只有将那些唬人的哲学空话从“准则”中剔除,部分准则才有可能让人耳目一新。在戴利奥的世界里,并不存在“人才”和“我们”的力量之类空洞的废话。相反,你要雇用绝顶聪明的人,并积极管理他们——这在一定程度上解释了他的公司为何能取得成功。
If only one could take out the philosophical claptrap from “Principles”, some of the rules might make refreshing reading. There is no wishy-washy crud about “talent” and the power of “we”. Instead, in Mr Dalio's world, you hire super-bright people and manage them actively – which partly explains why his business is a success.
但就在我隐约感到一丝振奋时,我看到了其中一条准则,教导经理们将下属想象成棒球卡。这一条比其它准则都更能说明,“准则”为何毫无价值。雷蒙德或许是一位出色的投资者,但在情感上,他仍只是一个孩子。对于成年人而言,管理并不像搜集棒球卡。人才无法在棒球场上交换,严格按照安打率和失误率进行评级。相反,他们是理性、无理性、情感、抱负、懒惰、善良和恶意的复杂混合体。
Yet just as I was feeling vaguely invigorated, I came upon a rule that tells managers to think of their underlings like baseball cards. This, more than any of the others, explains why “Principles” is such a dud. Ray might be a brilliant investor, but he is still a little boy in emotional terms. For grown-ups, managing is not like collecting baseball cards. People cannot be swapped in playgrounds, graded exactly according to batting averages and errors. Instead they are complicated mixtures of rationality, irrationality, emotion, ambition, laziness, goodness and spite.
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