英语翻译Odland remembers like it was yesterday working in an expensive French restaurant in Denver.The ice cream he was serving fell onto the white dress of a rich and important woman.Thirty years have passed,but Odland can’t get the memory out

英语翻译Odland remembers like it was yesterday working in an expensive French restaurant in Denver.The ice cream he was serving fell onto the white dress of a rich and important woman.Thirty years have passed,but Odland can’t get the memory out
英语翻译
Odland remembers like it was yesterday working in an expensive French restaurant in Denver.The ice cream he was serving fell onto the white dress of a rich and important woman.
Thirty years have passed,but Odland can’t get the memory out of his mind,nor the woman’s kind reaction（反应）.She was shocked,regained calmness and,in a kind voice,told the young Odland.“It’s OK.It wasn’t your fault.” When she left the restaurant,she also left the future Fortune 500 CEO（总裁）with a life lesson:You can tell a lot about a person by the way he or she treats the waiter.
Odland isn’t the only CEO to have made this discovery.Rather,it seems to be one of those few laws of the land that every CEO learns on the way up.It’s hard to get a dozen CEO’s to agree about anything,but most agree with the Waiter Rule.They say how others treat the CEO says nothing.But how others treat the waiter is like a window into the soul.
Watch out for anyone who pulls out the power card to say something like,“I could but this place and fire you,” or “I know the owner and I could have you fired.” Those who say such things have shown more about their character（人品）than about their wealth and power.
The CEO who came up with it,or at least first wrote it down,is Raytheon CEO Bill Swanson.He wrote a best-selling book called Swanson’s Unwritten Rules of Management.
“A person who is nice to you but rude to the waiter,or to others,is not a nice person,” Swanson says.“I will never offer a job to the person who is sweet to the boss but turns rude to someone cleaning the tables.”

英语翻译Odland remembers like it was yesterday working in an expensive French restaurant in Denver.The ice cream he was serving fell onto the white dress of a rich and important woman.Thirty years have passed,but Odland can’t get the memory out
奥德兰德回忆,就像是在昨天的工作,在一个昂贵的法国餐厅在丹佛举行.冰淇淋,他在职跌在地上,白色婚纱的丰富和重要的女人.
三十年过去了,但奥德兰德无法得到记忆了他的心,也不是女人的一种反应（反应） .她感到震惊,重拾冷静,并在一种声音,告诉年轻人奥德兰德."没问题.这是不是你的错,"当她离开餐厅,她也留下了未来的财富500强企业的CEO （总裁） ,以生命的教训：你能告诉了很多关于一个人,由他或她待人侍应生.
奥德兰德不是唯一的总裁兼首席执行官,以取得这一发现.相反,它似乎是这样一种那几个土地法,每个首席执行官学上的方法了.它的难求十多位行政总裁的同意什么,但大多数人同意侍应生统治.他们说,别人怎样对待行政总裁则只字未提.但别人怎样对待侍应生就像一个窗口,成为灵魂.
提防任何人退出权力卡这样说,"我可以,但这个地方和消防你" ,或"我知道主人,我可以有你开火" ,谁在说这样的事情都表现出更多地了解他们的品格（人品） ,比他们的财富和权力.
该公司首席执行官,他们想出了它,或者至少是第一次写下来,是雷神公司的首席执行官Bill Swanson的.他写了一本畅销书中所谓Swanson的不成文的规则管理.
"一个人是好的你,但粗鲁的侍应生,或以他人的,并不是一个很好的人,"斯万说."我永远不会提供一个工作的人是甜的,以老板,但原来粗鲁有人打扫表" .