But yeah, Sam asked me to talk about whyyou should start a startup. There's a bunch of common reasons that people have,that I hear all the time for why you might start a startup. Its important toknowwhat reason is yours,because some of them only make sense in certain contexts, some of them willactually, like, lead you astray. You may have been mislead by the way thatHollywood or the press likes to romanticize entrepreneurship, so I want to tryto illuminate some of those potential fallacies, so you guys can make thedecision in a clear way. And then I'll talk about the reason I like best foractually starting a startup, its very related to a lot of what Sam just talkedabout. But surprisingly, I don't think its the most common reason. Usuallypeople have one of these other reasons, or, you know, they just want to start acompany for the sake of starting a company.
山姆让我来谈谈为什么要创业。我总能听到人们有一堆常见的理由来解释为什么要创业。知道自己的理由是什么是很重要的，因为有些理由只有在特定的情况下才有意义，有些则会让你误入歧途。你们可能被好莱坞或媒体喜欢浪漫化创业精神的方式所误导，所以我想试着阐明其中一些潜在的谬误，这样你们就可以清楚地做出决定。然后我会讲一下我最喜欢创业的原因，这和Sam刚才讲的很有关系。但令人惊讶的是，我不认为这是最常见的原因。通常人们会有其他原因，或者，他们只是为了开公司而开公司。
笔记：要对自己诚实，基于诚实的出发点而展开。比如可能就是因为钱，想多赚点钱才创业的，潜台词是我并不是爱自己所做的事情，只是从事这个事情或者我能做这个事情，通过干这个事我能赚到钱。那么你就可以基于此展开了。当然你的行动不会欺骗谁，大家最终还是会知道你的出发点是什么。问题在于，你的出发点决定了你该从事什么道路？是不是一定要通过创业开公司来实现呢？引申出来就是你是否一定要做某些不必要的事情，如注册公司、请员工、做某个项目等等，而专注于对你应你目标的事情。而非人云亦云的形式，如CEO的头衔，使唤别人带来的快感等等。私欲：为了钱、为了高高在上的快感，为了出人头地。
爱好：这个东西很好玩，要跟别人分享 博爱：为了建立一个全连接的世界，消除信息鸿沟等。有些初衷可能会将你误入歧途，比如你看电视或电影上创业的人好酷，自己也想酷一把。再或者读了某个大佬的专访，其武侠小说般精彩的描述然你热血沸腾，自己也想体验一把，等等，认清自己的初衷，不一定非得要通过创业来实现
[if !supportLists]l [endif]老板或者上司是一个傻逼，做事不符合逻辑，乱搞，跟着他们没前途，我自己搞个公司做的会比他们好
[if !supportLists]l [endif]诱惑比较多，周围谁谁谁都成功了，我也想，我跟他能力差不多甚至比他能力强，所以我也要干一下
创业需要基于某个发力点，这个点可以总结为提供对他人有价值的东西，换取自己的所需。若没有这个发力点，其它的都是扯淡。无论你有多少主观或客观的原因。
So the 4 common reasons, just to enumeratethem, are it's glamorous, you'll get to be the boss, you'll have flexibility,especially over your schedule, and you'll have the chance to have bigger impactand make more money then you might by joining a later stage company.
常见的有这4个原因，让我来列举一下，这是很有魅力的，你会成为老板，你会有灵活性，尤其是在你的时间表上，你会有机会有更大的影响力，赚更多的钱，如果你加入一个成熟的的公司（指被收购）。
笔记：这4大原因经常可以从电影、电视剧上看到，更有哪些说是根据真人事迹改编的。大多看完之后让人热血沸腾，但他们只是电影蒙太奇的表现手法，给你的是一些关键点，很多隐藏在背后的艰辛隐忍体现的是不够的。
So you guys are probably pretty familiarthis concept, when I wrote the Medium post, which a lot of you guys read a yearago, I felt like the story in the press was a little more unbalanced,entrepreneurship got romanticized quite a bit. The movie The Social Networkcame out, it had a lot of like bad aspects of what it like to be anentrepreneur, but mainly it painted this picture of like, there's a lot ofpartying and you just kind of move from like one brilliant insight to anotherbrilliant insight, and really made it seem like this really cool thing to do.
你们可能对这个概念很熟悉，一年前我写了一篇文章，你们很多人都读过，我觉得媒体的报道有点偏颇，创业精神被浪漫化了。电影《社交网络》,展现了创业中很多坏的方面,里面主要描绘的,有很多的聚会，主人公很棒的注意接连出现,使它看起来像这样很酷的事情。
笔记：电影里面介绍的是已经成功的人士，换句话说是导演为了电影使用了某种方式的意淫。我们不应该从电影里面去学习创业，更多的是观察你周围的人，看他们是怎么做事的，他们的生活方式是什么样的。很多已经工作的人事总是抱怨自己很辛苦之类的，但很多时候创业公司比你现在在公司做的事情辛苦多了
And I think the reality is just not quiteso glamorous, there's anugly
sideto being an entrepreneur, and more importantly, what you'reactually spending your time on is just a lot of hard work. Sam mentioned this,but your basically just sitting at your desk, heads down, focused, answeringcustomer support emails, doing sales, figuring out hard engineering problems.So its really important that you go in with eyes wide open. And then its alsoquite stressful. This has been a popular topic in the press lately: TheEconomist actually ran a story just last week called "Entreupeneursanonymous", and shows a founder like hiding under his desk, talking aboutfounder depression. So this is a very real thing.Let's be real, if you start a company its going to be
extremely hard.
我认为现实并不是那么迷人，作为一名企业家也有丑陋的一面，更重要的是，你真正花时间在的是大量艰苦的工作。Sam提到了这个，很多时候你基本上只是坐在你的桌子前，埋头，专注，回复客户的邮件，做基础的销售工作，解决困难的工程问题。所以你进去的时候（开始创业的时候）一定要睁大眼睛。而且压力也很大。这是最近媒体上的一个热门话题:《经济学人》(the Economist)实际上就在上周发表了一篇名为《创业者匿名》(Entreupeneurs anonymous)的文章，文中展示了一位创始人躲在桌子底下谈论创始人抑郁症(founder depression)的情景。所以这是一个非常真实的东西。让我们面对现实吧，如果你创办一家公司，这将是非常困难的。
笔记：大多数老板的第一桶金并不光彩，这个我们可以从各类媒体上找到很多例子。
创业维艰，这需要你有一定的心里准备，不仅仅是面对困难时的反应，也是你要对自己解决问题的能力有一定认知。对创业涉及的方方面面要有一定的认知，不打无准备之仗。
Why is it so stressful? So a couplereasons. One is you've got a lot of responsibility. People in any career have afear of failure, its kind of just like a dominant part of the part of thepsychology. But when you're an entrepreneur, you have fear of failure on behalfof yourself and all of the people who decided to follow you. So that's reallystressful. In some cases people are depending on you for their livelihood, evenwhen that's not true, they've decided to devote the best years of their life tofollowing you. So you're responsible for the opportunity cost of their time.You're always on call, if something comes up—maybe not always at 3 in themorning, but for some startups that's true—but if something important comes up,you're going to deal with it. That's kinda the end of the story, doesn't matterif you're on vacation, doesn't matter if its the weekend, you've got to alwaysbe on the ball and be in a place mentally where you're prepared to deal withthose things. A sort of special example of this kind of stress is fundraising.
为什么压力这么大?有几个原因。一是你有很多责任。任何职业的人都有对失败的恐惧，这是心理学中很重要的一部分。但当你是一名企业家时，你会为自己和所有决定追随你的人害怕失败。这真的很有压力。在某些情况下，人们依靠你来维持生计（你给他们发工资），即使事实并非如此，他们已经决定把他们生命中最好的几年用来跟随你。所以你要对他们时间的机会成本负责。如果有什么事情发生，你要随时待命——也许不总是在凌晨3点，但对一些初创公司来说这是真的——但如果有重要的事情发生，你要去处理它。这就是故事的结尾，不管你是在度假，还是在周末，你都要时刻保持警惕，在精神上做好处理这些事情的准备。这种压力的一个特殊例子是：筹资资金。
笔记：曾经有一个大厂老板说过，我们要对公司的经营要负起社会责任，因为我们的员工背后大多都是一个家庭。
So a scene from The Social Network. This isus partying and working at the same time—somebody's spraying champagneeverywhere—The Social Network spends a lot of time painting these scenes.Mark's not in the scene, the other thing they spend all their time on ispainting him out to be a huge jerk.
这是《社交网络》中的一个场景。人们在工作的同时也有聚会——有人在到处喷香槟——社交网络花了很多时间来描绘这些场景。马克不在现场，他们花了很多时间把他描绘成一个大混蛋。
This is an actual scene from Palo Alto, hespent a lot of time at this desk, head down and focused. Mark was still kinda ajerk sometimes, but in this more like fun lovable way, and not in asociopathic, scorned lover way. So this is just him signaling his intention to justbe focused and keep working, not be social.
这是来自帕洛阿尔托的真实场景，他（马克·扎克伯格）花了很多时间在这张桌子上，低头专注。马克有时还是有点混蛋，但这更像是有趣可爱的方式，而不是一种反社会、蔑视爱人的方式。所以这只是他想要集中精力继续工作的信号，而不是社交。
So then there's the scene demonstrating theinsight moment, it's kind of like out of A Beautiful Mind, they literally stolethat scene. So they like to paint that scene and jump to these moments fromother moments, with partying in between. But really we were just at that tablethe whole time. So if you compare this photo, Mark is in the exact sameposition but he's wearing different clothes, so this is definitely a differentday. That's what it's actually like in person. I just covered this bullet; thisis the Economist article I was talking about a second ago.
然后是展示顿悟时刻的场景，有点像《美丽心灵》的一个镜头，《社交网络》显然是从那里借鉴过来的。所以电影喜欢描绘那个场景，然后从其他场景跳到这些场景，中间还有派对。
但实际上我们一直都在那张桌子旁。所以如果你比较这张照片，马克在完全相同的位置，但是他穿着不同的衣服，所以这绝对不是同一天拍摄的。这就是真实的场景。我刚刚挡住展示板（PPT上的内容）;这是我刚才提到的《经济学人》的文章。
So another form of stress is unwanted mediaattention. So part of it being glamorous is you get some positive mediaattention sometimes, it's nice to be on the cover of Time and to be the Personof the Year. It's maybe a little less nice to be on the cover of People withone of your wedding photos. It depends on who you are, I really hate it, butwhen Valleywag analyzes your lecture and tears you apart, you don't want that,you definitely don't want that. Nobody wants that.
所以另一种形式的压力是不必要的媒体关注。所以，成为魅力人物的一部分原因是你有时能得到媒体的积极关注，登上《时代》杂志封面和成为年度人物感觉很好。拿着你的结婚照登上《人物》杂志的封面可能不太好。这取决于你是谁，我真的很讨厌它，但是当Valleywag（硅谷闲话）分析你的演讲并把你撕成碎片的时候，你不会希望那样，你绝对不会希望那样。没人想要。
One thing I almost never hear people talk
about is you're much more committed. So if you're at a startup and it's very
stressful and things are not going well, you're unhappy, you can just leave.
For a founder, you can leave, but it's very uncool and pretty much a black eye
for the rest of your career. And so you really are committed for ten years if
it's going well and probably more like five years if it's not going well. So
three years to figure out it's not going well and then if you find a nice
landing for your company, another two years at the acquiring company. If you
leave before that, again it's not only going to harm yourself financially but
it's going to harm all your employees. So if you're lucky and you have a bad
startup idea, you fail quickly, but most of the time it's not like that.
有一件事我几乎从来没听人说过，那就是你更有责任感。所以如果你在一家初创公司工作，压力很大，事情进展不顺利，你不开心，你可以离开。作为一名创始人，你可以离开，但这样做很不好，而且会给你接下来的职业生涯带来污点。所以如果进展顺利的话，你可能会投入10年的时间在这个项目上，但如果进展不顺利的话，可能会消耗你5年时间。所以一般用3年时间来弄清楚它的发展状况，如果你找到了一个不错的着陆点，再用2年时间做被其它公司收购的事情。如果你在那之前离开，这不仅会在经济上伤害你自己，也会伤害到你所有的员工。所以如果你很幸运，你有一个糟糕的创业点子，你很快就会失败，但大多数情况都不是这样的（不好也不坏，勉强糊口或者有时更糟糕，感觉还不是失败来的爽快些）。
I should say, I've had a lot of this stressin my own life, especially in the early years of Facebook, I got really unhealthy,I wasn't exercising, I had a lot of anxiety actually threw out my back, likealmost every six months, when I was twenty-one or twenty-two, which is prettycrazy. So if you do start a company, be aware that you're going to deal withthis. You're going to have to actually manage this, it's one of your coreresponsibilities. Ben Horowitz likes to say the number one role of a CEO ismanaging your own psychology, it's absolutely true, make sure you do it.
我应该说,生活中我自己就曾有过很多压力,尤其是在Facebook的早期,我很不健康,我不锻炼,我有很多焦虑的事情,就像几乎每六个月都要歇菜一次,我二十一或二十二岁的时候,这很疯狂。所以如果你要开公司，要知道你要处理这个问题。你必须实际管理它，这是你的核心责任之一。Ben Horowitz喜欢说CEO的首要角色是管理自己的心理，这是绝对正确的，一定要做到。
Another reason, especially if you're hadanother job at another company, you start to develop this narrative, like thepeople running this company are idiots, they're making all these decisions andspending all their time in these stupid ways, I'm gonna start a company and I'mgoing to do it better. I'm going to set all the rules.
另一个原因,尤其是如果你在公司里上班,你开始产生一些抱怨，如经营这个公司的人都是白痴,他们做出这些愚蠢的决定,花所有的时间浪费在愚蠢的事情上。我要开公司,我将做得更好，我来制定所有的规则。
Sounds good, makes a lot of sense. Ifyou've read my media post, you'll know what's coming, I'll give you guys asecond to read this quote:
“People have this vision of being the CEO of a company they startedand being on top of the pyramid. Some people are motivated by that, but that’snot at all what it’s like.
What it’s really like: everyone else isyour boss – all of your employees, customers, partners, users, media are yourboss. I’ve never had more bosses and needed to account for more people today.
The life of most CEOs is reporting toeveryone else, at least that’s what it feels like to me and most CEOs I know.If you want to exercise power and authority over people, join the military orgo into politics. Don’t be an entrepreneur.
-Phil Libin
听起来不错，很有道理。如果你读过我的媒体帖子，你就会知道接下来会发生什么，我给你们一秒钟时间来读这句话:
人们有这样的愿景，成为公司的首席执行官，他们开始成为金字塔的顶端。有些人会因此受到激励，但事实并非如此。
真实情况:其他人都是你的老板——你所有的员工、客户、合作伙伴、用户、媒体都是你的老板。我从未有过这么多的老板，现在需要为更多的人负责。大多数ceo的生活就是向其他人汇报工作，至少对我和我认识的大多数ceo来说是这样的。如果你想对人民行使权力和权威，加入军队或从政。不要成为企业家。
笔记：每天一睁眼，想到的就是有很多张嘴要喂，给员工开支、房租水电、给广告公司交钱、给记账公司付费等等各种账单，都是运营一个公司必不可少的。而更要命的是，没多少业务。
This reallyresonates with me. One thing to point out is that the reality of these decisionis nuanced. The people you thought were idiots probably weren't idiots, theyjust had a really difficult decision in front of them and people pulling themin multiple directions. So the most common thing I have to spend my time on andmy energy on as a CEO is dealing with the problems that other people are bringingto me, the other priorities that people create, and it's usually in the form ofa conflict. People want to go in different directions or customers wantdifferent things. And I might have my own opinions on that, but the game I'mplaying is who do I disappoint the least and just trying to navigate all thesedifficult situations.
这真的引起了我的共鸣。需要指出的一点是，这些决定的现实是微妙的。你认为是白痴的人可能不是白痴，他们只是面临一个非常困难的决定，人们把他们拉向多个方向。所以，作为CEO，我最常花费时间和精力的事情就是处理别人给我带来的问题，处理别人创造的其他优先事项，通常都是以冲突的形式出现的。人们想要走向不同的方向，或者顾客想要不同的东西。我可能对此有我自己的看法，但我所做的是我最不让谁失望，我只是试图驾驭所有这些困难的情况。
And even on a dayto day basis, I might come in on Monday and have all these grand plans for howI'm going to improve the company. But if an important employee is threateningto quit, that's my number one priority. That's what I'm spending my time on.
A subset of You'rethe Boss is you have flexibility, you have control over your own schedule. Thisis a really attractive idea. So here's the reality:
If you're goingto be an entrepreneur, you will actually get some flex time to be honest.You'll be able to work any 24 hours a day you want!
-Phil Libin
甚至在日常工作中，我可能会在周一来公司，制定所有这些关于如何改进公司的宏伟计划。但如果有重要员工威胁要辞职，这是我的首要任务。我把时间都花在这上面了。
你认为成为老板的一个好处就是你有灵活性，你可以控制自己的时间安排。这是一个很有吸引力的想法。这就是现实:如果你想成为一名企业家，老实说，你会得到一些灵活的时间。你可以一天24小时工作! 菲尔·利宾
This trulyresonates with me as well. Some of the reasons for this again, you're always oncall. So maybe you don't intend to work all parts of the day, but you don'tcontrol which ones.
这也确实和我产生了共鸣。还有一些原因，你总是随叫随到。所以也许你不打算一整天都在工作，但是你无法控制哪一部分。
You're a rolemodel of the company, and this is super important. So if you're an employee ata company, you might have some good weeks and you might have some bad weeks,some weeks when you're low energy and you might want to take a couple days off.That's really bad if you're an entrepreneur. Your team will really signal offof what you're bringing to the table. So if you take your foot off the gas, sowill they.
你是公司的榜样，这一点非常重要。所以，如果你是公司的一名员工，你可能会有好几个星期状态好，也可能好几个星期状态不好，有些时候你的精力很差，你可能想请几天假。如果你是一名企业家，那就太糟糕了。你的状态会影响你的团队。所以如果你把脚从油门上挪开，他们也会。
You're alwaysworking anyways. If you're really passionate about an idea, it's going to pullyou towards it. If you're working with great investors, you're working withgreat partners, they're going to be working really hard, they're going to wantyou to be working really hard.
不管怎样，你总是在工作。如果你真的对一个想法充满激情，它就会把你拉向它。如果你与优秀的投资者合作，与优秀的合作伙伴合作，他们会非常努力地工作，他们会希望你非常努力地工作。
Some companieslike to tell the story about you can have your cake and eat it too, you canhave like 4 days work weeks maybe, if you're Tim Ferris maybe you can have a 12hours work week. It's a really attractive idea and it does work in a particularinstance which is if you wanna actually have a small business to go after ineach market then you are a small business entrepreneur, that makes little sensebut as soon as you get past like 2 or 3 people you really need to step it upand be full-time committed.
有些公司喜欢说，你可以有蛋糕吃（代指公司各种零食），你可以一周工作四天，如果你是Tim Ferris，你可以一周工作12个小时。它真的是一个有吸引力的想法,它工作在一个特定的环境下,如果你只是一个小型市场，然后你是一个小型企业的生意人,这没什么参考意义,但一旦你从过去的2或3人，发展壮大。你真的需要前进一步,是全职的承诺。
You'll make moremoney and have more impact
This is the bigone, the one I hear the most especially like candidates applying to Asana, theytell me "You know I'd really like to work for much smaller companies orstart my own because then I have a much bigger slice of the pie or have muchmore impact on how that company does and I'll have more equity so I'll makemore money as well". So let's examine when this might be true.
你会赚更多的钱，有更大的影响力
你会赚更多的钱，有更大的影响力
这是大的,我听到最特别喜欢候选人申请体式,他们告诉我,“你知道我真的想工作,或者自己开一家小公司,因为我有一个更大的块馅饼或对公司有更多的影响,我会有更多的股本我会赚更多的钱”。我们来检验一下什么时候这是对的。
I'll explainthese tables. They're a little complex but let's focus on the left first. Theseare just explaining Dropbox and Facebook, these are their current valuationsand this is how much money you might make as employee number 100 coming intothese companies especially if you're like an experienced, relativelyexperienced engineer, you have like 5 years of industry experience, you'repretty likely to have an offer that's around 10 base points. If you joinedDropbox couple years ago the upside you've already locked in is about $10M andthere's plenty more growth from there. If you joined Facebook a couple yearsinto its existence you've already made around $200M, this is a huge number andeven if you joined Facebook as employee number 1000, so you joined like 2009,you still make $20M, that's a giant number and that's how you should bebenchmarking when you're thinking about what you might make as an entrepreneur.
我来解释一下这些表格。它们有点复杂，但让我们先关注左边。这些只是解释Dropbox和Facebook,这些是他们当前的估值,这是你可以赚多少钱，作为工号100号以内员的工进入这些公司。特别是如果你是一个有经验的,相对有经验的工程师,你有5年的行业经验,你很可能有一个待遇,大约10个基础点。如果你在几年前加入Dropbox，你已经锁定的收入约为1000万美元，此后还有更大的增长空间。如果你前几年加入Facebook，你已经做了大约2亿美元,这是一个巨大的数字,甚至如果你是加入Facebook的1000号员工,所以你加入2009,你还赚2000万美元,这是一个巨大的数字,这就是你应该基准测试当你思考你会作为一个企业家。
Moving over tothe table on the right, these are two theoretical companies you might start."Uber for Pet Sitting", pretty good idea if you're really well suitedto this you might have a really good shot at building a $100M company and yourshare of that company is likely to be around 10%; that certainly fluctuates alot, some founders have more than this, some founders have a lot less, butafter multiple rounds of dilution, multiple rounds of option pool creationyou're pretty likely to end up about here. If you have more than this I'drecommend Sam's post on equity split between founders and employees, you shouldbe probably giving out more.
再看下右边的表格，这是两个理论上你可能会创立的公司。"优步宠物托管"，这是个好主意如果你真的很适合做这个你可能有机会建立一个1亿美元的公司你的股份可能在10%左右;
这当然波动很大，有些创始人拥有更多，有些少得多，但经过多轮稀释，多轮创建期权池你很可能会在这里结束。如果你的股权超过这些，我会推荐你看下Sam关于创始人和员工之间股权分配的文章，你应该让出一些。
So basically ifyou're extremely confident in building a $100M, which is a big ask, it shouldgo without saying that you should have a lot more confidence on Facebook in2009 or Dropbox in 2014 that you might for a startup that doesn't even existyet, then this is worth doing. If you have a $100M idea and you're prettyconfident you can execute it I'd consider that.
基本上如果你非常自信的建立一个1亿美元的公司,这是一个大问题,应该不言而喻,你应该比2009年的Facebook或者2014年的Dropbox有更多的信心,你可能会为创业公司,甚至不存在,这是值得做的。如果你有一个1亿美元的创意，而且很有信心可以实施它，我会考虑这么做。
If you thinkyou're the right entrepreneur to build "Uber for Space Travel",that's a really huge idea, $2B idea, you're actually gonna have a pretty goodreturn for that, you should definitely do that, this is also the value onlyafter 4 years and this idea probably has legs, definitely go after that, ifyou're thinking of building that you probably shouldn't even be in this classright now, just go build that company.
如果你认为你是那个合适的企业家去建立‘太空旅行’这样的公司,这是一个非常大的想法,20亿美元的想法,你会有一个很好的回报,你应该这样做,这也是价值只有4年之后,这种想法可能腿,肯定走了之后,如果你想建立你可能不应该在这个课堂上,现在就去建立公司。
So why is thisfinancial reward and impact? I really think that financial reward is verystrongly correlated with the impact we have on the world, if you don't believethat let's talk through some specific examples and not think about the equityat all.
那么，为什么会有经济回报和影响呢?我真的认为经济回报和我们对世界的影响是紧密相关的，如果你不相信我们来讨论一些具体的例子而不考虑权益。
So why mightjoining a late stage company actually might have a lot of impact, you get thisforce multiplier: they have an existing mass of user base, if it's Facebookit's a billion users, if it's Google it's a billion users, they have existinginfrastructures you get to build on, that's also increasingly true for a newstartup like AWS and all these awesome independent service providers, but youusually get some micro-proprietary technology and they maintain it for you,it's a pretty great place to start. And you get to work with a team, it'll helpyou leverage your ideas into something great.
为什么加入一个处于后期阶段的公司会有很大的影响呢，你会得到这样的乘数效应:他们现有的用户群的质量,如果Facebook的十亿用户,如果是谷歌的十亿用户,他们现有的基础设施的基础上,这也是越来越多的适用于一个新的启动AWS和所有这些可怕的独立的服务提供者,但你通常得到一些micro-proprietary技术并且维护它,这是一个非常伟大的起点。
So couplespecific examples, Bret Taylor came into Google as around employee number 1500and he invented Google Maps, that's a product you guys probably use everyday, Iused it to get here and it's used by hundreds of millions of people around theworld. He didn't need to start a company to do that, he happened to get a bigfinancial reward, but the point is yet again massive impact.
举几个具体的例子，布雷特·泰勒是谷歌的1500号员工他发明了谷歌地图，这个产品你们可能每天都在用，我来这里就是用它的，全世界有数亿人在用它。他不需要开一家公司来做这件事，他碰巧得到了一笔巨大的经济回报，但重点还是巨大的影响力。
My cofounderJustin Rosenstein joined Google a little later after Brett, he was a PM thereand just as a side project he ended up prototyping a chat which used to be astand-alone app, integrated in Gmail like you see in the upper right there andbefore he did that like you couldn't even think you could chat over Ajax orchat in the browser at all and he just kinda demonstrated it and showed it tohis team and made it happen. This is probably a product most of you use almosteveryday.
我的联合创始人Justin
Rosenstein是在Brett之后加入谷歌的,他是一个编外项目的产品经理,他终结了独立程序单独聊天,将聊天工具集成在Gmail之中，像你在右上角看到那样（客户可以通过网页进行聊天）,他确实喜欢你甚至不能认为你可以聊天在Ajax浏览器或聊天,他只是有点证明拿给他的团队,让它发生。这可能是你们大多数人每天都会使用的产品。
Perhaps even more
impressively, shortly after that Justin left and became employee around 250 at
Facebook and he led a hackaton project along with people like Andrew Bosworth
and Leah Pearlman to create the Like button, this is one of the most popular
elements anywhere on the web, totally changed how people use it and then again
didn't need to start a company to do it and almost certainly would have failed
if he had tried because he really needed the distribution of Facebook to make
it work.
也许更令人印象深刻的是,贾斯汀离开后不久,成为Facebook的第250名员工，他率领hackaton项目随着人们像安德鲁·博斯沃思和利亚点赞按钮,这是网络上最流行的元素之一,完全改变了人们如何使用它,然后又不需要启动一个公司去做,几乎可以肯定会失败,如果他曾因为他真正需要的Facebook的分布使其工作。
So important tokeep in mind the context for what kind of company you're trying to start andlike where you will actually be able to make it happen.
所以重要的是要记住你想要建立什么样的公司以及你能在哪里实现它。
So what's thebest reason?
Sam alreadytalked about this a little bit, but basically you can't not do it. You're superpassionate about this idea, you're the right person to do it, you've gotta makeit happen. So how does this break down?
那么最好的理由是什么呢?
Sam已经讲过一点了，但是基本上‘你不得不做’。你对这个想法超级有激情，你是做这件事的合适人选，你必须让它实现。那么它是如何分解的呢?
This is a
wordplay, you can't not do it in two ways. One is you're so passionate about it
that you have to do it and you're going to do it anyways. This is really
important because you'll need that passion to get through all of those hard
parts of being an entrepreneur that we talked about earlier. You'll also need
it to effectively recruit, candidates can smell when you don't have passion and
there are enough entrepreneurs out there that do have passion so they may as
well work for one of those! So this is table stakes for being an entrepreneur.
Your subconscious can also tell when you don't have passion and that can be a
huge problem.
这是一个文字游戏，你有两种方式可以做到。一是你对它充满激情，你必须去做，而且无论如何你都要去做。这是非常重要的，因为你需要那种激情来度过我们之前谈到的作为企业家的艰难阶段。你还需要它来有效地招募员工，候选人可以嗅到你没有激情的时候，有足够多的企业家有激情，所以他们也可以为其中一个工作! 所以这是成为企业家的筹码。当你没有激情时，你的潜意识也能判断出来，这可能是个大问题。
The other way tointerpret this is the world needs you to do it. This is validation that theidea is important, that it's going to make the world better, so the world needsit. If it's not something the world needs, go do something the world needs.Your time is really valuable, there are plenty of good ideas out there, maybeit's not your own, maybe it's at an existing company, but you may as well workon something that's going to be good.
另一种解释是世界需要你去做。这证明了这个想法很重要，它会让世界变得更好，所以世界需要它。如果这不是世界需要的事情，那就去做一些世界需要的事情。你的时间是非常宝贵的，有很多好的想法，也许不是你自己的，也许是在现有的公司，但是你也可以做一些将来会好的事情。
The second way tointerpret this is that the world needs you to do it. You're actually wellsuited for this problem in some way. If this isn't true, it may be a sign thatyour time is better spent somewhere else. But best case scenario if this isn'ttrue, you outcompete the team for which it is true and it's a suboptimaloutcome for the world and that doesn't feel very good.
第二种解释是世界需要你去做。在某些方面，你确实很适合这个问题。如果这不是真的，这可能是一个信号，你的时间花在其他地方更好。但最好的情况是，如果这不是真的，你在竞争中击败了这是真的团队，这对世界来说是次优结果，这感觉不太好。
So drawing this
back to my own experience at Asana, Justin and I were reluctant entrepreneurs
before we founded Asana, we were working at Facebook and we were working on a
great problem. We would basically work all day long on our normal projects and
then at night we would keep working on this internal task manager that was used
internally at the company and it was just because we were so passionate about
the idea, it was so clearly valuable that we couldn't do anything else.
回到我在Asana的经历，Justin和我在创建Asana之前都是不情愿的企业家，我们在Facebook工作，我们在研究一个大问题。我们基本上整天工作在正常的项目,然后晚上我们会继续工作在这个内部任务管理器,在公司内部使用,只是因为我们是如此热爱这个想法,显然有价值,我们不能做什么。我们基本上整天工作在正常的项目,然后晚上我们会继续工作在这个内部任务管理器,在公司内部使用,只是因为我们是如此热爱这个想法,显然有价值,我们不能做什么。
And at some pointwe had to have the hard conversation of okay what does it mean if we don'tactually start this company. We could see the impact it was having at Facebook,we were convinced it was valuable to the world. We were also convinced no oneelse was going to build it, the problem had been around a long time and we justkept seeing incremental solutions to it and so we believed if we didn't comeout with the solution we thought was best, there would be a lot of value lefton the table. We couldn't stop working on it and literally the idea was beatingitself out of our chests and forcing itself out into the world. And I thinkthat's really the feeling you should be looking for when you start a company,that's how you know you have the right idea.
在某种程度上，我们不得不进行艰难的对话如果我们不开这家公司意味着什么。我们可以看到它对Facebook的影响，我们相信它对世界是有价值的。我们也相信没有人会构建它,这个问题已经存在很长一段时间,我们一直看到增量方案,我们相信如果我们不出来和我们认为的解决方案是最好的,会有很多价值留在桌子上。我们无法停止对它的研究，这个想法不断地从我们的胸中跳出，强迫自己进入这个世界。我认为当你开公司的时候，你应该寻找这种感觉，这样你才能知道你的想法是正确的。
I'll go ahead andstop there. I'll put some recommended books up here.
我就讲到这里。我在这儿放一些推荐的书。