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In November, McDonald's said it was slowing the pace of remodels in the U.S.
去年11月，麥當勞表示，它正在放緩在美國進行改造的步伐。
The conversations are often fraught.
雙方的對話經常令人感到擔憂。
When Easterbrook invited eight franchisees to break bread with a group of McDonald's executives at a steakhouse in Washington, D.C., in April,
今年四月，伊斯特布魯克邀請八家特許經營商，在華盛頓特區的一家牛排店與麥當勞的高管進餐時，
one operator accused him of saddling stores with impossible demands.
一家運營商指責他給餐廳加上了不可能達到的要求。
For longtime managers who back Easterbrook's goal and enjoy the internal energy it's created,
對于那些支持伊斯特布魯克目標，并享受其創造的內在能量的長期經理人來說，
the prospect that his plans could fall through is unthinkable.
他的計劃可能落空的前景讓人難以置信。
"When they ask a question that's a bit of an attack, I sit there and get a little pissed, because I'm ready to lean in,"
66歲的麥當勞主管查理·斯特朗說：“當他們問一個有點具有攻擊性的問題時，我就坐在那里有點生氣，因為我已經準備好參與了。”
says Charlie Strong, a 66-year-old McDonald's executive who oversees more than 5,700 restaurants across the western U.S.
他負責美國西部5700多家餐廳。
He affixes a lapel pin of the letter "M" in the style of the golden arches logo to a navy Brooks Brothers blazer,
他在一件海軍色布魯克斯兄弟男裝公司的西裝上，貼上了一枚印有金色拱門標志的字母“M”的翻領別針，
and his right pinkie is weighed down by a 14-karat yellow gold ring inset with five diamonds, onyx, and the golden arches.
他的右小指上帶著一枚鑲有五顆鉆石、瑪瑙和金拱門的14克拉黃金戒指。
The company gave it to him to celebrate his 25th anniversary with McDonald's.
麥當勞公司送給他這枚戒指，以慶祝他在公司工作25周年。
He expects to receive another for his 50th in two years.
他預計在兩年內還會收到另一份50歲生日禮物。
Strong says one of Easterbrook's key qualities is that he doesn't take any criticism of his strategy personally.
斯特朗說，伊斯特布魯克的一個關鍵素質是，他不會認為對自己的戰略提出的任何批評是針對自己的。
"He just rolls with it and swings it back to what's important about the business,
“他只是隨機應變，把事情擺回對業務重要的方面，
what's important about the vision, and to not get bogged down with these little things along the way."
對愿景重要的方面，而不是被這些小事拖累。”
