Should Rudy Gobert Start At Center?

With a 2014-15 NBA season approaching on the horizon for the Utah Jazz, various questions still remain unanswered regarding the starting lineup, and who gets the lion’s share of minutes at center — Enes Kanter or Rudy Gobert.

隨著開季時刻倒數，關於先發五人陣容還存許多問題，尤其是誰該站中鋒的位置—阿坎 或 狗博

Most Jazz fans seem to be under the impression that the starting lineup is set, with Turkish big man Enes Kanter anchoring the paint at the center position. Meanwhile, France’s Rudy Gobert dazzled on the international stage of the 2014 FIBA World Cup, stating his case to Jazz front office and fans that he’s the real deal.

多數阿爵對於中鋒先發人選已有既定印象，因為土耳其男阿坎早在中鋒位置許久。但同時間，法人狗博又在世界盃大放異彩，向阿爵制服組與球迷證明自己的真材實料。

So who gets the start at center for the Jazz? Let’s see a quick breakdown of each man.

所以誰才是阿爵的先發中鋒? 來個快速的解析吧。

Enes Kanter, the current favorite to start the year, is listed at 6’ 11”, 262 pounds. The 22-year-old is entering his fourth season in the NBA, all with the Utah Jazz. Kanter’s role with the team has gradually increased each season since he was drafted third overall in the 2011 NBA Draft.

阿坎，看來是目前的先發人選，6尺11吋，262磅，22歲就邁入第四個球季，且自2011年以第三順位被選中後，角色在球隊比重逐年上升。

Last season with Utah, Kanter appeared in all but two games and he got the nod to start 37 contests. He posted strong numbers in his time on the court, averaging 12.3 points, 7.5 total rebounds, 2.8 offensive rebounds and 0.5 blocks per game. Kanter managed a respectable yet forgettable field goal percentage, shooting 49 percent from the floor.

上個球季阿坎82場比賽只缺席兩場，其中37場是先發，數據也相當不錯，12.3分、7.5籃板(2.8個進攻籃板)外加0.5火鍋，且眾人也易遺忘它的高命中率:49%

Perhaps one of the bigger knocks on Kanter is his shot selection, both location and quantity.

可他最大問題就在於投籃選擇，位置與數量都是。

On field goal attempts taken from zero to three feet from the basket, Kanter’s field goal percentage was nearly 64 percent. That’s fine and dandy, but these shots only accounted for 39 percent of his total attempts in 2013-14. That means the other 61 percent of his shots came from three feet or further from the hoop, where he averaged a dismal 20 percent.

在離籃框0到3尺的距離，阿坎命中率是64%，可說是極品，可離籃框0到3尺的出手僅占總出手39%，也就是61%都在3尺外出手，且命中率是難堪的20%

When Kanter took less than 10 shots in a game, the Jazz were 18-17. Hey, not bad! But when Kanter took 10 shots or more, the Jazz were 7-40. Yeesh.

且當阿坎出手少於10次時，爵士18勝17敗，可當阿坎投多於10球，爵士7勝40敗。

Did Tyrone Corbin see those numbers? Because I’m really stumped as to how Kanter was allowed to continue in his ways. As the new assistant coach with the Sacramento Kings, I’m half-expecting to see 7’ 5” Sim Bhullar clanking shots off the backboard from mid-range at the direction of Corbin.

難道烤餅不知道這種情況嗎? 因為我很困惑烤餅怎麼讓阿坎照這種路線打下去。我現在倒想瞧瞧，變國王助理教練的他，要怎麼教7尺5的Sim Bhullar 投中距離。

It wasn’t all bad for Enes Kanter. He showed he’s got the size and strength to play center in the NBA. He posted 24 double-doubles, mostly when playing more than 30 minutes. He’s a beast on the offensive glass, finishing 10th in the league in offensive rebound percentage (11.6).

可阿坎也不是都一無是處，他的身材與強度都足以在NBA中鋒界立足，打超過30分鐘比賽有24場雙十，前在前場衝搶上也是條猛獸，上季是進攻籃板榜第十名(11.6%)

If this guy starts, and Quin Snyder manages his shot selection, he can be an extremely effective piece for the Utah Jazz going forward.

如果帥哥教練讓他先發又能好好管控投籃選擇，那自然成為爵士向前最具影響力的一塊拼圖。

Rudy Gobert is, at the moment, the backup center for the Utah Jazz. But after a breakout performance with the French team in the 2014 FIBA World Basketball Cup, Gobert is forcing the Jazz front office to re-evaluate his projected role and minutes at the very least.

狗博目前是爵士替補中鋒，但自從在世界盃的好表現後，說句公道話，制服組要重新評估狗博的位置與上場時間。

Listed at 7’ 1”, 220 pounds, Gobert has established himself as a rim-protecting, paint-scoring center with a wingspan that goes on forever. In Summer League action, Gobert averaged 11.8 points, 9.8 rebounds and 2.5 blocks. He also shot the ball at a ridiculous 73 percent from the floor.

7尺1，220磅，狗博是個禁區守衛、攻擊的翼展型中鋒，夏季聯盟他也拿下11.8分、9.8籃板、2.5火鍋，命中率更是73%般的誇張。

In limited floor time with the French team in the FIBA tournament, Gobert chipped in by keeping that high-percentage shooting alive, finishing at 66 percent. His best game came against Spain, where he pulled down 13 rebounds against arguably one of the best frontcourts in the tournament.

且在世界盃有限的上場時間中，狗博命中率更是達到66%，對西班牙比賽更抗衡Gasol兄弟拿下13籃板。

When it comes to shot selection, Rudy Gobert is the anti-Kanter. In his 2013-14 NBA season in which he was very seldom-used (45 appearances, 9.6 minutes per game), Gobert shot just about 49 percent in his rookie campaign.

若要談談投籃選擇，狗博跟阿坎捷然不同，但狗博新人年未獲重用(45場出賽，9.6分鐘上場時間)，命中率49%。

The difference between him and Kanter? Gobert properly utilizes his skill set, and he knows his bread and butter. Seventy-eight percent of his shot attempts came from three feet or closer to the rim. Dunks and layups made up the majority of his attempts, taking just 10 jump shots throughout the year.

而兩人差別何在? 狗博大概比較會運用他的技巧，還有他本身的吃飯傢伙，78%的投籃是在3尺內進行，灌籃與上籃是最大宗的取分模式，今年只有10次的投籃罷了。

Zach Lowe of Grantland summarizes how most NBA fans probably feel about Rudy Gobert at the moment:

Zach Lowe大概能總結現在球迷對狗博的想法:

Rudy Gobert's NBA future becomes more interesting to me every time I watch him. A guy I'd like to have in my organization.

每看狗博一次，就越加深我對他的興趣。 我會想將他延攬至我的旗下。

He moves well, he protects the rim, and he scores effectively when he’s dunking and shooting in close. This creates a good problem for the Utah Jazz as they piece together their front court of the future. Guys like Derrick Favors and Gordon Hayward could be on track for big-time breakout seasons, and Rudy Gobert may not be far off from there either.

他移動能力佳，能保衛禁區，接進籃框時得分效率好，這些都讓爵士在規畫前場組合時得多多考量，肥佛跟黑蛙都能持續往上突破極限，狗博並不會離此境界太遠。

http://hoopshabit.com/2014/09/17/utah-jazz-rudy-gobert-start-center/

Kurt Kragthorpe: Changing of guard sparks first Jazz victory 換控衛，換手氣

Apparently, locating a point guard at a Wal-Mart in Des Moines and playing opponents with "New Orleans" on their jerseys were all the Jazz needed to avoid making franchise history of the wrong kind.
                                                                                
The Jazz rallied from 16 points behind in the second half Wednesday night to win, 111-105. How did they do it? By benching their starting point guard, relying on a veteran whose biggest contribution supposedly is fulfilling minimum payroll requirements and turning the fourth quarter over to a player who officially joined the team about six hours before tipoff at Energy Solutions Arena.
                                                                                
顯而易見地，找上一個在Des Moines逛沃爾瑪超市的控衛，就是爵士對鵜鶘的止敗之道。
                                                                                
爵士下半場狂追16分，最終以111比105贏球。他們怎麼辦到的？答：把先發控衛放在板凳上，倚賴一個薪資微薄、並在第四節做出重大貢獻，卻又在開賽6小時前才抵達Energy Solutions Arena的球員。

And here was Diante Garrett, looking at the scoreboard during the closing stretch of his new team's first victory and wondering what was going on.
"Time's going down, I'm still in the game," Garrett marveled. "I guess I had to keep playing."
                                                                                
Summoned from the Iowa Energy of the NBA Development League, Garrett played 22 minutes and posted seven points and five assists - basically matching the combined averages of John Lucas III (benched at halftime) and Jamaal Tinsley (waived Tuesday) in the Jazz's eight losses to begin the season.
                                                                                
那就是Diante Garrett，最後緊要關頭仰望計分板並想想剛剛打得怎麼樣。「比賽快結束了，而我還在場上。」Garrett很驚訝。「我想我不會被換下去。」
                                                                                
從發展聯盟的Iowa Energy被call上來，Garrett打了22分鐘，得7分5助攻，剛好跟John Lucas III(做了大半場板凳)與離開的Jamaal Tinsley八場平均數據一樣。
                                                                                
It would make a better story if Garrett had been stocking shelves at Wal-Mart, in the Iowa tradition of former NFL quarterback Kurt Warner. Instead, he was merely grocery shopping late Monday night when the call came, saying the Jazz were interested in signing him after releasing Tinsley.

Tinsley is a fellow Iowa State alumnus. "Out with the old, in with the new," said Garrett, not as harshly as that sentiment may appear in print.
                                                                                
如果Garrett跟前NFL四分衛Kurt Warner一樣，在賣場做商品上架的工作就是個更棒的故事了，但Garrett只是在逛賣場時電話響了，電話那頭說爵士揮棄Tinsley後有意簽下他。
                                                                                
Tinsley是Iowa State的老學長阿。「送舊迎新。」Garrett說，儘管這刺耳的感想可能會印出來。
                                                                                
Improbable? There's more. The Jazz scored 38 points in the fourth quarter. Richard Jefferson and Gordon Hayward combined for 39 points in the second half, with Hayward dishing a career-high 10 assists in the game. The Jazz made their last four 3-point attempts after having shot 23 percent for the season, until then.
                                                                                
不太可能嗎？還有更多呢。爵士第四節轟下38分，RJ與黑蛙下半場共拿下39分，黑蛙還來個生涯新高10助攻。即便全隊三分命中率23%，但終場前四顆三分也都進了。

Asked what satisfied him the most, Jazz coach Tyrone Corbin said, "The ball going in the hole."
                                                                                
That helps, certainly. The sudden offensive success kept the 1974-75 New Orleans Jazz, who lost the franchise's first 11 games, permanently in the record book.
                                                                                
When Corbin arrived at the arena, a security guard told him, "Tonight's the night."
                                                                                
問烤餅什麼令他最滿意？「球都進洞囉！」
                                                                                
確實那有幫助，不再當機的進攻免於創下紐奧良爵士1974-75年11連敗的紀錄。
                                                                                
當烤餅進到球場時，警衛告訴他：「就是今夜！」
                                                                                
It hardly looked that way early in the third quarter. Trailing by 10 points, the Jazz spent barely five minutes in the locker room at halftime, but Corbin made a significant change.

Lucas, whose 0-for-7, zero-assist first half included six 3-point misses, was replaced at the point by Alec Burks - even though Corbin had said pregame that playing two positions "throws his game off."

                                                                                

第三節開打前還落後十分，爵士僅花了5分鐘在球員休息室，但烤餅下了個重大決定。

                                                                                

兩分球投7中0，三分球投6中0的Lucas，將被Alec Burks取代，儘管賽前烤餅說打這兩個位置會讓他角色混淆、狀況不佳。

The Jazz promptly fell behind by 16, causing Corbin to call a timeout and clap his hands three times in disgust as he walked onto the court. "How You Like Me Now?" probably was not the best choice for the timeout music.

                                                                                

Whatever Corbin said worked, though. Jefferson, whose prime value was thought to be an $11 million contract that expires is April, responded in a big way. So did Hayward, who has soldiered through the Jazz's rough start like no other player.

                                                                                

當爵士落後16分，烤餅拍掌三次喊暫停，「How You Like Me Now?」這首歌看來不是挺合適當背景音樂。

                                                                                

不管烤餅做了什麼，RJ，這個一千一百萬的球星給了巨大反擊，黑蛙也一樣，他從全隊跌跌撞撞的季初就在頑強抵抗了。

                                                                                

Garrett, meanwhile, atoned for a critical turnover by assisting Marvin Williams for a 3-pointer that made it 104-100 with 1:22 left. Garrett later wriggled out of trouble and passed to Derrick Favors, who drove for a clinching layup.

                                                                                

So for the moment, I can cease with the comparisons to the '74-75 New Orleans Jazz, who went through 22 players in that first season.

同時間Garrett在一個要命失誤後，補上了妙傳給Marvin Williams投進三分，使終場前1分22秒以104比100暫時領先。接著Garrett又再亂軍當中妙傳給Favors來一計小人物上籃。

                                                                                

現階段我也能打住跟74-75年紐澳良爵士的比較，那年賽季供登錄了22位球員。

                                                                                

And for one night, Jazz fans could have fun, while embracing a refreshing, new player - even before Jabari Parker or Andrew Wiggins arrives in June. The postgame music selection? "All Right Now."

                                                                                

就這樣今晚，爵士迷可以開心了，明年六月也能迎來Jabari Parker 或Andrew Wiggins，至於賽後音樂，All Right Now!

                                                                                

新聞來源:http://www.sltrib.com/sltrib/jazz/57127304-87/jazz-garrett-corbin-guard.html.csp

Meet the PayPal mafia (下)

"Good decision-making flows out of details," says former COO David Sacks, who now runs both the online genealogy startup Geni and the Hollywood production studio Room 9 Entertainment, which made Thank You for Smoking. "We did not subscribe to the idea that managers are this special class of employee." 

前營運長David Sacks說:「注意細節才能做出好的決策。」現在他負責線上家譜網站Geni跟好萊塢製片公司Room 9 Entertainment，就是那間做"Thank You for Smoking"影片的公司。「我們不認同經理見解就比員工高。」他說。

Sacks himself almost didn't get hired by PayPal - perhaps because of a short stint at McKinsey. But Thiel recognized him as an important dissenting voice, someone who could sharpen the company's focus. 

Sacks其實差點沒被PayPal雇用，或許跟他待過麥肯錫一段時間有關，但Thiel認為他是很重要的反對意見，能讓公司更專注於目標上。

Once he came on, McKinsey taint notwithstanding, Sacks further opened the culture by establishing a no-unnecessary-meetings policy. He became a meeting cop. Anytime he'd see a closed-door discussion happening, he'd sit in for three minutes. If he considered the meeting to be valueless, he'd call it adjourned. 

當他上任後，麥肯錫的壞習慣啦，Sacks開始"不開沒意義會議"政策，像是會議警察般，只要見到有閉門會議產生，他就介入聽個三分鐘，一旦發現會議沒啥價值，他馬上下令取消。

Sacks, in his office on Sunset Boulevard in West Hollywood, recalls how the lack of meetings helped create a culture of many workers and few managers. "You didn't measure where you were in the organization by how many people you're managing," he says. Prestige was measured "by how few people there were above you who could prevent you from doing what you wanted to do."

Sacks在他西好萊塢日落大道回憶，減少會議政策如何創造這個經理少、員工多的文化。「在PayPal不是依你管的人數來看你的地位。」他說，「是你上面有多少人會礙著你做你想做的專案，用這個決定你的地位。」

Back in Silicon Valley, Reid Hoffman, a former executive VP, sits in his own office at the social networking site he started, LinkedIn. Hoffman is one of the Valley's most prolific angel investors, with stakes in more than 60 startups, including Facebook and Digg. 

回到矽谷，前執行副總Reid Hoffman現在坐在LinkedIn的辦公室裡，他也是矽谷內最多產的天使投資人，擁有FB跟Digg等超過60間新創公司股份。

Like Sacks, he loved PayPal's meritocracy. "The group was very analytical," says Hoffman. "It was all about, 'Here are my arguments; here's my perspective.' You could never say, 'In my experience,' because experience wasn't there as a variable." 

跟Sacks一樣，他好愛PayPal的菁英文化。「這群人特愛分析，他們會說"這是我的觀點"，"那是我的看法"，但你絕對不能說"就我經驗來看"，因為經驗在我們這一行不可靠。」

Not everyone liked the PayPal vibe. Chief among the dissenters is Elon Musk. 

但也不是每個人都認同這種文化，像Elon Musk就是。

It's free-lunch Friday at the space-exploration company SpaceX, down the road from Los Angeles International Airport. The massive fuselage of a rocket ship dominates the ground floor. In its shadow, dozens of employees sit cramped at a handful of foldout tables.

現在是SpaceX公司的周五免費午餐時段，LA國際機場直行就是公司地址，一個巨大的火箭盤據了一樓大廳，數十位員工與摺疊椅在它的影子底下。

There are no seats to be had, not even for the man who invested $100 million of his own money to start the company. So Musk and I retreat to his desk. I've just asked him what it was like to be the victim of a coup led by Sacks, Levchin, and Thiel. "It was like unicorns and rainbows, flower-filled meadows," he says with a smirk. 

可這裡太過壅擠，連掏出一億元的老闆都沒地方坐，我們只好退回他的辦公桌，我問跟Sacks, Levchin, Thiel這夥人做事感覺怎樣，他輕蔑一笑:「unicorn and rainbow(獨角獸跟彩虹 喻:太天真浪漫) 似在花開遍野的草原。」

Musk came to PayPal not through Levchin/Thiel's regime but during the company's merger with his Internet bank, X.com. Born and raised in South Africa, Musk sold his first company, Zip2, to AltaVista at age 28 for more than $300 million. Now 36, he's running SpaceX, which plans to send people into space and eventually colonize Mars, and serves as chairman of Tesla Motors (electric cars) and Solar City (solar-panel installation). 

Musk到PayPal時並不是 Levchin跟Thiel掌權期間，而是因PayPal與他的網路銀行公司 X.com合併後才加入的。Musk成長於南非，28歲那年把他第一間公司 Zip2 以超過3億元的價格賣給了AltaVista，今年他36歲，現在擁有SpaceX, Tesla Motors, Solar City，分別專注於火星殖民、電動車與太陽能安裝上。

Despite having perhaps the greatest entrepreneurial streak of all the PayPal mafia, Musk was purged from PayPal like some kind of toxin. Soon after the merger, Thiel resigned. 

盡管Musk擁有PayPal mafia中最強的創業家特質，還是被視為某種毒素被PayPal掃地出門。且合併後不久，Thiel就請辭了。

Musk became CEO of the combined company and decided it was time for a technological overhaul. Specifically, he wanted to toss out Unix and put everything on a Microsoft platform. 

當Musk成為合併後的CEO後決定來場技術大變革，決定將Unix作業系統換成微軟作業系統。

That may sound innocent enough to laypeople but not to Unix zealots like Levchin and his team. A holy war ensued. Musk lost. The board fired him and brought back Thiel while Musk was on a flight to Australia for his first vacation in years. "That's the problem with vacations," Musk deadpans. 

這對外行人沒什麼，但對Levchin跟他的團隊這類Unix狂熱者就不行，就此一場聖戰開始，Musk輸了，董事會趁他去澳洲度假時迎回Thiel，「這就是休假的壞處。」Musk面無表情的說。

Musk still contends he didn't deserve his fate, that his biggest flaw was being cut from different cloth. "Peter, Max, and I are not directly aligned philosophically," he says. "Peter's philosophy is pretty odd. It's not normal. He's a contrarian from an investing standpoint and thinks a lot about the singularity. I'm much less excited about that. I'm pro-human." 

Musk直到今天都覺得自己不該遭受如此待遇，他最大弱點就是曲高和寡。「Peter, Max跟我思維上並不一致。」他說。「Peter的觀點很奇怪，不大正常，從投資觀點上來看常常唱反調。我也不是很喜歡那樣，我是個正常人。」

It wasn't just Musk; anyone who didn't mesh with the Levchin/Thiel culture ran into trouble. X.com had a number of people from the banking industry who didn't last long. "We had been rivals, so it was awkward," remembers Jeremy Stoppelman, who was an engineer at X.com, stuck it out after the merger, and is now the CEO of Yelp, a fast-growing restaurant- and bar-review site. 

不只有Musk，也有其他人跟Levchin/Thiel文化合不來，X.com中很多從銀行業出身的就水土不服。前X.com工程師，現Yelp CEO Jeremy Stoppelman回憶:「我們曾是競爭對手，所以湊在一起很詭異。」

"And that awkwardness turned into total dysfunction and warfare. Most X employees ended up leaving or getting fired. The culture was really an intellectual pissing contest, and some people didn't like that." 

「最後這種格格不入讓公司無法運行，進而轉為對抗。很多X.com的人不是自己離開就是被解雇，那兒的文化就像智力大挑戰，有些人不喜歡這樣。」

The infighting eventually stopped. It had to, because there were too many other enemies to deal with - eBay, for example. Before buying PayPal, the auction giant tried in various ways to kill it - by purchasing a competing service, for example. 

內鬨最後停止了，也必需要停止，因為外面有太多敵人在虎視眈眈，像是eBay這併購巨人，買下PayPal前提供了像是競爭性服務，意圖幹掉PayPal。

Meanwhile, PayPal losses were multiplying. It battled Russian fraudsters who were filching millions by cribbing credit card numbers. Customer-service complaints flooded the phone lines and in-boxes and were often dealt with by simply not answering the phone or doing a mass deletion. Louisiana temporarily banned PayPal from doing business in the state; MasterCard (Charts) threatened to pull the plug because of the high number of chargebacks. 

同時間，PayPal也蒙受俄國詐騙集團的巨額損失，他們盜取信用卡號，客訴讓電話跟信箱都爆滿，Louisiana州暫時禁止使用PayPal，MasterCard也因為大量退款揚言終止合作業務。

"Peter Thiel didn't know what a chargeback was," says Jawed Karim, an early engineer who went on to found YouTube with fellow alumni Chad Hurley and Steve Chen - and then sell it to Google for $1.65 billion. "That's one of the fundamental things of any credit card payment system. Chargebacks almost killed the company." 

「Peter Thiel不瞭解退款的衝擊有多大。」Jawed Karim說，這位跟Chad Hurley還有陳士駿創立Youtube的第三位創辦人(最後Youtube以16.5億美元賣給Google) 「那是信用卡付款系統的基礎，退款幾乎毀了公司。」

But the executive team made up for nonmastery of details with unwavering vision, which inspired the troops. At his San Bruno, Calif., office, YouTube CEO Hurley remembers his PayPal days as an education in business. When he arrived in California with a degree in art from Indiana University of Pennsylvania, building a successful company seemed like something other people did. 

然而高層以堅定的願景克服了這些不甚了解的細節，且這件事也激勵了其他員工，在加州San Bruno辦公室裡，YouTube的 Hurley回憶PayPal的日子等於給他上了商業課程，他到加州前在賓州Indiana大學拿到藝術學位，現在也創立了跟其他人一樣棒的企業。

"You never think it could happen to you," says Hurley. "But seeing Peter and Max and the guys come up with ideas and seeing how to make things work gave me a lot of insight. You may not have a business degree, but you see how to put the process into effect. The experience helped me realize the payoff of being involved in a startup." 

「你未曾想過會有這種事降臨。」Hurley說。「但看到Peter跟Max想辦法，如何去解決問題給了我很多啟發，或許我沒有商科的文憑，但見到整個運作的過程，這經驗讓我知道在新創公司的一切都是值得的。」

After 11 revisions to the prospectus, PayPal pulled off its IPO on Feb. 15, 2002. The stock closed that day at $20 a share and rose for the next nine months, even as Nasdaq cratered, until the sale to eBay. Thiel walked away on the day of the acquisition; Levchin and Sacks followed. Botha considered sticking around - "Meg Whitman made me a terrific offer," he says - but left for Sequoia to stay in the startup game. 

修改11次招股說明書後，PayPal在2002年2月15日正式公開上市，當天收盤20元，但之後九個月都呈現上漲趨勢，即便後來那斯達克震盪也是一樣，直到賣給eBay才停止。Thiel在併購當天就離開，Levchin 與 Sacks隨後跟進，Botha游移不定，「Meg Whitman給我非常優渥的合約。」但最後來是去紅杉資本了。

For those who remained in the name of a paycheck, the culture shock was profound. Premal Shah, a former product manager at PayPal and now president of Kiva.org, was put in charge of eBay's developing-world strategy. He went to India for three months - a dream assignment. But when he got back, it seemed that every day meant another PowerPoint presentation for yet another layer of management. "I quit after a year," he says. 

對於那些同意留任的人，文化衝擊不可謂不大。前產品經理Premal Shah，現在是Kiva.org總裁，就負責eBay開發中國家策略。他後來負責一個夢想中的任務-去印度三個月。但當他回來後，每天就像是做PPT給其他管理階層看。「一年後我就離開了。」他說。

By then, the PayPal mafia was well established. Today they call upon one another when they need money or advice - and when they need both, they go to Thiel, who seems to be at the center of it all. Among his many investments, Thiel has money in Slide, Yelp, and LinkedIn.

之後，PayPal mafia已然成形，需要建議或投資就互相連絡，或是兩者都要便去找Thiel，他就像他們的中樞，Thiel就投資了Slide, Yelp, LinkedIn.

He helped his former assistant start Laiola, one of San Francisco's hottest new restaurants. His venture capital startup, the Founders Fund, invested the first $1.5 million in Sacks' Geni.com, where five of the 29 employees are from PayPal. 

他也協助前任助理開了舊金山最近很熱門Laiola餐廳，他的創投資金Founders Fund也投資150萬在Sack等五位前PayPal員工的 Geni.com。

Levchin invested in IronPort systems, which was founded by early PayPal investor Scott Bannister and acquired by Cisco (Charts, Fortune 500) for $830 million. He put the first $1 million into Yelp and serves as its chairman. 

Levchin投資早期PayPal金主Scott Bannister成立的IronPort systems，後被思科8.3億收購。他還注資Yelp100萬並擔任董事。

He's also got money with Botha at Sequoia (even while Sequoia has a stake in Slide's rival, RockYou) and was an executive producer of Thank You for Smoking, along with Sacks, Thiel, and Musk. That last name may come as a surprise, but Musk has made peace with his mutineers. 

他也跟Botha投資紅杉(雖然Slide的敵手RockYou紅杉也有股份)，也跟Sacks, Thiel, Musk當影片Thank You for Smoking執行製片，Musk這名字你聽到可能大吃一驚，但Musk最後還是跟大家和好了。

He has invested in Room 9, Geni, Botha's Sequoia fund, and Clarium Capital. (But he won't let Thiel reciprocate. "We don't need the money," says Musk with a wry smile.) 

Musk也投資 Room 9, Geni 還有Botha的紅杉資本。(但他不讓Thiel回報，「我們又不需要錢。」他諷刺地笑了一下。)

As for the impact of PayPal's culture, that varies. At some places, like Slide, Levchin's work ethic lives on- though his hiring practices seem to have softened. His head of engineering, for example, was on the Stanford water polo team. "He probably likes to play hoops," Levchin jokes. 

PayPal文化也在某些地方開花結果，像是Slide，Levchin的方式也延續下來，雖說他招募不再那麼苛刻了，例如總工程師是Stanford大學的水球隊隊員，「或許他也愛打籃球。」他開玩笑道。

At other places there's nary an intellectual pissing match in sight. YouTube's quiet San Bruno office might be taken for a division of a large corporation (which it is). 

其他地方也看不到智力競賽的影子了，YouTube在San Bruno的辦公室就安安靜靜的像個大公司的分部一樣(其實就是啦)

At Yelp, Stoppelman has become a regular on the San Francisco party circuit, and these days spends little time sleeping under his desk. But both YouTube and Yelp learned a valuable lesson from PayPal: The first idea isn't always the best. Yelp was a convoluted e-mail referral service before becoming a top review site. YouTube started as a video dating play. Now it's at the center of the zeitgeist. 

在Yelp， Stoppelman變成舊金山的Party動物，也讓他睡在桌子下的時間少了些。但YouTube 跟 Yelp都在PayPal學到寶貴的一課:第一個idea都不是最好的idea，Yelp本想做email轉交服務但現在變成網站評分網站，Youtube從約會影像網站變成時代精神的中心。

The mafia doesn't often convene in a physical place- they don't have a Bada Bing, where Tony Soprano and his crew would hang out. But they do have a sense of humor, and so at FORTUNE's request, the capos are gathered in Tosca, the legendary San Francisco watering hole, for a group photo. 

現在PayPal mafia不常碰頭了，他們沒有《黑道家族》Tony Soprano老大跟小混混們待的Bada Bing酒吧，但他們有配合的幽默感，受FORTUNE要求到Tosca，舊金山知名的「水坑」拍團體照。

Frank Sinatra is here, crooning from the Wurlitzer. So are Thiel, Levchin, Sacks, Botha, and many others. Musk wanted to come, but he's in Chicago to receive an "innovator of the year" award. Hurley and Chen bowed out after their Google handler objected to the gangster motif. 

Frank Sinatra到了，跟著Wurlitzer唱機哼歌，Thiel, Levchin, Sacks, Botha還有其他人也是，Musk也想來，但他去芝加哥拿「年度創新家」獎。Hurley 跟 陳士駿也因為比較喜歡PayPal mafia的作風離開Google。

The group is decked out in gold chains and tracksuits, smoking cigars, drinking Maker's Mark. It's a happy moment, even if the lack of Wi-Fi makes Levchin antsy. Looking at the group laughing and joking, you'd never guess they're all supercompetitive hyperintellectuals- or that some don't like each other very much. But when you get to know them a bit, it's not all that surprising. As Stoppelman puts it, "We're all a little weird."

這幫人戴著金項鍊、穿幫派運動服、抽雪茄、喝Maker's Mark威士忌，真是歡樂時光，雖然沒有Wi-Fi讓Levchin坐立難安，看著他們互相揶揄開著玩笑，你絕對想不到他們是絕富競爭性的知識份子，且他們也不是那麼喜歡彼此，但只要你再稍微了解他們一下，你就不會訝異了，像Stoppelman說的:「我們就是有點怪怪的。」

Meet the PayPal mafia (上)

寫在翻譯之前.....

我對矽谷的創業故事一直很有興趣，雖說我不是工程師，但可想見當時新創團隊胼手胝足的寫程式、架網站，拼命地推進新文明的那股熱情。現在閱讀歷史文獻，那份悸動應像是Steve Jobs看到Whole Earth Catalog，雷軍說他讀《矽谷之火》那般雀躍。所以兩年前我讀Youtube創辦人陳士駿自傳《Youtube你的熱情和直覺》，我就對他第二章談到PayPal的種種就特別有興趣，Peter Thiel跟Maz Levchin是何方神聖，PayPal故事為何，賣掉PayPal後怎麼銷聲匿跡(但也有可能是台灣媒體偏好問題)。 後得知Fortune雜誌在2007年訪問時，給他們打響了名號:the PayPal mafia! 本是私底下工程師對團體的暱稱，卻造就了十分響亮的雜誌title，搭上特意設計的賭場、雪茄、黑手黨造型，也許是喜歡《教父》的緣故，要我不留意也難。過去一直沒特別去找這篇讀，現在開網誌翻譯了，我想要慢慢翻，好好浸在這故事裡......


An inside look at the hyperintelligent, superconnected pack of serial entrepreneurs who left the payment service and are turning Silicon Valley upside down. Fortune's Jeffrey O'Brien reports.

一群極富智慧又生死與共的創業家，如何在離開PayPal後又把矽谷搞得翻天覆地。

By Jeffrey M. O'Brien, Fortune senior editor

(Fortune Magazine) -- A door opens, and a blond man appears in a white jacket with large buttons. "Good morning," he says. "Peter's in back. Make yourself comfortable in the dining room. I'll be serving breakfast shortly."

門打開了，一個身穿大排扣白夾克的金髮男人現身:「早安!」他說「Peter回來了，你在客廳裡隨便坐，我等會就拿早餐給你。」

Holy cannoli. Peter Thiel has a butler. The 40-year-old entrepreneur runs a $3 billion hedge fund. He's the founder of a new venture capital firm that's the talk of Silicon Valley. He's got an early $500,000 stake in Facebook that's now worth about $1 billion on paper. The man has bankrolled everything from restaurants to movies and is lauded by many as some kind of free-market genius. He drives a half-million-dollar McLaren supercar. And now a butler.

哇咧，Peter Thiel居然請個男管家，這位40歲的創業家擁有30億美元的避險基金，也是矽谷談論不休的新創投創辦人，早些日子給了Facebook 50萬元，現在大概值10億元左右。他從餐廳到戲院都有投資，算得上自由市場的天才，他開50萬的McLaren，然後...又配了位男管家。

Just back from a morning run, Thiel emerges into the dining room of his home in the shadow of San Francisco's Palace of Fine Arts. Wearing a powder-blue T-shirt wet with sweat, he displays the relaxed self-confidence of Michael Corleone. Perhaps it comes with the butler. "I'm Peter," he says, extending his hand and smiling before thanking me for agreeing to such a late breakfast meeting. It's 7:30 A.M. "It was nice to sleep in."

剛晨跑回來，Thiel回到緊鄰舊金山美術館的家中客廳，汗水涔涔地身著粉藍色T-shirt。他展現出電影《教父》Michael Corleone般的自信，或許也跟管家在身旁有關吧。「我是Peter。」他說，攤手微笑謝謝我答應這麼晚的早餐約會。現在是早上7點30分，「這時候最好睡了。」

The doorbell rings, and in walks a scruffy, sleepy-eyed Max Levchin, 32, who has trekked over from his new $5 million-plus home a few blocks away in Pacific Heights. Every garment on Levchin's unwashed body is a freebie - University of Illinois zip jacket, mismatching shorts, bright orange T-shirt with some Hebrew lettering.

此時門鈴響了，走來一位邋遢又睡眼惺忪的Maz Levchin，32歲，方從幾個街區外的Pacific高地上500萬新家而來，Levchin身上所有的服裝活脫像是免費贈品組成-Illinois大學夾克，不合尺寸的短褲，以及亮橙色T-shirt搭襯希伯來文。


The high-stakes fight for your friends 冒險為朋友而戰

Levchin runs one of the hottest companies on the web, a photo-sharing site called Slide that draws 134 million users a month. Making neither eye contact nor conversation, he presses his lips together, nods to indicate that he is, as ever, ready for business, and sits.

Levchin 擁有一家火紅的照片分享的網路公司，叫做Slide，每月吸引1億3千4百萬人次造訪。我和他並沒有任何的眼神接觸或交談，他緊閉雙唇坐下來，點點頭表示他已經準備好了。

It's been nine years since Thiel and Levchin first dined together at Hobee's, near Stanford University. Levchin had an idea for a company, and Thiel wanted to invest. In short order Thiel joined as a co-founder, and together they set out to "create the new world currency."

距兩人第一次在Stanford大學附近 Hobee's用餐已經相隔九年了，Levchin說他有個idea，Thiel想要投資他，不久後Thiel又跳下去當共同創辦人，一起"創造新的世界貨幣"

Their brainchild would change the course of the Internet. They'd bring on several hundred employees to what would become PayPal. They'd sign up more than 20 million users and burn $180 million in funding before breaking even and selling out to eBay (Charts, Fortune 500) for $1.5 billion.

他們的發明改變了網路，創辦PayPal的過程雇用了幾百名員工，共2千萬名使用者，並在賣給eBay 15億之前燒掉了1.8億元。

And then things got interesting. The eBay deal, remarkable only because it happened in the bleakness of 2002, wasn't so much an exit as an explosion. Most of PayPal's key employees left eBay, but they stayed in touch. They even have a name for themselves: the PayPal mafia. And the mafiosi have been busy.

然後事情就更好玩了，這場交易發生在毫無生機的2002，因此PayPal的退場也不是那麼地震撼。多數Paypal的員工後來就離開了eBay，但彼此間仍保持聯絡，他們甚至給自己取了個名:the PayPal mafia(PayPal 黑手黨)，且多數黑手黨成員都活躍於線上。

During the past five years they've been furiously building things - investment firms, philanthropies, solar-power companies, an electric-car maker, a firm that aims to colonize Mars, and of course a slew of Internet companies. It's amazing how many hot web properties can trace their ancestries to PayPal.

過去五年他們大舉拓展疆土: 投資公司、慈善、太陽能公司、電動車製造，還有殖民火星的公司，還有一堆網路公司，這麼多熱門的公司可追溯至PayPal真是不可思議。

Besides Facebook and Slide, there's Yelp, Digg, and YouTube. Thiel and Levchin, the don and consigliere of the mafia, figure that all told, there are dozens of enterprises worth a total of roughly $30 billion - and that value is growing rapidly, as evidenced by Thiel's good fortune with Facebook.

除了 FB跟Slide外，還有Yelp, Digg, Youtube。Thiel 跟 Levchin，就像《教父》裡的Don Vito Corleone跟Tom Hagen，他們估計這些公司大概值300億，且價值還在高升中，從FB的投資就能看得出來。

This group of serial entrepreneurs and investors represents a new generation of wealth and power. In some ways they're classic characters of Silicon Valley, where success and easy access to capital breed ambition and further success. It's the reason people come to the area from all over the world. But even by that standard, PayPal was a petri dish for entrepreneurs. The obvious question is, Why?

這些連續創業家跟投資者代表新一世代的財富與權勢，某種程度來說，他們代表了矽谷，因資本密集而滋長野心進而走向成功，這也是為何矽谷海納百川之因，但即便如此，PayPal仍像是創業家的培養皿，問題是，Why?

Maybe it comes back to the early hires. After their first breakfast, Thiel and Levchin began recruiting everyone they knew at their alma maters. "It basically started by hiring all these people in concentric circles," Thiel remembers. "I hired friends from Stanford, and Max brought in people from the University of Illinois."

或許要追溯到早期的雇員，早餐後Thiel 跟 Levchin回憶，他們是從認識的校友中開始招兵買馬。「我從Stanford招募，Max自Illinois大學挖人。」

They were looking for a specific type of candidate. They wanted competitive, well-read, multilingual individuals who, above all else, had a proficiency in math. Levchin's original idea for PayPal was to beam money between PalmPilots, but Thiel has a way of seeing the bigger picture.

他們在找有某些特質的人，有競爭性、博學多聞、會多種語言，更重要的事精通數學，Levchin本想在PalmPilots電腦上貨幣流通就好，但Thiel有更大的夢想。

A staunch libertarian, Thiel figured a web-based currency would undermine government tax structures. Getting there, however, would mean taking on established industries - commercial banking, for instance - which would require financial acumen and engineering expertise.

這位堅定的自由主義者-Thiel認為網路貨幣會削弱政府稅收體系，然而這麼做也會挑戰既成體系，像是商業銀行，這也意味著他們需要敏銳的財務與工程技術人員。

Thiel and Levchin also wanted workaholics who were not MBAs, consultants, frat boys, or, God forbid, jocks. "This guy came in, and I asked what he liked to do for fun," Levchin recalls. "He said, 'I really enjoy playing hoops.' I said, 'We can't hire the guy. Everyone I knew in college who liked to play hoops was an idiot.'"

Thiel 跟 Levchin也希望這些新血並非MBA、顧問公司出身、飲酒作樂大學生、玩團人士或運動員。「這些人只要一進來，我就問他們平時做何休閒。」Levchin回憶。「某人回應:我很愛打籃球。我就說，我們不能雇用這種人，大家都知道愛打籃球的都怪怪的。」

In other words, they were looking for people like themselves. A bilingual immigrant from Kiev, Ukraine, Levchin is the hypercompetitive son of a playwright father and a physicist mother. He's numerate in the extreme and is an accomplished clarinetist whose athletic pursuits don't typically take him beyond table tennis. He lives to work.

換言之，他們想找跟他們一樣的人，像Levchin是有競爭力的烏克蘭基輔移民後裔，父親是劇作家，母親是物理學者，專精於數學並演奏單簧管，可體育才能只限於桌球，他活著就為工作。

Born in Germany, Thiel has a J.D. from Stanford and did some time as a corporate lawyer. But finance has always been more his thing - Institutional Investor named his hedge fund, Clarium Capital, "global macro fund of the year" in 2005. (He was once ranked among the top under-21 chess players in the country, but he gave up playing competitively.

出身於德國的Thiel有Stanford的法學博士學位並曾在某企業執業，不過財務才是他的愛好，《機構投資人》曾經把他的避險基金Clarium Capital列為2005年度"global macro fund of the year" (他也曾是西洋棋(21歲以下)名列前茅的選手，但後來就放棄不下了。)

"Taken too far, chess can become an alternate reality in which one loses sight of the real world," he says. "My chess ability was roughly at the limit. Had I become any stronger, there would have been some massive tradeoffs with success in other domains in life.") 

「西洋棋世界跟真實世界有些失真。而我的棋藝也有限，但如果我棋藝超群，我在其他領域也不會那麼成功了。」

"All of this is about self-selecting for people just like you," says Levchin. "He thinks like me, he's just as geeky, and he doesn't get laid very often. Great hire! We'll get along perfectly." 

Levchin說:「這其實是個人選擇問題。他思想邏輯跟我很像，又是科技怪咖，平常也不愛泡妞，我們會很麻吉的。」

Recruiting underclassmen from the middle of the country assured Levchin that his charges would have few preconceived notions and fewer social distractions. "Most of them were very introverted anyway," Levchin recalls. "They'd come in, eat crappy food all day, and sleep under their desks." 

從中部找些還沒畢業的人，因Levchin確定他要找些沒有先入為主跟沒有社交紛擾的人。Levchin說:「有些人像個自閉兒，進來後吃些垃圾食物，累了就睡在桌子底下。」

Early on, disagreements sometimes broke out into wrestling matches, and on at least one occasion Levchin worried that he had a serious fight on his hands. As with the real Mob, PayPal wasn't exactly welcoming toward women. 

早些日子，彼此間還會有些紛擾甚至拳腳相向，有一度Levchin還真怕自己也捲入進去。也因為跟這一群黑幫在一起，PayPal不歡迎女性加入。

When it came time to hire a high-ranking female engineer, she turned out to be bad at Ping-Pong. Levchin took that as a lack of competitive fire but grudgingly hired her anyway. She quit within six months. "Peter never fails to rub that in," he grumbles. 

有一次他們雇了位女工程師，但他們發現他連乒乓都打不好，Levchin也覺得她欠缺競爭精神，六個月後，那位女性就辭職了。Levchin抱怨:「Peter總是喜歡對此嘮嘮叨叨。」

Of course Google (Charts, Fortune 500) is also famous for a relentless pursuit of brainiacs. But PayPal was no Google. "The difference between Google and PayPal was that Google wanted to hire Ph.D.s, and PayPal wanted to hire the people who got into Ph.D. programs and dropped out," says Roelof Botha, PayPal's onetime CFO who went on to become a general partner at one of the nation's most powerful VC firms, Sequoia Capital, and put the first venture money into YouTube. "It's a different temperament." 

當然Google在雇用人上也是出了名的嚴格，但PayPal與Google比完全不同，「兩者差距在於Google喜歡用博士，而PayPal喜歡從博士班輟學的人。」曾是PayPal財務長後又變成第一隻投資Youtube的Sequoia Capital(紅杉資本)創投合夥人Roelof Botha說。「性情不同嘛。」

The PayPal-ers who didn't possess Thiel's anti-establishment streak as new hires had it by the time they left. The PayPal culture wasn't just antigovernment. It was anti--mainstream thought.

PayPal的員工在離開前都還沒有Thiel的反骨思想，而PayPal不只反政府，也反主流思想。

Thiel, ever the freethinker, has donated $3.5 million to the Methuselah Foundation, a life-extension-research organization run by the controversial academic Aubrey de Grey, who believes humans will one day live to 1,000. 

像Thiel這種自由思想家，就捐了350萬給Methuselah基金會，一個延長人類生命的機構，相信有一天人可以活到1000歲。

Thiel sits on the board of the Singularity Institute for Artificial Intelligence, which concerns itself with the coming merger of man and machine. In the early days at PayPal, he even discussed establishing cryogenic storage as an employee benefit. 

他也是人工智慧學院董事，專注於人與未來機器混合體，早期PayPal時代，他還想到個極低溫儲藏系統當員工福利。


Thiel's leadership style is as unconventional as his worldview. His hallmark management MO at PayPal (at least, pre-IPO) was the all-hands open-book session. Customer logs, revenue flow, fraud losses, burn rate: He'd display it all for every employee to see. This access to information, coupled with the lack of offices, created a flat structure where any idea could win the day. 

Thiel的領導方式跟他的世界觀一樣獨特，他的特色就是在PayPal移動辦公的全體員工大會(至少在IPO前)，客戶日誌、營收、耗損與支出，他讓每個人都知道現況，這種資訊開放風格，加上辦公空間不大，創造了一個扁平的組織讓所有idea都能有所貢獻。

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翻到一半發現大陸人已有一些翻譯，但不管他，參照之餘還是會完成他。

http://archive.fortune.com/2007/11/13/magazines/fortune/paypal_mafia.fortune/index.htm

圖片來源:hsakawa

你必須跟獵才公司保持聯繫，現在

跟獵才公司保持聯繫，我發現大多數的工作者，並沒有在做這件事情。其實跟獵才或是跟獵人頭公司保持聯繫，是身為中高階工作者的基本實踐。

(來源:ClickMe)

就如鍾子偉先生在《放膽去闖》一書所言，他在上海遇到獵才顧問，都會問以下幾個問題:
「你現在手上有哪些工作機會？讓我了解一下大致的行情如何？我會有怎樣的機會，或我該往哪方面去思考。」

讓我來闡述一下這麼做會有哪些好處。

一、了解自己市場身價

對於有一定年資的工作者而言，自己到底值多少錢、該拿多少pay總是存疑的。最好的證明就在PTT的Tech_Job跟Salary版，除了初入社會的工作者在大嘆22K之外，仍有很多高年資工作者比較Offer的月經文，「A月薪多少、B年終如何、C不亂加班...」等到想轉職或面試完再來問都太遲了，而平常俗務纏身，沒空一一記錄市場行情，同學朋友間也不好問誰領多少K(因為轉職要低調，職場上大家也不互相明著打聽薪資，導致情資難尋。)因此，與一、兩位獵才顧問保持聯繫是件好事。


二、傳統人力銀行無法提拱的需求

傳統人力銀行釋出大量職缺，這不論是2008年或今天都一樣，但你沒法知道徵才公司是真徵人還假徵人，真徵人還好，假的凍結人事還騙資料拿去交換拿去賣，且傳統人力銀行搜尋範疇也有限，除了產業別、職業別與地區別就不知怎麼篩了，篩完點開來看到琳瑯滿目的職位就吃飽了，頭幾個可能還認真挑選，後續可能就按一百~兩百個職缺濫投履歷，事後還自我安慰很認真找工作。但如果跟一位獵才顧問好好懇談，讓他引薦，說不定還能發掘出意想不到的道路。

三、生涯規劃的建議

我認為好的獵才顧問，是會看重你生涯發展，而非你下份工作的薪水多少的人。再借用林之晨先生說的:「找工作很簡單，樓下 7-Eleven 隨時都有。但你要的不是工作，不只是工作，你要的是一個生涯的機會。」因此，現在一步，都會牽動往後一步的發展，如果獵才顧問想用心經營自己的事業，要賺你每次轉職的$$，那他一定會給你長期的發展藍圖。換言之，對求職者來說，轉職時除了自己的另一半、父母、好朋友可討論外，還有個人可以給你客觀建議，不也是美事一樁？


那麼，要如何挑選一個好的獵才顧問呢？除了不該跟你收費之外，舉簡單例子來說，大家應該都有看房的經驗，也總會遇到很瞎的業務，你明明說不要低樓層，他卻硬推銷社區大樓的三樓給你；你明明說希望公設比不要高過30%，她卻老是拿超過35%的給你參考。這種只想把手邊案子銷售出去，不理會你個人需求的業務就該直接打槍。同理可證，如果有獵才顧問首次接觸，得知你目前經歷與未來展望後，還硬把不符您身段的職缺推銷給您，足見他沒有好好用心規劃你往後的生涯，這樣的顧問大可不必理會。

我心目中理想的獵才顧問應該是這樣，知道你目前沒有轉職意願仍然願意跟你懇談，做Long-term的朋友，雖然不常聯繫，但一年半載會跟你更新最近職場脈動，等你起心動念時，再為你速配明主，如《三國演義》的水鏡先生司馬徽:「臥龍、鳳雛，二人得一，可安天下。」


若能把諸葛孔明與龐士元薦給劉玄德，真乃人生一大樂事:)

創業者的作息 A day in life of an entrepreneur

因為已經不是受雇者了
正式告別「上班打卡制，下班責任制」
但不管是freelancer還是entrepreneur，要幾點起床、幾點開始工作，想必或多或少都有個疑問：
要朝九晚五嗎? 還是隨興所至，忙到幾點就幾點下班? 或是模仿以前老闆的作息(但其實大多數人也不知老闆的確切行程)

這篇文章想談談網路創業者創業初期的生活型態，雖然網路上有些文章很有意思，但好像都是談那些企業已上軌道後的作息(雖說Tim Cook很強，四點半就起床發mail，五點半進健身房... Marissa Mayer這位美女在Google當第一號女員工時也能睡在桌底)創業初期呢，查了查Apple,Amazon, Google, Youtube, Facebook的經驗，雖不至於一無所獲，但大都語焉不詳，只有Youtube的陳士駿《Youtube你的熱情和直覺》寫得比較清楚。


-創業之後，我的生活作息就完全異於常人，周末當然是泡湯了，甚至，我不能用白天黑夜來區隔我的工作時間，也不能用24小時來代表一天，每天基本上是依照專案進度來決定。總體來說，是工作24小時，休息10小時，我有時候是晚上起床，有時候早上，有時候下午，開始工作時，我就會喝一杯濃濃的卡布奇諾。當Youtube成為炙手可熱的網站，公司步上正軌，我仍保持深夜工作，一覺睡到中午，然後再去公司繼續工作。

起床時間雖不定，基本上是連續run24小時，再睡10小時，然後沒有周末。
但可能也因為太拼了，2005年創業，21個月後以16.5億美元賣給Google，然後2007年滿29歲前夕就得到腦瘤(所幸目前都活到好好的，祝他長壽、病痛離開)

Facebook的Mark Zuckerberg大概是這樣

-西恩很高興看到馬克組成一支完美的工程尖兵團隊，這群人個個都很聰明，即使實習生史蒂芬道森跟艾瑞克席爾尼克這二位電腦系大一學生，但他們都是Linux和前端程式碼的專家。再加上達斯汀和麥克考倫，馬克已經組成一個貨真價實的智囊團。這間房子裡的工作規範相當驚人，整個團隊幾乎夜以繼日地撰寫程式，包括馬克在內(應該說尤其是馬克)，除了吃飯睡覺或用繩索把對方弄進游泳池裡的時間外，他們都在電腦前工作。每天從中午工作到隔天早上五點，讓一所又一所學校使用符Thefacebook網站，他們解決困難，增加應用程式，開發Wirehog。他們是一流團隊，而且可能是西恩看過最優秀的新創事業團隊。 from《Facebook性愛與金錢、天才與背叛交織的祕辛》

所以除了吃飯睡覺與偶爾的打鬧外，中午到隔天早上五點，約略也是16-17小時。

至於其他的創業家，在他們的書裡我找不到特別詳細的24小時時程(或許你看過，歡迎分享給我)


Apple，《科技頑童沃茲尼克》跟《賈伯斯傳》只有提到他們創業之初賣電路板、蘋果一號、二號，也是夜以繼日，但因為Wozniak還在惠普上班，等於晚上兼職做創業這件事。

Amazon，《amazon.com的祕密》則說Bezos想要趕緊上線，搶占市場，後續隨顧客增加在克服bug，提升品質，所以最初書籍訂購數量還可以填上負數。

此外，Bezos也沒有專門請人包裝寄送，網站上線後幾個星期內，所有人都得跪在地上把顧客訂的書包裝好、寫上郵遞區號跟地址再寄出去，一樣忙到凌晨兩、三點。

Google，《翻動世界的Google》略有提到一開始Larry Page跟 Sergey Brin兩位是在第一任房東的車庫裡創業，房東也證實他們幾乎24小時都窩在那裡；至於還在Stanford的時候周六凌晨三點也窩在研究室做自己想做的事。


走筆至此，不難發現創業者作息是沒有答案的，熱情、產品以及生意的進程自然會推著你往前走，休閒跟工作幾乎密不可分，這個把"船划到橋頭"的過程，應該就是16-24小時為一個循環，然後累了休息，起來再16-24小時一個循環。

把船划到橋頭出自何典? 請看群聯電子潘健成談話24:30~28:40處

但在找答案的過程也不是完全徒勞無功的，我後來看到詹益鑑 IC的"創業者的鐵人精神" 就非常同意。YC 創辦人 Paul Graham（PG）跟其他合夥人建議所有團隊，公司產品上線前只能做三件事：寫程式、找使用者聊天，還有規律地運動，也就是創業團隊應該要全心全力地開發你的產品、市場跟身心。

你的作息呢? 分享一下吧。
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註: 以上書籍連結到Tazze 讀冊生活二手書網頁中，原因無他，我也沒有行銷分紅，只是想物盡其用，減少資源耗費。

[舊聞] The Jazz stink- and it's a wonderful thing 爵士臭酸-但是件美好的事

It was quiet in the Jazz locker room late Monday night. As defeat hung thick in the air, only whispers were heard, as though Derrick Favors and Gordon Hayward and Rudy Gobert were studying at the school library.
周一夜晚爵士球員休息室裡靜寂無聲，連敗的低氣壓下只能聽見幾聲低語，肥佛、黑蛙跟狗博彷彿像在大學圖書館用功一樣。
                                                                                
The fans already had filed out of EnergySolutions Arena, many before the final seconds slid off the clock. Another loss, this one to (fill in the blank, it really doesn't matter) had gotten almost everybody's dobber down.
球迷早已散去，或許在最後讀秒階段就走光了。又一場敗仗，讓(填補空缺，反正也無所謂了)大夥都快喪氣了。
                                                                                
It shouldn't have.
The Jazz now are oh-fer in their first eight outings, heading into games against the Pelicans on Wednesday and the Spurs on Friday - and those will likely be losses, too.
There's only one word to describe the situation here …
Perfect.

但不必如此

我們現在雖然處於8連敗中，周三對Pelicans、周五打Spurs，且這些以敗像居多

但這只有一個字能形容阿

讚！

別逃避，擁抱他，擁有他。

It's OK. It really is. Keep reminding yourself this season is different than any you've ever experienced. Up is down, down is up, wins are losses, losses are wins … do-do-do-do, you've entered the Twilight Zone. You've entered the land of the Bobcats, with one exception: Jazz management actually knows what it's doing to extricate itself. It has a plan, a good plan, a plan that can help the club navigate the jagged realities for a small-market team in the NBA.

這OK的，真的OK的，記得這季與先前地截然不同，上即是下，下即是上，贏就是輸，輸就是贏……哇嗚，有如墮入迷霧之中，恭喜進到山貓的世界，但例外的是，我們的管理階層知道他們在幹嘛，他們有計畫，好的計畫，這計畫可幫我們這支小市場球隊在NBA裡乘風破浪。

                                                                                

It can't get a star in free agency, so get him through the draft.

It's up to that management to make the correct decisions presented by their plan, but the plan itself is sound … unless basketball fans around here want to fight for the final playoff spot in the West every year. And they don't. They want to legitimately contend. This is the dark way to that contention. It's the only way.

既然不能在自由市場搶大魚，就只能透過選秀啦

這取決於管理階層的決策，但這計畫聽來…至少球迷希望年年進入西區決賽，但制服組不這麼想，他們採用合乎邏輯的競爭方式，前途看不到光亮，但卻是唯一道路。

                                                                                

If the locker room seemed like a library, that's what it should be - a place for young minds and young bodies to learn lessons well. Kevin Durant learned those same lessons not so long ago.

According to the standings, the Jazz are the worst team in the league, the only team without a win. Everyone else, except Sacramento, has at least two wins. Phoenix and Philadelphia are leading their divisions. Let the phools have their pholly.

The Jazz are taking the direct path.

如果球員休息室像圖書館，那就讓它是吧，這地方讓青春心靈與肉體好好學習，Kevin Durant也曾處於這樣的情形過。

以目前排行來看，我們最後一名，也是唯一沒開胡的，連國王都有兩勝，太陽與七六人是該分組榜首。

而爵士是在正道上！

                                                                                

After gaining the lead late against the Nuggets on Monday night, they got outscored by 30 points. They missed shots, they fumbled the ball away, they had more turnovers than assists. They did what they've been doing since the seasonstarted - they played 4-on-5.

在被金塊逆轉時，爵士球員投不進又漏球，失誤多於助攻，他們持續再做他們開季時就在的事-以四打五。

                                                                                

With Trey Burke still sidelined with a broken finger - the rookie will start workouts and be reevaluated in a couple of weeks - the Jazz could find no fuel at the most important position on the floor: point guard. Right now, they have no point guard. No offense to John Lucas or Jamaal Tinsley, but those guys bring no offense - or defense. It really is as though the Jazz, every night, are

playing a man down, and in the NBA that gets you beat every night.

Trey Burke仍有指傷疑慮，解禁前還得評估評估，爵士後場就像少了推進的動力，John Lucas或Tinsley毫無進攻威脅性，防守也差不多。爵士也在這聯盟每晚都被撂倒。

                                                                                

Against the Nugs, Lucas and Tinsley combined for four points and five assists while Ty Lawson and Andre Miller totaled 32 points and 11 assists. The Jazz have to continue to take advantage of that lopsided situation at the point - by losing at every opportunity. They'll probably keep on losing once Burke is back because he has his lessons to learn, too.

對金塊那一場，John Lucas+Tinsley=4分5助攻，Ty Lawson + Andre Miller=32分11助攻，這後場一直被人吃乾抹盡，但就算Burke上了應該也一樣，他菜嘛。

                                                                                

The only risk along this path is if the young promising players get discouraged in defeat. But their whispers said otherwise on Monday night.

"I'm good, man," said Favors, who had 21 points, 13 boards and 3 blocked shots.

"Just got to stay positive, keep working hard, and get through it. We'll get a win sooner or later. Got to keep playing hard. Everybody's staying together. I feel good about my game, I feel comfortable. We're just going through a rough stretch, but we're staying motivated."

唯一危機在於年輕球員越打越沒自信，但他們周一的細語透露出截然不同的意象。

「我很好。」肥佛說，他拿下21分13籃板 3火鍋，「保持正向的心，持續努力不懈。就會迎來柳暗花明之日。贏球只是早晚的事，我們必須繼續奮戰，大夥團結一心。我對我的比賽還算滿意，我們只是在歷經重建之痛罷了，我們會精進不休的。」

                                                                                

Said Ty Corbin: "The guys are great. They're frustrated with losing. We understand we have to get better in situations. We're making some mistakes that are costing us, but they're still fighting and I'm pleased with that. This group of guys won't quit."

烤餅道：「他們很棒啦！他們吃敗仗時沮喪，我們也了解如何在這情形下成長，我們犯錯時就會付出代價，但我們就這樣打，我也很滿意這樣，這些傢伙是不會放棄的。」

                                                                                

Richard Jefferson, a 13-year veteran, said the Jazz know they're not a good team right now, but confidence isn't lacking: "It's just us not executing the way we need to."

Asked about what players must do to weather what he called a "perfect storm," Jefferson said, "You have to be a man. We're paid to perform." He added that, as presently constituted, the Jazz are "young men … you have to go through this… we have quality, talented young players. There's a lot of great young players in this league who are now all-stars that are carrying playoff teams that struggled early on. …

十三年級生Richard Jefferson說爵士現在稱不上是好球隊，但絕非缺乏自信喔，「只是球兒不聽使喚罷了。」

問到遇到這「完美風暴」時球員該怎麼辦，RJ說：「像個男人！！我們可是支薪打球的。」

又說：「年輕人，你必須經歷這場洗禮的，我們有潛能的球員，聯盟中有很多球員早些也深陷泥沼後來又大放異彩的阿。」

                                                                                

"You don't see us holding our heads, we're not fighting, we're not arguing with coaches. There's not a fragile psyche. We just got to get a win."

They don't even need that.

They just have to improve as time goes on and keep a good attitude. They have to survive - and pick the right player in next year's draft. Everybody outside the locker room has to forget about winning, stay focused on the plan and enjoy the ride.

「你沒見我們抱頭(鼠竄)，我們不爭吵，不怪教練，這裡沒有脆弱心靈，我們只是需要一場勝利。」

他們不需這麼做。

他們只待與時並進，維持這樣的態度，並在這戰場上生存-還有，下個賽季選對新人。出場後心中對勝利無罣礙，專注在重建計畫，並且，好好享受這過程就好:)

http://www.sltrib.com/sltrib/jazz/57118534-87/jazz-monson-plan-gordon.html.csp

Ex-Jazz ball boy selling Jordan's shoes from legendary 'Flu Game" 爵士球僮背主記

If it wasn't the shoes, it might have been the applesauce.
如果不是那球鞋，應該是那蘋果醬。
                                                                                
For 15 years, a safe-deposit box in a Davis County bank has housed a pair of size 13's that could put a dent in the national debt. Yet all it took for Preston Truman to earn the sneakers Michael Jordan wore during his legendary "flu game" was a little courage and some applesauce cups.
十五年了，Davis County銀行的保管箱裡，藏著一雙可減輕美國國債的球鞋，那是Preston Truman在著名的"flu game"時憑藉者一股傻勁與蘋果醬而換來的喬X鞋。
                                                                                
The former Jazz ball boy's tale began in November 1996, with Truman standing slack-jawed while Jordan tied his shoes before a regular-season game.
這位爵士前球僮的故事發生在1996年11月，某場例行賽前Truman無所事事站著而喬X在綁他的鞋帶。
                                                                                
"Hey," Jordan called to Chicago Bulls trainer Chip Schaefer. "Where are my graham crackers and applesauce?"
「嘿！」喬X叫了他們隊上的訓練員Chip Schaefer：「我那脆酥酥的全麥餅乾跟蘋果醬呢？」
                                                                                
This was, it seems, important.
嗯，那看起來，相當重要。
                                                                                
Schaefer stopped taping another player's ankle and searched his bag: Graham crackers, but no sauce. So Jordan turned to Truman.
Schaefer趕緊停下來幫另一位球員綁腳並開始找她的包包。有了！脆酥酥的餅乾，但沒有醬阿。所以喬X轉向Truman。
                                                                                
"There will be no autographs for ball boys after the game if I don't get my applesauce."
「如果我沒吃到蘋果醬就不給你們簽名喔！」
                                                                                
Thus, with 45 minutes until the tip, Truman set off on a reckless dash through the Delta Center. Shouting "I'm looking for applesauce for Michael Jordan," he came up empty on floors one and two, but on the third floor a woman in a food-storage room gave him an industrial-size can. He procured a spoon and a
can opener and sprinted back to present it all to a grinning Jordan.
因此，離賽前還有45分鐘，Truman在Delta Center裡橫衝直撞。「我在幫喬老爺找蘋果醬阿！」他在一、二樓都兩手空空，但在三樓的食物殂藏室裡有個女士給了她很大的一罐，
他就拿了湯匙與開罐器返回去給喬X。

"You came through," he said, and asked the ball boy's name.

The Bulls lost that night, and MJ was slightly sour when, on the way out, he passed a table of items that people were hoping he'd sign. But he saw Truman and stopped to autograph a trading card the 18-year-old had in his pocket. "Maybe I'll see you in June," he told him.

「你辦到了。」喬X說，還問了他貴姓大名。

公牛那晚輸了，喬X也有點心酸酸的經過一些想請他簽名的人，但他看到了Truman，並停下為這18歲男孩口袋裡的球卡簽名。「或許我們六月見囉。」喬X說。

                                                                                

Well, what do you know?

Truman was assigned to the visitor's locker room for Games 3, 4 and 5, and he hatched a plan. He wanted shoes - not just Jordans, for which people in the '90s would camp outside Foot Locker, but Jordan's. He asked his mom to buy some graham crackers and Seneca Apple Sauce cups, and he had them waiting in MJ's locker when he walked in.

嗯，你知道嗎？

Truman後來被指派要在第3-5戰於客隊休息室服務，且他有個密謀，他要鞋-不只是喬X的，90年代人們都會停駐在休息室外，就為喬X鞋，他求他媽買脆酥酥的全麥餅乾與蘋果醬

，他款好這些東西後就在更衣室裡堵喬X。

"You remembered?" Jordan asked. "That's my guy right there. It's Preston, right?"

He managed not to squeal. "Yes, sir, I'm here to take care of you."

Jordan said he appreciated that.

「你記得阿！」喬X問。「你是我這兒的小老弟囉，你叫Preston, right?」

他盡量克制自己不亂叫：「是的，先生。由我為您竭誠服務。」

                                                                                

Before one game, when Jordan was sitting on the trainer's table, a KSL ad came on the TV. Jazz forward Antoine Carr channeled Rod Tidwell from "Jerry Maguire," imploring Utah celebrities to ask him to "Show me the title!"

MJ looked up.

"He said, 'I'll show you the f---ing title,'" Truman says. "It's moments like that where you sort of pinch yourself."

開打之前，喬X坐在訓練員桌上，有個KSL廣告在電視上播映，那是爵士前鋒Antoine Carr仿電影《征服情海》情節，猶他名人齊聚要他「給我冠軍！！！」

喬X抬頭。

「他講，我會他媽的給你冠軍。」Truman說。「那時就像在弄痛自己一樣。」

影片"Show Me The Title" KSL TV 1997 

The Jazz won twice to even the series 2-2, and Jordan's food poisoning was evident as doctors and trainers checked his vitals before Game 5. He lay down in a back room with an IV and asked them to turn the lights off as they left.

爵士贏了兩場扳成2比2，而喬X第五戰前因食物中毒被醫生與訓練員檢查身體狀況，他躺在房間並吩咐把燈全關上。

Truman walked in. He almost turned back when he saw Jordan's eyes were closed, but His Airness had sensed him and asked that he run some tickets to will call.

Truman也在裡面，他轉身時見喬X雙眼闔上，面容慈祥，但他意識到他必須做些行動。

First, though, Truman leaned in and whispered - wondering whether this was a remotely sane thing to do - "Are you doing anything with your shoes after the game?"

Jordan looked him in the eye. "Why, you want them?"

"I would be honored," he said.

首先，Truman靠近並喚他，想說這是否明智：「你賽後要拿你的鞋怎麼辦？」

喬X望他：「怎麼，你想要？」

「那我會很榮幸」Truman說

                                                                                

Maybe his gall inspired MJ. Probably not. Either way, Truman had a better-than-front-row seat to Jordan's magnum opus.

或許食物中毒激勵了喬X，也或許沒有，Truman有個比前座更好視野看到喬X的傑作。

                                                                                

He was one of the first in the building to know that Jordan would play that night when, as Bulls coach Phil Jackson gathered the team to go onto the court, Jordan finally got up and put on his jersey. He watched Jordan struggle back to the bench during timeouts; he ran Jordan a spoon for three small cups of applesauce at halftime; he heard Jordan tell doctors "F--- no" when they suggested he sit out for a while.

他是那棟建築物中先知道喬X會上場的其中一員，當Phil Jackson招集全隊到場上時，喬X最終起身換裝。Truman看他在暫停時間掙扎地回板凳區，他中場時給喬X三湯匙蘋果醬

，他也聽到喬X向醫生說「X的，不！」，當醫生建議他在場外休息片刻。

Truman's parents would later tease him because the broadcast showed him - a lifelong Jazz fan - patting MJ on the shoulder after he wrapped him in a towel.

When Jordan hit the clinching shot and leaned into Scottie Pippen's arms, barely able to stand, Truman estimates he was 5 feet away.

"I was like, 'I think I'm going to see this again and again.' "

Truman的老爸老母稍後也會嘲諷他一番，因為這個終身的爵士迷在直播時被看到他為喬X披上毛巾。

當喬X讓爵士迷心碎後，讓皮朋攙扶他離開，Truman只離他五步之遙。

「我想，未來我將一再地心碎。」

After the game, the shoes were underneath Jordan's dressing table while Truman went about his work. The ball boy panicked when Charles Barkley stopped by to visit - Bryon Russell had asked for MJ's shoes earlier in the season, and Gary Payton drew flak in the 1996 Finals for doing the same. But Chuck left without them.

賽後，Truman去工作時看到球鞋擺在喬X更衣桌下，但當惡漢

巴克利來訪這球僮慌了，且Bryon Russell在球季稍早時也跟喬X要過鞋，手套也被抨擊在96總冠軍賽時要求同樣的事，但惡漢走後還是留下球鞋。

Jordan showered and dressed, and when the equipment manager reached down to pick the shoes up and pack them away, MJ told him to hold it. "Those are his," he said, pointing to Truman. He later signed both shoes while one of his bodyguards snapped photos. He then rubbed the top of Truman's head and left.

喬X盥洗完著裝，當他裝備經理要款他鞋時，喬X叫他等等：「球鞋給他。」指著Truman，接下來在保鑣拍照時他為球鞋簽名。最後摸摸Truman頭後離開。

                                                                                

The next season, Truman was working at a Fanzz store when a man came in with a fat envelope stuffed with, he told Truman, $11,000. Just hand over the shoes, he said. Truman was tempted. He didn't need money, but he was 19 years old, and it was $11,000. In the end, he decided he couldn't bear to part with them, and the shoes went to the bank instead.

下個賽季，Truman在商品部工作時，有個人帶了油滋滋的信封說：「一萬一for鞋！」

他心動了，他雖不缺錢，可他只有19歲，且那可是肥滋滋的一萬一。最後，他覺得他會承受不了，就將鞋送往銀行保險箱。

                                                                                

He's seen them just a handful of times since, and he recently came to the conclusion that they're not doing anybody a whole lot of good. "I'm 35, and 40's just right around the corner, and it seems like time goes by faster the older you get," he says. "Maybe it's just time to get those things out there."

後來他也去看了它們幾次，而最近他下了結論。

「我35了，40也快了，時光飛梭我更老。」他說「是該讓球鞋出來面世了。」

                                                                                

He reached out to auction houses, which verified that his shoes were the real McCoy by checking that Jordan's suit in the photos matched what he was seen wearing earlier that night, and that the shoes bore identifiable scuff marks (which luckily they still did, even though Truman at one point narrowly prevented his mom from cleaning them off with a dish rag).

Bidding on the most iconic memorabilia from the most iconic athlete in his most iconic game will begin at $5,000 on Nov. 18 at Grey Flannel Auctions. Similar items have gone for tens of thousands of dollars.

But Truman says that to him, it's not about the money. He works in sales throughout the valley and leads a comfortable life. He's just happy to finally tell what he calls, simply, The Applesauce Story.

他尋求拍賣，認證那鞋就是喬X當晚的鞋，那鞋也有可辨識的磨損痕跡（還好她們還存在，Truman制止他老母去清理它）

這別具意義的紀念物在11/18於Grey Flannel拍賣會以五千大洋起跳，相似物件以數萬元成交。

但Truman說錢錢不重要，他在谷中以商賈為業、悠然自得。他只是高興他最後他說了這故事。

                                                                                

蘋果醬故事。

http://www.sltrib.com/sltrib/news/57109950-78/jordan-truman-shoes-game.html.csp?page=1

註: 2013年12月，球鞋以$104,765售出。