We all have the same number of hours in a week, but for some of us the demands on our time are greater.

　　我们每周拥有的时间是等量的，但我们当中的一些人对时间的需求更大。

　　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.

　　首席执行官们就是如此。一项发表在《哈佛商业评论》上的研究发现，首席执行官们平均每周工作62.5小时，参加37次会议。充分利用工作时间对他们来说至关重要。

　　Here are 4 tricks successful CEOs use to squeeze more productivity out of themselves and their employees:

　　以下是成功的首席执行官们提高自己和员工生产能力的4个技巧：

　　KEEP ONE DAY A WEEK FREE FROM MEETINGS

　　每周有一天不开会

　　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.

　　每周开37次会议太多了，Asana公司的首席执行官达斯廷·莫斯科维茨要确保每周至少有一天是没有会议的，他在全公司范围内施行“周三无会”(NMW)的规定。

　　“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.

　　他在公司博客中写道：“‘周三无会’的高层目标是确保每人每周都有一大块时间可以集中专注地工作。”

　　“The justification is well articulated in a now famous Paul Graham article: Maker’s Schedule, Manager’s Schedule.

　　“目前很出名的保罗·格雷厄姆在 《创作者的时间表，管理者的时间表》一文中做了明确阐述。

　　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.”

　　要点就是创作者会因时间中断遭受极大损失。而管理者通常习惯于安排日程，因此他们很容易打乱别人的日程。创作者也会彼此这样做。”

　　Moskovitz wants managers to be makers some of the time, so NMW ensures they get some flow time, too, he said.

　　莫斯科维茨希望管理者在某些时候能转变为创作者，因此“周三无会”的规定是为了确保他们也能获得一些流动时间，他说。

　　MAKE TIME FOR A NAP

　　留出时间打个盹

　　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.

　　白天充电最好的一个方法就是打个盹，StockX的首席执行官乔希·鲁伯并不怕承认自己在工作时睡觉。

　　“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.”

　　“我发现保持生产力的最好的方法之一就是白天抽空打个盹，”他说。“按StockX增长的速度来看，每天要工作24小时，我70%到80%的时间都在出差，跨越不同时区，身体会吃不消。我每天小睡一次到两次，每次11分钟，我发现这能增强体力，提高效率。”

　　USE DOWNTIME TO THINK

　　利用停机时间来思考

　　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的首席执行官萨拉·布莱克利知道自己开车时能最好地考虑事情。而问题是她住的地方离办公室很近。

　　“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.

　　“我的朋友们都说我‘假通勤’，我在去Spanx上班前一小时起床，然后在亚特兰大漫无目的地开车去上班，这样才会有想法。”她在领英联合创始人里德· 霍夫曼的音频节目“规模大师”中说。

　　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.

　　布莱克利还说，她会在间歇时带一个记事本电脑。“有很多活动，内容非常无聊，但我不得不坐在椅子上，因为我不能走出去，”她对霍夫曼说。

　　“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.

　　“这就是为什么我总随身携带记事本电脑，因为我就要开始工作了。重点是我不能离开，不能分心，不能去工作处理事情，不能发邮件，只能拿着便笺簿在那里坐着。

　　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，这真的很无聊，’于是我拿出记事本电脑，开始工作。”

　　BE SPECIFIC WITH EMAIL

　　电子邮件要具体

　　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的联合创始人卡蒂亚·比彻姆说，她有一个保持生产力的简单方法：要求她的团队在电子邮件里写上截止日期。

　　“It makes prioritization so much faster,” she told Lifehacker.

　　“这能更快地分清优先次序，”她告诉生活骇客 (生活骇客是高科传媒旗下的一个以生活中的科技产品和软件应用为主题的科技博客) 。

　　Repeat the grouping and refining process until you have just a few big tasks.

　　重复分组和精化的过程，直到留下几个大任务。

　　“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，你最后会意识到，‘我不需要做20件事，’”切斯基说。 “如果我做这三件大事，那么另外20件事就可能成为它的结果或输出。”