How a nickname became a standard.一个绰号，如何成为一种标准。
A habit of preparing ahead became a nickname — and later, a shared standard for the teams I led.一个提前准备的习惯，成了绰号，也逐渐成了我带领团队的共同标准。
Early experience working with senior executives taught me to prepare ahead: map out the key questions and bring an initial framework to the kickoff, so the discussion can move towards a shared decision.早年与高层协作的过往经历，让我养成了提前准备的习惯：在项目启动前，先梳理关键问题，带着初步框架进入讨论，让会议更快形成共识。
My manager joked that I was always "Yesterday Ready." The nickname stuck. Later, that personal habit became a shared standard for the teams I led: prepare early, leave room for discussion, and deliver reliably.老板开玩笑说，我好像永远都是“昨天就已经准备好（Yesterday Ready）”的人。这个绰号留了下来。后来，这个习惯逐渐成了团队的共同标准：提前准备，留出讨论空间，可靠交付。
Later, I took that approach from managing a 40-person Greater China team to leading a 17-person global team across time zones. The scope changed; the commitment to preparation and reliable delivery stayed the same.后来，我把这套方法带到了全球层面——从管理大中华区 40 人团队，到带领跨时区的 17 人全球团队。职责范围在变，提前准备与可靠交付的标准始终如一。
