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中國新首富李河君:一個(gè)信念改變世界|上海譯境翻譯報價(jià)與翻譯服務(wù)|學(xué)習雙語(yǔ)演講的翻譯精髓
Have a Vision, for 10 Workers or 10,000
中國新首富李河君:一個(gè)信念改變世界
Li Hejun is founder and chairman of Hanergy Holding, a Chinese company specializing in alternative energy.
李河君是替代能源企業(yè)漢能控股集團(Hanergy Holding Group)的創(chuàng )始人和董事局主席。
Q. Do you think you were born to be a leader?
問(wèn):你認為自己是天生的領(lǐng)導者嗎?
A. Yes. When I was a young child, maybe 7 years old, I liked to lead the neighborhood kids. Then when I was a sophomore at BeijingJiaotong University, I organized over 30 classmates to sell rolls of films outside the school’s cafeteria. What I did was to allocate different work to different classmates based on their character and strength. Some classmates were in charge of purchasing the films, some were in charge of sales, and some others were in charge of cash.
答:對。小時(shí)候,可能是7歲吧,我喜歡當鄰居小孩的頭兒。然后,還在北京交通大學(xué)讀大二的時(shí)候,我就組織了30多個(gè)同學(xué)在學(xué)校食堂門(mén)口賣(mài)膠卷。我所做的就是根據同學(xué)們的性格和能力,給他們分配不同的任務(wù)。有人負責買(mǎi)膠卷,有人負責賣(mài),有人管錢(qián)。
When I look back at this simple experience, I think it involved some basic rules in team management, for example, setting up a common target, knowing what a team member is good at and allocating the right work, managing the process and sharing the results. What touched me the most was it is never easy to make money, but I also realized the power of teamwork.
當我回望這段簡(jiǎn)單的經(jīng)歷時(shí),我認為其中包括一些關(guān)于團隊管理的基本原則。例如,設立一個(gè)共同目標,知道每個(gè)團隊成員的優(yōu)勢,給他們分配正確的工作,對流程進(jìn)行管理,以及分享成果。我感觸最深的是,掙錢(qián)從來(lái)就不是件容易的事情,但我也認識到了團隊合作的力量。
Then when I was about 26 years old, I founded my company and there were only about seven people, but most were my classmates so we were all the same age. I don’t know why they followed me, but I think maybe they believed in me and the mission.
然后,在大約26歲的時(shí)候,我創(chuàng )辦自己的公司,公司只有大概七人,但大部分都是我的同學(xué),所以我們都是同齡人。我不知道他們?yōu)槭裁磿?huì )跟隨我,但我覺(jué)得,或許是因為他們對我和我們的使命有信心。
Q. Did the fact that you were the same age and had known each other in school make managing them and the business easier?
問(wèn):你們都是同齡人,在學(xué)校的時(shí)候就認識了,這會(huì )讓你的人員管理和運營(yíng)變得比較容易嗎?
A. Managing people requires strong vision and having the confidence to stand by that vision. In some sense starting a company and working with my classmates made this easier because we all knew each other and had a certain level of trust and understanding. But, with that said, I had to be firm and set high expectations for everyone, starting with myself.
答:人員管理工作需要有一個(gè)堅定的愿景,以及堅持這種愿景的信心。在某種程度上,與同學(xué)一起開(kāi)公司,一起工作,讓管理工作變得簡(jiǎn)單了一些,因為我們都認識彼此,有一定的信任和理解。但按照剛才說(shuō)的,我需要非常堅定,對每個(gè)人抱有較高的期望,從我自己開(kāi)始。
Q. What do you remember of those early days?
問(wèn):你還記得早期的情況嗎?
A. There were a lot of difficulties during the early years, for example in strategic direction and capital. I think the latter is probably one of the biggest challenges for most start-up teams. It took us eight years to construct the Jin’anqiao Hydropower Station, which is the world’s largest hydropower station built by a private firm. At peak times, the daily cash inflow needed was as much as 10 million renminbi [about $1.6 million], which was really a heavy burden for me. It was a challenge beyond the capital itself, actually. It was also about perseverance and whether you made the right decision about the company’s strategy. But in the end, by sticking to our long-term vision and dedicating ourselves to the clean-energy sector, we have been able to weather these challenges and achieve success.
答:最初幾年,我們遇到很多困難,比如戰略方向和資金。我覺(jué)得后者可能是大多數創(chuàng )業(yè)團隊都會(huì )遇到的最大挑戰之一。我們花了八年時(shí)間建造金安橋水電站,這是世界上由私營(yíng)企業(yè)建造的最大的水電站。最多的時(shí)候,每天需要的現金流最多達到1000萬(wàn)元人民幣,這對我來(lái)說(shuō)真的是一個(gè)非常沉重的負擔。實(shí)際上,這個(gè)挑戰不只是資金本身。還與毅力、是否就公司戰略做出了正確決定有關(guān)。但最終,通過(guò)堅持我們的長(cháng)期愿景,全身心投入清潔能源領(lǐng)域,我們經(jīng)受住了這些挑戰,獲得成功。
Q. What makes a leader, in your view?
問(wèn):在你看來(lái),領(lǐng)導者需要具備哪些素質(zhì)?
A. What’s very important is belief in what you’re doing. I have plenty of money to live on and I could just retire and play golf, but I’m fighting for what I believe in, which is to change the world with clean power. And when you have faith in a common cause you can unite everybody around you, which is exciting.
答:非常重要的一點(diǎn)就是,要對你所做的事情有信心。我有足夠的錢(qián)維持生活,我可以退休、打高爾夫,但我仍然在為我所相信的事情而奮斗,那就是用清潔能源改變世界。此外,當你對一項共同事業(yè)有信心時(shí),就能團結身邊的每個(gè)人,這很令人興奮。
I think what differentiates Hanergy from some other companies is that common goal. We are neither thinking about making money nor making a name for ourselves, we focus on the ultimate solution of energy use and ensure a better way of life through safer, more convenient and cost-effective access to energy. That’s why we chose thin film over other solar technologies five years ago. A lot of people in the solar-power sector doubted our choice. But we believe the industry in general is moving in our direction.
漢能與其他公司的區別就在于這個(gè)共同目標。我們不是在想著(zhù)賺錢(qián),也沒(méi)有想著(zhù)出名,而是專(zhuān)注于能源使用的最終解決方案,并通過(guò)更安全、更方便、更具成本效益的能源途徑來(lái)保障一種更好的生活方式。這就是我們五年前選擇薄膜而非其他太陽(yáng)能技術(shù)的原因。太陽(yáng)能行業(yè)的很多人都對我們的選擇表示懷疑。但是,我們認為這個(gè)行業(yè)總體上正在朝我們的方向發(fā)展。
Q. What do you do as a leader to inspire your employees?
問(wèn):作為領(lǐng)導者,你如何啟發(fā)你的員工?
A. Your team members need to believe in you; if they do not, you will fail. But to gain that you have to prove to them that you are trustworthy. In Chinese philosophy, the highest form of belief is implicit belief: You don’t have to defend or explain yourself. In a way, people are in awe of you and trust you. But it’s not just about your employees; your clients and customers also have to believe in you and in your belief and confidence in yourself.
答:你的團隊成員需要對你有信心;沒(méi)信心你就沒(méi)法成功。但是要贏(yíng)得這種信任,你得向他們證明你是值得信賴(lài)的。在中國人的哲學(xué)里,信念的最高形式是內在的:你不需要去為自己辯護或解釋。某種程度上說(shuō),人們是敬畏你、信任你。但不只是你的員工這樣;你的客戶(hù)也要相信你,相信你對自己的信念和信心。
Q. When you started as an entrepreneur, China was very different. How difficult was it in those early days?
問(wèn):現在的中國,跟你剛開(kāi)始辦企業(yè)的時(shí)候已經(jīng)很不一樣了。早年會(huì )有些什么困難?
A. Actually, 25 years ago it was easier because there were no competitors. China was just coming out of its reform and opening up, and the idea of entrepreneurship and private business was new and exciting. In those days, there was a sense of excitement and opportunity, as everyone was rushing to get rich. But starting a business is never an easy task. It requires vision, and long-term vision, not short-term treasure seeking. By focusing on China’s transition away from fossil fuels, I’ve been able to form a long-term plan that is sustainable and impactful.
答:其實(shí)25年前要比現在輕松,因為沒(méi)有競爭對手。中國剛剛開(kāi)始改革開(kāi)放,企業(yè)和私營(yíng)商業(yè)都是新鮮刺激的概念。那時(shí)候有種群情激奮、充滿(mǎn)機遇的感覺(jué),大家都爭先恐后去發(fā)財。但是創(chuàng )辦一個(gè)企業(yè)從來(lái)都不輕松。它需要遠見(jiàn),長(cháng)遠的設想,不能只是盯著(zhù)眼前的財富。我把注意力放在中國擺脫石油燃料的轉型上,我制定了一個(gè)可持續的、有影響力的長(cháng)期計劃。
Q. What would you say is the secret to success in business?
問(wèn):你覺(jué)得商業(yè)成功的秘訣是什么?
A. People, people, people; how you motivate the people, for them to work, is very important.
答:人,人,人;如何促進(jìn)人去工作是非常重要的。
Q. How do you do that?
問(wèn):你是如何做的呢?
A. I think people believe in what we’re doing and I also give them opportunities. I can’t say I’m very hands-on, I think it’s more about giving the overall vision, but not micromanaging. I have to trust the people working with me. Obviously it’s very important to identify the right people that work for you, and I guess that’s what I’m good at.
答:我認為人們相信自己在做的事情,我也會(huì )給他們機會(huì )。我算不上是很親力親為那種人,我覺(jué)得更多的是給出一個(gè)整體的構想,而不是事無(wú)巨細地管理。我必須相信跟我一起工作的人。找到正確的人為你工作顯然是很重要的,我想這是我的強項。
Q. How do you identify the right executives?
問(wèn):你如何挑選合適的管理人才?
A. Everybody has a different definition of success. For me it’s not about making a lot of money, but whether you’re making a difference. I think the reason we have a lot of great talent coming to us is because we have a vision and people believe in what we’re doing. Based on this common vision, our employees are self-motivators and very passionate about Hanergy’s business. It is also the reason Hanergy is able to retain talented people.
答:每個(gè)人對成功的定義不同。對我來(lái)說(shuō)這跟你賺多少錢(qián)沒(méi)關(guān)系,而是要看你能帶來(lái)多少改變。我認為之所以有很多優(yōu)秀的人才到我們這里來(lái),是因為我們有一種愿景,人們相信我們在做的事情?;谶@種共有的愿景,我們的員工都是不需要別人來(lái)鼓動(dòng)的,對漢能的事業(yè)充滿(mǎn)激情。這也是為什么漢能可以留住有人才。
Q. Now you have over 10,000 people working for you. How has your view on leadership changed?
問(wèn):現在有一萬(wàn)多人在為你工作。你對企業(yè)領(lǐng)袖的看法有了什么改變?
A. I don’t think I’ve actually changed in any fundamental way; my sense of mission remains, as well as perseverance.
答:我覺(jué)得沒(méi)有什么根本上的改變;我依然有著(zhù)一種使命感和堅持。