比尔·盖瑞利：十分之六的人正在犯这个错误

当我到了那里，我创建了这个叫做'反MBA'的东西。

And when I got there, I created this thing called the anti MBA.

那是我版本的读书俱乐部。

It was my version of a book club.

我们每周聚会一次，我们会选一本书，每月读一本，然后每周讨论书中的四分之一内容。

And we met once a week, and we would get a book, and we would read a book a month and talk about a quarter of the book every single week.

这改变了我的生活。

And it changed my life.

就像，有那样一群伙伴，我觉得，要让这样一个团体运作起来，你需要几样东西。

Like, having those group of guys to, like, sick and I think that, like, you need a few things to make a group like that work.

我认为你需要一些规则。

I think you need, like, rules.

你需要一些仪式感，并且需要认真对待它。

You need like some rituals, and you need to like take it serious.

是的。

Yeah.

而且我认为，如果有人过于强势、踩着别人往上爬，那就把他们踢出去。

And I think if there are people that are sharp elbowed, there are climbers that that step on other people, you kick them out.

我觉得，你需要的是志同道合、彼此同样友善的人。

Like, I I I think you need like minded people who are equally gracious to one another.

你现在的小组里，有哪些人现在成了大人物？

Who is in your group now that's like big shot now?

嗯，我最近发现的一个做法是，针对不同话题建立不同的WhatsApp或Signal群组。

Well, we one thing I've discovered lately is setting up different like WhatsApp or signal groups for different topics.

我认为对于刚进入职业生涯的人来说，最好有那些正处在相同阶段的人同行，而我已经不在那个位置了。

I think for someone coming in early into a career, it's better to have people that are on that exact journey, and I'm not in that place anymore.

我有一家公司叫Hampton。

I have a company called Hampton.

那是我主要的公司。

That's my main company.

你熟悉YPO吗？

Are you familiar with YPO?

当然。

Sure.

就像YPO一样，我们全国有数千名成员，这是克里斯的同辈群体。

It's like YPO, so we have thousands of members all over the country, and you it's Chris' peer group.

我们还有执行教练来引导讨论。

And then we have executive coaches who like lead the conversation.

这是面向CEO的，所以你必须拥有大约三千万、两千万的年营收。

It's for CEOs, so you have to like the average person has like 30,000,000, 20,000,000 in revenue or so.

看着这些成员组成团队，真的非常棒，我和他们组成了核心小组。

And it's been really cool to like watch these members, like team and I'm in a a peer we become core groups.

我也是其中一个成员。

I'm in one as well.

你那里有很多关于同辈群体的描述，我一看，哦，你这是在替我写广告文案啊。

And it like, you have this a bunch of lines in there about peer groups, and I'm like, oh, you're writing my ads for me.

是的。

Yeah.

但这些在YPO和你的CEO群体中确实存在，但任何人都可以做到。

But but but and those things exist with YPO and and your thing for CEOs, but it could be done by anybody.

当然。

For sure.

我的妻子怀孕时，就参加过一个妈妈群体。

I mean, like, my wife, when she was pregnant, she had one for moms.

我有个朋友组织了一个犹太父亲群体。

I've got a a a buddy of mine has one for Jewish dads.

这其实可以是任何类型的群体。

Like like it could be anything.

你明白我的意思吗？

You know what I mean?

但它真的能改变很多事情。

But like, it really does like change things.

确实如此。

It does.

确实如此。

It really does.

我认为几乎所有其他原则都会因此得到加速。

I think it can almost all of the other principles are accelerated.

所以你的学习速度会加快。

So your learning is accelerated.

书中有一个关于比斯特先生的精彩故事，与此相关。

There's a great story in the book about Mr.

那就是你要讲的例子。

Beast that ties to that.

你的社交网络也会被加速。

There's your your your network is accelerated.

所以你的社交网络不仅仅是你自己的网络。

So your network isn't just your network.

如果人们愿意分享引荐，你的社交网络就会变成整个群体的网络，无论是导师还是其他同行，都是如此。

It's now the network of the group if people are willing to share introductions and that kind of thing, you know, both for mentors and other peers.

然后，我认为这个小组在情绪低落的时候会非常有帮助，因为每个人都会遇到糟糕的日子。

Then the group, I think, can be really helpful on bad days and everyone's going to have bad days.

而且这其中会有一种支持机制发挥作用，我觉得这非常有用。

And there's a support element that comes into play that I think is really useful.

然后，你也可能在一家糟糕的公司工作，比如你梦寐以求的工作就在你现在的公司，但这家公司却很烂。

And then also you may be at a shitty company, like your dream job may be the one you're in and you might be at a shitty company.

如果你一个人独处，你就无从判断这种状况是否正常，因为你接触到的信息太有限了。

And if you're alone, you have no way of knowing if that's normal or not, like the stuff you're exposed to.

但如果你有一个由八个人组成的小组，他们都在不同的公司工作，你就能从不同角度看待这个问题。

Whereas if you had a group of eight people that were all doing this in different companies, you'd get different perspectives on that.

当你找到自己的使命时，内心的声音对你说了什么？

What did the voice to you say when it was like, I found my calling?

那种不断追问‘三十年后你真的想做这个吗？’的声音消失了。

There was a lack of that voice that kept asking, is this what you want to be doing thirty years from now?

那种担忧已经不复存在了。

Like that worry was gone.

可以说，我不再有那些消极的想法了。

Like I wasn't having those negative thoughts, if you will.

那你具体做的是什么呢，投资吗？

And what was the thing that you're doing, investing?

是的，自从我成为风险投资人后，我就非常热爱这份工作的每一分钟。

Yeah, once I became a VC, I just adored every minute of the job.

但这很大程度上是因为它符合我的个人性格。

But a lot of that's fitting my individual personality.

你知道，有些人会说，你不能成为风险投资人，因为你并不是真正在做具体工作的人。

You know, there are people who, you know, are kind of, they go, oh, you can't be a VC because you're not the one actually doing the work.

这从来不会困扰我。

That never bothered me.

你知道，我是一个非常被知识广度所吸引的人。

You know, I'm someone who's really drawn intellectual breadth.

所以，无论是从事银行业还是风险投资，这类服务性工作让我能接触到比只在一家公司工作多得多的企业。

And so a service job, whether it's working in banking or working as a VC gives me a window across way more companies than if I were working in one.

而且我也相当确定我有注意力缺陷障碍，我不擅长专注于细节。

And I also, I'm fairly certain I have ADD and like focusing on details is not something I'm good at.

每当我听到人们谈论杰夫·贝佐斯或沃伦·巴菲特时。

Whenever you when people I've heard Jeff Bezos or Warren Buffett.

有人会说，我每天都是跳着踢踏舞去上班的。

Someone was like, I tap dance to work every day.

然后你说你享受工作中的每一分钟。

And then you're you're saying you adored every minute of it.

这就像是，我觉得我找到了自己的热情所在，但经营一家公司，大概有85%的时间都糟透了，这点我明白。

It's like, I think I found my passion, but like, I probably like, running a company, it sucks like 85% I get that.

就像我上一家卖掉的公司，虽然结果很好，但如果你问我妻子，她会说我经常躺在地板上说，我做不下去了。

And like, my last company that sold and it was great, like, if you talk to my wife, she was like, you laid on the floor, like, all the time saying, I can't do this.

我想放弃。

I wanna quit.

这太糟糕了。

This sucks.

比如，是否每一秒都乐在其中，这到底对不对，我也不知道。

Like, is adored every second of it the right is that I don't know.

我不会的，我是

Won't I'm

我告诉你的是事后对整个过程的总结。

I'm telling you the ex post kinda summary of it all.

但你在做这件事的时候，有多少次想放弃？

But like how many times when you were doing it did you wanna quit?

我完全不记得有过想放弃的念头。

I don't ever remember wanting to quit.

真的吗？

Really?

真的。

Really.

这让我感觉糟透了。

That makes me feel horrible.

我认为CEO是美国最孤独的工作。

I think the CEO job's the loneliest job in America.

我以前说过很多次了。

I've said that many, many times before.

这很难。

It's hard.

而让这份工作特别艰难的一点是，你需要在文化上与公司当前的氛围背道而驰。

And one of the things that makes it particularly hard, you need to run culturally opposite what's happening at the company.

所以如果公司业绩不佳，你必须传递积极的能量，让人们相信事情还有希望。

So if the company's doing poorly, you have to bring the positive energy and make people believe it's possible.

而如果公司形势大好，你又需要把大家拉回现实。

And if the company's running hot, you want to bring them down to earth.

这就是我认为CEO工作如此艰难的原因。

And this is my theory on why the CEO job's so hard.

因此，与组织中其他所有人的情绪反着来，是非常耗费精力的。

So running counter emotionally to what everybody else in the organization feels is exhausting.

这确实令人精疲力竭。

It's exhausting.

在这个世界里，我逐渐开始不喜欢‘真实’这个词及其概念。

In a world where like, I've grown to dislike the word and the idea of authenticity.

这有点像你小时候想追女孩，别人会说，做你自己就好。

It's sort of like when you're a young kid and you're trying to meet girls, people say, just be yourself.

而我的想法是，女孩们并不喜欢‘我自己’这个样子。

And I'm like, girls don't like myself.

比如说，如果我想做自己，我就需要改变并变得更好。

Like, if I wanna be myself, like I need to change and be better.

然后人们又说，要真实。

And then people are like, be authentic.

而我就想，但我并不是一个好领导。

And I'm like, but I'm not a good leader.

我需要变得更好。

I need to be better.

你明白我的意思吗？

You know what I mean?

然后他们就会说，要真实。

And so they'll be like, be authentic.

比如，要对你的团队保持透明。

Like, be transparent with your team.

告诉他们你感觉不太好。

Tell them that you're not feeling great.

我就想，不行。

I'm like, no.

撒谎。

Lie.

就像，你必须，嗯，说服他们，我们会解决这个问题，你懂我意思吧？

Like, you have to, like, convince them that like, we're going to figure this out and somehow you know what I mean?

我懂。

I do.

领导力真的非常、非常困难。

Leadership's really, really hard.

我认为，无论是在硅谷还是整个社会对创始人的颂扬中，有一个方面常常被谈论得不够充分，那就是：如果你成功了，公司发展壮大，你会从10名员工增长到100名，再到1000名，最终领导力将成为必需且至关重要。

I think one of the things that is often not talked about enough in whole, both Silicon Valley and just the celebration of the founder is that if you're successful and your company grows, you're going to go from 10 employees to a 100 employees, to a thousand employees, And eventually leadership's going to be required and matter.

而你并没有地方去学习这些。

And you don't have a place to learn that.

没有哪本书会教你：'哦，看这里，你是一名创始人。'

There's no book that teaches, Oh, here, you're a founder.

你想学习如何领导他人吗？

You want to learn to lead people?

这个话题讨论得不多，但像扎克伯格那样的人，我确切知道拉里和谢尔盖，还有一位名叫比尔·坎贝尔的先生，可惜他已经去世了。

And it's not discussed much, but the Zuckerbergs of the world, I know for a fact that Larry and Sergei, there's this gentleman named Bill Campbell, who's unfortunately passed.

他是一位价值万亿美元的教练。

He was a trillion dollar coach.

是的。

Yes.

坎贝尔就在那里。

And Campbell was there.

在上市十年后，他仍在为拉里和谢尔盖主持每周的团队会议。

Ten years after the IPO, was still running the weekly team meetings with Larry and Sergey.

他们是糟糕的领导者吗？

Were they just bad leaders?

我的意思是，什么？

I mean, what what?

我不知道。

I don't know.

史蒂夫·乔布斯也用过比尔，所以我不认为这说明他很差。

Steve Jobs used Bill also, so I I don't know that that makes him bad.

我只是想强调，从基因层面来说，创始人并没有天然具备领导一千人的能力，因为领导一千人需要一套特定的技能，而没人教过你这些。

I I'm just highlighting the fact that there's no reason from a DNA standpoint that a founder should naturally be able to lead a thousand because there's a skill set required to lead a thousand people and no one's taught it to you.

你能学会吗？

Can you learn it?

是的，我认为你可以学会。

Yeah, I think you can learn it.

我认为有些人已经做到了。

I think certain people have.

我认为扎克伯格已经学会了。

I think Zuckerberg's learned it.

我认为贝索斯刚起步时根本没有领导能力。

I think Bezos didn't have any leadership skills going in.

他之前从未管理过大型团队。

Like he had never run a large team before.

你建议一个人如何学习如何成为更好的领导者？

What do you suggest to someone to learn how to be a better leader?

去认识比尔·坎贝尔吧，但他已经不在了。

Get to know Bill Campbell, but that is no longer with us.

所以我经常说，找两到三位曾经领导过大型团队的导师，他们各自都有自己的领导哲学和模式，试着去应用，看看哪种最适合你。

So, you know, I've often said, get two or three mentors that have ran large groups, they will all have their leadership philosophy and patterns, and try those on and see which one fits you the best.

所以，这或许介于真实与不真实之间，比如拥有一个编程哲学总比没有好。

So maybe that's maybe in the middle between the authentic and not, like having a programming philosophy is better than none.

我无法告诉你有多少创始人在公司发展到200人时，仍然不召开每周会议。

I can't tell you how many founders have gotten to like 200 employees and they're not running a weekly meeting.

他们根本不知道该怎么做。

Like they don't know to do it.

因此，有一些结构总比完全没有结构要好。

So some structure is better than no structure.

所以，与其说你提到的那些CEO中某一位绝对正确，不如去了解他们各自的做法，看看哪种方式最符合你和你的团队。

And therefore, rather than say one of those CEOs you talked to is absolutely right, find out what they're doing and see which one feels best for you and your org.

你之前和丹尼·迈耶聊过这个话题。

Well, you talked about that with Danny Meyer.

丹尼·迈耶，我想除了纽约之外，大多数人是因为发现了Shake Shack而认识他。

Danny Meyer, I think probably most known outside New York for finding Shake Shack.

你说过，我记得他原本打算当律师，但他非常讨厌那份工作。

You said that I think he was gonna be a lawyer or something, and he and he and he hated it.

但他去参观了很多地方，他叔叔说：‘老兄，你在干什么？’

But he went and toured a bunch his uncle was like, dude, what are you doing?

你必须进入餐饮行业。

You gotta be you gotta get in the restaurant business.

于是他做了一次实地考察，参观了多家餐厅，之后最终在创办自己的餐厅之前，先在一家餐厅做兼职。

And so what he did was he did, like, a field trip to, like, tour restaurants, and then eventually got a part time job as working at a restaurant before starting his restaurant.

是的。

Yeah.

他还以志愿者的身份游历了欧洲，‘志愿者’是个高大上的说法，其实就是免费工作。

He also did a tour through Europe as a stash, which is a fancy word for work for free.

但你在书里提到，他至今仍然这样做。

But you in the book, you're like, he still does that.

比如，每当他们要开一家新餐厅时，他都会去实地考察。

So, like, whenever, like, they're opening up a new restaurant, he goes and, like, field trips.

然后你提到，当他开了一家烧烤店时，他回到了圣路易斯，亲自测试菜品。

And then you're like, when he opened up, I think, a barbecue place, he, like, went back to Saint Louis and, like, tested stuff.

有没有可能存在这样的世界，一个白领人士也能进行这些实地考察？

Is there a world where, like, a white collar job person can take these field trips?

比如

Like

我觉得可以。

I think so.

或者至少是这种理念。

Or or at least the notion of it.

我其中一个观点，就像在学习章节中拍桌子强调的那样，大多数人从不考虑在工作中持续学习。

I one of the arguments I make, like pound the table in the learning chapter is that most people don't think about continuous learning in their job.

但创业者会，因为他们正在学习这些新技术，也许医生也会，因为法律要求如此。

Now the founders do because they're learning these new technologies and maybe doctors do because it's required by law.

但大多数进入某个领域的人，我认为大学和高中经历已经让他们精疲力尽。

But most people that get into a field, I think the college experience and the high school experience were so exhausting.

他们觉得终于不用再学习了，松了一口气。

They're like worn out and they're like, I'm glad I'm done learning.

然后他们就要去工作了。

And then they're going to go to work.

但无论你做什么，我敢保证，尤其是在人工智能出现的当下，你所做的事情总有一些新的细微差别可以发掘。

But whatever you do, I guarantee you, especially with AI out there, there's some nuance of what you could be doing that's new.

除非你主动去寻找那个优势，否则别人可能会找到。

Unless you're trying to find that edge, somebody else may be.

而且我认为，受人工智能威胁最大的是那些没有持续学习、只是重复十年前工作方式的人，因为他们就像标准化的零件，很容易被自动化取代。

And I think the people most at threat by AI are the ones that aren't continuously learning that are just kind of doing the same thing they did ten years ago, because they're kind of a widget, and that could be automated.

而那些对可能性充满好奇的人，他们自然会看到AI技术兴起，然后惊叹道：哇，这是个新工具。

And the people that are curious about what's possible, they're naturally going to see this AI thing pop up and go, wow, that's a new tool.

我得搞清楚它能为我做什么。

I better figure out what it can do for me.

而那些恰恰是最难被替代的人。

And those are the people that are hardest to replace.

就像如果你的公司正在研究人工智能，而你的一位员工在这方面投入的时间比所有人都多，那么他们就是你最不可能解雇的人。

Like if your company's trying to figure out AI and one of your employees is spending more time on it than everybody else, they're the last person you're gonna fire.

我觉得，我一直想告诉很多年轻人，尤其是很多年轻男性，你们必须理解风险与不确定性之间的区别。

I think that like, what I've been trying to tell a lot of like, have a lot of young people listen, particularly a lot of young men, and I'm like, you have to understand the difference between risk and uncertainty.

风险往往比人们想象的要小得多，但不确定性无论怎样都会一直存在。

And that risk is oftentimes a lot less than people think, but uncertainty will always exist no matter what.

你只需要学会适应这一点。

And you just have to get comfortable with that.

而且我认为，为了降低风险，人们可能没有意识到生活中有多少事情可以先尝试再决定。

And I think that in order to reduce risk, I don't think people realize how many things in life they can try before they buy.

举个例子，我从德克萨斯州搬到了这里。

For example, I moved from Texas up here.

是的。

Yeah.

我在一个我想了解的社区租了两周的Airbnb，然后，我试住了一下。

I rented an Airbnb for two weeks in a neighborhood that I wanted to see, and like, I tested it out.

实际上我发现我讨厌那个社区，但我喜欢另一个区域。

And I actually realized I hated that neighborhood, but I like this other area.

是的。

Yeah.

或者你可以这么做。

Or like, you could do that.

我记得以前有一次我想买一辆豪华车。

I remember before I wanted to one time I wanted to buy a fancy car.

我在Toro上试了一下，然后我就想，唉，我不想拥有这辆车。

I tested it on Toro, and I was like, ugh, I don't wanna own this car.

这真是麻烦透了。

This is a pain in the ass.

是的。

Yeah.

而且你可以给某人发邮件。

And like, you can email someone.

你可能得给大约50个人发邮件，然后你可以实际跟着他们观察一段时间，因为大多数决定都是可以逆转的，而且有办法降低风险。

You gotta email probably 50 people, and you could, like, actually shadow them for I mean, most decisions are reversible, and there are ways to, like, reduce risk.

确实如此。

No doubt.

而且，就像，当我还是个工程师，在去华尔街之前，结果我读过彼得·林奇的《在华尔街奔跑》。

And, like like, when I was an engineer and before I went to Wall Street, it turns out I had read Peter Lynch's Run Up on Wall Street.

我那时在业余时间交易股票。

I was trading stocks in my spare time.

所以，我是在不知不觉中，在我最终会走向的这个领域里测试了那个方向。

So unconsciously, was testing that in this field that I would eventually go towards.

所以，是的，不要仅仅因为不开心就明天辞职。

And so, yes, like don't quit your job tomorrow just because you're unhappy.

开始弄清楚你应该朝着哪个正确的方向前进。

Start figuring out that you're what direction is the right direction to move towards.

你提到的一些人，比如在书里你谈到的罗伯特·齐默曼，也就是鲍勃·迪伦，你说他找到了自己的痴迷所在，并且相当无情地追随它，最终成为了鲍勃·迪伦。

Some of the people that you've you talk about, like, for example, in the book, you talk about Robert Zimmerman, aka Bob Dylan, and you're like, he found his fascination, and he, like, followed it, like, pretty ruthlessly and and and became Bob Dylan.

但接着你也提到，他出了名地难相处，这一点你几乎没怎么提。

But then you also were like, he's also like you barely mentioned this, but you're like, he's notoriously prickly.

比如，他这个人很难亲近。

Like, he's hard to, like, get close to.

但我也知道你曾与特拉维斯·卡尔尼尼克共事，他可是个相当狂野的家伙。

But then, like, I know you've worked with Travis Kalninck, who's, like, a pretty wild guy.

那些为了找到自己热情所在而做这些练习的人，你觉得是不是必须得做个冷酷的混蛋才行？

The people who, in order to like do these exercises of finding your passion, do you sort of have to be like a ruthless asshole, you think?

我不这么认为。

I don't think so.

我的意思是，丹尼是我这辈子见过的最友善的人之一。

I mean, Danny's one of the nicest humans I've ever met in my entire life.

尽管像我们在书中提到的鲍比·奈特那样以那种方式闻名的人，他可能拥有这项运动历史上最大的教练传承体系，这意味着在他手下成长的人——无论是作为教练还是球员——最终都成为了教练。

Even though someone like Bobby Knight, who we have in the book is known as being that way, he's probably got the biggest coaching tree in the history of the sport, which means people have developed underneath him both and as coaches and players and become coaches.

所以即使这个脾气暴躁、扔椅子的人，并不是那个培养所有这些人并引领他们走上道路的人。

So even if this prickly guy you see throwing the chair is not the one that developed all these humans and put them on their way and on their path.

这本书里很多故事让我喜爱的一点是，这些人最终都达到了能够影响他们领域中众多人的高度。

And one of the things I love about a lot of the stories in the book is that these people reach a place where they're touching so many people in their field.

我认为，比起你是否达到了某个里程碑，这更能检验你是否真正成功。

I think that's a more fulfilling test of were you successful than did you hit some milestone.

是的。

Yeah.

但当你已经达成一些里程碑时，去做一堆事情，比如追随你的热情，会容易得多。

But it's a lot easier to do a bunch of stuff, like following your passion when you have hit milestones.

就像，有时候当人们说‘追随你的热情’时，我真正想告诉人们的是，这听起来可能有点粗俗，但我想说，如果你能快速致富，那就去做吧。

Like, sometimes when people people say follow your passion, what I really want to tell people, I'm like, basically, this sounds like crude, but I'm like, if you can get rich fast, do that.

有些人处于一种状态，他们赚多少就花多少，然后他们

Some people get in a position where they spend right up to what they earn and then they

没有，而且拥有

don't And have

所以你从一个城镇搬到另一个城镇。

so you move from one town to another.

书中的很多人都是这样做的。

A lot of the people in the book do that.

如果你被困住了，那就真的被困住了。

And if you're stuck, you're stuck.

你可能不得不继续留在一份工作里，因为你已经积累了高额的开支，几乎花光了所有收入。

You you might be have to stay in a job because you've built an expense burden that goes right up against the top of it.

我刚到纽约时，见过很多这样的人。

I saw a ton of those people when I came to New York.

你看到了什么？

What did you see?

我的意思是，我们当时挣的钱还算不错，比如为了

I mean, we were getting paid decent money, like for

那时候你是做研究的吗？

This was when you're a researcher?

是的。

Yeah.

是的。

Yeah.

对于初级职位来说，但他们会跑去汉普顿租房子，加入私人俱乐部，把预算花得精光，有时甚至超支。

For entry level jobs, but they would run and get they'd go get the place in the Hamptons and they'd join the private club and they'd run their budget right up to the top, sometimes above it.

奇怪的是，如果他们拿不到奖金，就会陷入财务困境。

It's weird if they don't get the bonus, they're underwater.

我认识一些人，他们年收入七位数，也就是每年一百万美元，但储蓄账户里却一分钱都没有。

I know people that make 7 figures a year, $1,000,000 a year, and will literally have $0 in savings.

我明白。

I understand.

在我早期的时候，我经常使用一个叫‘我的每周预算’的应用，我创建了一个预算，还有一个电子表格来追踪我存了多少钱。

When I early on, I used to use this app called My Weekly Budget, and I created a a budget, and I had a spreadsheet that would track how much cash I had saved.

所以是1万到2万。

So 10,000 to 20,000.

这就像是，你在没有任何收入的情况下能活多久。

It was like, this is how long you could live without any income.

所以他们游戏的目标就是在保持低开销的同时，尽可能多地攒下现金。

So they the name of the game was to square away as much cash while keeping expenses low.

那时候，超过六个月的积蓄，就是你的‘去你的’数字。

And it was like, anything above six months, that's like your FU number.

意思是，你可以去尝试一些新的东西。

Meaning, you could like go and like try and experiment.

是的。

Yeah.

这给了你灵活性。

It gives you flexibility.

对。

Yeah.

但为了把这个数字变得更大，我必须极度自律，即使我的收入并不高，但我生活得非常节俭。

And it was like, but it was like ruthlessly disciplined to make that number bigger, even though I didn't make a lot of money, but I was like living very frugally.

我觉得人们并不理解这一点。

And I don't think people understand that.

像大学贷款这样的东西——我很幸运没有——会彻底毁掉这一切。

And like things like college debt, which I'm very privileged I didn't have, completely ruins it.

所以，有很多这类不可逆的决定，当涉及到去追求某些目标时，真的会把你搞砸。

And so like, there's a bunch of these irreversible decisions that can really screw you up when it comes to, like, being able to, like, chase down some of these things.

明白吗？

Know?

我同意这一点。

I agree with it.

一旦你已经赚到了钱，你会怎么处理这些钱呢？

What do you do with the money once you've already made it?

这是我和Shaan一直向我们成功的嘉宾们提出的一个问题。

This is a question Shaan and I ask our successful guests all the time.

我们之所以问这个问题，是因为如果你很成功，如果你确实有一些钱，关于如何花费或投资这笔钱的信息，实际上很难获得。

And the reason we ask it is because if you are successful, if you do have a little bit of money, information on how to spend or invest your money, it's actually really hard to come by.

我了解这一点，因为在我创办的创始人社区Hampton内部，人们一直在问这个问题。

And I know this because inside of Hampton, which is my community of founders, people ask this question all the time.

有人已经赚了1000万或5000万美元。

People have made 10 or $50,000,000.

你该如何花这笔钱？

How do you spend it?

又该如何投资它？

How do you invest it?

因此，为了帮助解决这个问题并回答这个疑问，我实际上采访了80多位创始人，比如斯科特·加洛韦、亚历克斯·拉莫西、布莱恩·约翰逊这些人，他们的身价高达五千万、一亿，甚至数十亿美元。

And so to help solve this problem and answer this question, I actually interviewed 80 plus founders, guys like Scott Galloway, Alex Ramosy, Brian Johnson, people who are worth 50, 100, even billions of dollars.

我们让他们透露了所有细节。

And we got them to reveal everything.

所以他们的净资产、给自己支付多少薪水、月度开销、投资组合等等这些信息。

So their net worths, how much they pay themselves, their monthly expenses, their portfolio, things like that.

我们将这80次访谈整理成了一份文档，我认为你在互联网上任何地方都找不到这类信息，而且它完全免费。

And we turned these 80 interviews into one document, and I don't think you can find this type of information literally anywhere on the Internet, and it's completely free.

所以，如果你想了解身价数十亿美元人士的净资产背后、他们的投资组合、开销等一切信息，请访问 join hampton.com/reveal。

So if you wanna see behind the net worths of people who are worth billions of dollars and their portfolios, their expenses, everything, you go to join hampton.com/reveal.

再次提醒，请访问 join hampton.com/reveal。

Again, join hampton.com/reveal.

去看看吧。

Check it out.

昨晚很特别，因为我坐在吉姆·克拉默对面，旁边是亨利·布洛盖特，他是商业内幕网的创始人。

The last night was special because I sat across from Jim Kramer, and then next to him was Henry Blodgett, who founded Business Insider.

就是一堆特别疯狂的人。

Just a lot of, like, crazy people.

当你年轻时认识这些家伙，当时能看出来你们都会成功吗？还是说有人取得如此大的成就让你感到意外？

When you knew these guys when they were younger, was it clear that you guys were all going to succeed, or have you been surprised that someone has been as successful as they are?

我觉得这要回到我们之前关于社交圈的讨论。我始终觉得，随着年龄增长，我越来越意识到，要保持一种开放包容的心态，尽可能多地交朋友，不要轻易评判别人，能支持别人成功就尽量支持，这样回报终会加倍回到你身上。我想我从未对那些最终身处硅谷核心、持续前进的人感到惊讶，因为那里聚集了太多有抱负的人，对吧？

Well, I think it goes back to our discussion on peer groups, connecting with I've just always found, and I think I got more attuned to this the older I got, have like a big tent mentality, like have as many friends as you can, try not to judge people too much, root for people to be successful when you can, and it'll come back to you in spades, and I guess I've never been surprised that the people that end up, you know, in Silicon Valley in the middle of it all continue to move forward just because it attracts so many ambitious people, you know?

所以，我不觉得有谁的持久力让我特别惊讶。

And so, I don't know, I haven't been radically surprised by anybody staying power.

别忘了，我已经59岁了，所以我有足够的时间来建立这个人脉网络。

Keep in mind, I'm 59 years old, so I have the benefit of time to build that network.

我当了二十五年的风险投资人。

I had twenty five years as a venture capitalist.

但我想你当时是在哪个公司的董事会来着？

But I think you were on the board of what's the moment?

你和丹尼·迈耶，你们都在董事会。

You and Danny Meyer, you were on board

OpenTable。

Open table.

那大概是二十年前的事了。

That was, like, twenty years ago.

我的意思是，是的。

I mean Yes.

看起来你好像有点，那个，

It seems like you you kinda, like,

确实是这样。

hit It was.

对，挺早就开始了，是的。

Right up pretty early in Yeah.

进入投资领域。

Into investing.

对吧？

Right?

这在风险投资中很关键。

That's kind of key in venture.

你什么意思？

What do mean?

哦，就是要站在浪潮前面，或者 whatever 涌现出来的时候。

Oh, just to be in front of the the the wave or whatever rolls out.

比如，你不能落后。

Like, you can't can't be late.

随着人工智能的发展

With AI going on

现在这让你想起了风险投资的哪个不同时期吗？

right now, is this does this remind you of a different period in venture?

我还真没见过像现在这样的情形。

I've never seen it quite like this.

真的吗？

Really?

真的。

Really.

我认为在我整个职业生涯中，风险投资行业只会变得越来越竞争激烈。

One thing I think throughout my career, venture's only gotten more competitive.

而如今，在我即将退休并观察下一代的时候，竞争甚至更加激烈了。

And now today, it's, you know, as I'm hanging up my boots and watching the next generation, it's even more competitive.

而且风投们愿意承受的实验性烧钱率也比以往任何时候都要高。

And the burn rates that the VCs are comfortable experimenting with are bigger and bigger than ever.

就像我觉得优步每年20亿美元的烧钱速度已经够吓人的了。

Like I thought our 2,000,000,000 a year burn rate at Uber was pretty frightening.

OpenAI的烧钱速度比那还要快得多。

Open AI is burning way more than that.

他们每年烧掉多少钱？

How much

他们烧掉多少？

are they burning?

我不知道。

I I don't know.

我看到过不同的数字。

I've seen different number.

我没有他们的财务数据，但是比如

I don't have access to their financials, but like

优步每年亏损20亿美元？

Uber was losing 2,000,000,000 a year?

是的。

Yeah.

但OpenAI的烧钱速度达到了八到十亿。

But Open AI is at like eight or 10.

什么

What did

当你的公司每年亏损20亿美元时，你是什么感觉？

what does it make you feel when your company's losing $2,000,000,000 a year?

吓得屁滚尿流。

Scared shitless.

真的吗？

Really?

是的。

Yeah.

哦，对。

Oh, yeah.

你是怎么规划那一步的？

How did you map that out?

比如，你晚上怎么睡得着，知道那种情况？你是怎么办到的，你对自己说什么？

Like how do you go to bed at night knowing that like, are you like, what do you tell yourself?

你就像说，嗯

You're like, well

我睡得很少。

I didn't sleep much.

有一部分原因是，我认为随着风险投资行业越来越工业化，出现了一个问题，那就是我认为Lyft的投资者知道他们必须持续提供资金流动性。

There was a piece of it that was that I think is as the venture industry gets more industrialized was a problem, which was, I think the Lyft investors knew that they had to keep funding liquidity.

由于一系列与网络效应相关的原因，原本预期会有一个单一的市场胜出。

And for a bunch of reasons that relate to network effects, it was always supposed to be kind of a single marketplace that would win.

但如果你没有财务可持续性的约束，你就可以亏钱来制造流动性的假象。

And, but you, if you don't have the constraint of financial viability, you can lose money to create the perception of liquidity.

你可以支付司机在他们实际上并不接单的时候也上线。

You can pay drivers to be present when they wouldn't actually be there.

是的。

Yeah.

我以前常开玩笑。

I used to joke.

我上一家公司在旧金山，我们没有接受风险投资，但我们总是说我们仍然是被风投支持的，因为优步和这些公司会提供最疯狂的推荐。

My last company in San Francisco, we didn't take venture capital, but we used to say we were still VC funded because Uber and all these companies would give like the craziest referrals.

我记得我到处给别人发我的推荐链接。

So like I remember like giving my referral to everyone.

比如，我会说：我开优步是免费的。

Like, oh, I drive on Uber for free.

我坐优步也是免费的。

I ride on Uber for I

我明白了。

get it.

直到Lyft率先上市，这可能是对Uber最有利的事情，因为华尔街开始要求它们实现盈利。

And it wasn't until Lyft went public first, which is probably the best thing that could have ever happened to Uber, where Wall Street held them accountable for being profitable.

正是在那个时候，局势发生了转折，Uber才得以利用网络效应和规模优势，如今每年产生的自由现金流远超100亿美元。

And it's at that point when things really tipped and where Uber was able to then take advantage of the network effect and being larger and now spits off well north of 10,000,000,000 a year in free cash flow.

现在它已经这么大了吗？

That's how big it is now?

这太疯狂了。

That's insane.

这比你的预测还要大吗？

Did you did is that bigger than your prediction?

我确实对市值做过预测。

On I made a prediction about the the market cap.

当时预测了一个范围区间。

It had a bunch of ranges.

我手头没有具体数据，但达拉把市值做到了2000亿美元，我不确定这是否是在……我猜你是指我写的那篇博客文章吧。

I I don't have it in front of me, but Dara got it to 200,000,000,000 market cap, and I don't know if that was in I I assume you're referring to the blog post I wrote.

不是。

No.

我还没读过……哦，好的。

I haven't read Oh, okay.

是的。

Yeah.

你刚才说什么？

What did you say?

或者另一个是什么？

Or what what was the other

纽约大学有一位教授写过

There was a professor at NYU that wrote

一篇博客

a blog

文章说它只值40亿美元，我对此提出了异议。

post that said it would only be worth 4,000,000,000, and I pushed back.

我记得那件事。

I remember that.

我们确实讨论过这个。

We did talk about that.

是的。

Yeah.

你最近看到那篇关于Substack的博客文章了吗？文章说人工智能会让经济变得更糟？

Did you see the blog post the other day about on Substack where they're like AI is gonna make the economy worse?

你有没有注意到，仅仅一篇博客文章就造成了如此大的影响？

Do you see how one blog post like brought down?

这真是太惊人了。

It's pretty amazing.

这太疯狂了。

That's crazy.

对吧？

Right?

是的。

Yes.

你的博客有没有造成过这样的影响？

Did your blog ever do that?

没有达到那种规模。

Not not of that scale.

没有。

No.

是的。

Yeah.

那真是太疯狂了。

That was that was insane.

疯狂。

Insane.

那里有很多恐惧。

There's a lot of fear out there.

记住，沃伦·巴菲特说过，别人恐惧时你要贪婪，别人贪婪时你要恐惧。

Just remember, Warren Buffett said, be be greedy when others are fearful and fearful when others are greedy.

第一波人工智能浪潮时，很多人都很贪婪。

So the first wave of AI was a lot of people being greedy.

而现在，恐惧第一次突然出现了。

And now all of a sudden there's fear for the first time.

所以，如果你是股票的净买入者，现在正是你磨利铅笔的时候。

So if you're a net buyer of stocks, this is when you sharpen your pencil.

你看到这些有趣的创始人了吗？我的意思是，我不想听特拉维斯或者那些特别突出、极具韧性和强大实力的大人物。

You see all these interesting founders other than like I mean, I don't want to hear like Travis or like some of the big name ones who kind of have stuck out as like being like particularly sticky and formidable.

我认识的最令人印象深刻的人之一，名叫里奇·帕顿。

Well, one of the most impressive people I know is a guy named Rich Parton.

他创办了Expedia，后来又创办了Zillow。

He founded Expedia and then Zillow.

Expedia被Dillard收购了，所以他了解Berry等人的一切，但里奇拥有非凡的能力，既能成为产品和技术颠覆者中的顶尖百分之一，也能成为我们之前讨论的那种领导者。

Expedia was acquired by Dillard, so he knows Berry and all that, but Rich has this remarkable ability to be top one percentile as a product technology disruptor, but also as a leader, that thing we're talking about before.

我通常看到人们会偏向其中一方，而不是两者兼备。

And I usually see people tilt one degree or the other and not both.

而他是那种罕见的、两者都能做到的人。

And he's this rare person that does it on both.

因此，我经常向他寻求建议。

And so I frequently lean on him for advice.

你能举个例子吗？比如一个关于优秀领导力如何改变局面的故事？

Do you have an example of like a story of like where good leadership changed?

让公司在需要时能够快速调整方向。

Getting companies to pivot fast when they need to.

我的意思是，现在有了人工智能，任何公司都可能面临这种情况，你提到了那份报告的影响，比如DoorDash股价下跌了5%，因为报告说可以免费打造一个DoorDash，虽然我不相信这种说法，但，你知道的，就是这样。

I mean, right now with AI, any companies out there, you mentioned what happened with this report, Like, that that DoorDash is down 5% because the report said you could build DoorDash for free, which I don't believe, but, you know, whatever.

是的。

Yeah.

顺便说一下，那份报告对听众来说，基本上就是探讨如果人工智能效率高到让我们失业，世界会变成什么样？

And that report, by the way, for the listener, it was basically like, what happens in the world if AI is so efficient that we don't have jobs?

如果我们没有工作，那我们就不会买东西了。

And if we don't have jobs, then we're not buying stuff.

这就像是一个故事。

And it was just like a story.

这是一个想法。

It was it was an idea.

但你怎么才能确保你的公司充分意识到这股新潮流呢？

But how do you get so the the thing that I was gonna mention is just how do you make sure your company is properly aware of this new wave?

你又该如何让每个人都对探索AI对公司意味着什么充满热情呢？

And how do you get everyone super excited about figuring out what it's going to mean for your company.

这并不容易做到。

And that's not easy to do.

我最近重新回到了Zillow的董事会，所以亲眼见证了他们是怎么做的。

And I'm back on the board of Zillow, so I watched them do that recently.

这需要既有决心去做出这样的转型和行动，又要有能力让团队跟随你。

And it requires having both the conviction to make that kind of pivot and move and then the ability to get the people to follow you.

你提到擅长产品和成为优秀领导者很相似，这说法挺有意思。

That's funny that you said it was like being good at product and being a good leader.

我记得你好像还说过，杰夫·贝佐斯就是那种同时把这两件事做得特别好的人吗？

I think you also said do you also say that like Jeff Bezos is one of those guys who does two things really well?

有人去系统梳理一下杰夫·贝佐斯的领导方法会是个不错的练习，因为亚马逊在员工规模达到十万人后依然保持创新，这非常难做到。

It would be a good exercise to for someone to kind of write down the leadership techniques of Jeff Bezos because Amazon remained innovative after it got to like a 100,000 employees, and that's very hard to do.

这不是一个人的问题，而是一个人创建了一个系统来强化他自己的想法。

It's not one human, it's one human creating a system that reinforces whatever he thought.

你明白我的意思吗？

You see what I'm saying?

你怎么能让这个系统即使在你不在的时候也能持续发挥作用呢？

And like, how do you make that system keep doing that even after, you know, on days you're not there?

他和埃隆，我觉得人们根本没有真正理解他们是如何做到的。

And him and Elon, I just don't think people fully grok how they're

能够领导团队。

able to lead.

这些行业巨头，你觉得他们的幸福感和他们的成就之间有没有什么关联，或者相反的关联？

A lot of these people who are these, like, of the titans of industry that you know, do you think that there's any correlation or reverse correlation of happiness?

我不认识谁笑得比杰夫·贝佐斯更响亮。

I don't know anyone that laughs louder than Jeff Bezos.

如果你见过他放声大笑的样子，天啊。

If you've been around him when he lets go one of his guffaws, man.

我认为他真的很热爱生活。

And I think he really loves life.

我只是说我不认为这两者之间有相关性。

I'm just saying that I don't think there's a correlation.

我的意思是，只要一有机会，比如Shopify的Toby做播客什么的，我都会立刻去听，我发现他对领导力和生活的态度非常轻松。

I mean, every chance I get, if Toby from Shopify does a podcast or something, I'm eating it out and I find his attitude on leadership in life to be lighthearted.

他看起来像是那种产品型领导者。

He seems like another one of these product leadership guys.

他有一种非常独特的领导风格。

He's got a very unique flavor of leadership.

他非常睿智。

He has a very wise.

他身上有一种智慧。

He he is something wise about him.

多年了。

Years.

对吧？

Right?

是的。

Yeah.

他身上有种智慧的气质。

There's something wise about him.

你看到他过去二十年里每十分钟就给电脑屏幕截一次图的事了吗？

Do you see where he took screenshots of his computer screen every ten minutes for the last twenty years?

因为他就是这样，他说，我是个书呆子，我就是喜欢记录这些，就像日记一样，他一直在追踪所有这些事情。

And because he was just he's like, I'm a nerd, and then I just love, like, having this diary of, like, what what was on my like, he was tracking all of this.

他说，我当时并不知道要用这些数据做什么。

And he's like, I didn't know what I was gonna do with this.

现在有了人工智能，我可以把这些上传，然后它就能，比如说，教我认识我自己。

Now that AI exists, I can, like, upload this and, like, it could, like, teach me about myself.

但他拥有这种，我称之为，书呆子式的智慧，真的很酷。

But he's got this, like, really cool I call it, like, nerd wisdom.

比如，你知道HubSpot的达梅什吗？

Like, you know, Darmesh at HubSpot?

我见过他，但对他不太了解。

I have met him, but I don't know him as well.

他有点像那种类型，有这么一群人，当你想到领导者时，有时会想到像拿破仑那样，充满激情，能激励人心的人。

He's kind of the same thing where there's these, like, there's these groups of group of guys who are, like, very like, when you think of a leader, sometimes you think of, like, a Napoleon, like, rah rah, like, rile people up.

但还有另一群人，他们相当内向，而且很安静。

But there's this other group of, like, fairly introverted people, and they're quiet.

当他们说话时，你会认真听。

And when they talk, you listen.

但我认为这两种类型都很有用。

But I think they're they're both useful.

对于那些大约18、19、20岁正在听这些的年轻人来说。

For someone who's, like, 18, 19, 20, they're listening to this.

你为这本书做了所有这些研究。

You did all this research for this book.

你建议他们读哪些传记？

Are there what biographies do you suggest they go read?

我的意思是，这很大程度上取决于他们的兴趣所在。

I mean, I think it would be heavily dependent on what interests them.

或者说，哪些传记对你影响最大？

Or rather what made the biggest impact on you?

我不记得自己17岁的时候有没有读过传记。

I don't know if I was reading biographies at 17.

我真正开始喜欢阅读是在上商学院之后，书单里都列出来了。

I really got into reading when I got to business school and I they're all listed in here.

书的末尾列出了35本书。

There's 35 books listed at the back of the book.

所以我认为关键是，而且我甚至不确定非得要读书不可。

So I, but I think the key is just to, and I don't even know that it has to be reading.

现在有这么多播客，像你做的这种，还有和各种人的YouTube访谈，要了解某件事实在太容易了。

There's so many podcasts like the ones you do and YouTube interviews with people like it's so easy to go learn about something.

所以我只是觉得，不管你对什么感兴趣，就去多了解一些，看看会不会带你走向某个方向。

So I'm just like, whatever interests you, go learn more about it and see if that takes you somewhere.

看看它是否能让你感到兴奋。

See if that makes you excited.

看看它是否让你想继续深入了解下一个。

See if it makes you want to pick up the next one.

如果是这样，我认为你很可能走在正确的道路上。

And if it is, I think you're probably in the right lane.

如果不是，那就留意什么让你着迷，留意什么吸引你。

If not, just pay attention to what fascinates you, pay attention to what interests you.

我坚信，比别人说的更多人可以把爱好发展成职业。

I'm a big believer that more people can chase careers in their hobby than someone else might say.

比如，如果你对某件事有强烈的热情，即使它只是个爱好，你也可能会感到惊讶。

Like if there's something you're just super passionate about, even if it's a hobby, you might be surprised.

也许完全有可能围绕它打造一份事业。

There might be a way to make a career around it.

嗯，现在有了互联网就方便多了。

Well, it's a lot easier now with the internet.

顺便说一句，我很想以你刚才提出的这个观点来结束讨论。

By the way, I would love to close with this point that you just made.

就像我说的，如果你是一个对工作不上心、经历了自己不太在乎的过程的人，我能理解为什么你会觉得AI这东西有威胁。

You're a, like I said, if you're someone who's disengaged at work that went through some process you didn't care about that much, I can understand why this AI thing would feel threatening to you.

如果你在打造自己的个人职业生涯并且拥有高度自主权——我想这是你之前用过的词——那么AI就像是一个喷气背包。

If you're crafting your own personal career and your high agency, I think that's the word you used earlier, AI is like a jet pack.

就像你现在能做的事情比以前任何时候都多。

Like you can do more stuff than you ever could before.

在人类历史上，你现在学习的速度比以往任何时候都快。

You can learn faster than you ever could before in the history of time.

你可以找到志同道合的人。

You can find people to connect with.

你现在建立人脉的速度比以往任何时候都快。

You can network faster than you ever could before.

所以，如果你有自主性并且有明确的方向，AI会让事情变得好得多。

And so if you have agency and a direction you're headed in, AI is going to make things way better.

所以我认为这只是一个有趣的悖论：有些人害怕AI会摧毁他们。

So I think it's just this interesting paradox that there are people out there who fear that it's going to dismantle them.

还有一些人，天哪，我遇到过很多，我称之为中小型企业创始人或地区性创始人，他们经营着洗衣店或仓储设施，他们发现了AI能为他们做的一切，现在他们感觉自己超人一般。

There's people out there who are like, Oh my God, I can't I've met so many, what I would call like SMB founders or regional founders running you know, businesses that are laundromats or storage facility, and and they've discovered all the things they can do with AI, and now they they feel superhuman.

所以我会用一个故事来收尾。

So I'll wrap up with the story.

你会喜欢这个故事的。

You'll you'll dig this.

我岳母，她叫史密西。

So my mother-in-law, her name's Smithy.

她大约14岁的时候从海地来到美国。

She came here to to America from Haiti at, like, 14 years old.

她不会说英语。

Didn't speak English.

嫁给了我岳父杰夫。

Married my father-in-law, Jeff.

杰夫经营一家搬家公司。

Jeff owned a moving company.

史密蒂长期在家做全职主妇。

Smithy was a stay at home mom for a long time.

孩子们长大后，她觉得有点迷失。

The kids grew up, and she was like, I'm kinda lost.

我得做点什么。

I need to do something.

到底怎么了？

What's going on?

大约五年前，她对我说：‘山姆，我想开个卖枕头的网店。’

So about five years ago, she says to me, she goes, Sam, I think I'm gonna start an online store that sells pillows.

枕头？

Like, pillows?

之类的。

I'm or whatever.

听起来不错。

Sounds good.

然后我就说，有个叫Shopify的平台。

And I like I was like, there's this thing called Shopify.

就从那里开始吧。

Just start just start there.

从那到现在已经五年了。

It's been five years since that.

她现在拥有一家枕头公司，每年枕头销售额超过100万美元。

She now has a pillow company that sells over $1,000,000 a year in pillows.

她在新泽西有一个仓库，雇有五名全职员工销售枕头。

She has a warehouse in New Jersey with five full time employees selling pillows.

她刚上过播客节目。

She was just on the pod.

她整天都在用AI，比如她会问：‘我该怎么买广告？’

And she uses AI, like, all day to like, she's like, how do I buy an ad?

然后呢，你知道的，ChatGPT教她怎么做。

And like, you know, ChatGPT like teaches her.

或者她会问：‘我该怎么……？’

Or she's like, how do I whatever?

就像是YouTube和ChatGPT在告诉她该做什么。

Like it's YouTube at ChatGPT like telling her what to do.

她之前根本不知道‘电子商务’这个词。

And she didn't know she didn't know the word e commerce.

她也不懂那是什么意思。

She didn't know what that meant.

她基本上只知道Google是什么，仅此而已。

She basically just knew what Google was, so that was it.

而现在，年过五十的她，创办了一家年收入数百万美元的电子商务业务。

And now she, in her late fifties, started a ecommerce business that does millions of dollars a year.

这太不可思议了。

That's amazing.

太疯狂了。

Crazy.

对吧？

Right?

是的。

Yeah.

不是的。

No.

但如果你已经准备好，现在正是推动自己前进的最佳时机。

But there's never been a better time to propel yourself forward if that's what you're prepared

去做。

to do.

好的，兄弟，谢谢你这么做。

Well, thank you for doing this, brother.

好的。

Alright.

好的。

Alright.

上帝保佑。

God bless

保重。

Take care.

是的。

Yeah.

如果你看到这里，那你一定会喜欢我接下来要告诉你的内容。

If you made it this far, then you're gonna love what I'm about to tell you.

有一位了不起的创业者。

So there's this amazing entrepreneur.

他叫尼尔·帕特尔。

His name is Neil Patel.

他在MFM上。

He's on MFM.

他是我们最喜爱的嘉宾之一，他还有一档播客。

He's one of our favorite guests, and he has a podcast.

这档播客叫《Marketing School》，由HubSpot播客网络出品。

It's called Marketing School, and it's brought to you by the HubSpot Podcast Network.

《Marketing School》每天为你提供来自多年实战经验的可操作数字营销技巧。

Marketing School brings you daily actionable digital marketing lessons learned from years and years of being in the trenches.

它已经获得了超过一亿次下载，发布了超过2500期内容。

They have over a 100,000,000 downloads and over 2,500 episodes.

无论你是刚建了网站，还是已经拥有庞大的成熟业务，《Marketing School》都能为你提供即刻可用的碎片化营销智慧。

Marketing School gives you bite sized marketing wisdom that you can implement immediately whether you have a new website or you already have this huge established business.

你将学到最新的SEO、内容营销、社交媒体、电子邮件营销、转化率优化，以及当下有效的在线营销策略。

You're gonna learn about the latest SEO, content marketing, social media, email marketing, conversion optimization, and general online marketing strategies that work today.

你可以在任何获取播客的平台收听《Marketing School》。

You can get Marketing School wherever you get your podcasts.