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2011年 10月 06日 14:42蒂夫?喬布斯（SteveJobs）是天才，他對多個產(chǎn)業(yè)和幾十億人的生活都產(chǎn)生了巨大影響，自從他今年八月辭去蘋果公司（Apple）首席執(zhí)行長以來，有關(guān)他的文章已經(jīng)數(shù)不勝數(shù)。他是一位可與托馬斯?愛迪生（Thomas Edison）或亨利?福特（Henry Ford）比肩的歷史人物。

他做了一名首席執(zhí)行長應(yīng)該做的事。他聘用和啟發(fā)了許多優(yōu)秀的人；他立足于長遠(yuǎn)來管理公司，而不是把眼光只鎖定在季度收益或短期股價(jià)上；他在業(yè)務(wù)上押下重注并承擔(dān)了巨大風(fēng)險(xiǎn)。他堅(jiān)持要求產(chǎn)品必須有最好的質(zhì)量，堅(jiān)持要求要為取悅和充分滿足實(shí)際用戶的需求來生產(chǎn)產(chǎn)品，而不是把滿足企業(yè)IT部門負(fù)責(zé)人等中間用戶的需求擺在首位。就像他喜歡說的那樣，他生活在科技與人文科學(xué)的交匯點(diǎn)上。

而且他很會推銷。是的，他真會推銷。

當(dāng)然，喬布斯有更具個性化的一面，而我則有幸對此有所了解，因?yàn)樵谒麍?zhí)掌蘋果公司的14年時間里，我曾與他先后交談過很多。從以下幾個故事里可以了解我所認(rèn)識的喬布斯。

喬布斯把電話打到我家

喬布斯在中途離開蘋果公司以前我并不認(rèn)識他。那時我還不報(bào)道科技領(lǐng)域。在喬布斯離開蘋果的那段時間我只與他見過一次面。他在1997年重返蘋果后幾天開始給我打電話，而且是在周日晚上。他連續(xù)四、五個周末在周日夜間往我家里打電話。作為一名老記者，我知道他想取悅我，好讓我站在當(dāng)時舉步維艱的蘋果公司一邊，我曾經(jīng)推薦過蘋果的產(chǎn)品，但喬布斯給我打電話前不久我曾建議讀者們不要買蘋果的產(chǎn)品。

但喬布斯在電話里并不只是說蘋果公司的好話。我們的電話交談變成了長達(dá)90分鐘的內(nèi)容廣泛的馬拉松式漫談，這種交談讓我了解了喬布斯的眾多側(cè)面。他前一分鐘還在和我談有關(guān)數(shù)字革命的宏大觀點(diǎn)，接下來卻把話題轉(zhuǎn)向了蘋果公司眼下的產(chǎn)品為何如此糟糕以及某種顏色、角度、曲線或圖標(biāo)是如何地令人難為情。

在他第二次打來電話后，我妻子開始對他在周末打來這種騷擾電話表示不滿。我卻不這樣覺得。

在后來的電話中，他有時會抱怨我對蘋果產(chǎn)品的某些評論，或是這些評論的部分內(nèi)容──不過，說實(shí)話，我對將蘋果公司的大多數(shù)產(chǎn)品推薦給并非“科技達(dá)人”的普通消費(fèi)者感到很放心。

我知道他會抱怨，因?yàn)樗看未螂娫挼拈_場白都是：你好，沃爾特。我給你打電話不是要抱怨今天的專欄，不過如果可以的話，我有一些評論。

樂觀主義者

我無從知道喬布斯在1997和1998年蘋果最黑暗的日子里怎樣跟他的團(tuán)隊(duì)溝通，當(dāng)時蘋果公司岌岌可危，他不得不向主要競爭對手微軟(Microsoft)求助。他當(dāng)然有難以相處、反復(fù)無常的一面，而且我也認(rèn)為，不管是當(dāng)時還是后來，這一面都在蘋果公司內(nèi)外展現(xiàn)出來了。

但我可以誠實(shí)地說，在我跟他的多次談話中，他表現(xiàn)出的最主要的語氣是樂觀和確定，對于蘋果公司以及整體上的數(shù)字革命都是如此。就在他告訴我，他想讓音樂業(yè)同意他出售數(shù)碼歌曲或是與競爭對手角力所面臨的種種困境時，至少在我面前，他的語調(diào)總是充滿耐心和遠(yuǎn)見。

當(dāng)蘋果開設(shè)第一家零售專賣店時，他的這種特質(zhì)得以展現(xiàn)。他組織媒體記者參觀，對專賣店的自豪之情溢于言表，就像個為第一個孩子而驕傲的父親。我當(dāng)時評論說，肯定只會有寥寥幾家門店，并質(zhì)疑蘋果對零售有何了解。他看著我，就像我是個瘋子一樣，他說，會有很多很多門店，而且蘋果公司已經(jīng)花了一年時間，在一個秘密地點(diǎn)利用模型來調(diào)整門店布局。我曾打趣式地問喬布斯，他是否曾在從事首席執(zhí)行長的繁重工作之余，撥冗來拍板產(chǎn)品玻璃的透明度和木質(zhì)材料的顏色等細(xì)節(jié)小事。他說，當(dāng)然了，就是這樣。

揭開蘋果產(chǎn)品的神秘面紗

有時候，但并不總是，他會邀請我去看蘋果公司某些尚未對外界公布的重磅產(chǎn)品。他或許也讓其他記者去看過。這種時候我們會在一間巨大的會議室里碰面，同時在場的只有他少數(shù)幾名助手。喬布斯會堅(jiān)持用布把這些新產(chǎn)品蓋?。词故窃谒较聢龊希?，然后他會像玩雜耍般把幕布揭開，這時他眼里閃著光，聲音里充滿著激情。接著我們會坐下來長時間地談?wù)摤F(xiàn)在和未來，以及行業(yè)內(nèi)的逸聞趣事。

我仍然記得他向我展示蘋果公司首款iPod那天的情況。我對一家電腦公司居然涉足音樂播放器領(lǐng)域感到吃驚，而他則解釋說，他將蘋果視為一家數(shù)字產(chǎn)品公司，而不是一家電腦公司。他并沒有就此提供更多細(xì)節(jié)。喬布斯向我展示蘋果公司的iPhone手機(jī)、iTunes音樂網(wǎng)店時也是這種情況。后來到iPad平板電腦時，他是讓我去他家里看尚未展現(xiàn)給世人的iPad的，因?yàn)樗菚r已經(jīng)病重得不能去辦公室了。

地獄里的冰水

在第五屆“全數(shù)字化大會”（All Things Digital Conference）上，喬布斯和他的長期競爭對手──才華橫溢的比爾?蓋茨（Bill Gates）出人意料地同意一同出席，這是他倆第一次同在一個講臺上接受長時間的采訪。但這次訪談幾乎沒有搞成。

那天早些時候，在蓋茨到來前，我在講臺上單獨(dú)采訪了喬布斯，問他作為一名Windows應(yīng)用程序的主要開發(fā)商有何感想，我之所以這樣問，是因?yàn)槟菚r蘋果iTunes網(wǎng)店出售的應(yīng)用程序已被安裝在了數(shù)億臺Windows個人電腦中。

喬布斯語帶嘲諷地說，這就像是給身處地獄的某人送去一杯冰水。當(dāng)蓋茨隨后到來并聽到這話時，他很自然地感到憤怒。在正式開始接受采訪前的見面中，蓋茨對喬布斯說，“所以我猜自己是來自地獄的代表?！?br>
喬布斯遞了一瓶冰水給蓋茨，兩人間的僵局就此打破，隨后的采訪進(jìn)行得很成功，兩個人表現(xiàn)得都像氣度非凡的政治家。采訪結(jié)束時，聽眾們起身長時間鼓掌，一些人還流出了眼淚。

那一次散步

喬布斯接受肝臟移植后在帕洛阿爾托的家中休養(yǎng)期間，他邀請我去聊聊。那次拜訪最終歷時三個小時，其間我們還一同散步去了附近的一家公園。他堅(jiān)持要散步，雖然我擔(dān)心他虛弱的身材狀況。

他解釋說，他每天散步，而且每天為自己設(shè)定一個更遠(yuǎn)的目標(biāo)，而那一天他的目標(biāo)就是鄰近的那個公園。我們邊走邊聊，突然，他停下腳步，看上去情況不妙。我懇求他掉頭回家，解釋說我不懂急救，而且甚至能想象媒體的大標(biāo)題：無能記者任由喬布斯倒斃路旁。

但他大笑著拒絕了我的要求，歇了一會兒后，繼續(xù)向公園進(jìn)發(fā)。我們坐在公園里的長椅上，談起人生、各自的家庭以及病痛。（幾年前我曾經(jīng)心臟病發(fā)作。）他告誡我要保持身體健康。然后我們走了回去。

喬布斯那天沒出事，我永遠(yuǎn)都為此感到欣慰。但現(xiàn)在他真地離開了，而且如此年輕，這是全世界的損失。

Mossberg: The Steve Jobs I Knew

That Steve Jobs was a genius, a giant influence on multiple industriesand billions of lives, has been written many times since he retired asApple''s chief executive in August. He was a historical figure on thescale of a Thomas Edison or Henry Ford.

He did what a CEO should.He hired and inspired great people; managed for the long term, not thequarter or the short-term stock price; made big bets and took big risks.He insisted on the highest product quality and on building things todelight and empower actual users, not intermediaries like corporate ITdirectors. As he liked to say, he lived at the intersection oftechnology and liberal arts.

And he could sell. Man, he could sell.

Butthere was a more personal side of Steve Jobs, of course, and I wasfortunate enough to see a bit of it, because I spent hours inconversation with him, over the 14 years he ran Apple. Here are a fewstories that illustrate the man as I knew him.

The Phone Calls

Inever knew Steve when he was first at Apple. I wasn''t coveringtechnology then. And I only met him once between his stints at thecompany. Within days of his return in 1997 he began calling my house, onSunday nights, for four or five straight weekends. As a veteranreporter, I knew he wanted to flatter me, to get me on the side of ateetering company whose products I had once recommended, but hadrecently advised readers to avoid.

Yet there was more to thecalls than that. They turned into marathon, 90-minute, wide-ranging,off-the-record discussions that revealed to me the stunning breadth ofthe man. One minute he''d be talking about sweeping ideas for the digitalrevolution. The next about why Apple''s current products were awful, andhow a color, or angle, or curve, or icon was embarrassing.

After the second such call, my wife became annoyed at the intrusion he was making in our weekend. I wasn''t.

Later,he''d sometimes call to complain about some reviews, or parts of reviews-- though, in truth, I felt very comfortable recommending most of hisproducts for the average, non-techie consumers.

I knew he wouldbe complaining because he''d start every call by saying ''Hi, Walt. I''mnot calling to complain about today''s column, but I have some comments,if that''s okay.''

The Optimist

I have no way ofknowing how Steve talked to his team during Apple''s darkest days in 1997and 1998, when the company was on the brink and he was forced to turnto archrival Microsoft for a rescue. He certainly had a nasty, mercurialside to him, and I expect that, then and later, it emerged inside andoutside the company

But I can honestly say that, in my manyconversations with him, the dominant tone he struck was optimism andcertainty, both for Apple and for the digital revolution as a whole.Even when he was telling me about his struggles to get the musicindustry to let him sell digital songs, or griping about competitors, atleast in my presence, his tone was always marked by patience and along-term view.

This quality was on display when Apple opened itsfirst retail store. He conducted a press tour for journalists, as proudof the store as a father is of his first child. I commented that,surely, there''d only be a few stores, and asked what Apple knew aboutretailing. He looked at me like I was crazy, said there''d be many, manystores, and that the company had spent a year tweaking the layout of thestores, using a mockup at a secret location.***I teased him by askingif he, personally, despite his hard duties as CEO, had approved tinydetails like the translucency of the glass and the color of the wood. Hesaid he had, of course.

The Product Unveilings

Sometimes,not always, he''d invite me in to see certain big products before heunveiled them to the world. He may have done the same with otherjournalists. We''d meet in a giant boardroom, with just a few of hisaides present, and he''d insist─even in private─ on covering the newgadgets with cloths and then uncovering them like the showman he was, agleam in his eye and passion in his voice. We''d then often sit down for along, long discussion of the present, the future, and industry gossip.

Istill remember the day he showed me the first iPod. I was amazed that acomputer company would branch off into music players, but he explained,without giving any specifics away, that he saw Apple as a digitalproducts company, not a computer company. It was the same with theiPhone, the iTunes music store, and later the iPad, which he asked me tohis home to see, because he was too ill at the time to go to theoffice.

Ice Water in Hell

For our fifth All ThingsDigital Conference, both Steve and his longtime rival, the brilliantBill Gates, surprisingly agreed to a joint appearance, their firstextended onstage joint interview ever. But it almost got derailed.

Earlierin the day, before Gates arrived, I did a solo onstage interview withJobs, and asked him what it was like to be a major Windows developer,since Apple''s iTunes program was by then installed on hundreds ofmillions of Windows PCs.

He quipped: ''It''s like giving a glass of ice water to someone in Hell.''

WhenGates later arrived and heard about the comment, he was, naturally,enraged. In a pre-interview meeting, Gates said to Jobs ''so I guess I''mthe representative from hell.''

Jobs merely handed Gates a coldbottle of water. The tension was broken, and the interview was atriumph, with both men acting like statesmen. When it was over, theaudience rose in a standing ovation, some of them in tears.

The Walk

Afterhis liver transplant, while he was recuperating at home in Palo Alto,Steve invited me to catch up. It turned into a three-hour visit,punctuated by a walk to a nearby park that he insisted we take, despitemy nervousness about his frail condition.

He explained that hewalked each day, and that each day he set a farther goal for himself,and that, today, the neighborhood park was his goal. As we were walkingand talking, he suddenly stopped, not looking well. I begged him toreturn to the house, noting that I didn''t know CPR and could visualizethe headline: ''Helpless reporter lets Steve Jobs die on the sidewalk.''

Buthe laughed, and refused, and, after a pause, kept heading for the park.We sat on a bench there, talking about life, our families, and ourrespective illnesses. (I had had a heart attack some years earlier.) Helectured me about staying healthy. And then we walked back.

Steve Jobs didn''t die that day, to my everlasting relief. But now he really is gone, much too young, and it is the world''s loss.

Walter S. Mossberg