金融英語(yǔ)泛讀:揭秘微軟CEO巴爾默成功之道

The Golden Key to Success from the CEO of Microsoft揭秘微軟CEO巴爾默成功之道

While Mr. Ballmer, who has been at the helm of Microsoft since 2000，is known for his eccentric personality and episodes of excitable public behavior, he gives sound and structured advice to business leaders about how he approaches his work at Microsoft.

He says that there's a stereotype that innovation happens at a rapid fire pace, but he doesn't agree-he thinks that companies should invest in innovation over a long period of time.“Hardly anything in the tech industry went from rags to riches overnight，”he explains. And while talking about and emphasizing a culture of innovation is crucial for a company's success, he says，“there must be a limit when a company reaches a larger size.Cultures of innovation don't mean that everybody gets to reinvent the wheel six times.The need for a certain level of persistence and tenacity is I think a surprisingly important part of innovation.”

And when it comes to making decisions, he'd rather not have to do it very often, but instead thinks a leader should delegate as much as possible, rather than running a company that has to come to him for every single one. While he does make the big choices, such as whether or not Microsoft will invest with a certain company, and will sign off on decisions that other people have made，“the number of decisions that I actually have to make myself is relatively low，”he says.

In the same vein, Mr. Ballmer is not a big believer in micromanagement.While he admits that he does have what he refers to as an“Anglo-Saxon personality”in which he likes to see evidence and detail in order to feel comfortable with certain principles, he would rather ask questions that require discussions of detail, as opposed to blatant micromanagement.

巴爾默先生從2000年開(kāi)始執(zhí)掌微軟，他的古怪性格和易激動(dòng)的公眾行為是出了名的。以自己如何在微軟開(kāi)展工作為例，巴爾默給商業(yè)領(lǐng)袖們提出了合理和條理分明的建議。

巴爾默說(shuō)，人們總是認(rèn)為市場(chǎng)上的創(chuàng)新均以閃電般的速度出現(xiàn)，但他并不認(rèn)同這種陳詞濫調(diào)。他認(rèn)為，公司應(yīng)當(dāng)對(duì)創(chuàng)新進(jìn)行長(zhǎng)期投資。他解釋道：“科技行業(yè)沒(méi)有什么會(huì)在一夜之間發(fā)家致富的?！北M管談到并強(qiáng)調(diào)了創(chuàng)新文化對(duì)一家公司的成功至關(guān)重要，但巴爾默也說(shuō)：“當(dāng)公司達(dá)到更大的規(guī)模時(shí)就必須有所限制。創(chuàng)新文化并不意味著每個(gè)人都要去頻頻炒冷飯。我認(rèn)為，我們需要一定程度的堅(jiān)持和堅(jiān)忍，這對(duì)創(chuàng)新具有意想不到的重要性。”

談到做出決策時(shí)，巴爾默情愿自己不需要非常頻繁地做決定，他認(rèn)為一個(gè)領(lǐng)導(dǎo)者應(yīng)當(dāng)盡可能地放手，而不是事必躬親地去運(yùn)營(yíng)一家公司。不過(guò)，一些重要決定確實(shí)需要他來(lái)拍板，比如微軟是否投資某家公司之類(lèi)的決定，而且他也得簽字確認(rèn)其他人的決定。巴爾默說(shuō)：“我真正必須自己做決定的數(shù)量非常低?！?/p>

同樣，巴爾默也不太相信微觀管理。盡管巴爾默承認(rèn)，他的確有所謂的“盎格魯-撒克遜性格”——要看到證據(jù)和細(xì)節(jié)才能對(duì)某些原則放心，但他還是情愿問(wèn)些需要詳細(xì)討論的問(wèn)題，也不喜歡大張旗鼓的微觀管理。

實(shí)戰(zhàn)提升

核心單詞

helm[helm]n.領(lǐng)導(dǎo)地位

stereotype['sti?ri?utaip]v.使成為陳規(guī)

delegate['deligeit]v.授（權(quán)）；把……委托給

vein[vein]n.氣質(zhì)；傾向

blatant['bleit?nt]adj.公然的；露骨的

財(cái)經(jīng)知識(shí)一點(diǎn)通

長(zhǎng)期投資（long-term investments）

不滿足短期投資條件的投資，即不準(zhǔn)備在一年或長(zhǎng)于一年的經(jīng)營(yíng)周期之內(nèi)轉(zhuǎn)變?yōu)楝F(xiàn)金的投資。企業(yè)管理層取得長(zhǎng)期投資的目的在于持有而不在于出售，這區(qū)別于短期投資。

微觀管理（micromanagement）

亦作微觀管理學(xué)、微管理學(xué)、微管理或顯微管理學(xué)，是商業(yè)管理的一種管理手法，與宏觀管理的理念相反。在這種手法里，管理者通過(guò)對(duì)被管理者（員工）的密切觀察及操控，使被管理者完成管理者所指定的工作。相對(duì)于一般管理者只對(duì)較小型的工作給予一般的指示，微觀管理者會(huì)監(jiān)視及評(píng)核每一個(gè)步驟。

翻譯練習(xí)

Cultures of innovation don't mean that everybody gets to reinvent the wheel six times.

And when it comes to making decisions, he'd rather not have to do it very often, but instead thinks a leader should delegate as much as possible, rather than running a company that has to come to him for every single one.

ln the same vein, Mr. Ballmer is not a big believer in micromanagement.