Randy Pausch Lecture：Time Management

演講者Randy Pausch是卡內基美隆大學的教授，46歲死於胰臟癌，這是他獲知所剩時間不多後在卡內基美隆大學安排的一場400人講座，看了會對人生和時間有深刻感觸。YT上的講座視頻名稱同文章標題，後來這場講座內容也有整理成書，中文譯名是［最後的演講］，同樣也很推薦，十幾年前的老書，只能圖書館或二手找找了。

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Randy Pausch Lecture：Time Management
Randy Pausch 講座：時間管理

Welcome to Carnegie Mellon Online. For more multimedia from Carnegie Mellon University, visit www.cmu.edu/multimedia. [MUSIC PLAYING] [APPLAUSE] Thank you. That's very kind, but never tip the waiter before the meal arrives. It's a-- thank you, Gabe and Jim. I couldn't imagine being more grateful for an introduction. These are two people that I've known a long, long time. I talk here at the University of Virginia. I love this school.
歡迎來到卡內基梅隆大學線上平台。欲獲取更多卡內基梅隆大學的多媒體內容，請造訪 www.cmu.edu/multimedia。[音樂播放中][掌聲] 謝謝。這真是太客氣了，但千萬別在餐點上桌前就給小費。這真是——謝謝你們，Gabe 和 Jim。我想像不出還有比這更讓我感激的介紹了。這兩位是我認識很久很久的朋友。我在維吉尼亞大學這裡演講。我熱愛這所學校。

It's just an incredible place filled with tradition and history and respect the connequalitys that I really admire that I want to see preserved in American society. And this is one of the places that I just love for preserving that. I think the honor code alone at the University of Virginia just is something that every university administrator should study and look at and say, why can't we do that, too? So I think there are a lot of things about this place to love. I'm going to talk today on the topic of time management. The circumstances are, as you probably know, a little bit unusual. I think at this point, I'm going to have authority to talk about what to do with limited time. My battle with pancreatic cancer started about a year and a half ago thought did all the right things, but it's, as my oncologist said, if you could pick off a list, that's not the one you'd want to pick. So on August 15th, these were my CAT scans. You can see that if you scroll through all of them, they were about a dozen tumors in my liver. And the doctors at that time said, you are likely to have three to, I love the way they say it. You have three to six months of good health left, optimism and positive phrasing. It's sort of like when you're a Disney, what time does the park close?
這是一個充滿傳統、歷史與尊重的地方，那種我深深欽佩的連結品質，正是我希望在美國社會中得以保存的。而這裡正是我鍾愛、能守護這份價值的地方之一。光是維吉尼亞大學的榮譽守則，我認為就值得每位大學管理者深入研究並反思：為何我們不能也做到這樣？因此，這個地方有太多值得熱愛之處。今天我要談論的主題是時間管理。或許你們已經知道，當下的情況有些特殊。我想此刻，我有資格談論如何善用有限的時間。我與胰臟癌的抗爭始於約一年半前，雖然做了所有正確的治療，但正如我的腫瘤科醫師所言：若從清單上挑選病症，這絕非你會選擇的。在 8 月 15 日的電腦斷層掃描中，若逐一檢視影像，可以發現我的肝臟約有十幾處腫瘤。當時醫生們表示——我很喜歡他們的措辭—— 你還有三到六個月的健康時光，保持樂觀和正向表述。這就像在迪士尼樂園時，你會問公園幾點關門？

The park is open until eight. So I have three to six months of good health. Well, let's do the math. Today is three months and 12 days. So what I had on my day timer for today was not necessarily being at the University of Virginia. I'm pleased to say that we do treat with palliative chemo. They're going to buy me a little bit of time on the order of a few months. If it continues to work, I am still in perfectly good health with Gabe and the audience. I'm not going to do pushups because I'm not going to be shown up.
公園開放到八點。所以我還有三到六個月的健康時間。來算一下，今天是三個月又十二天。所以我今天日程表上排的並不一定是去維吉尼亞大學。我很高興地說我們確實進行了緩和化療。這會為我爭取幾個月的時間。如果繼續有效，我仍能完全健康地與 Gabe 和觀眾們在一起。我不打算做伏地挺身，因為我不想被比下去。

Gabe is really in good shape. But I continue to be in relatively good health. I had chemotherapy yesterday. You should all try it. It's great. But it does sort of beg the question. I have finite time. Some people said, so why are you going and giving a talk? Well, there are a lot of reasons I'm coming here and giving a talk. One of them is that I said I would.
Gabe 的身體狀況真的很好。但我仍保持相對良好的健康狀態。昨天我做了化療。你們都該試試，感覺不錯。不過這確實引出一個問題：我的時間有限。有人問，那你為什麼還要來演講？其實我來這裡演講有很多原因，其中之一是因為我答應過要來。

That's a pretty simple reason. And I'm physically able to. Another one is that going to the University of Virginia is not like going to some far in place. People say, aren't you spending all your time with family? And by coming back here for a day, I am spending my time with family both metaphorically and literally because it turns out that many of you have probably seen this picture from the talk that I gave. This is my niece and nephew, Chris and Lara. And my niece Lara is actually a senior, a fourth year here at Mr. Jefferson's University. So Lara, could you stand up so they see what you've gotten taller? There we are.
這理由相當簡單。而且我身體狀況也允許。另一個原因是，回到維吉尼亞大學並不像去什麼遙遠的地方。人們會問，你不是應該把所有時間都留給家人嗎？而藉由回到這裡一天，我確實是在與家人共度時光——無論是象徵意義上還是字面上，因為事實證明，你們許多人可能已經在我之前的演講中看過這張照片。這是我的姪子和姪女，克里斯和拉拉。我的姪女拉拉其實是大四生，就讀於傑斐遜先生的大學第四年。所以拉拉，妳能站起來讓大家看看妳長高了嗎？就在那裡。

And I couldn't be happier to have her here at this university. And the other person, so that's Lara. The other person in this picture is Chris. And Chris, if you could stand up so they see you've gotten much taller. And they have grown in so many ways, not just in height. And it's been wonderful to see that and be an uncle to them. Is there anybody here on the faculty or PhD students of the history department? Are there any history people here at all? Anybody here is from history. Find Chris right after the talk.
我無比高興她能就讀這所大學。而照片中的另一個人，就是拉拉。另一位則是克里斯。克里斯，如果你能站起來讓大家看看你長高了不少。他們在各方面都成長了，不僅僅是個頭。能見證這一切並作為他們的叔叔，真是美好極了。現場有歷史系的教職員或博士生嗎？這裡有任何歷史相關的人士嗎？有沒有人是歷史系的？演講結束後請立刻找克里斯。

Because he's currently in his sophomore year at William and Mary. And he's interested in going into a PhD program in history down the road. And there aren't many better PhD programs in history than this one. So I'm pimping for him, I'm nephew here. That's be clear, all right? So what are we going to talk about today? We're going to talk about, you know, this is not like the lecture that you may have seen me give before. This is a very pragmatic lecture. And one of the reasons that I had agreed to come back and give this is because Gabe had told me that, and many other faculty members had told me that they had gotten so much tangible value about how to get more done. And I truly do believe that time is the only commodity that matters. So this is a very pragmatic talk. And it is inspirational. It will inspire you by giving you some concrete things you might do to be able to get more time more things done in your finite time. So I'm going to talk specifically about how to set goals, how to avoid wasting time, how to deal with a boss originally. This talk was how to deal with your advisor, but I've tried to broaden it so it's not quite so academically focused and how to delegate to people. Some specific skills and tools that I might recommend to help you get more out of the day.
因為他目前是威廉與瑪麗學院的二年級學生。而且他有興趣將來攻讀歷史博士學位。而沒有多少歷史博士課程能比這個更好了。所以我在替他宣傳，我是他的叔叔。這一點要說清楚，好嗎？那麼，今天我們要談些什麼呢？我們要談的是，你知道的，這不像你們之前可能聽過我講的演講。這是一個非常實用的講座。我同意回來講這個的原因之一，是因為蓋伯告訴我，還有許多其他教職員也告訴我，他們從中獲得了許多關於如何完成更多事情的實質價值。而我真心相信，時間是唯一重要的資源。所以這是一個非常實用的談話。而且它也具有啟發性。它會通過給你一些具體的事情來激勵你，讓你能在有限的時間內完成更多事情。所以我將具體談論如何設定目標、如何避免浪費時間、以及如何與上司相處。 這場演講原本是關於如何與你的指導教授相處，但我試著將範圍擴大，使其不那麼學術化，並談到如何委派任務給他人。我會推薦一些具體的技巧和工具，幫助你更有效地利用每一天。

And to deal with the real problems in our life which are stress and procrastination. I mean, if you can lick that last one, you're probably in good shape. And really, you don't need to take any notes. So I'll presume if I see any laptops open, you're actually just, you know, doing I am or email or something. If you're listening to music, please at least wear headphones, I would always say. But all of this will be posted on my website. And just to make it really easy, if you want to know when to look up, any slides that have a red star on them are the points that I think you should really make sure that you got that one.
同時，我們要處理生活中真正的問題——壓力和拖延。我的意思是，如果你能克服後者，那你的狀況應該就不錯了。真的，你不需要做任何筆記。所以如果我看到任何打開的筆記型電腦，我會假設你其實是在做其他事情，比如收發郵件之類的。如果你在聽音樂，至少請戴上耳機，這是我常說的。不過，所有這些內容都會發布在我的網站上。為了讓事情更簡單，如果你想知道何時該注意，任何帶有紅色星號的幻燈片，都是我認為你應該確保自己理解的重點。

And conversely, if it doesn't have a red star, well, so the first thing I want to say is that Americans are very, very bad at dealing with time as a commodity. We're really good at dealing with money as a commodity. I mean, we're as a culture very interested in money and how much somebody earns is a status thing and so on and so forth. But we don't really have time elevated to that. People waste their time and just always fascinates me. And one of the things that I noticed is that very few people equate time and money and they're very, very equatable.
相反，如果它沒有紅星，那麼我想說的第一件事是，美國人非常、非常不擅長將時間視為一種商品。我們非常擅長將金錢視為商品。我的意思是，作為一種文化，我們對金錢非常感興趣，某個人賺多少錢是一種地位的象徵等等。但我們並沒有真正將時間提升到那個層次。人們浪費時間，這總是讓我感到驚訝。我注意到的一件事是，很少有人將時間和金錢等同起來，而它們實際上是非常可比的。

So the first thing I started doing when I was a teacher was asking my graduate students, well, how much is your time worth an hour? Or if you work at a company, how much is your time worth to the company? Well, most people don't realize is that if you have a salary, let's say you make $50,000 a year, it probably costs that company twice that in order to have you as an employee because there's heating and lighting and other staff members on so forth. So if you get paid $50,000 a year, you are costing that company. They have to raise $100,000 in revenue. And if you divide that by your hourly rate, you begin to get some sense of what you are worth an hour.
所以我當老師後做的第一件事，就是問我的研究生們：你們覺得自己一小時的價值是多少？或者如果你在公司工作，你對公司來說一小時的價值是多少？大多數人沒有意識到的是，假設你的年薪是 5 萬美元，公司為了僱用你實際上可能需要付出兩倍的成本，因為還有暖氣、照明和其他員工等等開支。所以如果你一年賺 5 萬美元，你實際上讓公司花費了 10 萬美元的收入。把這個數字除以你的時薪，你就能大致了解自己一小時的價值了。

And when you have to make trade-offs of, should I do something like write software or should I just buy it? Or should I outsource this? Having in your head what you cost your organization an hour is really kind of a staggering thing to change your behavior because you start realizing that, wow, if I free up three hours of my time and I'm thinking of that in terms of dollars, that's a big savings. So start thinking about your time and your money almost as if they are the same thing. And of course, Ben Franklin knew that a long time ago. So you got to manage it and you got to manage it just like you manage your money.
當你必須在「該自己寫軟體還是直接購買？」或「該外包這項工作嗎？」之間做出取捨時，若能清楚知道自己在組織中每小時的成本，將會驚人地改變你的行為模式。因為你會開始意識到——哇，如果我騰出三小時的時間，並將這些時間換算成金錢，那可是一筆可觀的節省。所以試著把時間和金錢視為幾乎相同的東西來思考。當然，班傑明·富蘭克林早在很久以前就明白這個道理。你必須管理時間，就像管理金錢一樣謹慎。

I realize not all Americans manage their money. That's what makes the credit card industry possible. And that's and apparently mortgages too. But most people do at least understand, they don't look at you funny if you say, "Well, can I see your monetary budget for your household?" In fact, if I say your household budget, you presume that I'm talking about money. When in fact the household budget, I really want to talk about it is probably your household time budget.
我明白並非所有美國人都妥善管理金錢——這正是信用卡產業得以存在的原因，顯然房貸市場也是。但至少多數人理解這個概念，當你說「能看看你家的財務預算嗎？」時，他們不會用奇怪的眼神看你。事實上，若我提到「家庭預算」，你會默認我在談論金錢。但其實我更想討論的，恐怕是你們家的「時間預算」。

At the other team of technology center at Carnegie Mellon, students would come in and during the orientation. I would say, "This is a master's program. Everybody's paying full tuition." And it was roughly $30,000 a year. And the first thing I would say is, "If you're going to come into my office and say, "I don't think this is worth $60,000 a year, I will throw you out of the office." I'm not even going to have that discussion.
在卡內基美隆大學技術中心的另一組，學生們會在新生訓練時進來。我會說：「這是一個碩士課程，每個人都付全額學費。」一年大約是三萬美元。而我首先會說的是：「如果你走進我的辦公室說『我不認為這值得一年六萬美元』，我會把你趕出辦公室。」我甚至不想進行這樣的討論。

And of course, they would say, "Oh, God, this pouch guys are real jerk." And they were right. But what I then followed on with was, "Because the money is not important. You can go and earn more money later." And what you'll never do is get the two years of your life back. So if you want to come into my office and talk about the money, I'll throw you out. But if you want to come into my office and say, "I'm not sure this is a good place for me to spend two years. I will talk to you all day and all night."
當然，他們會說：「天啊，這個 Pouch 傢伙真是個混蛋。」他們說得對。但我接著會說：「因為錢不重要。你以後可以賺更多錢。」而你永遠無法挽回的是你生命中的這兩年。所以，如果你想來我辦公室談錢，我會把你趕出去。但如果你想來我辦公室說：「我不確定這裡是否值得我花兩年時間。」我會跟你談上一整天甚至一整晚。

Because that means we're talking about the right thing, which is your time. Because you can't ever get it back. A lot of the advice I'm going to give you, particularly for undergraduate, are how many people in this room are undergraduates by show of hands? Okay, good. Still young. A lot of this, what are the hands and hands on the start of night life if you're old enough? Hear me now, but believe me later.
因為這意味著我們正在談論正確的事情，那就是你的時間。因為你永遠無法挽回它。我將給你們的許多建議，特別是針對大學生的——在場有多少人是大學生？請舉手示意。好的，很好。還很年輕。很多這些建議，如果你年紀夠大，晚上生活的開始是什麼樣的？現在聽我說，但以後相信我。

A lot of this is going to make sense later. And one of the nice things is I gave this a volunteer to put this up on the web. I understand that people can actually watch videos on the web now. So a lot of this will only make sense later. And when I talk about your boss, if you're a student, think about that as your academic advisor, if you're a PhD student, think about that as your PhD advisor. And if you're watching this and you're a young child, think of this as your parent, because that's sort of the person who is in some sense your boss.
很多這些事情以後才會明白。其中一個好處是，我自願將這些內容放到網上。我知道現在人們實際上可以在網上看影片了。所以很多這些內容以後才會明白。當我談到你的老闆時，如果你是學生，就把那當作你的學術顧問；如果你是博士生，就把那當作你的博士導師。如果你正在觀看這個影片並且你是個小孩，就把那當作你的父母，因為在某種意義上，他們就是你的老闆。

And the talk goes very fast. And as I said, I'm very big on specific techniques. I'm not really big on platitudes. I mean platitudes are nice, but they don't really help me get something done tomorrow. The other thing is that one good thief is worth 10 good scholars. And in fact, you can replace the words scholars and that sentence with almost anything. So almost everything in this talk is to some degree inspired, which is a fancy way of saying lifted.
演講進行得相當快。正如我所說，我非常注重具體的技巧。我對那些陳腔濫調不太感興趣。我的意思是，陳腔濫調聽起來不錯，但它們實際上無法幫助我明天完成某件事。另一件事是，一個高明的小偷勝過十個優秀的學者。事實上，你可以把這句話中的「學者」換成幾乎任何詞。所以這場演講中的幾乎所有內容在某種程度上都是受到啟發的，用一個花俏的說法就是「借鑑」來的。

From these two books, and I found those books very useful, but it's much better to get them into a still form. So what I basically don't know is collected the nuggets for your bath. I like to talk about the time famine. I think it's a nice phrase. Does anybody hear feel like they have too much time? Okay, nobody excellent. And I like the word famine because it's a little bit like thinking about Africa. I mean, you can airlift all the food you want in to solve the crisis this week, but the problem is systemic. And you really need systemic solutions. So a time management solution that says, oh, I'm going to fix things for you in the next 24 hours is laughable. Just like saying I'm going to cure hunger in Africa in the next year. You need to think long term and you need to change fundamental underlying processes because the problem is systemic. We just have too many things to do and not enough time to do them. The other thing to remember is that it's not just about time management. That sounds like a kind of a loopworm, you know, a talk on time management.
從這兩本書中，我發現它們非常有用，但更好的方式是將它們轉化為靜態形式。基本上，我所不知道的是為你收集了精華。我喜歡談論時間匱乏，我覺得這是個不錯的說法。有人覺得自己時間太多嗎？好的，沒有人，太好了。我喜歡「匱乏」這個詞，因為它有點像想到非洲。我的意思是，你可以空運所有想要的食物來解決這週的危機，但問題是系統性的。你真的需要系統性的解決方案。所以，一個時間管理的解決方案說「哦，我會在接下來的 24 小時內幫你搞定一切」是可笑的，就像說「我將在明年解決非洲的飢餓問題」一樣。你需要從長遠考慮，並且改變根本的基礎流程，因為問題是系統性的。我們只是有太多事情要做，而沒有足夠的時間去做。另一件要記住的事情是，這不僅僅是關於時間管理。這聽起來有點像繞圈子，你知道的，一個關於時間管理的演講。

That's kind of, you know, milk toast. But how about if the talk is how about not having ulcers? All right, that catches my attention. So a lot of this is life advice. This is how to change the way you're doing a lot of the things and how you allocate your time so that you will lead a happier, more wonderful life. And I loved in the introduction that you talked about fun because if I've brought fun to academia, well, that's about damn time. I mean, you know, if you're not going to have fun, why do it? All right, that's what I want to know.
這有點像是，你知道的，平淡無奇。但如果演講的主題是如何避免得胃潰瘍呢？好吧，這下子抓住我的注意力了。所以這裡面很多都是人生建議。這是關於如何改變你做許多事情的方式，以及你如何分配時間，以便過上更快樂、更美好的生活。而且我很喜歡引言中你談到樂趣的部分，因為如果我能為學術界帶來樂趣，嗯，那真是時候了。我是說，你知道的，如果不享受其中，那為什麼要做呢？對吧，這就是我想知道的。

I mean, life really is too short. If you're not going to enjoy it, you know, people who say, well, I've got a job, but I don't really like it and I'm like, well, you could change. Well, that would be a lot of work. You're right, you should keep going to work every day, doing a job, you don't like. Thank you, good night. Right? So the overall goal is fun.
我是說，人生真的短暫。如果你不打算享受它，你知道，有些人會說，嗯，我有份工作，但我並不真的喜歡，然後我就想，嗯，你可以改變啊。嗯，那會很辛苦。你說得對，你應該繼續每天去上班，做一份你不喜歡的工作。謝謝，晚安。對吧？所以總的目標就是樂趣。

My middle child Logan is my favorite example. I don't think he knows how to not have fun. No, Grant, a lot of things he does are not fun for his mother and me. But he's loving every second of it. And he doesn't know how to do anything that isn't ballistic and full of life. And he's going to keep that quality. I think he's my little ticker. And I always remember Logan when I think about the goal is to make sure that you lead your life, you know, I want to maximize use of time, but really that's the means, not the end.
我的二兒子洛根是我最喜歡的例子。我不認為他知道如何不玩樂。不，格蘭特，他做的很多事情對他母親和我來說並不有趣。但他享受其中的每一秒。而且他不知道如何做任何不充滿活力與生命力的事情。他會一直保持這種特質。我想他是我的小開心果。每當我思考人生目標是要確保你主導自己的生活時，我總會想起洛根，你知道，我想要最大化時間的利用，但這其實是手段，而非目的。

The end is maximizing fun. People who do intense studies and log people in video tape and so on and so forth say that the typical office worker wastes almost two hours a day. All right, the desk is messy. They can't find things, misappointments, unprepared for meetings. They can't concentrate. Does anybody in here by show of hands ever have any sense that one of these things is part of their life? Okay, I think we've got everybody. So these are the universal thing and you shouldn't feel guilty if some of these things are plaguing you because they plague all of us. They plague me for sure. And the other thing I want to tell you is that it sounds a little cliche, didn't right, but being successful does not make you manage your time well. Managing your time well makes you successful. If I have been successful in my career, I assure you it's not because I'm smarter than all the other faculty. I mean, I'm looking around and looking at some of my former colleagues, I mean, I see Jim Kuhn up there. I am not smarter than Jim Kuhn. Okay. You know, I constantly look around the faculty places like the University of Virginia or Carnegie Mellon. I go, "Damn, these are smart people." And I snuck in. But what I like to think I'm good at is the meta skills because if you're going to have to run with people who are faster than you, you have to find the right ways to optimize what skills you do have. So let's talk first about goals, priorities, and planning. Anytime anything crosses your life, you've got to ask this thing I'm thinking about doing. Why am I doing it? Almost no one that I know starts with a core principle of, there's this thing I might to do list. Why is it there? Because if you start asking, "Well, why is?" I mean, again, my kids are great at this. That's all I ever heard of him. Why? Why? Why? Right, and soonerally, they're going to stop saying, "Why?" They're just going to say, "Okay, I'll do it."
最終目標是最大化樂趣。那些進行深入研究並錄製人們日常的人表示，典型的辦公室工作者每天幾乎浪費了兩個小時。好吧，桌子很亂。他們找不到東西，錯過約會，對會議毫無準備。他們無法集中注意力。在座的各位有沒有人舉手表示這些事情中的任何一件是他們生活的一部分？好的，我想我們都中招了。所以這些是普遍存在的問題，如果其中一些問題困擾著你，你不應該感到內疚，因為它們困擾著我們所有人。它們肯定也困擾著我。另一件我想告訴你們的事情聽起來可能有點陳腔濫調，但成功並不會讓你管理好時間。管理好時間才會讓你成功。如果我在職業生涯中取得了成功，我可以向你保證，這不是因為我比其他教職員都聰明。我的意思是，我環顧四周，看著一些以前的同事，比如我看到吉姆·庫恩在那裡。我並不比吉姆·庫恩聰明。好吧。你知道，我不斷地在像維吉尼亞大學或卡內基梅隆大學這樣的教職員中尋找。 我心想：「天啊，這些人真聰明。」然後我就偷偷溜進去了。但我認為自己擅長的是那些元技能，因為如果你必須和比你更快的人一起奔跑，你就得找到優化你現有技能的正確方法。所以，我們先來談談目標、優先事項和計劃。每當生活中出現任何事，你都得問自己：我正在考慮做的這件事，為什麼要做？我認識的人中，幾乎沒有人一開始就有一個核心原則，即「這件事可能要做」。它為什麼會在那裡？因為如果你開始問：「嗯，為什麼？」我的意思是，我的孩子們在這方面很擅長。這就是我從他們那裡聽到的全部。為什麼？為什麼？為什麼？對吧，很快他們就不再問「為什麼？」了，而是直接說：「好吧，我會做的。」

So ask, "Why am I doing this? What is the goal? Why will I succeed at doing it?" And here's my favorite. "What will happen if I don't do it?" If I just say, "Yeah, I'm just not the best thing in the world." And I have something in my to-do list. And I just go, "Hmm, no." No one has ever come and take in me to jail. I talk to my wife of a speeding ticket last. We use really cool. It's like the closest I'm ever going to be to a tractive and blind.
所以問問自己：「為什麼我要做這件事？目標是什麼？為什麼我會成功？」而我最喜歡的問題是：「如果我不做這件事，會發生什麼？」如果我說：「嗯，這不是世界上最重要的事。」然後我的待辦事項清單上有這件事，我就直接說：「嗯，算了。」從來沒有人因此把我抓進監獄。我上次跟妻子聊到超速罰單時，我們覺得這其實挺酷的。這大概是我最接近當個叛逆又盲目的人了。

I told the guy, you know, why we had just moved and so on and so forth. And he looked at me and he said, "Well, for a guy who's only got a couple of months to live, you sure look good." And I just pulled up my shirt to show the scar and I said, "Yeah, look good on the outside, but the tumors are on the inside." And he just ran back to his cruiser and so that's one positive law enforcement experience for me. So yeah, so the police have never come because I cross something off my to-do list. And that's a very powerful thing because you just get all that time back. The other thing to keep in mind when you're doing goal setting is a lot of people focus on doing things right.
我告訴那個警察，你知道，我們剛搬家等等之類的。他看著我說：「對於一個只剩幾個月可活的人來說，你看起來氣色不錯。」我就拉起衣服給他看疤痕，說：「是啊，外表看起來不錯，但腫瘤在裡面。」然後他就跑回他的警車去了，所以這對我來說是一次正面的執法經驗。所以沒錯，警察從來不會因為我從待辦清單上劃掉某件事而來找我。這是非常有力的一點，因為你直接把那些時間都拿回來了。在做目標設定時，另一件要記住的事是，很多人專注於把事情做對。

And I think it's very dangerous to focus on doing things right. I think it's much more important to do the right things. If you do the right things adequately, that's much more important than doing the wrong things beautifully. It doesn't matter how well you polish the underside of the banister. And keep that in mind. Luholtz had a great list. Luholtz is 100 things to do in his life. And he would sort of once a week look at it and say, "You know, if I'm not working on those 100 things, why was I working on the others?" And I just think that's an incredible way to frame things.
而我認為專注於把事情做對是非常危險的。我認為更重要的是做對的事情。如果你適當地做了對的事情，那遠比把錯的事情做得漂亮來得重要。你把欄杆底部擦得再亮也沒用。請記住這一點。Luholtz 有一份很棒的清單，列出了他人生中要做的 100 件事。他每週會檢視一次並自問：「如果我沒在忙這 100 件事，那我為什麼要忙其他事？」我覺得這真是個絕佳的思考框架。

There's something called the 80/20 rule. Sometimes you'll hear about the 90/10 rule, but the key thing to understand is that a very small number of things in your life or on your to-do list are going to contribute the vast majority of the value. So if you have, if you're a salesperson, 80 percent of the revenue is going to come from 20 percent of your clients. And you better figure out who those 20 percent are and spend all of your time sucking up to them because that's where the revenue comes. So you've got to really be willing to say, this stuff is what's going to be the value and this other stuff isn't. And you've got to have the courage of your convictions to say, and therefore I'm going to shove the other stuff off of the boat.
有一種叫做 80/20 法則的東西。有時候你會聽到 90/10 法則，但關鍵是要明白，在你生活中或待辦事項清單上，極少數的事情將會貢獻絕大部分的價值。所以如果你是銷售人員，80%的收入將來自 20%的客戶。你最好弄清楚那 20%是誰，並把所有的時間都花在討好他們上，因為那就是收入的來源。所以你必須願意說，這些東西才是價值的所在，其他的不是。而且你必須有勇氣堅持自己的信念，說，因此我要把其他東西都拋到船外去。

The other thing to remember is that experience comes with time and it's really, really valuable. And there are no shortcuts to getting it. So good judgment comes from experience and experience comes from bad judgment. So if things aren't going well, that probably means you're learning a lot and it'll go better later. This is, by the way, why we pay so much in American society for people who are typically older but have done lots of things in their past because we're paying for their experience because we know that experience is one of the things you can't fake. And do not lose the site, do not lose sight of the power of inspiration. So Randy's in our long talk and, you know, we've already hit our first Disney reference. Walt Disney's quote, Walt Disney has many great quotes, but what I love is if you can dream it, you can do it. And a lot of my cynical friends say, "Yeah, I had a yacht. It's which I say, shut up." Inspiration is important, and I'll tell you this much, if you, I don't know if Walt was right, but I'll say this much, if you refuse to allow yourself to dream it, I know you won't do it. So the power of dreams are that they give us a way to take the first step towards an accomplishment. And Walt was also not just a dreamer, Walt worked really hard, Disney land. This is a measus me, because I know a little bit about how hard it is to put theme park attractions together, and they did the whole original Disney land park in 366 days. That's from the first subwoofold of dirt to the first paid admission. Think about how long it takes to do something, say, at a state university. By comparison. So it's just fascinating when someone once asked Walt Disney, how did you get it done in 366 days? He just deadpaned, we used every one of them.
另一件要記住的事是，經驗隨著時間而來，而且它真的、真的非常寶貴。獲得經驗沒有捷徑。所以，良好的判斷來自經驗，而經驗來自錯誤的判斷。因此，如果事情進展不順利，那可能意味著你正在學到很多，以後會做得更好。順帶一提，這就是為什麼在美國社會中，我們願意支付高薪給那些通常年紀較大、但過去經歷豐富的人，因為我們是在為他們的經驗買單，因為我們知道經驗是無法偽造的。不要忽視，不要忽視靈感的力量。所以蘭迪在我們的長談中，你知道，我們已經提到了第一個迪士尼的參考。華特·迪士尼有許多名言，但我最愛的是：如果你能夢想，你就能做到。我許多憤世嫉俗的朋友會說：「是啊，我有一艘遊艇。我就會說，閉嘴。」靈感很重要，我要告訴你的是，我不知道華特是否正確，但我會這麼說，如果你拒絕讓自己夢想，我知道你就不會去做。 夢想的力量在於它們為我們提供了邁向成就的第一步。而華特不僅僅是個夢想家，他還非常努力工作，迪士尼樂園就是證明。這讓我感到驚訝，因為我多少了解組建主題公園景點有多困難，而他們在 366 天內就完成了整個原始迪士尼樂園的建設。從第一鏟土到第一位付費遊客入場。想想在州立大學完成類似的事情需要多長時間。相比之下。所以當有人問華特·迪士尼，你是如何在 366 天內完成這一切的？他只是面無表情地說，我們用足了每一天。

So again, there are no short cuts. There's a lot of hard work in anything you want to accomplish. Planning is very important. One of the time management cliches is planning to fail. Failing to plan is planning to fail. And planning has to be done at multiple levels. I have a plan every morning when I wake up and I say, "Would I need to get done today? Would I need to get done this week? Would I need to get done each semester?"
所以再次強調，沒有捷徑可走。無論你想完成什麼，都需要付出大量的努力。計劃非常重要。時間管理中有句老話：計劃失敗就是計劃去失敗。沒有計劃就是計劃失敗。而且計劃必須在多個層面上進行。我每天早上醒來都會制定計劃，問自己：「我今天需要完成什麼？這週需要完成什麼？這個學期需要完成什麼？」

That's sort of the time quantum, because I'm an academic. And that doesn't mean you're locked into it. People say, "Yeah, but things are so fluid." You know, I'm going to have to change the plan. I'm like, "Yes, you are going to have to change the plan." But you can't change it unless you have it. And the excuse of I'm not going to make a plan because things might change is just this paralysis of, "I don't have any marching orders." So have a plan, acknowledge that you're going to change it, but have it so you have the basis to start with.
這在某種程度上是時間的量子單位，因為我是學術界人士。這並不意味著你被它束縛。人們會說：「是啊，但事情變化無常。」你知道，我會說：「是的，你將不得不改變計劃。」但除非你有了計劃，否則你無法改變它。而「因為事情可能會變，所以我不制定計劃」這樣的藉口，只是一種「我沒有任何行動指南」的癱瘓狀態。所以，制定一個計劃，承認你會改變它，但要有它作為你開始的基礎。

To do lists. How many people here right now, if I said, "Can you produce it? Could show me there to do list?" Okay, not bad. Not bad. The key thing that's to do lists is you have to break things down into small steps. I literally once I might to do this when I was a junior faculty member at the University of Virginia, I put "Get 10 Year." [ Laughter ] That was naive. And I looked at that for a while and I said, "Oh, that's really hard.
待辦事項清單。如果我現在問：「你能拿出來嗎？能給我看看你的待辦事項清單嗎？」在場有多少人能做到？好吧，還不錯。待辦事項清單的關鍵在於，你必須把事情分解成小步驟。我曾經在維吉尼亞大學擔任初級教職員時，真的在清單上寫過「獲得終身教職」。[笑聲] 那時真是天真。我盯著那條看了一會兒，然後說：「哦，這真的很難。」

I don't think I can do that." And my children, Dylan and Logan and Chloe particularly Dylan, is at the age where he can clean his own Dan room. Thank you very much. But he doesn't like to. And Chris is smiling because I used to do this story on him. But now I've got my own kids to pick on. But Dylan will come to me and say, "I can't pick up my room. It's too much stuff." He's not even a teenager and he's already got that move.
「我覺得我做不到。」而我的孩子們，尤其是迪倫、洛根和克洛伊，迪倫已經到了可以自己整理房間的年紀。非常感謝。但他不喜歡這麼做。克里斯在笑，因為我以前常拿這個故事說他。但現在我有自己的孩子可以唸了。迪倫會跑來跟我說：「我沒辦法整理我的房間，東西太多了。」他甚至還沒到青春期，就已經學會這招了。

You know? And I say, "Well, can you make your bed?" Yeah, I can do that. Okay, can you put all the clothes in the hamper? Yeah, I can do that. And you do three or four things and then it's like, "Well, Dylan, you just clean your room. I clean my room." And he feels good. He is empowered.
你知道嗎？我就會說：「那你能把床鋪好嗎？」「嗯，我可以。」「好，那你能把所有衣服放進洗衣籃嗎？」「嗯，我可以。」然後你讓他做個三、四件事後，就會像是：「嘿，迪倫，你剛剛整理好你的房間了。我也整理我的房間。」他感覺很好。他覺得自己有能力了。

And everybody's happy. And of course, I've had to spend twice as much time Managing him as I could have done it by myself. But that's okay. That's what being a boss is about. Is growing your people. No matter how small or large they might be at the time. The last thing about to do lists or getting yourself going is if you've got a bunch of things to do, do the ugliest thing first. There's an old saying, if you have to eat a frog, don't spend a lot of time looking at it first. And if you have to eat three of them, don't start with a small one. All right, this is the most important slide in the entire talk. So if you want to leave after this slide, I will not be offended because it's all downhill from here. And this is blatantly stolen. This is Stephen Kovie's great contribution to the world. He talks about it in the seven habits book. Imagine you're to do lists. Most people sort there to do lists either the order that I got it throw it on the bottom or they sort it in due date list, which is more sophisticated and more helpful, but still very, very wrong. So looking at the four quadrant to do list. If you've got a quadrant where things are important, excuse me, end do soon, important and not do soon, not important and not important and not do soon. All right, which of these four quadrants do you think? Upper left, upper right, lower left, lower right. Which one do you think you should work on immediately? Upper left. You are such a great crowd.
大家都開心。當然，我必須花費兩倍的時間來管理他，這本來可以自己完成。但這沒關係，這就是當老闆的意義所在——培養你的團隊成員，無論他們當下看起來多麼渺小或偉大。關於待辦清單或如何讓自己動起來的最後一點建議是：如果你有一堆事情要做，先處理最棘手的那件。有句老話說，如果你必須吃下一隻青蛙，別花太多時間盯著它看。而如果你得吃掉三隻，別從最小的那隻開始。好了，這是整場演講中最重要的一張投影片。所以如果你想在這張投影片後離開，我不會感到被冒犯，因為接下來的內容只會越來越輕鬆。這張投影片是明目張膽偷來的，這是史蒂芬·柯維對世界的偉大貢獻，他在《與成功有約》一書中談到這個概念。想像你的待辦清單——大多數人排序待辦事項時，要麼按照收到任務的順序堆到清單底部，要麼按截止日期排列（這雖然更複雜且實用些，但仍然大錯特錯）。現在來看看這個四象限待辦清單。 如果你有一個象限，事情是重要的，抱歉，即將結束，重要但不急，不重要也不急。好的，這四個象限中，你認為哪一個？左上、右上、左下、右下。你認為你應該立即處理哪一個？左上。你們真是個了不起的群眾。

Okay. And which one do you think you should probably do last? Lower right. And that's, you know, that's easy. That's obviously number one. That's obviously number four. But this is where everybody in my experience gets it wrong. What we do now is we say I do the number ones and then I move on to the stuff that's do soon and not important. When you write it in this quadrant list, it's really stunning because I've actually seen people do this and they say okay and this is do soon and I know it's not important so I'm going to get right to work on it. And the most crucial thing I can teach you about time management is when you're done picking off the important and do soon, that's when you go here. You go to it's not do soon and it's important and there will be a moment in your life where you say hey this thing that's do soon but not important, I won't do it. Because it's not important. It's just right here on the chart. And magically you have time to work on the thing that is not do soon but is important so that next week it never got a chance to get here because you killed it in the crib. My wife won't like that metaphor. But you kill the or you you solve the problem of something that's due next week when you're not under time stress because it's not due tomorrow and suddenly you become one of those zen-like people who just always seem to have all the time in the world because they've figured this out. Paperwork. The first thing you need to know is that having cluttered paperwork leads to thrashing.
好的。那麼你認為哪一個應該最後做呢？右下角那個。你知道的，這很簡單。那顯然是第一優先。那顯然是第四優先。但根據我的經驗，這裡是大家最容易搞錯的地方。我們現在的做法是，先處理第一優先的事，然後轉向那些「即將到期但不重要」的事。當你把這些事寫在這個象限清單上時，情況會非常明顯，因為我確實見過有人這樣做，他們會說「好的，這個是即將到期的，我知道它不重要，所以我馬上就來處理它」。關於時間管理，我能教給你們最重要的一點就是：當你處理完「重要且即將到期」的事後，你應該轉向這裡——「不緊急但重要」的事。在你的生活中會有那麼一刻，你會說：「嘿，這個即將到期但不重要的事，我不做了。」因為它不重要。它就在這個象限裡。神奇的是，你突然就有時間去處理那些「不緊急但重要」的事了，這樣到了下週，它們就不會有機會變成「即將到期」的事，因為你已經在萌芽狀態就把它們解決了。我太太可能不會喜歡這個比喻。 但當你解決了下週才到期的事項時——因為它並非明日截止，你便不會處於時間壓力之下——突然間，你就成了那種看似總能從容不迫的禪意人士，因為他們已參透此道。文書工作。首先你必須明白，雜亂的文書會導致效率低下。

You end up with all these things on your desk and you can't find anything and the moment you turn to your desk your desk is saying to you I own you. I have more things than you can do and there are many colors and laid out. So what I find is that it's really crucial to keep your desk clear and we'll talk about where all the paper goes in a second and you have one thing on your desk because then it's like now it's thunderdome. Me and the one piece of paper. And so I usually win that one. One of the mantras of time management is touch each piece of paper once. You get the piece of paper, you look at it, you work at it and I think that's extremely true for email. How many people here? Well I'm going to take it for granted that everybody here has an email inbox.
最終你的桌上堆滿東西，什麼都找不到，當你轉向辦公桌的那一刻，桌子彷彿在對你說：我主宰了你。我有比你所能處理更多的事項，五顏六色地攤開著。因此我發現保持桌面整潔極為關鍵——我們稍後會談到所有文件該往哪去——桌上只放一樣東西，因為這樣就像進入雷霆穹頂。我和那一張紙對決。通常我會勝出。時間管理的一大信條是：每份文件只處理一次。拿到文件，查看它，處理它，我認為這對電子郵件同樣極其適用。在座有多少人...好吧，我假設在場每位都有電子郵件收件匣。

How many people are right now? Have more than 20 items in their email inbox? Oh I'm in the right room. Your inbox is not your to-do list. And my wife has learned that I need to get my inbox clear. Now sometimes this really means just filing things away and putting something on my to-do list. Remember that to-do list is sorted by importance but does anybody here have an email program where you can press the sort by importance button? It's amazing how people who build software that really is a huge part of our life and getting worked done haven't a clue. And that's not a slam on any particular company. I think they all have missed the boat and I just find it fascinating.
現在有多少人？電子郵件收件匣裡有超過 20 封郵件？哦，我來對地方了。你的收件匣不是你的待辦事項清單。而我太太已經學會了，我需要把收件匣清空。有時候這真的只是意味著把東西歸檔，然後把某些事項放到我的待辦清單上。記住，待辦清單是按重要性排序的，但在座的各位有誰的電子郵件程式可以按重要性排序嗎？令人驚訝的是，那些開發對我們生活和工作至關重要軟體的人，竟然對此毫無頭緒。這不是針對任何特定公司的抨擊。我認為他們全都錯過了重點，我只是覺得這很有趣。

Because everybody I know or most people I know have this inbox that I got to ask. How many people have more than 100 things in their email? I'm just not going to go and this is too depressing. So you really want to get the thing in your inbox. Look at it and say I'm either going to read it right now or I'm going to file it and put an entry and might to do list. And that's just a crucial thing. Because otherwise every time you go to read your email you're just swamped and it's just as bad as the cluttered paper. You're all trying to figure out how that heading goes with that picture. A filing system is absolutely essential. And I know this because I married the most wonderful woman in the world but she's not a good filer.
因為我認識的每個人，或者說大多數我認識的人，都有這個收件箱問題要面對。有多少人的電子郵件裡有超過 100 封未讀郵件？我就不繼續問了，這太令人沮喪了。所以你應該要處理收件箱裡的東西，看著它然後決定：我要麼現在就讀它，要麼就歸檔並在待辦事項清單上記一筆。這是非常關鍵的。因為不然的話，每次你去讀郵件時，就會被淹沒，就像雜亂無章的紙張一樣糟糕。你們都在試圖弄清楚那個標題和那張圖片是怎麼搭配的。一個歸檔系統絕對是必要的。我之所以知道這一點，是因為我娶了世界上最棒的女人，但她不太會歸檔。

But she is now. Because after we got married and we moved in together and we resolved all the other typical couple things I said we have to have a place where our papers go and it's in alphabetical order. And she said that sounds a little compulsive. And I said okay honey. So I went out to IKEA and I got this big nice way to expensive big wooden fake mahogany thing with big drawers so she liked it because it looked kind of nice. And having a place in our house where any piece of paper went and was an alphabetical order did wonderful things for our marriage. Because there was never any of this honey where did you put blah blah blah blah blah and there was never being mad at somebody because they had put something in someone except place. There was an expected place for it. And when you're looking for important receipts or whatever it is this is actually important. And we have found that this has been a wonderful thing for us.
但她現在是了。因為在我們結婚後搬到一起住，解決了所有其他典型夫妻會遇到的問題後，我說我們必須有個地方放文件，而且要按字母順序排列。她說這聽起來有點強迫症。我說好吧，親愛的。於是我去了宜家，買了一個貴得離譜、看起來不錯的大木製仿紅木抽屜櫃，她因為它看起來很漂亮而喜歡它。家裡有個地方可以放任何文件，並且按字母順序排列，這對我們的婚姻產生了奇妙的效果。因為再也沒有「親愛的，你把某某東西放哪了」這樣的問題，也不會因為有人把東西放錯地方而生氣。每樣東西都有它該在的位置。當你在找重要的收據或其他什麼東西時，這真的很重要。我們發現這對我們來說是一件非常棒的事情。

I think file systems among groups of people whether it's a marriage or an office or crucial but even if it's just you having a place where you know you put something really beats all hell out of running around for an hour going where is it? I know it's blue and I was eating something when I read it. I mean this is not a filing system. This is madness. A lot of people ask me so Randy what is your desk look like? So as my wife would say this is what Randy's desk looks like when he's photographing it for a talk. The important thing is that I'm a computer geek so I have the desk off to the right and then I have the computer station off to the left. I like that my desk in front of a window whenever I can do that. This is an old photograph these have now been replaced by LCD monitors but I left the old picture because the crucial thing is it doesn't matter if they're fancy high tech. The key thing is screen space.
我認為無論是在婚姻、辦公室還是任何群體中，文件系統都至關重要，但即使只有你一個人，有一個你知道自己把東西放在哪裡的固定位置，也比花一個小時到處跑著找「它到底在哪？我知道它是藍色的，而且我讀它的時候正在吃東西」要好得多。我的意思是，這根本不是一個歸檔系統，這簡直是瘋了。很多人問我：「Randy，你的辦公桌長什麼樣子？」就像我妻子會說的，這就是 Randy 的辦公桌在他為演講拍照時的樣子。重要的是，我是個電腦怪咖，所以我把辦公桌放在右邊，電腦工作站放在左邊。我喜歡盡可能讓我的辦公桌面對窗戶。這是一張舊照片，現在這些已經被液晶顯示器取代了，但我保留了舊照片，因為關鍵不在於它們是否高科技。重要的是螢幕空間。

Lots of people have studied this. How many people in this room have more than one monitor on their computer desk? Okay not bad. So we're getting there. It's starting to happen. What I found is that I could go back from three to two but I just can't go back to one. There's just too many things and as somebody said it's a difference between working on a desk like at home and trying to get work done on the little tray on an airplane. In principle the little tray on the airplane is big enough for everything you need to do. It's just that in practice it's pretty small. Multiple monitors I think are very important and I'll show you in a second what I have on each one of those.
很多人研究過這個問題。在座的各位有多少人電腦桌上有多於一個顯示器？不錯，我們正在進步。這種情況開始普及了。我發現自己可以從三個減到兩個，但實在無法回到只用一個。因為事情實在太多，就像有人說的，這就像在家用大書桌工作與在飛機小桌板上勉強辦公的差別。理論上，飛機的小桌板足夠你做任何事，但實際上它還是太小了。我認為多顯示器非常重要，待會兒我會展示每個螢幕的用途。

And I believe in this multiple monitors thing we believe in it for a long time that's my research group our laboratory a long time ago at Carnegie Mellon that's Caitlin Keller heard who's now Dr. Keller here. Thank you and she's at Washington University in St. Louis doing wonderful things. But we had everybody with three monitors and the cost on this is absolutely trivial. If you figure the cost of adding a second monitor to an employee's yearly cost of the company it's not even one percent anymore. So why would you not do it? So one of my walkaways for all of you is you should all go to your boss and say I need a second monitor. I just can't work with that. It ran to told me to tell you that. Because it will increase your productivity and the computers can all drive two monitors so why not. So what do I have on my three monitors?
而我深信這個多螢幕的觀念，我們長期以來都相信這一點，這是我的研究團隊，我們在卡內基美隆大學的實驗室很久以前的事了，那是凱特琳·凱勒，現在是凱勒博士。謝謝，她現在在聖路易斯的華盛頓大學做著很棒的事情。但我們讓每個人都使用三個螢幕，而這成本絕對微不足道。如果你計算為員工增加第二個螢幕對公司年度成本的影響，現在甚至不到百分之一。那麼你為什麼不這麼做呢？所以我給大家的一個建議是，你們都應該去跟你們的老闆說我需要第二個螢幕。我就是沒辦法只用一個工作。是蘭迪叫我告訴你們的。因為這會提高你的生產力，而且電腦都能驅動兩個螢幕，何樂而不為呢。那麼我的三個螢幕上都放些什麼呢？

The left is my to-do list all sorts of stuff in there and my system we're all at Eos and Cratic my system is that I just put a number zero through nine and I use an editor that can quickly sort on that number in the first column. But the key thing is it's sorted by priority. In the middle is my mail program note the empty inbox. And I try very hard. I sleep better if I go to sleep with the inbox empty. When my inbox does creep up I get really testing. So my wife will actually say to me I think you need to clear the inbox. On the third one is a calendar. This is from a number of years ago but that's kind of like what my days would be. I used to be very heavily booked.
左邊是我的待辦事項清單，裡面有各種各樣的事情，而我的系統——我們都在 Eos 和 Cratic——我的系統是，我只需要在第一欄放一個 0 到 9 的數字，然後使用一個可以根據該數字快速排序的編輯器。但關鍵在於它是按優先級排序的。中間是我的郵件程序，注意收件箱是空的。我非常努力地保持這一點。如果睡覺時收件箱是空的，我會睡得更好。當我的收件箱開始堆積時，我真的會感到焦慮。所以我妻子實際上會對我說，我認為你需要清理收件箱。第三個是一個日曆。這是幾年前的，但那大致就是我每天的安排。我以前行程非常緊湊。

And I don't care which software you use, I don't care which calendar you use, I don't care if it's paper or computer whatever works for you but you should have some system whereby you know where you're supposed to be next Tuesday at 2 o'clock. Because even if you can live your life without that you're using up a lot of your brain to remember all that. And I don't know about you but I don't have enough brain to spare to use it on things I can have paper or computers do for me. So back to the overview. On the desk itself let's zoom in a little bit. Look I have the one and one thing I'm working on at the time. I have a speaker phone. This is crucial.
而我不管你們用哪種軟體，不管你們用哪種行事曆，也不在乎是紙本還是電腦，只要對你有用就好，但你應該要有個系統，讓你知道下週二下午兩點你該在哪裡。因為即使沒有這些你也能過活，但你會耗費大量腦力去記住所有事情。而我不知道你們如何，但我沒有多餘的腦力可以浪費在這些紙張或電腦能代勞的事情上。所以回到概覽。讓我們稍微放大看看桌面本身。瞧，我一次只專注於手邊的一項工作。我有一台免持聽筒電話。這點至關重要。

How many people have a speaker phone on their desks? Okay not bad but a lot more people don't. Speaker phones are essentially free and I spend a lot of time on hold and that's because I live in American society where I get to listen to messages of the form your call is extremely important to us. Watch while my actions are cognitively dissonant from my words. It's like the worst abusive relationship in the world. Imagine a guy picks you up on the first date and he smacks you in the mouth and says I love you honey. That's pretty much how modern customer service works on the telephone. But the great thing about a speaker phone is you hit the speaker phone and you dial and then you just do something else. And if it takes seven minutes it takes seven minutes and hey I just look at this as somebody's piping music into my office. That's very nice of them.
有多少人的辦公桌上有免提電話？好吧，還不錯，但更多人沒有。免提電話基本上是免費的，而我花了很多時間在等待，因為我生活在美國社會，在那裡我得聽那些「您的來電對我們極為重要」之類的訊息。看著我的行為與我的話語在認知上產生矛盾。這簡直是世界上最糟糕的虐待關係。想像一下，一個傢伙第一次約會時接你，然後打了你一巴掌，說「我愛你，親愛的」。現代電話客服差不多就是這樣運作的。但免提電話的好處是，你按下免提鍵撥號，然後就可以去做其他事情。如果這需要七分鐘，那就七分鐘吧，嘿，我就當作是有人在辦公室裡播放音樂。他們真是太好了。

I also found that having a timer on the phone is handy so that when somebody finally picks up in Bangalore I can say things like I'm so glad to be talking with you by the way if you're keeping records on this sort of thing I've been hold for seven and a half minutes. But you don't say it angry you just say it as I presume you're logging this kind of stuff. And you're not angry so they don't get angry back at you but they feel really guilty. And that's good. You want guilty. So a speaker phone is really great. I find that a speaker phone is probably the best material possession you can buy to counter stress. If I were like teaching a yoga and meditation class I'd say we'll do all the yoga and meditation. I think that's wonderful stuff but everybody also has to have a speaker phone. What else do we have besides a speaker phone?
我也發現手機上的計時器很方便，這樣當班加羅爾那邊終於有人接聽時，我可以說些像是「很高興能和你通話，順帶一提，如果你們有記錄這種事情的話，我已經等了七分半鐘了。」但你不是生氣地說，而是用「我猜你們應該有記錄這類事情」的語氣。你不生氣，他們也就不會對你發火，但他們會感到非常內疚。這樣很好。你要的就是讓他們內疚。所以免持聽筒真的很棒。我發現免持聽筒可能是你能買來對抗壓力的最佳物質財產。如果我在教瑜伽和冥想課，我會說我們會做所有的瑜伽和冥想。我覺得那些都很棒，但每個人都還得有一台免持聽筒。除了免持聽筒，我們還有什麼呢？

Let's talk about telephones for a second. I think that the telephone is a great time-wester and I think it's very important to keep your business called short. So I recommend standing during phone calls. Great for exercise and if you tell yourself I'm not going to sit down until the call is over you'll be amazed how much brisk are you are. Start by an ounce and goals for the call. Hello Sue this is Randy. I'm calling you because I have three things that I wanted to get done. Boom boom boom. Because then you've given her an agenda and when you're done with the three things you can say that's great. Those are the three things I had.
讓我們來談談電話。我認為電話是一個極大的時間浪費者，所以我認為保持通話簡短非常重要。因此，我建議在打電話時站著。這對運動很有好處，如果你告訴自己「在通話結束前我不會坐下」，你會驚訝於自己的效率有多高。開始通話時，先說明目標。「嗨，Sue，我是 Randy。我打給你因為我有三件事想完成。」砰、砰、砰。這樣你就給了她一個議程，當你完成這三件事時，你可以說「太好了，這就是我要談的三件事。」

It was great to talk to you. I love to talk to you again. Bye. Boom. We're off the phone. Whatever you do do not put your feet up. I mean if you put the feet up it's just all over and the other handy trick is have something on your desk that you actually are kind of interested in going to do next. So the phone call instead of being wow I can get off the phone and go do some work or I can keep chit chatting and usually the person you called they'd like to chit chat too. So this is where the time-wester in the office goes and if you're a grad student well if you're a grad student you already know about time-wasting. So having something you really want to do next is a great way to get you off the phone quicker. So you got to train yourself. Getting off the phone is hard for a lot of people.
很高興能和你談話。我很期待再次與你交談。再見。砰。我們掛斷電話了。無論你做什麼，千萬別把腳翹起來。我是說，如果你把腳翹起來，那就全完了。另一個實用的小技巧是在桌上放些你接下來確實有點興趣去做的事情。這樣一來，電話結束時，你會想著「哇，我可以掛電話去做些事了」，而不是繼續閒聊，通常對方也會想繼續閒聊。這就是辦公室裡時間被浪費的地方。如果你是研究生，嗯，如果你是研究生，你早就知道時間是怎麼被浪費的了。所以，準備一些你真正想做的事情，是讓你更快掛斷電話的好方法。你得訓練自己。對很多人來說，掛斷電話是件難事。

I don't suffer from an abundance of politeness. My sister who's known me for a long time is laughing and knowing laugh. So when I want to get off the phone I want to get off the phone. I'm done and what I say is I love to keep talking with you but I have some students waiting. Now I'm a professor. Somewhere there must be students waiting. Right? I mean it's got to be. Sometimes you get in a situation like with a telemarketer. That's awkward because a lot of people are so polite.
我並不以過度禮貌見長。認識我多年的姐姐正發出會心一笑。所以當我想掛電話時，我就會直接掛斷。我會說「我很想繼續聊，但有學生在等我」。畢竟我是教授嘛，總該有學生在等吧？有時候你會遇到像推銷電話這種尷尬情況，因為多數人都太有禮貌了。

I have no trouble with telemarketers. I'll just go there with them. Right? If you're a telemarketer and you call my house you have made a mistake. Yeah, I can't talk right now but once you get your home phone number and I'll call you back around dinner time. Signed fell did a great bit on that or if you want to be a little bit more over the line. I'd love to talk with you about that but first I have some things I'd like to sell you. And the funny part is they never realize you're yanking with them. But if you have to hang up on a telemarketer what you do is you hang up while you're talking.
我對付推銷電話可有一套。我會直接跟他們玩起來。如果你是個推銷員還打來我家，那你可就錯了。「現在不方便聊，不如你留家裡電話，我晚餐時間回撥？」喜劇演員 Signfeld 有個經典段子。如果想更狠一點，可以說「我很想聽你推銷，不過先讓我推銷些東西給你」。好笑的是他們從不會發現你在耍他們。但如果非掛不可，秘訣是要在你自己說話時突然掛斷。

Well I think that's really interesting and I would love to keep you know. I mean talk about self-effacing hanging up on yourself and they won't figure it out. If they do and they call back just don't answer. Right? So, a 10 years now, all anybody will remember from this talk is hang up on yourself. The other thing is group your phone calls call people right before lunch or right before the end of the day because then they have something they would rather do than keep shitty chatting with you. So I find that calling somebody at 11.50 is a great way to have a 10-minute phone call. Because frankly you may think you're interesting but you are not more interesting than lunch. I have become very obsessive about phones and using time productively.
嗯，我覺得這真的很有趣，而且我很想繼續保持下去。我是說，談論自我貶低、自己掛斷電話，而他們不會發現。如果他們真的發現並回電，就別接。對吧？所以，十年後，大家從這場演講中唯一記得的，就是「自己掛斷電話」。另一件事是將你的電話分組，在午餐前或下班前打給別人，因為這樣他們就有比跟你閒聊更想做的事。所以我發現，在 11 點 50 分打電話給某人，是進行 10 分鐘通話的好方法。因為坦白說，你可能覺得自己很有趣，但你沒有午餐有趣。我變得非常執著於電話和有效利用時間。

So I just think that everybody should have something like this. I don't care about fashion. So, you know, I don't have Bluetooth and you know I have this big ugly thing. Hi, I'm Julie from Time Life, right? But the thing that allows me to do because you know I am sort of living the limit case right now. I've got to get stuff done and I really don't have a lot of time. So, I get an hour a day where I exercise on my bike and this is me on my bike and if you look carefully you can see I'm wearing that headset and I've got my cell phone. And for an hour a day I ride my bike around the neighborhood.
所以我只是覺得每個人都應該擁有像這樣的東西。我不在乎時尚。所以，你知道的，我沒有藍牙，我有這個又大又醜的東西。嗨，我是時代生活的茱莉，對吧？但這東西讓我能做到這些，因為你知道我現在某種程度上是在極限狀態下生活。我必須把事情完成，而我真的沒有太多時間。所以，我每天有一個小時在腳踏車上運動，這是我在腳踏車上的樣子，如果你仔細看，可以看到我戴著那個耳機，還有我的手機。每天一個小時，我會騎著腳踏車在社區裡轉轉。

This is time that I'm spending on the phone getting worked on and it's not a moment being taken away from my wife or my children. And it turns out that I can talk and ride a bike at the same time. Amazing, the skill sets I have. So, it works better in cold weather climates. But I have just found that having a headset frees me up even if just around the house you wear a headset you can fold laundry. It's an absolute tofer and I just think telephone should have headsets and someday we will all have the board in plant and it will be a non-issue. What else is on my desk? I have sort of one of those address stampers because I got tired of riding my address. I have a box of clean-ex. In your box at work if you're a faculty member you have to have a box of clean-ex.
這是我花在電話上的時間，進行工作，而不是從我妻子或孩子那裡奪走的時刻。而且事實證明，我可以一邊講電話一邊騎自行車。驚人吧，我所擁有的技能組合。所以，這在寒冷的天氣裡效果更好。但我發現，即使只是在家裡戴著耳機，你也可以摺疊衣物。這絕對是個好東西，我認為電話應該配備耳機，總有一天我們都會內建這項功能，這將不再是問題。我的桌子上還有什麼？我有那種地址印章，因為我厭倦了手寫地址。我還有一盒清潔用品。如果你是大學教職員，你的辦公桌上必須有一盒清潔用品。

Because if it, Jim is laughing, right? At least if you teach the way I do, there will be crying students in your office. And what I found to diffuse a lot of that is that I would have CS352 or whatever written on the side of the clean-ex box. And I would turn it as I handed it to them and they would take the clean-ex and they would be like, "Oh, I said, yeah, it's for the class." You're not alone. So having clean-ex is very important. And thank you cards. I'll now ask the embarrassment question and I don't mean to pick on you but it just points things out so well.
因為這樣，吉姆在笑，對吧？至少如果你像我這樣教學，辦公室裡會有學生哭。我發現緩解這種情況的一個方法是，我會在紙巾盒旁邊寫上 CS352 之類的課程代號。當我把紙巾遞給他們時，我會轉過盒子，他們接過紙巾後會說：「哦，我說，對，這是給這堂課用的。」你並不孤單。所以準備紙巾非常重要。還有感謝卡。現在我要問一個讓人尷尬的問題，我不是針對你，但這能很好地說明問題。

By show of hands, who here has written a thank you note that is not a quid pro quo. I don't mean, "Oh, you gave me a gift, I wrote you a thank you note." And I mean a physical thank you note with a pen and ink and paper, not email because emails better than nothing. But it's that much better than nothing. Okay? How many people here have written a thank you note in the last week? Not bad. I do better here than it most places because it is UVA.
請舉手示意，這裡有誰寫過不是禮尚往來的感謝卡。我不是指「哦，你給了我禮物，我寫了感謝卡給你。」我指的是用筆墨紙張親手寫的感謝卡，不是電子郵件，因為電子郵件總比沒有好。但它比沒有好那麼多。好嗎？這裡有多少人在過去一週內寫過感謝卡？不錯。我在這裡的表現比大多數地方好，因為這裡是弗吉尼亞大學。

Chivalry is not there. But how many people in the last month? How many people in the last year? The fact that there are non-trivial number of hands not up for the year? I mean, if anybody was in this audience, this parents are going, "Oh, that was my kid." Thank you notes are really important. There are very tangible way to tell someone how much you appreciated things. I have thank you notes with me and that's because I'm writing some later today to some people who've done some nice things for me recently. And you say, "God, you have time for that.
騎士精神已不復存在。但過去一個月有多少人？過去一年又有多少人？事實上，舉手表示有寫感謝卡的人數並不多？我是說，如果在場有哪位家長心想：「噢，那是我孩子。」感謝卡真的非常重要。這是向他人表達感激之情的具體方式。我隨身帶著感謝卡，因為今天晚些時候我要寫給最近幫過我的人。你可能會說：「天啊，你還有時間做這個。」

I like yes. I have time for that." Because it's important. Even in my current status, I will make time to write thank you notes to people. And even if you're a crafty, weasely bastard, you should still write thank you notes. Because it makes you so rare that when someone gets a thank you note, they will remember you. It seems like the only place to thank you notes are really taken seriously anymore is when people are interviewing for jobs.
我喜歡說「是的，我有時間做這個。」因為這很重要。即使以我現在的狀況，我仍會抽空寫感謝卡給別人。就算你是個狡猾的混蛋，你還是應該寫感謝卡。因為這讓你顯得與眾不同，當別人收到感謝卡時，他們會記住你。現在似乎只有在求職面試時，人們才會認真對待感謝卡這件事。

They now sometimes write thank you notes to the recruiters, which I guess shows a sign of desperation on the part of the recent graduate. But thank you notes are a wonderful thing and I would encourage all of you to go out and buy a stack at your local dime store and have them on your desk. So when the moment sees you, it's right there. And I leave my thank you notes out on the desk readily accessible. And as I've said before, gratitude is something you can go beyond cards. When I got tenure here, I took my whole research team down to Disney World on my Nickel for a week. And I believe in large gestures, but it's also a lot of fun. I wanted to go to.
他們現在有時會寫感謝信給招聘人員，我想這在某種程度上顯示了應屆畢業生的絕望。但感謝信是件美好的事情，我鼓勵你們都去當地的廉價商店買一疊放在桌上。這樣當需要時，信手拈來。我就把感謝信放在桌上，隨時可取。正如我之前所說，表達感激之情不局限於卡片。當我在這裡獲得終身教職時，我自掏腰包帶整個研究團隊去迪士尼世界玩了一周。我相信大手筆的舉動，同時也充滿樂趣。我自己也想去。

I didn't send them without proper shaper running after all. What else? I have a paper recycling bin and this is very good because it helps save the planet, but it also helps save my butt. So when I have a piece of paper that I would be throwing away, I put it in that bin and that takes, I don't know, a couple of weeks to get filled up and then actually send somewhere else. And so what I've really done here is I've created sort of the Windows Macintosh trash can you can pull stuff back out of. It works in the real world too. And about once a month I go faniting through there to find the receipt that I didn't think I'd ever need again that I suddenly need.
我終究沒有在沒有適當的塑形器運作的情況下寄出它們。還有什麼呢？我有一個紙張回收箱，這非常好，因為它有助於拯救地球，但同時也拯救了我的屁股。所以當我有一張要丟棄的紙張時，我會把它放進那個箱子裡，大概需要幾週時間才會裝滿，然後真正送到別處去。因此，我在這裡真正做的是創造了一種類似於 Windows Macintosh 垃圾桶的東西，你可以從中把東西拉回來。這在現實世界中也適用。大約每個月一次，我會在那裡翻找，尋找那些我以為再也不需要但突然又需要的收據。

And it's extremely handy. I suspected if I were giving this talk in 10 years, I would say I just put it in the auto scanner. Because I find that almost in conceivable that 10 years from now first off, then a lot of the stuff would be paper in my hands anyway. But if it were paper that I would have any notion of doing anything other than putting it on the desk where it goes, and it's already scanned because it touched the desk. This kind of stuff is not really hard to do. So I think that's what's going to happen. And of course I have a phone book.
這功能超級方便。我猜如果十年後我再做這場演講，我會說我直接把文件放進自動掃描器就好了。因為我發現很難想像十年後，首先，我手上還會有這麼多紙本文件。但如果是紙本，我除了把它放到該放的桌上之外，根本不會有其他念頭，而且一碰到桌面就自動掃描好了。這種技術其實不難實現，所以我覺得未來肯定會這樣發展。當然，我還有本電話簿。

Notepad, I can't live without post-it notes. And the view out the window of the dog. Because the dog reminds me that I should be out playing with him. When I got married I married into a family. I got a wife and two beautiful dogs. There's the other one. Could you help me with the debate I've had with my wife? By show of hands, how many people would somantically say the dog is on the couch? Nobody.
記事本，我生活中不能沒有便利貼。還有窗外那隻狗的風景。因為那隻狗提醒我該出去陪牠玩了。結婚時我娶的不只是一個妻子，而是整個家庭——我有了太太和兩隻漂亮的狗。另外一隻在那邊。能請大家幫我解決和太太的爭論嗎？舉手表決，有多少人會語義上認為「狗在沙發上」？沒半個人。

Thank you. Thank you. Because the dog was not allowed on the couch. And my wife came in one day. Anyway, thank you for agreeing with me. It makes me feel very good. So the dog is wonderful. The dogs have long gone on, but they are still in our hearts and our memories. And I think of them every day.
謝謝。謝謝。因為狗不被允許上沙發。有一天我太太走進來。總之，謝謝你同意我的看法。這讓我感覺非常好。那隻狗很棒。雖然牠們早已離世，但仍活在我們心中與記憶裡。我每天都會想起牠們。

They're still a part of my life. I've presented to you how I do my office, how I do things. It's not the only way. One of the best assistants I've ever met was a one named Tina Cobb. She has a different system. She's a spreader. If you think about it, there's a method to remind us everything here is exactly one arm's radius from where she sits. It's like a two armed octopus. She got so much stuff done.
牠們仍是我生活的一部分。我向你們展示了我如何布置辦公室、如何做事。這不是唯一的方式。我遇過最棒的助理之一叫蒂娜·科布。她有另一套系統。她是個「攤開派」。仔細想想，這裡每樣東西的擺放位置都在她坐著時手臂可及的半徑內，就像隻雙臂章魚。她的工作效率超高。

Never presume to tell somebody else how to change their system if their system is working. Tina was much more efficient than I was. So I would just say, "Look, do what works for you. Everybody has to find the system for themselves. But you really got to think about what makes me more efficient." Let's talk about office logistics. In most office settings, people come into each other's offices and proceed to suck the life out of each other. If you have a big, cushy chair in your office, you might as well just slather butter all over yourself and send yourself naked into the woods for the wild animal.
永遠不要假設自己能教別人如何改變他們的行事方式，如果那套方法對他們有效的話。蒂娜的效率就比我高得多。所以我只會說：「聽著，用對你有用的方法就好。每個人都得找到適合自己的系統。但你真得好好思考什麼能讓我更有效率。」讓我們來談談辦公室配置。在多數辦公環境中，人們會互相串門子，然後把彼此的精氣神都吸乾。如果你辦公室裡有張又大又軟的椅子，還不如直接往自己身上抹奶油，然後赤身裸體走進森林裡去餵野生動物。

You might as well just say, "You're an optionally comfortable for others." So no comfy chairs. I used to have folding chairs in my office. Fold it up against the wall. People want to come into me and talk with me. They can stand. I would stand up because then the meetings can be really fast because we want to sit down. But then if it looks like it's something we should have a little more time on, I very graciously go over and open the folding chair. I'm such a gentleman.
你還不如直接說：「你對他人而言只是個可選的舒適選項。」所以別放舒適的椅子。我以前辦公室裡放的是折疊椅。不用時就折起來靠牆放。有人想來找我談話，他們可以站著。我會站起來，這樣會議就能進行得很快，因為我們都想坐下。但如果看起來是需要多花點時間討論的事情，我就會很紳士地走過去把折疊椅打開。我真是個彬彬有禮的人。

Some people do a different tack on this. They have the chair already there, but they cut two inches off the front leg. So the whole time you're in their office, you're sort of scooting yourself up. I'm not advocating that, but I thought it was damn clever the first time I saw it. Scheduling yourself. Verbs are important. You do not find time for important things.
有些人對這點採取不同的做法。他們會預先把椅子擺在那裡，但把前腳鋸短兩吋。這樣當你在他們辦公室時，就會不自覺地一直往前挪。我不是在提倡這種做法，但第一次見到時覺得真是絕妙。安排自己的時間表時，動詞很重要。重要的時間不是「找到」的。

You make it. When you make time by electing not to do something else. There's a term from economics that everybody should hold near and dear to that heart. And that term is opportunity cost. The bad thing about doing something that isn't very valuable is not that it's a bad thing to have done it. The problem is that once you spend an hour doing it, that's an hour you can never again spend in any other way. And that's important. Now how do you keep these unimportant things from sucking into your life? You learn to say no. It's great.
而是「創造」出來的。當你選擇不做其他事情時，就是在創造時間。經濟學中有個術語每個人都該銘記在心，那就是「機會成本」。做低價值事情的壞處不在於事情本身，問題在於當你花一小時做這件事，就永遠失去將這一小時用於其他可能性的機會。這點至關重要。那麼如何防止這些不重要的事吞噬你的生活？你得學會說「不」。這招很管用。

My youngest child Chloe is at an age where this is her new word about two weeks ago she learned it. And it's like now everything is no. No, no, no, no. She should be giving this talk. And I asked her and she said no. So she's home playing. But we all hate to say no because people ask us for help and we want to be gracious. So let me teach you some gentle nose. The first one is I'll do it. I'm really strapped but I want to help you. I don't want you to be in the bind. So if nobody else steps forward, I will do this for you.
我最小的孩子克洛伊正處於一個階段，大約兩週前她學會了這個新詞。現在她對什麼都說「不」。不、不、不、不。她應該來講這場演講才對。我問過她，但她說不要。所以她在家裡玩。但我們都不喜歡說「不」，因為別人向我們求助時，我們想表現得親切。所以讓我教你一些溫和的拒絕方式。第一種是「我會做」。我真的很忙，但我想幫你。我不想讓你陷入困境。所以如果沒有其他人願意，我會為你做這件事。

Or I'll be your deep fall back, but you have to keep searching for somebody else. Now you will find out about the person's character at that moment. Because if they say great, I got my sucker and they stop looking, then they have abused the relationship. But if they say that's great, my stress level is down at zero. Because now I know it's not going to be disaster. But I'm going to keep looking for somebody for whom it's less of an imposition. That's a person that will get lots of this sort of support. Okay.
或者我可以當你的最後備選，但你必須繼續尋找其他人。這時候你就會看出一個人的品格。因為如果他們說「太好了，我找到冤大頭了」然後就不找了，那就是濫用了這段關係。但如果他們說「太好了，我的壓力降到零了。因為現在我知道不會是一場災難。但我會繼續找一個對這件事負擔較小的人」，這樣的人會得到很多這樣的支持。好嗎。

When I was in graduate school, we did a moving party with four people, a lot of moving parties, carry heavy objects. We had four people we should have had 12. He was a long day. And after that I stopped there in new policy. I said, "From now on, when somebody says, "Well, you help me move, I'll say how much stuff you got." And they would tell me, "I'd say, "That sounds like about eight people." If you give me the names of seven other people that will be there, I'll be there."
我在研究所時，曾和四個人一起辦搬家派對，搬了很多次，扛重物。我們只有四個人，其實應該要有十二個人才夠。那是漫長的一天。之後我訂了新規矩：「從今以後，如果有人說『來幫我搬家吧』，我會問『你有多少東西？』他們告訴我後，我就說：『聽起來大概需要八個人。如果你能找來另外七個人，我就去。』」

And I never again was at a moving party that went for 14 hours in January and Pittsburgh. Everybody has good and bad times. A big thing about time management is find your creative time and defend it ruthlessly. Spend it alone. Maybe at home if you have to. But defend it ruthlessly. The other thing is find your dead time, schedule meetings, phone calls, exercise, mundane stuff. But do stuff during that where you don't need to be at your best. And we all have these times.
從此我再也沒參加過在匹茲堡一月天裡長達十四小時的搬家派對。每個人都有高效和低效的時段。時間管理的一大重點是：找出你的創意時段並無情捍衛它。獨自度過這段時間，必要時待在家裡也行，但務必嚴加守護。另一件事是找出你的低效時段，安排會議、電話、運動或瑣事。在這些時段做不需要最佳狀態的事。我們都有這樣的時段。

And the times are not at all intuitive. I discovered that my most productive time was between 10 pm and midnight. Which is really weird, but it's sort of this for me, it's just this burst of energy right before the end. Let's talk about interruptions. An interruption, there are people who measure this kind of stuff who have stopwatches and clipboards. And what they say is that an interruption takes six to nine minutes, but then there's a four to five minute recovery to get your head back into what you're doing. And if you're doing something like software creation,
而且這些時間點一點也不直覺。我發現自己最高效的時間是在晚上 10 點到午夜之間。這真的很奇怪，但對我來說，就像是結束前的一股能量爆發。讓我們來談談干擾。關於干擾，有些拿著碼表和剪貼板的人專門測量這類事情。他們說，一次干擾會花費六到九分鐘，然後還需要四到五分鐘的恢復時間才能重新集中精神。如果你正在進行像是軟體開發這樣的工作，

you may never get your head back to the cost of the infinity. But if you do the math on that, five interruptions blows a whole hour. So you've got to find ways to reduce both the frequency and the length of these interruptions. One of my favorites is turn phone calls into email. If you've phone my office at Carnegie Mellon, it says, "Hi, this is Randy. Please send me email." Again, I presume everybody here has email. How many people here when a new message comes in? Does your computer go ding or make some other noise? Do we still have people doing that?
你可能永遠無法將注意力重新集中回來，代價是無限的。但如果你計算一下，五次干擾就會浪費整整一小時。所以你必須找到方法來減少這些干擾的頻率和持續時間。我最喜歡的方法之一是把電話轉化為電子郵件。如果你打電話到我在卡內基梅隆大學的辦公室，會聽到：「嗨，我是 Randy。請發郵件給我。」再次強調，我假設這裡的每個人都有電子郵件。這裡有多少人在新郵件到達時，電腦會發出叮聲或其他聲音？我們還有人在這樣做嗎？

What the heck is wrong with you people? I love the fact that computer scientists just know nothing about anything. So for years by default, all these packages out of the box would go ding every time you get a new piece of email. So we had taken a technology explicitly designed to reduce interruption, and we'd turn them into interruptions. So you just got to turn that off. I hope one of email is you go to it when you're ready. Not you're sitting around like Pavlov's dog saying, "Oh, maybe I'll get another email."
你們這些人到底是怎麼回事？我愛死了電腦科學家對任何事都一無所知這點。多年來，預設情況下，所有這些套裝軟體一收到新郵件就會叮一聲。所以我們把這項原本明確設計來減少干擾的技術，變成了干擾本身。你只需要把它關掉就好。我希望電子郵件的其中一個好處是，你可以在準備好的時候再去處理它。而不是像巴甫洛夫的狗一樣坐著，心想：「噢，說不定我又會收到一封郵件。」

In the same way you try to interrupt other people, I save stuff up. So I have boxes for Tina or from my research group meeting, and I put stuff in those boxes, and then once a week or however often when the box gets full, I walk down the hall and I interrupt that person one time and say, "Here are the eight things I have for you." How do you cut things short? Because people always want to spend more time than you want to spend. Well, you can say, "Look, somebody interrupts you and says, "You know, got a few minutes and I say, "Well, I'm in the middle of something right now." And that tells them, "I'm interrupting it. I'm going to do it quickly, but I got to get back to that." Or you can say, "I only have five minutes." The great thing about that is that later you have the privilege of extending that if you so choose. But when the five minutes are up, you can say, "Well, I said it at the beginning. I'll have five minutes and I really have to go now." So it's a very socially polite way to bound the amount of time on the interaction. If somebody's in your office and they don't get it, now I'm not saying that it's a computer scientist. I have an in-nord-nord amount of time to interact with people with no social skills. [laughter] But if you have someone in your office who is just not getting it, what you do is you stand up, you walk to the door. You compliment them. For some reason, this is a crucial part of the process. You thank them and you shake their hand. And if they still don't leave, which is pretty much a guarantee that you're dealing with someone from my tribe, then you're in the doorway, you just keep going. [laughter] What I have found is that people don't like it when you look at your watch while you're talking with them. So what I do is I put a wall on the clock right behind them, so it's just off-axis from their eyes, and I can just glance over a little bit when I need to see what time it is. It's a very nice way to get me information without being rude to them. Time journals. Time is the commodity. You better find out where your time is going. So monitor yourself and update it throughout the day.
就像你會試圖打斷別人一樣，我會把事情積攢起來。所以我為蒂娜或研究小組會議準備了盒子，把東西放進這些盒子裡，然後每週一次或盒子滿了的時候，我就沿著走廊走去，一次性打斷那個人並說：「這裡有八件事要給你。」你如何縮短事情？因為人們總是想花比你願意更多的時間。你可以說：「聽著，有人打斷你說，『你知道的，有幾分鐘時間』，我就說，『嗯，我現在正在忙別的事。』」這告訴他們：「我正在打斷它。我會很快處理，但我得回去做那件事。」或者你可以說：「我只有五分鐘。」這樣做的好處是，稍後如果你願意，可以延長這個時間。但當五分鐘到了，你可以說：「嗯，我一開始就說了只有五分鐘，現在真的得走了。」所以這是一種非常社交禮貌的方式來限制互動的時間。如果有人在你辦公室裡還不明白，我可不是說這是電腦科學家。 我有一大把時間要跟毫無社交技巧的人互動。[笑聲] 但如果你辦公室裡有人就是搞不清楚狀況，你要做的就是站起來，走向門口。你要稱讚他們。不知為何，這是整個過程中至關重要的一環。你要感謝他們並與他們握手。如果他們還是不離開——這幾乎可以保證你遇到的是我這類人——那你就站在門口，繼續往外走。[笑聲] 我發現人們不喜歡你在跟他們說話時看手錶。所以我的做法是在他們正後方的牆上掛一個時鐘，剛好偏離他們的視線範圍，這樣我需要看時間時只要稍微瞥一眼就行。這是一個既能獲取資訊又不會對他們失禮的好方法。時間日誌。時間就是商品。你最好弄清楚你的時間都花到哪裡去了。所以要監控自己，並在一天中不斷更新紀錄。

You can't wait till the end of the day and say, what was I doing it 1030? Because our memories aren't that good. So what you do, and I really hope that technology within another five years or so, will be so good that the time journals can be created automatically, or at least some facsimile of it. But until then, what we do is we monitor it ourselves. So this is what an empty time journal would look like. The details aren't important, but the key thing is that when you fill it in, you've got a bunch of categories and what I was doing, and you can do this very informally, but you get a lot of real data about where your time went. And it's always very different. Anybody who's done monetary budgeting, you look at it and you go, wow, I didn't know I was spending that much on dry cleaning or restaurants, but it's always a fascinating surprise. And you always spend more than you think. But with time budgets, you find out that the time is just going wildly differently than you would have imagined.
你不能等到一天結束時才問自己，十點半的時候我在做什麼？因為我們的記憶力沒那麼好。所以你要做的，而且我真的希望在未來五年左右的時間裡，技術會進步到能夠自動生成時間日誌，至少是某種形式的複製品。但在那之前，我們得自己記錄。這就是一個空的時間日誌的樣子。細節並不重要，關鍵在於當你填寫時，你會有一堆類別和當時在做的事，你可以用非常隨意的方式來做，但你能獲得大量關於時間去向的真實數據。而且結果總是出人意料。任何做過財務預算的人都知道，當你查看時會驚訝地發現，哇，我不知道我在乾洗或餐廳上花了這麼多錢，但這總是令人著迷的驚喜。而且你花的總是比想像中多。但在時間預算上，你會發現時間的分配與你原先的想像大相逕庭。

The best example of this, I know, is a turning word when a Fred Brooks is time clock, he's a brilliant computer scientist, but he also has this greater ray of clocks in his office. And when you go and talk to him, he says, is this meeting about research or teaching or whatever, and then he flips the appropriate switch. And at the end of the week, he knows exactly where his time went. A man is a genius. When I meet with students, and this is, I think, just as appropriate for people in the workplace, I say, what's your schedule? You have a set of fixed meetings every time, every week. And what you have to do is you have to look at those and identify the open blocks, where you're going to waste time, and I can tell you're going to waste time just by looking at it. So in this case, you've got a class where you've got a class at a certain point, and then you've got to gap until the next class. So I've identified those here.
我所知道最好的例子是 Fred Brooks 的時間管理方式，他是一位傑出的電腦科學家，但他的辦公室裡還有一排令人印象深刻的時鐘。當你去和他談話時，他會問這次會議是關於研究、教學還是其他事情，然後他會撥動相應的開關。到了週末，他就能準確知道自己的時間都花在哪裡。這個人真是個天才。當我和學生們見面時，我認為這對職場人士同樣適用，我會問：你的時間表是怎樣的？你每週都有固定的會議安排。你需要做的就是審視這些安排，找出那些你會浪費時間的空檔，光是看看時間表我就能告訴你哪些時間會被浪費。比如這裡，你有一堂課在某個時間點，然後到下堂課之間有一段空檔。我已經在這裡標記出來了。

And the gaps between classes, that in this case last an hour or an hour and a half, this is just prime time to be wasted. So what I always taught my students was, make up a fake class. The fake class is go to one specific place in the library during that hour. And when you're sitting there with just you in the library and your books, there's a pretty good chance you might actually study. So don't go and hang out with friends for an hour, just make that a fake class, make your own little study hall. It's a simple trick, but it's amazing how effective it is when somebody just explicitly does it. When you've got your time journal data, what do you figure out from that? What am I doing that doesn't need to be done? What can someone else do? I love every day sort of saying, what am I doing that I could delegate to somebody else? My sister is again laughing because she knows who that person was in our youth. What can I do more efficiently? And how am I wasting other people's time when you get good at time management, you realize that it's a collaborative thing.
而課與課之間的間隔，在這個例子中可能長達一小時或一個半小時，這段時間簡直就是被浪費掉的黃金時段。所以我總是教我的學生們，設立一個「假課程」。這個假課程就是在那一小時內去圖書館的某個特定位置。當你獨自一人坐在圖書館裡，身邊只有你的書時，你很可能真的會開始學習。所以不要和朋友們閒晃一小時，就把這段時間當作假課程，打造你自己的小型自習室。這是個簡單的技巧，但當有人真的這麼做時，效果卻出奇地好。當你有了時間日誌的數據後，你能從中發現什麼？我在做哪些其實不需要做的事？有哪些事可以交給別人做？我喜歡每天問自己：我正在做的哪些事可以委派給別人？我妹妹又在笑了，因為她知道我們小時候那個人是誰。有哪些事我可以做得更有效率？以及，我如何浪費了別人的時間？當你精通時間管理後，你會意識到這其實是一種協作。

I want to make everybody more efficient. It's not a selfish thing. It's not me against you. It's how do we all collectively get more done? As you push on the time journal stuff, you start to find that you don't make yourself more efficient at work. So you can become some sort of Uber worker person. You become more efficient at work, so you can leave that five and go home and be with the people that you love. People call this work life balance.
我想讓每個人都更有效率。這不是自私的事。這不是我和你之間的對抗。而是我們如何共同完成更多工作？當你開始記錄時間日誌時，你會發現自己並沒有在工作中變得更有效率。所以你可以成為某種超級工作者。你在工作中變得更有效率，這樣你就可以在五點下班回家，和你愛的人在一起。人們稱之為工作與生活的平衡。

For the junior faculty, you may have heard of it. In some sort of mythical sense, but it is possible. I found that I worked less. I worked fewer hours after I got married and I got more done. And I was always fascinated in graduate school that the people who graduated fastest with their PhDs were the people who had a spouse and kids. And I said, how can that be? That's like a built in boat anchor. You know, you got all these other demands on your time. I'm like a single guy and I got all the time in the world. And that's the problem.
對於初級教職員工來說，你可能聽說過這個概念。在某種神話般的意義上，但這是可能的。我發現結婚後我工作得更少，工作時間更短，但完成的事情更多。在研究生院時，我一直很驚訝那些最快獲得博士學位的人都是有配偶和孩子的人。我說，這怎麼可能？這就像一個內置的船錨。你知道，你有這麼多其他的時間需求。我是一個單身漢，我有世界上所有的時間。而這就是問題所在。

I approach it like I got all the time in the world. So my time isn't precious. When you got a spouse and little kids, your spouse is likely to say things to you like, you better not be in that grad school more than 40 hours a week. So when you come in, you're not sitting around playing computer games. Not that I ever did that. But when you come in, you're coming in and you're doing work. And I found like most people that once I got married and had kids, my whole view of time management really got, I mean, we were playing for real stakes now. Because now there are people whose lives are impacted if I'm spending too much time at work. The other thing about time management, it makes you really start to look through a crystal lens and figure out what's important and what's not. I love this picture. I've blanked out her name, but this says blah, blah, blah, blah, blah, blah, this is a pregnant woman. It says she is worrying about the effect on her unborn child from the sound of jack hammers. So they're doing construction and the people here are laughing because they can see that this woman who's so concerned about the jack hammers affecting her unborn child is holding a lit cigarette. You've got to get really good at saying, I got to focus my time and energy on the things that matter and not worry about the things that don't. Now I'm not a medical doctor and I don't play one on TV. But I'm willing to bet that if I were the fetus, I'd be saying, put the cigarette out mom, I can deal with the noise. So in terms of, I want to tell you a little story about effective versus efficient. I actually was going to give this talk a couple of weeks ago and I talked with Gabe about it. And we were going to come up here because as a surprise for my wife, her favorite musical group in the whole world is the police and has been for a long long time or a wonderful group. And so we said, hey, we're going to drive up to Charlottesville and see them. We managed to get some tickets. And I said, well, honey, what is wrong? It's wrong. There I promised Gabe a long time ago that I wanted to give my time management talk and she said, okay, because it's about a three hour drive. So it's very efficient to couple of these two trips together. And about two days later, she said, you know, honey, I know how you are with talks. And before you give one for a couple of days, you start to obsess.
我對待時間的態度就像我擁有全世界的時間一樣。所以我的時間並不寶貴。當你有配偶和小孩時，你的配偶可能會對你說些話，比如你最好每週在研究所不要超過 40 小時。所以當你來的時候，你不是坐在那裡玩電腦遊戲。不是我曾經那樣做過。但當你來的時候，你是來工作的。我發現，像大多數人一樣，一旦我結婚並有了孩子，我對時間管理的整個看法真的改變了，我的意思是，我們現在是在玩真的了。因為現在如果我花太多時間在工作上，會影響到其他人的生計。關於時間管理的另一件事是，它讓你真正開始透過一個清晰的鏡頭來看待事情，弄清楚什麼是重要的，什麼不是。我喜歡這張照片。我已經把她的名字遮掉了，但這上面寫著等等、等等、等等，這是一位孕婦。上面說她擔心打樁機的聲音對她未出生的孩子有影響。所以他們正在施工，這裡的人們在笑，因為他們可以看到這位非常擔心打樁機影響她未出生孩子的女士手裡正拿著一根點燃的香菸。 你必須學會說：「我得把時間和精力集中在重要的事情上，不要擔心那些不重要的事。」現在，我不是醫生，也不是電視上演醫生的演員。但我敢打賭，如果我是胎兒，我會說：「媽媽，把煙熄掉，噪音我可以忍受。」所以，我想告訴你們一個關於有效與效率的小故事。其實我幾週前就準備做這個演講，我和 Gabe 討論過。我們原本打算來這裡，因為想給我妻子一個驚喜，她最喜歡的樂團是警察樂團，而且喜歡很久了，他們是個很棒的樂團。所以我們說：「嘿，我們要開車去夏洛茨維爾看他們。」我們設法弄到了一些票。然後我說：「親愛的，有什麼問題嗎？」有問題。我很久以前答應過 Gabe 要講時間管理的演講，她說：「好吧，因為開車要三個小時左右。」所以把這兩趟行程結合起來非常有效率。大約兩天後，她說：「親愛的，我知道你對演講的態度。在演講前幾天，你就會開始鑽牛角尖。」

And as we talked through it, she said, so we're going to go up and this couples time away. We gotten a sitter to watch the kids. And this couples time away is going to be eaten up by you obsessing over preparing this talk. And I thought about it and I said, okay, so obviously the right solution is we should keep our couples time. Our couples time will go up. We'll see the concert. You know, we'll have our time together. And I'll just schedule a different day and I'll go up on one day trip and I'll do the talk.
當我們討論這件事時，她說，我們原本計劃要有一段屬於兩人的時光。我們已經安排好保姆照顧孩子。而這段寶貴的相處時間卻可能因為你執著於準備這場演講而被消耗掉。我思考後回應，顯然正確的解決方案是我們應該保留這段相處時間。我們會如期參加音樂會，享受彼此的陪伴。至於演講，我會另擇一日單獨前往完成。

And she said, wow, that was easy. And as right, once you frame it in the right way and you say, yeah, the cost here is that I have to do the drive a second time. But it turns out I'm doing the drive with my nephew Christopher and we talk and my mom turns out. So the time wasn't even dead time. So there was no loss at all. But the key thing was we said, it's not about efficiency. It's about effectiveness and best overall outcome. And of course, one of the nice things was that we did get to go to the police concert and I really want to thank Gabe and Jim Haler because we really went to the concert.
她驚訝地說，哇，這也太容易解決了。確實，當你用正確的方式看待問題時就會明白，代價不過是我得多開一趟車。但後來事實證明，這趟旅程是與我的侄子克里斯多福同行，我們一路暢談，我母親也加入了。所以這段時間並非虛度，根本沒有任何損失。關鍵在於我們領悟到：重點不在效率，而在整體最佳成效。當然，最美好的部分是我們如願參加了警察樂團的演唱會，我真心感謝蓋比和吉姆·海勒，因為我們真的去了那場演唱會。

And my life was very happy. I'm the guy in the back saying, she's not paying any attention to me today. But it was wonderful. And he is a charming gentleman in person. He is absolutely charming. So let's talk about procrastination. There's an old saying procrastination is the thief of time. But procrastination is hard. And I have a little bit of an insight here for you.
我的生活非常快樂。我就是那個在後面說「她今天根本沒注意我」的人。但那段時光真的很美好。他本人是位迷人的紳士，絕對風度翩翩。那麼，我們來談談拖延症吧。有句老話說「拖延是時間的竊賊」，但拖延確實很難克服。對此我有一些見解想分享給你們。

We don't usually procrastinate because we're lazy. Sometimes people rationalize their procrastination. They say, well, gee, if I wait long enough, maybe I won't have to do it. Right? That's true. Sometimes you get lucky. But in other people say, gee, if I start on it now, I'm just going to spend all the time on it. If I only give myself the last two days, I'll do it in two days because that's the work of spans to fill the time available Parkinson's law.
我們拖延通常不是因為懶惰。有時人們會為自己的拖延找理由，他們說：「哎呀，如果我等得夠久，或許就不用做了。」對吧？這確實有可能，有時候你就是會走運。但也有人說：「哎呀，如果我現在開始做，就會把所有時間都花在上面。如果只給自己最後兩天時間，我就能在兩天內完成，因為工作總會填滿可用的時間——這就是帕金森定律。」

That's marginally true. But I think the key balance here is to understand that doing things at the last minute is really expensive. And it's just much more expensive than doing it just before the last minute. So if you're doing something and you can still mail it through the US mail, you have suddenly avoided the, oh my god, I've got to do the whole FedEx thing. Now I love FedEx. FedEx supports our whole universal habit of procrastination. But it also allows us to get stuff there when it really has to be there in a hurry. So that's a wonderful thing.
這在某種程度上是對的。但我認為這裡的關鍵平衡點在於理解到，把事情拖到最後一刻才做其實代價很高。而且這代價遠比在最後一刻之前完成要高得多。所以如果你正在做某件事，而你還能透過美國郵政寄出，你就突然避免了那種「天啊，我得用聯邦快遞搞定一切」的狀況。我喜歡聯邦快遞。聯邦快遞支持了我們普遍的拖延習慣。但它也讓我們能在東西真的需要緊急送達時及時送達。所以這是件很棒的事。

But I think you have to, you have to realize that if you push things right into the deadline, that's where all the stress comes from. Because now you can't reach people. If somebody is out of the office for just one day, your whole plan is upset, so you really have to work hard on this kind of stuff. The other thing is that deadlines are really important. We are all essentially deadline driven. So if you have something that doesn't do for a long time, make up a fake deadline and act like it's real. And that's wonderful because those are the deadlines when push comes to shove, you can slip them by a couple of days and it's all right. So they're less stressful. If you are procrastinating, you've got to find some way to get back into your comfort zone. Identify why you're not enthusiastic. Whenever I procrastinate on something, there's always a deep psychological reason. Usually it's afraid of being embarrassed because I don't think I'll do it well, or I'm afraid I'm going to fail at it. Sometimes it involves asking somebody for something, and one of the most magical things I've learned in my life is that sometimes you just have to ask and wonderful things happen. But you just have to step out and do that. I won the parent lottery. I have just wonderful parents and my dad unfortunately passed away not too long ago. But this is one of my favorite photographs because my dad was such a smart guy. I could almost never surprise him or impress him because he was just that good. But we were down on a family vacation at Disney World and the monorails were going by and we're going to board the monorail. And we noticed that in the front up here in the cabin, I don't know if you can see it in this picture, but there's an engineer who drives the monorail and there are actually guests up in there with him, which is kind of unusual. My dad and I were talking about that and I knew because I've done some consulting for Disney. My dad saying, "Oh, they probably have to be special VIPs or something like that." I said, "Oh, there is a trick. There is a special way you get into that cabin." And he said, "Really, what is it?" I said, "I'll show you.
但我認為你必須、你必須意識到，如果你把事情拖到截止期限前才做，那就是所有壓力的來源。因為現在你聯絡不到人。如果有人只是離開辦公室一天，你的整個計劃就會被打亂，所以你必須在這類事情上非常努力。另一件事是截止期限真的非常重要。我們本質上都是被截止期限驅動的。所以如果你有某件事長期沒有進展，就設定一個假的截止期限，並假裝它是真的。這很棒，因為這些截止期限在緊要關頭時，你可以延遲幾天也沒關係。所以它們的壓力較小。如果你正在拖延，你必須找到方法回到你的舒適區。找出你為什麼不熱衷的原因。每當我拖延某件事時，總有一個深層的心理原因。通常是害怕尷尬，因為我不認為我會做得好，或者我害怕我會失敗。有時候這涉及到向某人要求某件事，而我在生活中學到的最神奇的事情之一就是，有時候你只需要開口要求，美好的事情就會發生。 但你只需要跨出那一步並付諸行動。我贏得了父母樂透，擁有非常棒的父母，不幸的是我父親不久前過世了。這是我最喜歡的照片之一，因為我父親是個非常聰明的人。我幾乎從來無法讓他感到驚喜或留下深刻印象，因為他就是那麼厲害。但有一次我們全家去迪士尼世界度假，單軌列車經過時，我們正準備搭乘。我們注意到在前方的駕駛艙裡——不確定這張照片是否看得清楚——有一位工程師在駕駛單軌列車，而且實際上還有乘客和他一起在上面，這有點不尋常。我父親和我正在討論這件事，由於我曾為迪士尼做過一些顧問工作，我知道內情。我父親說：「噢，那些人可能是特別的貴賓之類的吧。」我說：「噢，其實有個訣竅。有特別的方法可以進入那個駕駛艙。」他問：「真的嗎？是什麼方法？」我說：「我示範給你看。」

Dylan, come with me." And Dylan, who's the back of his head, you can see there. We walk up and I whisper to Dylan, "Pasque the man if we can ride in the front." And we go to the attendant and the attendant says, "Why, yes, you can." And he opens the gate and my dad is just like, "I said, I told you there was a trick. I didn't say it was hard." And sometimes all you have to do is ask and it's that easy. Let's talk about delegation.
「迪倫，跟我來。」你可以看到迪倫的後腦勺就在那裡。我們走上前，我低聲對迪倫說：「如果我們能坐在前面，就過去問問。」我們走到服務員那裡，服務員說：「當然可以。」他打開了門，我爸就說：「我告訴過你有訣竅的。我沒說這很難。」有時候，你只需要開口問，事情就是這麼簡單。讓我們來談談委派。

Nobody operates individually anymore and you can accomplish a lot more when you have help. However, most people delegate very poorly. The treat delegation is dumping. I don't have time to do this. You take care of it. And then they micromanage and it's just a disaster. The first thing if you're going to delegate something to a subordinate is you grant them authority with responsibility. You don't tell somebody, "Go take care of this, but if you need to spend that money, you've got to come back to me for approval."
現在沒有人單打獨鬥了，有了幫助你可以完成更多事情。然而，大多數人委派得非常糟糕。他們把委派當成是丟包。「我沒時間做這個，你來處理。」然後又事無鉅細地管理，簡直是一場災難。如果你要委派任務給下屬，第一件事就是賦予他們與責任相匹配的權力。你不能對別人說：「去處理這件事，但如果你需要花那筆錢，必須回來找我批准。」

That's not empowering them. That's telling them you don't trust them. If I trust you enough to do the work, I trust you enough to give you the resources and the budget and the time and whatever else you need to get it done. You give them the whole package. The other thing is delegate, but always do the ugliest job yourself. So when we need to vacuum the lab before a demo, I bring in the vacuum cleaner and I vacuum it. Do the dirtyest job yourself, so it's very clear that you're willing to still get the dirt on your hands.
那不是賦予他們權力，那是在告訴他們你不信任他們。如果我足夠信任你來完成這項工作，我就會信任你給予你所需的資源、預算、時間以及其他一切完成任務所需的東西。你要把整個配套給他們。另一件事是授權，但總是自己做最髒的活。所以當我們需要在演示前吸塵實驗室時，我會帶吸塵器來吸塵。自己做最髒的活，這樣就很清楚你仍然願意弄髒自己的手。

Treat your people well. People are the greatest resource. If you are fortunate enough to have people who report to you, treat them with dignity, respect, and to sound a little bit corny, the kind of love they should have from someone who cares about them and their professional development. And for crying out loud, staff and secretaries are your lifeline. If you don't think you should treat them well because it's a decent thing to do, at least treat them well because if you don't, they will get you. And they will get you good and you will deserve it and I will applaud them. Am I giving a talk on time management with Alph Weaver in the audience?
善待你的團隊成員。人才是最寶貴的資源。如果你有幸擁有向你匯報的人，請以尊嚴、尊重對待他們，聽起來可能有點老套，但他們應該得到來自關心他們及其職業發展的人的愛。看在老天的份上，員工和秘書是你的生命線。如果你不認為應該善待他們因為這是件體面的事，至少善待他們因為如果你不這樣做，他們會讓你好看。而且他們會讓你非常難看，你活該，而我會為他們鼓掌。我是不是在 Alph Weaver 在場的情況下做時間管理的演講？

Where is Alph there he is? That's like talking about surviving the Jones town flood if no is in the audience. One of the things that Alph Weaver taught me is whether it's to a colleague or to a subordinate. If you want to get something done, you cannot be vague. And he said, you give somebody a specific thing to do, a specific date and time. Thursday is not a specific time. Thursday at 32 gets somebody's attention. And you give them a specific penalty or reward that will happen if that deadline for that thing is not met. And then he paused and he said, "And remember, the penalty or reward has to be for them." That you. I will be screwed over if you need that deadline. Oh, bummer. This is an important point to not get wrong. Challenge people. I've been told that one of the tricks is you delegate until they complain. I don't know about until they complain but what I've found is that under delegation is a problem. People are usually yearning for the opportunity to do more. They want to be challenged.
阿爾夫在哪裡？他在那裡。這就像在談論瓊斯鎮洪水倖存者，如果觀眾中沒有人經歷過。阿爾夫·韋弗教會我的一件事是，無論是對同事還是下屬，如果你想完成某件事，就不能含糊其辭。他說，你要給別人一個具體的事情去做，一個具體的日期和時間。星期四不是一個具體的時間。星期四 32 點會引起某人的注意。你還得給他們一個具體的懲罰或獎勵，如果那個截止日期沒有達到。然後他停頓了一下，說：「記住，懲罰或獎勵必須是針對他們的。」至於你，如果那個截止日期沒達到，我就完蛋了。哦，糟糕。這一點很重要，不能搞錯。挑戰人們。有人告訴我，其中一個技巧是委派任務直到他們抱怨。我不知道是不是要等到他們抱怨，但我發現委派不足是個問題。人們通常渴望有機會做更多。他們想要被挑戰。

They want to prove to you and themselves they can be more capable. So let them. Communication has to be clear. So many times people get upset with their bosses because there's a misunderstanding. And particularly in the time of email, it's so easy to communicate via email. Even if you've had a face-to-face conversation, send a two-line email just to be specific afterwards. And it's not like we're trying to be all lawyer-like. It's just that as Judge Wattner said, "Get it in writing."
他們想向你、也向自己證明他們可以更有能力。那就讓他們證明吧。溝通必須清晰。很多時候人們對上司感到不滿，原因就在於誤解。尤其是在電子郵件盛行的時代，透過郵件溝通是如此容易。即使你們已經面對面談過，事後還是該發一封兩行字的郵件具體確認。這不是要搞得像律師那樣嚴謹，正如華特納法官所說：「白紙黑字寫下來。」

If you remember the People's Court, and Judge Wattner said, "If there isn't a problem, it's not a problem. It didn't take you much time." But if there is a problem, well, wait a second, there won't be a problem because there's a written record. And that's the magic. There won't be a confusion because you can't disagree about the written word. Don't give people how you want them to do it. Tell them what you want them to do. Give them objectives and not procedures.
如果你記得《人民法庭》節目裡華特納法官說過：「如果沒有問題，那就不是問題。這花不了你多少時間。」但如果有問題呢？等等，其實不會有問題，因為有書面記錄。這就是神奇之處。不會有混淆，因為你們無法對白紙黑字的內容有異議。別告訴別人你希望他們怎麼做，直接告訴他們你想要什麼。給他們目標，而非步驟。

Let them surprise you with a way of solving a problem. You would never have imagined. Sometimes those solutions are mind-blowing, good or bad. But they're really much more fun than just having them do it the way you would have done it. And you know what? If you're in a university, your job should be to have people smarter than you. IE or students, and they will come up with stuff you would never have thought of. The other thing is tell people the relative importance of each task.
讓他們用你從未想像過的方式解決問題來給你驚喜。有時候這些解決方案會令人驚嘆，無論好壞。但這比起讓他們按照你的方式去做要有趣得多。你知道嗎？如果你在大學工作，你的職責應該是讓比你更聰明的人——無論是 IE 還是學生——圍繞在你身邊，他們會想出你從未想過的東西。另一件事是告訴人們每項任務的相對重要性。

I meet so many people say, "My boss is an ogre. They gave me five things to do." I'm like, "Well, do they tell you which one was the most important?" Oh, yeah. I guess I could ask that. Knowing that if you have five things, which are the ones to get done, is really important. Because if you're flying blind, you've got a 20% chance to get them done in the right order. And delegation can never be done to young.
我遇到很多人說：「我的老闆是個怪物，他們給了我五件事要做。」我就問：「那他們有告訴你哪一件最重要嗎？」哦，對，我想我可以問這個。知道五件事中哪些是必須完成的，這非常重要。因為如果你盲目行事，你只有 20%的機會按正確的順序完成它們。而且，委派任務永遠不嫌早。

Does everyone see the difference in the two pictures? This is my daughter, Chloe. I love her to death, but I want her to grow up to be a wonderful person. And I know the sooner she holds her own bottle, the better. Sociology, beware upward delegation. Sometimes you try to delegate and people try to hand it back to you. One of the best things I ever saw was someone who had a secretary trying to say, "I can't do this. You'll have to take it back." And he just put his hands behind his back and took a step backwards.
大家都看出這兩張照片的差別了嗎？這是我的女兒克洛伊。我愛她愛得要命，但我希望她長大後能成為一個很棒的人。而且我知道她越早學會自己拿奶瓶越好。社會學啊，小心向上的委派。有時候你試著委派任務，人們卻試著把它推回給你。我見過最棒的一件事是，有人面對秘書試圖說「我做不到這個，你得拿回去」時，他直接把雙手背在身後，往後退了一步。

And then he waited. And then eventually the secretary said, "Or maybe I could find this other solution." And he said, "That's wonderful. I'm so proud you thought of that." It was just an elegant gesture. Reinforce behavior repeated one of my favorite stories in the one-minute manager. He talks about that. "Do you ever wonder how they got the killer whales to jump through the hoop?" If they didn't like modern American office managers, they would yell at the killer whale. Jump through the hoop. And then every time the killer whale didn't jump through the hoop, they'd hit it with a stick. This is how we train people in the office place. Read the book if you want to see how they actually do it. Because I'm curious. I know now, but it's really cool how they do it. Reinforce behavior you want repeated when people do things that you like, praise them, and thank them.
然後他等待著。最終秘書說：「或者我可以找到另一個解決方案。」他說：「太好了，我為你能想到這個方法感到驕傲。」這只是一個優雅的舉動。強化行為重複了我最喜歡的《一分鐘經理人》中的一個故事。他談到：「你有沒有想過他們是如何讓殺人鯨跳過圓圈的？」如果他們不喜歡現代美國辦公室經理，他們會對殺人鯨大喊大叫。跳過圓圈。然後每次殺人鯨沒有跳過圓圈時，他們就會用棍子打它。這就是我們在辦公室訓練人的方式。如果你想看看他們實際上是怎麼做的，就去讀這本書。因為我很好奇。我現在知道了，但他們的做法真的很酷。當人們做了你喜歡的事情時，強化你希望重複的行為，讚美他們，並感謝他們。

That's worth more than any amount of monetary reward or a little plaque. People really like to just be told straight up. Thank you. I really appreciate that you did a good job. The other thing is that if you don't want things delegate it back up to you, don't learn how to do them. I take great pride. I don't know how to run photocopiers and fax machines. And I ain't going to learn. That's certainly not going to spend my remaining time.
這比任何金錢獎勵或小獎牌都更有價值。人們真的很喜歡直截了當地被告知。謝謝你，我真的很感激你做得很好。另一件事是，如果你不想讓事情被委派回你身上，那就不要學會怎麼做它們。我對此感到非常自豪。我不知道怎麼操作影印機和傳真機。而且我也不打算學。這絕對不會佔用我剩下的時間。

Meetings. The average executive spends more than 40% of his time in a meeting. My advice is when you have a meeting, lock the door, unplug the phone, and take everybody's blackberries. Because if it's worth our time, it's worth our time. If it's not worth our time, it's not worth our time. But I don't have any interest in being in a room with six people who are all half there. Because that's very inefficient. I don't think meeting should ever last more than an hour with very rare exception. And I think that there should be an agenda.
會議。一般高階主管會花超過 40%的時間在開會上。我的建議是，當你開會時，鎖上門，拔掉電話線，並收走每個人的黑莓機。因為如果這值得我們花時間，那就值得我們花時間。如果不值得，那就不值得。但我沒興趣和六個心不在焉的人待在一個房間裡。因為那樣非常沒有效率。我認為會議不應該超過一小時，除非極少數例外。而且我認為應該要有議程。

I got into a great habit a couple of years ago when I just started saying, "It's an illegenda. I want to tend." And the great thing about that is whoever called the meeting had to actually think before they showed up about why we were supposed to be there. Because otherwise it's like, "Well, why are we here?" because we had a meeting. It's on all of our calendars. It's just a classic Dilbert moment. So, most important thing about meetings, it again, this comes from the one-minute manager, one minute minutes. And at the end of a meeting, somebody has to have been assigned the scribe and they write down in one minute or less what decisions got made and who is responsible for what by when. And then the email it out to everybody because if you don't do that, you have your next weekly meeting next week and you're all set around going, "Who is going to do this?" It's very inefficient. And it's so fast to just do these one-minute minutes. Let's talk about technology. People, I'm a computer scientist, I say, "Which gadget will make me more time-efficient?" And I don't have an answer for that. It's all idiosyncratic. But I will tell you that my favorite comment about technology comes from a janitor at the University of Central Florida,
幾年前我養成了一個很好的習慣，就是開始說：「這是個非開不可的會。我想參加。」這樣做的好處是，召開會議的人必須在出席前真正思考我們為什麼要開這個會。否則就會出現「我們為什麼在這裡？」的情況，只是因為我們有個會議。這在我們的日程表上。這簡直就是典型的呆伯特時刻。所以，關於會議最重要的事情，再次強調，這來自於《一分鐘經理人》的概念，一分鐘會議記錄。在會議結束時，必須有人被指派為記錄員，他們要在一分鐘或更短的時間內寫下做出了哪些決定，以及誰負責什麼、何時完成。然後通過電子郵件發送給所有人，因為如果你不這樣做，下週你們又會圍坐在一起開每週例會，然後問：「誰來做這個？」這非常沒有效率。而做這些一分鐘會議記錄是如此之快。讓我們來談談科技。人們，我是一名計算機科學家，我會問：「哪種小工具能讓我更有效率？」我對此沒有答案。這完全因人而異。 但我得告訴你，我最喜歡關於科技的評論來自中佛羅里達大學的一位清潔工，

who said, "Computers are faster, they just take longer." [Laughter] That's Zen right there. So, that's another way of saying, "Only use technology that's worth it and worth it is end-to-end, it makes me more efficient." And that depends on how you work and we're all different. And remember that technology is getting insane. I walked into McDonald's and I ordered, "Happy meal number two." And they said, "Would you like a cell phone with that?" I went to the grocery store to buy 16 slices of American cheese and you get growl yours in Cycle Epidia. So, with 16 slices of cheese, you get all of man's knowledge for free.
他說：「電腦是變快了，但它們反而花更多時間。」[笑聲] 這簡直就是禪意。所以，這也可以說是：「只使用值得的科技，而所謂值得是指從頭到尾都能讓我更有效率。」這取決於你如何工作，我們每個人都不同。記住，科技正變得瘋狂。我走進麥當勞點了「二號快樂兒童餐」，他們問我：「要加購一支手機嗎？」我去雜貨店買 16 片美國起司，結果在 Cycle Epidia 裡你還能免費獲得人類所有的知識。

[Laughter] That's just spooky scary. And remember that technology really has to be something that makes your life better. You guys may have seen this. I just find it very humorous. [Laughter] So, only use technology that helps you. [Laughter] I find that technology is good if it allows you to do things in a new way. Just doing the same things a little bit faster with technology is nice, but when technology changes the workflow. So, I was carving pumpkins a few years ago and this is FM a good friend of mine. And I don't know if you can see it, but down by her right knee is a pattern. And you lay this pattern over the pumpkin and you get this little special carving knife. And instead of these amateurs, pumpkins like I made, you get this sort of howling at the moon. And her husband Jeff and I thought this was really cool, but in a sort of reactionary burning man kind of a moment. We grabbed our power drills. [Laughter] And we carved our pumpkins that way.
[笑聲]那真是詭異得嚇人。記住，科技真的應該讓你的生活變得更好。你們可能已經看過這個了，我只是覺得非常幽默。[笑聲]所以，只使用對你有幫助的科技。[笑聲]我發現，如果科技能讓你以新的方式做事，那就是好的。用科技讓同樣的事情做得快一點固然不錯，但當科技改變了工作流程時才真正有意思。幾年前我在刻南瓜，這是我的好朋友 FM。不知道你們能不能看到，在她右膝旁邊有個模板。你把這個模板放在南瓜上，然後用這把小巧的雕刻刀。不像我刻的那些業餘作品，你能刻出這種對著月亮嚎叫的圖案。她的丈夫傑夫和我覺得這真的很酷，但在某種反傳統的「火人節」式瞬間，我們抓起了電鑽。[笑聲]然後我們就用那種方式刻南瓜。

Use technology if it changes the way you do things because you get, and believe me, the result of a power drill, you get these little, oh, it's just gorgeous. Let's talk briefly about email because email is such a large part of our lives. First off, don't ever delete any of it. Save all of it. I started doing this ten years ago. An interesting thing is that all the historians talk about, oh, it's such a shame. We don't have people keeping diaries.
如果科技能改變你做事的方式，那就使用它，因為相信我，電鑽的成果會讓你驚嘆不已，那些小細節簡直美極了。我們簡短談談電子郵件，因為它在我們生活中佔了很大一部分。首先，永遠不要刪除任何郵件。全部保存下來。我十年前就開始這麼做了。有趣的是，所有歷史學家都在說，真可惜我們沒有保存人們的日記。

We don't know what their day is like, I'm like, you fools. We have just entered a society circa about ten years ago and I'm a living example of it. Every piece of my correspondence is not only saved, it's searchable. So if I were a person of merit, a historian, which is a big stretch, a historian could actually look at my patterns of communication much better than the most compulsive diary writer. Now we could talk about whether or not I'm being introspective. That's about content, but in terms of quantity, it's great. And of course you can save your email and you can search it. And it's just wonderful because you can pull back stuff from five years ago. So never delete your email.
我們不知道他們的日子是怎麼過的，我就想，你們這些傻瓜。大約十年前我們剛進入這個社會，我就是活生生的例子。我的每一封通信不僅保存下來，還能被搜索。所以如果我是個有價值的人，對歷史學家來說（這可能有點牽強），他們可以比最強迫的日記作者更清楚地看到我的溝通模式。現在我們可以討論我是否在自省。那是關於內容的問題，但就數量而言，這太棒了。當然你可以保存你的郵件並搜索它。這真是太棒了，因為你可以找回五年前的東西。所以永遠不要刪除你的郵件。

Here's a big email trick. If you want to get something done, do not send the email to five people. Hey, could somebody take care of this? Every one of those five recipients is thinking, one and only one thing. I deleted it first. All right. So the other four people will take care of this. I don't have to. So you send it to one and only one person. But if you really want it to be done, send it to somebody who can do it, tell them what again. Alph weaver, specific things, specific time. And then the penalty can be more subtle, like you just CC their boss. All right. And the other thing I've had to teach, I had this conversation with every student in my entire career because they send email and then they just wait for the person to respond. And I say, if the person is not responded within 48 hours, it's okay to nag them. And the reason it's okay to nag them because if they haven't responded within 48 hours, the chance that they are ever going to respond is zero.
這裡有一個重要的電子郵件技巧。如果你想完成某件事，不要把郵件發給五個人。嘿，有人能處理這個嗎？這五位收件人中的每一位都在想，只有一件事。我第一個刪掉了它。好吧。所以其他四個人會處理這個。我不需要。所以你只發給一個人。但如果你真的想完成它，發給能夠處理的人，再次告訴他們。阿爾夫·韋弗，具體的事情，具體的時間。然後懲罰可以更微妙，比如你只是抄送他們的老闆。好吧。另一件事我必須教，我在整個職業生涯中與每個學生都有這樣的對話，因為他們發送電子郵件後就只是等待對方回應。我說，如果對方在 48 小時內沒有回應，可以催促他們。之所以可以催促他們，是因為如果他們在 48 小時內沒有回應，他們永遠回應的機會是零。

I mean, maybe not zero. Maybe that small. But in my experience, if people don't respond you within 48 hours, you'll probably never hear from them. So just start nagging them. Let's talk about the care and feeding of bosses. There's a phrase managing from beneath. Because we all know that all bosses are idiots. That's certainly the expression, you know, the sense I've gotten from everybody as a boss.
我是說，也許不是零。也許那麼小。但根據我的經驗，如果人們在 48 小時內沒有回應你，你可能永遠不會收到他們的回音。所以就直接開始催促他們吧。讓我們來談談如何照顧和應對上司。有個說法叫「從下而上管理」。因為我們都知道所有的上司都是白癡。這當然是種說法，你知道的，這是我作為上司從每個人那裡得到的感覺。

When you have a boss write things down, do that clear communication thing, ask them when is our next meeting. What do you want me to have done by then? So you've got sort of a contract. Who can I turn to for help besides you? Because I want to bother you. And remember, your boss wants a result, not an excuse. General advice on vacations. Phone callers should get two options. The first one is when your own vacation, the first option is contact John Smith not me. I'm out of the office, but this person can help you now if it's urgent or call back when I'm back. Why? Because you don't want to come back to a long sequence of phone messages saying, you know, hey, Randy, can you help me get care of this and you call them back and you know, you mean on vacation for a week, they already solved it. And the other thing is that it's not a vacation if you're reading email. Trust me on that.
當你有上司交代事項時，務必做好明確溝通，詢問他們下次會議是什麼時候。你希望我在那之前完成什麼？這樣你們就有某種契約關係。除了你之外，我可以找誰幫忙？因為我不想打擾你。記住，你的上司要的是結果，不是藉口。關於休假的一般建議。來電者應該有兩個選擇。第一個是當你自己休假時，第一個選項是聯繫約翰·史密斯而不是我。我不在辦公室，但如果有緊急情況，這個人可以立即幫助你，或者等我回來再打來。為什麼？因為你不想回來時看到一長串的電話留言，比如說，嘿，蘭迪，你能幫我處理這個嗎？而你回電時，他們已經解決了，因為你已經休假一週了。另一件事是，如果你在閱讀電子郵件，那就不算休假。相信我這一點。

It's not a vacation if you're reading email. I can stay in my household weekend and not read email and it's a vacation. But if I go to Hawaii and I've got a blackberry, I'm not on vacation. And I know this when I got married my wife and I got married we left our reception in a hot air balloon, which did not have a wireless on it. And Dean Jim Morris at the time, we took a month long honeymoon, which was great, but not really long enough. And Jim Morris said, I'm not going to be reachable for a month and Jim said that's not acceptable. I said, what do you mean it's not acceptable?
如果你還在讀電子郵件，那就不叫度假。我可以待在家裡過週末，不讀郵件，那就是度假。但如果我去夏威夷卻帶著黑莓機，那我就不是在度假。這一點我很清楚，當我結婚時，我和妻子離開婚禮現場是坐熱氣球走的，那上面可沒有無線網路。當時的院長吉姆·莫里斯說，我們度了一個月的蜜月，雖然很棒，但其實還不夠長。吉姆·莫里斯說，我一個月都不會接電話，吉姆說這樣不行。我問，你說不行是什麼意思？

He said, well, I pay you. So that's the not acceptable part. And I said, okay, and I said, so there has to be a way to reach me. He said, yes, I said, okay. So if you call my office, there would be a phone answering machine message that said, hi, this is Randy on vacation. I waited until 39 to get married. And so we're going for a month. And I hope you don't have a problem with that.
他說，嗯，我付你薪水。這就是不行的部分。我說，好吧，我說，所以必須有辦法聯絡到我。他說，對，我說，行。所以如果你打到我辦公室，會有一段電話答錄機留言說，嗨，我是蘭迪，正在度假。我等到了 39 歲才結婚。所以我們要去度一個月的蜜月。希望你不介意。

But apparently my boss does. So he says, I have to be reachable. So here's how you can reach me. My wife's parents live in blah blah blah town. Here's their names. If you call director assistants, you can get their number. And then if you can convince my new in laws that your emergency merits interrupting their only daughter's honeymoon, they have our number. Here's some of my most important advice. We close with some of the best stuff.
但顯然我的老闆不這麼認為。所以他說，我必須隨時能被聯繫到。那麼，這是聯繫我的方式。我妻子的父母住在某某小鎮。這是他們的名字。如果你打電話給導演助理，你可以拿到他們的號碼。然後，如果你能說服我的新岳父母，讓他們相信你的緊急情況值得打斷他們獨生女的蜜月，他們有我們的號碼。這是我最重要的一些建議。我們以一些最棒的內容作結。

Kill your television. People who study this say the average American watches 28 hours of television a week. That's almost three quarters of a full time job. So if you really want to get time back in your life, you don't have to kill your television, but just unplug it, put it in the closet and put a blanket over it. See how long it takes you to get the shakes. Turn money into time, especially junior faculty members or other people who have young children. This is the time to throw money at the problem.
戒掉電視癮。研究這方面的人說，一般美國人每週看 28 小時的電視。那幾乎是一份全職工作的四分之三時間。所以如果你真的想在生活中找回時間，你不必真的戒掉電視，只要拔掉插頭，把它放進衣櫃，再蓋上一條毯子。看看你需要多久才會開始感到不適。把金錢轉化為時間，特別是對於初級教職員或有年幼子女的人來說。這是時候用錢來解決問題了。

Higher somebody else to mill your lawn. Do whatever you need to do, but exchange money for time at every opportunity when you have very young children because you just don't have enough time. It's just too hard. And the other thing is eat and sleep and exercise. Above all else, you always have time to sleep because if you get sleep deprived everything falls apart. Other general advice, never break a promise, but renegotiate them if need be. If you said I'll have this done by Tuesday at noon,
花錢請人幫你修剪草坪。無論需要做什麼，當你有年幼的孩子時，抓住每個機會用金錢換取時間，因為你就是時間不夠用。這實在太困難了。另外就是飲食、睡眠和運動。最重要的是，你總是有時間睡覺，因為一旦睡眠不足，一切都會亂套。其他一般性建議，永遠不要違背承諾，但必要時可以重新協商。如果你說「我會在週二中午前完成這個」，

you can call the person on Friday and say, "I'm still good to my word, but I'm really jacked up." And I'm going to have to stay and work over the weekend to meet that Tuesday deadline. Is there any way there's any slack on that? And a lot of times they'll say Thursday's fine. Because I really need it Thursday, but I told you Tuesday. Or they'll say, "Oh, it's no problem. I can have Jim do that instead of you. He has some free time." Now, if they say, "No, there's no wiggle room here.
你可以在週五打電話給對方說：「我還是會遵守承諾，但我現在真的忙不過來。」而且我得週末加班才能趕上週二的截止日期。有沒有任何彈性空間？很多時候他們會說週四也可以。因為我其實週四才需要，但我告訴你週二。或者他們會說：「哦，沒問題。我可以讓吉姆來做，而不是你。他有些空閒時間。」但如果他們說：「不行，這沒有商量的餘地。

You say that's okay. No problem. I'm still good to my word." If you haven't got time to do it right, you don't have time to do it wrong. That's self-evident. Recognize that most things are past fail. People spend way too much time. There's a reason we have the expression good enough. It's because the thing is good enough.
你說那沒關係。沒問題。我依然信守承諾。」如果你沒時間把事情做對，那你也不會有時間去糾正錯誤。這是不言而喻的。要認識到大多數事情已經過了失敗的階段。人們花了太多時間。我們有「夠好」這個說法是有原因的。因為事情已經足夠好了。

And the last thing is get feedbacks loops. Ask people in confidence. Because if someone will tell you what you're doing right or doing wrong and they'll tell you the truth, that's worth more than anything else in the whole world. I recommend these two books. Time management is not a late-breaking feel. Both these books are old books, but I recommend them highly. And it's traditional to close a talk like this, like this with, "Here's the things I told you about. I'm not going to tell you the things I told you about.
最後一件事是建立反饋循環。私下向人們尋求意見。因為如果有人能告訴你你做對了什麼或做錯了什麼，並且他們會告訴你真相，這比世界上任何東西都更有價值。我推薦這兩本書。時間管理不是最近才有的感覺。這兩本書都是舊書，但我強烈推薦。傳統上，像這樣的演講會這樣結束：「這些是我告訴你們的事情。我不會重複我已經告訴你們的事情。」

I'm going to tell you the things that you can operationally go out and do today." First thing, if you don't have a day timer or a personal digital assistant, a palm pilot or whatever, go get one. Put your to-do list and priority order. You can use the four quadrants or do what I do. Just put a number zero to nine. Sort it by priority. And do a time journal if it's really too much effort. Just count the number of hours you watch of television in the next week.
「我要告訴你們一些今天就能實際操作的事情。」首先，如果你還沒有一本日程本或個人數位助理（比如 Palm Pilot 之類的），去買一個。把你的待辦事項按優先順序列出來。你可以用四象限法，或者像我一樣簡單標註 0 到 9 的數字來排序。如果覺得太費力，就做個時間日誌吧。先記錄下接下來一週你看電視的總時數。

That's my gift to you. And the last thing is once you've got your day timer, make a note for 30 days from today. It's okay if that one goes ding to remind you. And revisit this talk in 30 days, it'll be up on the web courtesy of Gabe, and ask what have I changed. And if I haven't changed anything, then we still had a pleasant hour together. If you have changed things, then you'll probably have a lot more time to spend with the ones you love.
這是我送給你們的禮物。最後一件事是，當你有了日程本後，在 30 天後的今天設個提醒（讓它叮一聲也沒關係）。30 天後重看這場演講——感謝 Gabe，它會放在網上——然後問自己：我改變了什麼？如果什麼都沒變，至少我們共度了愉快的一小時。如果你確實有所改變，那麼你可能會有更多時間陪伴所愛之人。

And that's important. Time is all we have. And you may find one day you have less than you think. Thank you. [Applause] [ Applause ]
這很重要。時間是我們僅有的財富。也許某天你會發現，它比你想像中更有限。謝謝。[掌聲] [掌聲]