威尔·吉达拉——无理的款待（第492期）

当人们意识到，通过用心，你可以将优雅制度化时，这真是太美了。

It's so beautiful when people understand that with thoughtfulness, you can systemize graciousness.

每次你这样做，都会开始积累势能。

Every time you do it, you start to build momentum.

这种势能会让团队成员不断找到更多富有创意的方式，将这类事情变为现实。

The momentum through which people on your team start finding more and more creative ways to bring things like this to life.

你是在餐厅的背景下做到这一点的。

You did this in the context of the restaurants.

不久之后，这本书出版了，成为畅销书。

And then a little while ago, the book comes out, becomes a bestseller.

从那以后发生了什么？

What happens from there?

看到不同行业采纳了这些想法并加以推广，真是令人惊叹。

Watching the different industries that have adopted these ideas and start to run with them has been wild.

看到人们用这本书做了我根本无法想象的事情。

Seeing people do with the book things that I never could have conceived.

这最有趣了。

That's the most fun part.

我看到监狱系统在使用它，海豹突击队也用它来训练他们的团队。

I've seen prison systems use it, Navy Seals use it with their teams.

我看到教育系统在使用它。

I've seen education systems use it.

我看到医院系统在使用它。

I've seen hospital systems use it.

我看到NFL球队采纳了这些理念，还有各种其他领域。

I've seen NFL teams employ the ideas and everything in between.

所以这真的太不可思议了。

So that's been wild.

现在，全球各地许多意想不到的公司里，都出现了像我在餐厅里设立的‘梦想编织者’这个职位，数量多得令人震惊。

The number of Dreamweavers, that position that I had in my restaurant that exist in the most random of companies all over the world now is mind blowing.

解释一下，‘梦想编织者’这个职位是什么意思。

Describe what that means, the Dreamweaver position.

Dreamweaver 是我们团队中增设的一个职位。

The Dreamweaver was a position that we added to our team.

我们做了所有那些关键接触点的事情。

We did all those touchpoint things.

我们做了寄存外套、检查服务以及各种其他细节。

We did the check, coat check, and all these different things.

我们正在积累大量的势头。

We were making a ton of momentum.

我仍然不确定自己是否真正理解了什么是不讲道理。

I still wasn't sure I'd figured out what it meant to be unreasonable.

有一天，我在餐厅帮忙，那天午餐高峰期比平常更忙。

One day, was in the restaurant helping out the team in a busier than normal lunch service.

我发现自己在清理一张四人桌的开胃菜。

I found myself clearing appetizers from a table of four.

他们都是美食爱好者。

They were foodies.

欧洲游客专程来纽约市，只为品尝我们最好的餐厅。

Europeans on vacation in New York City just to eat at our best restaurants.

这是他们最后一餐。

This was their last meal.

吃完后，他们将直接去机场，从餐厅返程回家。

They're going straight to the airport to head back home from the restaurant afterwards.

我当时在场，听到他们谈论自己的旅行，对这次经历赞不绝口。

While I was there, I heard them talking and they were raving about their trip.

他们已经去过所有四星餐厅，现在来到了十一号麦迪逊。

They've been to every four star restaurant, now Eleven Madison.

他们唯一没尝过的，就是纽约热狗。

The only thing they never got to have was a New York City hot dog.

那一刻，我恍然大悟。

It was that light bulb moment.

我跑回厨房，放下盘子，冲到热狗摊前，买了一个热狗，又跑回店里。

I ran back into the kitchen, dropped off the plates, ran outside of the hot dog cart, bought a hot dog, ran back inside.

接下来是困难的部分：说服我那位高傲的厨师真正端出这道菜。

Then came the hard part, convincing my fancy chef to actually serve it.

我让他信任我，最终他把热狗切成四块完美的小段，每盘放一块，加上一点芥末酱、一点番茄酱、一小勺酸卷心菜和一点腌黄瓜，再撒上一点微型香草，让它看起来更精致。

I got him to trust me and eventually he cut the hot dog up into four perfect pieces, put one on each plate, added a little swish of mustard, one of ketchup, little scoop of sauerkraut, one of relish, topped it off with a micro herb or something to make it look fancy.

在他们最后一道咸味主菜——那道经过两周风干的蜂蜜薰衣草釉面莫斯科鸭——上桌之前，我端出了我们在后院称之为‘脏水热狗’的这道菜。

Then before their final savory course, which at the time was a honey lavender glazed Muscovy duck that had been dry aged for two weeks, I brought out what we in the yard call a dirty water dog.

然后我向他们做了解释。

And I explained it.

我说：嘿，我们可不能让你们带着遗憾回家。

I said, hey, we couldn't let you go home with any regrets.

这是你们的那根热狗。

Here's that hot dog.

他们惊呆了。

They freaked out.

这是那种你必须回看录像，才能确认自己做对了什么，从而确保继续这样做的时刻。

And it was one of those moments where you have to look at the tapes to see what you did well to make sure that you keep on doing it.

在我的职业生涯中，我曾服务过价值数千万美元的和牛和龙虾，但从未见过任何人对热狗有如此强烈的反应。

I'd served at that point tens of millions of dollars worth of Wagyu beef and lobster over the course of my career, yet I'd never seen anyone react the way they did to the hot dog.

我们开始与团队一起围绕这件事建立势头，讨论如何更专注、留意这些细节、不要太过严肃，而是主动传递关怀的举动。

We started to build momentum around this with the team, talking about being more present, picking up on this stuff, not taking ourselves too seriously, delivering gestures.

大家都对此充满热情，但我犯了一个错误，一个经常被犯的错误。

Everyone was fired up about it except I made a mistake, a mistake that's too often made.

我有了一个宏大的想法。

I had a big idea.

我邀请团队加入进来，却完全没有提供任何资源来实现它。

I invited the team to get on board with it and I gave them exactly zero in the way of resources to bring it to life.

但我经常看到的一种情况是，每位CEO都说他们想要更好的服务体验。

But something I see often, every CEO says they want better hospitality.

尽管他们几乎都愿意投入任何必要的资源来提升产品，但在如何让客人感受更好这件事上，他们却犹豫不决。

While almost all of them are willing to invest whatever is required to make the product better, they are reticent to do the same when it comes to how they make people feel.

然而，如果没有资源支持，任何理念都无法生根发芽。

Yet nothing will take root in the absence of resource.

我为团队增加了一个职位，这个人每天晚上都和我们在一起在餐厅，没有任何运营职责，他的角色是作为资源，帮助其他人将他们的想法变为现实。

I added a position to our team, someone who is in the dining room with us every single night with no operational responsibility, there as a resource to help everyone else bring their ideas to life.

我们把这个职位称为‘梦想编织者’。

We called the position the Dream Weaver.

一旦我们增加了这个职位，一切就都改变了。

Once we added that position, that changed everything.

我们每天晚上都在为无数人做着比热狗更酷的事情。

We were doing things like that, cooler things than the hot dog for countless people every night.

我在汽车经销商、医院、橄榄球队都见过‘梦想编织者’。

I've seen Dreamweavers at car dealerships, hospitals, football teams.

这简直太酷了。

It's wildly cool.

这是我在这个世界上见过的一种现象。

That's something I've seen out in the world.

在对话一开始，我就谈到了餐厅和服务业并不相同。

At the very beginning of the conversation, I talked about how restaurants and hospitality are not the same.

我是如何通过餐厅爱上服务业的，但那只是一个媒介。

How I fell in love with hospitality through restaurants, but that was simply a medium.

我得以在众多不同的领域中探索，弄清楚服务业在各个行业中的样子。

What I've gotten to do is play in so many different sandboxes and figure out what hospitality looks like across industries.

我正在写书，制作《熊》以及各种其他东西。

I'm writing books, I'm producing The Bear and all this different stuff.

我们有机会与一些非常酷的公司合作，探索如何在最意想不到的地方实现这些理念。

We get to work with some really cool companies to figure out how to bring these ideas to life in the most unlikely of places.

在过去一年里，你见过哪些最喜爱的应用案例？

What are some of your favorite applications that you've seen across different businesses over the last year?

这简单得惊人，却影响深远。

This is wildly simple and unbelievably impactful.

我听说有一位在萨拉索塔经营两家UPS门店的老板。

I heard from a guy who owns two UPS stores in Sarasota.

他绝对不是我第一反应会想到会来谈《不合理的服务》的人。

Not necessarily the first person I would have written on the list of those I'd expect to hear from about Unreasonable Hospitality.

他说：‘我非常喜欢你的书。’

And he goes, I love your book.

我一直想弄清楚如何把这些理念应用到我的店铺里，但有点难度。

I've been trying to figure out how to implement the ideas into my stores, and it's a little bit harder.

在我的世界里，情况不一样。

It's different in my world.

我想出了一个办法，这改变了我们整个文化。

I came up with something and it's changed our entire culture.

他制定了一条规则：所有在UPS店铺收银台工作的员工，每天必须免费为一位顾客免单，最高可达30美元。

He created a rule where everyone that works the register at the UPS stores has to, they are required to once a day comp someone's purchase up to $30.

这一项举措彻底改变了所有事情。

That one thing changed everything.

首先，如果你是被免单的顾客，这显然会让你的日子变得美好。

First, if you were the recipient of the comp, obviously it made your day.

想象一下，你走进一家UPS店铺，寄快递或打印文件，他们却对你说：‘泰德，今天这单我请了。’

Imagine going into a UPS store, shipping something or printing something, they're like, Ted, it's on me today.

这会让你大吃一惊。

It would blow your mind.

这关乎超越期望。

This is about exceeding expectations.

这绝对会超越你曾经有过的任何期望。

That would definitively exceed any expectation you ever had.

第二点是，它彻底改变了员工对工作的看法。

The second one is it changed the employee's entire perspective around the work.

他们第一次感受到了真正的认可。

For the first time, they were on the receiving end of actual appreciation.

我们低估了通过认可获得认同感的重要性，以及这种认同感对做好工作有多关键。

We undervalue how important it is to feel validation through appreciation and how important that is to do a good job in your work.

有些地方的人很少得到这种认可。

There are places where they don't receive it as much.

听到这个故事后，我开始反思：我对UPS商店工作人员的感激之情，是否足够呢？

When I heard the story, I started thinking back to am I as grateful to the people that work at a UPS store as I should be?

每个人都应为自己的工作得到感激。

Everyone deserves gratitude for their work.

但现在他们得到了，这让他们更乐意待在那里。

But now they were and it made them more happy to be there.

有了这个，一些事情发生了改变。

With it, something changed.

他们不再被要求为别人免费提供服务。

They no longer were required to comp someone.

他们从‘必须做’变成了‘有机会做’，但只有一个人有这个资格，因此每位顾客的体验都得到了提升。

They went from having to to getting to, but only one person, which is why every single customer's experience was elevated.

现在，他们必须更深入地了解每一位走进商店的顾客，以决定谁最值得获得这份礼遇。

Now they had to more deeply get to know every single customer that walked into the store to decide who deserved it the most.

是那位今天过得特别好的人，只需要一点甜头吗？

Was it someone who was having a really good day that needed a cherry on top?

还是那位正经历艰难时刻、只希望事情能顺利一点的人？

Was it someone who was having a really hard day that just needed something to go right?

每位顾客都成为了这场互动中的受益者，而员工真正地投入其中，了解他们。

Every customer was on the receiving end in a play who was genuinely investing and getting to know them.

这一简单的改变提升了运营中每一位利益相关者的体验。

This one simple change elevating every single stakeholder in the operation.

真是令人着迷。

Just fascinating.

这表明，这一切并不容易，但也不难。

It shows how none of this stuff is easy, but it's also not hard.

它确实需要你再努力一点点。

It does require trying a little bit harder.

任何企业都可以做到。

Any business can do it.

我们稍作短暂休息，来介绍一下Ridgeline。

We're gonna take a quick break in the action to tell you about Ridgeline.

想象一下，每天早上醒来时，对账工作已经完成了。

Imagine starting your day with reconciliation already done.

无需电子表格，无需四处追赶，无需用胶带勉强维持系统运转。

No spreadsheets, no breaks to chase, no duct tape holding systems together.

Ridgeline 是首个专为投资经理打造的从前台到后台的单一数据源系统。

Ridgeline is the first front to back system of record built for investment managers.

一个平台，一个实时数据集，内置人工智能。

One platform, one real time dataset, embedded AI.

投资公司正在用这种全新的运营模式，取代那些零散孤立的订单管理系统、会计系统、报告插件和客户工具，从而自动化复杂的工作流程、规模化个性化客户体验，并释放人工智能的全部价值。

Investment firms are replacing a patchwork of isolated and data order management systems, accounting systems, reporting add ons, and client tools with this fundamentally new operating model, automating complex workflows, scaling personalized client experiences, and unlocking the full value of AI.

如果今年您的公司准备现代化运营并利用人工智能，您可以访问 ridgeline.ai 了解更多信息。

If this is the year your firm is ready to modernize operations and harness AI, you can learn more at ridgeline.ai.

现在，我们回到访谈。

And now back to the interview.

我很想听听您对这些理念在资产管理与金融服务领域应用的看法，因为这里的接触点与 UPS 快递员或餐厅员工的情况截然不同。

I'd love to pick your brain on what you've heard of the application of the concepts to my world of asset management and financial services, where it's a very different touch point than the UPS service person or someone inside a restaurant.

在许多方面，这个机会要大得多。

In so many ways, the opportunity is so much bigger.

这容易多了。

It's a lot easier.

你去UPS商店，待上三分钟，稍微认识一下对方，能用的素材很少，然后他们就走了。

You go to UPS store, you're in there for three minutes, you get to know someone the tiniest bit, there's very few things you have to work with and then they're gone.

在你们的世界里，你可以一路陪伴着某人走过人生。

In your world, you get to walk down the road of life alongside someone.

他们在人生最值得庆祝的时刻，你都在场。

You are there during their biggest moments of celebration.

他们在人生最焦虑、最痛苦的时刻，你也在场。

You are there during some of the most high anxiety tormenting moments of their lives.

你能见证他们的成长。

You get to watch them grow.

你能处理代际传承的问题。

You get to deal with generational transitions.

可做的事情太多了，而且费用也很可观。

There's so much to work with and the fees are pretty good.

所以你有一些预算可以使用。

So you have some budget to work with.

我最喜欢的一个，德维什·马坎，非常经典，令人难以置信。

One of my favorites, Devesh Makhan, iconic, unbelievable.

他给我讲了一个他们服务的家庭的故事。

He told me a story, one of the families they work with.

他们服务的那人的父母在一次严重的飓风期间住在佛罗里达，所有人都很紧张。

Parents of the person they worked with lived in Florida during one of the really bad hurricanes and everyone was nervous.

他们设法安排了一架飞机飞过去，把父母接出来并确保他们的安全。

They were able to get a plane down there to get the parents out and to safety.

收到这份帮助的人，就是那位父母被救的人。

The guy who received this gesture, whose parents it was.

几年后，他们在一次会议上，他向别人讲述自己多么喜爱Iconic，滔滔不绝。

A couple years later, they're in a meeting and he was telling someone about how much he loved iconic and going on and on and on.

这些年来，他们为这个人提供的回报非常出色。

The returns that they've delivered to this guy year after year are pretty extraordinary.

这个人根本不知道回报是多少。

The guy doesn't even know what the returns are.

他唯一会想、会谈论的，就是他们曾在关键时刻为他的家人提供过超出预期的帮助。

The only thing he ever thinks about or talks about is that one time they went above and beyond to help his family in a moment of need.

每个人都想寻找自己的竞争优势。

Everyone's looking for their competitive advantage.

那种能阻止别人进来抢走自己客户的因素。

The thing that will prevent someone else from coming in and stealing their customers.

人们通常只关注产品或品牌指标。

Often people only focus on either the product or the brand metrics.

他们的表现如何？

How well are they performing?

如果我能提供足够高的回报，那就是我的竞争优势。

If I can deliver a high enough return, that's my competitive advantage.

不可避免的是，总会有一些艰难的年份。

There's no getting around the fact that there are going to be difficult years.

总会有一些时候，情况并不顺利。

There are going to be times that things aren't going really well in those moments.

最大的竞争优势在于你为服务对象所赢得的忠诚度。

The thing that is the greatest competitive advantage is how much loyalty you have from the people you serve.

当你在投入关系上和投入你销售的产品一样执着、有创意且慷慨时，这种忠诚就会产生。

And that happens when you are as relentless, creative, and generous in investing in the relationship as you are the product you sell them.

他为那个人派了飞机，那个人也可能经历几年的低谷。

That person that he sent the plane for, they could have a few bad years.

那个人不会离开。

That person's not going anywhere.

关键是找到各种有创意的机会，通过放慢脚步、全心投入、不把自己太当回事来建立忠诚。

It's finding as many creative opportunities to build loyalty through slowing down, being present, not taking yourself too seriously.

给予人们这些让他们感到被看见、被倾听、被爱和被重视的东西。

Giving people these things that make them feel seen, heard, loved, and valued.

你把这些经历和你脑海中的想法整理成了一本新书，帮助人们去应对和解决这些问题。

You've taken these experiences and what's in your head and now put it into a new book to help people work through it.

我很想听听你是如何将你所见所闻提炼成这本指南的结构的。

I'd love to hear how you encapsulated what you've seen and experienced into the structure of this field guide.

《无理款待：指南版》将于四月上市。

Unreasonable Hospitality, The Field Guide is coming in April.

如果‘无理款待’是‘为什么’，那么这本指南就是‘怎么做’。

And if unreasonable hospitality is the why, the field guide is the how.

在过去几年里，我做了很多演讲。

I've done a lot of speaking over the last few years.

我被问得最多的一个问题是：好的，然后呢？

One of the most persistent questions I get asked is, okay, now what?

我们该做什么？

What do we do?

我们已经参与进来了，也相信它，那就行动吧。

We're in, we believe, let's go.

我试图以一种方式撰写《无理款待》，让它为人们留下切实可行的行动建议，让他们可以立即付诸实践。

I've tried to write Unreasonable Hospitality in such a way where it left people with actionable things they could start running with.

我意识到，我需要一种更能付诸行动的方式。

It became clear that I needed something that made it even more actionable.

这本指南是我花了几年时间，与数百家公司交流，收集所有问题，并通过这本书一一回应的结果。

The field guide is me over the course of a couple of years spending time with hundreds of companies collecting all the questions and trying to address them through this book.

如果第一本书是以我人生经历和一路学到的教训为叙事主线，那么这本则是通过一系列构建模块来组织的。

If the first book is structured in a narrative arc around my life and the lessons I learned along the way, this is through a series of building blocks.

如何组建团队，如何通过关注沟通、协作、修复、反馈来营造服务文化，以及如何创造奇迹。

How to build a team, how to create a culture of hospitality through focusing on communication, collaboration, repair, feedback, communication, and then how to create magic.

它的设计目的是，当读者读完之后，能与我共同完成这部作品。

It's meant to be something we at the end of someone having gone through it, co author together.

书中包含了很多我的问题，但我要求读者进行大量思考。

It's a lot of my questions, but I ask people to do a lot of thinking.

他们想走向何方？

Where do they want to go?

这本书的真正作用，是通过服务的视角，帮助他们抵达那里。

The book is really there to help them get there through the lens of hospitality.

做这个项目真的很有趣。

It was really fun to work on.

我们努力打造了一本不像作业的练习册，一本本质上就充满待客之道的指南，我非常自豪地看到它不久的将来会出现在人们的手中。

We tried to create a workbook that didn't feel like work, a field guide about hospitality that was inherently hospitable and I'm so proud to see it in people's hands in the not too distant future.

如果你拆解这三个核心组成部分，每个人总是想着如何组建团队。

So if you break down those three core components, everybody's always thinking about building a team.

关于如何组建一个高效的团队，你学到了哪些关键点？

What are the things that you've learned about how to build an effective team?

其中有很多关于如何招聘的内容。

There's a lot in there about how to hire.

我在这方面学到的最重要的一点是，我们过于强调候选人必须具备多少经验，结果反而筛掉了可能最适合这个岗位的人。

One of the biggest things I've learned there is we over index on how much we need people to bring to the table and in doing so filter out the people that might be best for the role.

我刚起步的时候，列了一长串要求，必须满足这些条件的人才有资格申请职位。

When I was coming up, I had these long lists of things I needed people to have done in order to even be eligible for the job.

但我发现，只要我愿意投入时间，就能教会人们很多他们需要掌握的知识。

What I found more and more was if I'm willing to invest the time, I can teach people a lot of what they need to know.

如果我愿意投资于我的员工，就能扩大可考虑的人选范围，从而有更多优秀的人才可供选择。

And if I'm willing to invest in my people, it opens up the people I can actually consider such that there are a lot more amazing people to choose from.

仔细审视那些作为任职资格的清单，尽量将其缩减到最短的必要程度。

Interrogate the list of what people need to have done in order to be eligible such that it is short as humanly possible.

有些要求是必须的。

Some things are required.

如果不是必需的，就把它从清单上移除。

If it's not required, get it off the list.

放宽筛选标准。

Open up the filter.

这还涉及到如何解雇员工。

It's also a lot about who to fire.

我反复发现一个说法：招聘要慢，解雇要快，这在直觉上是有道理的。

One thing I found over and over again is there's this adage higher slow fire fast, which intuitively makes sense.

在让任何人加入你的团队之前，一定要非常谨慎。

Be very slow before you allow someone to join your team.

但如果有人表现不佳，并且有损团队文化的风险，就要尽快让他们离开。

But if someone is not working out and they're running the risk of poisoning your culture, get them out as quickly as possible.

我补充过，要慢 hiring、快 firing，但也不能太快。

I've caveated that to hire slow fire fast, but not too fast.

如果你是个体育迷，你的球队有多少次裁掉一个人，结果那个人在别的球队大放异彩？

Over and over again, if you're a sports fan, how many times has your team cut someone and then they go on to thrive on another team?

我经常看到人们解雇了某人，然后眼睁睁看着那个人在别处取得成功。

I see people getting rid of people and then watching those same people thrive elsewhere.

《实战指南》中详细讲解了如何思考解雇一个人的问题。

And the field guide goes through how to think about firing someone.

第一，如果你最终做出了这个决定，正确的做法是什么？

A, what is the right way to do it if you end up making that choice?

但第二，他们为什么遇到困难？

But B, why are they struggling?

很多时候，在断绝关系之前，其实有办法解决这些问题。

Oftentimes there's a way to fix that before cutting ties.

对那个人来说，这根本不是正确的事。

That's just not the right thing to do for that individual.

但如果你以这种方式对待他人，其他人也会更愿意为你付出、更多地投入并更信任你。

But if you treat people in that way, everyone else will be inclined to give more to you and invest more in you and trust you more.

然后还有很多关于反馈的内容。

Then there's a lot about feedback.

现在你有了自己的团队。

Now you have your people.

你该如何善待他们，并激励他们追求卓越？

How do you do right by them and call them to greatness?

无论是建立表扬机制。

Whether it's creating systems of praise.

当你设定很高的期望，而人们达到或超越了这些期望时，你必须表扬他们，这不仅仅是因为这是正确的事。

When you set really high expectations and people meet or exceed them, you better praise them not just because it's the right thing to do.

因为受到的表扬越多，人们就越希望得到更多表扬，这才是确保人们持续做正确事情的正确方式。

Because the more praise you receive, the more praise you want to receive and it's the right way to ensure that people continue to do the right thing.

此外，批评因赞美而成为肯定，批评本身就是一种投入。

Also criticism because of praise is affirmation, criticism is investment.

我们需要营造一种文化，让人们不仅能够良好地接受批评，而且主动寻求批评，因为这才是成长的唯一途径。

We need to create cultures where people are not only receiving criticism well, but seeking it out because that's the only way to grow.

这份指南详细介绍了实现这一目标的最佳方法，以及如何有意识地遵循相关准则。

The field guide goes through all the best ways to do that and rules around which it's done thoughtfully.

在建设文化的过程中，你提到其中一项原则是修复。

In the aspects of building a culture, you mentioned as one of those tenets repair.

这暗示着某处出了问题，必须去修复。

There's an implication something's broken, you gotta repair it.

关于‘修复’，你的想法是什么？

What's the thought around repair?

这一项是创建包容文化时的最后一步，我之所以在指南中将其放在最后，是因为它是唯一一个既面向团队内部、又向外延伸的方面。

That one is the final culture in creating a culture of hospitality, the way I've organized it in the field guide because it's the only one that starts to turn outward as well as it pertains to leading your team.

修复意味着作为领导者，要懂得在适当的时候向下属说‘对不起’。

Repair means knowing when as a leader it's time to say I'm sorry to the people that work for you.

这种情形你经常能看到。

You see this all the time.

一些最伟大的领导者觉得自己必须完美，认为如果犯了错却不道歉，别人就不会注意到他们犯了错。

Some of the greatest leaders feel like they need to be perfect and feel like if they've made a mistake and don't apologize for having made it, people won't notice that they made it.

每个人都会注意到。

Everyone notices.

你招聘的是优秀的人才。

You're hiring great people.

他们并不愚蠢。

They're not stupid.

他们知道你什么时候做错了事。

They know when you've done something wrong.

当一位领导者愿意站在整个团队面前说：我犯了个错。

When a leader is willing to step up in front of their entire crew and say, I made a mistake.

我很抱歉。

I am sorry.

这不仅立即扭转了士气下滑的趋势，如果你愿意自我批评，团队成员也会更愿意接受你的批评。

Not only does it immediately reverse whatever downward trajectory the morale is taking, if you're willing to criticize yourself, the people in your team are gonna be that much more willing to receive criticism from you.

这种程度的坦诚能为你赢得信任。

That level of vulnerability earns you trust.

另一种修复方式是针对你所服务的人。

The other form of repair is with the people you serve.

有大量数据支持这一点。

There's all this data.

如果有人对这家企业有良好的体验，他们会大加宣扬。

If someone has a good experience with the business, they're gonna talk about it so much.

如果他们有糟糕的体验，他们会说得更多。

If they have a bad experience, they're gonna talk about it even more.

如果他们有糟糕的体验，但你努力扭转了局面，他们会最积极地传播这段经历。

If they have a bad experience, but you put in the work to turn it around, they're gonna talk about that experience the absolute most.

我完全相信，95%的公司都在客户挽回方面严重投入不足。

I'm fully convinced that 95% of companies recklessly under invest in turning around negative situations in customer recovery.

他们在营销上花了太多钱。

They spend so much on marketing.

看看任何一家在超级碗投放广告的公司，当你有糟糕的体验时，拨打他们的客服热线，对比这两种情况的差异。

Look at any company that you see with ads in the Super Bowl and call their customer service hotline when you've had a terrible experience and compare the difference between those two situations.

如果他们在让你失望时愿意付出一切努力让你满意，这才是他们能花的最值的营销费用。

If they were willing to do whatever it took to make you happy when they let you down, that's some of the best marketing dollars they could ever spend.

我不认为我们应该故意搞砸，以便获得修复的机会。

I don't think we should intentionally mess up in order to have an opportunity to repair.

经过一次修复后的合作关系，总是比从未需要修复的关系要更好。

Relationships are always better after a moment of repair than they are when no repair was ever needed.

那有效的协作方式呢？

How about effective forms of collaboration?

与团队成员的合作至关重要。

Collaboration with the people in your team is essential.

并不是因为如果没有合作，你就永远无法获得进行最具创新性工作所需的信息。

Not because the fact that absent the collaboration, you're never gonna have the information required to do the most innovative things.

此外，因为有大量的数据表明，当人们真正感受到对某件事的拥有感时，他们会自然而然地投入更多精力来帮助它成功。

Also, because there's so much data around the idea that when people feel a genuine sense of ownership in something, they will inherently give that much more of themselves to helping it succeed.

当你告诉团队成员：我想知道你的想法。

When you tell the people on your team, I want to know what you think.

我们将一起完成这件事。

We are going to do this together.

他们会感受到你对他们的信任。

They feel trusted by you.

当你感受到某人的信任时，你也会更愿意回报以信任。

And when you feel trusted by someone, you're more inclined to trust them in return.

你赋予他们的责任越多，他们就会变得越有责任感。

The more responsibility you give them, the more responsible they become.

你给予他们的信任越多，他们就会变得越值得信赖。

The more trust you give them, the more trustworthy they become.

让周围的人参与创意过程，永远是双赢的局面。

Engaging the people around you in the creative process is always a win win.

当你谈到吸纳不同的观点，并认识到许多人的集体智慧总是远胜于一两个人的时候。

When you talk about engaging different perspectives and recognizing that the collective brainpower of many will always be that much better than that of one or two.

这些想法也会变得更好。

The ideas will also just be better.

这不仅让团队成员感觉更好。

Doesn't just feel better for the people in the team.

它还能产生更出色的结果。

It produces greater results.

这就是内部协作。

That's collaborating internally.

我也相信尽可能多地寻找外部协作的机会。

I also believe in finding as many opportunities to collaborate externally as possible.

我不确定在你的世界里这看起来是什么样子。

I'm not sure what this looks like in your world.

品牌合作的理念，以及尽可能多地吸引不同群体参与其中。

The idea of brand collaborations and engaging as many people as possible to bring different communities together.

当你这样做的时候，每个人都会受益。

When you do that, everyone wins.

除了你书中提到的内容之外，还有没有其他方式可以创造奇迹？

Are there any additional ways of making magic from what you discussed in the original book?

我花越多时间研究这个，就越相信系统化的东西所承担的责任比我以前意识到的要多得多。

The more time I spend studying this, the more I'm convinced that the systemized stuff does more heavy lifting than I ever realized.

当我写这本书的时候，我多年来一直在麦迪逊公园逐步培养这种文化。

When I was writing the book, I'd been creating this culture to the Madison Park iteratively over the course of many years.

现在，当我帮助新公司更快地将这种文化融入他们的团队时，真正感染整个团队的是那些系统化的内容。

Now when I work with a new company to build it into their culture more quickly than over the course of several years, it's the systemized stuff that infects everyone on the team.

2023年，我在圣丹斯电影节上发表过演讲。

In 2023, I spoke at Sundance Film Festival.

那一年航班延误特别多，这次延误尤其严重。

There were so many flight delays that year and this one was particularly bad.

我的航班延误了七个小时。

My flight was delayed seven hours.

我直到凌晨四点才到酒店。

I didn't get to the hotel until four in the morning.

我拖着疲惫的身体开车抵达，急着想上床休息，却还得准备进行一场漫长的对话。

I was pulling up in the car exhausted, desperate to go to bed, gearing up for a long conversation.

如今，酒店入住流程变得如此漫长，这让我特别反感。

It's one of my pet peeves with hotels these days is how long the check-in process has become.

但当我走进去时，里面只有一个男人。

But when I walked in, there was just one guy in there.

他叫奥斯卡。

His name was Oscar.

他是夜班经理。

He was the overnight manager.

他站在那里，手臂伸展着，拿着我的房卡，说：‘吉达拉先生，您一定累坏了。’

He's standing there with his arm outstretched holding my rim key and he goes, mister Guidara, you must be exhausted.

这是您的钥匙。

Here's your key.

去睡吧。

Go get some sleep.

我们明天再办理入住。

We can check-in tomorrow.

最微小的举动，却意义深远，因为这正是我当时最需要的。

Smallest gesture, so profound because it was exactly what I needed in that moment.

上楼后，立刻睡着了。

Went upstairs, fell right to sleep.

第二天早上，我这辈子从未如此期待入住一家酒店，冲下楼，跑遍大堂，找到了总经理。

Next morning, I've never been more excited in my life to check into a hotel, ran downstairs, ran around the lobby, found the GM.

我对他说：老兄，Oscar太棒了。

I was like, dude, Oscar is unbelievable.

你绝对想不到他做了什么。

You'll never believe what he did.

他回答：是的，Oscar确实很棒。

He goes, yeah, Oscar's great.

这跟奥斯卡一点关系都没有。

That had nothing to do with Oscar.

我说，你在说什么？

I said, what are you talking about?

我说，几个月前，我们和团队坐下来谈了。

I said a couple months ago, we sat down with the team.

这里的延误简直糟透了。

The delays here have been dreadful.

我们表现出善意？

We graciousness?

他们就想出了这个办法。

That's what they came up with.

如果我们凌晨两点后到达，他们会给你钥匙，让你第二天办理入住。

If we got there after two in the morning, they gave you the key to let you check-in the following day.

他还说，奥斯卡其实并不怎么热情好客。

He goes on to say, Oscar is actually not very hospitable.

我当时就想，等等，你在说什么？

I was like, wait, what are you talking about?

他说：对不起，对不起。

He goes, sorry, sorry.

我们刚开始的时候，奥斯卡并不怎么热情好客。

Oscar was not very hospitable when we started this.

当奥斯卡为我做那件事时，他并没有超出职责范围。

When Oscar did that for me, he was not going above and beyond for me.

他只是在按照他们设计的系统完成本职工作，就像他刷我的信用卡一样。

He was simply doing his job following a system they had designed, same as if he had run my credit card.

每次他这么做时，都能看到人们脸上流露出深深的感激之情，就像他在我脸上看到的那样。

Every time he did it, he bore witness to looks of profound appreciation on people's faces like the one he bore witness to on mine.

随着时间推移，他沉迷于这种感觉，并开始寻找越来越多富有创意的方式去再次体验它。

Over time, he got addicted to the way that made him feel and started finding more and more creative ways to feel it again.

那些系统化的工作只是在记分牌上加点分数而已。

The systemized stuff just puts points on the board.

它让组织中的每个人都能体会到，当把这件事做好时，那种美好的感觉有多强烈，并促使人们越来越频繁地去做。

It gives everyone in the organization a taste of how good it can feel when you do this thing well and compels people to start doing it more and more.

这一点是我最近在努力将它快速融入其他人的文化时才意识到的。

That's something I didn't realize until more recently as I've been working to quickly install it into other people's cultures.

你在与不同行业多家公司合作的过程中，还获得了哪些新的领悟？

What are some of the other newer realizations you've had from working with a bunch of different companies in different industries?

关于人工智能，我有很多新的想法。

A ton of stuff around AI.

我经常被问到的一个问题是，人们普遍认为人工智能与服务精神是相悖的。

One of the questions I get asked frequently centers around this belief system that AI is antithetical to hospitality.

我不认为这种说法是对的。

I don't believe that to be true.

关键在于你如何使用它，这决定了它的影响。

It's how you use it that dictates its impact.

如果使用得当，它会成为我们工具箱中最强大的工具之一，帮助人们感受到我努力让大家体验到的种种情感。

When used effectively, it can be one of the greatest tools in our collective toolbox that we use to make people feel all the ways that I try to get people to feel.

关键在于如何使用它。

It is how it's employed.

我看到一些公司目前仅将其用于提高效率，这是对这项技术最大的浪费。

And I see some companies using it purely for efficiency right now, which is the greatest waste of the technology.

是的。

Yeah.

这说得通。

That makes sense.

他们用它来尽可能地削减开支。

They're using it to reduce expenses as much as humanly possible.

还有其他一些公司，我看到它们在一定程度上将其用于提高效率。

There are other companies that I see using it for some levels of efficiency.

比如说，它们每年节省了10美元。

Let's say they're saving $10 a year.

我显然用了个荒谬的数字来让事情更简单。

I'm using obviously a ridiculous number to make it easy.

他们将其中五美元计入利润，并将另外五美元重新投资于尽可能让人性化的用户体验。

They're putting 5 of those dollars to their bottom line and they're reinvesting $5 to make the human experience as human as humanly possible.

我与这些领导者交谈得越多，就越清楚地意识到——无论两年、三年还是四年之后，当你打电话给某人时，你将无法确定对方是真人还是机器。

The more time I spent talking to those leaders is because it's becoming very clear, whether it's two years, three years, four years, that you're gonna pick up the phone and call someone and you're not gonna be sure whether you're on the phone with a human being or not.

我们能够信任为真正人性化的时刻，只有那些有真人面对面交流的时刻。

The only moments we're going to be able to trust as being genuinely human are the ones where there is a human in front of you.

这意味着，在我看来，那些让这些时刻尽可能人性化的企业，将在长期中胜出。

Which means in my view that the companies that make those moments feel as human as humanly possible are going to win in the long term.

这意味着，现在就要开始做出这些投资，以便领先于他人。

That means right now starting to make those investments that you get ahead of other people.

那些将通过使用AI工具所节省下来的部分资金重新投资于用户体验的企业，其已经产生的影响令人惊叹。

The people that are taking some of what they're saving through the efficiencies of the AI tools they're already employing and reinvesting it in human experience, it's remarkable to see the impact they're already having.

你们目前的业务组合涵盖哪些领域？

What's the breadth of the portfolio of what you're doing now?

我们正在与航空公司和金融服务领域的科技公司合作，开展体育场馆项目。

We're working on sports stadiums with the airlines and tech with financial services.

这就是我们创意工作室的范围。

That's the scope of our creative studio.

创意工作室是我用来称呼那些深入其他行业、将这些想法付诸实践的团队。

The creative studio is what I call the group that goes in and figures out how to bring these ideas to life in other industries.

我们还会举办聚会。

And we have our gatherings.

我们举办欢迎大会，这是我们在纽约市举办的主要活动，形式类似TED演讲，但聚焦于 Hospitality（款待）。

We do the Welcome Conference, which is our big event in New York City, which is more of a Ted Talk style thing but centered around hospitality.

它已经成为全球最大的款待业研讨会。

It's become the biggest hospitality symposium in the world.

活动在林肯中心举行。

It's at Lincoln Center.

我们还举办‘不合理款待峰会’，这是一场为期两天的工作坊、培训、社群聚会和派对，地点在纳什维尔。

We have the Unreasonable Hospitality Summit, which is a two day workshop, training, community gathering and party effectively in Nashville.

看到这个小房间里汇聚了如此多不同行业的代表，真是令人着迷。

That's been fascinating to see the different industries represented in that small room.

然后我们还有培训工作坊。

Then we have training workshops.

我的团队中有几个人会走遍全国，为汽车公司和旅游协会举办培训工作坊。

I have a couple people on my team that travel the country doing training workshops for car companies, travel associations.

接着是我自己做一些演讲，像现在这样和大家交流，写一些新书，以及介于其间的所有事情。

Then there's me doing some speaking, hanging out with people like you, writing some new books and everything in between.

你希望这一切最终走向何方？

Where do you hope all this goes?

当我12岁的时候，我爸爸让我写一份人生待办事项清单。

When I was 12, my dad asked me to write a to do list for life.

我爸爸非常有目的性。

My dad was very intentional.

听到这里，你可能会觉得他有点过于刻意了。

When you hear that, you might want to argue that he was a little bit too intentional.

从那时起，我就知道自己想去康奈尔大学。

From that point forward, I knew I wanted to go to Cornell.

我一拥有自己的餐厅，就知道我想要一家属于自己的餐厅。

I knew I wanted my own restaurant as soon as I had my own restaurant.

我知道自己想要四颗星。

I knew I wanted four stars.

一旦我拥有了四颗星，我就知道自己想要成为世界第一。

As soon as I had four stars, I knew I wanted to be number one in the world.

我感激这种不懈的专注，因为它是我实现这一切的原因。

I'm grateful for that relentless focus because it was the reason why I accomplished all that stuff.

然而，我现在正主动选择让自己的专注不再那么线性。

Yet I'm making a very active choice to be less linear in my focus now.

我这样做，是为了现在能不再完全被动反应。

I did that so that now I can be not entirely reactive.

这并不是我的本性，但我会稍微更主动一些。

That's just not how I'm wired, but a little more reactive.

我写这本书，是因为我刚刚卖掉了公司。

When I wrote the book, it was because I had just sold the company.

我当时在思考接下来该做什么。

I was trying to figure out what I wanted to do next.

我想，如果重新走一遍我刚走过的路，或许能帮我弄清楚接下来想去哪里。

And I figured that if I re walked the road I'd just been down, it would help me figure out where I wanted to go next.

这本书最终成了我接下来要走的路。

That book ended up becoming the road that I was gonna go down next.

我没想到会变成这样。

I didn't expect it to be.

我只是顺其自然地看待发生的一切。

I just see things as they come.

我没料到这本书会走向那个方向。

I didn't expect the book to go where it was.

我没料到会开始制作《熊》。

I didn't expect to start producing The Bear.

我没料到会发生这么多事情。

I didn't expect all this stuff to happen.

我现在称之为三原则。

I call it the rule of three now.

每个机会来临时，它都必须听起来有趣。

With each opportunity that comes in, it needs to sound fun.

它必须涉及我能够想象自己真正享受相处的人。

It needs to be around people that I can imagine genuinely enjoying time with.

第二，我需要感觉自己能学到东西。

Two, I need to feel like I'm gonna learn something.

当你写了一本书并花大量时间谈论这本书时，如果你不够谨慎，就会陷入只教别人你学过的东西，而没有足够时间向他人学习的困境。

My one fear when you write a book and you spend a lot of time talking about the book is if you're not careful how you do it, you spend all your time teaching people what you've learned and not enough time learning from other people.

如果你不注意，就会停滞不前。

You can stagnate if you're not careful.

第三，它必须能赚钱。

And three, it needs to make some money.

如果一个新的机会或想法能满足这三个条件，那我每次都会认真考虑。

If a new opportunity or idea checks all three of those boxes, then it's something that I'm genuinely going to consider every single time.

我只是喜欢庆祝我所去的餐厅，并与同行的人建立联系。

I just like to celebrate the restaurants I'm at and to connect with the people I'm with.

在我们结束之前，我想确保有机会问你几个有趣的问题。

Well, I wanna make sure before we wrap up, I get a chance to ask you a couple of fun closing questions.

在进入结束问题之前，我想向你介绍一下我们的一个战略投资。

Before we get to the closing questions, I wanna tell you about one of our strategic investments.

我们已经做了几项投资，每一项都在开发我们认为对我们的社区有价值的产品或服务。

We've made a few and each are working on a product or service we think will be valuable to our community.

其中一个叫Ascension Data。

One is Ascension Data.

Ascension提供薪酬管理的工作流软件，帮助你追踪、规划和照顾你的团队。

Ascension provides workflow software for compensation that allows you to track, plan, and take care of your team.

我们很期待你了解他们如何帮助解决薪酬管理中的棘手难题。

We're excited for you to check out how they can help solve the sticky pain point of compensation.

节目说明中有一个链接，你可以了解更多。

There's a link in the show notes so you can learn more.

这是那些收尾问题。

Here are those closing questions.

你的第一份有报酬的工作是什么？你从中学到了什么？

What was your first paid job and what'd you learn from it?

我的第一份有报酬的工作是在纽约塔里敦的Baskin Robbins。

My first paid job was Baskin Robbins in Tarrytown, New York.

那真是太棒了。

That was the best.

陈太太，我朋友的妈妈，是那家Baskin Robbins的老板。

Missus Chan, my friend's mom, owned the Baskin Robbins.

我在冬天来临前在那里找到了工作。

I got my job there right before the winter.

当你在冬天于Baskin Robbins工作时，那是一种非常特别的体验。

And when you work at Baskin Robbins during the winter, it's a very interesting experience.

你最后会花很多时间只是闲逛。

You end up just hanging out a lot of the time.

我记得有人会进来买生日蛋糕，我得在蛋糕上写上‘生日快乐，泰德’。

I remember people would come in and buy a birthday cake and I had to write happy birthday Ted on the birthday cake.

这根本不容易。

It was not at all easy.

我记得在刚做这份工作的头几周里，我把一些搞砸的蛋糕藏起来，因为我不想因为

I remember having to hide some cakes that I messed up in the first couple of weeks of that job because I didn't

弄坏太多蛋糕而惹上麻烦。

want to get

刚入职时就弄坏太多蛋糕而惹上麻烦。

in trouble for ruining too many cakes when I just got in the job.

我从中学到了两点。

I learned two things from that.

第一，从领导的角度来看，这很难，因为从来没人教过我该怎么在蛋糕上写字。

One, from a leadership perspective, it was hard because no one ever taught me how to write on the fricking cake.

你永远不能假设人们知道如何做好那些让事情成功所需的小事。

You can never assume that people know how to do the little things that need to be done well to make something succeed.

如果你在买生日蛋糕，那它的重要性远超过一勺冰淇淋。

If you're buying a birthday cake, that's much more important than a scoop of ice cream.

现在你成为了别人一年中重要回忆的核心部分。

Now you're central part of a big memory in someone's year.

确保那里工作的人都知道如何把它做到完美。

Make sure the people that work there know how to make it perfect.

第二，从客户的角度来看，我们太常理所当然地认为，即使是最小的事情也不一定容易做到高水平。

Two, on the customer side, way too often we take for granted that even the smallest things are not necessarily easy to execute at a high level.

回到送快递的UPS员工，这类事情让我逐渐在每一次交易中多停顿一会儿，确保自己说出了谢谢。

Back to the UPS guy, things like that have made me over time pause for just a little bit longer at every transaction to make sure that I'm saying thank you.

谁对你的职业生涯影响最大？

Which two people have had the biggest impact on your professional life?

毫无疑问，是我爸爸和丹尼·迈耶。

Without question, my dad and Danny Meyer.

我爸爸是我最重要的导师。

My dad is my greatest mentor.

他教会了我许多他常说的格言，我一直铭记在心。

He's taught me so many different things of his quotes that I carry with me.

其中一句是：逆境绝不能白白浪费。

One is adversity is a terrible thing to waste.

我回顾与他的关系，如果没有我母亲生病，这种深度的关系根本不会存在。

I look at my relationship with him, which would not exist at the level it does absent if my mom had not gotten sick.

他一次又一次地向我强化了这一点。

He's reinforced that in me over and over again.

现在，我可以带着感恩回望我职业生涯中一些最艰难的时刻，因为如果没有这些经历，我就不会去做之后所做的事情。

And now I can look back with gratitude at some of the most adverse moments of my career because had they not happened, I would not have done what I went on to do next.

排名垫底促使我萌生了‘非理性的款待’这一理念。

Coming in last place is what generated the idea of unreasonable hospitality.

当我和我的商业伙伴跌至第十一时，我最终卖掉了我的公司。

When my business partner and I fell at eleven, I ended up selling my company.

那感觉是一个相当毁灭性的时刻。

That felt like a pretty devastating moment.

感谢上帝发生了这件事。

And thank God that happened.

否则，我不会写下这本书，也不会开始做我现在正在做的所有令人兴奋的事情。

Otherwise, I would not have written this book and I would not beginning to do all the exciting things I'm doing now.

他在我还是个孩子的时候送给了我这个镇纸。

He gave me this paperweight when I was a kid.

如果你知道自己不会失败，你会尝试做什么？

What would you attempt to do if you knew you could not fail?

我非常喜欢这个问题。

I love this question.

如果你愿意，它能召唤你走向伟大。

It can call you to greatness if you let it.

他一次又一次地挑战我。

He's challenged me over and over again.

每当最诚实的答案是去尝试时，我就会问自己这个问题。

Ask myself this question whenever the most honest answer is try to do that.

我父亲的核心理念是：在追求目标时要大胆无畏，在实现过程中要耐心坚持。

My dad's entire thing was be audacious in what you try to achieve and patient in your pursuit of those things.

从丹尼身上，我学到了构建一切 Hospitality 事业的基础，以及语言在表达文化方面的力量。

From Danny, the foundation of everything I've built as it pertains to hospitality, but also the power of language to articulate a culture.

人们往往低估了语言的重要性，低估了那些清晰定义‘什么是正确’的词语，而这些词语能向团队成员明确传达什么对他们最重要，从而让大家团结一致。

People under invest in language, in the words that articulate what right looks like and send a very clear message to the people on their team, what's important to them such that everyone can rally around those ideas.

丹尼在这方面是个大师。

And Danny was a master at that.

你最大的烦心事是什么？

What's your biggest pet peeve?

如今在酒店登录WiFi时，那些繁琐的步骤让我非常反感。

The hoops they make you jump through to log on to WiFi in a hotel these days.

这真是一个让人极度不满的问题。

That is a giant pet peeve.

每当人们想要你的忠诚，却要求你跳出舒适区才能获得忠诚时，那种试图让你加入会员计划的方式，几乎总是让我对这些公司更加不忠。

Every time people want your loyalty and push you out of your comfort zone in order to get your loyalty, the way in which people try to get you to join their loyalty programs almost always makes me feel less loyal to those companies.

发生在你身上的事，从来都不是为了你。

What's happening to you always not for you.

我如今最大的烦心事，是‘对不起’这几个字已经不再受欢迎。

My biggest pet peeve these days is how the words I'm sorry have fallen out of favor.

不仅在商业中，在生活和政治中也是如此。

Not just in business, but in life and in politics.

我们需要共同重新拥抱‘对不起’这几个字。

We need to collectively re embrace the words I'm sorry.

当你做错事时说‘对不起’，并不是软弱的表现。

Saying I'm sorry when you've done something wrong is not a sign of weakness.

这也不是承认有罪。

It's not an admission of guilt.

这是承认对方需要听到这句话，才能深吸一口气，重新投入交流。

It's recognizing that's what the person who you're talking to needs to hear in order to take a deep breath, then re engage.

你的生活和你原本预期的有什么不同？

How's your life turned out differently from how you expected it to?

几年前，我和妻子在西雅图，我们沿着水边散步，她看到那些水上房屋，说：‘有一天能住在西雅图的水上房屋里，是不是太棒了？’

Years ago, my wife, I think we're in Seattle and we were walking down the water and she saw these houseboats and she's like, wouldn't it be amazing to live in a houseboat in Seattle one day?

我说：‘这听起来很浪漫，但我们住在纽约。’

I said, that sounds romantic, but we live in New York.

我们会一直住在纽约。

We will always live in New York.

她回答：‘哦，你早该在我结婚前告诉我这一点的。’

And she's like, oh, wish you'd told me that before we got married.

我原以为自己会一辈子在纽约经营餐厅。

I thought I would be running restaurants in New York my entire life.

但那并不是我现在的样子。

That's not what I'm doing.

现在我住在纳什维尔。

Now I live in Nashville.

我在做完全不同的事情。

I'm doing this whole different thing.

尽管新冠疫情对许多人来说充满挑战和破坏性，但它也给了我们所有人一些礼物。

COVID gave us all gifts in spite of how challenging and damaging it was for many.

我从新冠疫情中获得的礼物是，它给了我空间，让我不再只是盲目地重复过去的做法，而是去思考接下来我想做什么。

The gift I got from COVID was that it gave me the space to rather than running back and doing what I'd always done, deciding what I wanted to do next.

疫情爆发时，我几个月前刚刚卖掉了公司，当时距离签署纽约市三家餐厅的租赁合同只差一周。

When COVID hit, I just sold the company a few months earlier and I was one week away from signing three restaurant leases in New York City.

如果疫情晚来一个月，我的生活现在会截然不同。

Had COVID been a month later, my life would be very different than it is now.

这是一种完全不同的生活，我很感激自己能拥有一个全新的第二篇章，而它根植于让我在第一段人生中取得成功的那些同样价值。

It's a whole different life and I'm grateful that I get to have a different second chapter that's rooted in all of the same things that made me successful in my first.

最后一个问题是：你学到的最重要的人生教训是什么，如果能早点知道就好了？

Last one, what life lesson have you learned that you wish you knew a lot earlier in life?

三年前，我正经历一段艰难时期，我父亲对我说：‘这对你来说会是艰难的几个月。’

My dad, three years ago, I was going through something and he goes, hey, this is gonna be a difficult few months for you.

在做每一个决定时，问问自己什么是正确的选择，然后去做它。

With every decision you need to make, ask yourself what right looks like and do that.

这听起来像是简单的建议，但真的非常有力量。

It sounds like simple advice, but gosh, it was powerful.

我如此喜欢这句话的原因是，只要你能做出这个决定——我就只做正确的事。

The reason I love it so much is because if you can just make that decision, I'm just gonna do the right thing.

你几乎再也不需要做艰难的决定了。

You almost never need to make a difficult decision again.

虽然生活中大部分事情都处于灰色地带，但在对与错的问题上，通常都很分明。

While so much of life exists in the gray, when it comes to right and wrong, it's normally pretty black and white.

不总是如此，但通常是这样的。

Not always, but normally.

如果你做出了承诺，我就始终只做看起来正确的事。

If you make a commitment, I'm always just going to do what right looks like.

做决定变得容易多了。

Decisions are much easier to make.

有时候，做正确的事可能会让你损失金钱。

Sometimes doing what right looks like, it costs you money.

有时候，做正确的事在短期内会更困难。

Sometimes doing what right looks like is harder in the short term.

我现在深信，从长远来看，如果你始终做正确的事，你最终总会站在胜利的一方。

I am now convinced that over the long term, if you always do what right looks like, you will always ultimately be on the winning side.

我直到后来才从他那里得到这些建议。

I didn't get that advice from him until later in life.

我不是说我在早期没有做过正确的事，但天啊，如果二十五年前我就把这当作人生秘诀，生活一定会轻松得多。

And I'm not saying I didn't do what Wright looked like earlier, but gosh, it would have felt a whole lot easier to navigate through life twenty five years ago with that as a life hack.

谢谢您一如既往地分享如此宝贵的智慧，以及如何让人感觉良好。

Well, thanks so much as always for sharing your incredible wisdom and how to make people feel great.

天啊，我太喜欢这段了。

Man, I loved this.

非常感谢您邀请我。

Thank you so much for having me.

谢谢收听本节目。

Thanks for listening to the show.

如果你喜欢刚才的内容，请访问我们的网站 capitalallocators.com，那里可以收听往期节目、加入我们的邮件列表，并订阅高级内容。

If you like what you heard, hop on our website at capitalallocators.com where you can access past shows, join our mailing list, and sign up for premium content.

祝你今天愉快，下次再见。

Have a good one and see you next time.

泰德和播客嘉宾表达的所有观点均为他们个人意见，不代表 Capital Allocators 或其公司的立场。

All opinions expressed by Ted and podcast guests are solely their own opinions and do not reflect the opinion of capital allocators or their firms.

本播客仅用于信息参考，不应作为投资决策的依据。

This podcast is for informational purposes only and should not be relied upon as a basis for investment decisions.

Capital Allocators 的客户或播客嘉宾可能持有本节目中讨论的证券。

Clients of capital allocators or podcast guests may maintain positions and securities discussed on this podcast.