微软元老回首职场生涯12年
微软元老回首职场生涯12年(5)
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.
你可以通过三种方法控制你的结果：1. 控制人，你可以选择雇佣谁，解雇谁，把什么人放到什么位置上；2. 行为控制，你可以告诉他们该做什么；C. 结果控制，你告诉他们需要什么样的结果而度量标准是什么。你要知道什么时候适合用什么方法。
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.
当你被介绍认识同事的孩子或者配偶时，这种感觉是不是很好？在一瞬间，工作和生活之间的隔阂消失了，你会联想到篮球，音乐会，庆祝晚宴等。当我对同事不满意的时候，我就会用这些提醒自己。
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.
我喜欢看到有才能的人们做他们最擅长的事情，因为这能够很好的激励我。我在上海的一个胡同里面看到一个大厨把一个篮球大小的面团用手拉成了8 个人吃的面条，而且整个过程都在一分钟内完成。我们每人都具有惊人的潜能。
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.
当我编写的Dr. Who 网站（微软内部查询人的工具）受到了法律事务部的一些抗议时，有人把一个两英尺高的“Dalek”（小编注：Dalek，中文名为戴立克，是英国BBC著名科幻电视剧《Doctor Who》（神秘博士）中Doctor 最大的机器人生命体对头。）塑像放在我的办公室里，表示支持。我现在还不知道这是谁做的，但是如果你在读这封信，谢谢。
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.
花时间和其他人在一起，无论他们对你是不是“有用”。回复所有人的邮件，无论他是副总裁还是一名大学实习生。这条建议你可能认为并不是特别“有效”，但它却是条好的建议。
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?”)
我们以前经常会有免费的啤酒和吃的，基本每一个产品的大小里程碑都会有一次庆祝。我们为什么现在没有了？（我知道财政上的原因，但我想知道更深层次的原因。省那点钱值得吗？现在的微软比从前更好了吗？）
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， 一个标贴出现在微软雷德蒙西区的冰箱上，它是这样写的：“你知道微软每年在饮料上要花费掉几百万美金吗？饮料是公司的，请不要带回家”。这使我非常郁闷的原因很多，简单说几个：
1.Someone had enough time to get these signs professionally printed and affixed to our fridges.
有人有足够的时间去把这些标牌做得很专业并且贴到了冰箱上。
2.It was someone’s salaried, 40-hour-a-week job to do things like this.
有人在领每周40小时的工作薪水，竟然有做这个事情的工作岗位。
3.Someone thought soda smuggling was a big enough “problem” at Microsoft to draw attention to it.