復習筆記

詞匯

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Para 1

Qatar ?n.卡塔爾

trophy??n.獎品，獎杯

rituals?n.習慣，老規(guī)矩

unfold?v.展示，透露

wall charts ?n.掛圖

pundit?n.專家，權威

tournament?n.錦標賽，聯賽

clog ?v.阻塞，堵塞

lean ?v.傾斜

horn ??n.（汽車）喇叭；（還有角，號（樂器）的意思）

drivel ?n.蠢話，廢話

Para 2

hang around 閑逛

whistle?n.哨子

cut-out-and-keep 剪切保存

narrative?n.講故事，敘述

Para 3

instill?v.逐步培養(yǎng)，灌輸

bond?n.紐帶，聯系，關系

unwavering ?adj.不動搖的，始終如一的，堅定的

underperform?v.表現不好

oxytocin ?n.催產素

scarlet ?adj.鮮紅的

utter?adj.完全的，徹底的

contempt?n.蔑視

suppress?v.抑制，忍住

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Para 4

obsessive??adj. 著迷的

immerse??v. 沉浸在

build-up?n.準備期

your opposite number??對手

Netflix?網飛，流媒體公司

short??n.短褲

pitch?n.場地，球場

rigorous?adj.謹慎的，細致的

gut?n.直覺，本能

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Para 5

purpose??n.意志，毅力，決心

venue??n.活動場地

mired?adj.陷入困境

controversy??n.（公開的）爭論，爭議，論戰(zhàn)

swirl?v.起旋渦，打旋

wristband?n.腕帶

incredibly??adv. 極端地，極其

astute?adj.精明的，狡猾的

cretin?n.傻瓜，白癡

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Para 6

eschew ?v.避開

come first 首要；第一

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Para 7

spherical ?adj.球形的

diversity ?v.增加…品種；從事多種經營；擴大業(yè)務范圍

hand gestures 手勢

split-second adj. 一瞬間作出的；做的非常精確的

20-somethings 二十多歲的人

Para 8

dubious ??adj.懷疑的

premise ??n.前提；假定

entity?n.實體

halo effect?暈輪效應，人在知覺中形成的以點概面或以偏概全的主觀印象

high-flying?adj.十分成功的

world-beating?adj.天下無雙的

world-beater??n.天下無雙的人

Para9

pool??n.備用人員

Bartleby

巴特爾比

Management balls

足球管理

What you can/cannot learn from the success of football’s next World Cup winners

你可以或不可以從這屆世界杯冠軍的成功中學到什么

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1 ON DECEMBER 18TH the winners of the football World Cup in Qatar will lift the famous golden trophy. Several rituals will then unfold. The final entry will be made on fans’ wall charts. Pundits will share their lists of players of the tournament. In the victors’ home country, cars will clog the streets and drivers will lean on their horns. And in the days that follow, leadership coaches will post drivel about the secrets to be learned from the successful manager.

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12月18日，卡塔爾世界杯冠軍將舉起著名的金色獎杯，幾個傳統(tǒng)也將隨之展開。球迷的掛圖上將會有最后的入場記錄，專家們將分享他們的比賽球員名單，在勝利者的家鄉(xiāng)，汽車將街道堵得水泄不通，司機不停地按下喇叭。在隨后的日子里，領導球隊的教練將發(fā)表關于成功秘訣的廢話，這些秘訣都是從成功的經理人身上學來的。

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2 But why wait till the end of the World Cup to find out how Hansi Flick of Germany, Didier Deschamps of France or whoever actually wins did it? Why even hang around for the start of the tournament on November 20th? Before a whistle has been blown and a ball has been kicked, here is your cut-out-and-keep guide to what bosses everywhere can learn from the winning manager (WM). All you have to do is delete anything that doesn’t quite fit the narrative.

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但是，為什么要等到世界杯結束后才知道德國隊的漢斯·弗利克、法國隊的迪迪埃-德尚或任何真正奪冠的人是如何做到的？甚至為什么要徘徊在11月20日比賽開始之前？在哨聲響起和開球之前，后文是你需要剪裁和保存的指南，它說明各地的老板可以從冠軍教練（WM）那里學到一些。你所要做的就是刪除任何不完全符合敘述的內容。

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3 Team spirit. The WM instilled a tight bond among the team by showing them unwavering support/creating an atmosphere of fear. He was known for putting his arms around the shoulders/hands around the necks of underperforming players. His oxytocin-releasing bearhugs/scarlet-faced rages ensured that a group of elite performers relaxed/did not relax. “He showed us love/utter contempt and we all responded to that,” said a man in shorts from the winning team. The power of empathy/barely suppressed terror will surely not be lost on managers in the workplace.

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團隊精神。冠軍教練通過向團隊展示堅定不移的支持或者創(chuàng)造一種恐懼的氛圍，在團隊中鑄造了一種緊密的聯系。他以摟著表現不佳的球員的肩膀或者把手放在他們脖子上而聞名。他以釋放催產素的熊抱或者滿臉通紅的怒火確保了一群精英球員的放松或不放松。"他向我們展示了愛或者徹底的蔑視。“我們都對此做出了回應。"來自獲勝球隊的一名短褲男子說。同理心或者僅僅是壓制的恐怖力量肯定不會被工作場所的管理人員所忽視。

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4 Data. The WM obsessively immerses himself in data/does not know how to turn on a computer. In the build-up to each game he took each player through a detailed analysis of his opposite number/encouraged everyone to play table tennis. After the matches were over he watched videos of each game/Netflix. “He planned everything in minute detail/told us to just go out there and have fun,” said another happy man in shorts. In the office, as on the pitch, rigorous analysis/gut instinct is often the difference between success and failure.

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數據。冠軍教練癡迷地沉浸在數據中或者壓根不知道如何打開電腦。在每場比賽的準備階段，他帶著每個球員對他的對手進行詳細的分析或者干脆鼓勵大家去打乒乓球。比賽結束后，他觀看了每場比賽的視頻或者在看Netflix。"他把一切都計劃得很詳細或者告訴我們只要出去放松玩耍就可以了，"另一個穿著短褲的快樂男人說。辦公室就像球場一樣，嚴格的分析或者憑借直覺往往是成功和失敗的區(qū)別。

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5 Purpose. The choice of Qatar as a venue for the World Cup was mired in controversy from the start; questions have swirled about corruption, human rights and worker safety. The WM turned these concerns to his advantage/seemed totally unaware of them. He made it clear that the team were ambassadors for the sport/only there to win. His decision to always wear a rainbow-coloured wristband/refuse to answer any questions about the host country was incredibly astute. “He gave us a much-needed sense of purpose,” recalled one of his players. “Only an absolute cretin would have wondered what we were in Qatar to do,” said another.

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決心。選擇卡塔爾作為世界杯的舉辦地，從一開始就陷入了爭議；關于腐敗、人權和工人安全的問題不斷涌現。世界杯主席將這些問題轉化為他的優(yōu)勢或者似乎完全沒有意識到。他明確表示，球隊是這項運動的大使或者只是為了贏得比賽。他決定一直戴著彩虹色的腕帶或者拒絕回答任何關于東道國的問題，這一點非常精明。"他給了我們一種非?？少F的意義，"一名球員回憶說。"只有一個純粹的白癡才會想知道我們來卡塔爾做什么，"另一位說。

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6 Stars. The WM built his whole team around/eschewed the very idea of a star player. “A superstar like Neymar/Harry Maguire/someone else has to be given freedom to express himself/realise that the team comes first,” he said afterwards. Every organisation will have its own outstanding performers. The clear message from this World Cup is that they should sometimes/never be given special treatment.

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球星。冠軍教練將他的整個團隊圍繞或者避免明星球員建立。"像內馬爾或哈里-馬奎爾還是其他這樣的超級球星都必須有自由來表達自己或者意識到團隊是第一位的，"經理事后說。每個組織都會有表現杰出的人。本屆世界杯傳遞出的明確信息是，他們有時或者永遠不應該被特殊對待。

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7 There is an alternative way of thinking about the lessons for corporate managers from an event like the World Cup: there are none. First, the jobs are wholly different. Football managers don’t need to change strategy because the market is shifting (“we will use our excellence in the field of spherical objects to diversify into basketball”). Corporate bosses do not tend to get customer feedback from people making hand gestures in a crowd. Nor do their career prospects usually rely on the split-second decision-making of a bunch of talented 20-somethings.

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關于企業(yè)經理人可以從世界杯這樣的賽事中得到的教訓，有另一種說法：壓根沒有。首先，這些工作完全不同。足球經理們不需要根據市場變化而改變策略（“我們將利用自己在足球領域的優(yōu)勢，在籃球領域拓展業(yè)務”）。企業(yè)老板不傾向于從人群中打手勢的人那里獲得客戶反饋。他們的職業(yè)前景通常也不依賴于一群才華橫溢的20多歲年輕人的瞬間決策。

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8 Second, all leadership writing depends on the dubious premise that an entity was successful because a person was in charge, rather than while they were in charge. The “halo effect” is the name given to the tendency for a positive impression in one area to lead to a positive impression in another. But just as a high-flying firm does not necessarily signal a world-beating CEO, so a World Cup winners’ medal does not mean the manager was a genius.

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第二，所有關于領導力文章都取決于一個可疑的前提，即一個實體的成功是因為一個人在負責，而不是一群人在負責?！皶炤喰?#34;是指在一個領域的積極形象容易延伸到另一個領域。但是，正如一家高歌猛進的公司不一定預示著有一位舉世無雙的CEO一樣，世界杯冠軍獎杯也不意味著球隊經理是個天才。

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9 Just one, Vittorio Pozzo of Italy, has ever successfully defended the World Cup title; only eight countries have ever lifted the trophy in the history of the tournament. Whoever ends up celebrating on December 18th, the pool of people available for selection, the role of luck and the quality of the competition will have mattered at least as much as the person at the top. That is one management lesson worth learning.

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只有一個人，即意大利的維托里奧·波佐，曾經成功衛(wèi)冕過世界杯冠軍；在世界杯歷史上，只有八個國家曾經舉起過獎杯。無論哪支隊伍最終奪得冠軍，人員儲備、運氣作用和比賽質量都至少與管理層一樣重要。這才是一個值得學習的管理學課程。