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Engelbert has made a big bet on technology,
恩格波特在技術方面下了很大的賭注，
forming partnerships with Amazon Web Services—to combine Deloitte’s business savvy with Amazon’s tech agility—among others
包括同亞馬遜WEB服務等多方結成合作伙伴關系——同亞馬遜合作為的是將德勤的商業頭腦與亞馬遜的技術敏捷性雙劍合璧——
and developing a cadre of Apple-specific advisers, experts in shifting businesses to mobile using the ios platform.
以及培養一批專門針對蘋果產品的顧問、專家團隊，依托iOS系統將業務轉移到移動設備領域。
She has also doubled down on work-life balance,
在平衡工作和生活上，她也付出了雙倍的努力，
insisting, against the advice of her spreadsheet wielders, that all employees be offered 16 weeks of paid leave for any family emergency.
她不顧那些熟練掌握電子表格制作的顧問的建議，堅持給所有員工提供16周的帶薪休假福利，以應對任何家庭緊急情況。
"I’m not a big rattler, but I rattled some people," she says. "I said we’re just going to do it."
“我不是一個經常婆婆媽媽的人，但我會讓一些人很有壓力，”她說。 “我就跟他們說，我們就這么做。”
AS FAR AS work-life strategy goes, Engelbert has a black belt in scheduling.
就工作-生活策略而言，恩格波特在安排日程方面可謂相當了得。
The day before our meeting, she was in Washington at a business round-table.
我們會面的前一天，她還在華盛頓參加一場商業圓桌會議。
Two days before that, she was in Dallas.
在那之前的兩天前，她還在達拉斯（德州城市）。
The previous week, Madrid and Singapore.
一周前，她甚至還奔波在馬德里和新加坡。
Because she travels so much, she prioritizes family, including her two children, when she can.
因為出差的時間實在是太多了，所以她盡可能地把家人，包括她的兩個孩子，放在第一位。
She coached her daughter’s middle-school lacrosse team.
她曾擔任女兒中學時參加的長曲棍球隊的教練。
Even as CEO, she made it to most of her daughter’s high school games.
即便是當著CEO，她也能抽出時間參加女兒高中時期的大部分比賽。
She has promised her teenage son (her daughter’s now at college)
她還答應十幾歲的兒子（女兒現在已經上大學了）
that, after our conversation, a client lunch and several internal meetings, she will be home in northern New Jersey by 5 p.m. to watch an NCAA game with him.
在結束她與我們的會面以及和一個客戶共進午餐，之后再開幾個內部會議之后，一定在傍晚5點前趕回新澤西北部的家，和他一起看NCAA的比賽。
At about noon, her assistant gets antsy.
大約中午十分，她的助手開始變得煩躁起來。
Apparently I’m eating into Engelbert’s time for SMOR—"small moments of reflection," the 10-minute micro-breaks she schedules between one meeting and the next.
顯然，我占了恩格波特SMOR——“反思時刻”的時間，這是她在兩個會議之間安排的10分鐘的短暫休息時間。
How did Engelbert win the approval, trust and votes of a business-minded group of individuals when so many other women struggle?
那么多女性同胞都感到異常艱難的時候，恩格波特是如何贏得這樣一群富有商業頭腦的人的支持、信任以及投票的呢？
In short, whether by nature or design, she does not appear threatening.
簡單來說，無論是自然還是刻意，她都不會表現得咄咄逼人。
Her conversational style is friendly and unpretentious.
與人交談時她會表現得很友好，不裝腔作勢。
She makes no jokes.
她從不開玩笑。
Like many CEOs, she’s a competent but unexciting public speaker:
同許多CEO一樣，她的公眾演講也是尚可卻又流于平淡的類型：
at a recent commencement at Duke, she gave advice that started with the letters DUKE, while at a Villanova talk her tips began with NOVA.
最近在杜克大學的畢業典禮上，她用DUKE（大學名）這一單詞概括了她的建議，而在維拉諾瓦演講時，她也用了NOVA這一縮略詞。
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