評論
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One day, Larry gathered everyone together for a talk.
有一天，卡納里克召集了所有人，
He explained that since he was running the office, employees came to him when they wanted to quit.
跟大家解釋說因為他是辦事處負責人，所以員工辭職的時候都會去找他。
Over time, he noticed that people quit for one reason only: they were burnt out, tired of working long hours and traveling.
時間長了，他就注意到，人們辭職只有一個原因：他們都感到筋疲力盡，厭倦了無盡的工作和出差。
Larry said he could understand the complaint, but what he could not understand was that all the people who quit — every single one — had unused vacation time.
卡納里克說，他很理解這樣的抱怨，但他不能理解的是，其實每個辭職者都還沒主動休過假。
Up until the day they left, they did everything McKinsey asked of them before deciding that it was too much.
直到離職那天，他們才發現公司要求的事情他們都已經完成，而且自己的確做得太多了。
Larry implored us to exert more control over our careers.
卡納里克誠懇地請求我們更好地管理自己的事業。
He said McKinsey would never stop making demands on our time, so it was up to us to decide what we were willing to do.
他說，麥肯錫對我們時間的要求是無止境的，所以工作的決定權其實在我們自己手里，
It was our responsibility to draw the line.
我們有責任劃定界限。
We needed to determine how many hours we were willing to work in a day and how many nights we were willing to travel.
我們需要決定一天中工作多長時間，一個月出差幾個晚上。
If later on, the job did not work out, we would know that we had tried on our own terms.
如果工作成績不盡如人意，我們也會知道自己已經盡了力。
Counterintuitively, long-term success at work often depends on not trying to meet every demand placed on us.
但有違直覺的是，在工作上不斷取得成功，則需要嘗試著不要去完成公司交代給我們的每一項事情。
The best way to make room for both life and career is to make choices deliberately — to set limits and stick to them.
為生活和事業騰出空間的最好方法，就是有意識地做出選擇，并設定好界限，然后嚴格地遵從這些界限。
During my first four years at Google, I was in the office from 7:00 a.m. to 7:00 p.m. every day at a minimum.
我在谷歌的頭4年里，每天都會從早上7點工作到晚上7點。
I ran the global operating teams and thought it was critical that I stay on top of as many details as possible.
當時我負責管理全球運營團隊，認為自己盡可能地親力親為非常重要。
