盖茨应该向小公司学习如何挑选CEO？
What Bill Gates Can Learn From Small Business In Filling The CEO Role盖茨应该向小公司学习如何挑选CEO？

Why should Bill Gates, one of the most recognized global business leaders, accept advice from a small business owner? One of the advantages of operating a 100-employee organization is that we can view all aspects of our operation, remain agile, and move quickly. Large businesses can take advantage of our insights and experiences because, regardless of the size of the business, we all face similar struggles. They’re just on a different scale.

比尔·盖茨（Bill Gates）是最为大众认可的一位全球商界领袖，为什么他应该接受一位小企业主的建议？运营一个只有百名员工的组织会拥有的优势之一，就是可以从各方面观察自身的运营状况，保持灵活，迅速发展。这类小公司的洞见和经验可以为大公司所用，因为无论自身规模大小，每家企业都面临相似的困境，只是程度不同。

Small businesses have to work hard every day to survive. We discover what matters most really fast or we find ourselves out of business just as fast. Whether we like it or not, businesses must sell to survive—even giants like Microsoft

小公司每天都不得不为了生存而努力奋斗。我们要迅速发现什么才是最重要的，否则我们就会同样迅速地丢失业务。不管我们是否喜欢，要安身立命，企业就必须推销业务——即使微软这样的巨头也不例外。罗宾·夏玛（Robin Sharma）在自己的作品《唤醒心中的领导者》（The Leader Who Had No Title）中指出：“在面对全新的商业天地时，最危险的事情莫过于像以往那样行事。”

What can Mr. Gates learn from small business that will help him fill the soon-to-be-vacant chair at the top of his organization? Filling the CEO slot at the Microsoft table might be easier than he thinks. Have you have noticed that the missing piece of a puzzle is generally right under your nose, which is why you can’t see it? Microsoft might consider offering the top job to a likable, energetic, no-nonsense salesperson within their organization who has the guts and ingenuity to rekindle the fire for the software giant.

为了寻找人才来填补公司即将空缺的掌门之位，盖茨可以向小公司学些什么？找个人来填补微软的CEO大位，这可能并不像他想的那么难。踏破铁鞋无觅处的时候，盖茨是否注意到答案近在咫尺，为什么他没发现？微软不妨考虑让一名公司内部的员工坐上最高领导者的宝座，此人需要精力充沛，要有亲和力，是一位货真价实的推销员，具备让这家软件业巨头重现往日辉煌的勇气和创造力。

I know it’s a long shot, but why not give a homegrown Microsoft employee from the sales ranks with a high-octane heart and spirit a shot at the top seat? Perhaps it’s time Microsoft considers moving someone up from one of their small farm teams to the major leagues before considering external candidates. The CEO’s primary job is to authentically communicate the vision and message of the company to the world. Salespeople do this all day long. Those who survive in sales learn quickly what resonates and what does not with customers.

我知道这其中确实有风险不小，可为什么不在销售团队里挑选一位微软自己培养成长的人才，把最高职位交给这位热情高涨，干劲十足的他？在考虑外部人选以前，也许微软应该考虑从一名预备梯队的领导者，让此人加入管理层的主力部队。首席执行官的主要工作是不折不扣地向世人传达本公司的愿景与讯息。那些在销售领域屹立不倒的人能很快了解哪些能引起客户的共鸣，哪些不会产生反响。

One question that Mr. Gates, or anyone in business attempting to fill a top leadership seat within their organization, should ask is: Will this individual rekindle the spark for products and services that the company builds and get the people within the organization excited and energized? They don’t need to be famous or even brilliant. I believe they need to possess a genuine love for the people, products, and services and a willingness to share that love and belief with the world. They need to offer natural and authentic content so that when people hear it they ask for more. It’s as simple as that.

盖茨和其他任何一位设法在本机构内部寻找最高领袖的管理者都应该问这样一个问题：这个人选会不会重新激发公司提供产品与服务的创意火花，让公司上下精神振奋、活力十足？这样的人选不需要多么出名，甚至不必聪慧过人。我认为，企业的最高领袖需要一颗真诚的爱心，爱本公司的员工、产品和服务，并且愿意将这种爱和信念撒播到世界各地。他们要提供真实自然的内容，这样听众就希望了解更多信息。就这么简单。

The real treasure for Microsoft (and all businesses, for that matter) is the people who work hard every day to grow or sustain the business. They might not be polished or carry professional portfolios or degrees from Ivy League schools but chances are if they have the right heart and drive they will stand strong with the organization during challenging times.

微软真正的财富是员工，他们每天为了开拓或维持业务勤劳工作。在这方面，其他所有企业概莫如是。这些员工并非完美无缺，或许没有精专的履历，也没有常春藤联盟学校这类美国高等学府授予的学位，但可能他们的用心和冲劲正是企业所需，在企业遭遇挑战的时候，他们会坚定地和公司站在一起。

An excellent example of one of the best sales visionaries today who landed in the top seat of a major corporation is Brad Smith, CEO of Intuit. He has worked in numerous leadership positions, including senior vice president and general manager of Intuit’s Small Business Division, and before that he was the head of Intuit’s Consumer Tax Group in San Diego. Everyone we know inside and outside of his organization holds him in high regard. He’s likable and he’s not shy about promoting his organization. He sets his priorities and makes time for the people within his organization and small businesses like Fishbowl.

今时今日，最优秀的销售代表也能荣升大公司的掌门人。财捷集团（Intuit）的首席执行官布拉德·史密斯（Brad Smith）就是个很好的例子。他曾在高级副总裁等多个领导岗位工作，管理过公司位于圣迭戈的消费者税务部门，后来又做过财捷的小企业部门的总经理。据我们所知，史密斯领导的团队内外无不给予他很高评价。他很受欢迎，而且不吝于宣传自己的团队。他设定个人优先处理的任务，把时间留给自己团队的成员和Fishbowl这样的小公司。

I have one rule within my organization that is beyond non-negotiable. All leaders must genuinely and unconditionally love/respect the people, products, and services within the organization. Ninety percent just doesn’t get the job done. To be brutally honest (and a lot of execs might not like hearing this), it doesn’t actually take a lot of smarts to fill the top seat. It takes a lot of heart, trust and willingness to go the distance for the organization even if it means now and again you make yourself vulnerable personally. The people within the organization do most of the heavy lifting when it comes to building the products and services. A great leader gives them credit and spends every waking hour of his or her day sharing this across the globe.

我为自己领导的组织定下一条不容置疑的规矩：所有的领导者都必须真心实意、无条件地热爱、尊重机构的成员、产品和服务。90%的管理者都没能做到这点。许多管理者也许都没听过这样的规定。坦率地说，胜任最高职位其实无需多高明，需要心甘情愿付出大量心血，给予极大的信任，即便这意味着你会时而让自己脆弱不堪，也要为了机构坚持到底。在创造产品和推出服务方面，机构内部的成员会负担大部分重要的工作。伟大的领袖会称赞这些成员，将自己精神百倍的分分秒秒都用来向四处分享他们的成绩。

Microsoft has plenty of people who successfully oversee day-to-day operations of the billion-dollar publicly operated enterprise. They should consider hiring someone for the top job who gets over-the-top excited about what Microsoft builds and shares with the world. I believe the ideal candidate could be someone who is not from the upper ranks, which generally consists of a small group of people. Why not let the thousands of Microsoft employees weigh in on who will be their next chief? I would also strongly recommend that Mr. Gates have all their candidates sit down and see if they can pass the standard Microsoft certification exams before they get the top chair to ensure they fully understand the vast capabilities of the products.

微软有许多得力干将，他们成功地管理着这家市值高达数千亿美元的企业，监督其日常经营。微软的领导层应该考虑，掌握大权的人应该对公司的成果和与世界分享这些成就极有激情。我认为，理想的人选可能并不是那些身居高位的高管，通常高层只是一小撮人。为什么不集思广益，让数千名微软的员工一起权衡谁适合做下一位首席执行官？我还强烈建议盖茨不妨请所有的候选人参加测试，在确定最高领导者人选以前，先看看他们是否能通过标准的微软认证考试，以此保证未来首席执行官完全了解微软产品的众多功能。

The next CEO just might be sitting somewhere within the ranks—an individual with the right heart to lead the company into its finest hour. Microsoft might not be considered the coolest on the market today, but I believe they are most definitely built to last. This, I believe, is the core value proposition of Microsoft: They help people across the globe build and develop skills that can lead to meaningful careers.

下任首席执行官可能就在普通员工之中，此人正适合领导这家公司达到最佳状态。也许，在今天的市场人士看来，微软不是最潮的企业。可我觉得，微软的架构可以缔造常青基业，这是最明确的优势。我认为，微软的一部分核心价值在于：这家公司帮助世界各地的客户学习和开发技术，这些技术能帮助他们职业生涯中意义重大的步伐。

These are just a few thoughts from someone who cares about the fate of the big guys and big corporations. They create a multitude of jobs and careers for people. In the end it doesn’t really matter how big or small your company is; we are all remembered for the legacy we leave behind. Good luck to everyone at Microsoft. Thanks for decades of great products and services.

以上只是个人愚见，在下关注大人物和大企业命运。因为他们创造了大量的就业岗位，为许多人开拓职业道路。最终，公司大小与否并非真正的关键。若想名垂青史，必然要给后世留下财富。祝微软的全体员工好运，感谢你们几十年来留给这个世界伟大的产品与服务。

• insight['insait]video
  
  n. 洞察力；洞悉
• candidate['kændideit, -dət]video
  
  n. 候选人，候补者；应试者
• proposition[,prɔpə'ziʃən]video
  
  n. [数] 命题；提议；主题；议题vt. 向…提议；向…求欢
• energize['enədʒaiz]video
  
  vt. 激励；使活跃；供给…能量vi. 活动；用力
• priority[prai'ɔrəti]video
  
  n. 优先；优先权；[数] 优先次序；优先考虑的事
• guy[ɡai]video
  
  n. 男人，家伙vt. 嘲弄，取笑vi. 逃跑
• gut[ɡʌt]video
  
  n. 内脏；肠子；剧情；胆量；海峡vt. 取出内脏；摧毁内部装置adj. 简单的；本质的，根本的
• legacy['leɡəsi]video
  
  n. 遗赠，遗产
• polish['pɔliʃ]video
  
  n. 磨光，擦亮；上光剂，擦亮剂；优雅，精良vi. 擦亮，变光滑vt. 磨光，使发亮adj. 波兰的
• multitude['mʌlti,tju:d, -,tu:d]video
  
  n. 群众；多数
  
  

盖茨应该向小公司学习如何挑选CEO？
What Bill Gates Can Learn From Small Business In Filling The CEO Role盖茨应该向小公司学习如何挑选CEO？

Why should Bill Gates, one of the most recognized global business leaders, accept advice from a small business owner? One of the advantages of operating a 100-employee organization is that we can view all aspects of our operation, remain agile, and move quickly. Large businesses can take advantage of our insights and experiences because, regardless of the size of the business, we all face similar struggles. They’re just on a different scale.

比尔·盖茨（Bill Gates）是最为大众认可的一位全球商界领袖，为什么他应该接受一位小企业主的建议？运营一个只有百名员工的组织会拥有的优势之一，就是可以从各方面观察自身的运营状况，保持灵活，迅速发展。这类小公司的洞见和经验可以为大公司所用，因为无论自身规模大小，每家企业都面临相似的困境，只是程度不同。

Small businesses have to work hard every day to survive. We discover what matters most really fast or we find ourselves out of business just as fast. Whether we like it or not, businesses must sell to survive—even giants like Microsoft

小公司每天都不得不为了生存而努力奋斗。我们要迅速发现什么才是最重要的，否则我们就会同样迅速地丢失业务。不管我们是否喜欢，要安身立命，企业就必须推销业务——即使微软这样的巨头也不例外。罗宾·夏玛（Robin Sharma）在自己的作品《唤醒心中的领导者》（The Leader Who Had No Title）中指出：“在面对全新的商业天地时，最危险的事情莫过于像以往那样行事。”

What can Mr. Gates learn from small business that will help him fill the soon-to-be-vacant chair at the top of his organization? Filling the CEO slot at the Microsoft table might be easier than he thinks. Have you have noticed that the missing piece of a puzzle is generally right under your nose, which is why you can’t see it? Microsoft might consider offering the top job to a likable, energetic, no-nonsense salesperson within their organization who has the guts and ingenuity to rekindle the fire for the software giant.

为了寻找人才来填补公司即将空缺的掌门之位，盖茨可以向小公司学些什么？找个人来填补微软的CEO大位，这可能并不像他想的那么难。踏破铁鞋无觅处的时候，盖茨是否注意到答案近在咫尺，为什么他没发现？微软不妨考虑让一名公司内部的员工坐上最高领导者的宝座，此人需要精力充沛，要有亲和力，是一位货真价实的推销员，具备让这家软件业巨头重现往日辉煌的勇气和创造力。

I know it’s a long shot, but why not give a homegrown Microsoft employee from the sales ranks with a high-octane heart and spirit a shot at the top seat? Perhaps it’s time Microsoft considers moving someone up from one of their small farm teams to the major leagues before considering external candidates. The CEO’s primary job is to authentically communicate the vision and message of the company to the world. Salespeople do this all day long. Those who survive in sales learn quickly what resonates and what does not with customers.

我知道这其中确实有风险不小，可为什么不在销售团队里挑选一位微软自己培养成长的人才，把最高职位交给这位热情高涨，干劲十足的他？在考虑外部人选以前，也许微软应该考虑从一名预备梯队的领导者，让此人加入管理层的主力部队。首席执行官的主要工作是不折不扣地向世人传达本公司的愿景与讯息。那些在销售领域屹立不倒的人能很快了解哪些能引起客户的共鸣，哪些不会产生反响。

One question that Mr. Gates, or anyone in business attempting to fill a top leadership seat within their organization, should ask is: Will this individual rekindle the spark for products and services that the company builds and get the people within the organization excited and energized? They don’t need to be famous or even brilliant. I believe they need to possess a genuine love for the people, products, and services and a willingness to share that love and belief with the world. They need to offer natural and authentic content so that when people hear it they ask for more. It’s as simple as that.

盖茨和其他任何一位设法在本机构内部寻找最高领袖的管理者都应该问这样一个问题：这个人选会不会重新激发公司提供产品与服务的创意火花，让公司上下精神振奋、活力十足？这样的人选不需要多么出名，甚至不必聪慧过人。我认为，企业的最高领袖需要一颗真诚的爱心，爱本公司的员工、产品和服务，并且愿意将这种爱和信念撒播到世界各地。他们要提供真实自然的内容，这样听众就希望了解更多信息。就这么简单。

The real treasure for Microsoft (and all businesses, for that matter) is the people who work hard every day to grow or sustain the business. They might not be polished or carry professional portfolios or degrees from Ivy League schools but chances are if they have the right heart and drive they will stand strong with the organization during challenging times.

微软真正的财富是员工，他们每天为了开拓或维持业务勤劳工作。在这方面，其他所有企业概莫如是。这些员工并非完美无缺，或许没有精专的履历，也没有常春藤联盟学校这类美国高等学府授予的学位，但可能他们的用心和冲劲正是企业所需，在企业遭遇挑战的时候，他们会坚定地和公司站在一起。

An excellent example of one of the best sales visionaries today who landed in the top seat of a major corporation is Brad Smith, CEO of Intuit. He has worked in numerous leadership positions, including senior vice president and general manager of Intuit’s Small Business Division, and before that he was the head of Intuit’s Consumer Tax Group in San Diego. Everyone we know inside and outside of his organization holds him in high regard. He’s likable and he’s not shy about promoting his organization. He sets his priorities and makes time for the people within his organization and small businesses like Fishbowl.

今时今日，最优秀的销售代表也能荣升大公司的掌门人。财捷集团（Intuit）的首席执行官布拉德·史密斯（Brad Smith）就是个很好的例子。他曾在高级副总裁等多个领导岗位工作，管理过公司位于圣迭戈的消费者税务部门，后来又做过财捷的小企业部门的总经理。据我们所知，史密斯领导的团队内外无不给予他很高评价。他很受欢迎，而且不吝于宣传自己的团队。他设定个人优先处理的任务，把时间留给自己团队的成员和Fishbowl这样的小公司。

I have one rule within my organization that is beyond non-negotiable. All leaders must genuinely and unconditionally love/respect the people, products, and services within the organization. Ninety percent just doesn’t get the job done. To be brutally honest (and a lot of execs might not like hearing this), it doesn’t actually take a lot of smarts to fill the top seat. It takes a lot of heart, trust and willingness to go the distance for the organization even if it means now and again you make yourself vulnerable personally. The people within the organization do most of the heavy lifting when it comes to building the products and services. A great leader gives them credit and spends every waking hour of his or her day sharing this across the globe.

我为自己领导的组织定下一条不容置疑的规矩：所有的领导者都必须真心实意、无条件地热爱、尊重机构的成员、产品和服务。90%的管理者都没能做到这点。许多管理者也许都没听过这样的规定。坦率地说，胜任最高职位其实无需多高明，需要心甘情愿付出大量心血，给予极大的信任，即便这意味着你会时而让自己脆弱不堪，也要为了机构坚持到底。在创造产品和推出服务方面，机构内部的成员会负担大部分重要的工作。伟大的领袖会称赞这些成员，将自己精神百倍的分分秒秒都用来向四处分享他们的成绩。

Microsoft has plenty of people who successfully oversee day-to-day operations of the billion-dollar publicly operated enterprise. They should consider hiring someone for the top job who gets over-the-top excited about what Microsoft builds and shares with the world. I believe the ideal candidate could be someone who is not from the upper ranks, which generally consists of a small group of people. Why not let the thousands of Microsoft employees weigh in on who will be their next chief? I would also strongly recommend that Mr. Gates have all their candidates sit down and see if they can pass the standard Microsoft certification exams before they get the top chair to ensure they fully understand the vast capabilities of the products.

微软有许多得力干将，他们成功地管理着这家市值高达数千亿美元的企业，监督其日常经营。微软的领导层应该考虑，掌握大权的人应该对公司的成果和与世界分享这些成就极有激情。我认为，理想的人选可能并不是那些身居高位的高管，通常高层只是一小撮人。为什么不集思广益，让数千名微软的员工一起权衡谁适合做下一位首席执行官？我还强烈建议盖茨不妨请所有的候选人参加测试，在确定最高领导者人选以前，先看看他们是否能通过标准的微软认证考试，以此保证未来首席执行官完全了解微软产品的众多功能。

The next CEO just might be sitting somewhere within the ranks—an individual with the right heart to lead the company into its finest hour. Microsoft might not be considered the coolest on the market today, but I believe they are most definitely built to last. This, I believe, is the core value proposition of Microsoft: They help people across the globe build and develop skills that can lead to meaningful careers.

下任首席执行官可能就在普通员工之中，此人正适合领导这家公司达到最佳状态。也许，在今天的市场人士看来，微软不是最潮的企业。可我觉得，微软的架构可以缔造常青基业，这是最明确的优势。我认为，微软的一部分核心价值在于：这家公司帮助世界各地的客户学习和开发技术，这些技术能帮助他们职业生涯中意义重大的步伐。

These are just a few thoughts from someone who cares about the fate of the big guys and big corporations. They create a multitude of jobs and careers for people. In the end it doesn’t really matter how big or small your company is; we are all remembered for the legacy we leave behind. Good luck to everyone at Microsoft. Thanks for decades of great products and services.

以上只是个人愚见，在下关注大人物和大企业命运。因为他们创造了大量的就业岗位，为许多人开拓职业道路。最终，公司大小与否并非真正的关键。若想名垂青史，必然要给后世留下财富。祝微软的全体员工好运，感谢你们几十年来留给这个世界伟大的产品与服务。

• insight['invideo
  
  n. 洞察力；洞悉
• candidate['kændideit, -dət]video
  
  n. 候选人，候补者；应试者
• proposition[,prɔpə'ziʃən]video
  
  n. [数] 命题；提议；主题；议题vt. 向…提议；向…求欢
• energize['enədʒaiz]video
  
  vt. 激励；使活跃；供给…能量vi. 活动；用力
• priority[prai'ɔrəti]video
  
  n. 优先；优先权；[数] 优先次序；优先考虑的事
• guy[ɡai]video
  
  n. 男人，家伙vt. 嘲弄，取笑vi. 逃跑
• gut[ɡʌt]video
  
  n. 内脏；肠子；剧情；胆量；海峡vt. 取出内脏；摧毁内部装置adj. 简单的；本质的，根本的
• legacy['leɡəsi]video
  
  n. 遗赠，遗产
• polish['pɔliʃ]video
  
  n. 磨光，擦亮；上光剂，擦亮剂；优雅，精良vi. 擦亮，变光滑vt. 磨光，使发亮adj. 波兰的
• multitude['mʌlti,tju:d, -,tu:d]video
  
  n. 群众；多数