Most managers aren't that empowered.
大多数经理没有那么大的权力。
Most managers don't know how to delegate.
很多经理都不知道如何授权。
Most managers in America are verbally oriented left brainers.
在美国，大多数管理者是语言思维方式为主的左脑思考者。
Most managers don’t understand the negative consequences of this struggle.
然而，大多数经理对此所致的负面影响知之甚少。
Most managers should be able to come up with at least 20-25 items. Here's a sample list.
多数经理应该能列出至少20 - 25项。
Most managers remain bullish, however, and expect commodity prices to continue to rise.
不过，大部分基金公司依然保持乐观，预期大宗商品价格将继续上涨。
Manager conditioning on this issue is wrong, and most managers don't (or can't) question it.
经理在这个问题上的墨守成规是错的，而且大多数经理都没有(或者无法)对此产生疑问。
Most managers (and I've been one) will see two developers doing the work of one and stop there.
大多数管理人员（我曾经是其中之一）将看到两个开发者做一个开发者的工作，然后就看不出更多的东西了。
Most managers attempt to influence employee motivation using both positive and negative approaches.
大多数经理试图正负双法并举，激发员工的积极性。
Most managers, unless they had a prior job in internal audit, never learn about risk management.
绝大多数管理者，除非出身于内部审计，几乎从未学习过风险管理。
So many projects fail that, I believe, most managers would gladly pay for an average application.
有了这么多失败的项目作为前车之鉴，我相信，还不错的应用就足以令大多数管理层甘心掏腰包了。
Working out the risks they were taking on was apparently beyond most managers, let alone shareholders.
弄清楚银行面临的风险远超过大部分经理人的能力，更不用说股东了。
“You get paid to do your job, not to like it, ” seems to be the attitude of most managers and workplaces.
“你拿薪水是为了干工作，不是爱工作，”似乎是大多数经理和公司的态度。
When it comes to rewards, most managers feel that the only thing that their employees want is more money.
当涉及到奖励的时候，大多数的管理者觉得自己的员工仅仅想要更多的钱。
"You get paid to do your job, not to like it," seems to be the attitude of most managers and workplaces.
“你拿薪水是为了干工作，不是爱工作，”似乎是大多数经理和公司的态度。
No measurement equals no real caring in most companies, and most managers know that early in their careers.
在大多数公司中，没有估量就等于没有真正的关心，并且多数经理在他们的早期经历中就知道这点。
Most managers who find themselves in charge of someone they can't stand engage in something more underhand.
当发现自己手下有个自己无法容忍的下属时，大多数经理人会使出一些更阴险的手段。
Even so, it seems most managers handle two big productivity problems—procrastination and missed deadlines—all wrong.
尽管如此，对于拖延症和错过最终期限这两个工作效率问题，大多数管理者的处理方法似乎并不正确。
Most managers and supervisors, however, dread doing performance evaluations, and even more employees dread receiving them.
但是，大多数的管理者、监督人害怕业绩评估，甚至员工也不愿进行评估。
Most managers (though not all) welcome this and it will signal that you are someone who can think about bigger issues.
大多数经理(尽管不是所有)对此表示欢迎，这显示出你是那种能考虑更大问题的人。
I think most managers are a bit suspicious of their own highly detailed plans. A friend of mine started an email to me like this.
我认为大多数管理人员都会对他们过于详细的计划产生一丝疑虑。
Most managers understand that it's impossible to get everything done without assigning specific duties and to the individuals.
大多数管理人员都很清楚，如果不给员工分配具体职责，事情就不可能都做完。
They also need more encouragement, and more of a sense that they're making progress, than most managers are used to giving people.
他们还需要更多鼓励，更希望感觉自己在不断进步。在他们看来，大多数管理者习惯提供的那种鼓励还远远不够。
If you tell that to most managers and programmers, you're bound to get some weird looks, suggesting they pity you for being so misguided.
如果您将这种说法讲给大多数经理和程序员听，肯定会受到异样的注视，就好象他们为您的误入歧途而感到可惜。
Most managers have been trained to control events. Empowering the development team to deliver and own the project is not intuitive or logical.
大部分经理都被训练去控制，而不是授予开发团队交付及掌控项目的权力。
Here's a common question that most managers grapple with: Should the feedback that you provide to employees regarding their performance be public or private?
大多数管理者都遇到这样一个让人纠结的问题：对员工提供的反馈，应该公开说呢还是在私下里说？
Here's a common question that most managers grapple with: Should the feedback that you provide to employees regarding their performance be public or private?
大多数管理者都遇到这样一个让人纠结的问题：对员工提供的反馈，应该公开说呢还是在私下里说？
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