亚当·诺伊曼：WeWork背后的真实故事、40亿美元出租车费以及摆脱4.6亿美元债务的生存之路

员工都愿意为这样的公司效力。

Employees will want to work with a company that's doing that.

投资者也乐意把钱投给这样的企业。

Investors will want to invest in a company that's doing that.

消费者也会优先选择购买这类公司的产品。

And consumers will want to buy from a company that's doing that.

其他好处自然就会随之而来。

The rest will follow."

接着她说，'按照你当时对成功的定义，你觉得那些金钱上的成功会从天而降，而且数量会远超你的想象。'

Then she said, "Success, the way you define it then, that money success you think is there, will fall on you from the sky, more than you can ever imagine."

我当时就想，'我一定要娶这个女人。'

I was like, "I want to marry this woman."

我们见面三个月后我就向她求婚了。

I proposed three months after we met.

而'我们'这个概念是我面前这幅画的核心，这是你在2010年，也就是31岁那年，卖掉公司后和你的搭档米格尔在白板上一起画的。

And the idea of We was central to this drawing that I have in front of me, which is a drawing you did on a whiteboard when you were 31 years old, 2010, with your partner, Miguel, after selling your company.

我记得那家公司叫Green Desk吧？

I think it was called Green Desk?

对，Green Desk。

Green Desk.

你卖了多少钱？

You sold it for how much?

那不算特别大的——

It wasn't like a-

150万。

1.5 million.

好的。

Okay.

不错。

Nice.

当时有三个合伙人，所以我们每人分了50万，50万，50万。

There were three partners, so we each got half a million, half a million, half a million.

但我们的合伙人不想一次性把全款付给我们，所以只给了我们三十万美元。

But our partner didn't want to pay us the whole amount up front, so he only gave us $300,000.

剩下的钱分四年给我和米格尔结算。我记得当时我对米格尔说：'米格尔，这钱你拿着吧，我怕自己会乱花掉。'

The rest was installment over four years for Miguel and I. And I remember telling Miguel, "Miguel, you keep the money because I'll waste it."

这是我第一次赚到钱。

First time I ever made money.

'这钱你留着，我怕自己会挥霍掉，咱们还是把它存着，留给下一笔生意用。'

"You keep the money because I will waste it, and we'll keep it for our next business."

而且宇宙运作的方式，或者说它向我们传递信息的方式，会让这些征兆接连出现，一环扣一环。

And the way the universe works, by the way the universe speaks to us, these signs start happening, and one thing leads to another.

这几乎就是一种奇妙的缘分。

It's almost serendipity.

我们第一个WeWork的办公空间，房东的条件很明确：除非我们开出一张正好30万美元的支票，否则不租给我们。

Our first WeWork building, to get the building, the landlord wouldn't give it to us unless we gave a check of exactly $300,000.

而巧的是，米格尔账户里刚好就有30万美元。

The same $300,000 that was sitting in Miguel's account.

事情就从这里发展到那里，WeWork 就这样诞生了。

It went from there to there, and WeWork was created.

那你给我讲讲那是什么。

So tell me what that is.

好的。

Okay.

我们现在在 Green Desk。

We're in Green Desk.

提醒大家一下，Green Desk 是 2008 年 5 月创立的。

Just to remind everybody what Green Desk is, Green Desk was created in May of 2008.

当时世界正在崩溃。

The world was crashing.

那是经济衰退期。

That was the downturn.

而在那之前，我和 Miguel 就认识了。

And before it started, Miguel and I got to know each other.

他是个建筑师，而我当时经营着一家婴儿服装公司。

He was an architect, and I had a baby clothing company.

我们在同一栋楼里。

And we're in the same building.

我的室友介绍我们认识，我们经常聊着要做一番大事业。

My roommate introduced us, and we would just talk about doing great things.

那里有个房东，每天见到我都会说：“亚当，你的婴儿服装公司真不怎么样。”

And there was a landlord there, and every day he would see me, he goes, "Adam, your baby clothing company sucks."

我就问：“戈特曼先生，

And I said, "Mr.

您为什么这么说？”

Gottman, why do you say that?"

他说：“我妻子，我们有八个孩子。

He said, "Well, my wife, we have eight kids.

她特别喜欢买婴儿衣服。”

She loves buying baby clothes.

她一次都没在你那儿买过东西。

She didn't once buy from you.

我真不知道你怎么付得起房租。

I don't know how you pay me rent.

你的婴儿服装太差了。

Your baby clothes suck."

我就会说，"戈特曼先生，这附近的地产可都是你的。"

And I would say, "Well, Mr. Gottman, you own all this real estate around here."

他说，"没错，是我的。"

He goes, "Yes, I do."

我说，"你的地产才差劲呢。"

I said, "Your real estate sucks."

他问，"你为什么这么说？"

He goes, "Why do you say that?"

我说，"全都空着没人租。"

I said, "It's all empty."

我们就这样来回斗了四个月。

And we would do that for four months, back and forth.

有一天，他看着我说：“亚当，如果我给你一栋楼，你一直说它不好，你会拿它做什么？”

One day, he looks at me, he goes, "Adam, if I gave you one of my buildings, you keep saying that it sucks, what would you do with it?"

于是他带我上楼，给我看了这个漂亮的楼层平面。

So he takes me upstairs, and he shows me this beautiful floor plate.

我问他：“你租金收多少？”

And I said to him, "How much do you get in rent?"

他说：“一个月五千美元。”

He goes, "$5,000 a month."

我说：“好吧，现在空着，但就算你能收五千。”

I said, "Well, it's empty, but let's say you would get 5,000."

我说：“你看，我是个小生意人。”

I said, "Look, I'm a small business.

我不需要这么大的地方。”

I don't need this much."

我们把它分成15个小地方、小空间。

Let's divide it to 15 small places, spaces.

每个收1000美元。

We'll charge $1,000 each.

我们请个前台，付她2500。

We'll put a receptionist, we'll pay the receptionist 2,500.

我们能收15000。

We'll get 15,000.

这样还剩12500。

That will leave us with 12,500.

你拿7500，剩下的归我们。

You will get 7,500, and we'll get the difference."

他说：“让我想想。”

And he was like, "Let me think about it."

第二天他就给我打电话了。

He calls me the next day.

他说：“我很喜欢，但别只租一层，把整栋楼都租下来吧。”

He goes, "I love it, but instead of one floor, take the whole building."

那栋楼有五层。

It had five floors.

“我们把前台放在楼下，这样我们可以分摊费用。”

"We'll put the receptionist downstairs so we can share the expenses.

“这样会更好。”

It will be even better."

然后我们在Craigslist上发了五个广告。

And we put five ads on Craigslist.

我们推出了Greendesk。

We launched Greendesk.

一周之内就租出去了92%。

It was 92% full within a week.

开始有正现金流了，这对我来说是个新体验，因为这是我的第四家公司。

Started cash flowing positive, which was a new thing for me because this was my fourth business.

从来没有过正向现金流。

Never had cash flow positive.

一个月内就实现了正向现金流，而且很快就做得非常成功。

Cash flowing positive within a month and became very successful, very fast.

大约过了六到十二个月，我和米格尔开始想得更远，说要把Greendesk推向全国。

After about six, maybe 12 months, we started thinking bigger, Miguel and I. Said, "We'll take Greendesk national."

我们去找房东，他说不感兴趣。

We went to our landlord, said, "I'm not interested."

我们要求两千万美元。

We asked for $20 million.

我们说，生意五五分。

We said, "We'll split the business 50/50."

他还是不感兴趣。

He wasn't interested.

没过多久，他就说，我把它买下来吧。

And very soon after, he said, "I'll buy it from you."

然后我们就开始计划这件事了。

And we started planning this.

而且你把这个画在了白板上。

And you drew this on a whiteboard.

米格尔是画在墙上的，连白板都不是。

Miguel drew this on the wall, not even a whiteboard.

那些墙都是玻璃做的。

The walls were made of glass.

这个就是画在玻璃上的。

This was drawn on the glass.

所以我们在Greendesk的所有墙也都是白板，因为每个人都在忙着创造和发明。

So all of our walls in Greendesk were also whiteboards and because everybody was about creating and inventing.

你在这里看到的是，社交生活、商业、朋友都在这里。

And what you see here is that social life, commercial, friends is here.

这正好证明了本·霍洛维茨在播客采访里对我说的那句话，他说：“亚当，你一直只有一个想法。”

This proves the fact, Ben Horowitz, in the interview that you saw he did with me in the podcast, he says to me, "Adam, you've always had one idea."

然后最后，他道了歉。

And then at the end, he apologized.

他说：“亚当，我不是故意说你只有一个想法。

Said, "Adam, I didn't mean to say you only have one idea.

当然，你有很多想法。”

Of course, you have all these ideas."

我说：“本，你说得对。

I said, "Ben, you're right.

这和Flow其实没什么不同。

This is not that different from what Flow is.

这全都是关于朋友、生活和工作的，生活必需品。”

This is all about the friends and all about the living and all about the working, life essentials."

哇，我好久没看到这个了。

Wow, I haven't seen this for a long time.

金融科技、旅行，以及中间的一切。

Fintech, travel, everything in between.

所以，如果有听众看不到的话，这是一个大圆圈，里面有很多小圆圈，上面写着所有的小圆圈分别是旅行、健康、社交、生活、朋友、共同工作、同事、支持者、生活必需品、工作仪式。

So for anyone that's listening and can't see, it's a circle that has lots of circles in it, and it says all the little circles are travel, health, social, life, friends, co-work, co-worker, supporters, life essentials, work rituals.

工作仪式。

Work rituals.

再说一遍——

Again-

上面是这么写的吗？

Is that what it says?

……你比我读得清楚，但确实有道理。

... you can read it better than me, but that makes sense.

这就是WeWork的构想。

And this was the idea for WeWork.

这就是WeWork的构想。

This is the idea for WeWork.

所以有时候人们会说：“哦，你是从桌椅起家的。”

So sometimes people said, "Oh, you grew out of desks and chairs.

你不应该把所有类别都列进去。

You shouldn't have gone to all these categories."

这个想法开始的时候，连一张桌子都还没有。

The idea started, this was before there was one desk.

这其中的核心是什么？

What is the essence of this?

我们想创造一个世界，至少在我们看来，这个世界真的需要社区。

We wanted to make a world, at least in our opinion, that really needed community.

这是为了实现一个使命：创造一个让人们不仅谋生，而且生活得有意义的世界。

This was to deliver on a mission of create a world where people make a life and not just a living.

这是一种完整的生活方式，生活圈子，而且非常有抱负。

This was a full life style, life circle, and it was very aspirational.

顺便说一句，对于任何正在创业的听众，无论是我们的还是你们的，都要从愿景开始。

And it's how, by the way, for any one of our listeners or your listeners that is starting a business, start with a vision.

尽可能梦想得高远。

Dream as high as you can.

要敢于梦想，因为如果你不瞄准星星，你永远也到不了月球。

Go all the way to the stars, because if you don't shoot for the stars, you're never going to get to the moon.

要有远大的目标。

Go far.

然后深呼吸，回归基本。

Then take a deep breath and go back to basics.

我首先需要做什么？

What do I need to do first?

其次需要做什么？

What do I need to do second?

第三需要做什么？

What do I need to do third?

生活和创业的秘诀在于能够同时兼顾这两个方面。

The secret of life and entrepreneurship is to be able to be in both places at the same time.

一方面，我要走得很远。

On the one hand, I'm going to go so far.

另一方面，我才刚刚起步，所以最好卷起袖子，拿起扫帚开始扫。

On the other hand, I'm just starting, so I better roll up my sleeves and get the broom and start brooming.

两者都要兼顾。

It's both of them.

我需要去敲门拜访。

I need to go knock on doors.

我需要去认识人。

I need to go meet people.

我需要做创业初期所有该做的事，把业务启动起来。

I need to do whatever work needs to be done at the beginning to get the business started.

那我们就来聊聊这两方面吧。

Let's talk about both then.

所以你有脚踏实地的一面，也有仰望星空的一面，就像你说的月亮。

So you've got the trenches, and then you've got, let's say, the clouds or the moon, as you refer to it.

为什么梦想远大很重要？

Why is it important to dream big?

梦想的规模和大小为什么重要？

Why is the scale and the size of the dream important?

我觉得这就是显化的秘诀。

So I believe it's the secret of manifestation.

所以当人们问我，"亚当，显化的秘诀是什么？

So when people ask me, "Adam, what is the secret of manifestation?

你是怎么从无到有创造东西的？"

How do you make something out of nothing?"

我觉得顺序是，首先，你得相信。

I think the order is, first, you have to believe.

如果你和我有一个大想法，首先，我们得相信它。

If you and I have a big idea, first, we have to believe it.

然后相信需要时间。

Then that takes time to believe.

顺便说一句，真正的相信，你知道相信是在什么时候被衡量的吗？

True belief, by the way, do you know when belief is measured?

不知道。

No.

在真正艰难的时候。

When it's really tough.

信念不是在一切顺利的时候被检验的……

Belief is not measured when everything's...

我记得这件事，我之前也讲过这个故事，但你的听众那么多，肯定有很多人没听过。

I remember this, and I've shared this story before, but your audience is so wide that I'm sure a lot of them haven't heard it.

就在WeWork整个爆炸性事件发生后，五天过去了，所有事情都在崩溃，铺天盖地的文章，整个事情都在发生。

Right after the whole explosion of WeWork occurred, and it was five days in, and the whole thing was crashing on us, and there's a million articles, and the whole thing is happening.

我的灵性导师，我跟他学了八年，但那时已经快两年没联系了，他打电话给我说：“亚当，你还好吗？”

My spiritual teacher, who I haven't spoken at this point almost for two years, after I studied with him for eight years, calls me, said, "Adam, how are you doing?"

我说：“我现在不太好。”

I said, "I'm not doing so well right now.

“太疯狂了。”

It's crazy."

他说：“哦，太好了。”

He said, "Oh, great.

“这就是我打电话给你的原因。”

That's why I called you."

我说：“你为什么打电话给我？”

I said, "Why did you call me?"

他的名字叫Eitan。

His name is Eitan.

我说：“Eitan，你为什么打电话给我？”

I said, "Eitan, why did you call me?"

他说：“我打电话给你，是为了确保你还记得我们学了八年的那两件事。”

He said, "I called you to make sure that you remember the two things we learned for eight years."

我说：“Eitan，我们八年里学的可不止两件事。”

I said, "Eitan, we didn't learn two things for eight years.

我们每周上两次课。

We studied twice a week.

我们学了无数东西。

We learned endless things."

他说：“不对，你漏掉了。

He goes, "No, you missed it.

我们学了两件事。”

We learned two things."

我说：“请提醒我一下。”

I said, "Please remind me."

他说：“一件是爱人如己，其余都是注释。”

He goes, "One was love thy neighbor as yourself, and the rest is commentary."

我愣了一下。

I took a second for it.

我说：“我们聊聊这个。

I said, "Let's talk about this for a second.

对你来说，爱人如己是什么意思？”

What does love thy neighbor as yourself mean to you?"

这句话太有名了。

Such a famous saying.

我们听过太多次了。

We've heard it so many times.

我理解的是，要对所有的复杂性抱有同理心和同情心，无论是好的、坏的、无所谓的，还是你不理解的。

When I think about it, the way that I understand it is to have empathy and compassion for all of the complexities, both the good, the bad, the indifferent, and that which you don't understand.

这也是我对待自己的方式。

Which is how I would treat myself.

我知道自己是个复杂的人，多面且不完美，有优点也有缺点，但我都能接受。

I understand that I'm a complex person and that I'm multifaceted and imperfect, and that I have strengths and weaknesses, and I'm okay with all of it.

而对于别人，我们往往没那么容易接受这一切。

And in others, we're less okay with all of it.

说得好。

Beautiful.

虽然换了个说法，但说得非常到位。

Let's say it a little bit in different words, but that was right on.

"爱邻如己"的意思是你得先学会爱自己。

Love thy neighbor as yourself means that you first have to love yourself.

要爱自己，你不仅要看到并接纳自己那些引以为傲的优点，还得正视自己的弱点、失败和错误。

To love yourself, you have to acknowledge not only the great strength that you have that you love, you must acknowledge your weaknesses, your failures, your mistakes.

而在经历这一切之后，你能真正爱自己的唯一方式，就是学会原谅自己。

And the only way you can love yourself after all of those is if you're able to forgive yourself.

所以，自爱的真谛其实就是自我宽恕。

So the true secret of loving oneself is to forgive yourself.

不要背负内疚感。

To not carry guilt.

真正明白这些都是让你成长、改变并迈向更高阶层的历练。

To really be able to know that all of these are lessons for you to grow and change and go to your next level from.

回到那个剑的比喻，你就像一把正在锻造的剑，每一次被敲打，都只会让你变得更强大。

Back to the sword analogy, that you're a sword and you're getting forged, and every single time you get hit, you just get stronger.

当你体会到这一点，并且能够爱自己之后，你也就有能力去爱其他人了。

Once you feel that and you're able to love yourself, then you're able to love everybody else.

那是他告诉我的第一件事，我们学到的。

That was the first thing he told me we learned.

他对我说的第二件事，我们之前也说过，就是：“我想提醒你，夜晚最黑暗的时刻就是黎明前的那一刻。”

The second thing he said to me, which we said before, is, "I want to remind you that the darkest moment of the night is the second before dawn."

信念不是在一切顺利、人人都夸你是天才、人人都想跟你做朋友、人人都想投资你的时候来衡量的。

Belief is not measured when everything is going up and everybody's telling you what a genius you are and everybody wants to be your friend and everybody wants to be your investor.

信念是在一切崩塌、连朋友都质疑你、电话都不响的时候来衡量的。

Belief is measured when it's all crashing, when even your friends are questioning you, when the phone is not ringing.

如果一个人能在那种时候保持真正的信念，那么他对我说：“如果你能经历这一切，并且真正坚持你的信念，保持你的积极，保持你的快乐，成为我知道你能成为的那个人，你无法想象未来会为你准备什么。”

And if a person is able to have true belief then, then he says to me, "If you're going to be able to take this experience and really hold your belief, hold your positivity, hold your happiness, be the person I know you can be, you can't imagine what the future stores for you."

在你最艰难的时刻，你相信什么？

What did you believe in in your hardest moment?

我相信上帝，相信自己，相信我的妻子，相信我的孩子，也相信即使此刻我不知道为什么这件事会发生，我会因此变得更强大。

In God, and in myself, in my wife, in my kids, and in the fact that even though I don't know at this moment why this thing happened, I am going to be stronger for it.

我记得那天早上，这个电话是深夜打来的。

And I remember that morning, this phone call was late at night.

第二天早上六点，我一个星期内从一万三千名员工变成了只剩三名员工。

The next morning at 6:00 a.m., I went from 13,000 employees to three employees in one week.

我走到那三名员工面前，他们其实是我家族办公室的合伙人，甚至不算员工，是合伙人。

And I walked down to the three employees who were my partners in the family office, not even employees, partners.

我笑着走过去，他们却压力山大。

I walk down to them and I'm smiling, and they're stressed out.

我们每天早上六点都会碰面。

We would meet every day at 6:00 a.m.

他们说：“我们完了。

They're, "We're done.

我们破产了。

We're bankrupt.

一切都结束了。”

It's finished."

他们三个月前才刚加入我。

They only joined me three months before.

他们来管理一个他们认为有50到100亿美元的家办，结果面对的却是负4亿的复利和彻底的破产局面。

They came to manage what they thought was a $5 to $10 billion family office, and they're dealing with negative 400 million compounding interest, full bankruptcy situation.

我想到那些朋友，很多曾经真正陪着我、一起享受、一起成长、一起赚钱的人，在我最需要那么一点点支持的时候，很多人却不在。

And I thought about them, not all, a lot of friends that I had that were really there with me and enjoyed with me and grew with me and made money with me, when I really needed that one small moment, a lot of them weren't there.

而这三个几乎算是陌生人、我其实不太了解的人，却一直站在我身边。

And these three almost strangers who I didn't really know were standing right there by my side.

他们看到我在笑，就问：“亚当，你为什么笑？”

And they see me smiling, said, "Adam, why are you smiling?"

他们以为我真的疯了。

They thought I really lost my mind.

一切都完了。

It was done.

我说：“我笑是因为我记得，夜晚最黑暗的时刻就是黎明前的最后一秒。”

And I said, "I'm smiling because I remember that the darkest moment of the night is the second before dawn.

我还记得，信念其实是在困难的时候被检验的，而不是在一切顺利的时候。”

And I remember that belief is actually measured when things are difficult, not when everything is working.

而且我相信，我知道一切都会好起来的，虽然我不知道怎么好，也不知道为什么，但这一切都会往最好的方向发展。

And I believe, and I know it's going to work out, and I don't know how, and I don't know why, but this is all going to work out for the best.

我们会从中学到很多，这实际上会为真正的困难做好准备，到时候我们就能从容应对。

And we're going to learn a lot from this, and it will actually prepare us when a real difficulty happens, so we're ready to go and deal with it."

大约十天后，我们开始以非常积极的方式走出困境。

And about 10 days later, we started coming out of it in a very positive way.

我想回到故事的开头，因为我真的很想回顾一些关键时刻，但我注意到你描述那三个人的时候，你的情绪有点变化。

I want to go to the top of the story because I really want to walk through some of the key moments, but I noticed your energy shift a little bit when you started describing those three people.

这是我学到的另一件事。

Here's another thing that I've learned.

你现在正面临这种情况。

You're facing this as we speak right now.

我敢打赌你有很多朋友。

I bet you have lots of friends.

我敢打赌你有很多——

I bet you have lots-

那得看你怎么定义朋友了。

Depends how you define friends.

没错。

Exactly.

好吧，我告诉你一个关于他们的秘密，不过说这个我有点抱歉。

Well, I'll tell you a secret about them, and I'm sorry to say that.

我们只有在你真的出事、真的需要他们的时候，才知道谁是你的朋友，谁不是。希望这种事永远不要发生。

We're only going to know which one of them are your friend and which ones are not if, God forbid, you crash and you actually need them.

而且我还能告诉你，你会不会出事。

And then I can also tell you if you're going to crash or not.

如果你把事情搞得够大，真的非常大，那你肯定会出事。

If you go big enough, really, really big, you crash.

每当有人说：“哦，亚当，这种事永远不会发生在我身上。

Whenever someone says, "Oh, Adam, it's never going to happen to me.

我的自负永远不会让我失控。”

My ego is never going to get the best of me.

我永远都会保持冷静的，每个年轻有为的人都喜欢这么跟我说。

I'm always going to stay in control," every young successful people like to say that to me.

我就说，哦，那是因为你还没做到足够大。

I say, "Oh, you haven't gone big enough."

这就是真正做大做强的定义的一部分。

That's part of the definition of going really, really big.

生活不在于我们会不会跌倒。

Life is not about if we fall down.

我们本来就会跌倒。

We're supposed to fall down.

生活在于我们如何站起来。

Life is about how we get up.

而且我们跌倒的次数越多，站起来的机会就越多。

And the more times we fall down, the more times we get to get up.

如果你练习足够多次站起来，那你可能就不会再跌倒，你会变得非常擅长，然后你就可以去真正追逐星辰大海了。

And if you practice getting up enough times, then you might not fall, then you get very good at it, and then you can go and really go for the stars.

说到朋友，我对那三个人态度转变的原因，是因为我其实跟他们不太熟，但他们一直陪在我身边。

So with the friends, the reason my energy changed about those three, I didn't know them that well, and they stuck by me.

我对忠诚没什么抵抗力。

I have a weakness with loyalty.

我非常忠诚。

I'm very loyal.

所以如果你在我困难的时候陪着我，我就特别吃这一套。

So if you were there for me when things were tough, I'm a sucker for that.

我会一直支持你，哪怕你搞砸了，几乎到了过分的程度。

I'll be there for you, even if you mess up, to a fault almost.

很多创业的创始人都有一种流行文化里说的‘冒名顶替综合征’，就是他们会怀疑自己，这跟那种相信自己、有信念的感觉正好相反，因为他们有时候不相信自己，被各种不安全和疑虑困扰，来回摇摆，他们会想：‘我真的适合做这件事吗？’

A lot of founders who start businesses have this thing that pop culture's called imposter syndrome, where they kind of do doubt themselves, and this sort of sits in contrast to this idea of having belief because sometimes they don't believe, and they are plagued with insecurities and doubts, and they kind of go back and forward, and they think, "Really, am I the person to do this?

我以前从来没做过。

I've never done it before."

这是追求伟大事业时必然会有的。

Which comes with pursuing something great.

你之前从来没做过。

You had never done it before.

那你会对那些正在怀疑自己的人说些什么呢？

So what do you say to those people who are struggling with doubt?

因为他们听到的是，“听着，你必须相信。”

And because they're hearing, "Listen, you have to believe."

你自己有没有怀疑过，当你——

Did you have doubt when you-

哦

Oh

——画这个的时候？

... drew this?

这个问题很有意思。

A fascinating question.

我做WeWork的时候，我的信心非常足。

My level of certainty was so high when I was doing WeWork.

我当时非常确定它会成功。

I was sure it was going to work.

很多时候，我觉得人们把我的确信误解成了别的词。

A lot of times I think people confused my certainty as a different word.

我确信这个世界需要这个产品。

I was that sure that the product is needed for the world.

当我创办Flow的时候，情况就不一样了，那是在一切之后，而且我们也有了家庭。

When I started Flow, which was different and came after everything and after also we had a family.

我创办WeWork的时候，还没有孩子。

When I started WeWork, I had no kids.

当时只有我和丽贝卡。全身心投入一件事，每天工作18到20个小时，一周七天，而且乐在其中，这对我来说很容易。

It was just Rebekah and I. It was very easy to throw myself into something and work 18 to 20-hour days, seven days a week, and love every second.

没有别的牵挂。

There was nothing else.

WeWork发展得极其迅速，快得超乎寻常，尤其是对于那种类型的公司来说。

WeWork grew astronomically quickly, really atypically quickly, especially for that type of company.

我想直接听你说说，为什么？

And I wanted to hear directly from you why?

发生了什么？

What happened?

是什么因素导致了这种飞速的崛起？

What were the factors that contributed to this meteoric rise?

我想在你创立公司几年后，我成了你们的客户，在纽约和伦敦都用过你们的产品。

I think a couple of years after you founded the company, I became a customer of it, both in New York but also in London.

我错过了什么？

What didn't I see?

到底是什么？

What was it?

WeWork是在2010年2月成立的，对于所有听众来说，我觉得这就是它应该也本可以运作的方式。

So WeWork started in February of 2010, and for anybody listening, I think this is the way that it should and could work.

我觉得从第一天起，我们就非常清楚，就像你指出的那个圆圈一样，这个使命比我们自身更宏大。

I think from the first day, we were so clear, as you pointed out with the circle, on the fact that this mission is bigger than us.

当你参与到一个比自己更伟大的使命中时，紧迫感就不再只是那种“哦，我们必须现在做，因为我说了算，或者因为我们说了算”的感觉。

And when you're part of a mission that's greater than yourself, urgency doesn't just become something like, "Oh, we have to do it now because I said so, or because we said so."

当你觉得你的使命真的需要传达给世界时，你就必须现在行动，因为时间不等人，因为这真的很重要。

When you feel that your mission really needs to come out to the world, then you have to do it now because there's no time to waste, because it's really important.

我们就是从第一个开始，而我的能量的一部分就是把人聚在一起。

And we just started with our first, and part of my energy is I bring people together.

我真的很喜欢创建社区，但当我们明确方向时，我也喜欢快速行动，而且我不相信有什么是不可能的。

I really like creating community, but I also love to move fast when we're clear on the direction that we're moving, and I don't believe anything is impossible.

所以当你把那个比自己更伟大的使命、速度，以及不接受拒绝的态度结合起来，真正的奇迹就会发生。

So when you connect that mission of something being greater than yourself, speed, and not accepting a no, you put those things together, then real magic happens.

我觉得这是第一点。

I think that's one.

第二点——

Two-

我想听一个具体的例子。

I want an example of that

……

...

我给你举个例子。

I'll give you one.

例子很多，但咱们先从WeWork早期说起吧，因为我觉得这一切都是从WeWork开始的。

Many examples, but let's start early WeWork, because I think this all started WeWork.

但在举例之前，我还想补充一点，回答你的问题，让WeWork成功的关键是团队。

But before the example, one more thing I was going to say that made WeWork, to answer your question, it's the team.

团队非常投入。

The team was so dedicated.

团队非常坚信。

The team believed so much.

那是他们的本质。

It was their essence.

那是他们体验成为比自己更伟大的事物一部分的经历。

It was their experience of being part of something greater than themselves.

当你把一群人聚在一起，朝着同一个方向奔跑时，几乎没有什么能阻挡你们。

And when you can bring a group of people together to all run in the same direction, you almost can't stop anything.

给你举个例子。

Give you an example.

那是我们的第二栋WeWork大楼。

It's our second WeWork building.

我们需要做地板。

We need to do the floor.

我们只有九万美元。

We only had $90,000.

我们没有更多的钱了。

We didn't have any more money.

而所有的报价都是每层二十万美元，不管具体数字是多少。

And all the quotes were $200,000 a floor, whatever the number was.

我对米格尔和那里的几个人说：“我们必须用这个价格把它做出来。”

And I said to Miguel and to the few people there, "We have to do it for this price."

他们说不行。

And they said, "You can't.

我们拿到了五份报价。

We got five quotes.

问题不在价格上。

It's not the price."

我问，那每层楼到底多少钱？

I said, "Well, how much is the floor?"

结果大家说，每层楼的费用在3万到4万5之间。

And everybody's like, "The floor is between 30 to 45,000."

那些都是木地板。

Were these wood floors.

这是设计里很重要的一部分。

It was an important part of the design.

我问，为什么？

I said, "Why?"

他们说：“你问为什么是什么意思？”

They said, "What do you mean why?

“这些就是报价。”

These are the quotes."

我说：“那你能帮我拆解一下这些报价吗？”

I said, "Well, can you break down the quotes for me?"

他们说：“你什么意思？”

They said, "What do you mean?"

我说：“那有多少块地板？”

I said, "Well, how many pieces of floor?

“多少颗钉子？”

How many nails?

“多少胶水？”

How much glue?

“多少橡胶？”

How much rubber?

每个人要工作多少小时？

How many hours of work per person?

每个人的成本是多少？

How much does each person cost?"

没人能回答。

No one could answer.

我说：“好，我有个主意，我们可以换个方式来谈。”

I said, "Okay, I have an idea of how we can negotiate this differently."

我打电话给前三名的人说：“各位，我希望你们在成本之上赚15%。

I called the top three guys and said, "Guys, I would like you to earn 15% above the cost.

我觉得这个利润率很合理。

I think that's a fair margin.

15%。

15%.

你们同意吗？”

Do you agree?"

他们说："当然，我同意。"

They said, "Of course, I agree."

那真是太好了。

It's like great.

顺便说一句，他们三个都答应了。

And all three of them, by the way, said yes.

我说："太好了。"

I said, "Great.

好吧，我得先看看每个零件的成本。

Well, I'm going to need to see the cost of each piece.

我会自己去报价，这样我们就能达到15%的利润了。

I'm going to go quote it myself, and we're going to get to 15%."

很快，成本就降到了第一层，从原来的三万到四万五，变成了只有一万二。

Very quickly, the cost went down to that first floor, instead of 30 to 45,000, was 12,000.

那个人跟我说："亚当，从来没有人像这样跟我合作过。"

The guy says to me, "Adam, no one's ever worked with me that way."

转眼间，他们就加入了我们，我们有了自己的内部建筑公司，我们意识到只有掌控一切，才能拿到合理的价格，并且行动够快。

Before you know it, they joined us, and we had our own internal construction company, and we realized that only by controlling it could we get the right price and move fast enough.

所以，这不仅仅是拒绝接受“不”这个答案，还要用逻辑去深入探究。

So it's not taking no for an answer, but also using logic to really look into it.

当然，也有可能我深入调查后，也拿不到更好的价格。

Now, it could be that if I looked into it, I wouldn't have been able to get a better price.

但我描述的是建筑行业普遍存在的挑战，也是Flow今天正在解决的问题之一。

But what I'm describing is the challenge in construction in general and globally, and it's part of the things that Flow is solving today.

埃隆会把这称为“第一性原理”推理。

Elon would call that reasoning from first principles.

我也有类似的经历——

I had a similar story-

他确实会这么说。

He would.

他确实会这么叫。

He would call it like that.

据我所知，在Flow公司里，我们把埃隆当作企业家的榜样。

And from what I know, in Flow, we look up to Elon as an entrepreneur.

我们觉得他简直太不可思议了。

We think he's unbelievable.

每当有人拿埃隆举例时，我们会说没人能像埃隆那样。

And whenever someone gives Elon as an example, say no one is Elon.

所以我们不会拿他当例子。

That's not an example we use.

我们把他当作灵感来源。

We look at him for inspiration.

我正好知道他能派工程师去干活，因为我有个朋友的女儿在SpaceX为他工作。

I happen to know that he can put an engineer, because I have a friend whose daughter works for him in SpaceX.

他可以派一个工程师花六个月时间只解决一个问题，比如一颗螺丝或者一个连接件，但最后的结果会比NASA做过的任何东西简单500倍，而且更便宜、更快、更轻。

He can put an engineer to work on one problem for six months, one screw, one connection, but the result ends up being not twice as simple as anything NASA has done, but 500 times as simple and cheaper and faster and lighter.

所以没错，这就是回归本源。

So yes, it's going back.

你可以称之为第一性原理。

You can call it first principles.

你可以称之为凡事多问几个为什么。

You can call it asking every question.

但如果你是创业者，打算去闯，或者你是员工或合作伙伴，都要问为什么。

But if you're the entrepreneur and you're going to run, or if you're an employee or a partner, ask why.

人们不问，是因为他们不想显得无礼或给别人添麻烦，或者太在意别人是否喜欢自己。

People don't, because they don't want to be rude or inconvenience others, or they're too concerned with being liked.

所以，对供应商或传统现状提出任何质疑，都被视为添麻烦。

So pushing back on a supplier or conventional status quo in any way is seen to be inconvenient.

我想试着从另一个角度说说他们为什么不问。

I'm going to try to say a different reason why they're not.

因为他们不先问自己为什么。

Because they don't ask themselves why.

这又回到了原点。

It's going to go back.

这个讨论可以一直回到同样的基本问题上。

This discussion can keep going back to the same basics.

一个习惯问自己为什么做某件事、质疑自己、看到负面的事情、看到问题，然后享受从中成长的过程的人，问别人为什么也不会有任何问题。

A person who's comfortable asking himself why is he doing something, questioning himself or herself, seeing negative things, seeing problems, and then enjoying the process of growing out of them, will have no problem asking someone else why.

而且当你问别人为什么，他们却不想回答的时候，你在隐藏什么？

And whenever you ask someone why and they don't want to answer you, what are you hiding?

这是个讨论。

This is a discussion.

我通常，在进入这样的话题时，会先告诉供应商，不管是谁，"我希望你赚钱。

I usually, when I go into topics like this, start by telling the vendor, whoever it is, "I want you to make money.

没有人想让你亏钱。

No one's trying to make you lose money.

但我们有使命。

But we're on a mission.

如果我多付了哪怕20%的钱，那就意味着Flow无法参与建造另一栋楼、另一个社区、另一个街区。"

And if I'm going to pay even 20% more than I should, then that's 20% less of another building, another community, another neighborhood that Flow is not going to take part in."

这对我来说真的很有道理。

This really does make a lot of sense to me.

我们公司有个叫“纸墙”的Slack频道，核心理念就是鼓励团队去推一推那些看似坚固的纸墙。

We have this Slack channel in our company called Paper Walls, and the whole idea is that we're trying to encourage our team to push on paper walls.

所谓的纸墙，就是看着挺结实的东西，但你一上手问个为什么、试一下，就会发现它其实全是纸糊的。

A paper wall is something that looks solid, but reveals itself to be completely made of paper the minute you try it, you ask why.

你试着去推它一把。

You push on it.

我有个员工在我的一家公司干了四年，他是做视频动画的。

And there's a story of a kid that worked for me in one of my companies for four years, and he animates video.

我问过他："给我们做一个30分钟的视频动画，需要多久？"

I said to him, "How long is it going to take you to animate a video for us that's 30 minutes?"

他说："得花九天。"

He said, "It takes nine days."

他给我干了整整四年呢。

He worked for me for four years.

他花了九天时间才把视频做出来。

It took him nine days to animate the video.

我们决定要推出一个每周更新的频道。

We decide we want to launch a weekly channel.

我需要他在最多三四天内完成，这样其他团队成员才能接手。

I need him to do it in three or four days max so that the rest of the team can do it.

我问他：“你需要多长时间？”

I say to him, "How long is it going to take you?"

他说：“九天。”

He says, "Nine days."

然后，因为我们在公司里已经建立了这种“推纸墙”的文化，我就问他：“为什么？”

And then, because we had established this culture in our company of pushing on paper walls, I said to him, "Why?"

你知道他跟我说了什么吗？

And do you know what he said to me?

我记得我大概说了句：“要怎样才能在两天内完成？”

I think I said something like, "What would it take to do it in two?"

然后他说：‘史蒂文，你只需要给我买台新笔记本电脑。’

And he went, "Steven, you just need to buy me a new laptop.

‘我的笔记本太旧了。’

I have an old laptop."

我当时想：‘天哪。’

I thought, "Fucking hell.

‘我付了他四年工资，想想这四年我浪费了多少时间，就因为我没问那个问题。’

I've been paying him for four years, and think about how much time I've lost in those four years, just simply because I didn't ask that question."

但话说回来，就像你说的，他从来没提过这件事。

But also, to your point, he never mentioned it.

他自己也没意识到自己正处在一堵纸墙里。

He never knew he was in a paper wall himself.

WeWork 的第一年，我们只开了一栋楼。

First year of WeWork, we opened one building.

到了第九年，我们每天开两栋楼，遍布130个城市、50个国家，使用70种语言，每栋楼有10万平方英尺。

Year nine of WeWork, we opened two buildings a day in 130 cities, 50 countries, 70 languages, 100,000 square foot per building.

那就是每天20万平方英尺，也就是你们欧洲听众熟悉的2万平方米。

So that's 200,000 square foot a day, 20,000 square meter for you European listeners.

每天。

A day.

当年那些连做一两个项目都费劲的人，到了那时候已经成了领导者，带领公司实现了人类历史上最快的全球实体扩张之一。

A lot of the same people who are only capable of doing the one and two participate, were leaders by that time, of being able to do one of the fastest physical global growths the world's ever seen.

还是同一批人。

Same people.

当你学会，用你们的话说，突破那些看似不可逾越的障碍时，当你意识到一切皆有可能，你就会发现，这正是实现高速增长和强劲势头的秘诀。

As you learn to, in your words, go through paper walls, as you learn that anything is possible, suddenly this is the secret of high growth and momentum.

你今天能做到的事，如果公司开始快速增长，你会惊讶于自己在三个月、九个月后，甚至两年后回头看时，竟然拥有那样的潜力，简直不敢相信那就是你的能力上限。

Whatever you can do today, if your company starts growing fast, you'll be shocked what you'll be able to do in three months, nine months, and in two years, you're going to look back and not believe that that was your capacity.

我一直跟人们说，他们却总跟我说："哦，我做不到这个，这需要三个月时间。"

And I keep telling people and they tell me, "Oh, I can't do this, and this takes three months."

我就说："伙计们，我以前见过这种事被做成过。"

I say, "Guys, I've seen this done before.

别管了，我知道我们能行。

Forget I know we can do it.

现在容易多了。

It's easier now.

我已经经历过这些了。

I've already been there.

现在你只需要相信。

Now you just need to believe."

这又回到了信念的问题。

And it goes back to the belief.

然后我们就需要建立系统和流程。

Then we're going to need to put the systems and the processes in.

而如今有了技术，我觉得AI在这方面非常令人兴奋，你可以大大缩短很多事情的进程，做得更好。

And today with technology, and this is where I think AI is very exciting, you could shortcut a lot of these things and do a much better work.

但回到你刚才说的关于你公司的事情。

But back to what you said about your company.

我敢打赌，你最后一次和他们围坐在一起是什么时候？

I bet, when's the last time you sat with them in a circle?

有多少员工？

How many employees?

总共大约200人。

About 200 in total.

200人是个不小的数目。

200 is a big number.

但如果你从中挑出30个人——

But if you took 30 of them-

……让他们坐在一个房间里——

... sat in a room-

……然后真的问他们，你们个人在忙些什么？

... and actually asked them, what are you working on personally?

你们内心的那堵纸墙是什么？

What is your internal paper wall?

你内心的挑战是什么？

What is your internal challenge?

是什么在阻碍你？

What's stopping you?

然后他们就会很自在地谈论这些，接着作为团队，首先，他们的同事都会听到，然后不知不觉中，同事们就会来帮助他们。

And they got comfortable talking about it, and then as a group, first of all, all their peers would hear, and before you know it, their peers would help them.

“嘿，我记得你说过这对你来说是个挑战。

"Hey, I remember that you said that this is a challenge for you.

你缺乏安全感，不敢在公共场合讲话，有点爱评判别人，对自己太苛刻了。”

You're insecure, you don't talk in public, you're a little judgmental, you're too hard on yourself."

每个人都有自己的故事。

Every person has another story.

不知不觉中，一旦你让他们习惯在内部成长，这就会影响到你的业务在外部的发展。

Before you know it, the moment you get them used to grow internally, it will affect your business to grow externally.

在WeWork，业务增长的速度比我成长的速度还快。

In WeWork, the business grew faster than I could grow.

这就是一切出错的地方。

That's where everything went wrong.

我其实觉得，每当公司发展得比创始人快时，会发生两种情况之一。

I actually think whenever a company grows faster than its founder, one of two things will occur.

要么公司会崩溃，因为事情往往就是这样；要么，如果创始人奇迹般地能把一切稳住，据我的经验，他们也不会感到满足和快乐。

Either it will crash, because that's what happens, or if somehow, miraculously, that founder is able to keep it all together, in my experience, they're not fulfilled and happy.

如果他们不满足不快乐，那为什么还要做呢？

And if they're not fulfilled and happy, why do it?

对于正在听节目的创始人和那些想创业或想成长的人来说，努力有多重要？

How important, for the founders listening and for the people that want to build or become, is hard work?

因为关于努力，确实存在很大的争议。

Because there's a real debate around hard work.

有些人说工作与生活的平衡才是最重要的。

Some people say work-life balance is the ultimate.

有些人说，如果你是创始人，你就得每周工作100个小时。

Some people say if you're a founder, you've got to give 100-hour weeks.

啊。

Ah.

顺便说一句，我对这个问题有了新的看法。

By the way, new answer to that question.

它确实是最重要的，但我们需要先明确什么是努力。

It is the most important thing, but we have to define hard work.

作为创始人，努力不仅仅体现在你在办公室待了多久。

Hard work as a founder is not just limited to how many hours you put in the office.

作为创始人，努力工作的定义是你投入在业务上的时间有多少？

Hard work as a founder is how much time do you put on the business?

你投入在自己身上的时间又有多少呢？

How much time are you putting on yourself?

随着成长，你会成为一个更优秀的领导者。

As you grow, you will be a better leader.

你也将成为更出色的融资高手。

You will be a better money raiser.

你会更好地表达你的业务。

You will express your business better.

所以，努力工作是唯一的途径，你不能只投入一半。

So hard work is the only way to do it, and you can't be 50%.

还有一件事，创始人也都知道。

And here's something else that your founders know.

当我决定是否再次做Flow时，之所以这么难，是因为我知道没有所谓投入80%或90%这回事。

When I had to decide if I'm doing Flow again or not, the reason it was so hard is because I knew that there is no such thing as being 80% in or 90% in.

要么你100%投入，全力以赴，否则就不会成功。

Either you are 100% in and you're all in, or it's not going to work.

那么，努力有多重要？

So how important is hard work?

最重要的事情。

Most important thing.

什么是努力？

What is hard work?

一部分是关于生意的，一部分是关于你自己的。

Some of it is on the business, some of it is on you.

如果你结婚了，那也关系到你的婚姻关系。

If you're married, it's also on your relationship.

如果你有孩子，那也关系到你和孩子的关系。

If you have kids, it's also with your kids.

顺便说一句，那些有孩子的听众，如果你想知道自己需要改进什么，就听听你的孩子怎么说。

By the way, for those listeners who have kids, if you're ever wondering what you need to work on, just listen to your kids.

他们心里有数。

They know.

你刚才提到了那种神奇的事情，就是当一个人专注于某件事时会发生的事情。

There you were alluding to this magical thing that happens when one focuses on something.

你说如果你只投入90%，它就不起作用，但如果你100%投入，它就起作用了。

You were saying if you're 90% in it, it doesn't work, but if you're 100% in, it works.

这其中的魔力是什么，为什么这么不明显？

What is the magic that is unobvious with that?

当你百分之百投入的时候，就没有时间去怀疑。

When you're 100% in, there's no time for doubt.

没有时间去问问题。

There's no time for questions.

没有时间去害怕，因为你完全沉浸在其中。

There's no time for fear because you're so in it.

当你说‘哦，我可以在做这件事的同时找到工作与生活的平衡’时，你就不可能做出伟大的成就。

When you're, "Oh, I can find this work-life balance while doing it," you're not going to do something great.

就算你真的做到了什么，也远远达不到你的潜力。

And if you are, if you were to achieve something, it's not close to your potential.

但我要重新定义一下‘百分之百投入’是什么意思。

But again, I'm redefining what 100% in means.

我们之前聊过沃伦·巴菲特。

We talked about Warren Buffett.

他难道不是百分之百投入吗？

Was he not 100% in?

那当然。

Of course he is.

他的日程排得满满当当吗？

Does he have a full schedule?

才不是呢。

No way.

他特意留出空档，好去开重要的会议、读书，还有跟人交流。

He keeps it open so he can have the important meetings, so he can read, so he can connect.

投入百分之百的方式有很多种，但在我看来，人活着就必须全情投入。

There are different ways to be 100% in, but you must, in life, in my opinion, be 100% in.

这也是我为什么喜欢冲浪的原因。

That's why I love surfing.

冲浪的时候，如果你站在板上，不够专注或者没进入状态，马上就会被甩下来。

In surfing, when you're on the board on a wave, if you're not present and you're not in flow, you're knocked off that board.

那对于那些同时经营两家不同公司、追求两个不同使命的创始人来说呢？

What about founders that are doing two different businesses, pursuing two different missions?

还记得我在Flow里告诉过你的那句话吗？

Remember what I told you we say in Flow?

你不是埃隆。

You're not Elon.

我会告诉他们：“你不是埃隆。”

I would tell them, "You're not Elon."

埃隆能同时做两件不同的事。

Elon can do two different.

很少有人能做到。

Very few people.

他是我知道的少数几个例子之一。

He's one of the only examples I have.

杰克·多尔西。

Jack Dorsey.

地球上最顶尖的一些人能做到。

Some of the best on the planet can do.

但同时做两门生意真的很难。

But it's very hard to do two businesses at the same time.

做一门就已经够难的了。

It's hard enough to do one.

我想即使在那些情况下，他们也是通过把一门生意做得非常非常好，才积累了巨大的资源。

And I guess even in those cases, they built up tremendous resources by doing one really, really well.

再说，我的问题是，我不知道你想到的是哪位创始人，但你肯定遇到过这样的人。

Again, my question about, I don't know which founder you're thinking, but you've met people like that.

实际上，我遇到的那些同时做两门生意还小有成就的人，他们几乎不花时间在自己的个人成长上。

Really when I've met people doing two that are somewhat succeeding, they're spending no time on their own personal growth.

所以，他们因为第一门生意做得好而多出来的时间，他们用来做另一门生意，这通常在我看来，是逃避真正体验生活的一个借口。

So the extra time they have because they did their first business so well, they're using it to do another business, which usually, in my experience, is an excuse not to actually experience life for what it is.

如果你已经在做一门生意，而且它有意义、让你有成就感，那你为什么还需要另一门呢？

If you're already doing one and it's meaningful and it's fulfilling, why do you need another?

你在逃避什么？

What are you hiding from?

你其实没在做的是什么？

What is it that you're not actually doing?

这是我想问的。

Would be my question.

不过，也许他们是天才。

Now, maybe they're a miracle.

你好，我没能参加那个财务会议。

Hello, I wasn't able to make that finance meeting.

你能告诉我我错过了什么吗？

Can you tell me what I missed?

我面前的是Wispr Flow的新笔记工具，对我来说，它彻底改变了我的工作方式。

What I have in front of me is Wispr Flow's new note taker, and for me, it's been an absolute game changer.

我大部分时间都花在非常长的会议上，和很多不同的团队、不同的部门一起。

I spend most of my life sat in very, very long meetings with lots of different teams and lots of different departments.

任何一周，我可能都有40到50个会议，有时甚至更多。

In any given week, I could have 40, 50 meetings and sometimes more.

而且，我还会参加播客，里面有很多非常有趣的内容，我需要专注于对话。

But also, I sit in podcasts where lots of very interesting things get said, and I need to focus on the conversation.

Wispr Flow的笔记工具为我做的是，捕捉我整个星期发生的所有事情的完整背景。

What Wispr Flow's note taker does for me is it captures the entire context of everything that's happened throughout my entire week.

它会标注出谁说了什么。

It labels who the people are that said what.

我可以向它询问我可能忘记的事情、行动项，以及我说过要做但还没做的事情。

And I can ask it For things that I might have forgotten, for actions, things that I said I would do that I haven't yet done.

它正在构建我生活中所有事情的更广泛背景，这真是一个不可思议的超能力。

It's building this sort of broader context of everything that's happening in my life, and it's an incredible, incredible superpower.

我很高兴有这么多人在街上遇到我，因为你们知道我是Wispr Flow的投资者，并告诉我它如何改变了你们的生活。

I love the fact that so many of you come up to me in the street because you know I'm an investor in Wispr Flow and tell me how much it's changed your life.

这是生产力领域最不为人知的秘密。

It is the worst-kept secret in productivity.

如果你想试试，现在就前往wisprflow.ai/stephen下载并试用吧。

If you want to give it a go, head to wisprflow.ai/stephen to download it right now and give it a try.