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今年早些時(shí)候，移動(dòng)安全新創(chuàng)企業(yè)Good Technology以不到最新私人估值一半的價(jià)格賣給了黑莓，《紐約時(shí)報(bào)》刊登了一篇關(guān)于該公司員工的遭遇的詳實(shí)報(bào)道。尤其有意思的是，Good Technology的首席執(zhí)行官在全體員工會(huì)議期，刻意淡化了她的公司的財(cái)務(wù)困境，暗示現(xiàn)金流良好，公司有很多誘人的選擇。

那篇報(bào)道登出來(lái)后，我和幾位企業(yè)家和風(fēng)險(xiǎn)資本討論了新創(chuàng)企業(yè)如何處理對(duì)其員工的透明度的問(wèn)題。

Good Technology作法的辯護(hù)者專利稱，分享太多負(fù)面信息會(huì)預(yù)言的自我實(shí)現(xiàn)，致使員工士氣低落甚至辭職，進(jìn)而給公司造成傷害。此外，在內(nèi)部保持財(cái)務(wù)透明為媒體泄露敞開(kāi)了大門，如果信息是負(fù)面的，就可能殃及公司爭(zhēng)取新業(yè)務(wù)的能力。

不過(guò)，我更經(jīng)常聽(tīng)到企業(yè)家支持內(nèi)部透明。Gusto首席執(zhí)行官約書(shū)亞·里夫斯說(shuō)，他的公司定期向員工提供營(yíng)業(yè)收入、現(xiàn)金流等財(cái)務(wù)數(shù)據(jù)。Pinterest首席執(zhí)行官本·希伯爾曼說(shuō)過(guò)同樣的話，他的員工還能定期獲取有助于他們了解手中股票期權(quán)價(jià)值的信息。

里夫斯和希伯爾曼都說(shuō)，媒體泄露的風(fēng)險(xiǎn)很容易被使員工產(chǎn)生遭到欺瞞的感覺(jué)的風(fēng)險(xiǎn)所壓倒。只要前因后果清楚，業(yè)績(jī)不佳并不一定對(duì)士氣產(chǎn)生太大傷害。簡(jiǎn)言之，只要建立起足夠強(qiáng)大的企業(yè)內(nèi)部文化，你就能夠經(jīng)受風(fēng)暴。

來(lái)聽(tīng)聽(tīng)Hubspot創(chuàng)始人和技術(shù)總監(jiān)達(dá)米什·沙阿的相關(guān)犀利講述：“只有共同創(chuàng)始人和我時(shí)，披露顯然不是問(wèn)題。后來(lái)，我們雇用了第一位員工，我們必須決定：‘我們要和這位新人分享些什么？’我們決定分享一切，因?yàn)槲覀兿氩怀鍪裁春玫睦碛刹贿@樣做。我們用不著確定該和別人分享什么，不該和別人分享什么，這是一個(gè)很有成效的做法。少做些決定，少些政治，少些復(fù)雜的機(jī)制，就能做出更好的決策（所有人都擁有同樣的數(shù)據(jù)）?！?/p>

譯者：天文

Earlier this year, The New York Times published a detailed piece about what happened to employees of Good Technology, when the mobile security startup was sold to Blackberry BBRY -0.50% for less than half of its most recent private valuation. Of particular interest was how Good Technology CEO reportedly downplayed her company’s financial struggles during all-hands meetings, suggesting that cash-flow was fine and that Good had plenty of attractive options.

Since that story came out, I’ve spoken with several entrepreneurs and venture capitalists about the transparency dance between startups and their employees.

Defenders of the Good Technology model argue that sharing too much negative information becomes a self-fulfilling prophesy ― causing employees to become dispirited or even resign, thus further hurting the company. Moreover, internal financial transparency can open the door for media leaks that, if negative, could damage the company’s ability to win new business.

But, more often, I’ve heard from entrepreneurs who favor internal transparency. Gusto CEO Joshua Reeves, for example, says that his company regularly provides revenue, cash-flow and other financial data to employees. Pinterest CEO Ben Silbermann has said the same, with his employees also able to regularly access information that helps them better understand the value of their own stock options.

Both Reeves and Silbermann say that the risk of media leaks is easily overwhelmed by the risk of employees feeling bamboozled, and that poor performance needn’t hurt morale too much so long as it is contextualized. In short, if you build a strong enough internal culture, you can weather storms.

Here’s a quick related anecdote from Dharmesh Shah, founder and CTO of Hubspot HUBS -1.31% : “When it was just my co-founder and I, clearly disclosure wasn’t an issue. Then, when we hired our first employee, we had to make the decision: ‘What do we share with this new person.’ We decided ‘everything’ because couldn’t come up with a good reason not to. Not having to decide what to share with people and what not to is a pretty efficient process. Fewer decisions to make, fewer politics, fewer complex systems, better decisions (everyone has the same data).”