动机 科技⾏业特别擅⻓亏钱。增⻓令⼈振奋，但利润难以捉摸。我们采取⼀种⽼派、经济学101的⽅法：挣的⽐ 花的多。这就是为什么我们每年都盈利，⾃从我们开 始经营以来。这是负责任的⽅式，能够⻓期可靠地照 顾客户。
05.Err on the side of do The tendency to put off, push away, or otherwise delay is strong. No. Act and move on. And act again if you have to — most decisions are temporary, anyway.
在实践中出错要⽐不做要好 拖延、推迟或以其他⽅式延迟的倾向⾮常强烈。不要。采取⾏动，然后继续前进。如果需要，再次⾏动 ⸺⼤多数决策都是暂时的，反正。
06.Shape Up every six Shape Up is a methodology we invented to help software teams design, develop, and ship excellent software every six weeks without burning out. Why six? It’s long enough to make meaningful progress, but short enough that you can see the end from the beginning. Plus it gives you about eight chances a year to recalibrate and decide what to work on next.
每六周的塑形 Shape Up 是我们发明的⼀种⽅法论，旨在帮助软件 团队在六周内设计、开发和发布优秀的软件，⽽不⾄ 于筋疲⼒尽。为什么是六周？这个周期⾜够⻓，可以 取得有意义的进展，但⼜⾜够短，让你从⼀开始就能 看到终点。此外，它每年给你⼤约⼋次机会来重新调 整和决定接下来要做什么。
07.We don’t sell you They say that if you don’t pay for what you use, then you’re the one that’s for sale. Nothere. We don’t sell customer data to anyone, and we don’t use personal information to place targeted advertising either. We make a product, people pay for that product, end of transaction. Our business model is selling products, not selling you.
我们不出卖你他们说如果你不为⾃⼰使⽤的东⻄付费，那么你就是被出卖的那个⼈。但这⾥不同。我们不会向任何⼈ 出售客户数据，也不会利⽤个⼈信息投放定向⼴告。 我们制造产品，⼈们为该产品付费，交易结束。我们 的商业模式是销售产品，⽽不是出卖你的信息。
08. 8/8/8 8 hours for work, 8 hours for life, 8 hours of sleep. That’s a fair formula. It’s not work/life balance — it’s work/life/sleep balance. A lack of sleep isn’t a badge of honor, it’s a mark of stupidity — literally. Go read Matthew Walker’s Why We Sleep.
8/8/8: 8⼩时⼯作， 8⼩时⽣活， 8⼩时睡眠。这是⼀个公平 的⽅程式。这不是⼯作与⽣活的平衡，⽽是⼯作、⽣ 活和睡眠的平衡。睡眠不⾜并不是⼀种荣誉的标志，⽽是愚蠢的标志⸺字⾯上是如此。去读读⻢修 ·沃克 （Matthew Walker）的《为什么我们睡觉》吧。
09.NOTASAP The expectation of immediate response is everywhere. Real-time everything isn’t human-scale, yet that’s how so many work and communicate these days. Not us. We think urgency is overrated, and ASAP is poison. Real-time is the wrong time most of the time.
不要即时回应: 即时回应的期待⽆处不在。实时化的⼀切并⾮⼈性化，然⽽如今许多⼈⼯作和交流都是如此。但我们不 是这样。我们认为紧急性被⾼估了，⽽“尽快”则是⼀ 种毒药。实时通常不是⼤多数情况下的正确时间。
10.The Fortune 5,000,000: Companies are obsessed with battling for huge Fortune 500 customers. That’s boring. We’re more interested in the Fortune 5,000,000 — small and mid-sized companies just like us. They’re underserved, they’re ignored, and they don’tget the respect they deserve. We’re here for them.
财富 5,000,000 强 : 公司痴迷于争夺财富 500 强的⼤客户。这很⽆聊。我 们对财富 5,000,000 强企业更感兴趣⸺像我们⼀样 的中⼩型公司。他们得不到充分的服务，他们被忽视，他们没有得到应有的尊重。我们在这⾥为他们服 务。
11.Don’t emulate the office: Work remotely, not locally apart. Don’t just have the same meetings on Zoom, have fewer meetings. Rather than discussing everything in real-time, communicate asynchronously instead. Rather than feel the need to know where everyone is, let go and trust more. Don’t try to emulate the office and everything it stands for — stand against it. We even wrote a book about it.
不要模仿办公室: 远程⼯作，不是在本地独⽴⼯作。不要只是在 Zoom 上进⾏同样的会议，少开会。与其实时讨论所有事 情，不如采取异步沟通的⽅式。不要总想知道每个⼈ 在哪⾥，放⼿⼀搏，更信任他⼈。不要试图模仿办公 室及其所代表的⼀切⸺与之对⽴。我们甚⾄写了⼀ 本书来探讨这个问题。
12.Hours aren’t equal: An hour isn’t an hour. It’s a collection of minutes that add up to an hour. And 60 uninterrupted minutes is a higher-quality hour than an hour chopped into four 15-minute sessions. Uninterrupted hours lead to quality time, quality work. Days chunked into tiny blocks of time are a terrible way to work.
时间并⾮相等: ⼀个⼩时并不等同于⼀个⼩时。它是由⼏分钟组成 的，凑成⼀个⼩时。连续的60分钟⽐被切成四个15分 钟的会议要更⾼质量。连续的时间段有助于提⾼⼯作 和⽣活的质量。将⼀天切分成⼩时间块是⼀种糟糕的 ⼯作⽅式。
13.On repeat If you’re talking about something new or novel, you’ll have to repeat yourself for years before you’re heard.
反复强调 如果你在谈论某件新颖的事物，你需要多年不断重复才能被听到。
14.Meetings aren’t free: Meetings are the last resort, not the first option. Five people in a room for an hour isn’t a one hour meeting, it’s a five hour meeting. How often was it worth that? Could you have just written it up instead? Be mindful of the costs and tradeoffs.
会议不是免费的: 会议是最后的选择，⽽不是⾸选。⼀个⼩时⾥有五个 ⼈开会，并不是⼀个⼩时的会议，⽽是五个⼩时的会 议。它值得这样频繁吗？你可否只是将它写下来呢？ 要谨记成本和权衡。
15.Bury the hustle Hustle mania, hustle porn, the grind, call it what you will. We call it insidious. There’s nothing glamorous about being totally rundown after weeks, months, or years of non-stop whatever-it-takes work. And pumping your mind full of anxiety about whether you’re getting enough, doing enough, or chasing enough is no way to live. Put in a good day’s work, close the damn laptop, and get on with life.
摒弃疯狂奔波: 奔波狂热，奔波⾊情，拼搏奋⽃，你可以怎么称呼都⾏。我们称之为潜在的毒害。在连续⼏周、⼏个⽉或 ⼏年不停地不顾⼀切⼯作之后，疲惫不堪并不令⼈向往。⽽充斥着对是否得到⾜够、是否做得⾜够、是否追求得⾜够的焦虑，绝⾮理想的⽣活⽅式。投⼊⼀天 的努⼒⼯作，关闭该死的笔记本电脑，继续过你的⽣ 活。
16.The trap of marginal thinking: If you need a machine and don’t buy it, then you will ultimately find that you have paid for it and don’t have it. (Henry Ford via Clayton Christensen)
边际思维的陷阱: 如果你需要⼀台机器却没有购买它，最终你会发现你 已经为它付出代价却没有拥有它。（亨利 ·福特 via 克 莱顿 ·克⾥斯滕森）
17.Politicking We respect everyone’s right to participate in political expression and activism, but avoid having political debates on our internal communication systems at work. 37signals as a company does not weigh in on politics publicly, outside of topics directly related to our business.
政治活动: 我们尊重每个⼈参与政治表达和活动的权利，但是在 我们的内部⼯作沟通系统中避免进⾏政治辩论。作为 ⼀家公司， 37signals不会公开涉⾜政治，除⾮涉及直 接与我们业务相关的话题。
18.Two tokens of customer service: When a customer brings a complaint, there are always two tokens on the table:“It’s no big deal” and“It’s the end of the world”. Both tokens are always played, so whoever chooses first forces the other to grab the token that’s left. Don’tforce your customer into taking the“It’s the end of the world” one.
客户服务的两种⽅式: 当客户提出投诉时，总会有两种态度：⼀种是“这没 什么⼤不了”，另⼀种是“天塌下来了”。这两种态度 总是会被表现出来，所以谁先选择了，就迫使另⼀个 只能接受剩下的那种态度。不要强迫你的客户选择 “天塌下来了”的那种态度。
19.Pay people, not addresses: Why do most companies cut your pay if you choose to move from San Francisco to Nashville? Companies hire people, they don’thire mailing addresses. The same person produces the same work, no matter where they hang their hat. That’s why at 37signals, everyone in the same position gets paid the same, no matter where they live or who they are — anywhere in the world.
⽀付给⼈，⽽⾮地址 为什么⼤多数公司会在你选择从旧⾦⼭搬到纳什维尔 时削减你的⼯资？公司雇佣的是⼈，不是邮寄地址。 同⼀个⼈在哪⾥⼯作，产出的⼯作是⼀样的。这就是 为什么在37signals，同⼀岗位的⼈不论居住在哪⾥或 者是谁，都会得到相同的薪酬，⽆论他们在世界的哪 个地⽅。
20.Small tech Big tech takes. Big tech snoops. Big tech targets. Big tech gouges. Big tech muscles. Big tech tramples.
Big tech homogenizes. We’re for small tech.
⼩科技: ⼤科技占据。⼤科技窥探。⼤科技针对。⼤科技敲 诈。⼤科技施加压⼒。⼤科技践踏。⼤科技同质化。 我们⽀持⼩科技。
21.Know no “ No”is no to one thing.“Yes”is no to a lot of things.
知道“不” “不”是对⼀件事情说“不”。⽽“是”意味着对很多事情 说“不”。
22.Stayups The world is obsessed with Startups. We prefer to champion Stayups — companies who’ve proven their worth, figured out their businesses, and strive to stick around for the long term. Companies that endure inspire confidence. Longevity isn’t a fluke. Along those lines, we’re proud that 2022 is our 23rd year in business.
持续稳健发展企业: 世界痴迷于初创企业。我们更愿意⽀持那些持续稳健 发展的企业⸺那些已经证明了⾃⼰价值、摸清了业 务⻔道，并努⼒为⻓期发展⽽努⼒的公司。那些能够 持久存在的公司能够激发信⼼。⻓久存在并⾮偶然。 在这⽅⾯，我们很⾃豪地宣布， 2022年是我们创业的 第23个年头。
23.Thoughting vs. thinking: Long-term planning is what you thought. Short-term planning is what you think.
思考与思维: ⻓期规划是你所深思熟虑的。短期规划则是你所考虑 的。
24.Fixed Here’s an easy way to launch on time and on budget: keep them fixed. Don’t throw more time, money, or people at a problem, just scale back the scope.
固定 这⾥有⼀个按时按预算启动项⽬的简便⽅法：保持它 们固定。不要为了解决问题⽽投⼊更多时间、⾦钱或 ⼈⼒资源，只需缩⼩项⽬范围。
25.Disagree and commit Consensus is cozy, but broad agreement is not our aim. The right decision is. Which is why we take the time to think, debate, persuade, listen and reconsider and then, someone, decides. If you disagree, that’s fine, but once the decision is made, it’s time to commit and support it completely.
不同意但执⾏: 共识固然让⼈感到舒适，但⼴泛的⼀致并⾮我们的⽬标。我们追求的是正确的决定。这就是为什么我们花 时间去思考、辩论、说服、倾听和重新考虑，然后由 某⼈做出决定。如果你有异议，那没关系，但⼀旦决 定做出，就是执⾏并全⼒⽀持的时候了。
26.Kick in the face, kick in the ass: A crisis is a terrible thing to waste. Sometimes events that grind you to a halt are the ones that propel you forward. Adversity helps you grow antifragile.
当⾯踢、当后踢: 危机是⼀种糟糕的浪费。有时能够让你陷⼊困境的事 件也是推动你前进的动⼒。逆境能够帮助你变得更加 抗打击。
27.Broadly speaking: Between Basecamp and HEY, we have paying customers in over 160 countries, and our fully-remote team is spread out across five continents. Our perspective is increasingly global, and intentionally diversified against one worldview, one cultural lens, and one sociopolitical outlook.
总体来说 在 Basecamp 和 HEY 之间，我们在160多个国家拥有 付费客户，我们完全远程的团队遍布五⼤洲。我们的 视⻆⽇益全球化，并故意多元化，以避免陷⼊单⼀的 世界观、⽂化视⻆和社会政治观点。
28.Shots on goals: The reason that most of us are unhappy most of the time is that we set our goals — not for the person we’re going to be when we reach them — we set our goals for the person we are when we set them. (Jim Coudal)
目标射门: 我们⼤多数时间感到不快乐的原因是，我们设定⽬标 时，并不是为了达到⽬标时的⾃⼰，⽽是根据设定⽬ 标时的⾃⼰来设定⽬标的。（吉姆 ·考达尔）
29.JOMO not FOMO Have you seen? Have you heard? What’s your take on? Can you believe? OMG that tweet. Read that story yet? Seen that video? Finish the second season yet? So much FOMO. We’d rather celebrate JOMO — the Joy of Missing Out. Life’s better when you’re missing the stuff that doesn’t matter anyway.
JOMO 不是 FOMO: 你看到了吗？听说了吗？你怎么看？你能相信吗？天 呐，那条推特。读了那个故事吗？看了那个视频吗？ 第⼆季看完了吗？太多的 FOMO （失去机会恐惧 症）。我们更愿意庆祝 JOMO —错过的快乐。当你错 过那些⽆关紧要的东⻄时，⽣活会更美好。
30.Miscommunication problems Companies don’t have communication problems, they have miscommunication problems. The smaller the company, group, or team, the fewer opportunities for miscommunication. As Osmo Wiio said,“If communication can fail, it will. If a message can be understood in different ways, it will be understood in just that way which does the most harm.”
沟通失误问题: 公司并⾮存在沟通问题，⽽是存在沟通失误的问题。 公司、团队或⼩团体规模越⼩，发⽣沟通失误的机会 就越少。就像 Osmo Wiio 所说：“如果沟通可能失 败，它就会失败。如果⼀条消息可以被不同⽅式理 解，那它将以对企业最有害的⽅式被理解。 ”
31.Easy?: Easy is a word people use to describe other people’s jobs. Be careful not to assume the things you don’t know, or don’t routinely do, are easy. Would it be fair to call what you do“easy”?
容易？ “ 容易”是⼈们⽤来描述别⼈⼯作的词语。⼩⼼不要假 设你不了解或不经常做的事情就是容易的。把你所做 的事称为“容易”合理吗？
32.Ruby on Rails Ruby on Rails was invented here. It’s the free, open-source framework that runs powerhouses like Shopify, Coinbase, GitHub, Airbnb, Kickstarter, Square, Twitch, Basecamp, HEY. In fact, Basecamp is the first Ruby on Rails app ever. Rails continues to launch thousands of programming careers, and has taken companies to millions of users and billions in market valuations.
Ruby on Rails: Ruby on Rails 是在这⾥诞⽣的。它是⼀个免费、开源 的框架，⽀持着像 Shopify、Coinbase 、GitHub、 Airbnb 、Kickstarter、Square 、Twitch、Basecamp 和 HEY 这样的强⼤平台。实际上， Basecamp 是第⼀ 个采⽤ Ruby on Rails 的应⽤程序。 Rails 继续推动着 数千个编程职业的发展，并使公司的⽤户数达到了百 万级别，并获得了数⼗亿美元的市值。
33.Planning is guessing: Plans are guesses. The longer-term the plan, the worse the guess. Replace years with weeks. 3 year plan? Make it a 3 week plan. 10 year plan? 10 week plan. Plan more often, not less often. The nearer- term your plans, the more accurate they’ll be.
规划即猜测: 计划就是猜测。计划越⻓远，猜测越不准确。将年份 替换为周数。三年计划？改成三周计划。⼗年计划？ ⼗周计划。更频繁地规划，⽽不是更少地规划。计划 越接近现实，准确性就越⾼。
34.Sleep on it The end of the day has a way of convincing you what you’ve done is good, but the next morning has a way of telling you the truth. Even if you’re sure, sleep on it.
睡⼀觉再决定 ⼀天结束时往往会让你相信你所做的是对的，但第⼆ 天早上会告诉你真相。即使你很确定，也要先睡⼀觉 再做决定。
35.Companies aren’t families: When companies say they’re a family, it’s a veiled way of demanding total sacrifice. Nights, weekends, whatever it takes for, you know,“the family”. But great companies aren’tfake families — they’re allies of real families. They don’t eat into people’s personal time, they don’t ask people to dial-in during vacations, and they don’t push them to work Sundays to prep for the meeting on Monday.
公司并⾮家庭: 当公司声称他们是—个家庭时，这是—种隐晦地要求 全面牺牲的方式。为了那个“家庭”，要付出夜晚、周 末，甚至不惜—切。但优秀的公司并非虚假的家庭 — 它们是真正家庭的盟友。它们不侵占员工的个人时 间，不要求员工在度假期间工作，也不会逼迫员工为 了周—的会议而在周日工作。
36.Context > consistency: Following a formula can be comforting, but when it comes to design, we think designing around the current context is better than designing to satisfy prior consistency.
背景⼤于⼀致性 遵循⼀个公式可能让⼈感到安⼼，但在设计⽅⾯，我 当前的背景进⾏设计⽐为了保持之前的⼀
37.What’s in a name? Mankind constantly analyzes radio waves from outer space in the search for extraterrestrial intelligence. Since this analysis started, almost all of the signal sources have been identified. 37 signals, however, remain unexplained.
名字⾥有什么？: ⼈类不断分析来⾃外太空的⽆线电波，寻找外星智 慧。⾃从这项分析开始以来，⼏乎所有的信号来源都 被识别出来了。然⽽，有37个信号源⾄今仍⽆法解 释。
