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Jobs's intensity was also evident in his ability to focus.
乔布斯的极致还表现在他的专注力上。
He would set priorities, aim his laser attention on them, and filter out distractions.
他会设定优先级，把他激光般的注意力对准目标，把分散精力的事情都过滤掉。
If something engaged him -- the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store -- he was relentless.
如果他开始做某件事--麦金塔早期的用户界面，iPod和iPhone的设计，把音乐公司引进iTunes商店--他就会非常专注。
But if he did not want to deal with something -- a legal annoyance, a business issue, his cancer diagnosis, a family tug—he would resolutely ignore it.
但是如果他不想处理某件事--法律纠纷，业务事项，他的癌症诊断，某件家事--则会坚决地忽视它。
That focus allowed him to say no. He got Apple back on track by cutting all except a few core products.
那种专注使他能够说不。他只保留几个核心产品，砍掉一切其他业务，让苹果回到正轨。
He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options.
他剔除按键让电子设备简单化，剔除功能让软件简单化，剔除选项让界面简单化。
He attributed his ability to focus and his love of simplicity to his Zen training.
他把这种专注的能力和对简洁的热爱归功于他的禅修。
It honed his appreciation for intuition, showed him how to filter out anything that was distracting or unnecessary, and nurtured in him an aesthetic based on minimalism.
禅修增强了他对直觉的信赖，教他如何过滤掉任何分散精力或不必要的事情，在他身上培养出了一种基于至简主义的审美观。
Unfortunately his Zen training never quite produced in him a Zen-like calm or inner serenity, and that too is part of his legacy.
遗憾的是，禅修未能使他产生一种禅意的平静或内心的平和，而这一缺憾也是他遗产的一部分。
He was often tightly coiled and impatient, traits he made no effort to hide.
他常常深深地纠结和不耐烦，这些个性他也无意掩饰。
Most people have a regulator between their mind and mouth that modulates their brutish sentiments and spikiest impulses.
大部分人在大脑与嘴巴之间都有个调节器，可以调整他们粗野的想法和易怒的冲动。
Not Jobs. He made a point of being brutally honest.
乔布斯可不是。他很看重自己残酷诚实的一面。
"My job is to say when something sucks rather than sugarcoat it," he said.
“我的责任是当事情搞砸了的时候说实话而不是粉饰太平。”他说。
This made him charismatic and inspiring, yet also, to use the technical term, an asshole at times.
这一点使他富有魅力又能鼓舞人心，但也使他有时候，用技术词汇来说，像个浑蛋。
Andy Hertzfeld once told me, "The one question I'd truly love Steve to answer is, 'Why are you sometimes so mean?'"
安迪·赫茨菲尔德有一次告诉我：“我真的特别想让史蒂夫回答的一个问题是，‘为什么你有时候要那么刻薄呢？’”
Even his family members wondered whether he simply lacked the filter that restrains people from venting their wounding thoughts or willfully bypassed it.
甚至乔布斯的家人都奇怪，他到底是先天缺少能避免乱箭伤人的过滤机能呢，还是有意回避了那个机能。
Jobs claimed it was the former.
乔布斯称是前一种。
"This is who I am, and you can't expect me to be someone I'm not," he replied when I asked him the question.
“我就是我，你不能期待我成为另外一个人。”在我问这个问题时，他回答说。
But I think he actually could have controlled himself, if he had wanted.
但我认为他其实本来可以控制自己，如果他想的话。
When he hurt people, it was not because he was lacking in emotional awareness.
当他伤害别人时，并不是因为他感情上意识不到。
Quite the contrary: He could size people up, understand their inner thoughts, and know how to relate to them, cajole them, or hurt them at will.
正相反，他可以把人看透，明白他们内心的想法，知道如何随心所欲地结交他们，诱惑他们，伤害他们。
The nasty edge to his personality was not necessary. It hindered him more than it helped him. But it did, at times, serve a purpose.
其实乔布斯人格中令人不快的一面并非必要。那对他的阻碍大于帮助。但有时候那确实能达到某种目的。
Polite and velvety leaders, who take care to avoid bruising others, are generally not as effective at forcing change.
礼貌圆滑、会小心不去伤害别人的领导者，在推动变革时一般都没那么有效。
Dozens of the colleagues whom Jobs most abused ended their litany of horror stories by saying that he got them to do things they never dreamed possible.
数十名被乔布斯辱骂得最厉害的同事在讲述他们冗长的悲惨故事时，最后都会说，他使他们做到了做梦都没想到的事情。
And he created a corporation crammed with A players.
他创建了一个里面都是一流人才的公司。
