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What I want to talk to you about is shifting from magical thinking around the ideal of the way that we would love for things to be versus facing the reality of what they are, and then thinking strategically around how to move through it.
我想跟你们说的是，从围绕我们喜欢的理想方式的思维转变到面对现实，然后战略性地思考如何度过这一难关。
I think my greatest value is that I can make decisions.
我想我最大的价值是我能做决定。
I can make judgment calls.
我可以做出判断。
I can give people direction if they're lacking, or if they're unclear, I am that strong voice in a meeting that says,
我可以在人们缺乏指导的时候给他们指路，或者他们不清楚的时候，我在会议上发出强烈的声音，说，
"We're here to do this and we're not leaving until we accomplish this," and I time box it to make sure it happens.
“我们是来做这件事的，不完成这件事我们没办法离开。”我设置时间限制，以确保能够完成。
I have vision, I have strategy and I can execute on it.
我有远见，有策略，可以执行它。
I'm not all talk.
我不只是说说而已。
I can also deliver on my vision.
我也可以实现我的愿景。
So that does seem to be where that natural leadership comes in is because a lot of people are maybe reluctant or don't want that type of responsibility or accountability and I do.
因此，这似乎就是天生的领导力，因为很多人可能不愿意或不想要这种类型的责任或问责，而我想要。
So I thought that, that was what I wanted.
所以我想，这就是我想要的。
But if that means nonstop working all day every day, on weekends and feeling exhausted and feeling burned out and not being able to sleep, then to me that's not what I want.
但是，如果这意味着每天不间断地工作，即使是在周末也是如此，感到精疲力竭，感到疲惫，无法入睡，那么对我来说，这不是我想要的。
Sure.
当然可以。
It's important to kind of get out of this cycle of burnout so that you can think through this.
重要的是要走出这种倦怠的循环，这样你才能想清楚这个问题。
Yeah.
是的。
A little more clearly.
更清楚一点。
Okay.
好吧。
Because when we make decisions in distress, in burnout, or as I've heard somebody once say, "Never make decisions when you are lonely, angry or hungry."
因为当我们在苦恼、疲惫中做决定时，或者就像我曾经听人说过的那样，“永远不要在孤独、愤怒或饥饿的时候做决定。”
Right.
对。
Never, never leads to anything good.
永远不会，永远不会有好的结果。
And I think the same is from a burnout standpoint.
我认为从倦怠的角度来看也是如此。
I think we ought to kind of think through a couple of different levels.
我认为我们应该从几个不同的层面来考虑。
One is how do you deal with situations when you start feeling frustrated?
一个是当你开始感到沮丧时，你是如何处理这些情况的？
I think the second piece is this, what does it mean to be a leader?
第二是，做一个领导者意味着什么？
Are your expectations aligned with what it means to be a leader?
你的期望与成为领导者的意义一致吗？
It requires being adaptable.
它需要具有适应性。
That's the part that makes it challenging, right?
这就是它具有挑战性的地方，对吧？
Is can you pull at different muscles, at different places in time?
你能在不同的时间，在不同的地方拉不同的肌肉吗？
So on the one hand you said part of what you think is you bring to the table in terms of being valid is your strategic thinking and visionary, and being able to see things and then being able to get it done.
因此，一方面，你说你认为你带来的出彩的部分是你的战略思维和远见卓识，能够发现事情，然后能够把事情做好。
And that is one dimension of leadership.
这是领导力的一个方面。
There's another dimension, which is the people side of it, right?
还有另一个维度，那就是人的一面，对吧？
In terms of your team and coaching them, et cetera.
关于你的团队和如何带团队，等等。
There's also this component, which I think is pertinent for you, which is the ability to prioritize and focus.
还有一个要素，我认为对你很重要，那就是分清轻重缓急和提升集中注意力的能力。
And the question behind that is, am I doing the right things at the right time, to get to where we need to go?
而这背后的问题是，我是否在正确的时间做了正确的事情，以达到我们需要达到的目标呢？
And so when somebody told you just say, no.
所以当有人告诉你只要说不就行了。
What they're in essence telling you is you need to create some boundaries around what you're doing and what's most important at this time.
他们本质上是在告诉你，你需要在你正在做的事情和这个时候最重要的事情之间设立一些界限。
However, if you are operating from a place of fear of not being able to demonstrate your value, there's no way you're going to place any boundaries.
然而，如果你害怕不能展示自己的价值，你就不可能设置任何界限。
Because you're constantly going to be in this, I need to show my value.
因为你会一直在想，我需要展示我的价值。
I need to show my value.
我需要展示我的价值。
I need to show my value.
我需要展示我的价值。
Where does that come from?
这是怎么来的？
I'm constantly in fear that if I don't demonstrate my value, somebody else might come in and take this opportunity away from me.
我一直在担心，如果我不能证明自己的价值，可能会有其他抢走我的机会。
I think in a startup that competitive feeling has actually gotten worse than when I worked at big corporate environments.
我认为在一家初创公司，这种竞争感实际上比我在大公司还要明显。
