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adj. 懷疑的
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Tony Hsieh's Delivering Happiness. It may change your life.
去讀謝家華的《三雙鞋-美捷步總裁謝家華自述》吧，它會改變你的一生。(小編注：本書是“美捷步”(Zappos)首席執行官謝家華創造奇跡的心路歷程與商業哲學的精華萃取，分享了他在商場與生活中得到的寶貴經驗與教訓。)
Offer me one great Microsoft engineer for five “solid” ones: I gladly take the exchange.
給我一位優秀的工程師，我會很樂意拿五個“還不錯的”工程師跟你換。
Practice articulating positions you disagree with faithfully and persuasively. Unless you can do this, you're implicitly assuming that people who disagree with you are idiots. Smart people understand why smart people disagree.
練習如何有說服力的表達你不同意的觀點，如果你不這樣做，你就會在心里暗罵與你“道不同”的人是蠢貨一個。聰明人會明白為什么其他聰明的人有時會不同意。
People keep asking for executive accountability when something goes wrong. When's the last time you saw a line engineer take accountability – real, public accountability, the type that says, “I screwed up. This needs to go on my review. I will make this right, or I will find another position”?
發生問題的時候，人們總是讓管理人擔當責任。你什么時候見過底下的工程師說過：“這是我的錯，應該寫在我的業績審查里面。我會把它修好，或者辭職。”
The team you want to join is the one that's hard to get into.
你最想加入的團隊就是最難進的團隊。
If it seems easy getting a bunch of great reviews, you're probably working on the wrong team.
如果你很容易就能夠得到許多很好的評價，也許這說明你進入了錯誤的團隊。
Do you practice specific skills with repetition and intent? Athletes do drills. Musicians hone difficult passages. What do you do?
你還在堅持練習你的技術么?運動員天天訓練，音樂家也會演練更難的曲章。你呢?
Mentees sometimes ask for the secret to my moderate career success. They're disappointed when I tell them that it's partially due to hard work. It sounds trite and preachy, like a public service announcement, like I'm commending myself for breaking a light sweat. As if they'd be more satisfied with an answer like, “I clawed my way up to middle management through shameless brownnosing.” My first year at Microsoft, I had a sleeping bag in my office and worked all the time. On weekends, I still write code to learn new technologies. I regularly read books about leadership, communication, management, and technology. Equally smart people fare differently in their careers partly based on the amount they're willing to put in. Anyone who tells you otherwise is selling something.
有些新員工會問我獲得職業成功的秘訣。當我告訴他們答案是“努力工作”時，他們通常會很失望。這聽起來像陳腐的說教，還像是自夸。如果我的答案是“我之所以能夠爬到中層管理崗位是因為我很善于給上級拍馬屁”，他們也許會更滿意。我來微軟的第一年就帶了個睡袋到辦公室，而且經常加班，周末的時候，我也是在寫代碼，學習新技術。我會看團隊管理和如何與人溝通的書籍。才智相當的人在職業生涯上會有不同的發展，主要是因為他們的付出有多有少。如果有人另有說法，那他可能是想向你“兜售”點什么。
Follow great people. Work for great people.
跟隨杰出的人，為杰出的人工作。
Above all else: Integrity. You must be able to trust who you work with and for. Theodore Roosevelt once fired a rancher who stole some neighboring cattle and added them to Roosevelt's herd. When asked about this by incredulous friends, Roosevelt simply replied, “A man who steals for me will also steal from me.”
最重要的是：做人要誠信。你必須信任和你一起工作的人。羅斯福有一次開除了他的牧場主，因為那位牧場主偷了鄰居的牛，然后把它們放到了羅斯福的牛群中。當他的朋友詢問他為什么時，羅斯福回答 “為我偷東西的人，也會從我這里偷東西。”
A PM once remarked of a former Microsoft VP known for being ultra-aggressive in meetings: “I'd rather have him pissing from my tent than into my tent.” Everyone within earshot chuckled at this witty political insight. I'd actually rather not have anybody pissing on any tents, mine or otherwise.
一位PM 曾經評價過一位在會議上很具進攻性的副總裁，“我寧可讓他從我這邊往別人那里噴，而不是從別人那里往我這里噴。”聽到的所有人都笑了。我更希望誰也別噴誰。
Organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.–Conway's Law (Melvin Conway)
康威定律(Conway's Law)：“設計系統的組織，最終產生的設計等同于組織之內、之間的溝通結構。”
Don't ship the org chart.–Steven Sinofsk
永遠不要發出組織的架構圖。-Steven Sinofsky(史蒂文·辛諾夫斯基，微軟Windows事業部主管)
You can control outcomes with three types of approaches: a) People Control, where you decide who to hire, who to fire, and who to put in what positions; b) Action Control, where you tell people what to do; and c) Results Control, where you define the metrics of success. Know when to use which.
你可以通過三種方法控制你的結果：1. 控制人，你可以選擇雇傭誰，解雇誰，把什么人放到什么位置上;2. 行為控制，你可以告訴他們該做什么;C. 結果控制，你告訴他們需要什么樣的結果而度量標準是什么。你要知道什么時候適合用什么方法。
Isn't it a neat feeling when you're introduced to a coworker's kids or spouse? For a moment, the bubble of work is burst. You imagine baseball games, music recitals, anniversary dinners. I remind myself of this when I get frustrated at people.
當你被介紹認識同事的孩子或者配偶時，這種感覺是不是很好?在一瞬間，工作和生活之間的隔閡消失了，你會聯想到籃球，音樂會，慶祝晚宴等。當我對同事不滿意的時候，我就會用這些提醒自己。
I love watching exceptional people do what they're good at. It amazes and inspires me. I once saw an alleyway chef in Shanghai turn a basketball-sized clump of dough into hand-pulled noodles for a table of eight, amid a blur of arm movements in under a minute. Ever watch speed stacking? We each have astonishing potential.
我喜歡看到有才能的人們做他們最擅長的事情，因為這能夠很好的激勵我。我在上海的一個胡同里面看到一個大廚把一個籃球大小的面團用手拉成了8 個人吃的面條，而且整個過程都在一分鐘內完成。我們每人都具有驚人的潛能。
Amidst some LCA controversy around “Dr. Who(m),” a site I worked very hard on creating after hours, I arrived at my office to find a handmade two-foot-high Dalek. Someone had taken the time to print, cut, and tape together a mascot to support me. What inspires people to this sort of kindness? I still don't know who did this for me – but if you're reading this, thank you.
當我編寫的Dr. Who 網站(微軟內部查詢人的工具)受到了法律事務部的一些抗議時，有人把一個兩英尺高的“Dalek”(小編注：Dalek，中文名為戴立克，是英國BBC著名科幻電視劇《Doctor Who》(神秘博士)中Doctor 最大的機器人生命體對頭。)塑像放在我的辦公室里，表示支持。我現在還不知道這是誰做的，但是如果你在讀這封信，謝謝。
Spend time with people whether they'll be “useful” to you someday or not. Respond to emails whether from a VP or from a campus hire. This advice will likely make you less “efficient.” But it's good advice nevertheless.
花時間和其他人在一起，無論他們對你是不是“有用”。回復所有人的郵件，無論他是副總裁還是一名大學實習生。這條建議你可能認為并不是特別“有效”，但它卻是條好的建議。
We used to get Dove Bars and beers all the time. It felt like free food was on offer at least once a week, usually with a pretense of some small milestone to celebrate. Why did we cut stuff like this? (I know the boring fiscal reasons why. I'm asking the deeper why, as in, “Was it worth the savings? Is Microsoft better now that we've cut these costs?”)
我們以前經常會有免費的啤酒和吃的，基本每一個產品的大小里程碑都會有一次慶祝。我們為什么現在沒有了?(我知道財政上的原因，但我想知道更深層次的原因。省那點錢值得嗎?現在的微軟比從前更好了嗎?)
One day, a sign appeared on a soda fridge in RedWest saying something to the effect of, “Did you know that drinks cost Microsoft [ed: millions of dollars] a year? Sodas are your perk at work. Don't bring them home.” This depressed me on too many levels to enumerate, but I'll toss out a few:
有一天， 一個標貼出現在微軟雷德蒙西區的冰箱上，它是這樣寫的：“你知道微軟每年在飲料上要花費掉幾百萬美金嗎?飲料是公司的，請不要帶回家”。這使我非常郁悶的原因很多，簡單說幾個：
1.Someone had enough time to get these signs professionally printed and affixed to our fridges.
有人有足夠的時間去把這些標牌做得很專業并且貼到了冰箱上。
2.It was someone's salaried, 40-hour-a-week job to do things like this.
有人在領每周40小時的工作薪水，竟然有做這個事情的工作崗位。
3.Someone thought soda smuggling was a big enough “problem” at Microsoft to draw attention to it.
有人認為帶走幾瓶飲料會是一個很大的問題，是值得微軟去注意的事情。
How much soda can a person steal? How much does that same person cost the company per hour in salary and benefits? Our most interesting profits will come from capitalizing on huge opportunities, not from micromanaging costs. I'm sure some finance person will lambast me for this, which would only further depress me. Believe in our upside. Focus on our upside.
一個人能帶走幾瓶飲料?同樣一個人每小時的薪水和福利是多少?我們最大的盈利是來自于我們的潛能最大化，而不是我們的成本最小化。我相信，財務人員看到這段話會揍我，這只會讓我更沮喪。相信我們賺錢的能力，把注意力放在賺錢上面，而不是省錢。
Leadership is the art of getting people to want to do what you know must be done. This was told to me third hand; I've unfortunately lost the attribution.
帶領和管理的藝術是讓人們想去做你認為必須要做的事情。這句話是我從別人那里批發過來的，不幸的是，我不知道這是誰說的(小編注：據說這句話是美國第34任總統艾森豪威爾說的)。
What have you enjoyed most in your time at Microsoft? What made that experience great? How can you do more of that?
你在微軟最開心的是什么時候?是什么讓你這么開心?你怎樣可以做得更好?
What would you do if you hit the lottery? How can you do some of that right now?
如果中了彩票大獎，你會做什么?當中有什么是你現在就能動手做的呢?
Individuals are the sole cause of anything that's ever happened.
所有發生的一切都是從個人開始的。
| 重點單詞 | 查看全部解釋 | |||
| skeptical | ['skeptikəl] |
想一想再看 |
聯想記憶 | |
| impossible | [im'pɔsəbl] |
想一想再看 adj. 不可能的，做不到的 |
聯想記憶 | |
| bouquet | [bu'kei] |
想一想再看 n. 花束 |
聯想記憶 | |
| understand | [.ʌndə'stænd] |
想一想再看 vt. 理解，懂，聽說，獲悉，將 ... 理解為，認為< |
||
| passionate | ['pæʃənit] |
想一想再看 adj. 熱情的，易怒的，激情的 |
聯想記憶 | |
| visibility | [.vizi'biliti] |
想一想再看 n. 能見度 |
||
| razor | ['reizə] |
想一想再看 n. 剃刀 |
聯想記憶 | |
| depress | [di'pres] |
想一想再看 vt. 使沮喪，降低，壓下，壓抑，使蕭條 |
聯想記憶 | |
| hone | [həun] |
想一想再看 n. 細磨刀石 vt. 磨刀，磨練 vi. 渴望，抱怨 |
聯想記憶 | |
| control | [kən'trəul] |
想一想再看 n. 克制，控制，管制，操作裝置 |
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