?。▉?lái)源：滬江英語(yǔ)）　

　　Elon Musk： Tesla， SpaceX， and the Quest for a Fantastic Future by Ashlee Vance

　　1。 阿什利·萬(wàn)斯《伊隆·馬斯克：特斯拉、SpaceX和探索充滿(mǎn)幻想的未來(lái)》

　　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(gè)時(shí)代最具創(chuàng)造力、最吸人眼球的創(chuàng)業(yè)家正在開(kāi)創(chuàng)一個(gè)不可思議但又有破壞性的未來(lái)，正如之前由個(gè)人電腦以及因特網(wǎng)所開(kāi)啟的那個(gè)未來(lái)。

　　“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(guó)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(wàn)個(gè)太陽(yáng)能供電站支撐起的交通系統(tǒng)，電動(dòng)汽車(chē)在道路上飛馳……這些進(jìn)步雖令人費(fèi)解，但如果馬斯克能贏得足夠的時(shí)間來(lái)使其運(yùn)作，那么它們看似將成為必然。”

　　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(huì)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(dòng)你的社會(huì)保障。倘若你有資格申請(qǐng)到輔助福利（配偶或是兒童看管），在66歲時(shí)激活社保，在積蓄這些福利的同時(shí)，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(huì)保障從很早以前便是美國(guó)人最重要的退休資產(chǎn)。這不僅是對(duì)收入微薄的人而言。實(shí)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(bào)。若是計(jì)算終生的福利總額，即便是收入頗低的夫妻也能通過(guò)社保成為百萬(wàn)富翁……社保是非常有意義的一項(xiàng)收入來(lái)源。”

　　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(hào)：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(chǎng)的大公司由于領(lǐng)導(dǎo)層過(guò)于自信、缺乏遠(yuǎn)見(jiàn)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(guò)它還有些焦慮。黑莓手機(jī)使其各個(gè)區(qū)域的用戶(hù)對(duì)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(hù)不得不在黑莓連續(xù)3天宕機(jī)后體驗(yàn)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(duì)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(dòng)通信。然而對(duì)于RIM公司來(lái)說(shuō)，形勢(shì)卻大不如前了。在其開(kāi)拓出的移動(dòng)手機(jī)市場(chǎng)，RIM失去了信號(hào)。”

　　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(dòng)。而實(shí)際上，人們是非理性的。他們，要么集體，要么個(gè)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(wèn)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(jiǎn)稱(chēng)為‘Econ’。與眾多Econ模型構(gòu)成的虛擬世界相比，人類(lèi)的許多行為都不端正。而這意味著這些經(jīng)濟(jì)模型會(huì)帶來(lái)諸多預(yù)測(cè)失誤。幾乎沒(méi)有經(jīng)濟(jì)學(xué)家預(yù)見(jiàn)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(chǎng)災(zāi)難及其后果本是可以不必發(fā)生的。”

　　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(jí)復(fù)雜融資、謀殺和為公正而戰(zhàn)的真實(shí)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(shū)是一位美國(guó)金融家在他開(kāi)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(shí)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(diǎn)45分，真的，我開(kāi)始慌張了。10點(diǎn)51分，我怎么會(huì)這么笨？作為一個(gè)來(lái)自芝加哥南面，沒(méi)有背景的普通男孩，我為什么會(huì)認(rèn)為自己在把俄羅斯寡頭政治執(zhí)政者一個(gè)個(gè)拉下馬后還能平安度日？10點(diǎn)58分，笨蛋！笨蛋！笨蛋！比爾，你這個(gè)夜郎自大的家伙！傲慢又平庸的笨家伙！11點(diǎn)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……”

　　　The Art of the Start 2.0： The Time-Tested， Battle-Hardened Guide for Anyone Starting Anything by Guy Kawasaki

　　6。 蓋伊?川崎《開(kāi)始的藝術(shù)2.0：對(duì)開(kāi)始做某事歷經(jīng)考驗(yàn)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(jí)商業(yè)與營(yíng)銷(xiāo)大師建立并發(fā)展了一家成功的科技新興公司，他在此書(shū)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(duì)更簡(jiǎn)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(guò)關(guān)注一些重要問(wèn)題，來(lái)組件合適的基金會(huì)，任自己將精力放在大挑戰(zhàn)上。”

　　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(duì)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(duì)表現(xiàn)的最新科學(xué)實(shí)驗(yàn)發(fā)現(xiàn)，團(tuán)隊(duì)合作的傳統(tǒng)智慧是理想思維。這本書(shū)提供藍(lán)圖來(lái)利用這則研究，創(chuàng)造出更有效率的團(tuán)隊(duì)。

　　“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(duì)對(duì)實(shí)時(shí)挑戰(zhàn)與情況并沒(méi)有實(shí)用的反應(yīng)。團(tuán)隊(duì)是人類(lèi)意義的核心。換句話(huà)說(shuō)，我們?nèi)祟?lèi)必須組成團(tuán)隊(duì)。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(lèi)組建團(tuán)隊(duì)的動(dòng)力也是個(gè)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(lèi)也總是聚成一群生活打獵。”

　　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(gè)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(diǎn)從獲取轉(zhuǎn)為給予（先考慮他人利益，并不斷給他人增添價(jià)值），這終將給你意想不到的回報(bào)。

　　“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(shì)的人兒，這些人通常樂(lè)意。把這個(gè)世界看成弱肉強(qiáng)食的地方，你便總覺(jué)得自己將會(huì)成為刀俎上的魚(yú)肉，任比你強(qiáng)大的人宰割。去發(fā)現(xiàn)人們身上最美的點(diǎn)，你會(huì)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(gè)世界或多或少會(huì)以你想要被對(duì)待的方式對(duì)待你。”

　　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(ài)得更深沉、積蓄大筆資產(chǎn)的現(xiàn)實(shí)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(shí)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(jiàn)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(guò)我們也得清楚明白什么是遠(yuǎn)見(jiàn)。遠(yuǎn)見(jiàn)不只是夢(mèng)想。當(dāng)我們給夢(mèng)想制定一系列明確的目標(biāo)時(shí)，我們便有了強(qiáng)有力的遠(yuǎn)見(jiàn)。如果夢(mèng)與目標(biāo)兼缺失，我們便會(huì)在迷霧中漫無(wú)目的、毫無(wú)頭緒地瞎逛，因?yàn)閴?mèng)游目標(biāo)的夢(mèng)只是幻想。而幻想則是不良的遠(yuǎn)見(jiàn)，他讓你迷幻并非真實(shí)。”

　　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(shí)地放慢腳步、制造珍惜回憶、追求那畢生的熱情，你才能繞開(kāi)對(duì)成功不懈追求的這個(gè)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(shí)，也能消耗我們。如今我們漸漸意識(shí)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(shì)和靈感相同時(shí)，我們能有更好的表現(xiàn)。”