Dunn: I’ve set a couple. One, I have spent my career working in the United States, and I am going to be spending a lot of time visiting our operations in China and Europe and around the globe to get very connected to those businesses. Personally, I want to make sure I keep learning. I think the CEO job is designed to insulate people from things that really happen. I want to make sure that I’m sort of out there in the white noise and the messiness of it all. If you don’t, you run the risk of becoming insulated and ineffective.
鄧恩：我給自己設立了幾個目標。第一，現在我大部分的工作時間都是在美國的企業，但是接下來我準備利用一些時間去中國、歐洲以及全球范圍內我們的企業，去真正地了解我們的產業。個人而言，我想要繼續不斷地學習。我認為，首席執行官 的職位就是將人們與真實發生的事情隔離。我想要走出它的限制，如果不那樣做的話，那你就有可能冒著被隔離、工作沒 有成效的危險。
Reporter: You said the job is set up to insulate the CEO What do you mean?
記者：您說，這個職位是用來隔離首席執行官的，您的意思是什么呢？
Dunn: Most people don’t run in and tell you, “Hey, we’ve got a problem here,” or “I think I messed this thing up.” It’s human nature; everybody wants to look good. I think that the truth of the matter is that if you're really going to look at it with clear eyes, there are things we do really well. There are things we’re OK at.There are things that we，re not great at. I think I’ve got a classic bell curve. I think 20 percent of my stores are great, 60 percent are good, and I’ve got 20 percent where I’ve got some serious work to do. I know that quite clearly.
鄧恩：當你成為首席執行官之后，很多人可能并不會來跟你說"我們這里出現了一個問題”或者是"我把事情搞砸了”。這是人性，每個人都希望自己看起來很好。我想，事實的真相就是，當你真正地去看事情發展的狀況的時候，你會看到有些事情我們做得很好，有些事情我們做得還可以但并不是非常好。我覺得我們得到了一個經典的鈴鐺形狀的曲線。我認為我們的商店中，20%做得是非常好的，60%做得是比較好的，而另外的20%我們還需要繼續不斷地做工作、進行改造。我很清楚這一點。
Reporter: Let’s talk about hiring. Walk me through what you’re looking for in the interview process, your key questions.
記者：讓我們來說一下有關招聘的事情。請跟我們說一下，在面試過程中您注重的是什么，您提出的主要問題都有哪些呢？
Dunn: By the time these individuals get to me, we’ve had a thorough sort of scan of their technical capabilities and all that. So my discussion with them is very little about technical capability and competence and very much about cultural fit. And the thing I really focus in on is: “What are you passionate about? What do you really care about and what do you do with that?” And I don’t care if it’s coaching a basketball team or something else. I want to understand how they think about their passion.
鄧恩：當人們來參加我們面試的時候，我們已經徹底地對他們的技能水平和其他一些方面有了了解。所以在面試過程中我們會很少提及他們的技能、能力等方面，而主要是關注他們的文化修養。我特別關注的就是，"你對什么事情充滿激情，你真正感興趣的是什么，你會怎樣發展自己的興趣”。我不管那是否是訓練一個籃球隊還是什么，我只是想要了解他們對于自己的熱情是如何看待的。
Reporter: What are you listening for?
記者：那么您想聽到的內容是什么呢？
Dunn: I want to know what you’ve done with it and how you feel and what you think about and what’s the impact you’ve had with people.
鄧恩：我想要知道你是如何發揮自己的熱情的，你對此的感覺怎樣，是如何看待它的，以及你對人們帶來的影響有哪些。
Reporter: Talk about how you run meetings.
記者：請跟我們談一下您是如何主持會議的。
Dunn: I lose interest quickly with the endless pontification. Because that drives me crazy. For the most part, I view meetings as a necessary evil, although I do enjoy our staff meetings when we get together and talk about where the business is and where we’re going. I like all those elements. But the endless meeting can really get a little bit tedious for me, so I tend to want to get to the point directly.
鄧恩：對于無休止地發表自己的意見，我很快就失去了興趣，那使我感覺很崩潰。就大部分而言，我將會議視為一件不可避免的惡事，盡管我很喜歡參加我們的員工會議，因為在員工會議上我們可以聚集在一起，談論我們所取得的成績以及公司的未來發展，我喜歡這些。但是無休止的會議會讓我覺得很乏味，所以我總是想要盡快切入正題。
Reporter: What big-picture advice do you give your kids about work?
記者：您對您的孩子在工作方面的大致建議是怎樣的？
Dunn: Listen carefully, and when you’re asked what you think, tell people what you think. And even if you end up on the short end of an interaction, I think you’re better off in the long run for finding that voice and putting it forward
鄧恩：要學會認真地聆聽，當你被問及自己的意見時，告訴人們你真實的想法。即使在交談過程中你可能處于劣勢，但是從長遠利益來看，你提出那樣的意見很有可能會是一件好事。
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