第四个是Come back to your operating system
作者先讲了一个段子，和几个同伴在机场延误的时候，大家互相交流故事：
The banker, who has worked with many successful companies as they’ve gone public, said that he has a favorite question he asks the CEOs and leaders he gets to know: “What is your secret power?” He described one interview in which a CEO revealed that he asks every employee to submit their top ideas for the company and personally reads every submission.
这激发了作者自己的想象：
I thought for a minute and realized that my secret power is this: the ability to build a repeatable operating system for every team I manage. They each have the same components: clear missions, stated goals, metrics that matter, similar meeting structures, and weekly and quarterly cadences. That means that as a leader, I can switch contexts seamlessly.
我理解，虽然公司不同，但是都在快速成长的科技环境，所以有共通之处 —— 换了环境可能就很难，需要更高的水平和艺术。
不管怎样，看看作者的OS：
quarterly goals, metrics review meetings on Mondays, team meetings on Tuesdays, weekly 1:1s, offsites for big-picture thinking, and so on.
但是结合起来才是最重要：
Building self-awareness, saying the thing you think you cannot say, and knowing when you’re being a manager versus being a leader are all fundamental principles of great management and building a strong team. But none of them describe how you will drive results. It’s the combination of your team environment and the team’s execution that produces results—and for that combination to work, you need to operate within a set of core frameworks. The principles I’ve outlined in this chapter create an environment of ambitious trust.
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