Dunn: I’ve set a couple. One, I have spent my career working in the United States, and I am going to be spending a lot of time visiting our operations in China and Europe and around the globe to get very connected to those businesses. Personally, I want to make sure I keep learning. I think the CEO job is designed to insulate people from things that really happen. I want to make sure that I’m sort of out there in the white noise and the messiness of it all. If you don’t, you run the risk of becoming insulated and ineffective.
邓恩：我给自己设立了几个目标。第一，现在我大部分的工作时间都是在美国的企业，但是接下来我准备利用一些时间去中国、欧洲以及全球范围内我们的企业，去真正地了解我们的产业。个人而言，我想要继续不断地学习。我认为，首席执行官 的职位就是将人们与真实发生的事情隔离。我想要走出它的限制，如果不那样做的话，那你就有可能冒着被隔离、工作没 有成效的危险。
Reporter: You said the job is set up to insulate the CEO What do you mean?
记者：您说，这个职位是用来隔离首席执行官的，您的意思是什么呢？
Dunn: Most people don’t run in and tell you, “Hey, we’ve got a problem here,” or “I think I messed this thing up.” It’s human nature; everybody wants to look good. I think that the truth of the matter is that if you're really going to look at it with clear eyes, there are things we do really well. There are things we’re OK at.There are things that we，re not great at. I think I’ve got a classic bell curve. I think 20 percent of my stores are great, 60 percent are good, and I’ve got 20 percent where I’ve got some serious work to do. I know that quite clearly.
邓恩：当你成为首席执行官之后，很多人可能并不会来跟你说"我们这里出现了一个问题”或者是"我把事情搞砸了”。这是人性，每个人都希望自己看起来很好。我想，事实的真相就是，当你真正地去看事情发展的状况的时候，你会看到有些事情我们做得很好，有些事情我们做得还可以但并不是非常好。我觉得我们得到了一个经典的铃铛形状的曲线。我认为我们的商店中，20%做得是非常好的，60%做得是比较好的，而另外的20%我们还需要继续不断地做工作、进行改造。我很清楚这一点。
Reporter: Let’s talk about hiring. Walk me through what you’re looking for in the interview process, your key questions.
记者：让我们来说一下有关招聘的事情。请跟我们说一下，在面试过程中您注重的是什么，您提出的主要问题都有哪些呢？
Dunn: By the time these individuals get to me, we’ve had a thorough sort of scan of their technical capabilities and all that. So my discussion with them is very little about technical capability and competence and very much about cultural fit. And the thing I really focus in on is: “What are you passionate about? What do you really care about and what do you do with that?” And I don’t care if it’s coaching a basketball team or something else. I want to understand how they think about their passion.
邓恩：当人们来参加我们面试的时候，我们已经彻底地对他们的技能水平和其他一些方面有了了解。所以在面试过程中我们会很少提及他们的技能、能力等方面，而主要是关注他们的文化修养。我特别关注的就是，"你对什么事情充满激情，你真正感兴趣的是什么，你会怎样发展自己的兴趣”。我不管那是否是训练一个篮球队还是什么，我只是想要了解他们对于自己的热情是如何看待的。
Reporter: What are you listening for?
记者：那么您想听到的内容是什么呢？
Dunn: I want to know what you’ve done with it and how you feel and what you think about and what’s the impact you’ve had with people.
邓恩：我想要知道你是如何发挥自己的热情的，你对此的感觉怎样，是如何看待它的，以及你对人们带来的影响有哪些。
Reporter: Talk about how you run meetings.
记者：请跟我们谈一下您是如何主持会议的。
Dunn: I lose interest quickly with the endless pontification. Because that drives me crazy. For the most part, I view meetings as a necessary evil, although I do enjoy our staff meetings when we get together and talk about where the business is and where we’re going. I like all those elements. But the endless meeting can really get a little bit tedious for me, so I tend to want to get to the point directly.
邓恩：对于无休止地发表自己的意见，我很快就失去了兴趣，那使我感觉很崩溃。就大部分而言，我将会议视为一件不可避免的恶事，尽管我很喜欢参加我们的员工会议，因为在员工会议上我们可以聚集在一起，谈论我们所取得的成绩以及公司的未来发展，我喜欢这些。但是无休止的会议会让我觉得很乏味，所以我总是想要尽快切入正题。
Reporter: What big-picture advice do you give your kids about work?
记者：您对您的孩子在工作方面的大致建议是怎样的？
Dunn: Listen carefully, and when you’re asked what you think, tell people what you think. And even if you end up on the short end of an interaction, I think you’re better off in the long run for finding that voice and putting it forward
邓恩：要学会认真地聆听，当你被问及自己的意见时，告诉人们你真实的想法。即使在交谈过程中你可能处于劣势，但是从长远利益来看，你提出那样的意见很有可能会是一件好事。
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