EXCLUSIVE: Former Sprint CEO Dan Hesse On Going From Cleaning Sewers To Leading Billion-Dollar Tech Companies
EXCLUSIVE: Former Sprint CEO Dan Hesse On Going From Cleaning Sewers To Leading Billion-Dollar Tech Companies
Dan Hesse has led several telecommunications companies, including helping lead the transition of Sprint and Nextel merging to become one unified company. Hesse shared more on his time pushing the company forward during an appearance on the "Raz Report" podcast.
丹·黑森曾領導多家電信公司，包括幫助領導Sprint和Nextel合併爲一家統一的公司。黑森在 “Raz Report” 播客中露面時分享了更多關於他推動公司向前發展的經歷。
Leading Sprint Nextel Turnaround: Now serving as the chairman of Akami Technologies (NASDAQ:AKAM), Hesse might be best known for his role as CEO of Sprint from December 2008 to August 2014.
領導Sprint Nextel的轉型：黑森現在擔任Akami Technologies（納斯達克股票代碼：AKAM）的董事長，最出名的可能是他在2008年12月至2014年8月期間擔任Sprint首席執行官的角色。
Hesse took on the role shortly after the telecommunications companies Sprint and Nextel had merged to form Sprint Nextel Corporation.
在電信公司Sprint和Nextel合併成立Sprint Nextel公司後不久，黑森上任了該職務。
When he took on the role, Hesse said there were two headquarters, two companies, half the board members from Sprint and half the board members from Nextel. More importantly and potentially harmful, was two different cultures being followed by employees and directors, Hesse said.
黑森在上任時說，有兩個總部，兩家公司，一半的董事會成員來自Sprint，一半的董事會成員來自Nextel。黑森說，更重要且可能有害的是員工和董事遵循兩種不同的文化。
"It turned out to be an opportunity," Hesse said.
黑森說：“事實證明這是一個機會。”
The former Sprint CEO said both companies had good cultures and he wanted to use attributes from both.
這位前Sprint首席執行官表示，兩家公司都有良好的文化，他想利用兩家公司的特徵。
"We are not going to survive with two cultures," Hesse said in an all-employee meeting.
黑森在一次全體員工會議上說：“我們無法在兩種文化下生存。”
Hesse wrote down 20 attributes he thought were the best and asked for people to vote on them, with the exception of one attribute he would use no matter what: accountability.
黑森寫下了他認爲最好的20個屬性，並要求人們對這些屬性進行投票，唯一的例外是他無論如何都會使用的屬性：問責制。
"The culture, I'm accountable for that as CEO. I'm accountable for it."
“文化，作爲首席執行官，我對此負責。我對此負責。”
Hesse said that for the CEO role of a company three of the most important items are figuring out strategy, figuring out who your team is going to be and the culture of the company, or the how.
黑森說，對於公司的首席執行官一職來說，最重要的三個項目是制定戰略、弄清楚你的團隊將成爲誰以及公司的文化，或者如何做。
The former Sprint CEO says culture may have been the number one reason he was able to help Sprint turnaround.
這位前Sprint首席執行官表示，文化可能是他能夠幫助Sprint扭轉局面的首要原因。
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Being Resourceful In Life: Getting started in the telecommunications sector was a matter of luck and being resourceful, or as Hesse called it, a moment of "serendipity."
生活中的足智多謀：電信行業的起步取決於運氣和足智多謀，或者像黑森所說的那樣，是一個 “偶然” 的時刻。
To begin his career at AT&T, a company known for having the best summer internships, Hesse had to recruit his sister to get him an application from the company. Hesse knew that AT&T only interviewed people at Harvard and Wharton at the time and he was at Cornell.
爲了在以暑期實習最好的AT＆T而聞名的公司開始他的職業生涯，黑森必須招募姐姐爲他申請該公司的申請。黑森知道當時AT＆T只採訪了哈佛和沃頓商學院的人，而他在康奈爾大學。
His quick thinking to get an application filled out and turned in impressed a hiring manager to call him and ask where he got the application from and he was later hired.
他敏捷地想着填寫申請表並上交給招聘經理留下了深刻的印象，他打電話給他，詢問他從哪裏得到申請，後來他被錄用了。
Getting into the telecommunications sector could also be pure luck for Hesse, a man who once worked cleaning sewers in New York.
對於曾經在紐約從事下水道清潔工作的黑森來說，進入電信領域也可能是純粹的運氣。
Hesse told Benzinga that it was a union job and he had it while he was going to college and his father was stationed in Queens.
黑森告訴本辛加，這是一份工會工作，他在上大學時有這份工作，父親駐紮在皇后區。
The job paid $10 an hour, which was "good money back then" in the '70s, Hesse recalled.
黑森回憶說，這份工作每小時工資10美元，在70年代，這是 “當時的好錢”。
"It was a really dirty, hard job, but it paid well. That's why I did it and I was very happy to have it," Hesse said.
“這是一項非常骯髒、艱苦的工作，但薪水卻很高。這就是我這樣做的原因，我很高興有它，” 黑森說。
譯文內容由第三人軟體翻譯。