对此柳井生先生辩解道：一个好的管理者必须注重细节。
Mr Yanai defends his meddling. “A good business manager”, he says, must “pay attention to the details.”
他补充道，匆忙症令人不快的结果之一是，这类员工和管理者通常被定义为“焦虑的高成就者，在公司里，他们是有用的，甚至是不可替代的。”
One unhappy result is that hurry-sick employees and managers often get pigeonholed as "anxious overachievers, a type that is useful, indeed indispensable, in organizations," he adds.
这些看来微不足道的细节，构成了管理者的风格，细节是成功的关键。
It is each seemingly negligible detail that makes a manager stand out with unique style, and of course hold the key to success.
伟大的推销员天生深谙此道，但那些战略执行不利的管理者需要好好地学学这一课。
Great salesmen are born knowing this. Executives whose strategies are not delivering need to learn it.
伟大的推销员天生深谙此道，但那些战略执行不利的管理者需要好好地学学这一课。
Great salesmen are born knowing this. Executives whose strategies are not delivering need to learn it.
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