1

Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future by Ashlee Vance
1. 阿什利·萬斯《伊隆·馬斯克：特斯拉、SpaceX和探索充滿幻想的未來》

The most innovative and intriguing entrepreneur of our time is ushering in a future that's as unexpected and disruptive as the erstwhile future that the PC and then the internet created.
我們這個時代最具創(chuàng)造力、最吸人眼球的創(chuàng)業(yè)家正在開創(chuàng)一個不可思議但又有破壞性的未來，正如之前由個人電腦以及因特網(wǎng)所開啟的那個未來。

"Because of Musk, Americans could wake up in 10 years with the most modern highway in the world: a transit system run by thousands of solar power charging stations and traversed by electric cars……These advances are simultaneously difficult to fathom and seemingly inevitable if Musk can simply buy enough time to make them work."
“托馬斯克的福，美國人在今后的十年里能享受到世界上最現(xiàn)代化的高速公路——它是由成千上萬個太陽能供電站支撐起的交通系統(tǒng)，電動汽車在道路上飛馳……這些進(jìn)步雖令人費解，但如果馬斯克能贏得足夠的時間來使其運作，那么它們看似將成為必然?！?/div>

聲明：本雙語文章的中文翻譯系滬江英語原創(chuàng)內(nèi)容，轉(zhuǎn)載請注明出處。中文翻譯僅代表譯者個人觀點，僅供參考。如有不妥之處，歡迎指正。

2

Get What's Yours: The Secrets to Maxing Out Your Social Security by Laurence J. Kotlikoff, Philip Moeller, and Paul Solman
2. 勞倫斯·J·克特里考夫、菲利普·默勒和保羅·索爾曼《取你應(yīng)得：社會保障最大化的秘密》

Don't activate your Social Security until you're 70. If you're eligible for auxiliary benefits (spousal, childcare), activate your Social Security at age 66, suspend your own benefits until age 70, and meanwhile collect the auxiliary benefits.
70歲再去啟動你的社會保障。倘若你有資格申請到輔助福利（配偶或是兒童看管），在66歲時激活社保，在積蓄這些福利的同時，你自己的福利可以到70歲再領(lǐng)。

"Social Security is, far away, Americans' most important retirement asset. And that's not only true for people of modest means. Middle-income and upper-income households actually have the most to gain, in total amounts, from getting Social Security right. Toting up lifetime benefits, even low-earning couples may be Social Security millionaires……Social Security is a very meaningful income source."
“社會保障從很早以前便是美國人最重要的退休資產(chǎn)。這不僅是對收入微薄的人而言。實際上，中層和上層收入家庭如果合理安排他們的社保，能在總數(shù)上獲得最大回報。若是計算終生的福利總額，即便是收入頗低的夫妻也能通過社保成為百萬富翁……社保是非常有意義的一項收入來源?！?/div>
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3

Losing the Signal: The Untold Story Behind the Extraordinary Rise and Spectacular Fall of BlackBerry by Jacquie McNish and Sean Silcoff
3. 杰基·麥克尼什和肖恩·西爾科夫《失去信號：黑莓離奇崛起與驚人隕落背后不為人知的故事》

A major corporation with a dominating market presence trashes its future due to the hubris and short-sightedness of its executive team.
一家主導(dǎo)市場的大公司由于領(lǐng)導(dǎo)層過于自信、缺乏遠(yuǎn)見而自毀前途。

"BlackBerries meet us fast and efficient, but a little neurotic. The handsets transformed legions of users into addicts. For three days in October 2011, RIM customers were forced to go cold turkey. No BlackBerry. Where did everybody go? When the outage ended, users were as committed as ever to mobile messaging. For Research In Motion, however, it was a different story. RIM was losing the signal to the market it created."
“黑莓以高效和快速的形象呈現(xiàn)于我們眼前，不過它還有些焦慮。黑莓手機(jī)使其各個區(qū)域的用戶對其成癮。在2011年十月，使用RIM公司（總部設(shè)立在加拿大的Research In Motion）生產(chǎn)的黑莓手機(jī)的諸用戶不得不在黑莓連續(xù)3天宕機(jī)后體驗手機(jī)癮被戒的痛苦。黑莓不好使，那大家都去哪呢?當(dāng)人們對此事件的憤怒平息后，黑莓的顧客仍向之前那樣熱衷于移動通信。然而對于RIM公司來說，形勢卻大不如前了。在其開拓出的移動手機(jī)市場，RIM失去了信號?！?/div>
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4

Misbehaving: The Making of Behavioral Economics by Richard H. Thaler
4. 理查德·H·泰勒《行為不端：行為經(jīng)濟(jì)學(xué)的誕生》

Traditional economics assume that people are rational and will act in their own best interests, when in fact people are irrational and frequently make very silly and stupid decisions, both individually and en masse.
傳統(tǒng)的經(jīng)濟(jì)學(xué)假定人們是理性的，且均按自身利益最大化行動。而實際上，人們是非理性的。他們，要么集體，要么個人，經(jīng)常做出極其愚蠢的決定。

"The problem is the model being used by economists (…) which I like to call an Econ for short. Compared to this fictional world of Econs, humans do a lot of misbehaving, and that means that economic models make a lot of bad predictions. Virtually no economists saw the financial crisis of 2007-08 coming, and worse, many thought that both the crash and its aftermath were things that simply could not happen."
“問題在于經(jīng)濟(jì)學(xué)家們使用的模型，（此處省略若干字），我喜歡將其簡稱為‘Econ’。與眾多Econ模型構(gòu)成的虛擬世界相比，人類的許多行為都不端正。而這意味著這些經(jīng)濟(jì)模型會帶來諸多預(yù)測失誤。幾乎沒有經(jīng)濟(jì)學(xué)家預(yù)見到了2007-2008年的金融危機(jī)，而且更糟的是，許多經(jīng)濟(jì)學(xué)家認(rèn)為這場災(zāi)難及其后果本是可以不必發(fā)生的?！?/div>
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5

Red Notice: A True Story of High Finance, Murder, and One Man's Fight for Justice by Bill Browder
5. 比爾·布牢德《紅色通緝令：關(guān)于高級復(fù)雜融資、謀殺和為公正而戰(zhàn)的真實故事》

A real-life account of an American financier who set out to expose corruption, murder, and a criminal conspiracy in Putin's Russia.
這本書是一位美國金融家在他開始披露普京領(lǐng)導(dǎo)的俄羅斯有怎樣的腐敗、謀殺和犯罪密謀后的真實敘述。

"10:45. I really began to panic. 10:51. How could I have been so stupid? Why would an average guy from the South Side of Chicago think he could get away with taking down one Russian oligarch after another? 10:58. Stupid, stupid, stupid! ARROGANT AND STUPID, BILL! ARROGANT AND JUST PLAIN STUPID! 11:02. I'm going to a Russian prison. I'm going to a Russian prison. I'm going to a Russian prison...."
“上午10點45分，真的，我開始慌張了。10點51分，我怎么會這么笨？作為一個來自芝加哥南面，沒有背景的普通男孩，我為什么會認(rèn)為自己在把俄羅斯寡頭政治執(zhí)政者一個個拉下馬后還能平安度日？10點58分，笨蛋！笨蛋！笨蛋！比爾，你這個夜郎自大的家伙！傲慢又平庸的笨家伙！11點02分，我要被抓去俄羅斯坐牢了。我要被抓去俄羅斯坐牢了。我要被抓去俄羅斯坐牢了……”

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6

The Art of the Start 2.0: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything by Guy Kawasaki
8. 蓋伊?川崎《開始的藝術(shù)2.0：對開始做某事歷經(jīng)考驗的指導(dǎo)》

Silicon Valley's top business and marketing guru provides practical step-by-step advice for founding and growing a successful tech startup.
川崎這名硅谷頂級商業(yè)與營銷大師建立并發(fā)展了一家成功的科技新興公司，他在此書中提供了循序漸進(jìn)、可執(zhí)行的步驟。

"It's much easier to do things right from the start than to fix them later. At this stage, you are forming the DNA of your startup, and this genetic code is permanent. By paying attention to a few important issues, you can build the right foundation and free yourself to concentrate on the big challenges."
“比起事后再修補(bǔ)，從最初便把事情做對更簡單。在這一階段呢，你正在構(gòu)建新興公司的DNA（核心），而這一基因序列則是永定的。你可以通過關(guān)注一些重要問題，來組件合適的基金會，任自己將精力放在大挑戰(zhàn)上?！?/div>
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7

Team Genius: The New Science of High-Performing Organizations by Rich Karlgaard and Michael S. Malone
7. 瑞奇·卡加德和邁克爾·S·馬隆《團(tuán)隊天才：機(jī)構(gòu)高性能的新科學(xué)》

The latest scientific research on team behavior reveals that conventional wisdom about teamwork is wishful thinking. This book provides a blueprint for using that research to create more effective teams.
關(guān)于團(tuán)隊表現(xiàn)的最新科學(xué)實驗發(fā)現(xiàn)，團(tuán)隊合作的傳統(tǒng)智慧是理想思維。這本書提供藍(lán)圖來利用這則研究，創(chuàng)造出更有效率的團(tuán)隊。

"Teams are not strictly practical responses to immediate challenges and situations. Teams are at the heart of what it means to be human. Put another way, as human beings, we must form teams. It is encoded in our DNA. It has proved to be the critical factor in the rise of civilization. The human drive to form teams is also a survival mechanism for individuals. The archeological evidence suggests that even the earliest hominids always grouped together to live and hunt."
“從嚴(yán)格意義上講，團(tuán)隊對實時挑戰(zhàn)與情況并沒有實用的反應(yīng)。團(tuán)隊是人類意義的核心。換句話說，我們?nèi)祟惐仨毥M成團(tuán)隊。這被編碼至我們的DNA中，并已證明是文明崛起階段的重要因素。人類組建團(tuán)隊的動力也是個體存活的機(jī)制。有考古證據(jù)表明，甚至最早的遠(yuǎn)古人類也總是聚成一群生活打獵?！?/div>
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8

The Go-Giver, Expanded Edition: A Little Story About a Powerful Business Idea by Bob Burg and John David Mann
8. 鮑伯·柏格和約翰·大衛(wèi)·曼《做一個積極的付出者：關(guān)于強(qiáng)大商業(yè)想法的小故事（擴(kuò)充版）》

Changing your focus from getting to giving--putting others' interests first and continually adding value to their lives--ultimately leads to unexpected returns.
把你的關(guān)注點從獲取轉(zhuǎn)為給予（先考慮他人利益，并不斷給他人增添價值），這終將給你意想不到的回報。

"Go looking for conflict, and you'll find it. Go looking for people to take advantage of you, and they generally will. See the world as a dog-eat-dog place, and you'll always find a bigger dog looking at you as if you're his next meal. Go looking for the best in people, and you'll be amazed at how much talent, ingenuity, empathy, and goodwill you'll find. Ultimately, the world treats you more or less the way you expect to be treated."
“去尋找沖突，你將發(fā)現(xiàn)它。去尋找給你優(yōu)勢的人兒，這些人通常樂意。把這個世界看成弱肉強(qiáng)食的地方，你便總覺得自己將會成為刀俎上的魚肉，任比你強(qiáng)大的人宰割。去發(fā)現(xiàn)人們身上最美的點，你會驚奇于自己在他人身上找到的才能、智慧、共鳴和友善。最終這個世界或多或少會以你想要被對待的方式對待你?！?/div>
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9

The School of Greatness: A Real-World Guide to Living Bigger, Loving Deeper, and Leaving a Legacy by Lewis Howes
9. 路易斯?霍威《偉大一派：活得更風(fēng)光、愛得更深沉、積蓄大筆資產(chǎn)的現(xiàn)實指引》

You can discover your own purpose in life and build effective strategies for achieving it by understanding how other exceptional people have done so in their own lives.
你能找到生活中自己的目標(biāo)，并在了解其他卓越之人是如何達(dá)成目標(biāo)后，為實現(xiàn)它而構(gòu)建有效的策略。

"A vision is the most important step to getting anywhere and achieving anything you want in any area of life. But we also have to be clear about what a vision is. A vision is not just a dream. A powerful vision emerges when we couple our dreams with a clear set of goals. Without both, we are apt to wander in a clueless and purposeless fog, because a dream without goals is just a fantasy. And fantasies are the bad kind of visions--the hallucinogenic kind, not the real kind."
“遠(yuǎn)見極為重要，它讓你能到達(dá)任何地位，并取得生活領(lǐng)域中你想要的任何事物。不過我們也得清楚明白什么是遠(yuǎn)見。遠(yuǎn)見不只是夢想。當(dāng)我們給夢想制定一系列明確的目標(biāo)時，我們便有了強(qiáng)有力的遠(yuǎn)見。如果夢與目標(biāo)兼缺失，我們便會在迷霧中漫無目的、毫無頭緒地瞎逛，因為夢游目標(biāo)的夢只是幻想。而幻想則是不良的遠(yuǎn)見，他讓你迷幻并非真實?！?/div>
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10

Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom, and Wonder by Arianna Huffington
10. 阿麗安娜·哈芬頓《蓬勃發(fā)展: 重新定義成功及打造幸福、 智慧、 繽紛生活的第三標(biāo)準(zhǔn)》

The unrelenting pursuit of success is a trap unless you consciously decide to slow down, create cherished memories, and pursue lifelong passions.
唯有你有意識地放慢腳步、制造珍惜回憶、追求那畢生的熱情，你才能繞開對成功不懈追求的這個陷阱。。

"If we let it, technology can also add a lot of noise and distraction that gets in the way of our most fundamental creative capabilities--instead of freeing us, it can consume us. What we're beginning to recognize now is that success is not always about doing more, but also about doing better--and we do better when we are connected to our inner wisdom, strength, and intuition."
“只要我們縱容，科技也能制造很多喧鬧，使我們分神，從而干擾我們很多基本的創(chuàng)造力?？萍荚诮夥盼覀兊耐瑫r，也能消耗我們。如今我們漸漸意識到的是，成功不總是關(guān)于做得更多，而是做得更好。而當(dāng)我們與內(nèi)心的智慧、優(yōu)勢和靈感相同時，我們能有更好的表現(xiàn)。”

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