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投資的首要原則是：不！要！賠！錢！為了反映這一基本原則，需要?jiǎng)?chuàng)建一個(gè)投資流程，并隨著時(shí)間推移不斷完善這一流程。需要打造一個(gè)極為可靠的風(fēng)險(xiǎn)評(píng)估框架。需要為公司內(nèi)部的專業(yè)人士提供培訓(xùn)，教他們?nèi)绾伟衙總€(gè)投資機(jī)會(huì)提煉為兩個(gè)或三個(gè)主要變量，這些變量將決定投資能否成功、能否創(chuàng)造價(jià)值。投資決策的核心在于程序嚴(yán)格、冷靜穩(wěn)健的風(fēng)險(xiǎn)評(píng)估。這不僅是一個(gè)流程，更是一種思維方式。

蘇世民

杠桿收購有三件事情令人印象深刻：無論經(jīng)濟(jì)環(huán)境如何，杠桿收購都可以從經(jīng)常性費(fèi)用和投資利潤中收集資產(chǎn)、賺取收入；你可以通過杠桿收購真正改善你所收購的公司；可以賺大錢。

蘇世民

面對(duì)壓力：客觀、理性地認(rèn)識(shí)眼前形勢(shì)；屏蔽其他所有內(nèi)容，只關(guān)注交易要點(diǎn)；花點(diǎn)時(shí)間讓自己舒緩下來，傾聽者不介意多花一點(diǎn)時(shí)間。

蘇世民

有意義的人生 = 創(chuàng)造出人意料、影響深遠(yuǎn)的新事物。成功的秘密：發(fā)現(xiàn)機(jī)會(huì)、抓住機(jī)會(huì)、永不言棄。

蘇世民

Be there for the people you know to be good, even when everyone else is walking away. Anyone can end up in a tough situation. A random act of kindness in someone’s time of need can change the course of a life and create an unexpected friendship or loyalty.

如果你認(rèn)為一個(gè)人的本質(zhì)是好的，就要隨時(shí)為這個(gè)人提供幫助，即使其他人都離他而去。任何人都可能陷入困境。在別人需要的時(shí)候，一個(gè)偶然的善意行為就會(huì)改變他的生命軌跡，造就意想不到的友誼或忠誠。

蘇世民

Make decisions when you are ready, not under pressure. Others will always push you to make a decision for their own purposes, internal politics, or some other external need. But you can almost always say, “I think I need a little more time to think about this. I’ll get back to you.” This tactic is very effective at defusing even the most difficult and uncomfortable situations.

要在準(zhǔn)備好時(shí)做出決定，而不是在壓力之下?；?yàn)榱诉_(dá)到個(gè)人目的，或因?yàn)閮?nèi)部政治斗爭，或因?yàn)橐恍┩獠啃枨螅渌丝倳?huì)催促你做出決策。但幾乎每次你都可以這么說：“我需要更多的時(shí)間來考慮這個(gè)問題。我想清楚了再回復(fù)你。”即使是在最艱難、最令人不快的情況下，這種策略也非常有效。

蘇世民

Don’t lose money!!! Objectively assess the risks of every opportunity.

不要賠錢?。?！客觀地評(píng)估每個(gè)機(jī)會(huì)的風(fēng)險(xiǎn)。

蘇世民

Success comes down to rare moments of opportunity. Be open, alert, and ready to seize them. Gather the right people and resources; then commit. If you’re not prepared to apply that kind of effort, either the opportunity isn’t as compelling as you think or you are not the right person to pursue it.

歸根到底，成功就是抓住了寥寥可數(shù)的機(jī)遇。要始終保持開放的思維，冷靜觀察，高度警覺，隨時(shí)準(zhǔn)備抓住機(jī)會(huì)。要統(tǒng)籌合適的人力和其他資源，然后全力以赴。如果你沒有準(zhǔn)備好拼盡全力，要么是因?yàn)檫@個(gè)機(jī)會(huì)沒有你想象的那么有吸引力，要么是因?yàn)槟悴皇前盐者@一機(jī)遇的合適人選。

蘇世民

If you see a huge, transformative opportunity, don’t worry that no one else is pursuing it. You might be seeing something others don’t. The harder the problem is, the more limited the competition, and the greater the reward for whomever can solve it.

如果你看到一個(gè)巨大的變革性機(jī)會(huì)，不要疑慮其他人為什么沒有采取行動(dòng)。你可能看到了他人沒有看到的東西。問題越嚴(yán)峻，競爭就越有限，對(duì)問題解決者的回報(bào)就越大。

蘇世民

Sales rarely get made on the first pitch. Just because you believe in something doesn’t mean everyone else will. You need to be able to sell your vision with conviction over and over again. Most people don’t like change, so you need to be able to convince them why they should accept it. Don’t be afraid to ask for what you want.

極少有人能在首次推介中完成銷售。僅僅因?yàn)槟銓?duì)一些事物有信念，并不意味著其他人也愿意接受。你需要能夠一次又一次堅(jiān)定地推銷你的愿景。大多數(shù)人不喜歡改變，所以你需要說服他們?yōu)槭裁匆邮芨淖儭２灰驗(yàn)槲窇侄蝗幦∽约合氲玫降臇|西。

蘇世民

Never deviate from your sense of right and wrong. Your integrity must be unquestionable. It is easy to do what’s right when you don’t have to write a check or suffer any consequences. It’s harder when you have to give something up. Always do what you say you will, and never mislead anyone for your own advantage.

永遠(yuǎn)要黑白分明、百折不回。你的誠信必須要毋庸置疑。當(dāng)一個(gè)人不需要付出代價(jià)或承擔(dān)后果的時(shí)候，堅(jiān)持做正確的事情并非難事。但當(dāng)必須得放棄一些東西時(shí)，你就很難保持信用記錄。要始終言而有信，不要為了自己的利益誤導(dǎo)任何人。

蘇世民

People in a tough spot often focus on their own problems, when the answer usually lies in fixing someone else’s.

處于困境中的人往往只關(guān)注自己的問題，而解決問題的途徑通常在于你如何解決別人的問題。

蘇世民

When you’re young, only take a job that provides you with a steep learning curve and strong training. First jobs are foundational. Don’t take a job just because it seems prestigious.

在年輕的時(shí)候，請(qǐng)接受能為自己提供陡峭的學(xué)習(xí)曲線和艱苦的磨煉機(jī)會(huì)的工作。最初的工作是為人生打基礎(chǔ)的，不要為了暫時(shí)的聲望而輕易地接受一份工作。

蘇世民

Every business is a closed, integrated system with a set of distinct but interrelated parts. Great managers understand how each part works on its own and in relation to all the others.

每個(gè)企業(yè)都是一個(gè)封閉的集成系統(tǒng)，內(nèi)部各個(gè)組成部分性能獨(dú)特卻又相互關(guān)聯(lián)。優(yōu)秀的管理者既洞悉每個(gè)部分如何獨(dú)立運(yùn)行，也熟知各部分之間如何相互協(xié)作。

蘇世民

There is nothing more interesting to people than their own problems. Think about what others are dealing with, and try to come up with ideas to help them. Almost anyone, however senior or important, is receptive to good ideas provided you are thoughtful.

人們總覺得最有意思的話題就是與自己相關(guān)的話題。所以，要善于分析他人的問題所在，并嘗試提出辦法來幫助他人。幾乎所有的人，無論他聲名多么顯赫、地位多么高貴，都愿意接受新的想法，當(dāng)然，前提是這些想法必須經(jīng)過深思熟慮。

蘇世民

要在準(zhǔn)備好時(shí)做出決定，而不是在壓力之下?；?yàn)榱诉_(dá)到個(gè)人目的，或因?yàn)閮?nèi)部斗爭，或因?yàn)橐恍┩獠啃枨螅渌丝倳?huì)催促你做出決策。但幾乎每次你都可以這么說：“我需要更多的時(shí)間來考慮這個(gè)問題。我想清楚了再回復(fù)你?！奔词故窃谧钇D難、最令人不快的情況下，這種策略也非常有效。

Make decisions when you are ready, not under pressure. Others will always push you to make a decision for their own purposes, internal politics, or some other external need. But you can almost always say, “I need a little more time to think about this. I’ll get back to you.” This tactic is very effective at defusing even the most difficult and uncomfortable situations.

蘇世民

Everyone has dreams. Do what you can to help others achieve theirs.

每個(gè)人都有夢(mèng)想。盡你所能幫助別人實(shí)現(xiàn)他們的目標(biāo)。

蘇世民

Be there for the people you know to be good, even when everyone else is walking away. Anyone can end up in a tough situation. A random act of kindness in someone’s time of need can change the course of a life and createan unexpected friendship or loyalty.

如果你認(rèn)為一個(gè)人的本質(zhì)是好的，就要隨時(shí)為這個(gè)人提供幫助，即使其他人都離他而去。任何人都可能陷入困境。在別人需要的時(shí)候，一個(gè)偶然的善意行為就會(huì)改變他的生命軌跡，造就意想不到的友誼或忠誠。

蘇世民

Hire 10s whenever you can. They are proactive about sensing problems, designing solutions, and taking a business in new directions. They also attract and hire other 10s. You can always build something around a 10.

盡可能雇用10分人才，因?yàn)樗麄儠?huì)積極主動(dòng)地感知問題、設(shè)計(jì)解決方案，并朝著新方向開展業(yè)務(wù)。他們還會(huì)吸引和雇用其他10分人才。10分人才做什么事都會(huì)得心應(yīng)手。

蘇世民

Failure is the best teacher in an organization. Talk about failures openly and objectively. Analyze what went wrong. You will learn new rules for decision making and organizational behavior. If evaluated well, failures have the potential to change the course of any organization and make it more successful in the future.

失敗是一個(gè)組織最好的老師。開誠布公地客觀談?wù)撌?，分析問題所在，你就會(huì)從失敗中學(xué)到關(guān)于決策和組織行為的新規(guī)則。如果評(píng)估得當(dāng)，失敗就有可能改變一個(gè)組織的進(jìn)程，使其在未來更加成功。

蘇世民