求英语大神翻译一下,谢谢啦

~ AS I SEE IT: WHAT I DO

In reflecting upon what it is I do as a manager in the hospitality industry, it’s clear that there are the tasks that I must complete, and then there is all the other stuff. Throughout our careers, there are always plenty of duties that we’re responsible for completing and that are important to our business. These processes are typically mandated by operational need, fiduciary responsibility, or regulatory requirement. The manner in which virtually all of these tasks are completed is typically inflexible and requires little or no creativity. It’s unlikely that one’s professional success will come from one’s ability to perform these duties successfully.

THE OTHER STUFF

The swirled, chocolaty surface of a 3 Musketeers bar is not unlike that of any other candy bar; it’s the fluffy stuff inside that makes it unique. We’re not sure exactly what it is, but it sure is good and differentiates it from the others. That’s the other stuff. That’s what I spend most of my time focusing on and constantly working to improve. That other stuff is leadership. There’s a world of people smarter than me who have written books on this subject, so I certainly don’t profess to have any of the answers. What I can share with you is what the zigs and zags of my career path have taught me.

IF IT WEREN’T HARD, EVERYONE WOULD DO IT

It’s called leadership, not maintainer ship. Leadership is about leading. It’s being proactive rather than reactive. It’s being out ahead of challenges, as opposed to chasing them. It’s about truly being engaged in and passionate about your work. It’s about wanting to be and working toward being the best. As I walk the resort and interact with our employees and guests, I attempt to be aware of the challenges that each of the operations is facing. What are they proud of that they should be recognized for? What barriers are preventing them from continuing to improvement? What might be around the corner that we’re not aware of yet? What’s important to our guests? What can we do, for our guests and employees, to make us better than our competition? How can we meet our employees’ developmental needs? Woven into all of these questions and what should always be factored into the answers are people—individuals with diverse backgrounds, varying opinions, and different needs. As a leader, I must be able to recognize those differences and respond appropriately to each of them. Being skilled at listening is just as important as leading. How can one answer without knowing the questions? In a 24/7 industry like ours, this interaction and these questions never stop. Early in my career, when I was a shift manager, a clear line divided work time and off time. After my ten-hour day, the hotel and I went our separate ways until I was back for my next shift. In more senior leadership roles, this line is no longer as clear. Especially in the age of the Blackberry, that line can completely disappear.

依我之见:我做什么

回顾过去这是我做的是在酒店业管理者,很明显有被共同合作,我必须完成的任务,再有就是所有其他的东西。纵观我们的事业,总是有很多职责Có我们负责完成和诚实对我们的业务是很重要的。这些过程由通常工作需要,信托责任Fi或监管要求授权。在其中几乎所有的任务都完成的方式是những通常需要很少或根本没有不灵活和创造力。这是不太可能Có一个人事业上的成功将来自一个人的能力,成功地thựcnhững职责。

其他的东西

3三剑客条的盘旋,巧克力表面不与任何其他的直板CUA;它的蓬松的东西卧底没有唯一。我们不知道它究竟是什么,但可以肯定的是好的,并从他人的区别吧。这是其他的东西。这就是我花了我大部分时间关注并致力于不断完善。其他的东西就是领导。还有谁对这个问题GHI煤炭我买书更聪明的人的世界里,我当然不自称比任何答案。我可以与大家分享是我职业生涯的zigs和牛头犬教我。

如果不是辛苦,每个人会做

这是印度政府的领导,而不是người宝三船。领导就是领导左右。它正在积极主动,而反应煤。它未来的挑战中被淘汰,而不是追着说。这是关于真正正在和热爱你的工作ENGAGED。想成为它的关于是最好的,走向合作。当我走的度假胜地,并与我们的员工和客人的互动,我周四Có知道面对每个操作是面临的挑战。什么是他们引以为傲的共同涌NEN仁?有什么障碍阻止继续加入到改善?什么可能是在拐角Có我们不知道吗?什么是重要的是我们的客人?我们可以做些什么,为我们的客人和员工,使我们比我们的竞争对手更好?我们怎样才能满足员工的发展需要?织成所有提出的问题những,哪些应该始终纳入答案是不同的人,用的背景的人,不同的意见,并khác需求。作为一个领导者,我必须NHAN的和响应适当地nhữngHIEU莫伊说。作为善于倾听是一样领先同样重要。一个人怎么能回答不知道提出的问题?
24/7行业像我们这样的,这种互动和những质询永远不会停止。早在我的职业生涯,我是值班经理川崎,线条清晰的工作时间和关闭时间划分。我10小时一天之后,酒店,我去了,直到我CACH嘉我们我的下一个转移回来。在更高层领导的角色,这条线是不再像以前那样清晰。尤其是在黑莓时代,该行可完全消失。

any racy and pungent gossip I chose to indulge in; while,

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