Who Got Rich This Week: Twitter Founders Hatch Big Gains一周財(cái)富沉浮錄：Twitter金蛋破殼

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，我們都會(huì)對(duì)《福布斯》的企業(yè)人士數(shù)據(jù)庫(kù)進(jìn)行檢索，以考察哪些人因?yàn)楣墒袆?dòng)向而變得更加富有。

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，標(biāo)普500指數(shù)（S&P 500）收跌23.3點(diǎn)，跌幅1.3%，創(chuàng)下今年8月以來(lái)最大單日跌幅（全食超市與高通微弱的上漲對(duì)大盤(pán)于事無(wú)補(bǔ)）。周五，也許是受到強(qiáng)勁就業(yè)報(bào)告的刺激，標(biāo)普收高23.5點(diǎn)，全數(shù)收復(fù)失地。拜周五的反彈所賜，標(biāo)普500指數(shù)上周收高0.5%。但令大盤(pán)表現(xiàn)顯得黯然失色的自然還是Twitter——本年度聲勢(shì)最大的IPO。跟走在它前面的社交網(wǎng)絡(luò)同胞Facebook不同的是，Twitter股票的首次公開(kāi)發(fā)行一帆風(fēng)順，股價(jià)也節(jié)節(jié)攀升。但Twitter并不是本周唯一的贏家。

Twitter Leaves The Nest

Twitter小鳥(niǎo)離巢

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.

對(duì)普通散戶(hù)投資者而言，眼下買(mǎi)入Twitter股票也許并非明智之舉。《大西洋月刊》（The Atlantic）的德里克•湯普森（Derek Thompson）設(shè)計(jì)了一個(gè)簡(jiǎn)單的流程圖，可據(jù)此判斷Twitter是否適合你（提前告訴你吧：不適合）。但對(duì)于創(chuàng)始人埃文•威廉姆斯（Evan Williams）和杰克•多西（Jack Dorsey）而言，他們孵了許久的一窩金蛋終于破殼而出了。雖然Twitter仍未實(shí)現(xiàn)盈利，但熱情的投資者將股價(jià)炒高了73%，從26美元的發(fā)行價(jià)一路飆升至近44.90美元。這使威廉姆斯10.4%的持股升值到26億美元，多西4.3%的持股也升值到10億美元。如今，威廉姆斯凈資產(chǎn)達(dá)到28億美元，多西則為21億美元。正如福布斯記者瑞恩•馬克（Ryan Mac）所指出的，通過(guò)達(dá)成禁售協(xié)議并拒絕出售股票，Twitter內(nèi)部人士實(shí)現(xiàn)了收益最大化，而不像是Facebook的許多早期投資者，因沒(méi)有展現(xiàn)出對(duì)Facebook的信心而備受指摘。

U-Hauling In The Dough

盆滿缽滿的搬家貨車(chē)租賃公司：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.

隨著房地產(chǎn)市場(chǎng)的持續(xù)升溫，受益的不僅僅是房產(chǎn)中介、銀行和住宅建筑商。畢竟，人們要搬家，總得有人來(lái)搬運(yùn)那些大包小包和家具吧。近期，U-Haul母公司AMERCO就發(fā)布了一份光彩奪目的盈利報(bào)告，股價(jià)也隨之在一周內(nèi)上漲了9.4%。公司凈利潤(rùn)從去年的1.09億美元上升至今年1.38億美元，增幅達(dá)27%。U-Haul于1945年由舒恩家族創(chuàng)建，其兩名最大的股東是兩兄弟：AMERCO董事長(zhǎng)兼總裁愛(ài)德華•舒恩（Edward Shoen），持有350萬(wàn)股；還有擔(dān)任U-Haul副總裁的馬克•舒恩（Mark Shoen），持有380萬(wàn)股。兄弟倆于1986年接管公司。本周，隨著公司股價(jià)從每股202美元攀升至周四收盤(pán)時(shí)的221美元，兩人凈資產(chǎn)合計(jì)升值1.39億美元。

The Really Rich In Real Time

實(shí)時(shí)億萬(wàn)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，由于標(biāo)普500指數(shù)收跌1.3%，超級(jí)富豪們輸多贏少。有三位億萬(wàn)富豪——阿曼西奧•奧特加（Amancio Ortega）、卡爾•伊坎（Carl Icahn）和杰夫•貝索斯（Jeff Bezos）——的財(cái)富一天內(nèi)蒸發(fā)10億美元，賭場(chǎng)之王謝爾登•阿德?tīng)柹�（SHeldon Adelson）和石油大亨哈羅德•哈姆（Harold Hamm）的損失緊隨其后。但隨著周五的反彈，上述大多數(shù)富豪都收復(fù)了部分失地。當(dāng)天反彈最大的是伊坎，扳回了9.67億美元。哈姆（6.03億美元）、貝索斯（6.01億美元）和阿德?tīng)柹��?.78億美元）也都實(shí)現(xiàn)了一定程度的逆轉(zhuǎn)。服飾零售企業(yè)集團(tuán)Inditex的老板奧特加就沒(méi)那么幸運(yùn)了。他是上周四最大的輸家，18.5億美元打了水漂，周五又繼續(xù)損失了3.44億美元。Inditex在上周累計(jì)下跌2.3%。

Click here to see who got rich last week.

譯 丁盈幸 校 徐笑音

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

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• stockholder ['stɔk,həuldə]video
  
  n. 股東；股票持有人
• investor [in'vestə]video
  
  n. 投資者
• eclipse [i'klips]video
  
  vt. 使黯然失色；形成蝕n. 日蝕，月蝕；黯然失色
• stake [steik]video
  
  n. 樁，棍子；賭注；火刑；獎(jiǎng)金vt. 資助，支持；系…于樁上；把…押下打賭vi. 打賭
• lockup ['lɔkʌp]video
  
  n. 拘留所，監(jiān)獄；鎖��；監(jiān)禁
• guy [ɡai]video
  
  n. 男人，家伙vt. 嘲弄，取笑vi. 逃跑
• rally ['ræli]video
  
  vi. 團(tuán)結(jié)；重整；恢復(fù)；（網(wǎng)球等）連續(xù)對(duì)打vt. 團(tuán)結(jié)；集合；恢復(fù)健康、力量等n. 集會(huì)；回復(fù)；公路賽車(chē)會(huì)
• corporate ['kɔ:pərit]video
  
  adj. 法人的；共同的，全體的；社團(tuán)的
• casino [kə'si:nəu]video
  
  n. 俱樂(lè)部，賭場(chǎng)；娛樂(lè)場(chǎng)
• soar [sɔ:]video
  
  vi. 高飛；高聳；往上飛舞n. 高飛；高漲
  
  

我得到過(guò)的最佳建議

智慧的養(yǎng)成不僅需要時(shí)間，還需要人和人之間互動(dòng)關(guān)系。這篇文章中的真知灼見(jiàn)就來(lái)自幾對(duì)有影響力的二人組合：他們有的是商業(yè)伙伴、政府領(lǐng)導(dǎo)人、基金會(huì)的領(lǐng)導(dǎo)、導(dǎo)師、學(xué)生，還有的是更出色的人物。他們都擁有一種意愿，希望相互學(xué)習(xí)、一起變得更聰明。

1. 梅樂(lè)迪•霍布森和杰弗里•卡岑伯格 10年前，星巴克公司（Starbucks）首席執(zhí)行官霍華德•舒爾茨將梅樂(lè)迪•霍布森引見(jiàn)給夢(mèng)工廠動(dòng)畫(huà)公司（DreamWorks Animation SKG）的首席執(zhí)行官杰弗里•卡岑伯格�？ㄡ�伯格花了5秒種就決定讓霍布森加入他的董事會(huì)�；舨忌�當(dāng)年44歲，現(xiàn)在是夢(mèng)工廠的非執(zhí)行董事長(zhǎng)，還在星巴克、雅詩(shī)蘭黛（Estée Lauder）和團(tuán)購(gòu)網(wǎng)站Groupon公司擔(dān)任董事。62歲的卡岑伯格解釋說(shuō)，她是一位有價(jià)值的顧問(wèn)，因?yàn)樗�能把�?fù)雜的問(wèn)題簡(jiǎn)化，總是考慮長(zhǎng)遠(yuǎn)，提出疑問(wèn)時(shí)不會(huì)咄咄逼人。兩人回憶說(shuō)，有一次，他想要做一筆“數(shù)十億美元的收購(gòu)”，而她明智的勸告阻止了他。夢(mèng)工廠的首席執(zhí)行官在洛杉磯邊吃早餐邊說(shuō)：“如果說(shuō)她是拳擊手，她能打出一記足令你倒下的重拳，給你的感覺(jué)卻像是被一根羽毛擊中。--Patricia Sellers 卡岑伯格：我最喜歡你的一個(gè)說(shuō)法是“不要舍本逐末”。 霍布森：我見(jiàn)過(guò)的首席執(zhí)行官犯下的最大錯(cuò)誤是他們陷進(jìn)短期目標(biāo)，這就是舍本逐末。 卡岑伯格：我是個(gè)情緒化的人。（收購(gòu)機(jī)遇）必須是一個(gè)商業(yè)決策，不能感情用事。她幫我剝離了事實(shí)以外的東西，用我不可能有的視角來(lái)看問(wèn)題。 霍布斯：我們通了很多電話。杰弗里真的非常想進(jìn)行那筆收購(gòu)，但他缺乏支持。（我的介入是通過(guò)）列舉出所有可能的結(jié)果，做一次認(rèn)真的交談：這是一個(gè)孤注一擲的行動(dòng)嗎？你想過(guò)這點(diǎn)、那點(diǎn)和其他情況嗎？我并沒(méi)有原原本本告訴他我的想法，而是盡量通過(guò)提問(wèn)題把它點(diǎn)出來(lái)。 卡岑伯格：梅樂(lè)迪的藝術(shù)就蘊(yùn)含在這里面。 霍布森：我說(shuō)：“你相信這個(gè)數(shù)字嗎？”他會(huì)說(shuō)：“我壓價(jià)40%。”我說(shuō)：“好吧，如果你壓價(jià)，這對(duì)于你的待人不疑意味著什么？” 卡岑伯格：她是提問(wèn)的大師。她能問(wèn)出誰(shuí)也問(wèn)不出的問(wèn)題。你必須自己想辦法回答。這可是真正的藝術(shù)。 霍夫森：最終，所有人都做了該做的事。 卡岑伯格：我們最終沒(méi)有進(jìn)行（那筆交易）。我不后悔。我在這個(gè)過(guò)程中學(xué)到了很多。董事會(huì)和公司也因?yàn)檫@段經(jīng)歷變得更好。

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.沃倫•巴菲特和查理•芒格 1959年，他們?cè)趭W馬哈的一次晚宴上相識(shí)，馬上對(duì)彼此產(chǎn)生了興趣。“他在大廳里踱步，被自己講的笑話逗得開(kāi)懷大笑。我想，這人和我是一路人——我也是這樣。”他們馬上開(kāi)始分享投資理念。19年后，芒格加入了伯克希爾-哈撒韋公司（Berkshire Hathaway）。兩人至今仍然在共事，只不過(guò)83歲的首席執(zhí)行官巴菲特在奧馬哈，89歲的副董事長(zhǎng)芒格在洛杉磯。每年春天的伯克希爾年會(huì)上，他倆并肩坐在臺(tái)上，向近3萬(wàn)名股東和崇拜者傳播關(guān)于投資、商業(yè)和生活的點(diǎn)滴心得。但人們很少讀到兩人在芝加哥所做的那種最成功的投資對(duì)話，聊的是他們從彼此身上學(xué)到了什么。――P.S. 芒格：我得到的最佳建議是別當(dāng)律師。律師是我家族傳承了兩代的職業(yè)，沃倫對(duì)我的生來(lái)就要從事的職業(yè)很是不屑。他認(rèn)為，把它當(dāng)業(yè)余愛(ài)好沒(méi)問(wèn)題，但當(dāng)成事業(yè)就實(shí)在太愚蠢了。 巴菲特：干這行不能發(fā)揮他全部的才干。如果他真想玩點(diǎn)有意思的，他應(yīng)該放棄法律，加入我的行業(yè)。律師這一行在很大程度是委托人的代理，律師的工作是為別人服務(wù)。我要為自己服務(wù)，實(shí)施我自己的主張。我知道，查理的想法和我一樣。 芒格：在我想明白之前，我的一只腳已經(jīng)踏進(jìn)了律師行業(yè)。后來(lái)我把那只腳拔了出來(lái)。前后只花了幾個(gè)月的時(shí)間。 巴菲特：我一度偏向低價(jià)證券。查理說(shuō)，這種投資理念不對(duì)。我當(dāng)時(shí)是跟我的偶像本•格雷厄姆學(xué)的。（查理）說(shuō)長(zhǎng)期賺大錢(qián)的方法是投資一家好的企業(yè)，堅(jiān)定不移地持有它，或許還要為它增加更多好的業(yè)務(wù)。對(duì)我來(lái)說(shuō)，這是相當(dāng)、相當(dāng)大的改變。我沒(méi)有馬上改過(guò)來(lái)，后來(lái)還出現(xiàn)過(guò)反復(fù)。但它對(duì)我的業(yè)績(jī)產(chǎn)生了巨大影響。他絕對(duì)是正確的。 芒格：我有個(gè)一生的習(xí)慣：我觀察什么管用，什么不管用，背后的原因是什么。 巴菲特：我們運(yùn)用這種方法收購(gòu)的第一家企業(yè)是時(shí)思糖果公司（See's Candies）。這是一家出色的企業(yè)。不過(guò)，以我過(guò)去的經(jīng)歷，我是絕對(duì)不想把最后一百萬(wàn)美元資金投在它身上的。 芒格：最后一百萬(wàn)？你不想投最后25,000美元！ 巴菲特：查理一直提醒我，我又滑落到石器時(shí)代了。他給我的建議要比我給他的多很多。他過(guò)著非常理性的生活。我從來(lái)沒(méi)聽(tīng)到他表達(dá)過(guò)任何對(duì)別人的嫉妒之詞。 芒格：有句老話說(shuō)：“嫉妒有什么好？它是一種不能給人帶來(lái)任何樂(lè)趣的罪惡�！� 巴菲特：性情比智商更重要。 芒格說(shuō)：另一個(gè)大秘密是，我們擅長(zhǎng)終生學(xué)習(xí)。從很多方面講，沃倫在七、八十歲時(shí)比年輕時(shí)更擅于學(xué)習(xí)。如果一個(gè)人不停學(xué)習(xí)，就會(huì)擁有極大的優(yōu)勢(shì)。

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•薩洛維和朱迪斯•羅丹 1981年，彼得•薩洛維進(jìn)入耶魯大學(xué)（Yale）就讀心理學(xué)研究生。他立即被朱迪斯•羅丹的工作所吸引。他說(shuō)：“她是利用基礎(chǔ)實(shí)驗(yàn)室工作來(lái)解答現(xiàn)實(shí)世界問(wèn)題的人之一，在當(dāng)時(shí)也許是唯一的一個(gè)。”羅丹和薩洛維作為師生開(kāi)始合作，從此以后成為要好的朋友。今天，55歲的薩洛維是耶魯大學(xué)校長(zhǎng)和心理學(xué)教授。69歲的羅丹是洛克菲勒基金會(huì)（the Rockefeller Foundation）的總裁，以前還擔(dān)任過(guò)賓夕法尼亞大學(xué)（the University of Pennsylvania）的校長(zhǎng)。不久前，他倆聊到了他們最早的一些合作，以及他們一直相互學(xué)習(xí)的經(jīng)歷�！�—Ryan Bradley 薩洛維：我記得早年的一次會(huì)議，我要在會(huì)上宣傳我的想法。朱迪在幫我鑒別哪些是好想法，哪些是壞的。結(jié)果，我把咖啡灑到了她的桌子上。 羅丹：是灑在我身上了！不光是我的桌子…… 薩洛維：有個(gè)很早的研究表明，出點(diǎn)錯(cuò)會(huì)讓人更招人喜歡。但事實(shí)是，只有人們認(rèn)為你是個(gè)強(qiáng)人時(shí)才能產(chǎn)生這種效應(yīng)。 羅丹：好吧，彼得一開(kāi)始就完全是對(duì)的。我想培養(yǎng)我的學(xué)生去思考什么東西重要——人們非常容易在象牙塔里迷失方向。最終，我們受到的培養(yǎng)是思考人的認(rèn)知和行為方式以及為什么它對(duì)于人類(lèi)的行為與進(jìn)步很重要，對(duì)心理學(xué)家的培養(yǎng)尤其是如此。 薩絡(luò)維：朱迪的興趣從不僅限于做下一項(xiàng)試驗(yàn)——僅僅閱讀幾篇研究論文，然后順著思路做下一項(xiàng)實(shí)驗(yàn)。相反，她的下一步是選出幾個(gè)對(duì)現(xiàn)實(shí)世界有重大影響的問(wèn)題，在學(xué)術(shù)上逆潮流而動(dòng)。 羅丹：這是我一直在做的事情，無(wú)論是在學(xué)術(shù)上還是商業(yè)上——有意思的好想法有很多，但極其重要的只有少數(shù)幾個(gè)。不能滿意于僅僅擁有好的想法。 薩絡(luò)維：我記得有一次，我們請(qǐng)來(lái)一位演講嘉賓。事后，我們?nèi)コ酝聿�。他介紹了一個(gè)實(shí)驗(yàn)，還有他注意到的某些現(xiàn)象。我記得朱迪問(wèn)他：“這里面有什么重要思想嗎？”顯然，那個(gè)人很聰明，但從來(lái)沒(méi)人問(wèn)過(guò)他這個(gè)問(wèn)題。 羅丹：人必須愿意冒險(xiǎn)。當(dāng)一個(gè)優(yōu)秀的領(lǐng)導(dǎo)人同樣如此。“別把事搞砸了”是個(gè)糟糕的建議。它是什么意思？勸人不要勇敢嗎？

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.西爾維亞•馬修斯•伯韋爾和羅伯特•魯賓 就在《財(cái)富》雜志（Fortune）與48歲的白宮預(yù)算主管西爾維•馬修斯、75歲的前財(cái)政部長(zhǎng)羅伯特•魯賓坐而論道之時(shí)，美國(guó)離債務(wù)違約還有兩天。那是一個(gè)可怕的時(shí)刻。避免災(zāi)難的協(xié)議將于第二天出現(xiàn)，但那天早上，當(dāng)我們于艾森豪威爾辦公樓的寬敞會(huì)議室碰面時(shí)，前景仍然不明朗。伯韋爾有過(guò)這樣的經(jīng)歷。1995年，她在財(cái)政部工作，是魯賓的參謀長(zhǎng)。當(dāng)時(shí)，面對(duì)立場(chǎng)類(lèi)似強(qiáng)硬的眾議院共和黨人，兩人編寫(xiě)了讓聯(lián)邦政府在此類(lèi)危機(jī)中保持償債能力的當(dāng)代操作流程。 魯賓：我們實(shí)際上是在1992年的總統(tǒng)選舉中相識(shí)的。某人通過(guò)電話把我介紹給西爾維亞。我當(dāng)時(shí)從來(lái)沒(méi)聽(tīng)說(shuō)過(guò)她。我發(fā)現(xiàn)這個(gè)年輕人在與媒體打交道和預(yù)判事情方面都有極好的感覺(jué)。所以，我想我有很多東西要向西爾維亞學(xué)習(xí)。 伯韋爾：我想說(shuō)，鮑伯（即魯賓）的風(fēng)格是蘇格拉底式（即通過(guò)提出問(wèn)題，請(qǐng)對(duì)方解答，再根據(jù)對(duì)方的解答提出新的問(wèn)題，從而引導(dǎo)對(duì)方得出提問(wèn)者想要的結(jié)論——譯注），非常對(duì)我這個(gè)希臘裔美國(guó)人的胃口。 魯賓：我在大學(xué)里的一位教授說(shuō)過(guò)，對(duì)幾乎所有問(wèn)題的最佳回答都是提出另一個(gè)問(wèn)題。我相信這話是對(duì)的。預(yù)算危機(jī)期間，問(wèn)題不是教任何人什么東西。問(wèn)題實(shí)際上就是我們共同努力的方式。西爾維亞和我本人以及其他幾位，包括我們的法律顧問(wèn)，找出了從公務(wù)人員退休基金借款的方法。這個(gè)辦法讓我們有資源能在相當(dāng)長(zhǎng)的時(shí)間內(nèi)支付美國(guó)的賬單。 伯韋爾：我們當(dāng)時(shí)正在做一件前無(wú)古人的新工作。 魯賓：它就像是四維的國(guó)際象棋。如果有必要，就是再加上兩維她也能玩。 伯韋爾：我們談話的很多內(nèi)容都涉及問(wèn)答框架。 魯賓：不常和媒體打交道的人容易在別人問(wèn)你問(wèn)題時(shí)簡(jiǎn)簡(jiǎn)單單地給出一個(gè)答案。但西爾維亞說(shuō)：“要充分理解這個(gè)問(wèn)題，就得擁有將它放入整體框架里的辦法，讓它可以得到充分的理解。”西爾維亞特別擅長(zhǎng)這一點(diǎn)。（采訪結(jié)束時(shí)，魯賓起身對(duì)伯韋爾說(shuō)：）祝你好運(yùn)，去拯救美國(guó)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.羅比•卡普蘭和克里斯蒂•史密斯 德勤大學(xué)領(lǐng)導(dǎo)力包容中心（the Deloitte University Leadership Center）的主要負(fù)責(zé)人克里斯蒂•史密斯在今年初與寶維斯律師事務(wù)所（Paul Weiss）的合伙人羅貝塔•卡普蘭（即羅比•卡普蘭）相識(shí)。47歲的卡普蘭曾成功在美國(guó)高等法院為伊迪思•溫索爾辯護(hù)。后者為同性婚姻享有聯(lián)邦政府法律規(guī)定的婚姻福利而奔走�？ㄆ仗m與史密斯（49歲）兩位女士在不同的領(lǐng)域發(fā)展事業(yè)，最終卻結(jié)成了密友，在事業(yè)上相互鼓舞。——Stephanie N. Mehta 史密斯：我是走著去參加我與羅比的第一次晚餐的。我打給電話給我的妻子凱利說(shuō)：“我很緊張，這個(gè)女人改變了歷史。我應(yīng)該和她說(shuō)些什么？”凱利馬上說(shuō)：“為什么不讓她成為今晚的主角呢？”我哈哈大笑。這是一個(gè)完美的辦法。 卡普蘭：我記得我一見(jiàn)你，腦子里就在想：“一：她好酷；二、我面前又是一位帶著孩子的已婚女同志，我不經(jīng)常遇到這種情況�！� 史密斯：我從羅比那里學(xué)的東西是：擁有你的地盤(pán)。我一直被要求承擔(dān)某些責(zé)任，過(guò)去，這些責(zé)任都是單向的付出。反思過(guò)后，我決定不再接受現(xiàn)狀，不再重復(fù)別人的道路，我要開(kāi)辟一條新的道路。 卡普蘭：我成為寶維斯的合伙人時(shí)，主要看我擔(dān)任所謂第一律師的能力，很少看一個(gè)人拉業(yè)務(wù)的能力。今天，情況不同了。我也希望拓展業(yè)務(wù)，給事務(wù)所拉客戶(hù)。幾乎每次我努力拓展業(yè)務(wù)時(shí)，我都會(huì)想起克里斯蒂，因?yàn)樗�特別擅長(zhǎng)做這個(gè)。對(duì)我來(lái)說(shuō)，親自做這種事要困難許多。我在法庭說(shuō)那些事也許完全沒(méi)有問(wèn)題，但在會(huì)議上說(shuō)那些事是另外一回事。所以，我盡可能地與克里斯蒂溝通。

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. 布萊恩•切斯基和約翰•多納霍 eBay首席執(zhí)行官約翰•多納霍于2012年通過(guò)馬克•安德森認(rèn)識(shí)了Airbnb的首席執(zhí)行官布萊恩•切斯基。安德森是位有影響力的風(fēng)險(xiǎn)資本家，目前擔(dān)任eBay董事，他的公司安德森-霍洛維茨（Andreessen Horowitz）在Airbnb有投資。多納霍說(shuō)，他當(dāng)時(shí)想結(jié)交“硅谷最好的創(chuàng)始人”，因?yàn)樗�有關(guān)于創(chuàng)新和設(shè)計(jì)的問(wèn)題要請(qǐng)教，于是安德森安排兩位首席執(zhí)行官碰了面。他倆成了不太可能的朋友——多納霍 53歲，曾在達(dá)特茅斯大學(xué)（Dartmouth）主修經(jīng)濟(jì)學(xué)，獲得過(guò)斯坦福大學(xué)（Stanford）的MBA學(xué)位，還在貝恩公司（Bain & Co.）工作了將近20年。切斯基32歲，畢業(yè)于羅得島設(shè)計(jì)學(xué)校（the Rhode Island School of Design），為了支付房租才創(chuàng)辦了Airbnb公司。正是他倆跨越年齡、跨越行業(yè)、相互依賴(lài)的關(guān)系促使《財(cái)富》雜志開(kāi)始尋找其他亦師亦友、坦誠(chéng)直言，但偶爾也互相鼓勵(lì)的好朋友。——S.N.M. 多納霍：布萊恩提到（在Airbnb上）享受“七星級(jí)體驗(yàn)”，我反過(guò)來(lái)（去eBay）想：“如果我們是七星級(jí)體驗(yàn)，它會(huì)是什么樣？”在遇到布萊恩這前，我是問(wèn)不出這個(gè)問(wèn)題的。 切斯基：我確實(shí)不知道怎么發(fā)展壯大一家公司。我和各種各樣的很多人談過(guò)，可當(dāng)我遇到約翰——神奇的地方在于，一個(gè)人能認(rèn)識(shí)很多人，但你想要確定得到的建議跟你掛得上鉤，而且就在當(dāng)下。在我的市場(chǎng)上找到擁有眼下真實(shí)經(jīng)驗(yàn)的當(dāng)代人，這得多幸運(yùn)？不久前，約翰給我們的新組織的運(yùn)營(yíng)提供了幫助：我該怎么集中運(yùn)營(yíng)？怎么給團(tuán)隊(duì)瘦身？我需要哪些不同的職能？我怎樣管理一支團(tuán)隊(duì)？我怎樣管理董事會(huì)？我甚至從沒(méi)有考慮過(guò)所有這些事情，因?yàn)槟汩_(kāi)公司時(shí)不會(huì)考慮商業(yè)的問(wèn)題，不會(huì)考慮公司的問(wèn)題，你考慮的是產(chǎn)品。 多納霍：創(chuàng)始人擁有異常明確的方向；他們通常在產(chǎn)品和設(shè)計(jì)方面十分出色。他們靈活，知道怎樣加快執(zhí)行的速度。他們有更短的周期。所以我認(rèn)為，我們對(duì)話的一部分內(nèi)容和硅谷正在發(fā)生的事情將最佳小企業(yè)與最佳大企業(yè)連接了起來(lái)。事實(shí)是，大公司能從新創(chuàng)企業(yè)那里學(xué)到很多東西，也能從它們的創(chuàng)始人那里受益。我認(rèn)為的確存在互惠關(guān)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. 集體思考的力量 Learn Vest公司的首席執(zhí)行官阿列克莎•馮•托貝爾與Paperless Post的首席執(zhí)行官露茜•德蘭德在哈佛大學(xué)（Harvard）相識(shí)，當(dāng)時(shí)兩人都是大一新生。Bauble Bar的創(chuàng)始人丹尼埃拉•雅科博夫斯基在哈佛商學(xué)院結(jié)識(shí)了馮•托貝爾。這三位芳齡均為20多，同生活在紐約，但她們都開(kāi)辦了公司，她們因友誼而分享經(jīng)歷，形成了一個(gè)雖不正規(guī)、卻極為重要的咨詢(xún)團(tuán)體。——Iris Mansour 德蘭德：最可怕的事情是對(duì)未知的恐懼。阿列克莎和我都來(lái)自金融領(lǐng)域——這些是穩(wěn)定的常規(guī)工作，只要堅(jiān)持上班就能得到相當(dāng)不錯(cuò)的薪水。 雅科博夫斯基：阿列克莎很善于說(shuō)服我們冒險(xiǎn)。我記得她好像說(shuō)過(guò)：“你最大的擔(dān)心是什么？你怕萬(wàn)一失敗了，找不到新的工作？太荒唐了。不管怎么說(shuō)，干這個(gè)能讓你更有資格做比你現(xiàn)在的私人股權(quán)投資職業(yè)更多的事情？你眼下在干什么？制作漂亮的表格？” 馮•托貝爾：我由衷認(rèn)為，有與你感同身受的人的支持你至關(guān)重要。有人能如實(shí)分享他們學(xué)到的東西，為你節(jié)省了很多時(shí)間——這比看一本書(shū)好。書(shū)已經(jīng)過(guò)時(shí)了。 德蘭德：我認(rèn)為不管做什么行業(yè)，招人都是關(guān)系到成敗的事。你可能犯下很多不同的錯(cuò)誤，比如招人的時(shí)機(jī)、類(lèi)型、資歷要求，等等。人們并不真想分享這些信息，而作為新創(chuàng)企業(yè)，這些知識(shí)是你能擁有的最有價(jià)值的資源。我從我們開(kāi)始創(chuàng)業(yè)時(shí)就明白這一點(diǎn)。 馮•托貝爾：這方面我們一起分享了很多…… 德蘭德：我們差不多分享一切。

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•簡(jiǎn)•金 她得到的最差建議 “我不喜歡那種‘運(yùn)動(dòng)員達(dá)到巔峰后要激流勇退’的建議。這就像對(duì)世界排名第8的記者說(shuō)：‘你過(guò)去是第一，所以現(xiàn)在你應(yīng)該退出了�！�我認(rèn)為，不應(yīng)該勸別人退出。不管是運(yùn)動(dòng)員、演員、舞蹈家，還是任何人，都值得擁有完整的職業(yè)生涯。不知道為什么，如果你是運(yùn)動(dòng)員，所有人都想讓你在巔峰時(shí)期退出。有人就對(duì)我這么說(shuō)。我不希望有人這么說(shuō)。比爾•布拉德利在為紐約尼克斯隊(duì)（Knicks）打球時(shí)，提到要擁有完滿的感覺(jué)，即職業(yè)生涯的生命周期。我喜歡這種看法。重點(diǎn)在于，你自己做主。別讓這個(gè)世界為你做出決定。不要讓別人定義你。你自己定義你自己�！薄�—對(duì)R.B講述

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.你得到的最佳建議是什么： 蒂娜•費(fèi)的最佳建議來(lái)自?shī)W普拉；雷•柯茲維爾在賣(mài)掉他的公司后不久得到了最佳建議；邁克•布隆伯格的最佳建議來(lái)自他的第一任老板（顧客說(shuō)“好”之后，馬上停止講話。）我們想知道《財(cái)富》雜志的讀者從哪里得到的最佳建議，那些建議又是什么。以下是一些人在Facebook、Twitter和Google+上說(shuō)的，有幾位甚至直接寫(xiě)給我們。 喬恩•施瓦茨 來(lái)自莎士比亞：“既不要借錢(qián)給人，也不要向別人借錢(qián)�！� 穆納•阿布蘇萊曼 最佳建議來(lái)自我爸爸：不要為了維持某種生活方式而工作；要一直讓你自己、而不是你的賬單說(shuō)了算。 珍娜•加爾扎 不停地工作，直到你的偶像成為你的對(duì)手。 薩希什•庫(kù)馬爾 失敗幾乎塑造了成功的每個(gè)方面。 布萊恩•特蕾西 身為一個(gè)長(zhǎng)期的公司老板，我能給出的最佳建議跟雇用有關(guān)：招人要慢，開(kāi)人要快！ 凱蒂•庫(kù)里克 “不”實(shí)際上沒(méi)有什么壞，而“是”可能把你帶到你意想不到的地方。——蘇姍•斯特羅曼#最佳建議 特拉維斯•佩雷斯 管理企業(yè)就是跑馬拉松，只不過(guò)它是在晚上，拿著手電筒，一次跨過(guò)一個(gè)障礙。 布魯斯•斯特拉利 “別犯傻�！蔽业玫降淖罴呀ㄗh。 彼得• 卡平斯基 上學(xué)時(shí)，在我成為Sage Restaurant Group的首席執(zhí)行官之前，我的長(zhǎng)曲棍球教練和西點(diǎn)軍校的導(dǎo)師戴維•納多上校對(duì)我說(shuō)：“如果你真的相信自己，就不必?fù)?dān)心明天，你還能把這種感覺(jué)灌輸給別人。”（財(cái)富中文網(wǎng)） 譯者：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."