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The result was that the Macintosh team came to share Jobs's passion for making a great product, not just a profitable one.
受到喬布斯的影響，麥金塔團隊也充滿激情地要制造一臺完美的產(chǎn)品，而不僅僅是可以賺錢的產(chǎn)品。
"Jobs thought of himself as an artist, and he encouraged the design team to think of ourselves that way too," said Hertzfeld.
“喬布斯認(rèn)為自己是藝術(shù)家，他鼓勵設(shè)計團隊的人把自己也當(dāng)成藝術(shù)家，”赫茨菲爾德說，
"The goal was never to beat the competition, or to make a lot of money.
“我們的目標(biāo)從來都不是打敗競爭對手，或者是狠賺一筆，
It was to do the greatest thing possible, or even a little greater."
而是做出最好的產(chǎn)品，甚至比最好的還要好一點兒。”
He once took the team to see an exhibit of Tiffany glass at the Metropolitan Museum in Manhattan
喬布斯還帶著團隊去曼哈頓的大都會博物館參觀蒂芙尼的玻璃制品展覽，
because he believed they could learn from Louis Tiffany's example of creating great art that could be mass-produced.
因為他覺得，大家可以從路易斯·蒂芙尼創(chuàng)造出可以量產(chǎn)的偉大藝術(shù)品這個例子中獲益匪淺。
Recalled Bud Tribble, "We said to ourselves,
巴德·特里布爾回憶道，“我們對自己說，
'Hey, if we're going to make things in our lives, we might as well make them beautiful.'"
‘既然我們要制造產(chǎn)品，何不也把它做得漂亮點兒呢？’”
Was all of his stormy and abusive behavior necessary?
他所有這些暴躁、惡劣的行為都是必要的嗎？
Probably not, nor was it justified.
也許不是，而且這些行為也并不都是合乎情理的。
There were other ways to have motivated his team.
還有其他方式可以激勵他的團隊。
Even though the Macintosh would turn out to be great,
盡管麥金塔電腦后來被證明是一件偉大的產(chǎn)品，
it was way behind schedule and way over budget because of Jobs's impetuous interventions.
但由于喬布斯的魯莽干預(yù)，它的生產(chǎn)進(jìn)度已遠(yuǎn)遠(yuǎn)落后，預(yù)算也嚴(yán)重超支。
There was also a cost in brutalized human feelings, which caused much of the team to burn out.
受到殘酷對待的員工在感情上也很受傷，大多數(shù)人都已心力交瘁。
"Steve's contributions could have been made without so many stories about him terrorizing folks," Wozniak said.
“史蒂夫用不著讓員工如此恐懼也可以為團隊作出他的貢獻(xiàn)，”沃茲尼亞克說，
"I like being more patient and not having so many conflicts.
“我喜歡更加耐心一點兒，不要有那么多矛盾沖突。
I think a company can be a good family.
我覺得一家公司可以像一個和睦的家庭一樣。
If the Macintosh project had been run my way, things probably would have been a mess.
如果麥金塔項目是以我的方式運行的話，事情可能會一團糟。
But I think if it had been a mix of both our styles,
但我想，如果能把我們兩人的風(fēng)格中和一下的話，
it would have been better than just the way Steve did it."
結(jié)果會比只用史蒂夫的方式要好一點兒。”
But even though Jobs's style could be demoralizing, it could also be oddly inspiring.
然而，喬布斯的行事風(fēng)格也有其優(yōu)勢。
It infused Apple employees with an abiding passion
它給蘋果的員工們注入了持久的熱情，
to create groundbreaking products and a belief that they could accomplish what seemed impossible.
讓他們?nèi)?chuàng)造革命性的產(chǎn)品，也讓他們相信，自己可以完成看上去不可能完成的事情。
They had T-shirts made that read "90 hours a week and loving it!"
他們制作了T恤，上面寫著“我愛每周工作90個小時”。
Out of a fear of Jobs mixed with an incredibly strong urge to impress him, they exceeded their own expectations.
出于對喬布斯的畏懼以及想取悅他的強烈愿望，他們的工作都超出了自己的預(yù)想。
"I've learned over the years that when you have really good people you don't have to baby them," Jobs later explained.
“多年以來，我認(rèn)識到，當(dāng)你擁有真正優(yōu)秀的人才時，你不必對他們太縱容，”喬布斯后來解釋說，
"By expecting them to do great things, you can get them to do great things.
“你期待他們做出好成績，你就能讓他們做出好成績。
The original Mac team taught me that A-plus players like to work together,
最初的Mac團隊讓我知道，最頂級的人才喜歡一起工作，
and they don't like it if you tolerate B work. Ask any member of that Mac team.
而且他們是不能容忍平庸的作品的。你到那個Mac團隊里隨便找個人問問。
They will tell you it was worth the pain."
他們會告訴你，那些痛苦都是值得的.”
Most of them agree.
大多數(shù)人確實這么認(rèn)為。
"He would shout at a meeting,
“他會在開會的時候大喊：
'You asshole, you never do anything right,'" Debi Coleman recalled.
‘你這個蠢貨，你從來就沒有把事情做對過。’”黛比·科爾曼回憶道，
"It was like an hourly occurrence.
“類似的事情好像每個小時都會發(fā)生。
Yet I consider myself the absolute luckiest person in the world to have worked with him."
但我還是認(rèn)為，能夠和他并肩作戰(zhàn)，我真的是世界上最幸運的人了。”
