We all have the same number of hours in a week, but for some of us the demands on our time are greater.
我們每周擁有的時(shí)間是等量的，但我們當(dāng)中的一些人對(duì)時(shí)間的需求更大。

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.
首席執(zhí)行官們就是如此。一項(xiàng)發(fā)表在《哈佛商業(yè)評(píng)論》上的研究發(fā)現(xiàn)，首席執(zhí)行官們平均每周工作62.5小時(shí)，參加37次會(huì)議。充分利用工作時(shí)間對(duì)他們來(lái)說(shuō)至關(guān)重要。

Here are 4 tricks successful CEOs use to squeeze more productivity out of themselves and their employees:
以下是成功的首席執(zhí)行官們提高自己和員工生產(chǎn)能力的4個(gè)技巧：

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KEEP ONE DAY A WEEK FREE FROM MEETINGS
每周有一天不開(kāi)會(huì)

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.
每周開(kāi)37次會(huì)議太多了，Asana公司的首席執(zhí)行官達(dá)斯廷·莫斯科維茨要確保每周至少有一天是沒(méi)有會(huì)議的，他在全公司范圍內(nèi)施行“周三無(wú)會(huì)”（NMW）的規(guī)定。

“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.
他在公司博客中寫道：“‘周三無(wú)會(huì)’的高層目標(biāo)是確保每人每周都有一大塊時(shí)間可以集中專注地工作?！?/div>

?“The justification is well articulated in a now famous Paul Graham article: Maker’s Schedule, Manager’s Schedule.
“目前很出名的保羅·格雷厄姆在 《創(chuàng)作者的時(shí)間表，管理者的時(shí)間表》一文中做了明確闡述。

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.”
要點(diǎn)就是創(chuàng)作者會(huì)因時(shí)間中斷遭受極大損失。而管理者通常習(xí)慣于安排日程，因此他們很容易打亂別人的日程。創(chuàng)作者也會(huì)彼此這樣做。”

Moskovitz wants managers to be makers some of the time, so NMW ensures they get some flow time, too, he said.
莫斯科維茨希望管理者在某些時(shí)候能轉(zhuǎn)變?yōu)閯?chuàng)作者，因此“周三無(wú)會(huì)”的規(guī)定是為了確保他們也能獲得一些流動(dòng)時(shí)間，他說(shuō)。

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MAKE TIME FOR A NAP
留出時(shí)間打個(gè)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.
白天充電最好的一個(gè)方法就是打個(gè)盹，StockX的首席執(zhí)行官喬希·魯伯并不怕承認(rèn)自己在工作時(shí)睡覺(jué)。

“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.”
“我發(fā)現(xiàn)保持生產(chǎn)力的最好的方法之一就是白天抽空打個(gè)盹，”他說(shuō)。“按StockX增長(zhǎng)的速度來(lái)看，每天要工作24小時(shí)，我70％到80％的時(shí)間都在出差，跨越不同時(shí)區(qū)，身體會(huì)吃不消。我每天小睡一次到兩次，每次11分鐘，我發(fā)現(xiàn)這能增強(qiáng)體力，提高效率?！?/div>

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USE DOWNTIME TO THINK
利用停機(jī)時(shí)間來(lái)思考

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的首席執(zhí)行官薩拉·布萊克利知道自己開(kāi)車時(shí)能最好地考慮事情。而問(wèn)題是她住的地方離辦公室很近。

“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.
“我的朋友們都說(shuō)我‘假通勤’，我在去Spanx上班前一小時(shí)起床，然后在亞特蘭大漫無(wú)目的地開(kāi)車去上班，這樣才會(huì)有想法?！彼陬I(lǐng)英聯(lián)合創(chuàng)始人里德· 霍夫曼的音頻節(jié)目“規(guī)模大師”中說(shuō)。

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.
布萊克利還說(shuō)，她會(huì)在間歇時(shí)帶一個(gè)記事本電腦?！坝泻芏嗷顒?dòng)，內(nèi)容非常無(wú)聊，但我不得不坐在椅子上，因?yàn)槲也荒茏叱鋈ィ彼龑?duì)霍夫曼說(shuō)。

“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.
“這就是為什么我總隨身攜帶記事本電腦，因?yàn)槲揖鸵_(kāi)始工作了。重點(diǎn)是我不能離開(kāi)，不能分心，不能去工作處理事情，不能發(fā)郵件，只能拿著便箋簿在那里坐著。

I’m sitting there going, ‘Okay, this is really fucking boring,’ and I pull out my notepad and I start working.”
我坐在那里想，‘好吧，這真的很無(wú)聊，’于是我拿出記事本電腦，開(kāi)始工作?！?/div>

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BE SPECIFIC WITH EMAIL
電子郵件要具體

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的聯(lián)合創(chuàng)始人卡蒂亞·比徹姆說(shuō)，她有一個(gè)保持生產(chǎn)力的簡(jiǎn)單方法：要求她的團(tuán)隊(duì)在電子郵件里寫上截止日期。

“It makes prioritization so much faster,” she told Lifehacker.
“這能更快地分清優(yōu)先次序，”她告訴生活駭客 (生活駭客是高科傳媒旗下的一個(gè)以生活中的科技產(chǎn)品和軟件應(yīng)用為主題的科技博客) 。

Repeat the grouping and refining process until you have just a few big tasks.
重復(fù)分組和精化的過(guò)程，直到留下幾個(gè)大任務(wù)。

“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.”
“如果你要做20件事情，你最后會(huì)意識(shí)到，‘我不需要做20件事，’”切斯基說(shuō)。 “如果我做這三件大事，那么另外20件事就可能成為它的結(jié)果或輸出?！?/div>

（翻譯：Claire）

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