这是一个我一手组建和带领的团队，从最初的4个人到目前30多号人。尽管项目一直在盈利，但是过程中犯的错误非常多，这些错误累计的问题在我离开前后全面爆发了出来，以至于这个依旧有较大潜力的团队乱成一团。我想通过这篇日志记录这些错误，以为前车之鉴。
1、核心人才招聘门槛太低。团队初期招聘的运营、技术人员参与到项目之中时，都没有丰富的相关经验。初期没问题，但是在项目发展到一定程度，例如在线过万、DAU几十万时，技术事故状况频出，不得不数次中断来做重构。项目中的技术带头人是否为一流人才或者是否能成长为一流人才，对项目来说太重要了。一流人才可以带来更多的人才加入和成长，而二流人才则只能管理三流人才，抱着较高期望来到项目的人才容易受到限制和排挤。在团队总负责人不是技术线人才的情况下，一个技术和情商都高的技术Leader实在是太重要了；另外再说说运营人员的问题，项目初期招聘的运营助理和运营专员，进来之前几乎都是在其它公司做客服工作，也就是说，我们的运营人员都只有客服经验（和那个时期公司招聘的薪资标准有关），因为我过于乐观，认为只要给了机会，他们都可以很快成长为合格的运营人员。然后由于项目中缺乏有完整游戏营运经验的Leader，导致这一批同事普遍成长较慢，也为后期用户数上来以后运营乏力埋下了伏笔。
结论：项目初期的核心人员，在项目壮大之后是要能够独当一面的，所以要仔细甄选合适的人选。个人体会应该有以下几个基本的要求：个人有较高的事业追求、能力强、情商和沟通能力要强、品德要好。
2、对于用人的决策不够决断。在项目发展过程中，越来越多的人参与到项目中来，曾经我自以为是地认为人员流失率低（除C++之外几乎为零）是这个项目牛逼之处，现在细想，这其实是个极大的过失。有句古话叫“问渠哪得清如许，为有源头活水来”，一个只进不出的组织一定不会是精英团队，为什么？几个方面：1、没有危机感，难以全力以赴；2、没有更优秀的人才来替代不合适的成员；3、品行不端者照样能在团队内生存，势必会影响其它同事的价值观。另外，由于每个团队成员几乎都是我自己招聘而来，在项目初期就养成了讲“兄弟义气”的习惯，导致在发现不合适的同事时，迟迟不能决断。
结论：不要对人的改变抱有太大的幻想，在发现能力不够、价值观不符合的同事时，给予一段时间的考察期如还是没有明显进步，则要迅速下决心换人。
3、流程、制度的建立滞后。项目初期人少，事情也相对单纯，只需要开发，几个人坐在一堆沟通也方便。慢慢增加了各个岗位，人也多了，事情也多了，但是我们基本还停留在依靠人来做执行，一直没有形成完善、有效的流程，尽管也有不断推行各种流程和工具，但是总的来说，缺少一个统一的思路，见招拆招而又缺乏持续改进。以至于在30多人同时经营N个不同的语言版本、不同的平台版本时，工作和进度极其容易失控。
结论：在项目度过了初期的开发阶段以后，就要开始寻找合适的协同工具、建立合理的协作流程并且不断优化，持续推动敏捷开发思想。
4、中层干部培养太失败。这点和我自认为太能干有直接关系，当然也和上面说的第一点有一定关系。在我接手更大的事业部的工作之前，我还是这个项目各种问题的交集点，所有的管理问题、业务问题、技术问题都几乎要经过我这里。而在这之后，又放手太快，缺乏一个平缓过渡。这是我犯的一个很大的错误。不要妄想在需要中层干部时就去社会上招聘一位，这里面不仅仅是空降干部的能力问题，而且是团队对后来居上者的心理认可程度。中层干部和接班人最好早点从原来团队成员中物色和培养。
5、团队的整体目标感缺失。坦白说，其实我们一直缺乏真正的、有说服力的团队奋斗目标。好团队应该要能够给成员提供物质和心灵成长的机会，基于公司现状，我更多的只能激励团队成员追求个人成长，物质方面的鼓励其实也是很重要的，当然这个我只能尽力而为，无法有完全决定权。
暂时只想到这么多，虽然说的都是问题和做得不好的地方，但是我心目中，这个团队还是很可爱的，大家对我的信任感也比较高，我离开以后团队比较混乱，想把项目继续做好的和搅混水的人都有，我现在也已经不适合再参与到这个事情中。希望能早点好转。也希望做自己的公司的过程中自己能更深刻理解这些问题，做得更好。
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