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In November, McDonald's said it was slowing the pace of remodels in the U.S.
去年11月，麦当劳表示，它正在放缓在美国进行改造的步伐。
The conversations are often fraught.
双方的对话经常令人感到担忧。
When Easterbrook invited eight franchisees to break bread with a group of McDonald's executives at a steakhouse in Washington, D.C., in April,
今年四月，伊斯特布鲁克邀请八家特许经营商，在华盛顿特区的一家牛排店与麦当劳的高管进餐时，
one operator accused him of saddling stores with impossible demands.
一家运营商指责他给餐厅加上了不可能达到的要求。
For longtime managers who back Easterbrook's goal and enjoy the internal energy it's created,
对于那些支持伊斯特布鲁克目标，并享受其创造的内在能量的长期经理人来说，
the prospect that his plans could fall through is unthinkable.
他的计划可能落空的前景让人难以置信。
"When they ask a question that's a bit of an attack, I sit there and get a little pissed, because I'm ready to lean in,"
66岁的麦当劳主管查理·斯特朗说：“当他们问一个有点具有攻击性的问题时，我就坐在那里有点生气，因为我已经准备好参与了。”
says Charlie Strong, a 66-year-old McDonald's executive who oversees more than 5,700 restaurants across the western U.S.
他负责美国西部5700多家餐厅。
He affixes a lapel pin of the letter "M" in the style of the golden arches logo to a navy Brooks Brothers blazer,
他在一件海军色布鲁克斯兄弟男装公司的西装上，贴上了一枚印有金色拱门标志的字母“M”的翻领别针，
and his right pinkie is weighed down by a 14-karat yellow gold ring inset with five diamonds, onyx, and the golden arches.
他的右小指上带着一枚镶有五颗钻石、玛瑙和金拱门的14克拉黄金戒指。
The company gave it to him to celebrate his 25th anniversary with McDonald's.
麦当劳公司送给他这枚戒指，以庆祝他在公司工作25周年。
He expects to receive another for his 50th in two years.
他预计在两年内还会收到另一份50岁生日礼物。
Strong says one of Easterbrook's key qualities is that he doesn't take any criticism of his strategy personally.
斯特朗说，伊斯特布鲁克的一个关键素质是，他不会认为对自己的战略提出的任何批评是针对自己的。
"He just rolls with it and swings it back to what's important about the business,
“他只是随机应变，把事情摆回对业务重要的方面，
what's important about the vision, and to not get bogged down with these little things along the way."
对愿景重要的方面，而不是被这些小事拖累。”
