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The greatest people are self-managing.
They don’t need to be managed.
If they know--
Once they know what to do,
they’ll go figure out how to do it,
and they don’t need to be managed at all.
What they need is a common vision,
and that’s what leadership is.
What leadership is is having a vision,
being able to articulate that so the people around you can understand it,
and getting a consensus on a common vision.
We wanted people that were insanely great at what they did,
but were not necessarily those seasoned professionals,
but who had at the tips of their fingers
and in their passion the latest understanding of where technology was
and what we could do with that technology,
and we wanted to bring that to lots of people.
So the neatest thing that happens
is when you get a core group of, you know, ten great people,
it becomes self-policing as to who they let into that group.
So I consider the most important job of someone like myself is recruiting.
We agonized over hiring.
We had interviews.
I'd go back and look at some of the interviews again.
They would start at 9:00 or 10:00 in the morning and go through dinner.
A new interviewee would talk to everybody in the building at least once
and maybe a couple times,
and then come back for another round of interviews,
and then we’d all get together and talk about it.
And then they'd fill out an application.
[laughing]
No, they never filled out an application.
The critical part of the interview, at least to my mind,
was when we finally decided we liked them enough
to show them the Macintosh prototype
and then we sat them down in front of it.
If they were just kind of bored, or said “This is a nice computer,”
we didn’t want them.
We wanted their eyes to light up
and for them to get really excited,
and then we knew they were one of us.
And everybody just wanted to work.
Not because it was work that had to be done,
but it was because something we really believed in
that was just going to really make a difference.
And that’s what kept the whole thing going.
We all wanted exactly the same thing,
instead of spending our time arguing about what the computer should be.
We all knew what the computer should be,
and we just went and did it.
We went through that stage in Apple where we went out and thought oh,
we’re gonna be a big company, let’s hire professional management.
We went out and hired a bunch of professional management--
It didn’t work at all.
Most of them were bozos.
They knew how to manage,
but they didn’t know how to do anything!
And so, if you’re a great person,
why do you want to work for somebody you can’t learn anything from?
And you know what’s interesting,
you know who the best managers are?
They’re the great individual contributors,
who never ever want to be a manager,
but decide they have to be a manager
because no one else is going to be able to do as good a job as them.
[male narrator] After hiring two professional managers
from outside the company and firing them both,
Jobs gambled on Debby Coleman, a member of the Macintosh team.
Thirty-two years old,
an English Literature major with an MBA from Stanford,
Debbie was a financial manager with no experience in manufacturing.
I mean, there’s no way in the world anybody else
would give me this chance to run this kind of operation,
and I don’t kid myself about that.
It’s an incredible, high risk
both for myself, personally and professionally,
and for Apple as a company,
to put a person like myself in this job.
I mean, they’re really betting on a lot of things.
We’re betting that my skills at organizational effectiveness,
you know, override all lack of technology,
lack of experience, lack of, you know, time in manufacturing.
So, it’s a big risk,
and I’m just an example in every single person on the Mac team,
almost to your entry-level person,
you could say that about.
This is a place where people were afforded incredibly unique opportunities
to prove that they could do--
--they could write the book again.
[narrator] Inscribed inside the casing of every Macintosh,
unseen by the consumer,
are the signatures of the whole team.
This is Apple’s way of affirming that their latest innovation
is a product of the individuals who created it,
not the corporation.
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年輕賈伯斯談他的用人哲學 (Young Steve Jobs on how to hire, manage, and lead people - MUST WATCH)

18071 分類 收藏
Samuel 發佈於 2018 年 6 月 23 日   HsiangLanLee 翻譯   Rachel Kung 審核

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賈伯斯身為蘋果教父,是許多創業家和社會人的典範,大家一定很好奇像蘋果這樣的龍頭企業,在僱用員工上有什麼標準?現在就一起來看看年輕賈伯斯談談他的用人哲學!

1articulate0:18
articulate 是「發音清晰的;善於表達的」的動詞,在影片中指的是表達清楚,讓人能夠理解。
You should express and articulate your views and perspectives.
你應該要清晰地表達你的觀點和看法。


*同場加映:
想把英文講得跟美國人一樣?這是你該知道的事!(Wanna Speak English Like An American?)


2consensus0:23
consensus 是「共識、一致的意見」的意思。
By developing consensus, we expect all issues to be resolved.
我們希望通過形成共識解決所有問題。


*同場加映:
恐怖主義的定義是什麼? (What Is The Definition Of Terrorism?)


3agonize0:59
這個單字有「使...極度痛苦;折磨」或是「十分苦惱、掙扎」的意思。當作後者使用時,通常會搭配 over 這個介係詞。
There's no reason to agonize over telling people you're job hunting.
沒有理由為告訴他人你正在找工作而感到苦惱。


*同場加映:
Nika Water 創辦人的創業經驗談 (Jeff Church: The Wave of Social Entrepreneurship)


4override3:11
override 作為動詞有「推翻;覆蓋;無視」的意思,作為名詞則有「傭金;酬金」的意思。除此之外,若是在電腦程式語言看到這個單字,就是所謂的「覆寫」。
Our rationality could cause us to override our passions.
我們的理性可以駕馭我們的情感。


*同場加映:
【MarieTV】如何堅持及始終如一:五個步驟搞定大小事! (How To Be Consistent: 5 Steps To Get Things Done, All The Time)


5affirm3:43
affirm 有「斷言;肯定;證實」的意思。相反詞是 deny,「否認;拒絕」的意思。
I affirm my innocence.
我肯定我是無辜的。


*同場加映:
【TED】柯林特‧史密斯:如何在美國養育黑人下一代? (How to raise a black son in America? | Clint Smith)


看完影片後,是不是也覺得他們真的非常厲害呢?蘋果會變得如此成功不是沒有原因的呀!(雖然 iPhone 真的很貴...)

文 / Stephanie Hsu

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  1. UrbanDictionary 俚語字典整合查詢。一般字典查詢不到你滿意的解譯,不妨使用「俚語字典」,或許會讓你有滿意的答案喔