机构里的杠杆与市场上的杠杆不是一回事，要想办法用较少的资源获得更大的收获。在桥水，我一般在工作中运用50∶1的杠杆，意思是说每当我用1个小时与下属讨论工作，他们都要花大约50个小时来推进相关项目。我们在讨论时，会整体把策划和可交付的成果过一遍，然后他们开始推进，然后我们来审查进展，之后他们根据我的反馈继续推进——我们就是这样周而复始地工作。我的下属与他们的下属之间也是这样工作的，尽管他们之间的用时比率一般处于10∶1—20∶1。我总是很希望看到员工像我一样努力工作（理想的情况是比我做得更好），这样就可以把我1个小时的产出最大化。
科技是实现杠杆效果的另一个了不起的工具。为了让培训事半功倍，要把最常见的问题和答案通过音频、视频或书面形式记录下来，指定专人整理装订成手册，并定期更新完善。
原则本身也是一种杠杆形式——可以提升对形势的理解和认识，这样你就不必每次遇到问题时都花费同样的精力。
Leverage in an organization is not unlike leverage in the markets; you're looking for ways to achieve more with less. At Bridgewater, I typically worked at about 50:1 leverage, meaning that for every hour I spent with each person who worked for me, they spent about fifty hours working to move the project along. At our sessions, we would go over the vision and the deliverables, then they'd work on them, and then we'd review the work, and they'd move forward based on my feedback—and we'd do that over and over again. The people who worked for me typically had similar relationships with those who worked for them, though their ratios were typically between 10:1 and 20:1. I am always eager to find people who can do things nearly as well as (and ideally better than) I can so that I can maximize my output per hour.


Technology is another great tool for providing leverage. To make training as easy to leverage as possible, document the most common questions and answers through audio, video, or written guidelines, and then assign someone to organize them and incorporate them into a manual, which is updated on a regular basis.


Principles themselves are a form of leverage—they're a way to compound your understanding of situations so that you don't need to exert the same effort each time you encounter a problem.

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