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China is considered to be the most 'industrious' nation in the world中國人全球最勤奮 網(wǎng)友吐槽生活所迫 A recent survey has revealed that China is considered to be the most 'industrious' nation in the world, according to research from Monster Worldwide, in collaboration with Gesellschaft für Konsumforschung (GfK), a German global market research institute. 國際就業(yè)咨詢公司“巨獸”與德國市場調(diào)研公司捷孚凱集團合作的一項國際調(diào)查顯示，中國人是全世界最勤奮的民族。 The survey —with more than 8, 000 respondents from Canada, France, Germany, India, Netherlands, United Kingdom and United States —gauged economic and labor-related competitive spirit by drilling down into “industriousness, ” which describes the level to which a country was “hard-working, innovative and constantly creating new ideas/products, ” according to the survey. 接受該項調(diào)查的是來自加拿大、法國、德國、意大利、印度、荷蘭、英國和美國的共8000人，調(diào)查研究了各國經(jīng)濟和與工作相關(guān)的競爭精神，深度探討了“勤奮度”，這里的衡量指標指的是一個國家整體“勤奮工作、具有創(chuàng)新思維并持續(xù)不斷創(chuàng)造新點子/新產(chǎn)品”的水平。 According to the international survey, Chinese employees are the most industrious people in the world, followed by workers from Germany and the US. Employees from France are considered to be the laziest people in the world. 該項調(diào)查得出中國人在全球范圍內(nèi)最勤奮，接下來是德國人、美國人。法國人則被認為是世界上最懶的民族。 German employees responded confidently to the survey placing themselves first in the pecking order of global industriousness. French employees, on the other hand, seem to be aware of their limitations, and many of those surveyed placed France in last place. 德國受訪者對德國的競爭力很有信心，認為本國人民在全球勤奮度方面排名領(lǐng)先。另一方面，法國受訪者則似乎意識到自己國家的問題，不少法國受訪者都把法國排在了最后。 German newspaper, Handelsblatt, reported that Chinese employees work on average 44.6 hours per week, while the German employees average about 33.5 hours of work per week. 德國《商報》報道稱中國員工每周平均工作44.6個小時，而德國員工每周平均工作時間為33.5個小時。 And although China has more public holidays than Germany, Chinese employees have only ten days of paid leave on average, while German employees have 25 days. 而且雖然中國的公眾假期比德國多，中國員工平均只有10天的帶薪休假，德國員工則有25天帶薪假期。
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蓋茨應該向小公司學習如何挑選CEO？ What Bill Gates Can Learn From Small Business In Filling The CEO Role蓋茨應該向小公司學習如何挑選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. 比爾·蓋茨（Bill Gates）是最為大眾認可的一位全球商界領(lǐng)袖，為什么他應該接受一位小企業(yè)主的建議？運營一個只有百名員工的組織會擁有的優(yōu)勢之一，就是可以從各方面觀察自身的運營狀況，保持靈活，迅速發(fā)展。這類小公司的洞見和經(jīng)驗可以為大公司所用，因為無論自身規(guī)模大小，每家企業(yè)都面臨相似的困境，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為了生存而努力奮斗。我們要迅速發(fā)現(xiàn)什么才是最重要的，否則我們就會同樣迅速地丟失業(yè)務。不管我們是否喜歡，要安身立命，企業(yè)就必須推銷業(yè)務——即使微軟這樣的巨頭也不例外。羅賓·夏瑪（Robin Sharma）在自己的作品《喚醒心中的領(lǐng)導者》（The Leader Who Had No Title）中指出：“在面對全新的商業(yè)天地時，最危險的事情莫過于像以往那樣行事。” 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. 為了尋找人才來填補公司即將空缺的掌門之位，蓋茨可以向小公司學些什么？找個人來填補微軟的CEO大位，這可能并不像他想的那么難。踏破鐵鞋無覓處的時候，蓋茨是否注意到答案近在咫尺，為什么他沒發(fā)現(xiàn)？微軟不妨考慮讓一名公司內(nèi)部的員工坐上最高領(lǐng)導者的寶座，此人需要精力充沛，要有親和力，是一位貨真價實的推銷員，具備讓這家軟件業(yè)巨頭重現(xiàn)往日輝煌的勇氣和創(chuàng)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. 我知道這其中確實有風險不小，可為什么不在銷售團隊里挑選一位微軟自己培養(yǎng)成長的人才，把最高職位交給這位熱情高漲，干勁十足的他？在考慮外部人選以前，也許微軟應該考慮從一名預備梯隊的領(lǐng)導者，讓此人加入管理層的主力部隊。首席執(zhí)行官的主要工作是不折不扣地向世人傳達本公司的愿景與訊息。那些在銷售領(lǐng)域屹立不倒的人能很快了解哪些能引起客戶的共鳴，哪些不會產(chǎn)生反響。 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. 蓋茨和其他任何一位設法在本機構(gòu)內(nèi)部尋找最高領(lǐng)袖的管理者都應該問這樣一個問題：這個人選會不會重新激發(fā)公司提供產(chǎn)品與服務的創(chuàng)意火花，讓公司上下精神振奮、活力十足？這樣的人選不需要多么出名，甚至不必聰慧過人。我認為，企業(yè)的最高領(lǐng)袖需要一顆真誠的愛心，愛本公司的員工、產(chǎn)品和服務，并且愿意將這種愛和信念撒播到世界各地。他們要提供真實自然的內(nèi)容，這樣聽眾就希望了解更多信息。就這么簡單。 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. 微軟真正的財富是員工，他們每天為了開拓或維持業(yè)務勤勞工作。在這方面，其他所有企業(yè)概莫如是。這些員工并非完美無缺，或許沒有精專的履歷，也沒有常春藤聯(lián)盟學校這類美國高等學府授予的學位，但可能他們的用心和沖勁正是企業(yè)所需，在企業(yè)遭遇挑戰(zhàn)的時候，他們會堅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. 今時今日，最優(yōu)秀的銷售代表也能榮升大公司的掌門人。財捷集團（Intuit）的首席執(zhí)行官布拉德·史密斯（Brad Smith）就是個很好的例子。他曾在高級副總裁等多個領(lǐng)導崗位工作，管理過公司位于圣迭戈的消費者稅務部門，后來又做過財捷的小企業(yè)部門的總經(jīng)理。據(jù)我們所知，史密斯領(lǐng)導的團隊內(nèi)外無不給予他很高評價。他很受歡迎，而且不吝于宣傳自己的團隊。他設定個人優(yōu)先處理的任務，把時間留給自己團隊的成員和Fishbowl這樣的小公司。 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. 我為自己領(lǐng)導的組織定下一條不容置疑的規(guī)矩：所有的領(lǐng)導者都必須真心實意、無條件地熱愛、尊重機構(gòu)的成員、產(chǎn)品和服務。90%的管理者都沒能做到這點。許多管理者也許都沒聽過這樣的規(guī)定。坦率地說，勝任最高職位其實無需多高明，需要心甘情愿付出大量心血，給予極大的信任，即便這意味著你會時而讓自己脆弱不堪，也要為了機構(gòu)堅持到底。在創(chuàng)造產(chǎn)品和推出服務方面，機構(gòu)內(nèi)部的成員會負擔大部分重要的工作。偉大的領(lǐng)袖會稱贊這些成員，將自己精神百倍的分分秒秒都用來向四處分享他們的成績。 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. 微軟有許多得力干將，他們成功地管理著這家市值高達數(shù)千億美元的企業(yè)，監(jiān)督其日常經(jīng)營。微軟的領(lǐng)導層應該考慮，掌握大權(quán)的人應該對公司的成果和與世界分享這些成就極有激情。我認為，理想的人選可能并不是那些身居高位的高管，通常高層只是一小撮人。為什么不集思廣益，讓數(shù)千名微軟的員工一起權(quán)衡誰適合做下一位首席執(zhí)行官？我還強烈建議蓋茨不妨請所有的候選人參加測試，在確定最高領(lǐng)導者人選以前，先看看他們是否能通過標準的微軟認證考試，以此保證未來首席執(zhí)行官完全了解微軟產(chǎn)品的眾多功能。 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. 下任首席執(zhí)行官可能就在普通員工之中，此人正適合領(lǐng)導這家公司達到最佳狀態(tài)。也許，在今天的市場人士看來，微軟不是最潮的企業(yè)。可我覺得，微軟的架構(gòu)可以締造常青基業(yè)，這是最明確的優(yōu)勢。我認為，微軟的一部分核心價值在于：這家公司幫助世界各地的客戶學習和開發(fā)技術(shù)，這些技術(shù)能幫助他們職業(yè)生涯中意義重大的步伐。 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. 以上只是個人愚見，在下關(guān)注大人物和大企業(yè)命運。因為他們創(chuàng)造了大量的就業(yè)崗位，為許多人開拓職業(yè)道路。最終，公司大小與否并非真正的關(guān)鍵。若想名垂青史，必然要給后世留下財富。祝微軟的全體員工好運，感謝你們幾十年來留給這個世界偉大的產(chǎn)品與服務。
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蓋茨應該向小公司學習如何挑選CEO？ What Bill Gates Can Learn From Small Business In Filling The CEO Role蓋茨應該向小公司學習如何挑選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. 比爾·蓋茨（Bill Gates）是最為大眾認可的一位全球商界領(lǐng)袖，為什么他應該接受一位小企業(yè)主的建議？運營一個只有百名員工的組織會擁有的優(yōu)勢之一，就是可以從各方面觀察自身的運營狀況，保持靈活，迅速發(fā)展。這類小公司的洞見和經(jīng)驗可以為大公司所用，因為無論自身規(guī)模大小，每家企業(yè)都面臨相似的困境，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為了生存而努力奮斗。我們要迅速發(fā)現(xiàn)什么才是最重要的，否則我們就會同樣迅速地丟失業(yè)務。不管我們是否喜歡，要安身立命，企業(yè)就必須推銷業(yè)務——即使微軟這樣的巨頭也不例外。羅賓·夏瑪（Robin Sharma）在自己的作品《喚醒心中的領(lǐng)導者》（The Leader Who Had No Title）中指出：“在面對全新的商業(yè)天地時，最危險的事情莫過于像以往那樣行事。” 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. 為了尋找人才來填補公司即將空缺的掌門之位，蓋茨可以向小公司學些什么？找個人來填補微軟的CEO大位，這可能并不像他想的那么難。踏破鐵鞋無覓處的時候，蓋茨是否注意到答案近在咫尺，為什么他沒發(fā)現(xiàn)？微軟不妨考慮讓一名公司內(nèi)部的員工坐上最高領(lǐng)導者的寶座，此人需要精力充沛，要有親和力，是一位貨真價實的推銷員，具備讓這家軟件業(yè)巨頭重現(xiàn)往日輝煌的勇氣和創(chuàng)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. 我知道這其中確實有風險不小，可為什么不在銷售團隊里挑選一位微軟自己培養(yǎng)成長的人才，把最高職位交給這位熱情高漲，干勁十足的他？在考慮外部人選以前，也許微軟應該考慮從一名預備梯隊的領(lǐng)導者，讓此人加入管理層的主力部隊。首席執(zhí)行官的主要工作是不折不扣地向世人傳達本公司的愿景與訊息。那些在銷售領(lǐng)域屹立不倒的人能很快了解哪些能引起客戶的共鳴，哪些不會產(chǎn)生反響。 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. 蓋茨和其他任何一位設法在本機構(gòu)內(nèi)部尋找最高領(lǐng)袖的管理者都應該問這樣一個問題：這個人選會不會重新激發(fā)公司提供產(chǎn)品與服務的創(chuàng)意火花，讓公司上下精神振奮、活力十足？這樣的人選不需要多么出名，甚至不必聰慧過人。我認為，企業(yè)的最高領(lǐng)袖需要一顆真誠的愛心，愛本公司的員工、產(chǎn)品和服務，并且愿意將這種愛和信念撒播到世界各地。他們要提供真實自然的內(nèi)容，這樣聽眾就希望了解更多信息。就這么簡單。 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. 微軟真正的財富是員工，他們每天為了開拓或維持業(yè)務勤勞工作。在這方面，其他所有企業(yè)概莫如是。這些員工并非完美無缺，或許沒有精專的履歷，也沒有常春藤聯(lián)盟學校這類美國高等學府授予的學位，但可能他們的用心和沖勁正是企業(yè)所需，在企業(yè)遭遇挑戰(zhàn)的時候，他們會堅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. 今時今日，最優(yōu)秀的銷售代表也能榮升大公司的掌門人。財捷集團（Intuit）的首席執(zhí)行官布拉德·史密斯（Brad Smith）就是個很好的例子。他曾在高級副總裁等多個領(lǐng)導崗位工作，管理過公司位于圣迭戈的消費者稅務部門，后來又做過財捷的小企業(yè)部門的總經(jīng)理。據(jù)我們所知，史密斯領(lǐng)導的團隊內(nèi)外無不給予他很高評價。他很受歡迎，而且不吝于宣傳自己的團隊。他設定個人優(yōu)先處理的任務，把時間留給自己團隊的成員和Fishbowl這樣的小公司。 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. 我為自己領(lǐng)導的組織定下一條不容置疑的規(guī)矩：所有的領(lǐng)導者都必須真心實意、無條件地熱愛、尊重機構(gòu)的成員、產(chǎn)品和服務。90%的管理者都沒能做到這點。許多管理者也許都沒聽過這樣的規(guī)定。坦率地說，勝任最高職位其實無需多高明，需要心甘情愿付出大量心血，給予極大的信任，即便這意味著你會時而讓自己脆弱不堪，也要為了機構(gòu)堅持到底。在創(chuàng)造產(chǎn)品和推出服務方面，機構(gòu)內(nèi)部的成員會負擔大部分重要的工作。偉大的領(lǐng)袖會稱贊這些成員，將自己精神百倍的分分秒秒都用來向四處分享他們的成績。 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. 微軟有許多得力干將，他們成功地管理著這家市值高達數(shù)千億美元的企業(yè)，監(jiān)督其日常經(jīng)營。微軟的領(lǐng)導層應該考慮，掌握大權(quán)的人應該對公司的成果和與世界分享這些成就極有激情。我認為，理想的人選可能并不是那些身居高位的高管，通常高層只是一小撮人。為什么不集思廣益，讓數(shù)千名微軟的員工一起權(quán)衡誰適合做下一位首席執(zhí)行官？我還強烈建議蓋茨不妨請所有的候選人參加測試，在確定最高領(lǐng)導者人選以前，先看看他們是否能通過標準的微軟認證考試，以此保證未來首席執(zhí)行官完全了解微軟產(chǎn)品的眾多功能。 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. 下任首席執(zhí)行官可能就在普通員工之中，此人正適合領(lǐng)導這家公司達到最佳狀態(tài)。也許，在今天的市場人士看來，微軟不是最潮的企業(yè)。可我覺得，微軟的架構(gòu)可以締造常青基業(yè)，這是最明確的優(yōu)勢。我認為，微軟的一部分核心價值在于：這家公司幫助世界各地的客戶學習和開發(fā)技術(shù)，這些技術(shù)能幫助他們職業(yè)生涯中意義重大的步伐。 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. 以上只是個人愚見，在下關(guān)注大人物和大企業(yè)命運。因為他們創(chuàng)造了大量的就業(yè)崗位，為許多人開拓職業(yè)道路。最終，公司大小與否并非真正的關(guān)鍵。若想名垂青史，必然要給后世留下財富。祝微軟的全體員工好運，感謝你們幾十年來留給這個世界偉大的產(chǎn)品與服務。
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