Who Got Rich This Week: Twitter Founders Hatch Big Gains一周财富沉浮录：Twitter金蛋破壳

Each week at Forbes we scan our database of corporate insiders to see who got richer from the action in the stock market.

每周，我们都会对《福布斯》的企业人士数据库进行检索，以考察哪些人因为股市动向而变得更加富有。

Qualcomm didn’t help). On Friday, perhaps inspired by a strong jobs report, the market gained it all back, rising 23.5 points. With the Friday push, the index closed the week up 0.5%. But eclipsing the broader market was, of course, Twitter — the most ballyhooed IPO of the year. Unlike Facebook

上周四，标普500指数（S&P 500）收跌23.3点，跌幅1.3%，创下今年8月以来最大单日跌幅（全食超市与高通微弱的上涨对大盘于事无补）。周五，也许是受到强劲就业报告的刺激，标普收高23.5点，全数收复失地。拜周五的反弹所赐，标普500指数上周收高0.5%。但令大盘表现显得黯然失色的自然还是Twitter——本年度声势最大的IPO。跟走在它前面的社交网络同胞Facebook不同的是，Twitter股票的首次公开发行一帆风顺，股价也节节攀升。但Twitter并不是本周唯一的赢家。

Twitter Leaves The Nest

Twitter小鸟离巢

For the average retail investor, buying into Twitter right now is probably unwise. Derek Thompson at The Atlantic has a handy flowchart for deciding whether Twitter stock is right for you (Spoiler: It’s not). But for founders Evan Williams and Jack Dorsey, they essentially just hatched the nest of golden eggs they’d been sitting on. Despite Twitter not yet turning a profit, enthusiastic investors drove its price up 73% from a $26 per share open to a close of $44.90, appreciating Williams’ 10.4% stake to $2.6 billion and Dorsey’s 4.3% stake to $1 billion. Williams’ total net worth now tops out at $2.8 billion and Dorsey’s at $2.1 billion. As Ryan Mac pointed out, Twitter’s insiders maximized their holding by consenting to lockup agreements and declining to sell their shares, unlike many of Facebook’s earliest investors, who were criticized by some for not displaying confidence in their company.

对普通散户投资者而言，眼下买入Twitter股票也许并非明智之举。《大西洋月刊》（The Atlantic）的德里克•汤普森（Derek Thompson）设计了一个简单的流程图，可据此判断Twitter是否适合你（提前告诉你吧：不适合）。但对于创始人埃文•威廉姆斯（Evan Williams）和杰克•多西（Jack Dorsey）而言，他们孵了许久的一窝金蛋终于破壳而出了。虽然Twitter仍未实现盈利，但热情的投资者将股价炒高了73%，从26美元的发行价一路飙升至近44.90美元。这使威廉姆斯10.4%的持股升值到26亿美元，多西4.3%的持股也升值到10亿美元。如今，威廉姆斯净资产达到28亿美元，多西则为21亿美元。正如福布斯记者瑞恩•马克（Ryan Mac）所指出的，通过达成禁售协议并拒绝出售股票，Twitter内部人士实现了收益最大化，而不像是Facebook的许多早期投资者，因没有展现出对Facebook的信心而备受指摘。

U-Hauling In The Dough

盆满钵满的搬家货车租赁公司：U-Haul

With the housing market still on the rise, realtors, banks and home builders aren’t the only ones benefiting. After all, somebody has to move all those boxes and furniture around when people move, right? AMERCO, parent company of U-Haul, just posted a gaudy earnings report and saw its stock rise 9.4% during the week as a result. Net income increased to $138 million from $109 million last year, a 27% boost. U-Haul was founded by the Shoen family in 1945, and its two biggest stockholders are brothers Edward Shoen, chairman and president of AMERCO, with 3.5 million shares and Mark Shoen, a vice president with U-Haul, with 3.8 million shares. The brothers, who took over the company in 1986, gained a combined $139 million during the week with the stock climbing from $202 to $221 per share by Thursday’s close.

随着房地产市场的持续升温，受益的不仅仅是房产中介、银行和住宅建筑商。毕竟，人们要搬家，总得有人来搬运那些大包小包和家具吧。近期，U-Haul母公司AMERCO就发布了一份光彩夺目的盈利报告，股价也随之在一周内上涨了9.4%。公司净利润从去年的1.09亿美元上升至今年1.38亿美元，增幅达27%。U-Haul于1945年由舒恩家族创建，其两名最大的股东是两兄弟：AMERCO董事长兼总裁爱德华•舒恩（Edward Shoen），持有350万股；还有担任U-Haul副总裁的马克•舒恩（Mark Shoen），持有380万股。兄弟俩于1986年接管公司。本周，随着公司股价从每股202美元攀升至周四收盘时的221美元，两人净资产合计升值1.39亿美元。

The Really Rich In Real Time

实时亿万富豪

With the S&P 500 dropping 1.3% Thursday, the uber wealthy were posting more impressive losses than gains. Three billionaires — Amancio Ortega, Carl Icahn and Jeff Bezos — lost more than $1 billion on the day, with casino king Sheldon Adelson and oil tycoon Harold Hamm not far behind. But with the rally on Friday, most of those guys gained some of it back. Icahn was the biggest dollar gainer of the day, posting a $967 million turnaround. Hamm ($603 million), Bezos ($601 million) and Adelson ($578 million) also rebounded. Ortega, owner of retail clothing conglomerate Inditex, wasn’t so fortunate. He was Thursday’s biggest loser with a $1.85 billion tumble and he dropped another $344 million on Friday. Inditex lost 2.3% during the week.

周四，由于标普500指数收跌1.3%，超级富豪们输多赢少。有三位亿万富豪——阿曼西奥•奥特加（Amancio Ortega）、卡尔•伊坎（Carl Icahn）和杰夫•贝索斯（Jeff Bezos）——的财富一天内蒸发10亿美元，赌场之王谢尔登•阿德尔森（SHeldon Adelson）和石油大亨哈罗德•哈姆（Harold Hamm）的损失紧随其后。但随着周五的反弹，上述大多数富豪都收复了部分失地。当天反弹最大的是伊坎，扳回了9.67亿美元。哈姆（6.03亿美元）、贝索斯（6.01亿美元）和阿德尔森（5.78亿美元）也都实现了一定程度的逆转。服饰零售企业集团Inditex的老板奥特加就没那么幸运了。他是上周四最大的输家，18.5亿美元打了水漂，周五又继续损失了3.44亿美元。Inditex在上周累计下跌2.3%。

Click here to see who got rich last week.

译 丁盈幸 校 徐笑音

Thanks to Scott DeCarlo for building and maintaining our insider database screen.

本文为福布斯中文网版权所有，未经允许不得转载。如需转载请联系editor@forbeschina.

• stockholder ['stɔk,həuldə]video
  
  n. 股东；股票持有人
• investor [in'vestə]video
  
  n. 投资者
• eclipse [i'klips]video
  
  vt. 使黯然失色；形成蚀n. 日蚀，月蚀；黯然失色
• stake [steik]video
  
  n. 桩，棍子；赌注；火刑；奖金vt. 资助，支持；系…于桩上；把…押下打赌vi. 打赌
• lockup ['lɔkʌp]video
  
  n. 拘留所，监狱；锁住；监禁
• guy [ɡai]video
  
  n. 男人，家伙vt. 嘲弄，取笑vi. 逃跑
• rally ['ræli]video
  
  vi. 团结；重整；恢复；（网球等）连续对打vt. 团结；集合；恢复健康、力量等n. 集会；回复；公路赛车会
• corporate ['kɔ:pərit]video
  
  adj. 法人的；共同的，全体的；社团的
• casino [kə'si:nəu]video
  
  n. 俱乐部，赌场；娱乐场
• soar [sɔ:]video
  
  vi. 高飞；高耸；往上飞舞n. 高飞；高涨
  
  

我得到过的最佳建议

智慧的养成不仅需要时间，还需要人和人之间互动关系。这篇文章中的真知灼见就来自几对有影响力的二人组合：他们有的是商业伙伴、政府领导人、基金会的领导、导师、学生，还有的是更出色的人物。他们都拥有一种意愿，希望相互学习、一起变得更聪明。

1. 梅乐迪•霍布森和杰弗里•卡岑伯格 10年前，星巴克公司（Starbucks）首席执行官霍华德•舒尔茨将梅乐迪•霍布森引见给梦工厂动画公司（DreamWorks Animation SKG）的首席执行官杰弗里•卡岑伯格。卡岑伯格花了5秒种就决定让霍布森加入他的董事会。霍布森当年44岁，现在是梦工厂的非执行董事长，还在星巴克、雅诗兰黛（Estée Lauder）和团购网站Groupon公司担任董事。62岁的卡岑伯格解释说，她是一位有价值的顾问，因为她能把复杂的问题简化，总是考虑长远，提出疑问时不会咄咄逼人。两人回忆说，有一次，他想要做一笔“数十亿美元的收购”，而她明智的劝告阻止了他。梦工厂的首席执行官在洛杉矶边吃早餐边说：“如果说她是拳击手，她能打出一记足令你倒下的重拳，给你的感觉却像是被一根羽毛击中。--Patricia Sellers 卡岑伯格：我最喜欢你的一个说法是“不要舍本逐末”。 霍布森：我见过的首席执行官犯下的最大错误是他们陷进短期目标，这就是舍本逐末。 卡岑伯格：我是个情绪化的人。（收购机遇）必须是一个商业决策，不能感情用事。她帮我剥离了事实以外的东西，用我不可能有的视角来看问题。 霍布斯：我们通了很多电话。杰弗里真的非常想进行那笔收购，但他缺乏支持。（我的介入是通过）列举出所有可能的结果，做一次认真的交谈：这是一个孤注一掷的行动吗？你想过这点、那点和其他情况吗？我并没有原原本本告诉他我的想法，而是尽量通过提问题把它点出来。 卡岑伯格：梅乐迪的艺术就蕴含在这里面。 霍布森：我说：“你相信这个数字吗？”他会说：“我压价40%。”我说：“好吧，如果你压价，这对于你的待人不疑意味着什么？” 卡岑伯格：她是提问的大师。她能问出谁也问不出的问题。你必须自己想办法回答。这可是真正的艺术。 霍夫森：最终，所有人都做了该做的事。 卡岑伯格：我们最终没有进行（那笔交易）。我不后悔。我在这个过程中学到了很多。董事会和公司也因为这段经历变得更好。

1.Mellody Hobson & Jeffrey Katzenberg A decade ago, when Starbucks CEO Howard Schultz introduced Mellody Hobson to DreamWorks Animation SKG (DWA) chief Jeffrey Katzenberg, it took Katzenberg five seconds to decide that he wanted Hobson on his board of directors. Hobson, the 44-year-old president of Chicago-based Ariel Investments, is now DreamWorks' nonexecutive chairman and also on the boards of Starbucks (SBUX, Fortune 500), Estée Lauder (EL, Fortune 500), and Groupon (GRPN). She's a valuable adviser, the 62-year-old Katzenberg explains, because she simplifies complex problems, always thinks long term, and asks questions in an unthreatening way. "If Mellody were a boxer, she would have a knockout punch that would make you feel like you got hit by a feather," the DreamWorks CEO said over breakfast in Los Angeles, as the two recalled one time when he wanted to make a "multibillion-dollar acquisition" and her wise counsel stopped him. --Patricia Sellers Katzenberg: My favorite expression of yours is "Don't major in the minor." Hobson: The biggest mistake I see CEOs make is that they get caught up in the short term. That's majoring in the minor. Katzenberg: I'm an emotional person. [This acquisition opportunity] needed to be a business decision, not an emotional decision. She helped peel away the things that were not the facts and look at it in a way that I wasn't able to do on my own. Hobson: It was many, many hours on the phone. Jeffrey really wanted to do it, and he didn't have the support. [I approached the situation by] laying out all the potential outcomes and having a real conversation about: Is this a bet-the-ranch move? Did you think of this, that, and the other? As opposed to telling him what I thought, I tried to get at it with questions. Katzenberg: Therein lies Mellody's art. Hobson: I'd say, "Do you believe this number?" He'd say, "I discounted the number by 40%." And I said, "Well, if you're discounting the number, what does this say about your belief in the people?" Katzenberg: She is the Picasso of questions. She can ask a question like nobody else. You have to find in yourself the answer to it. There's a real art to that. Hobson: Ultimately everyone did the right thing. Katzenberg: We didn't do [the deal]. I was okay that we didn't do it. I learned a lot from the process. The board and the company are better for the experience.

2.沃伦•巴菲特和查理•芒格 1959年，他们在奥马哈的一次晚宴上相识，马上对彼此产生了兴趣。“他在大厅里踱步，被自己讲的笑话逗得开怀大笑。我想，这人和我是一路人——我也是这样。”他们马上开始分享投资理念。19年后，芒格加入了伯克希尔-哈撒韦公司（Berkshire Hathaway）。两人至今仍然在共事，只不过83岁的首席执行官巴菲特在奥马哈，89岁的副董事长芒格在洛杉矶。每年春天的伯克希尔年会上，他俩并肩坐在台上，向近3万名股东和崇拜者传播关于投资、商业和生活的点滴心得。但人们很少读到两人在芝加哥所做的那种最成功的投资对话，聊的是他们从彼此身上学到了什么。――P.S. 芒格：我得到的最佳建议是别当律师。律师是我家族传承了两代的职业，沃伦对我的生来就要从事的职业很是不屑。他认为，把它当业余爱好没问题，但当成事业就实在太愚蠢了。 巴菲特：干这行不能发挥他全部的才干。如果他真想玩点有意思的，他应该放弃法律，加入我的行业。律师这一行在很大程度是委托人的代理，律师的工作是为别人服务。我要为自己服务，实施我自己的主张。我知道，查理的想法和我一样。 芒格：在我想明白之前，我的一只脚已经踏进了律师行业。后来我把那只脚拔了出来。前后只花了几个月的时间。 巴菲特：我一度偏向低价证券。查理说，这种投资理念不对。我当时是跟我的偶像本•格雷厄姆学的。（查理）说长期赚大钱的方法是投资一家好的企业，坚定不移地持有它，或许还要为它增加更多好的业务。对我来说，这是相当、相当大的改变。我没有马上改过来，后来还出现过反复。但它对我的业绩产生了巨大影响。他绝对是正确的。 芒格：我有个一生的习惯：我观察什么管用，什么不管用，背后的原因是什么。 巴菲特：我们运用这种方法收购的第一家企业是时思糖果公司（See's Candies）。这是一家出色的企业。不过，以我过去的经历，我是绝对不想把最后一百万美元资金投在它身上的。 芒格：最后一百万？你不想投最后25,000美元！ 巴菲特：查理一直提醒我，我又滑落到石器时代了。他给我的建议要比我给他的多很多。他过着非常理性的生活。我从来没听到他表达过任何对别人的嫉妒之词。 芒格：有句老话说：“嫉妒有什么好？它是一种不能给人带来任何乐趣的罪恶。” 巴菲特：性情比智商更重要。 芒格说：另一个大秘密是，我们擅长终生学习。从很多方面讲，沃伦在七、八十岁时比年轻时更擅于学习。如果一个人不停学习，就会拥有极大的优势。

2.Warren Buffett & Charlie Munger They met at a dinner party in Omaha in 1959 and took an instant liking to each other. "He was rolling on the floor laughing at his own jokes, and I thought, That is my kind of guy -- I do the same thing," Buffett says. They started sharing investment ideas immediately, and Munger joined Berkshire Hathaway (BRKA, Fortune 500) 19 years later. The two are still together, though they operate remotely -- CEO Buffett, 83, in Omaha, and vice chairman Munger, 89, in Los Angeles. Each spring they sit side by side onstage at the Berkshire annual meeting, dispensing snippets about investing, business, and life to some 30,000 shareholders and worshipers. But it's rare to get this most successful investment duo talking, as they did here in Chicago, about what they've learned from each other. --P.S. Munger: The best advice I ever got from Warren was to stop practicing law. Warren was very derisory about my chosen profession, which had been in my family for a couple of generations. He thought it was all right as a hobby, but as a business it was pretty stupid. Buffett: It didn't use his full talents. If he really wanted to get in an interesting game, he should leave law and get into my game. In law, to a great extent, you're an agent for your principal. Your job is there to serve somebody else. I got to serve myself, to implement my own ideas. And I knew Charlie was cut the same way. Munger: I kept one foot in the law practice until I knew it was going to work, and then I removed that foot. It took only a few months. Buffett: I had been oriented toward cheap securities. Charlie said that was the wrong way to look at it. I had learned it from Ben Graham, a hero of mine. [Charlie] said that the way to make really big money over time is to invest in a good business and stick to it and then maybe add more good businesses to it. That was a big, big, big change for me. I didn't make it immediately and would lapse back. But it had a huge effect on my results. He was dead right. Munger: I have a habit in life. I observe what works and what doesn't and why. Buffett: The first real business we bought that way was See's Candies. It was an outstanding business. From my past, I didn't want to pay the last few million dollars. Munger: The last few million? You didn't want to pay the last $25,000! Buffett: Charlie kept reminding me that I was slipping into the Stone Age again. He's given me a lot more advice than I've given him. He lives a very rational life. I've never heard him say a word that expressed envy of anyone. Munger: There's an old saying, "What good is envy? It's the one sin you can't have any fun at." Buffett: Temperament is more important than IQ. Munger: The other big secret is that we're good at lifelong learning. Warren is better in his seventies and eighties, in many ways, than he was when he was younger. If you keep learning all the time, you have a wonderful advantage.

3.彼得•萨洛维和朱迪斯•罗丹 1981年，彼得•萨洛维进入耶鲁大学（Yale）就读心理学研究生。他立即被朱迪斯•罗丹的工作所吸引。他说：“她是利用基础实验室工作来解答现实世界问题的人之一，在当时也许是唯一的一个。”罗丹和萨洛维作为师生开始合作，从此以后成为要好的朋友。今天，55岁的萨洛维是耶鲁大学校长和心理学教授。69岁的罗丹是洛克菲勒基金会（the Rockefeller Foundation）的总裁，以前还担任过宾夕法尼亚大学（the University of Pennsylvania）的校长。不久前，他俩聊到了他们最早的一些合作，以及他们一直相互学习的经历。——Ryan Bradley 萨洛维：我记得早年的一次会议，我要在会上宣传我的想法。朱迪在帮我鉴别哪些是好想法，哪些是坏的。结果，我把咖啡洒到了她的桌子上。 罗丹：是洒在我身上了！不光是我的桌子…… 萨洛维：有个很早的研究表明，出点错会让人更招人喜欢。但事实是，只有人们认为你是个强人时才能产生这种效应。 罗丹：好吧，彼得一开始就完全是对的。我想培养我的学生去思考什么东西重要——人们非常容易在象牙塔里迷失方向。最终，我们受到的培养是思考人的认知和行为方式以及为什么它对于人类的行为与进步很重要，对心理学家的培养尤其是如此。 萨络维：朱迪的兴趣从不仅限于做下一项试验——仅仅阅读几篇研究论文，然后顺着思路做下一项实验。相反，她的下一步是选出几个对现实世界有重大影响的问题，在学术上逆潮流而动。 罗丹：这是我一直在做的事情，无论是在学术上还是商业上——有意思的好想法有很多，但极其重要的只有少数几个。不能满意于仅仅拥有好的想法。 萨络维：我记得有一次，我们请来一位演讲嘉宾。事后，我们去吃晚餐。他介绍了一个实验，还有他注意到的某些现象。我记得朱迪问他：“这里面有什么重要思想吗？”显然，那个人很聪明，但从来没人问过他这个问题。 罗丹：人必须愿意冒险。当一个优秀的领导人同样如此。“别把事搞砸了”是个糟糕的建议。它是什么意思？劝人不要勇敢吗？

3.Peter Salovey & Judith Rodin In 1981, Peter Salovey entered Yale as a grad student in psychology. He immediately gravitated toward Judith Rodin's work. "She was one of the people -- maybe the only person at the time -- who took basic lab work and used it to answer real-world questions," he says. Rodin and Salovey began working together, teacher and student, and have since become good friends. Today Salovey, 55, is Yale's president and a professor of psychology. Rodin, 69, is president of the Rockefeller Foundation and was previously president of the University of Pennsylvania. The pair recently spoke about some of their earliest collaborations and their ongoing learning from each other. --Ryan Bradley Salovey: I remember an early meeting, where I was pitching ideas. Judy was helping me figure out which were good or bad. I spilled coffee all over her desk. Rodin: On me! Not just my desk ... Salovey: There's an old study that shows if you blunder, your likability goes up. But the thing is, you only get that effect if the person already thinks you're a competent person Rodin: Well, Peter was amazing right from the beginning. I try to train my students to consider what matters -- it's so easy to get lost in the ivory tower. In the end, particularly as psychologists, we really are trained to think about what people know and how they act and why that's important in terms of human action and progress. Salovey: Judy never was interested in just doing the next experiment -- simply reading a few studies and doing the next logical one. Rather, it was to pick problems that are going to have some significant impact on the real world and be a little bit of a scholarly contrarian. Rodin: This is something I continue to do, whether it's academic or business -- there are a lot of really good, interesting ideas, but only a few really spectacularly important ones. Don't be satisfied with the merely good. Salovey: I remember once, we had a guest speaker, and afterward we all went out to dinner. He was explaining an experiment and noticing some phenomenon, and I remember Judy saying, "What's the big idea here?" It was clear this person was very smart but had never been asked that question. Rodin: You need to be willing to take risks. The same holds true to be a great leader. "Don't screw it up" is terrible advice. Well, what does it mean? Don't be brave?

4.西尔维亚•马修斯•伯韦尔和罗伯特•鲁宾 就在《财富》杂志（Fortune）与48岁的白宫预算主管西尔维•马修斯、75岁的前财政部长罗伯特•鲁宾坐而论道之时，美国离债务违约还有两天。那是一个可怕的时刻。避免灾难的协议将于第二天出现，但那天早上，当我们于艾森豪威尔办公楼的宽敞会议室碰面时，前景仍然不明朗。伯韦尔有过这样的经历。1995年，她在财政部工作，是鲁宾的参谋长。当时，面对立场类似强硬的众议院共和党人，两人编写了让联邦政府在此类危机中保持偿债能力的当代操作流程。 鲁宾：我们实际上是在1992年的总统选举中相识的。某人通过电话把我介绍给西尔维亚。我当时从来没听说过她。我发现这个年轻人在与媒体打交道和预判事情方面都有极好的感觉。所以，我想我有很多东西要向西尔维亚学习。 伯韦尔：我想说，鲍伯（即鲁宾）的风格是苏格拉底式（即通过提出问题，请对方解答，再根据对方的解答提出新的问题，从而引导对方得出提问者想要的结论——译注），非常对我这个希腊裔美国人的胃口。 鲁宾：我在大学里的一位教授说过，对几乎所有问题的最佳回答都是提出另一个问题。我相信这话是对的。预算危机期间，问题不是教任何人什么东西。问题实际上就是我们共同努力的方式。西尔维亚和我本人以及其他几位，包括我们的法律顾问，找出了从公务人员退休基金借款的方法。这个办法让我们有资源能在相当长的时间内支付美国的账单。 伯韦尔：我们当时正在做一件前无古人的新工作。 鲁宾：它就像是四维的国际象棋。如果有必要，就是再加上两维她也能玩。 伯韦尔：我们谈话的很多内容都涉及问答框架。 鲁宾：不常和媒体打交道的人容易在别人问你问题时简简单单地给出一个答案。但西尔维亚说：“要充分理解这个问题，就得拥有将它放入整体框架里的办法，让它可以得到充分的理解。”西尔维亚特别擅长这一点。（采访结束时，鲁宾起身对伯韦尔说：）祝你好运，去拯救美国吧。

4.Sylvia Mathews Burwell & Robert Rubin The U.S. was two days from a debt default when Fortune sat down with White House budget director Sylvia Mathews Burwell, 48, and former Treasury Secretary Robert Rubin, 75. It was a scary moment. A deal to avert catastrophe would come together the next day, but that morning, as we gathered in an airy conference room in the Old Executive Office Building, the path forward was not clear. Burwell had been through this before -- she was Rubin's chief of staff at the Treasury Department in 1995. Then, facing similarly intransigent House Republicans threatening a debt default, the pair wrote the modern playbook for keeping the federal government solvent through such a crisis. --Tory Newmyer Rubin: We actually met on the 1992 campaign. Somebody introduced me telephonically to Sylvia, who I'd never heard of. And I found here was this young person who had a tremendously good sense of how to deal with the press and see around corners. So I figured that I had a lot to learn from Sylvia. Burwell: I would describe Bob's approach as Socratic, which is one that suits me as a Greek American. Rubin: A professor I had in college said the best answer to almost any question is another question. And I believe that's right. During the budget crisis, it wasn't a matter of trying to teach anybody anything. It was really just the way we worked together. Sylvia and myself and a few other people, including our general counsel, figured out a way to borrow from the civil service pension funds, and that gave us the resources to continue to meet our bills for a long, long time. Burwell: We were doing something new that hadn't been done before. Rubin: It was sort of four-dimensional chess, and Sylvia could play the four dimensions plus another couple more if she had to. Burwell: A lot of our conversations were about framing. Rubin: If you weren't used to dealing with the press a lot, your tendency was, somebody would ask you a question and you'd just respond. But as Sylvia said, "If it's going to be digestible, you have to have some way of framing it that makes it digestible," and Sylvia was terrific at that. [The interview over, RUBIN stands and says to BURWELL] All right, good luck. Go save the country.

5.罗比•卡普兰和克里斯蒂•史密斯 德勤大学领导力包容中心（the Deloitte University Leadership Center）的主要负责人克里斯蒂•史密斯在今年初与宝维斯律师事务所（Paul Weiss）的合伙人罗贝塔•卡普兰（即罗比•卡普兰）相识。47岁的卡普兰曾成功在美国高等法院为伊迪思•温索尔辩护。后者为同性婚姻享有联邦政府法律规定的婚姻福利而奔走。卡普兰与史密斯（49岁）两位女士在不同的领域发展事业，最终却结成了密友，在事业上相互鼓舞。——Stephanie N. Mehta 史密斯：我是走着去参加我与罗比的第一次晚餐的。我打给电话给我的妻子凯利说：“我很紧张，这个女人改变了历史。我应该和她说些什么？”凯利马上说：“为什么不让她成为今晚的主角呢？”我哈哈大笑。这是一个完美的办法。 卡普兰：我记得我一见你，脑子里就在想：“一：她好酷；二、我面前又是一位带着孩子的已婚女同志，我不经常遇到这种情况。” 史密斯：我从罗比那里学的东西是：拥有你的地盘。我一直被要求承担某些责任，过去，这些责任都是单向的付出。反思过后，我决定不再接受现状，不再重复别人的道路，我要开辟一条新的道路。 卡普兰：我成为宝维斯的合伙人时，主要看我担任所谓第一律师的能力，很少看一个人拉业务的能力。今天，情况不同了。我也希望拓展业务，给事务所拉客户。几乎每次我努力拓展业务时，我都会想起克里斯蒂，因为她特别擅长做这个。对我来说，亲自做这种事要困难许多。我在法庭说那些事也许完全没有问题，但在会议上说那些事是另外一回事。所以，我尽可能地与克里斯蒂沟通。

5.Robbie Kaplan & Christie Smith Christie Smith, managing principal of the Deloitte University Leadership Center for Inclusion, met Paul Weiss partner Roberta (Robbie) Kaplan at a professional networking event earlier this year. Kaplan, 47, successfully argued before the U.S. Supreme Court on behalf of Edith Windsor, who sought to ensure that same-sex couples be entitled to the benefits of marriage under federal law. Though Kaplan (right) and Smith, 49, work in different fields, the two women became confidantes, and each has inspired the other professionally. --Stephanie N. Mehta Smith: I was walking to my first dinner with Robbie, and I called Kelli, my wife, and I said, "I'm nervous! This woman has changed history. What am I going to talk to her about?" And Kelli said, without missing a beat, "Why don't you just let her be the big shot tonight?" I laughed. It was the perfect response. Kaplan: I remember meeting you and immediately thinking, "(a) She's super-cool, and (b) Here's another married lesbian with kids, which is not something I encounter all that often." Smith: The thing I've learned from Robbie is owning your place. There are responsibilities I've been asked to take on at work that had been done one way in the past. Upon reflection, I decided not to accept the status quo and follow someone else's path, but to create a new path. Kaplan: When I became partner at Paul Weiss, it had to do with the ability to be what's known as a first-chair lawyer. It had much less to do with one's ability to get business. It's a different world today, and I want to be able to develop business and bring clients into the firm. Almost all the time I'm trying to develop business, I'm thinking of Christie, because she's so good at it. It's much harder for me to do this for myself. I might not have a problem saying those things in a courtroom, but saying those things in a meeting is different. So I try to channel Christie as much as I possibly can.

6. 布莱恩•切斯基和约翰•多纳霍 eBay首席执行官约翰•多纳霍于2012年通过马克•安德森认识了Airbnb的首席执行官布莱恩•切斯基。安德森是位有影响力的风险资本家，目前担任eBay董事，他的公司安德森-霍洛维茨（Andreessen Horowitz）在Airbnb有投资。多纳霍说，他当时想结交“硅谷最好的创始人”，因为他有关于创新和设计的问题要请教，于是安德森安排两位首席执行官碰了面。他俩成了不太可能的朋友——多纳霍 53岁，曾在达特茅斯大学（Dartmouth）主修经济学，获得过斯坦福大学（Stanford）的MBA学位，还在贝恩公司（Bain & Co.）工作了将近20年。切斯基32岁，毕业于罗得岛设计学校（the Rhode Island School of Design），为了支付房租才创办了Airbnb公司。正是他俩跨越年龄、跨越行业、相互依赖的关系促使《财富》杂志开始寻找其他亦师亦友、坦诚直言，但偶尔也互相鼓励的好朋友。——S.N.M. 多纳霍：布莱恩提到（在Airbnb上）享受“七星级体验”，我反过来（去eBay）想：“如果我们是七星级体验，它会是什么样？”在遇到布莱恩这前，我是问不出这个问题的。 切斯基：我确实不知道怎么发展壮大一家公司。我和各种各样的很多人谈过，可当我遇到约翰——神奇的地方在于，一个人能认识很多人，但你想要确定得到的建议跟你挂得上钩，而且就在当下。在我的市场上找到拥有眼下真实经验的当代人，这得多幸运？不久前，约翰给我们的新组织的运营提供了帮助：我该怎么集中运营？怎么给团队瘦身？我需要哪些不同的职能？我怎样管理一支团队？我怎样管理董事会？我甚至从没有考虑过所有这些事情，因为你开公司时不会考虑商业的问题，不会考虑公司的问题，你考虑的是产品。 多纳霍：创始人拥有异常明确的方向；他们通常在产品和设计方面十分出色。他们灵活，知道怎样加快执行的速度。他们有更短的周期。所以我认为，我们对话的一部分内容和硅谷正在发生的事情将最佳小企业与最佳大企业连接了起来。事实是，大公司能从新创企业那里学到很多东西，也能从它们的创始人那里受益。我认为的确存在互惠关系。

6. Brian Chesky & John Donahoe eBay CEO John Donahoe met Airbnb CEO Brian Chesky in 2012 through Marc Andreessen, the influential venture capitalist who sits on eBay's (EBAY, Fortune 500) board and whose firm, Andreessen Horowitz, is an investor in Airbnb. Donahoe says he was seeking to meet "the best founder in Silicon Valley" because he had some questions on innovation and design, and Andreessen put the two CEOs together. They make an unlikely duo -- Donahoe, 53, was an econ major at Dartmouth, got an MBA at Stanford, and worked at Bain & Co. for nearly 20 years; Chesky, 32, graduated from the Rhode Island School of Design and started Airbnb to help pay his rent. Their intergenerational, intercorporate, interdependent relationship was what inspired Fortune to look for other pairs of non-colleagues who provide each other with good counsel, honest feedback, and the occasional encouraging word. --S.N.M. Donahoe: Brian talks about having a "seven-star experience" [on Airbnb]. And I went back [to eBay] and said, "If we had a seven-star experience, what would that look like?" I wouldn't have asked that before I met Brian. Chesky: I didn't really know how to scale a company. I had talked to a number of different people, but when I met John -- the amazing thing is, you can meet a lot of people, but you want to make sure the advice you get is relevant to you, and it's contemporary. How lucky could I be to find somebody in my market, a contemporary, with real lessons for right now? John helped me recently with the new organization we have for operations: How do I centralize operations and lean out the team? What do I need in different functions? How do I run a team? How do I manage a board? All these things I never even thought about because when you start a company, you don't think about the business, you don't think about the company, you think about the product. Donahoe: Founders have incredible clarity of direction; often they're great at product and design. They're nimble, and they know how to drive execution faster. They have a faster cycle time. So I think part of what's happening both in our conversations and what's happening in the Valley is a bridging between the best of the small companies and the best of the large companies. The reality is big companies can learn a lot from startups and can benefit from founders. And I think the reciprocal is probably true.

7. 集体思考的力量 Learn Vest公司的首席执行官阿列克莎•冯•托贝尔与Paperless Post的首席执行官露茜•德兰德在哈佛大学（Harvard）相识，当时两人都是大一新生。Bauble Bar的创始人丹尼埃拉•雅科博夫斯基在哈佛商学院结识了冯•托贝尔。这三位芳龄均为20多，同生活在纽约，但她们都开办了公司，她们因友谊而分享经历，形成了一个虽不正规、却极为重要的咨询团体。——Iris Mansour 德兰德：最可怕的事情是对未知的恐惧。阿列克莎和我都来自金融领域——这些是稳定的常规工作，只要坚持上班就能得到相当不错的薪水。 雅科博夫斯基：阿列克莎很善于说服我们冒险。我记得她好像说过：“你最大的担心是什么？你怕万一失败了，找不到新的工作？太荒唐了。不管怎么说，干这个能让你更有资格做比你现在的私人股权投资职业更多的事情？你眼下在干什么？制作漂亮的表格？” 冯•托贝尔：我由衷认为，有与你感同身受的人的支持你至关重要。有人能如实分享他们学到的东西，为你节省了很多时间——这比看一本书好。书已经过时了。 德兰德：我认为不管做什么行业，招人都是关系到成败的事。你可能犯下很多不同的错误，比如招人的时机、类型、资历要求，等等。人们并不真想分享这些信息，而作为新创企业，这些知识是你能拥有的最有价值的资源。我从我们开始创业时就明白这一点。 冯•托贝尔：这方面我们一起分享了很多…… 德兰德：我们差不多分享一切。

7．The power of groupthink Alexa von Tobel, the CEO of LearnVest, met Lucy Grayson Deland, COO of Paperless Post, at Harvard when they were freshmen. Daniella Yakobovsky, the cofounder of Bauble Bar, met von Tobel at Harvard Business School. While still in their twenties and living in New York City, the trio launched companies and found in their friendships a shared experience and an informal but vital advisory group. --Iris Mansour Deland: The scariest thing is the fear of the unknown, and Alexa and I came from finance -- these stable regular jobs where you just keep showing up and getting a really nice paycheck. Yakobovsky: Alexa was very good at talking us into taking risks. I remember she was like, "What's your biggest fear? That if it fails, you won't be able to find another job? That's ridiculous. If anything, this will make you more qualified to do even more than your private equity gig. What can you do now? Build a nice spreadsheet?" Von Tobel: I do think that the support of other people who are in your same shoes is crucial. Having someone who can help share what they've learned frankly saves you time -- it's better than a book. Books go out of date. Deland: I think hiring is one of those things that, no matter what your business, can really make or break things. And there are so many different mistakes you can make, from the timing of the hiring, what type of hire, the seniority of the hire ... People really don't want to share that information, and it is one of the most valuable resources you can have as a startup, that knowledge. I know that when we were starting ... Von Tobel: ... we shared a lot of that together ... Deland: We shared just about everything.

8.比利•简•金 她得到的最差建议 “我不喜欢那种‘运动员达到巅峰后要激流勇退’的建议。这就像对世界排名第8的记者说：‘你过去是第一，所以现在你应该退出了。’我认为，不应该劝别人退出。不管是运动员、演员、舞蹈家，还是任何人，都值得拥有完整的职业生涯。不知道为什么，如果你是运动员，所有人都想让你在巅峰时期退出。有人就对我这么说。我不希望有人这么说。比尔•布拉德利在为纽约尼克斯队（Knicks）打球时，提到要拥有完满的感觉，即职业生涯的生命周期。我喜欢这种看法。重点在于，你自己做主。别让这个世界为你做出决定。不要让别人定义你。你自己定义你自己。”——对R.B讲述

8.Billie Jean King On the worst advice she ever got "I don't like the advice that an athlete needs to go out on top. It's like telling the eighth-best journalist in the world, 'You used to be No. 1, so you should get out of the game.' I don't think you tell someone to quit. You deserve a full career, whether as an athlete, a performer, dancer, anyone. It's your choice. For some reason, for athletes, everyone wants us to quit when we're at our peak. It was what I was told, and I wish I hadn't been. Bill Bradley, when he played for the Knicks, talked about having a sense of completion, a circle of life to his career, and I like that. The important thing is, you decide. Don't let the world decide for you. Don't let others define you. You define yourself." --As told to R.B.

9.你得到的最佳建议是什么： 蒂娜•费的最佳建议来自奥普拉；雷•柯兹维尔在卖掉他的公司后不久得到了最佳建议；迈克•布隆伯格的最佳建议来自他的第一任老板（顾客说“好”之后，马上停止讲话。）我们想知道《财富》杂志的读者从哪里得到的最佳建议，那些建议又是什么。以下是一些人在Facebook、Twitter和Google+上说的，有几位甚至直接写给我们。 乔恩•施瓦茨 来自莎士比亚：“既不要借钱给人，也不要向别人借钱。” 穆纳•阿布苏莱曼 最佳建议来自我爸爸：不要为了维持某种生活方式而工作；要一直让你自己、而不是你的账单说了算。 珍娜•加尔扎 不停地工作，直到你的偶像成为你的对手。 萨希什•库马尔 失败几乎塑造了成功的每个方面。 布莱恩•特蕾西 身为一个长期的公司老板，我能给出的最佳建议跟雇用有关：招人要慢，开人要快！ 凯蒂•库里克 “不”实际上没有什么坏，而“是”可能把你带到你意想不到的地方。——苏姗•斯特罗曼#最佳建议 特拉维斯•佩雷斯 管理企业就是跑马拉松，只不过它是在晚上，拿着手电筒，一次跨过一个障碍。 布鲁斯•斯特拉利 “别犯傻。”我得到的最佳建议。 彼得• 卡平斯基 上学时，在我成为Sage Restaurant Group的首席执行官之前，我的长曲棍球教练和西点军校的导师戴维•纳多上校对我说：“如果你真的相信自己，就不必担心明天，你还能把这种感觉灌输给别人。”（财富中文网） 译者：穆淑

9.What's your #BestAdvice? Tina Fey's best advice came from Oprah; Ray Kurzweil got his best advice soon after selling his company; Mike Bloomberg's best advice is from his first boss (after the client says yes, stop talking). We wondered where Fortune readers got their best advice, and what that advice might be. Here's what some had to say, on Facebook, Twitter, and Google+, and even a few who wrote us directly: Jon Schwartz From Shakespeare: "Neither a lender nor a borrower be." Muna AbuSulayman Best advice from my dad: Never work to sustain a lifestyle; that way you are always in charge, not your bills Jenna Garza Work until your idols become your rivals. Sathish Kumar Failure shapes nearly every facet of success!!! BrianTracy As a longtime biz owner, the best advice I can give is regarding hiring: HIRE SLOW, FIRE FAST Katie Couric "No" isn't really so bad and "Yes" might take you places you'd never expect. --Susan Stroman #BestAdvice Travis Peres Run your business like a marathon, but at night, with a flashlight, one hurdle at a time. Bruce Straley "Don't be an idiot." Best advice I ever got. Peter Karpinski In college, before I was CEO of Sage Restaurant Group, my lacrosse coach and mentor at West Point, Major David Nadeau, told me, "You don't have to worry about the next day if you truly believe in yourself, and can instill those feelings into others."