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No textbook can prepare you for being in charge of people for the first time. All the plans you made in the glow of promotion to manager collapse in those early days with the realisation that people do not always do what you tell them to do. 没有哪本教科书能让初为管理者的你做好准备。你在升任经理的欣喜中制定的所有计划都会在最初的几天轰然倒塌，因为你意识到，人们不会总是照办你的指令。 There are two accepted ways to deal with this. You can try to enforce your will or you can accept that your team know their jobs and allow them to get on with it. 处理这种情况有两种公认的方法。你可以尝试强制执行你的意志，或者你可以接受这一点：团队成员懂自己的工作，不如让他们放手去做。 Douglas McGregor called these approaches Theory X and Theory Y. You may not have heard of McGregor or his book The Human Side of Enterprise. But whether you have heard of him or not, you probably manage, or are managed, according to one of his two theories. 道格拉斯•麦格雷戈(Douglas McGregor)把这两种方法称为X理论和Y理论。你可能没有听说过麦格雷戈或者他的著作《企业的人性面》(The Human Side of Enterprise)。但不管你听过还是没听过，你管理他人或者被管理的方式，很可能正是基于他的两种理论的其中之一。 What are Theory X and Theory Y? Theory X assumes people do not particularly want to work and need to be “coerced, controlled, directed, and threatened with punishment”. | 
