人物訪談口譯實(shí)踐:第二篇 Passage 2

第二篇 Passage 2

相關(guān)詞語(yǔ) Related Words and Expressions

make one’s day 使某人的一天生色； 使某人非常高興

make a difference 有關(guān)系；起（重要）作用

be bogged down 陷入泥潭；受阻；使不能前進(jìn)

pitfalls 挫折

watershed 分水嶺；轉(zhuǎn)折點(diǎn)；重要關(guān)頭

tall poppy 支高薪的人；出類拔萃的人

tall poppy syndrome “精英”綜合癥

People who are crisp and get on with it 干脆利落, 說(shuō)干就干的人

out-source 外部協(xié)作, 內(nèi)部配置輩出

belly up （肚子朝天）；死去；垮掉；完蛋

take the fat out (of) 簡(jiǎn)化不必要的環(huán)節(jié)

kick in 初見勢(shì)頭

an avid reader 讀書迷

(The following is an interview with the managing director of Infolink, Larry Hill)

Q: What makes your day at work?

A: Achieving things. Especially achievements that is good for the customer. You can have all the strategy in the world, but at the end of the day you have to be able to execute. At the moment we are working on a piece of hardware that will revolutionize a client’s business—we are always working on things that will have an actual, tangible impact on a client’s operations.

Q: When did you become a manager?

A: I’ve been in this industry for 30 years. I was designing, writing and producing programs at first, and then I was sent to Germany to work on a “secret project” in a team with one other person. When he was fired I was suddenly made a manager of the project and had a team of Germans under me, and I didn’t speak German! That was in 1980. I’ve been in management since then.

Q: What is the most important lesson you learned on your way up?

A: Rule number one: people make the difference. People count and people make the difference. It’s a really simple and essential thing that you choose the right people. I like to choose people who are cleverer than me. I have very dedicated, clever people working for me.

The second most important lesson is that everything is about selling what you have got, not about having a strategy. You have to focus on sales. I think some big companies in particular become bogged down in the process and become less interested in the outcome, which is not good for business.

Q: How have you dealt with pitfalls in your career?

A: Change something and move on. When I was a young man I would hitchhike. While others stood and waited for cars, I would walk because there might be a corner around which you were more likely to be picked up. That is what I mean about change something and move on. Tomorrow you’ll always have different choices. Luck also plays a part. Watershed events happen and can change your life dramatically—time and chance have a part to play in everything.

Q: If you were starting over, what would you be?

A: If I could not be an astronaut, I would do exactly what I did. I feel very lucky. For 30 years I have traveled and worked around the world, made reasonable money and met interesting people. I would even like my son to do this job, because I find it really extends your mind. Also in the last 30 years things have changed so much.

There are some propeller heads that sit in the corner and grunt; but as managers we have to drive them to give their very best. There are a lot of people who try to mystify IT (Information Technology) and I think something I do is to simplify it for people.

Q: What annoys you most?

A: Indecision and the “tall poppy” syndrome—cutting someone down because they are successful. In some countries, the population is quick to idolize sports heroes but doesn’t pay business people enough compliments. Having said that, I’m not a person who is easily annoyed, but I am extremely impatient, and I find often in the process of working with a company that they will delay and delay and delay making an important decision. They sometimes spend more money investigating the solution than buying it from you. I’ve experienced situations where consultants consume budgets before any final decision is reached. I prefer people who are crisp and get on with it.

Q: Which management wisdom is overrated?

A: We’ve been through it all—out-source, in-source, re-engineer, restructure. We’ve made it too complicated. I think you just have to ask, “what are the most important things in the business and what do we need to do?” My concern is that business can be made overcomplicated-----a certain amount of “information pollution” goes on.

Q: What has been your best moment in business?

A: I have not had that moment yet. I have had good successes but I’m forever optimistic that the best moments are yet come.

Q: What will be the big business issues the next decade?

A: I think it will be the issue of technology, creating sustainable business advantage. Many of the dotcoms went belly up because of lousy business models, but for business-to-business communication, technology is a fantastic tool. About 150 years age the industrial revolution took all the fat out of production processes. Now the information revolution, which is only just kicking in, is taking the fat out of the administration process that supports manufacturing. The use of technology to create sustainable business advantages is the biggest revolution in business so far.

Q: How do you relax?

A: I do like to fly the light one-man home-made aircraft called micro lights—you have to focus when you fly to avoid being hurt—you can’t be thinking about work. I’m also an avid reader. And to really relax, I go home. My wife is a gem who has created a great environment at home.