比尔盖茨

第一篇：比尔盖茨

Graduation speech at Harvard University by Bill Gates

（2009/6/7）

Notice how personal and heartfelt it is.This grabs the audience.Take a good look at the speech and decide for yourself what you think are :

---the key messages

---the values the speaker is trying to put forward

---the key learning points for you

By taking a good look at other successful inspirational graduation speeches as well as the Bill Gates graduation speech, it hopefully will give you some ideas for your own.President Bok, former President Rudenstine, incoming President Faust, members of the Harvard Corporation and the Board of Overseers, members of the faculty, parents, and especially, the graduates:

I've been waiting more than 30 years to say this: “Dad, I always told you I'd come back and get my degree.” I want to thank Harvard for this timely honor.I'll be changing my job next year … and it will be nice to finally have a college degree on my resume.I applaud the graduates today for taking a much more direct route to your degrees.For my part, I'm just happy that the Crimson has called me “Harvard's most successful dropout.” I guess that makes me valedictorian of my own special class … I did the best of everyone who failed.But I also want to be recognized as the guy who got Steve Ballmer to drop out of business school.I'm a bad influence.That's why I was invited to speak at your graduation.If I had spoken at your orientation, fewer of you might be here today.Harvard was just a phenomenal experience for me.Academic life was fascinating.I used to sit in on lots of classes I hadn't even signed up for.And dorm life was terrific.I lived up at Radcliffe, in Currier House.There were always lots of people in my dorm room late at night discussing things, because everyone knew I didn't worry about getting up in the morning.That's how I came to be the leader of the anti-social group.We clung to each other as a way of validating our rejection of all those social people.Radcliffe was a great place to live.There were more women up there, and most of the guys were science-math types.That combination offered me the best odds, if you know what I mean.This is where I learned the sad lesson that improving your odds doesn't guarantee success.One of my biggest memories of Harvard came in January 1975, when I made a call from Currier House to a company in Albuquerque that had begun making the world's first personal computers.I offered to sell them software.I worried that they would realize I was just a student in a dorm and hang up on me.Instead they said: “We're not quite ready, come see us in a month,” which was a good thing, because we hadn't written the software yet.From that moment, I worked day and night on this little extra credit project that marked the end of my college education and the beginning of a remarkable journey with Microsoft.What I remember above all about Harvard was being in the midst of so much energy and intelligence.It could be exhilarating, intimidating, sometimes even discouraging, but always challenging.It was an amazing privilege – and though I left early, I was transformed by my years at Harvard, the friendships I made, and the ideas I worked on.But taking a serious look back … I do have one big regret.I left Harvard with no real awareness of the awful inequities in the world – the appalling disparities of health, and wealth, and opportunity that condemn millions of people to lives of despair.I learned a lot here at Harvard about new ideas in economics and politics.I got great exposure to the advances being made in the sciences.But humanity's greatest advances are not in its discoveries – but in how those discoveries are applied to reduce inequity.Whether through democracy, strong public education, quality health care, or broad economic opportunity – reducing inequity is the highest human achievement.I left campus knowing little about the millions of young people cheated out of educational opportunities here in this country.And I knew nothing about the millions of people living in unspeakable poverty and disease in developing countries.It took me decades to find out.You graduates came to Harvard at a different time.You know more about the world's inequities than the classes that came before.In your years here, I hope you've had a chance to think about how – in this age of accelerating technology – we can finally take on these inequities, and we can solve them.Imagine, just for the sake of discussion, that you had a few hours a week and a few dollars a month to donate to a cause – and you wanted to spend that time and money where it would have the greatest impact in saving and improving lives.Where would you spend it?

For Melinda and for me, the challenge is the same: how can we do the most good for the greatest number with the resources we have.During our discussions on this question, Melinda and I read an article about the millions of children who were dying every year in poor countries from diseases that we had long ago made harmless in this country.Measles, malaria, pneumonia, hepatitis B, yellow fever.One disease I had never even heard of, rotavirus, was killing half a million kids each year – none of them in the United States.We were shocked.We had just assumed that if millions of children were dying and they could be saved, the world would make it a priority to discover and deliver the medicines to save them.But it did not.For under a dollar, there were interventions that could save lives that just weren't being delivered.If you believe that every life has equal value, it's revolting to learn that some lives are seen as worth saving and others are not.We said to ourselves: “This can't be true.But if it is true, it deserves to be the priority of our giving.”So we began our work in the same way anyone here would begin it.We asked: “How could the world let these children die?” The answer is simple, and harsh.The market did not reward saving the lives of these children, and governments did not subsidize it.So the children died because their mothers and their fathers had no power in the market and no voice in the system.But you and I have both.We can make market forces work better for the poor if we can develop a more creative capitalism – if we can stretch the reach of market forces so that more people can make a profit, or at least make a living, serving people who are suffering from the worst inequities.We also can press governments around the world to spend taxpayer money in ways that better reflect the values of the people who pay the taxes.If we can find approaches that meet the needs of the poor in ways that generate profits for business and votes for politicians, we will have found a sustainable way to reduce inequity in the world.This task is open-ended.It can never be finished.But a conscious effort to answer this challenge will change the world.I am optimistic that we can do this, but I talk to skeptics who claim there is no hope.They say: “Inequity has been with us since the beginning, and will be with us till the end – because people just … don't … care.” I completely disagree.I believe we have more caring than we know what to do with.All of us here in this Yard, at one time or another, have seen human tragedies that broke our hearts, and yet we did nothing – not because we didn't care, but because we didn't know what to do.If we had known how to help, we would have acted.The barrier to change is not too little caring;it is too much complexity.To turn caring into action, we need to see a problem, see a solution, and see the impact.But complexity blocks all three steps.Even with the advent of the Internet and 24-hour news, it is still a complex enterprise to get people to truly see the problems.When an airplane crashes, officials immediately call a press conference.They promise to investigate, determine the cause, and prevent similar crashes in the future.But if the officials were brutally honest, they would say: “Of all the people in the world who died today from preventable causes, one half of one percent of them were on this plane.We're determined to do everything possible to solve the problem that took the lives of the one half of one percent.”

The bigger problem is not the plane crash, but the millions of preventable deaths.We don't read much about these deaths.The media covers what's new – and millions of people dying is nothing new.So it stays in the background, where it's easier to ignore.But even when we do see it or read about it, it's difficult to keep our eyes on the problem.It's hard to look at suffering if the situation is so complex that we don't know how to help.And so we look away.If we can really see a problem, which is the first step, we come to the second step: cutting through the complexity to find a solution.Finding solutions is essential if we want to make the most of our caring.If we have clear and proven answers anytime an organization or inpidual asks “How can I help?,” then we can get action – and we can make sure that none of the caring in the world is wasted.But complexity makes it hard to mark a path of action for everyone who cares — and that makes it hard for their caring to matter.Cutting through complexity to find a solution runs through four predictable stages: determine a goal, find the highest-leverage approach, discover the ideal technology for that approach, and in the meantime, make the smartest application of the technology that you already have — whether it's something sophisticated, like a drug, or something simpler, like a bednet.The AIDS epidemic offers an example.The broad goal, of course, is to end the disease.The highest-leverage approach is prevention.The ideal technology would be a vaccine that gives lifetime immunity with a single dose.So governments, drug companies, and foundations fund vaccine research.But their work is likely to take more than a decade, so in the meantime, we have to work with what we have in hand – and the best prevention approach we have now is getting people to avoid risky behavior.Pursuing that goal starts the four-step cycle again.This is the pattern.The crucial thing is to never stop thinking and working – and never do what we did with malaria and tuberculosis in the 20th century – which is to surrender to complexity and quit.The final step – after seeing the problem and finding an approach – is to measure the impact of your work and share your successes and failures so that others learn from your efforts.You have to have the statistics, of course.You have to be able to show that a program is vaccinating millions more children.You have to be able to show a decline in the number of children dying from these diseases.This is essential not just to improve the program, but also to help draw more investment from business and government.But if you want to inspire people to participate, you have to show more than numbers;you have to convey the human impact of the work – so people can feel what saving a life means to the families affected.I remember going to Davos some years back and sitting on a global health panel that was discussing ways to save millions of lives.Millions!Think of the thrill of saving just one person's life – then multiply that by millions.… Yet this was the most boring panel I've ever been on – ever.So boring even I couldn't bear it.What made that experience especially striking was that I had just come from an event where we were introducing version 13 of some piece of software, and we had people jumping and shouting with excitement.I love getting people excited about software – but why can't we generate even more excitement for saving lives?

You can't get people excited unless you can help them see and feel the impact.And how you do that – is a complex question.Still, I'm optimistic.Yes, inequity has been with us forever, but the new tools we have to cut through complexity have not been with us forever.They are new – they can help us make the most of our caring – and that's why the future can be different from the past.The defining and ongoing innovations of this age – biotechnology, the computer, the Internet – give us a chance we've never had before to end extreme poverty and end death from preventable disease.Sixty years ago, George Marshall came to this commencement and announced a plan to assist the nations of post-war Europe.He said: “I think one difficulty is that the problem is one of such enormous complexity that the very mass of facts presented to the public by press and radio make it exceedingly difficult for the man in the street to reach a clear appraisement of the situation.It is virtually impossible at this distance to grasp at all the real significance of the situation.”

Thirty years after Marshall made his address, as my class graduated without me, technology was emerging that would make the world smaller, more open, more visible, less distant.The emergence of low-cost personal computers gave rise to a powerful network that has transformed opportunities for learning and communicating.The magical thing about this network is not just that it collapses distance and makes everyone your neighbor.It also dramatically increases the number of brilliant minds we can have working together on the same problem – and that scales up the rate of innovation to a staggering degree.At the same time, for every person in the world who has access to this technology, five people don't.That means many creative minds are left out of this discussion--smart people with practical intelligence and relevant experience who don't have the technology to hone their talents or contribute their ideas to the world.We need as many people as possible to have access to this technology, because these advances are triggering a revolution in what human beings can do for one another.They are making it possible not just for national

governments, but for universities, corporations, smaller organizations, and even inpiduals to see problems, see approaches, and measure the impact of their efforts to address the hunger, poverty, and desperation George Marshall spoke of 60 years ago.Members of the Harvard Family: Here in the Yard is one of the great collections of intellectual talent in the world.What for?There is no question that the faculty, the alumni, the students, and the benefactors of Harvard have used their power to improve the lives of people here and around the world.But can we do more? Can Harvard dedicate its intellect to improving the lives of people who will never even hear its name?

Let me make a request of the deans and the professors – the intellectual leaders here at Harvard: As you hire new faculty, award tenure, review curriculum, and determine degree requirements, please ask yourselves: Should our best minds be dedicated to solving our biggest problems? Should Harvard encourage its faculty to take on the world's worst inequities? Should Harvard students learn about the depth of global poverty … the prevalence of world hunger … the scarcity of clean water …the girls kept out of school … the children who die from diseases we can cure? Should the world's most privileged people learn about the lives of the world's least privileged? These are not rhetorical questions – you will answer with your policies.My mother, who was filled with pride the day I was admitted here – never stopped pressing me to do more for others.A few days before my wedding, she hosted a bridal event, at which she read aloud a letter about marriage that she had written to Melinda.My mother was very ill with cancer at the time, but she saw one more opportunity to deliver her message, and at the close of the letter she said: “From those to whom much is given, much is expected.”

When you consider what those of us here in this Yard have been given – in talent, privilege, and opportunity – there is almost no limit to what the world has a right to expect from us.In line with the promise of this age, I want to exhort each of the graduates here to take on an issue – a complex problem, a deep inequity, and become a specialist on it.If you make it the focus of your career, that would be phenomenal.But you don't have to do that to make an impact.For a few hours every week, you can use the growing power of the Internet to get informed, find others with the same interests, see the barriers, and find ways to cut through them.Don't let complexity stop you.Be activists.Take on the big inequities.It will be one of the great experiences of your lives.You graduates are coming of age in an amazing time.As you leave Harvard, you have technology that members of my class never had.You have awareness of global inequity, which we did not have.And with that awareness, you likely also have an informed conscience that will torment you if you abandon these people whose lives you could change with very little effort.You have more than we had;you must start sooner, and carry on longer.Knowing what you know, how could you not? And I hope you will come back here to Harvard 30 years from now and reflect on what you have done with your talent and your energy.I hope you will judge yourselves not on your professional accomplishments alone, but also on how well you have addressed the world's deepest inequities … on how well you treated people a world away who have nothing in common with you but their humanity.Good luck.

第二篇：比尔盖茨

忠告：给青年的11条忠告（首发于《时代》杂志）

1．生活是不公平的，你要去适应它。

2．这个世界并不会在意你的自尊，而是要求你在自我感觉良好之前先有所成就。

3．刚从学校走出来时你不可能一个月挣4万美元，更不会成为哪家公司的副总裁，还拥有一部汽车，直到你将这些都挣到手的那一天。

4．如果你认为学校里的老师过于严厉，那么等你有了老板再回头想一想。

5．卖汉堡包并不会有损于你的尊严。你的祖父母对卖汉堡包有着不同的理解，他们称之为“机遇”。

6．如果你陷入困境，那不是你父母的过错，不要将你理应承担的责任转嫁给他人，而要学着从中吸取教训。

7．在你出生之前，你的父母并不像现在这样乏味。他们变成今天这个样子是因为这些年来一直在为你付账单、给你洗衣服。所以，在对父母喋喋不休之前，还是先去打扫一下你自己的屋子吧。

8．你所在的学校也许已经不再分优等生和劣等生，但生活却并不如此。在某些学校已经没有了“不及格”的概念，学校会不断地给你机会让你进步，然而现实生活完全不是这样。

9．走出学校后的生活不像在学校一样有学期之分，也没有暑假之说。没有几位老板乐于帮你发现自我，你必须依靠自己去完成。

10．电视中的许多场景决不是真实的生活。在现实生活中，人们必须埋头做自己的工作，而非像电视里演的那样天天泡在咖啡馆里。

11.善待你所厌恶的人，因为说不定哪一天你就会同这样的一个人工作。

二、站在镁光灯下是堕落的，站在讲台上是堕落的；因为他们会让你觉得，你比别人更聪明。

三、他在哈佛的演讲全文

四、盖茨经典语录

1.机会大，并不等于你就会成功。

2.如果你相信每个生命都是平等的，那么当你发现某些生命被挽救了，而另一些生命被放弃了，你会感到无法接受。

3.从这个复杂的世界中找到解决办法，可以分为四个步骤：确定目标，找到最有效的方法，发现适用于这个方法的新技术，同时最聪明地利用现有的技术，不管它是复杂的药物，还是最简单的蚊帐。

4.除非你能够让人们看到或者感受到行动的影响力，否则你无法让人们激动。

5.网络的神奇之处，不仅仅是它缩短了物理距离，使得天涯若比邻。它还极大地增加了怀有共同想法的人们聚集在一起的机会，我们可以为了解决同一个问题，一起共同工作。

6.不要让这个世界的复杂性阻碍你前进。要成为一个行动主义者。将解决人类的不平等视为己任。它将成为你生命中最重要的经历之一。

7.与其做一株绿洲的小草，还不如做一棵秃丘中的橡树，因为小草毫无个性，而橡树昂首天穹。

盖茨如是说：“带着巨富而死，是一种耻辱”

盖茨与巴菲特出面发起多场富豪聚会，讨论慈善捐款缩水的影响，与会者包括高龄九十五的洛克菲勒家族掌门人大卫.洛克菲勒、纽约市长彭博、靠杠杆收购累积巨富的裴瑞曼、投资家索罗斯、脱口秀天后欧普拉与传播大亨透纳。这群向来乐善好施的富豪，在聚会中凝聚共识，“赠与誓言”于焉诞生。

盖茨与巴菲特的顾问史东席佛女士指出，地产与营建大亨布洛德、媒体钜子兰费斯特、硅谷创投教父道尔以及思科前董座莫格里奇等四对富豪夫妇，都已同意以公开声明响应赠与誓言。

身价五百三十亿美元的布洛德夫妇在声明中承诺，会在生前与往生后捐出75%财富，两人引用钢铁大王卡内基的名言：“带着巨富而死，是一种耻辱。”

第三篇：比尔盖茨

比尔盖茨十句经典名言

一：再烦，也别忘微笑；再急，也要注意语气；

二：再苦，也别忘坚持；再累，也要爱自己。三：低调做人，你会一次比一次 稳健；高调做事，你会一次比一次优秀；

四：成功的时候不要忘记过去；失败的时候不要忘记还有未来。五：有望得到的要努力，无望得到的不介意，则无论输赢姿态都会好看。

六：生活不是单行线，一条路走不通，你可以转弯。

七：泪水和汗水的化学成分相似，但前者只能为你换来同情，后者却可以为你赢的成功。

八：变老是人生的必修课，变成熟是选修课。九：以锻炼为本，学会健康；以修进为本，学会求知；

十：以进德为本，学会做人；以适应为本，学会生存。

第四篇：比尔盖茨

比尔盖茨

文章以比尔盖茨的一句名言开篇，引出比尔盖茨的简介，接着介绍了使他成功的一些个人品质。每段都采用了细节支持陈述的写作手法，之后用时间顺序介绍了他个人的发展史，最后予以总结。

我将从学习目的、预览、引入、文章大纲等方面进行文章介绍。

在学习目标方面，将着重于提高学生的基本技能。包括提高学生的朗读和写作能力，并关注他们的听、说方面的训练。

之后以图片导入的方式呈现问题“whoishe?”。比尔盖茨是微软公司的创始人，首屈一指的科技尖才，慈善家，环保人，与保罗艾伦创办微软公司，曾连续13年蝉联世界首富，曾任微软董事长、CEO首席软件设计师，并持有公司超过9%的普通股，也是公司最大的个人股东。

在初步了解背景知识后，在进行文章的浏览，并总结出文章的段落的划分。本篇文章可以划分为四个部分-----第一部分（1）比尔盖茨的总体介绍；第二部分（2--6）比尔盖茨的一些个人品质以及他成功的原因；第三部分（7--11）比尔盖茨的个人发展史；第四部分（12）总结部分，总结了比尔盖茨的未来希望以及听他未来的短期计划。在这一过程中，会呈现相应的问题，让学生迅速找到关键词以及答案，此目的在于锻炼学生的快速阅读能力。

在了解文章大意后，接着是单词的讲解。由于同学们已有相应的的知识积累，所以此部分只会进行相对重要的单词讲解。

最后，会以例子呈现重点短语的方式进行重点短语和句型的介绍，并带有相应的练习。首先是重点短语方面„„此环节会有相应的短语区分及例子介绍；再有是重点的句型„„。

第五篇：比尔盖茨名言（推荐）

比尔盖茨名言

1、我认为做一个经营者有一个不可或缺的条件，那就是有经营兴趣。

2、一个成功的商人，不应该仅仅是干练、能吃苦，还要有协调周围关系的能力，将不利因素化解到最小最少。做生意需要激情，但更要理智驾驭，意气用事、浮躁冲动是商家之大忌。什么是商人？商人就是关键时刻始终维护自己利益的人。

3、创办一个公司就像建立一座大厦，没有蓝图，就不可能顺利地施工，谁都不能在没有蓝图的情况下施工。建立事业的蓝图，就是订一份企业计划。

4、人生的选择决定一切。

5、在学校，老师会帮助你学习，到公司却不会。如果你认为学校的老师要求你很严格，那是你还没有进入公司打工。因为，如果公司对你不严厉，你就要失业了。

6、永远不要在背后批评别人，尤其不能批评你的老板无知、刻薄和无能。

7、社会充满不公平现象。你先不要想去改造它，只能先适应它。

8、科学技术的进步将会给人们的生活带来巨大的影响，而人们要不断地适应这种时代的变化，而不要坐等未来，失去自我发展的良好时机。

9、虽然行动不一定能带来令人满意的结果，但不采取行动就绝无满意的结果而言。

10、增强团队精神是每位公司管理人必须做到的，只有强大的团队才能在市场的浪潮中立于不败之地，才能做大公司。没有强大的团队，新管理人的工作能力怎能得到下属的认可呢？

11、在你出生前，你的父母并不像现在这般无趣，他们变成这样是因为忙着付你的开销、洗你的衣服、听你吹嘘你有多了不起。所以在你拯救被父母这代人破坏的热带雨淋前先整理一下自己的房间吧。

12、没有悟性的创业者，反应就不够灵敏，很难把自己的公司办得火起来。

13、世界不会在意你的自尊，人们看的只是你的成就。在你没有成就以前，切勿过分强调自尊。

14、公平不是总存在的，在生活学习的各个方面总有一些不能如意的地方。但只要适应它，并坚持到底，总能收到意想不到的成效。

15、人们都喜欢看电视剧，但你不要看，那并不是你的生活。只要在公司工作，你是无暇看电视剧的。

16、你要懂得：在没有你之前，你的父母并不像现在这样“乏味”。你应该想到，这是他们为了抚养你所付出的巨大代价。

17、学校里，你考第几已不是那么重要，但进入社会却不然。不管你去到哪里，都要分等排名。

18、学校里有节假日，到公司打工则不然，你几乎不能休息，很少能轻松地过节假日。

19、当你陷入人为困境时，不要抱怨，你只能默默地吸取教训。

20、你只是中学毕业，通常不会成为CEO，直到你把CEO职位拿到手为止。

21、轻率和疏忽所造成的祸患不相上下。有许多青年人之所以失败，就是败在做事轻率这一点上。

22、很多人喜欢拖延，他们对手头的事情不是做不好，而是不去做，这是最大的恶习。

23、一旦做出决定就不要拖延。任何事情想到就去做！立即行动！

24、好的习惯是一笔财富，一旦你拥有它，你就会受益终生。养成“立即行动”的习惯，你的人生将变得更有意义。

25、切实执行你的梦想，以便发挥它的价值，不管梦想有多好，除非真正身体力行，否则，永远没有收获。

26、成功开始于想法，但是，只有这样的想法，却没有付出行动，还是不可能成功的。

27、成功者一遇到问题就马上动手去解决。他们不花费时间去发愁，因为发愁不能解决任何问题，只会不断增加忧虑、浪费时间。

28、人们所认识到的是成功者往往经历了更多的失败，只是他们从失败中站起来并继续向前。

29、失败并非坏事，一次失败能教会你许多，甚至比你大学里所学的还有用。

30、成功的轨迹作为一种策略路线，从一开始就应该走上正轨。

31、失败是成大事者之母。

32、这个世界并不在乎你的自尊，只在乎你做出来的成绩，然后再去强调你的感受。

33、他之所以为自己所领导的微软而感到自豪，是因为在这个团体中聚集了一大批与他一样热爱微软事业的人。

34、一个管理者如果不了解其下属的工作，那他就无法有效地管理他们。

35、对人才的运用，仅仅限于收罗是远远不够的，重要的是对人才不仅要善于识别其长处，而且要敢于大胆地使用，以让其充分显示自己的才能。

36、微软公司在用人上所表现出的胆略与气魄是别的公司无可比拟的。

37、花费数百元买一本书，便可以获得别人的智慧经验。然而，如果你全盘模仿，不加思考，那有时就会画虎不成反类犬。

38、年轻人欠缺经验，但请不要忘记：年轻是你最大的本钱。不要怕犯错，也不要畏惧挑战，你应该坚持到底，在出人头地的过程中努力再努力。

39、获得成功有两个重要的前题：一是坚决，二是忍耐。

40、只要有坚强的持久心，一个庸俗平凡的人也会有成功的一天，否则即使是一个才识卓越的人，也只能遭遇失败的命运。

41、当你在事业上遇到挫折，有“打退堂鼓”的念头时，你应该加以注意，这是最危险的时候！

42、持下去，成功就在下一个街角处等着你。

43、机会并不会自动地转化为钞票——其中还必须有其他因素。简单地说，你必须能够看到它，然后必须相信你能抓住它。

44、强烈的欲望也是非常重要的。人需要有强大的动力才能在好的职业中获得成功。你必须在心中有非分之想，你必须尽力抓住那个机会。

45、企业发展需要的是机会，而机会对于有眼光的领导人来说，一次也就够了。

46、科学技术的进步将会给人们的生活带来巨大的影响，而人们要不断适应这种时代的变化，而不要坐等未来，失去自我发展的良好机会。

47、每一天都会有一个机遇，每一天都会有一个对某个人有用的机遇，每一天都会有一个前所未有的、绝不会再来的机会。

48、幸运之神会光顾世界上的每一个人，但如果她发现这个人并没有准备好要迎接她时，她就会从大门里走进来，然后从窗子里飞出去。

49、最有希望的成功者，并不是才华最出众的人，而是那些最善于利用每一时机发掘开拓的人。

50、一个人想要成功，就要学会在机遇从头顶上飞过时跳起来抓住它。这样逮到机遇的机会就会增大。

51、每项事业成功都离不开选择，而只有不同寻常的选择才会获取不同寻常的成功。

52、对于一个大公司而言，没有一支强有力的服务队伍，给用户提供全面、周到的服务，那简直是难以想象的。

53、公司可以想出一些主意让员工自己寻找更好的办事方法，而绝不应该命令说“你必须选择这样的过程，你必须这么做”，这肯定行不通。

54、经过每一个里程碑式的重要阶段时，我们都力争做到没有任何瑕疵，就像做项目评估工作那样。

55、我们没有不懂技术的管理人员，因为，去寻求技术和管理之间的平衡毫不费力。

56、千万不要错过那些好小子，一旦发现必须下定决心，不然你会与他们失之交臂！

57、人生是不公平的，习惯接受吧。

58、你不会一离开学校就有百万年薪，你不会马上就是拥有公司配属手机的副总裁，二者你都必须靠努力赚来。

59、盖茨运用的管理风格既不是美国的个人主义式，也不是日本的共识主义式，而是独树一帜的达尔文式——适者生存。

60、我工作是为了乐趣。

61、微软公司雇用工作狂真是眼光独到。

62、每周经常工作72小时，有时甚至达到90小时；不工作的时候，他就像一个黑洞吸收光线那样，大量吸收信息。

63、没有热忱的经营者，也就教育不出敬业的员工。

64、如果你觉得你的老板很凶，等你做了老板就知道，老板是没有工作任期保障的。

65、要赞扬某人，最好用白纸黑字写下来；若要训斥某人，则要用电话的方式，不留痕迹。

66、在快餐店打工并不可耻，你的祖父对煎汉堡有不同的看法：机会。

67、由于缺乏团队合作而失败的工商企业，比由于其他原因而失败的要多。

68、如果你一事无成，不是你父母的错，所以不要对自己犯的错发牢骚，从错误中去学习。

69、要办好一个企业，固然必须摆平自上而下的利益关系，让处于企业内部各个层次的人，在发挥自己在企业中作用的同时，有一个相应的回报；但是建立良好的劳资关系，取得相互尊重，享受人与人之间的温暖和快乐同样是企业管理的大事。

70、你用于计划的时间越长，你完成工作所需要的时间就越短。

71、看一下老板是不是善于管理他的员工，从他给员工支付的报酬毫无疑问地可以做出判断。

72、在学校里可能有赢家输家，在人生中却还言之过早。学校会不断给你机会找到正确的答案，真实人生中却完全不是这么回事。

73、在我们这里，体现员工地位和贡献，不是他的职务，而是他的业绩。他取得了成绩，大家都赞扬他，尊重他，以他为榜样，他就会有一种满足感。

74、我们需要的是世界上最优秀的人才！

75、人生没有寒署候，人生不是学期制，没有哪个雇主有兴趣帮你寻找自我，请用自己的时间来做这件事吧。

76、落后就是耻辱。

77、在计算机领域内，技术与应用发展更新极快，对其技术的掌握很难做到一劳永逸。有些人掌握了某种技能，生产出某种产品，就以为能一劳永逸，万事大吉了，这样非常危险的。

78、电视上演的并非真实人生。现实生活中每人都要离开咖啡馆去工作。

79、因为说话一定要诚实，所以一个好的领导者不能随意滥用奖赏和表扬，我会特别小心地对待我对员工所承诺的事情。

80、每天早晨醒来，一想到所从事的工作和所开发的技术将会给人类生活带来巨大的影响和变化，我就会无比的兴奋与激动。

81、成功都并没有什么秘密，他们只不过是适应了时代发展的变化。

82、当你的努力与时代同步时，你就会对社会产生不可忽略的影响。

83、管理者在任何时候，任何情况下都有使员工们更加成熟的使命。

84、知道学习的重要性，知道该向谁学和学习什么，这正是比尔先生及其微软不断取得成功的重要经验。""孜孜以求进步的精神，是一个人的优越的标记与胜利的征兆。

85、养成每天读十分钟书的习惯。这样每天十分钟，二十年之后，他的知识水平一定前后判若两人。只要他所读的都是好的东西。

86、创新是做大公司唯一之路。

87、我很幸远，年纪轻轻就发现我的兴趣，而且令我如此着迷，至今仍是如此。

88、对书呆子好一点，你未来很可能就为其中一个工作。

89、失败是不可避免的，但只要坚持到底，总能收到意想不到的成效。

90、我们应该接受迅速失败，而不是缓缓失败，最不该接受的则是没有失败。如果有人从不犯错误，那只能说明他们努力不够。失败的结果是试图去尝试其它的可能。

91、巨大的成功靠的不是力量是韧性。社会竞争常常是持久力的竞争，有恒心和毅力的成功者往往成为笑到最后、笑得最好的人。

92、时间管理不仅是独乐，也是众乐的一场赛事，和时间赛跑，人人都有可能是胜利者。只有不参加的人，才是失败者。

93、我的工作其实是一场竞赛，我喜欢在事情到了紧要的关头时全力以赴的感觉。在这个时候，人往往有超水准的表现。

94、好的习惯主要是依赖于人的自我约束，或者说靠人对自我欲望的否定。

95、微软离破产只有18个月。他的意思是说，如果企业无法不断的创新进步，也许一年后就不复存在了。企业如此，人亦如此。

96、任何时候，人的脑子都会有很大一部分没有使用，因此，当你放眼四周时，就可以充分利用大脑。

97、最可怕的敌人，就是没有坚强的信念。

98、直觉助你发现职业，而选择职业就像盖房子，如果你选择的职业是坚实的河床，你会喜欢你的产品。

99、运气是一个因素，然而我想最重要的因素还是我们的远见和高度的洞察力。我从来都是戴着望远镜看这个世界的。

100、可以说，我们对今后十年的主要见解是这样的：如果数字通讯是免费的，会出现什么情况呢？回答是，我们学习、采购、社交、做生意和娱乐的方式截然不同。我们希望软件和软件标准在其中起重大作用。

101、大多数的合伙人都采取五十对五十的分配法，这是最糟的方法，因为总得有人拥有做决策的能力才行。一旦公司开始赚钱，冲突必定随之产生，两倍合伙人意见必然相左，尤其是在问题牵涉到金钱时，双方争执愈烈。

102、每隔三年左右，企业必须对自己业务的方方面面进行一次全方位的严格评估，这点至为关键。

103、当你了解客户的需求后，你必须乐于思考如何让产品更贴近并帮助客户。

104、对客户信守承诺，这一服务准则非常重要。

105、与其做一株绿洲中的小草，还不如做一棵秃丘中的橡树，因为小草毫无个性，而橡树昂首天穹。

106、优柔寡断是会传染的，它能使整个组织感染上这种病，引起人们犹豫不决，失去信心，甚至造成混乱。

107、解我的公司在各区、各产品门类和各客户群体中的经营情况，对于我这个首席执行官来说是很重要的。

108、在这个世界上，没有人能使你倒下，如果你自己的信念还站立的话。

109、有非凡志向，才有非凡成就。

110、破产是一种暂时的困境，贫困是一种思想的状态。