【职场英语】微软元老离职信字字珠玑:回首职场生涯12年 - 娅洲翻译公司

本文是微软元老级职工Philip Su在2010年脱离微软时写下的离任信。信中字字珠玑,回忆了自己在微软作业的12年所感触和领悟到的职场真理。无论你是职场内行仍是职场新人,信赖都能从中取得一些启示。





Today was my last day at Microsoft, after 12 years straight out of college. I will start at Facebook next week as a developer in its Seattle office.

今日是我在微软的结尾一天。自从大学毕业,曩昔的 12 年里我一向都在微软作业。下周起,我将以一个程序员的身份在Facebook西雅图的作业室重新开端。





Below is the email I sent to Microsoft colleagues on my last day.  I loved Microsoft, every one of the past twelve awesome years.  Here’s to new adventures!

在微软的结尾一天,我给搭档们发了以下这封离任信。我爱微软,曩昔12年都是如此。如今将会迎候新的应战!





### Original email below ###

离任信原文





Microsoft has been an awesome place to work over the past twelve years.  Today is my last day.

曩昔的12 年里,我一向很喜爱在微软作业,可是今日是我在微软的结尾一天。





I’ve always been somewhat random, so I’d like to end this whole adventure true to form:  quirky, controversial, optimistic, seat-of-the-pants, with rarely a satisfying explanation.

我一向是一个比拟随意的人,所以我期望今日的信也一样是有特性的、有争议的、达观的、凭感受的,而能够没有让人读后很满足的答案。





Don’t look for coherence below – you won’t find it.  And if parts of this offend you, it’s probably because you don’t know me well enough – I offend people inadvertently all the time, almost as a rule.

请不要在我的信里找连贯性,由于你是不会找到的。若是有内容得罪了你,那你能够不太晓得我,由于我常常会在无意中得罪到他人,简直现已成为了规律。





Thanks for everything.

谢谢全部的全部。





In college, I never thought I’d work for Microsoft.  Then I interned in 1997 and fell in love:  free sodas, individual offices (with doors!), Pentium 66’s – what more could a coder ask?  Years later, my manager from the internship quit suddenly when his hard drive crashed, erasing weeks of code that hadn’t been checked in.  He said it was a sign from God.  I have no idea what he’s doing these days.

上大学时,我从来没有想过在微软作业。但我1997 年的时分在微软实习后,就对它一见钟情:免费的饮料、自己的作业室、飞跃66... 一个程序员还能需求啥?几年后,我实习时的老板俄然离任了。他电脑的硬盘其时发作了毛病,丢掉了几个月的作业。他说这是一个来自上天的预兆。我不晓得他如今人在哪里,在做些啥作业。





People often complain after getting a “bad” review that their manager has a distorted and inaccurate view of them.  Don’t you think that, of all the people in the world, the person reviewed would have the most biased view of their own performance?  I sometimes gently suggest this.  People don’t believe me.

大家在拿到一个欠好的成果检查后总是会诉苦老板和上级不公平而且不客观。可是你不觉得,每自己对自己的评估其实是最不客观的吗?我有时会平缓地通知他人这一点,可是没有人信。





Choose carbs.  Eat dessert first.

吃点碳水化合物。吃饭时先吃甜点。





Use Occam’s Razor in interpersonal relations:  look for the simplest, most straightforward explanation that assumes the best of everybody.  Stay away from people who always have a conspiracy theory involving twisted office politics, unfulfilled Machiavellian ambitions, and unspoken agendas.

在处置人际联系是,咱们大概运用奥卡姆剃刀原理(小编注:奥卡姆剃刀规律又称“奥康的剃刀”,是由14世纪逻辑学家、圣方济各会修士奥卡姆的威廉提出。这个原理称为“如无必要,勿增实体”,即“简略有用原理”。),也就是关于他人的举动,找到最简略,最信赖他人的解说。对那些爱搞作业室政治,明争暗斗的人敬而远之。





Anonymous college course evaluations often ask for the student’s grade in the class. Turns out that there’s a strong correlation between a student’s grade and their assessment of the professor’s abilities.  I don’t listen too carefully when a poor performer tells me how awful their previous manager was.  My ears perk up when a star performer constructively criticizes their management.

大学里的教授评估往往会参阅学生在那门课得到的成果,由于学生的成果与他对教授的评估有很明显的联系。我一般不会仔细听一个成果欠好的人对他老板的吐槽,可是若是一个成果好的人批判他的老板,我会洗耳恭听。





Bias towards action.  “Litebulb” will drain your soul.

不举动的话,闲谈会耗尽你的生命(Litebulb是微软内部的一个广泛论题评论组)。





Words matter.  Connotations matter.

字有表意,也有隐含的意思。





If you consistently deliver what the business needs most, and you do it well, it’s impossible not to get promoted.  People tell me this isn’t true, that it’s all about the people you know and about “visibility.”  I have no idea how to consistently deliver impactful business results without becoming visible as a side effect.  I hate it when developers ask me how to become “more visible.”  They hate it when I tell them to “do great work.”  They think I’m mocking them.

若是你不断做公司最需求的作业,你是必定会被重用的。有人说,不是的,人际联系和在人前体现自己更重要。我不理解,若是你继续做对公司含义很严重的作业,如何能够不被他人注重到。我很厌烦程序员问我如何才干在人前体现自己。他们也很厌烦我的答案“把作业做得更美丽”,觉得我是在挖苦他们。





Be genuine.  Never give advice for your own advantage.  I’ve never once counseled a person to join my team or to stay on my team because I needed them.

做一个真挚的人。给他人主张时不要思考自己的利益。我从没有压服过任何人参加我的团队,或许压服他们不要走,只是由于我需求他们。





Listen to understand.  Speak to be understood.

听人说话时尽量了解,说话时尽量简单让他人了解。





Good ideas are a dime a dozen.  Great ideas are usually laughed at.  Neither sees the light of day without you taking action.  Do the work to prove your idea, or stop talking about it.  In an entrepreneurship class in college, I pitched the idea of an online grocery delivery service and got laughed off stage.  Hurt, but convinced of my great genius, I returned the following week to pitch the idea of online movie rentals using the postal service.  I called it NetVideo.  Everyone thought it was absurd.  I used to tell this story to bolster what I thought was my streak of unrecognized, prognosticating technical genius.  These days, I tell the story to remind myself that in the end, only action and execution matter.

好的构思许多。巨大的构思常常会遭受讪笑,除非你去完结它。不要光说,用举动来证明你的点子。在大学的一门创业课里,我讲了一个网上租看和邮递电影光碟的点子,我其时把它起名叫“NetVideo”,全部人都觉得很荒诞。早年我讲这个故事是为了夸耀我其时多么有远见(指后来用一样点子发家的上市公司Netflix),可是如今我讲这个故事是想通知你,举动和履行是最重要的。





What’s your final level at Microsoft?  Please don’t say CEO or Technical Fellow – I can almost guarantee you it’s not.  A realistic appraisal helps you aim for the right things, and is also essential to happiness.  A VP once told me that he had already attained the highest position he’d ever reach at Microsoft. It wasn’t false humility.  It wasn’t sour grapes. He was confident in his abilities and ambitious about doing great work.  He was just more grounded and self-aware than many, and thus more content.  Don’t give up or sell out.  Just know yourself.

你在微软结尾的职位等级是啥?请不要说 CEO 或科技院士,由于我简直能够确保你达不到。对自己才干更实际的晓得会协助你更精确找到方针,而且也会让你愈加高兴。一位副总裁早年通知我, 他现已做到了他在微软能做的最高职位。这不是假谦善,也不是诉苦。他对自己很自傲,而且很有作业心。他只不过是对自己有很理解的晓得,而且懂得满足。不要抛弃,也不要出卖自己。可是你要正确晓得你自己。





If you only ever implement feedback that you agree with, you probably don’t need the feedback in the first place.  For feedback to be useful, you must at least occasionally consider implementing feedback that you don’t initially agree with.  How else will you discover your blind spots?

若是你只选用你附和的反应,那很有能够这些反应从一开端就不是你需求的。真实有价值的反应是那些你在一开端并不附和的反应。要不然,你如何去发现你的盲点?





Good people with good process will outperform good people with no process every time.–Grady Booch

有流程计划的人一般比没有流程计划的人能够做得十分好。——布奇(美国Rational软件工程公司的首席科学家和Booch办法的主创人)





Don’t fear process.  Fear bad people dictating process.  Fear process trying to make up for bad people.

不要惧怕流程。惧怕大家不能够很好的履行流程,惧怕不合适的人去履行流程。





I’ve managed almost 150 people across dev/test/PM. I estimate about 60% of employees think that they belong in the top 20% when ranked against their peers. I have never once had a person say that they belong in the bottom 10%.

我办理过150 人的开发团队。我估量60% 的人觉得自己大概是排名在前20%。我从来没有遇见过以为自己是排在结尾10% 的人。





What would Mini do?  (Incidentally, one of my managers once asked me, in all seriousness, whether I was Mini-Microsoft.  I guess you’ll find out after I leave.)

Mini 会如何做?(一个司理早年很严厉的问我,我是不是Mini-Microsoft。 等我脱离微软后,你们就会晓得了。)(小编注:Mini-Microsoft 是一个写微软底细的匿名博客,在微软内部有很大影响力)





In a company as large as Microsoft, I guarantee you’ll find someone higher level than you who you think is worse than you.  Don’t get stuck in this mental trap – it won’t motivate you to be your best.  Look instead towards the person you admire most at your level.  What can you learn from them?  What unique strengths might you have which they don’t have?

在微软这么大的公司中,你必定能够找出职位比你高,但你以为才干却不如你的人。可是你不大概钻这个牛角尖,由于这只会让你泄气。你大概做的是找到和你等级差不多的,可是你很敬服的人。你能从他们身上学到啥?你有啥他们不具备的长处?





A person is either passionate or they’re not.  People who expect their manager to make their jobs fun and interesting won’t get far.

一自己的热情是无法代替的。一个总是需求司理通知他去做啥的人是无法前进的。





Once, at a Pizza Hut counter, I noticed that all the pens meant for signing credit card receipts had little flowers attached to their tops.  Stuck together in a cup, the bunch of pens looked like a bouquet.  I asked the cashier whether this was a new Pizza Hut policy.  She said no – she had done it on her own.  What would you pay to have her in your company?

有一次在必胜客,我看到全部签信用卡的笔上都插上了小花,放在一同的时分看起来像一束鲜花。我问服务员,这是必胜客的新政策吗?她说不是,是她自己弄的。你是不是也很想聘任这样的职工?





Cynics don’t get anything done.  Stop talking to people whose first response is always skeptical.  They will crush you.

嫉恶如仇者并不能够做成作业。中止和一开端就置疑你的人评论疑问,由于他们会拖垮你。





I had a coworker in Money who, by the time I joined in 1998, had already been at Microsoft for 15 years and could probably buy the county I grew up in.  He drove a beat-up Datsun and coded every day in his office as an individual contributor.  There is no doubt in my mind that he knows what he loves.

我有一位搭档,他在我1998 年参加微软的时分现已在微软干了15 年,大概有满足的钱来买一栋楼。可是他每天仍是开一辆寒酸的Datsun 汽车来上班,来编程。说这不是他深爱的作业,会有谁信呢?





Tony Hsieh’s Delivering Happiness.  It may change your life.

去读谢家华的《三双鞋-美捷步总裁谢家华自述》吧,它会改动你的终身。(小编注:本书是“美捷步”(Zappos)首席履行官谢家华发明奇观的心路历程与商业哲学的精华萃取,共享了他在商场与日子中得到的名贵经历与经验。点此下载试读>>)





Offer me one great Microsoft engineer for five “solid” ones:  I gladly take the exchange.

给我一位优异的工程师,我会很愿意拿五个“还不错的”工程师跟你换。





Practice articulating positions you disagree with faithfully and persuasively.  Unless you can do this, you’re implicitly assuming that people who disagree with you are idiots.  Smart people understand why smart people disagree.

操练怎么有压服力的表达你不一样意的观念,若是你不这样做,你就会在心里暗骂与你“道不一样”的人是蠢货一个。聪明人会理解为啥其他聪明的人有时会不一样意。





People keep asking for executive accountability when something goes wrong.  When’s the last time you saw a line engineer take accountability – real, public accountability, the type that says, “I screwed up. This needs to go on my review.  I will make this right, or I will find another position”?

发作疑问的时分,大家总是让办理人担任职责。你啥时分见过底下的工程师说过:“这是我的错,大概写在我的成果检查里边。我会把它修好,或许辞去职务。”





The team you want to join is the one that’s hard to get into.

你最想参加的团队就是最难进的团队。





If it seems easy getting a bunch of great reviews, you’re probably working on the wrong team.

若是你很简单就能够得到许多很好的评估,或许这说明你进入了过错的团队。





Do you practice specific skills with repetition and intent?  Athletes do drills.  Musicians hone difficult passages.  What do you do?

你还在坚持操练你的技能么?运动员每天练习,音乐家也会演练更难的曲章。你呢?





Mentees sometimes ask for the secret to my moderate career success.  They’re disappointed when I tell them that it’s partially due to hard work.  It sounds trite and preachy, like a public service announcement, like I’m commending myself for breaking a light sweat.  As if they’d be more satisfied with an answer like, “I clawed my way up to middle management through shameless brownnosing.”  My first year at Microsoft, I had a sleeping bag in my office and worked all the time.  On weekends, I still write code to learn new technologies.  I regularly read books about leadership, communication, management, and technology.  Equally smart people fare differently in their careers partly based on the amount they’re willing to put in.  Anyone who tells you otherwise is selling something.

有些新职工会问我取得作业成功的诀窍。当我通知他们答案是“努力作业”时,他们一般会很绝望。这听起来像陈旧的说教,还像是自诩。若是我的答案是“我之所以能够爬到中层办理岗位是由于我很长于给上级拍马屁”,他们或许会更满足。我来微软的第一年就带了个睡袋到作业室,而且常常加班,周末的时分,我也是在写代码,学习新技能。我会看团队办理和怎么与人交流的书本。智慧适当的人在作业生涯上会有不一样的开展,首要是由于他们的支付有多有少。若是有人还有说法,那他能够是想向你“兜销”点啥。





Follow great people.  Work for great people.

跟从出色的人,为出色的人作业。





Above all else:  Integrity.  You must be able to trust who you work with and for.  Theodore Roosevelt once fired a rancher who stole some neighboring cattle and added them to Roosevelt’s herd.  When asked about this by incredulous friends, Roosevelt simply replied, “A man who steals for me will also steal from me.”

最重要的是:做人要诚信。你有必要信赖和你一同作业的人。罗斯福有一次开除了他的牧场主,由于那位牧场主偷了街坊的牛,然后把它们放到了罗斯福的牛群中。当他的兄弟问询他为啥时,罗斯福答复 “为我偷东西的人,也会从我这里偷东西。”





A PM once remarked of a former Microsoft VP known for being ultra-aggressive in meetings: “I’d rather have him pissing from my tent than into my tent.”  Everyone within earshot chuckled at this witty political insight.  I’d actually rather not have anybody pissing on any tents, mine or otherwise.

一位PM 早年评估过一位在会议上很具进攻性的副总裁,“我宁可让他从我这边往他人那里喷,而不是从他人那里往我这里喷。”听到的全部人都笑了。我更期望谁也别喷谁。





Organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.–Conway’s Law (Melvin Conway)

康威规律(Conway’s Law):“描绘体系的安排,结尾发作的描绘等同于安排之内、之间的交流布局。”





Don’t ship the org chart.–Steven Sinofsk

永久不要宣布安排的架构图。-Steven Sinofsky(史蒂文·辛诺夫斯基,微软Windows作业部主管)





You can control outcomes with three types of approaches:  a) People Control, where you decide who to hire, who to fire, and who to put in what positions;  b) Action Control, where you tell people what to do;  and c) Results Control, where you define the metrics of success.  Know when to use which.

你能够经过三种办法操控你的成果:1. 操控人,你能够挑选雇佣谁,辞退谁,把啥人放到啥方位上;2. 举动操控,你能够通知他们该做啥;C. 成果操控,你通知他们需求啥样的成果而衡量规范是啥。你要晓得啥时分适合用啥办法。





Isn’t it a neat feeling when you’re introduced to a coworker’s kids or spouse?  For a moment, the bubble of work is burst.  You imagine baseball games, music recitals, anniversary dinners.  I remind myself of this when I get frustrated at people.

当你被分析晓得搭档的孩子或许爱人时,这种感受是不是很好?在一会儿,作业和日子之间的隔膜不见了,你会联想到篮球,音乐会,庆祝晚宴等。当我对搭档不满足的时分,我就会用这些提示自己。





I love watching exceptional people do what they’re good at.  It amazes and inspires me.  I once saw an alleyway chef in Shanghai turn a basketball-sized clump of dough into hand-pulled noodles for a table of eight, amid a blur of arm movements in under a minute.  Ever watch speed stacking?  We each have astonishing potential.

我喜爱看到有才干的大家做他们最拿手的作业,由于这能够很好的鼓励我。我在上海的一个胡同里边看到一个大厨把一个篮球巨细的面团用手拉成了8 自己吃的面条,而且整个进程都在一分钟内完结。咱们每人都具有惊人的潜能。





Amidst some LCA controversy around “Dr. Who(m),” a site I worked very hard on creating after hours, I arrived at my office to find a handmade two-foot-high Dalek.  Someone had taken the time to print, cut, and tape together a mascot to support me.  What inspires people to this sort of kindness?  I still don’t know who did this for me – but if you’re reading this, thank you.

当我编写的Dr. Who 网站(微软内部查询人的东西)受到了法令事务部的一些反对时,有人把一个两英尺高的“Dalek”(小编注:Dalek,中文名为戴立克,是英国BBC闻名科幻电视剧《Doctor Who》(奥秘博士)中Doctor 最大的机器人生命体仇人。)塑像放在我的作业室里,表示支持。我如今还不晓得这是谁做的,可是若是你在读这封信,谢谢。





Spend time with people whether they’ll be “useful” to you someday or not.  Respond to emails whether from a VP or from a campus hire.  This advice will likely make you less “efficient.”  But it’s good advice nevertheless.

花时刻和其他人在一同,无论他们对你是不是“有用”。回复全部人的邮件,无论他是副总裁仍是一名大学实习生。这条主张你能够以为并不是格外“有用”,但它却是条好的主张。





We used to get Dove Bars and beers all the time.  It felt like free food was on offer at least once a week, usually with a pretense of some small milestone to celebrate.  Why did we cut stuff like this?  (I know the boring fiscal reasons why.  I’m asking the deeper why, as in, “Was it worth the savings?  Is Microsoft better now that we’ve cut these costs?”)

咱们早年常常会有免费的啤酒和吃的,根本每一个产物的巨细里程碑都会有一次庆祝。咱们为啥如今没有了?(我晓得财务上的缘由,但我想晓得更深层次的缘由。省那点钱值得吗?如今的微软比早年十分好了吗?)





One day, a sign appeared on a soda fridge in RedWest saying something to the effect of, “Did you know that drinks cost Microsoft [ed: millions of dollars] a year? Sodas are your perk at work.  Don’t bring them home.”  This depressed me on too many levels to enumerate, but I’ll toss out a few:

有一天, 一个标贴出如今微软雷德蒙西区的冰箱上,它是这样写的:“你晓得微软每年在饮料上要花费掉几百万美金吗?饮料是公司的,请不要带回家”。这使我十分抑郁的缘由许多,简略说几个:





1.Someone had enough time to get these signs professionally printed and affixed to our fridges.

有人有满足的时刻去把这些标牌做得很专业而且贴到了冰箱上。





2.It was someone’s salaried, 40-hour-a-week job to do things like this.

有人在领每周40小时的作业薪水,竟然有做这个作业的作业岗位。





3.Someone thought soda smuggling was a big enough “problem” at Microsoft to draw attention to it.

有人以为带走几瓶饮料会是一个很大的疑问,是值得微软去注重的作业。





How much soda can a person steal?  How much does that same person cost the company per hour in salary and benefits?  Our most interesting profits will come from capitalizing on huge opportunities, not from micromanaging costs.  I’m sure some finance person will lambast me for this, which would only further depress me.  Believe in our upside.  Focus on our upside.

一自己能带走几瓶饮料?相同一自己每小时的薪水和福利是多少?咱们最大的盈利是来自于咱们的潜能最大化,而不是咱们的本钱最小化。我信赖,财务人员看到这段话会揍我,这只会让我更懊丧。信赖咱们挣钱的才干,把注重力放在挣钱上面,而不是省钱。





Leadership is the art of getting people to want to do what you know must be done. This was told to me third hand; I’ve unfortunately lost the attribution.

带领和办理的艺术是让大家想去做你以为有必要要做的作业。这句话是我从他人那里批发过来的,可怜的是,我不晓得这是谁说的(小编注:听说这句话是美国第34任总统艾森豪威尔说的)。





What have you enjoyed most in your time at Microsoft?  What made that experience great?  How can you do more of that?

你在微软最开心的是啥时分?是啥让你这么开心?你如何能够做得十分好?





What would you do if you hit the lottery?  How can you do some of that right now?

若是中了彩票大奖,你会做啥?傍边有啥是你如今就能着手做的呢?





Individuals are the sole cause of anything that’s ever happened.

全部发作的全部都是从自己开端的。

 

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