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每个跑者都明白这一点。
Every runner knows this.
你不停地跑，一英里又一英里，却始终不清楚自己为何而跑。
You run and run, mile after mile, and you never quite know why.
你告诉自己，你是在奔向某个目标，追逐某种快感，但事实上，你跑步是因为停下来这件事让你恐惧至极。
You tell yourself that you're running towards some goal, chasing some rush, but really you run because the alternative, stopping, scares you to death.
所以1962年那个早晨，我对自己说，让别人去称你的想法疯狂吧。
So that morning in 1962, I told myself, let everyone else call your idea crazy.
继续跑下去。
Just keep going.
别停下。
Don't stop.
在到达之前，别考虑停下，也别太纠结那里究竟是哪里。
Don't even think about stopping until you get there, and don't give much thought to where there is.
无论发生什么，都别停下。
Whatever comes, just don't stop.
这是我突然间给自己提出的宝贵、先见之明且紧迫的建议，而我居然真的听从了。
That's the precious, prescient, urgent advice I managed to give myself out of the blue, and somehow managed to take.
半个世纪后，我相信这是最好的建议，也许是我们所有人唯一应该给出的建议。
Half a century later, I believed it's the best advice, and maybe the only advice any of us should ever give.
刚才那段摘自我要向你们介绍的这本书——菲尔·奈特的《鞋狗》。
That was an excerpt from the book I'm going to talk to you about today, which is Shoe Dog by Phil Knight.
如今，耐克看起来似乎理所当然，但近二十年来，这家公司每天都濒临死亡。
Today, Nike looks inevitable, but for nearly two decades, this company almost died daily.
真的就差一点。
It was that close.
两家银行抛弃了他。
Two banks dumped him.
他唯一的供应商试图取代他。
His only supplier tried to replace him.
联邦调查局展开了调查。
The FBI opened an investigation.
政府向他征收了一笔超过他们收入的关税账单。
The government hit him with a customs bill larger than their revenue.
但这还不是全部。
And that's not all.
菲爾在這些年裡的內心獨白非同尋常。
Phil's inner monologue during these years is extraordinary.
他在極端之間搖擺不定，一會兒狠狠責備自己，一會兒又用一些他並不太相信的積極肯定來勉勵自己繼續前行。
He swings between extremes, beating himself up in one moment, and then positive affirmations of things he doesn't quite believe to keep him going.
他也是一個異類，我說的是最正面意義上的異類。
He was also a misfit, and I mean that in the best way possible.
他是一個內向的人，在推銷百科全書時徹底失敗。
He's an introvert who bombed at selling encyclopedias.
他身邊圍繞著一群怪人：坐輪椅的男子、痴迷於寫信的人，以及別人都不看好卻被他選中的人。
He surrounded himself with oddballs, a guy in a wheelchair, an obsessive letter writer, people nobody else would have bet on.
他從不讚揚他們，甚至常常忽視他們。
He never praised them and often ignored them.
但他完全信任他们，而他们也以倾尽所有来回报这份信任。
But he trusted them completely, and they rewarded that trust by giving everything they had.
《鞋狗》是史上最出色的商业书籍之一，因为它真实地讲述了打造事业的真正感受。
Shoe Dog is one of the best business books ever written because it tells the truth about what building something actually feels like.
让我们从一些经验教训开始。
Let's start with some of the lessons.
第一课：信念是不可阻挡的。
Lesson one, belief is irresistible.
菲尔·奈特是个糟糕的销售员。
Phil Knight was a terrible salesman.
他曾经挨家挨户推销百科全书，痛恨每一刻。
He tried encyclopedias door to door and hated every moment.
他是个内向的人。
He was an introvert.
接下来他尝试了共同基金，虽然稍有起色，但那终究只是一份工作。
He tried mutual funds next, and while he was slightly better, it was a job.
然后他开始从汽车后备箱里销售日本跑鞋。
And then he started selling Japanese running shoes out of the trunk of his car.
而一些奇怪的事情发生了。
And something strange happened.
他根本停不下来地卖这些鞋。
He couldn't stop selling them.
他是这样解释的。
Here's how he explained it.
那么，卖鞋为什么如此不同呢？
So why was selling shoes so different?
因为我意识到这根本不是在销售。
Because I realized it wasn't selling.
我坚信跑步。
I believed in running.
我相信，如果人们每天出门跑上几英里，世界会变得更好。
I believed that if people got out and ran a few miles every day, the world would be a better place.
我相信这些鞋子更适合跑步。
And I believe these shoes were better to run-in.
人们感受到我的信念，也想拥有同样的信念。
People sensing my belief wanted some of that belief for themselves.
然后他写下了一句话，我在整本书中反复回味。
And then he writes a line I keep turning over for the rest of the book.
我决定，信念是关键。
Belief, I decided.
信念是无法抗拒的。
Belief is irresistible.
你可以学习世界上所有的销售技巧。
You can learn all the sales techniques in the world.
你可以研究说服力。
You can study persuasion.
你可以读遍每一本关于谈判的书。
You can read every negotiation book.
收听每一个播客。
Listen to every podcast.
但如果你对自己所创造的东西没有真正的信念，人们会立刻察觉到。
But if you don't genuinely believe in what you're building, people will sense it instantly.
反过来也是如此。
The reverse is also true.
真诚的信念具有传染性。
Genuine conviction is contagious.
你不再试图说服，而是开始吸引。
You stop persuading and start attracting.
在我与詹姆斯·克利尔的对话中，他是这么说的：如果你乐在其中，那你就会变得不可阻挡。
In my conversation with James Clear, he put it this way: If you're having fun, then you're dangerous.
你很难被超越。
You're hard to compete with.
菲尔·奈特乐在其中。
And Phil Knight was having fun.
他多年没有给自己发工资。
He didn't pay himself for years.
他并不是为了钱才做这件事。
He wasn't in it for the money.
耐克对他来说不是一份工作。
Nike wasn't a job.
它就是他本人。
It was him.
我的意思是，听听他是如何结束他的回忆录的。
I mean, just listen to how he closed his memoir.
这从来都不只是生意。
It's never just business.
它永远都不会只是生意。
It never will be.
如果它真的变成了单纯的生意，那就意味着商业已经非常糟糕了。
If it ever does become just business, that will mean that business is very bad.
第二课：快速失败，但拼尽全力不要失败。
Lesson two: Fail fast, but fight like hell not to.
两个词成为奈特的内心信条：快速失败。
Two words become Knight's internal mantra: Fail fast.
这来自一个从未真正失败过的人，听起来有些奇怪。
This is strange advice from someone who never actually fails.
不过，他确实曾濒临失败。
He comes close, though.
事实上，你可以说他十多年以来一直走在边缘。
In fact, you could say he lived on the edge for over a decade.
那么，‘快速失败’到底意味着什么？
So what does fail fast really mean?
不是你想象的那样。
Not what you think.
奈特并不是在庆祝失败。
Nyke isn't celebrating failure.
他极度不愿意失败。
He desperately does not want to fail.
你在他的回忆录的每一页都能感受到这一点。
You feel it on every page of his memoir.
在书的大部分内容中，他靠一些自己并不完全相信的积极自我暗示来维持自己，不断自我鼓励，渡过一个又一个危机。
Throughout a lot of the book, he's holding himself together with positive affirmations he doesn't fully believe, coaching himself through one crisis to the next.
但他做了一件斯多葛学派会认同的事。
But he does something the Stoics would recognize.
他思考最坏的情况。
He thinks about the worst case.
你这样做的原因并不是出于悲观。
The reason you do this isn't about pessimism.
而是为了改变你与恐惧的关系。
It's about changing your relationship with fear.
听听他是如何做到的。
Listen to how he does this.
如果耐克的前身Blue Ribbon倒闭了，我会身无分文，彻底垮掉。
If Blue Ribbon, which is the precursor to Nike, went bust, I'd have no money, and I'd be crushed.
但我也会获得一些宝贵的经验，可以应用到下一次创业中。
But I'd also have some valuable wisdom, which I could apply to the next business.
经验是一种无形的资产，但依然是资产，它足以证明这种风险是值得的。
Wisdom seemed an intangible asset, but an asset all the same, one that justified the risk.
他设想了最坏的结果，思考了它，并说他能接受。
He imagines the worst outcome, thinks about it, and says he'd be okay.
事实上，如果真的发生了，那也只是学费而已。
In fact, if it happened, it would just be tuition.
恐惧才是真正的敌人。
Fear is the real enemy.
恐惧才是阻止你到达目标的障碍。
Fear is the thing that stops you from getting where you want to go.
它恰恰在你需要最清晰判断的时候，蒙蔽了你的理智。
It clouds your judgment at the exact moment you need clarity most.
奈特在书中的后面进一步点明了这一点，他说：当你只看到问题时，你就看不清真相。
Knight nails this later in the book when he says, When you see only problems, you're not seeing clearly.
通过提前接受最坏的情况，他剥夺了它的力量。
By accepting the worst case scenario upfront, he took away its power.
恐惧不再蒙蔽他，让他看清了眼前的事实，而不是焦虑所虚构的东西。
Fear stopped blinding him, letting him see what was in front of him instead of what his anxiety invented.
这赋予了他敢于大胆尝试、全力以赴的力量。
And this gave him the power to take big swings and go for it.
第三课：让别人给你惊喜。
Lesson three, let people surprise you.
菲尔对待人的方法非同寻常。
Phil's approach to people was unorthodox.
事实上，有些人会称之为 outright neglect（公然忽视）。
In fact, some would have called it outright neglect.
他雇佣了怪人。
He hired oddballs.
想想杰夫·约翰逊，他第一个真正的销售员。
Consider Jeff Johnson, his first real salesman.
他从路上给奈特写了充满热情的信。
He wrote Knight passionate letters from the road.
他的信很长，每天都会来，里面充满了各种零散的见闻。
His letters were long, they came daily, and they were filled with random missives.
而奈特几乎从未回应或甚至注意过这些信。
And Knight barely acknowledged or even responded to these.
有时他坐下来打算回信，盯着纸张，意识到自己根本不知道从何说起，因为积压太多，于是又站了起来。
Sometimes he'd sit down to reply, stare at the page, realize he didn't even know where to start because he was so behind, and get up.
但到了第二天， anyway 又会有一封新信。
And by the next day, there'd be a new letter anyway.
奈特遵循的是一项从研究军事领袖、尤其是巴顿将军身上学到的原则。
Knight was following a principle he'd absorbed from studying military leaders, especially General Patton.
不要告诉人们该怎么做，告诉他们该做什么，然后让他们用结果给你惊喜。
Don't tell people how to do things, tell them what to do, and let them surprise you with the results.
以下是奈特自己的话。
Here's Knight in his own words.
我从所有自学关于英雄的经历中学到的一课是，他们话不多。
One lesson I took from all my homeschooling about the heroes was that they didn't say much.
没有一个话痨。
None was a blabbermouth.
没有一个事无巨细地管着别人。
None micromanaged.
所以我没有回复约翰逊，也没有去打扰他。
So I didn't answer Johnson, and I didn't pester him.
在告诉他该做什么之后，我期待他会给我惊喜。
Having told him what to do, I hoped that he would surprise me.
花几秒钟好好想想最后一句话。
Sit with that last line for a second.
在告诉他该做什么之后，我希望他会给我惊喜。
Having told him what to do, I hope that he would surprise me.
这就是管理与放手之间的区别。
This is the difference between managing and leaving.
如果你告诉别人该怎么做，你就把上限限制在了你自己的想象力之内。
If you tell someone how to do something, you cap the upside at your own imagination.
但如果你告诉他们该做什么，然后放手让他们去做，就为他们的想象力留出了空间。
But if you tell them what to do and you leave them alone, there's room for their imagination.
他们可能会给你惊喜。
They could surprise you.
他的团队用忠诚回报了这份信任。
His people rewarded that trust with devotion.
他们自称为‘屁股脸’，这个名字源于他们那些 brutally honest 的退修会，在那里没有想法是神圣不可侵犯的，每个人都是公平的靶子。
They called themselves Butt Faces, a name from their brutally honest retreats where no idea was sacred and everyone was fair game.
他们是一群历经磨难、为公司走过火海的怪才。
They were a band of misfits who had walked through the fire for the company.
并不是因为耐克付给他们高薪，他没有，多年以来都没有。
Not because Nike paid them well, he didn't, for years.
也不是因为他不断称赞他们。
Not because he praised them constantly.
他不是那种人。
He wasn't the type.
他们这么做是因为他看到了每个人身上被世界忽视的潜力。
They did it because he saw something in each of them that the world had missed.
当别人都不看好时，他却相信了他们。
He bet on them when nobody else would.
关于信任，似乎有两种相互竞争的世界观。
There seems to be two competing worldviews around trust.
有些人认为信任是赢得的，有些人则认为信任是给予的。
Some people think that you earn it, and some people think that you give it.
在这种情况下，菲尔慷慨地给予了信任，并赋予了真正的责任与自主权，人们则竭尽全力证明他是对的。
And in this case, Phil gave it generously with real responsibility and real autonomy, and people moved mountains to prove him right.
奈特的团队不仅仅是在为耐克工作。
Knight's team didn't just work for Nike.
他们就是耐克。
They were Nike.
第四课：让工作变得像游戏。
Lesson four, make work play.
人人都在谈论工作与生活的平衡，但奈特想要的恰恰相反。
Everyone talks about work life balance, but Knight wanted the opposite.
听听他在这里写的话。
Listen to what he writes here.
我每周在普华永道工作六天，清晨和深夜都在忙，所有周末和假期都泡在蓝丝带公司。
I was putting in six days a week at Pricewaterhouse, spending early mornings and late nights, and all weekends and vacations at Blue Ribbon.
没有朋友，没有锻炼，没有社交生活。
No friends, no exercise, no social life.
但我完全心满意足。
And wholly content.
我的生活确实失衡了，当然，但我并不在意。
My life was out of balance, sure, but I didn't care.
事实上，我甚至想要更多的不平衡，或者一种不同的不平衡。
In fact, I wanted even more imbalance, or a different kind of imbalance.
我希望把每一天的每一分钟都献给蓝丝带公司。
I wanted to dedicate every minute of every day to Blue Ribbon.
我从来不是个擅长多任务处理的人，也不觉得现在有必要开始改变。
And I'd never been a multitasker, and I didn't see any reason to start now.
我希望始终全神贯注。
I wanted to be present always.
我希望持续专注于真正重要的那一件事。
I wanted to focus constantly on the one task that really mattered.
如果我的生活注定只有工作没有娱乐，那我希望工作本身就是娱乐。
If my life was to be all work and no play, I wanted work to be play.
其中有两句话值得再听一遍。
Two lines in there deserve a second listen.
首先，我想要更多的不平衡。
First, I wanted even more imbalance.
他着迷了。
He's obsessed.
这可不是奋斗文化色情片。
This isn't hustle culture porn.
这是一个找到了人生事业的人。
This is someone who found their life's work.
工作就是生活，生活就是工作。
Work is life, and life is work.
第二，如果我的人生只能工作而没有娱乐，我希望工作能成为娱乐。
And second, if my life was to be all work and no play, I wanted work to be play.
这直接回到了信念的问题。
This connects directly back to belief.
当你深深相信自己正在创造的东西时，工作与娱乐的界限就会消失。
When you believe deeply in what you're building, the boundary between work and play dissolves.
你不是在强迫自己自律。
You're not forcing discipline.
工作在推着你向前。
The work is pulling you forward.
第五课：告别测试。
Lesson five: The Goodbye Test.
菲尔在书中写下了关于他约会的女性、他未来的妻子彭妮的一句最静默却最有力的话。
Phil writes one of the most quietly powerful lines in the book about the woman he's dating, his future wife, Penny.
他说，最简单的方式去了解你对某人的感受，就是说再见。
And he says, the single easiest way to find out how you feel about someone is to say goodbye.
他本意是说爱情，但这个原则适用于所有领域。
He meant it about love, but the principle applies everywhere.
布拉德·雅各布斯有一个评估团队的框架。
Brad Jacobs has a framework for evaluating your team.
他称之为ABC。
He calls it ABC.
当一个C级员工告诉你他们要离开时，你会感到如释重负。
When a C player tells you they're leaving, you feel relief.
当一个B级员工说同样的话时，你会想：我们会想念他们，但还能撑得住。
When a B player says the same thing you think, We'll miss them, but we'll manage.
但当一个A级员工走进你的办公室，告诉你他们要离开时，你会感到胃里一沉。
But when an A player walks into your office and says they're done, you feel a pit in your stomach.
你会几乎做任何事来留住他们。
You do almost anything to keep them.
这种直觉反应揭示了你真实的情感。
That gut response tells you the truth about how you feel.
当一个人还在你身边时，你并不总能意识到他们对你有多重要。
You don't always know what someone means to you while they're there.
只有当他们离开，或当你想象他们离开时，你才会明白。
You find out when they're gone, or when you imagine them gone.
这一点适用于所有人，从联合创始人、员工到朋友。
And this applies to everyone, from co founders, to employees, and friends.
如果你想弄清楚谁真正对你重要，就用告别测试来检验一下。
If you want to know who really matters to you, run them through the goodbye test.
第六课：一件事。
Lesson six: One thing.
菲尔总是感到不堪重负。
Phil was always overwhelmed.
危机太多，现金太少，一天的时间也不够用。
There were too many crises, too little cash, and not enough hours in the day.
但他有一种自律，支撑他度过了所有难关。
But he had a discipline that carried him through all of it.
他写道：我希望能始终专注于那一件真正重要的事。
And he writes, I wanted to focus constantly on the one task that really mattered.
他的团队也采纳了同样的原则：我们每个人都尽可能享受专注于一个小任务的愉悦。
His team adopted the same principle: Each of us found pleasure whenever possible in focusing on one small task.
我们经常说，一件事，能让思绪清晰。
One task, we often said, clears the mind.
奈特不想同时应对所有问题。
Knight didn't want to just tackle every problem at the same time.
他专注于最重要的事情，而忽略其他一切。
He focused on the most important ones, and ignored everything else.
关于他的专注力，还有一个值得注意的细节。
And there's one other detail that stood out about his focus.
在最艰难的时候，他刻意将注意力集中在正在顺利进行的事情上，而不是那些出问题的地方。
When things were toughest, he deliberately directed his attention to what was working and not what was broken.
他强迫自己关注积极的一面。
He forced himself to focus on the good.
好了，背景介绍完了。
Okay, that's the setup.
一个特立独行的人，带着一个疯狂的想法，一千美元的借款，以及那种让平衡变得无关紧要的执着。
A misfit with a crazy idea, a thousand borrowed dollars, and the kind of obsession that makes balance irrelevant.
现在，让我们来看看他创造了什么。
Now, let's get into what he built.
那是1962年。
So it's 1962.
菲尔24岁，坐在波特兰父亲家的客厅里，等待《马车》节目广告插播。
Phil is 24 years old, sitting in his father's TV room in Portland, waiting for a commercial break during Wagon Train.
他为要说的话排练了数周，但内心紧张，因为他即将提出的主意听起来疯狂至极。
He's rehearsed what he wants to say for weeks, but he's nervous because what he's about to propose sounds insane.
所以，爸，你还记得我在斯坦福时那个疯狂的想法吗？
So, dad, do you remember that crazy idea I had at Stanford?
这个疯狂的想法源自一篇研究论文。
The crazy idea came from a research paper.
菲尔是个跑步爱好者，水平足以在俄勒冈大学跟随传奇教练比尔·鲍尔曼训练。
Phil was a runner, good enough to compete at the University of Oregon under a legendary coach named Bill Bowerman.
他非常了解跑鞋，但同时也是一名商科学生，注意到了一件事。
So he knew running shoes, but he was also a business student, and he'd noticed something.
日本相机最近彻底打破了德国品牌主导的相机市场。
Japanese cameras had recently blown apart the German dominated camera market.
它们便宜得多，质量却同样出色，甚至更好。
They were much cheaper and just as good, if not better.
所以他的论文提出了一个简单的问题：日本跑鞋能否对德国跑鞋造成同样的冲击？
So his paper asked a simple question: Could Japanese running shoes do the same thing to German running shoes?
当时，阿迪达斯和彪马完全主宰了这个市场。
At the time, Adidas and Puma owned that world completely.
在1960年罗马奥运会上，75%的田径运动员穿着阿迪达斯。
At the nineteen sixty Rome Olympics, 75% of track and field athletes wore Adidas.
如果你是六十年代的认真跑者，那你穿的就一定是它。
If you were a serious runner in the sixties, that's what you wore.
于是，菲尔充满激情和专注地向同学们提出了他的想法，但他们却报以他所谓的‘僵硬的微笑和空洞的眼神’。
So Phil presented his idea to his classmates with passion and intensity, and they responded with what he called labored size and vacant stares.
他的教授给了他一个A，但其他人都不以为然。
His professor gave him an A, but nobody else cared.
但奈特无法停止思考这个想法。
But Knight couldn't stop thinking about it.
广告一播出，他就使出了浑身解数。
When the commercial hit, he laid it on thick.
你还记得我们聊过的事吗，爸爸？
Remember how we talked, dad?
我记得我说过我想去看看世界？
How I said I wanted to see the world?
喜马拉雅山、金字塔、死海，爸爸，死海。
The Himalayas, the Pyramids, the Dead Sea, dad, the Dead Sea.
嗯，我还在考虑顺道去一趟日本，爸爸。
Well, I'm also thinking of stopping off in Japan, dad.
你还记得我那个疯狂的想法吗？
Remember my crazy idea?
日本的跑鞋？
Japanese running shoes?
这可能会非常成功，爸爸。
It could be huge, dad.
非常成功。
Huge.
现在，他的父亲崇尚体面。
Now his father worshiped respectability.
你去上学，找份工作，买栋房子，过上正常的生活。
You go to school, you get a job, you buy a house, and you live a normal life.
而奈特所提出的，恰恰相反——是一次环游世界的背包旅行，去追逐一个进口鞋子的念头。
And what Knight was proposing was the opposite, backpacking trip around the world to chase an idea about importing shoes.
然后，一件意想不到的事情发生了。
And then something unexpected happens.
在电视闪烁的光线中，他的父亲从躺椅上向前倾身，说他一直后悔年轻时没有多去旅行。
In the flickering light of the television, his father rocks forward in his recliner and says he's always regretted not traveling more when he was young.
他说，这次旅行或许能为他儿子的教育画上完美的句号。
He says a trip might be the finishing touch to his son's education.
好的，他说。
Okay, he says.
好的，巴克。
Okay, Buck.
好的。
Okay.
于是菲尔向他道谢，赶在老人改变主意之前离开了。
So Phil thanks him and flees before the old man can change his mind.
他于1962年11月抵达日本。
He arrives in Japan in November 1962.
这个国家仍在从战争中恢复。
The country is still rebuilding from the war.
他挤在陌生人中间，乘坐七小时的火车从东京前往神户。
He takes a seven hour train ride from Tokyo to Kobe, packed against strangers.
他要去见一家名为鬼冢的公司高管，这家公司以“Tiger”品牌生产运动鞋。
He's going to meet executives at a company called Onitsuka, which makes athletic shoes under the brand name Tiger.
他们并不知道他会来。
They don't know he's coming.
事实上，他们从未听说过他。
In fact, they've never even heard of him.
所以他到达后，被带进一间会议室，四位高管围坐在一张桌子旁。
So when he gets there, he's escorted into this conference room with four executives seated around a table.
他们鞠躬，他也鞠躬，然后所有人都坐下。
And they bow, and he bows, and everyone sits.
接着，其中一人问道：‘您代表哪家公司？’
And then one of them asks, What company do you represent?
他顿时慌了。
And panic sets in.
他根本没有公司。
He doesn't have a company.
他的思绪飞快地回到童年，想起自己在田径比赛中佩戴过的蓝色丝带。
His mind races back to his childhood, to the blue ribbons he'd worn at track meets.
先生们，他说，我代表来自俄勒冈州波特兰的蓝带体育公司。
Gentlemen, he says, I represent Blue Ribbon Sports of Portland, Oregon.
当然，‘蓝带体育’并不存在，但只要他们给他一个机会，它就会存在。
Of course, Ribbon Sports doesn't exist, but it will if they give him a chance.
他此刻唯一拥有的，就是对自身所追求之事坚定不移的信念，而正是这种力量将创造出耐克。
The only thing he has going for himself right now is an unwavering belief in what he's trying to do, and it's the same force that will create Nike.
高管们感受到了他的坚定，这种信念具有感染力。
The executives feel his conviction, and it's contagious.
他开始阐述自己的提案。
He launches into his pitch.
这基本上是他斯坦福论文的再次呈现，却带着一个一无所有之人全部的热情。
It's basically his Stanford paper all over again, delivered with all the passion of a man who has nothing to lose.
日本鞋款能够占领美国市场。
Japanese shoes can capture the American market.
质量是有的。
The quality is there.
价格也合适。
The price is right.
他们只需要一个合适的分销商，一个了解美国跑者、本身也是跑者的人。
All they need is the right distributor, someone who knows American runners, someone who is a runner.
他讲完后，房间里一片长久的沉默。
When he finishes, there's a long silence.
高管们用日语快速地交头接耳，然后站起来离开了房间。
The executives confer in rapid Japanese talking over each other, and then they stand up and leave the room.
奈特独自坐在那里。
And Knight sits there.
他确信自己搞砸了。
He's certain he's blown it.
但几分钟后，他们带着鞋样回来了。
But a few minutes later, they come back carrying shoe samples.
他们想达成协议。
They want to make a deal.
菲尔订购了12双老虎牌鞋子，寄到他在俄勒冈州的父亲家。
Phil orders 12 samples of tigers shipped to his father's house in Oregon.
这笔交易很小。
The deal is tiny.
这几乎微不足道，但至少是个开始。
It's almost trivial, but it's a start.
他完成环球旅行后，在雅典的卫城前，在雅典娜·尼刻神庙前停下了脚步。
He finishes his trip around the world, and at the Acropolis in Athens, he stops in front of the temple of Athena Nike.
尼刻是希腊的胜利女神。
Nike is the Greek goddess of victory.
他感到自己与这个地方有一种难以言喻的联系。
He feels an inexplicable connection to the place.
他还无法知道，但很快，这个名字将成为体育界最著名的品牌。
He has no way of knowing it yet, but soon, that name will become the most famous brand in sports.
奈特于1963年回到俄勒冈，苦苦等待。
Knight returns to Oregon in 1963 and waits and waits.
鞋子整整一年后才到货。
The shoes don't arrive for a year.
在这段时间里，他找了一份会计工作。
During that time, he gets a job as an accountant.
所以在外人看来，他这个疯狂的想法似乎毫无进展。
So to the outside world, his crazy idea looks like it's gone nowhere.
他仍然和父母住在一起。
He's living with his parents still.
当样品终于到达时，他做了一件聪明的事。
When the samples finally arrive, he does something clever.
他寄了两双鞋给比尔·鲍尔曼，他在俄勒冈大学时的田径教练。
He sends two pairs to Bill Bowerman, his old track coach at Oregon.
理解当时鲍尔曼是谁很重要。
It's important to understand who Bowerman was at the time.
他是跑步界的尤达。
He was the Yoda of running.
他是全国乃至全世界最受尊敬的教练之一。
He was one of the most respected coaches in the country, in the world even.
他训练过奥运选手。
He trained Olympic athletes.
但让他与众不同的是那种痴迷。
But what made him different was an obsession.
他停不下来地改造鞋子。
He couldn't stop tinkering with shoes.
他会把鞋子拆开，减轻重量，加泡沫，尝试一切办法让他的运动员更有优势。
He'd cut them apart, shave off weight, add foam, try anything to give his runners an edge.
他用鱼皮做鞋子。
He made shoes out of fish skin.
他试验过袋鼠皮。
He experimented with kangaroo leather.
这人本质上是个恰好当田径教练的疯狂科学家。
The man was basically a mad scientist who happened to coach track.
所以奈特寄给他几双老虎鞋，希望鲍尔曼会喜欢，并可能推荐给一些运动员。
So Knight sends him Tigers, hoping that Bowerman might like them and maybe recommend them to a few athletes.
但他不只是喜欢，他还想参与其中。
But he doesn't just like them, he wants in.
于是在波特兰的科斯莫波利坦酒店的汉堡店，鲍尔曼向他提出了一个五五开的合伙提议。
So over at Hamburgers at the Cosmopolitan Hotel in Portland, Bowerman makes him an offer, a fiftyfifty partnership.
你不妨停下来想一想。
Stop and think about that for a second.
奈特是个毫无履历、身无分文、没有任何基础设施的年轻人，只是从他的普利茅斯汽车后备箱里卖鞋。
Knight is a kid with no track record, no money, no infrastructure, selling shoes out of the trunk of his Plymouth.
而美国最受尊敬的田径教练却坐在桌子对面，主动提出要与他合伙创业。
And the most respected track coach in America is sitting across the table offering to go house.
这可不是鲍尔曼对他一无所知。
It's not like Bowerman didn't know him at all.
他曾经是奈特的教练。
He used to coach him.
但这可是个巨大的飞跃。
But this is a big leap.
奈特望着对面这个他比对父亲更渴望获得认可的人，点了点头，答应了。
Knight looked across at the man whose approval he creeped even more than his father's and said yes.
他们握了手。
They shook hands.
他后来写道，他感觉自己仿佛在与上帝讨价还价。
He later wrote that he felt like he was daring to negotiate with God.
鲍尔曼并不是在做慈善。
Bowerman wasn't doing charity.
他在这位笨拙的年轻人身上看到了别人忽略的东西。
He saw something in this awkward young man that others had missed.
他足够信任自己的商业直觉，愿意为此投入真金白银。
He trusted his business sense enough to bet real money on it.
1964年1月25日，蓝带体育公司正式成立。
01/25/1964, Blue Ribbon Sports is officially born.
每位合伙人出资500美元。
Each partner puts in $500.
这一握手将价值数十亿美元。
That handshake would be worth billions.
在接下来的几年里，奈特过着双重生活。
For the next several years, Knight lives a double life.
白天，他是一名体面的会计师。
By day, he's a respectable accountant.
晚上和周末，他则是一名卖鞋的小贩。
By night and on weekends, he's a shoe peddler.
他开着他的绿色普利茅斯汽车穿梭于太平洋西北地区，打开后备箱，摆出老虎牌跑鞋，等待跑步者走近。
He drives his green Plymouth around the Pacific Northwest, pops open the trunk, lays out the Tigers, and waits for runners to wander over.
他跟他们谈论足弓支撑、缓震和重量。
He talks to them about pronation and cushioning and weight.
他倾听他们对现有鞋子的抱怨，并记录下所有问题所在。
He listens to their complaints about existing shoes, and makes notes about everything that's wrong.
他一直在销售。
And he sells.
起初卖得并不多。
Not a lot at first.
他第一年的收入是8000美元，第二年收入约为16000美元，接着是32000美元，每年的数字都翻倍。
His first year, Blue Ribbon grosses $8,000 The next year, they gross about $16,000 and then $32,000 Every year, the number doubles.
他笨拙内向，但请记住，信念是无法抗拒的。
He's awkward and introverted, but remember, belief is irresistible.
他相信跑步，也相信这些鞋子。
He believes in running, and he believes in these shoes.
跑步者能感受到他的坚定，这种信念具有传染性。
And runners can feel his conviction, and it's contagious.
当一个人如此全然地相信某件事时，我们会对此作出回应。
When someone believes in something so totally, we respond to it.
我们想要加入其中。
We want to buy in.
因此，他还做了一件看似显而易见、但在当时并不普遍的事。
So he also does something that seems obvious but wasn't common at the time.
他如实讲述产品的真相。
He tells the truth about the product.
如果鞋子有缺陷，他会坦率承认。
If the shoe has a flaw, he admits it.
如果某款鞋更适合某种脚型，他会如实说明。
If one model is better for a certain foot type, he says so.
即使这意味着要卖出更便宜的鞋子，他也不会夸大其词或过度推销。
Even if it means selling a cheaper shoe, he doesn't oversell and he doesn't exaggerate.
几年后，跑者们开始主动来找他。
After a few years, runners start seeking him out.
他们向朋友推荐。
They tell their friends.
教练们也会推荐蓝丝带品牌。
Coaches recommend Blue Ribbon.
这家公司逐渐建立了声誉。
The company develops a reputation.
这些人都懂行。
These guys know what they're talking about.
他们直言不讳。
They shoot straight.
随着蓝丝带公司的发展，奈特开始招聘。
As Blue Ribbon grows, Knight starts hiring.
他雇用的人并不是你所预期的那种。
And the people he hires are not what you'd expect.
他的第一位正式员工是杰夫·约翰逊，一名跑步者和前运动员。
His first real employee is Jeff Johnson, a runner and former competitor.
约翰逊非常执着。
Johnson is obsessive.
他给奈特写长篇大论的信，从鞋的设计到生命的意义无所不谈。
He writes Knight long rambling letters about everything from shoe design to the meaning of life.
而奈特几乎从不回信。
And Knight almost never writes back.
但约翰逊依然继续写下去。
Johnson keeps writing anyway.
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就像菲尔知道他渴望得到认可，而耐克却从不给予他。
It's like Phil knows that he wants his approval, and Knight never gives it to him.
接着是鲍勃·伍德尔，一位在意外事故后腰部以下瘫痪的跑者。
Then there's Bob Woodall, a runner who became paralyzed from the waist down after a freak accident.
菲尔毫不犹豫地雇用了他。
And Phil hires him without hesitation.
而伍德尔后来证明是公司里最有创造力的人之一。
And Woodall turns out to be one of the most resourceful people in the company.
然后是海耶斯和斯特拉瑟，一个个其他地方格格不入的怪人和边缘人，在蓝丝带公司，他们却找到了归属。
And then there's Hayes and Strasser, one by one the oddballs and misfits who didn't quite fit anywhere else, but at Blue Ribbon, they fit.
而这一点最令人惊叹。
And here's what's remarkable about this.
但耐克的管理方式并不仅仅如此。
Knight doesn't just manage, though.
绝非传统意义上的管理。
Not in any traditional sense.
他建立了一种完全基于信任的管理风格，尽管有些人可能会称之为疏忽。
He develops a management style based entirely on trust, though some would probably call it neglect.
他把东海岸交给约翰逊，让他开一家店，然后建一家工厂，而约翰逊根本没有制造经验。
He gives Johnson the East Coast, tells him to open a store, then a factory, and he has zero manufacturing experience.
他让伍德尔负责运营，而伍德尔也没有相关经验。
He puts Woodall in charge of operations, and he has no experience.
然后，菲尔就退到一旁。
And then Phil gets out of the way.
他完全信任他们。
He trusted them implicitly.
他后来表示，自己是在遵循巴顿将军的智慧。
He later said he was adhering to the wisdom of General Patton.
不要告诉人们怎么做，而是告诉他们做什么，然后让他们用成果让你惊喜。
Don't tell people how to do things, tell them what to do, and let them surprise you with the results.
因为他赋予他们自主权，他们便以忠诚回报他。
And because he trusted them with autonomy, they rewarded him with devotion.
他们是一群怪才，愿意为彼此、为公司赴汤蹈火。
They were a band of misfits who would walk through fire for each other and for the company.
但这并不是因为他的薪酬很高，至少在很多年里并不是。
And not because he paid them well, because he didn't, at least not for years.
相反，他看到了每个人身上被世界忽视的潜力，而他们用余生的职业生涯证明了他没错。
Instead, he saw something in each of them that the world had missed, and they spent the rest of their careers proving him right.
当奈特在组建他的团队时，鲍尔曼正在做他一贯做的事。
And while Knight was off building his team, Bowerman was doing what Bowerman always did.
他在捣鼓东西。
He was tinkering.
1971年的一个星期天早晨，他和妻子一起吃早餐，却一直盯着她的华夫饼机看。
And one Sunday morning in 1971, he's having breakfast with his wife, and he can't stop staring at her waffle iron.
他有了一个想法。
And he has an idea.
如果把橡胶倒进里面会怎么样？
What if he poured rubber into it?
如果这些华夫饼格子能变成鞋底的纹路呢？
What if those little waffle squares became treads on a shoe sole?
于是他拿起华夫饼烤盘，带到车间开始实验。
So he grabs the waffle iron, takes it into his workshop, and starts experimenting.
当然，他把华夫饼烤盘弄坏了。
And of course, he ruins the waffle iron.
虽然他妻子很不高兴，但这个实验的成果彻底改变了公司。
While his wife is not happy, what comes out of that experiment totally changes the company.
华夫饼鞋底比市场上任何其他鞋底抓地力都更强。
The waffle sole grips the ground better than anything on the market.
它在草地、跑道、柏油路上都能出色表现，而且还不增加重量。
It works on grass, on track, on pavement, all without adding weight.
这种想法在别人做出来之后看起来显而易见，但之前从来没人想到过。
It's the kind of idea that seems obvious after someone else does it, but nobody had done it.
这需要一个看到妻子厨房小家电，就想到跑鞋的人。
It took a guy who looked at his wife's kitchen appliance and thought, running shoes.
这种鞋底成为瓦楞训练鞋的基础，推动了20世纪70年代的跑步热潮。
And the sole becomes the foundation for the waffle trainer, which helps fuel the running boom of the 1970s.
这是他们第一个不是从其他工厂抄袭的产品。
It's their first product that isn't borrowed from somebody else's factory.
多年后，那台被毁的华夫饼机从垃圾堆里被找回。
And years later, that destroyed waffle iron is recovered from a garbage pit.
如今，它被陈列在耐克总部的展示柜中，证明创新并不需要昂贵的实验室或巨额预算。
And today, it sits on a display case at Nike headquarters, proof that innovation doesn't require an expensive lab or a big budget.
现在，故事变得黑暗了。
Now, here's where the story gets dark.
在整个60年代末和70年代初，蓝丝带公司迅速发展。
Throughout the late sixties and early seventies, Blue Ribbon grew fast.
销售额每年翻一番。
Sales doubled every year.
他们无法满足市场需求。
They can't keep up with demand.
菲尔·奈特的哲学是：人生就是成长。
Phil Knight's philosophy is life is growth.
你要么成长，要么死亡。
You grow or you die.
但增长正在吞噬他们。
But growth is killing them.
商业模式十分残酷。
The business model is brutal.
奈特必须在将日本的鞋子卖到美国之前，提前支付货款。
Knight has to pay for shoes from Japan months before he can sell them in America.
因此，他不断借贷，下订单，而这些订单他几乎负担不起，然后拼命销售，以便在下一批货物到达前还清贷款。
So he's constantly borrowing, placing orders he can barely afford, and then scrambling to sell enough to pay back the loans before the next shipment arrives.
这就像一台跑步机，而且速度越来越快。
It's a treadmill, and it's speeding up.
与此同时，他的供应商变得敌对。
Meanwhile, his supplier turns hostile.
鬼冢看到他做得这么好，便开始提出一个显而易见的问题：我们为什么需要中间商？
Onitsuka sees how well he's doing and starts asking the obvious question, why do we need a middleman?
他们开始寻找彻底绕过蓝丝带公司的方法。
They begin looking for ways to cut Blue Ribbon out entirely.
银行也忍无可忍了。
And the banks are done.
蓝丝带公司因杠杆过高，已被多家银行踢出。
Blue Ribbon has been kicked out of multiple banks for being too leveraged.
没人愿意再碰他们。
Nobody wants to touch them.
到1970年，公司已正式陷入破产。
By 1970, the company is legally in Sullivan.
他们手头一分钱都没有，银行的态度也越来越敌对。
They have zero cash, and the banks are getting hostile.
一批鞋子正停在码头，急需付款。
A shipment of shoes is sitting on the docks, and it needs to be paid for.
从任何有意义的角度来看，他们都已经完了。
In every meaningful sense, they're finished.
就在这时，鲍勃·伍德尔走进了奈特的办公室。
And then Bob Woodall rolls into Knight's office.
伍德尔，这位坐轮椅负责运营的人，告诉奈特他的父母愿意把毕生积蓄借给公司。
Woodall, the man in the wheelchair who runs operations, tells Knight that his parents want to lend the company their life savings.
五千美元，无息贷款。
$5,000 with no interest.
奈特震惊了。
Knight is stunned.
他开车前往伍德尔家，与鲍勃的父母坐在一起。
He drives to the Woodall house and sits with Bob's parents.
他看着这栋朴素的房屋，明白这些人并不富裕。
And he can see, looking at this modest home, that these people are not rich.
五千美元是他们相当大一部分的积蓄。
$5,000 is a lot of their savings.
他知道接受这张支票是鲁莽的。
He knows that taking this check is reckless.
如果公司失败，他将毁掉一位最忠诚员工父母的退休积蓄。
If the company fails, he will have destroyed the retirement of the parents of one of his most loyal employees.
他不想拿他们的钱，但他别无选择。
He doesn't want to take their money, but he has no choice.
然后他们问他是否还需要更多。
And then they ask if he needs more.
他们还有3000美元，这会让他们积蓄归零，但他们愿意这么做。
They have another $3,000 It'll drain their savings to zero, but they'll do it.
基恩说，是的，他必须接受。
And Knight says yes, he has to.
他手拿着支票走出门时，问惠特尔女士。
As he walks out the door, check-in hand, he asks Ms.
她为什么要这么做。
Whittle why she's doing this.
她看着他，说：如果你连你儿子工作的公司都不能信任，那你还能够信任谁呢？
She looks at him and says, If you can't trust the company your son is working for, then who can you trust?
想想这里正在发生什么。
Think about what's happening here.
没有任何电子表格能证明这项投资是合理的。
There was no spreadsheet that justified this investment.
没有任何银行愿意接触蓝丝带公司。
There was no bank that would touch Blue Ribbon.
但这位女士亲眼目睹了奈特在别人都不愿给予机会时，给了她瘫痪的儿子一个机会。
But this woman had watched Nate give her paralyzed son a chance when no one else would.
她看着他以尊重、真正的责任感和信任对待鲍勃。
She watched him treat Bob with respect, with real responsibility, and with trust.
她决定，一个愿意这样做事的人，值得倾注一切去支持。
And she decided that a man who would do that was worth betting everything on.
伍德尔的贷款赢得了时间，但并没有解决真正的问题。
The Woodall loan bought time, but it didn't fix the real problem.
奈特发现鬼冢正在积极寻找其他美国经销商。
Knight discovered that Onitsuka was actively shopping for other American distributors.
曾经给予他起步机会的公司，现在却想把他排除在外。
The company that gave him his start was now trying to cut him out.
构建蓝带公司的合作关系正在走向终结。
The partnership that built Blue Ribbon was dying.
奈特面临一个选择：是为一段已经死亡的关系而斗争，还是孤注一掷，打造自己的鞋子。
Knight faced a choice, fight for a relationship that was already dead or bet everything on making his own shoe.
在一家名为西束的日本贸易公司的帮助下，他找到了新的制造商。
And with help from a Japanese trading company called Nishu, he found new manufacturers.
他的团队开始设计自己的产品。
His team started designing their own products.
杰夫·约翰逊在梦中得到灵感，建议将公司命名为耐克。
Jeff Johnson suggested the name Nike after it came to him in a dream.
一名名叫卡罗琳·戴维森的平面设计学生以35美元设计了如今广为人知的勾形标志。
A graphic design student named Carolyn Davidson created the Swoosh logo that is so popular today for $35.
奈特看到它时的反应是：我不太喜欢，但它会慢慢让我爱上它。
Knight's reaction when he saw it was, I don't love it, but it will grow on me.
1972年，耐克在芝加哥举行的全国体育用品协会展会上首次亮相。
In 1972, Nike made its debut at the National Sporting Goods Association show in Chicago.
这些鞋子存在缺陷。
The shoes were flawed.
一些钩子图案歪歪扭扭，但买家足够信任蓝丝带，愿意给它们一次机会。
Some of the swooshes were crooked, but buyers trusted Blue Ribbon enough to give them a shot.
人们购买这些鞋子并不是因为它们完美无缺。
People didn't buy the shoes because they were perfect.
他们购买是因为他们相信背后的人。
They bought them because they believed in the people behind them.
于是耐克诞生了，但最严重的危机仍在前方。
So Nike was born, but the worst crisis was still coming.
当美国银行不愿提供融资时，西武提供了资金，提前从工厂采购鞋子，让耐克能用这笔现金来运营公司。
Nishu provided financing when American banks wouldn't, buying shoes from the factories up front so Nike could use his cash to actually run the business.
他们的利益完全一致。
Their incentives were perfectly aligned.
耐克卖出的鞋子越多，新平衡赚得就越多。
The more shoes that Nike sold, the more new shoe earned.
这是一段真正的合作关系。
It was a true partnership.
但后来加利福尼亚银行终止了合作。
But then the Bank of California pulled the plug.
他们受够了他激进的借贷行为。
They'd had enough of his aggressive borrowing.
他们把耐克列为客户后，还做了更糟糕的事。
They fired Nike as a client, and then they did something worse.
他们将此账户转交给了联邦调查局，因为他们怀疑存在欺诈行为。
They referred the account to the FBI because they suspected fraud.
如果没有银行融资，公司将在几周内崩溃，而奈特还可能面临刑事指控。
Without bank financing, the company would collapse within weeks, and now Knight might face criminal charges on top of it.
他只有一个选择，西久。
He had one option, Nishu.
但有个问题。
But there was a problem.
他一直在用西久的钱秘密资助新罕布什尔州的一家工厂。
He had been using Nishu's money to secretly fund a factory in New Hampshire.
他建这家工厂是为了减少对日本制造商的依赖，这是一个明智的长期决策，但也明显违反了他与西久的协议。
He built it to reduce his dependence on Japanese manufacturers, and it was a smart long term move, but it was also a clear violation of his agreement with Nishu.
他赌自己能瞒天过海，但现在他不得不被抓住了。
He gambled he could get away with it, and now he'd have to get caught.
于是，奈特走进了西久的办公室，坐在一位令人生畏的冷静高管对面，他私下里称这位高管为‘冰人’。
So Knight walked into Nishu's offices and sat across from a terrifyingly stoic executive that he privately called the Iceman.
他坦白了一切。
And he confessed everything.
银行已经解雇了他们。
The bank had fired them.
联邦调查局可能正在调查。
The FBI mite investigating.
顺便说一句，他一直在秘密将他们的资金转移到一个未经授权的工厂。
And oh, by the way, he'd been secretly diverting their money into an unauthorized factory.
他欺骗了合伙人，现在只能任人摆布。
He had deceived his partners, and now he was at their mercy.
冰人默默听完，然后看着他说道：‘比野心更糟糕的事情多的是。’
The Iceman took it all in, and then he looked at and he said, There are worse things than ambition.
接下来发生的事非同寻常。
What happened next is extraordinary.
冰人不仅原谅了耐克。
The Iceman didn't just forgive Nike.
他走进加利福尼亚银行，当场还清了耐克的全部债务，然后告诉银行，Nishu将终止与他们的合作关系。
He walked into the Bank of California, paid off Nike's entire debt on the spot, and then told the bank that Nishu would be terminating its own relationship with them.
好好想想这件事。
Let that sink in for a second.
一家价值一千亿美元的公司为了捍卫一家位于俄勒冈州的小型鞋业公司，竟然与一家大型美国银行彻底决裂。
A $100,000,000,000 company just burned a bridge with a major American bank to defend a tiny shoe operation based out of Oregon.
在还清债务后，冰人说了两个字：真愚蠢。
After he paid off the debt, the Iceman said two words, such stupidity.
奈特以为他是在说自己，但实际上他是在说那家银行。
And Knight thought he was talking about him, but he was talking about the bank.
接着，冰人继续说道：我不喜欢愚蠢。
Then the Iceman continued, I do not like stupidity.
人们太过关注数字了。
People pay too much attention to the numbers.
又出现了，贯穿整个耐克故事的模式。
There it is again, the pattern that runs through the entire Nike story.
冰人一直观察着这些人的行为。
The Iceman had watched these guys operate.
他亲眼看到他们如何对待他人，如何直面问题，如何关注产品。
He'd seen how they treated people, how they ran toward problems, how they cared about the product.
这些数字看起来很糟糕。
The numbers looked terrible.
他信任的是那个人，而不是资产负债表。
He trusted the man and not the balance sheet.
如今，耐克总部有一个花园以nishu命名，这是对一笔永远无法完全偿还的债务的小小致敬。
There's a garden at Nike headquarters today named after Nishu, a small tribute to a debt that can never be fully repaid.
在nishu的支持下，加上银行危机的过去，耐克进入了它的黄金时代，但这并非因为耐克有什么计划，而是因为美国人开始跑步了。
With Nishu's backing and the bank crisis behind them, Nike entered its golden age, but not because of anything Nike planned, because America started running.
1972年，一位毕业于耶鲁大学的美国人弗兰克·肖特在慕尼黑奥运会上赢得了马拉松冠军。
In 1972, a Yale educated American named Frank Shorter won the Olympic marathon in Munich.
美国广播公司对这场比赛进行了现场直播。
ABC broadcast it live.
数百万人观看了这位身材瘦削、意志坚定的运动员冲过终点线，某种变化由此发生。
Millions of people watched this lean, determined man cross the finish line, and something shifted.
跑步俱乐部纷纷涌现。
Running clubs popped up.
慢跑者出现在郊区的人行道上。
Joggers appeared on suburban sidewalks.
在20世纪70年代，纽约马拉松仅有127名完赛者。
In the nineteen seventies, the New York Marathon had 127 finishers.
到了十年末，参赛人数已达数万。
By the end of the decade, it had tens of thousands.
耐克并没有发起跑步热潮，但却是唯一做好准备迎接这一浪潮的公司。
Nike didn't start the running boom, but they were the only company ready for it.
他们乘上了这股浪潮。
They rode the wave.
Waffle训练鞋大受欢迎，因为它提供了更好的抓地力、更佳的缓震效果和更实惠的价格。
The waffle trainer caught fire because it's better traction, better cushioning, and a better price.
但让所有人，包括菲尔都感到惊讶的是，接下来发生的事。
But what surprised everyone, including Phil, was what happened next.
人们不再把它们脱下来了。
People stopped taking them off.
这是菲尔在书中写的内容。
And here's what Phil wrote in his book.
他说，看着这双鞋在1976年从流行配饰演变为文化符号，我有了一个想法。
He said, watching the shoe evolve in 1976 from popular accessory to cultural artifact, I had a thought.
人们可能会开始穿着这双鞋去上课、上班、逛超市，贯穿他们日常生活的方方面面。
People might start wearing this thing to class and the office and the grocery store and throughout their everyday lives.
直到那一刻，运动鞋还只是用于运动的。
Until that moment, athletic shoes were for athletics.
你穿着它们去跑步，然后就换掉。
You wore them to run, then you changed.
穿着跑鞋去超市购物这个想法是革命性的。
The idea of wearing running shoes to the grocery store was radical.
于是，奈特做了一个看似微小却影响巨大的决定。
So Knight made a small decision that turned out to be enormous.
他订购了蓝色的华夫鞋，以便搭配牛仔裤。
He ordered the waffle trainer in blue to go with jeans.
我们根本生产不过来。
We couldn't make enough.
零售商和销售代表们跪求我们发运尽可能多的瓦夫尔跑鞋。
Retailers and sales reps were on their knees pleading for all the waffle trainers we could ship.
蓝色的鞋子搭配蓝色的牛仔裤。
Blue shoes and blue jeans.
就在那一刻，耐克不再仅仅是一家跑步公司，而是开始转型为一种生活方式品牌。
That's the moment Nike stopped being a running company and started becoming a lifestyle brand.
他们不再仅仅销售性能。
They weren't just selling performance anymore.
他们销售的是身份认同。
They were selling identity.
他们也意识到了运动员代言的力量。
They also realized the power of athlete endorsements.
然后，就像现在一样，他们瞄准了最顶尖的运动员。
And then, as in now, they went after the best.
他们签下了史蒂夫·普雷方丹。
They landed Steve Prefontaine.
当时，普雷在2000米到10000米的所有美国纪录中都名列前茅。
At the time, Pre had every American record from 2,000 to 10,000 meters.
他张扬、叛逆，却对这项运动无比忠诚。
He was brash, rebellious and utterly devoted to the sport.
他不仅仅是穿着耐克。
He didn't just wear Nike.
他就是耐克。
He was Nike.
菲尔·奈特后来称他为耐克的灵魂。
Phil Knight later called him the soul of Nike.
但1975年，普雷在一场车祸中去世，年仅24岁，公司因此深受打击。
But when Prie died in a car accident in 1975, at just 24, the company was devastated.
但他的精神已融入了公司的血脉之中。
But his spirit became part of their DNA.
如今，他们的校园里有一座以他命名的建筑，甚至还有一座雕像。
There's a building at their campus today named after him and even a statue.
到了20世纪70年代末，耐克的销售额达到了2.7亿美元，占据了美国运动鞋市场的一半。
At the end of the 1970s, Nike sales hit $270,000,000 They'd captured half of the American athletic shoe market.
他们在美國已經超越了阿迪达斯。
They'd passed Adidas in The United States.
一次握手和一千美元，最终成就了美国体育界最知名的品牌。
A handshake and a thousand dollars had turned into the biggest name in American sports.
但增长也带来了自己的问题。
But growth created its own problems.
他们越大，消耗的资金就越多。
The bigger they got, the more cash they consumed.
他们消耗的资金越多，就越容易受到外部不可控因素的影响。
And the more cash they consumed, the more vulnerable it became to forces beyond its control.
就在耐克刚刚站稳脚跟时，竞争对手却找到了一种武器。
Just when Nike found its footing, its competitors found a weapon.
美国老牌鞋业公司眼睁睁看着这个来自俄勒冈的小公司十年来蚕食他们的市场份额。
The established American shoe companies had watched this upstart from Oregon eat their market share for a decade.
他们在产品上赢不了耐克，在价格上也赢不了耐克。
They couldn't beat Nike on product and they couldn't beat them on price.
于是他们去了华盛顿。
So they went to Washington.
他们翻出了一项冷门的海关规定，允许政府不根据耐克在海外实际支付的鞋款价格，而是根据国内类似美国制造鞋款的售价来重新计算进口关税。
They dug up an obscure customs rule that let the government recalculate import duties, not based on what Nike actually paid for shoes overseas, but what on similar American made shoes sold for domestically.
两者之间的差额巨大，而且这项规定被追溯适用。
The difference was enormous, and they got it applied retroactively.
海关账单高达2500万美元，而当时耐克的全部年收入仅为2400万美元，政府要求的金额超过了公司一年的总收入。
The customs bill was $25,000,000 Nike's entire revenue at the time was $24,000,000 The government was demanding more than the company earned in a year.
菲尔怒不可遏。
Phil was furious.
耐克并没有违反任何法律。
Nike hadn't broken any law.
这些鞋子是合法进口的。
The shoes were imported legally.
当时关税已正确缴纳。
Duties were paid correctly at the time.
这是竞争对手在市场中无法取胜后，利用一项追溯性规则进行打压。
This was a retroactive rule change weaponized by competitors who couldn't win in the market.
于是他们转而试图在官僚体系中取胜。
So they tried to win in a bureaucracy.
他第一次涉足政治。
For the first time, he went political.
他聘请了游说者。
He hired lobbyists.
他投放了电视广告。
He ran TV ads.
他辩称这并非关于保护美国就业。
He argued this wasn't about protecting American jobs.
这实际上是关于保护美国公司免受竞争。
It was about protecting American companies from competition.
这场斗争持续了多年，菲尔·奈特将其描述为他一生中最紧张的时期之一，考虑到他此前经历过的种种磨难，这足以说明问题。
The battle dragged on for years, and Phil Knight described it as one of the most stressful periods of his life, which given everything else he'd survived, tells you something.
他曾有过一段时间，相信他们会输掉这场斗争，认为这种任意的官僚武器会完成银行、供应商和联邦调查局都未能做到的事。
There were moments he believed they would lose, that this arbitrary bureaucratic weapon would accomplish what banks, suppliers, and the FBI had all failed to do.
耐克最终以900万美元达成和解，这在当时仍是一笔惊人的金额。
Nike eventually settled for $9,000,000 still a staggering sum at the time.
这场关税战争让菲尔·奈特明白了一个每个成功创业者最终都会学到的道理：成功会招来敌人。
The customs war taught Phil Knight something every successful founder eventually learns: Winning creates enemies.
那些在市场中无法击败你的人，会试图在法庭上、在媒体上、在政府的走廊里击败你。
The people who can't beat you in the market will try to beat you in court, in the press, in the halls of government.
成功并不会终结斗争。
Success doesn't end the fight.
它只是改变了战场。
It changes the arena.
但这场战争也迫使耐克公司做出一个他们多年来一直抗拒的决定。
But the war also forced a decision on the buttfaces, one that they had resisted for years.
耐克需要一笔战争资金。
Nike needed a war chest.
它需要资源来应对接下来可能出现的任何挑战。
It needed resources to survive whatever came next.
这家建立在握手与忠诚基础上的公司即将上市。
The company that had been built on a handshake and loyalty was about to go public.
1980年12月2日，耐克以每股22美元的价格上市。
On 12/02/1980, Nike went public at twenty two dollars a share.
到首个交易日结束时，公司的估值已达数亿美元。
By the end of its first day of trading, the company is valued at hundreds of millions of dollars.
菲尔·奈特，那个向父亲借了一千美元、为追逐一个疯狂想法远赴半个地球的年轻人，账面上的身家已达约一亿七千万美元。
Phil Knight, the kid who borrowed a thousand dollars from his father to chase a crazy idea halfway around the world, is worth about 170,000,000 on paper.
但他并不将那一天称为胜利。
But he doesn't describe that day as a triumph.
他将这一天描述为一种死亡。
He describes it as a kind of death.
他一手建立的这个充满信任、充满活力的公司，如今已成为一家上市公司。
This scrappy trust based company he built was now a public corporation.
脚跟帮们将要向分析师们汇报。
The butt faces would answer to analysts.
他召集了最初一起创业的那群怪才，他们默默坐在一起。
He gathered his original team, the misfits who'd built this thing with him, and they sat together in silence.
他们赢了。
They'd won.
他们真的赢了，但有些东西也在终结。
They'd actually won, but something was ending too.
菲尔·奈特写道：我想打造一个能长久存在的东西，但我也希望它能保持足够小，让人感觉像一个大家庭。
Phil Knight writes, I wanted to build something that would last, but I also wanted to build something that would stay small enough to feel like family.
你无法两者兼得。
You can't have both.
这就是每个成功公司核心所面临的取舍。
That's the trade off at the heart of every company that succeeds.
你可以保持小型化并维护文化，也可以发展壮大并改变世界。
You can stay small and preserve the culture, or you can grow and change the world.
但这真的很难做到。
And it's really hard to do.
菲尔·奈特选择了发展。
And Phil Knight chose growth.
他余下的职业生涯都在哀悼这一选择的代价。
He spent the rest of his career mourning what it cost.
几十年后，经历了关税战争、劳工争议以及无止境地渗透到体育各个领域之后，故事又回到了原点。
Decades later, after the customs war, the labor controversies, and the endless expansion into every corner of sports, the story circles back to where it all started.
2005年，勒布朗·詹姆斯请求与菲尔·奈特私下谈谈。
In 2005, LeBron James asked for a private word with Phil Knight.
耐克在勒布朗打过一场职业比赛之前，就已签下这位少年。
Nike had signed LeBron as a teenager before he had played a single professional game.
数百万美元投在一个来自俄亥俄州阿克伦的无名少年身上。
Millions of dollars on an unproven kid from Akron, Ohio.
而勒布朗送给菲尔·奈特一份礼物。
And LeBron handed Phil Knight a gift.
那是一块1972年的劳力士手表，正是耐克成立的那一年。
It was a Rolex from 1972, the year Nike was founded.
表背刻着：感谢你对我抱有信任。
And engraved on the back, it said, with thanks for taking a chance on me.
菲尔·奈特站在那里，握着那块手表，整个旅程仿佛浓缩为一个瞬间。
Phil Knight stood there holding that watch, and the whole journey collapsed into a single frame.
当这个疯狂的想法毫无道理时，他的父亲曾相信过他。
His father took a chance on him when the crazy idea made no sense.
鲍尔曼曾在科斯莫波利坦酒店的汉堡桌上赌了他一把。
Bowerman took a chance over hamburgers at the Cosmopolitan Hotel.
鲍勃·伍德尔的父母拿出了全部积蓄，不收任何利息。
Bob Woodall's parents handed over their entire life savings with no interest.
尼舒在联邦调查局逼近时还清了债务，而如今勒布朗正在感谢菲尔·奈特，像当年所有人对他所做的那样给予信任。
Nishu paid off his debts when the FBI was circling, and now LeBron was thanking Phil Knight for doing the same thing all the people had done for him.
这个疯狂的念头之所以成功，是因为人们信任那个敢于追求它的人。
The crazy idea only worked because people trusted the man crazy enough to pursue it.
菲尔·奈特一生都在努力配得上这份信任。
And Phil Knight spent his entire career trying to be worthy of that trust.
并不总是完美，也不总是优雅，但始终坚定不移。
Not always perfectly, not always gracefully, but relentlessly.
这就是菲尔·奈特的启示。
That's the lesson of Phil Knight.
这就是耐克的启示。
That's the lesson of Nike.
感谢您与我一同聆听与学习。
Thank you for listening and learning with me.
我们下周再见。
I'll see you next week.
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