阅读理解3AGrowingupinPhiladelphia,Liebermanstartedcookingwithhisstay-at-homedadwhenhewasseven.Hisfood-lovingfamilyhadtwokitchens,andhequicklylearnedwhatwasthebestwaytobakehiscakes.Liebermanimprovedhiskitchenskillsgreatlyduringayearabroadbeforecollege,learningfromacookinItalyandstudyinglocalspecialties（地方特色菜）inGermany,SpainandFrance.AtYale,hewasknownforthrowingdinnerparties,single-handedlyfryingandbakingwhilemixingdrinksfordozensoffriends.Justforfun,heandsomefriendsdecidedtotapeashownamedCampusCuisineabouthiscooking.Liebermanwasarealcollegestudentshowinghisclassmateshowtodothingslikemakedrinksoutofdining-hallfruit.Thathelpedtheshowbecomeverypopularamongthestudents.TheywouldstopLiebermanafterclassestoaskforhisadviceoncooking.Tapesoftheshowwerepassedaround,withwhichhisnamewentbeyondtheschoolandfinallytotheFoodNetwork.FoodNetworkproducerFlayhopestheyoungcookwillfindaplaceonthenetworktelevision.HesaysLieberman’scharismaiskey.“FoodTVisn’taboutfoodanymore,”saysFlay.“It’saboutyourpersonality（个性）andfindingawaytokeeppeople’seyeballsonyourshow.”ButLiebermanisn’tputtingallhiseggsinonebasket.Aftertapingthefirstseasonofthenewhow,Liebermanwasbackinhiswonsmallkitchenpreparingsandwiches.Anairlinecompany（航空公司）waslookingforsomeonetocomeupwithatasteful,inexpensiveandeasy-to-makemenutoserveonitsflights,Liebermangotthejob.1.WecanlearnfromthetextthatLieberman’sfamily____.A.haverelativesinEuropeB.lovecookingathomeC.oftenholdpartiesD.ownarestaurant2.TheFoodNetworkgottoknowLieberman____.A.atoneofhispartiesB.fromhisteachersC.throughhistapedshowD.onatelevisionprogram3.Whatdoestheword“charisma”underlinedinthetextreferto?A.Anaturalabilitytoattractothers.B.Awaytoshowone’sachievement.C.Lieberman’safter-classinterest.D.Lieberman’sfinecookingskill.4.WhydidtheairlinecompanygiveLiebermanthejob?A.Hecouldpreparemealsinasmallkitchen.B.HewasfamousforhisshowsonFoodTV.C.Hewasgoodatusingeggstomakesandwiches.D.Hecouldcookcheap,deliciousandsimplemeals.5.WhatcanwelearnaboutLiebermanfromthetext?A.Heiscleverbutlonely.B.heisfriendlyandactive.C.Heenjoystravelingaround.D.Heoftenchangeshismenus.BOdlandrememberslikeitwasyesterdayworkinginanexpensiveFrenchrestaurantinDenver.Theicecreamhewasservingfellontothewhitedressofarichandimportantwoman.Thirtyyearshavepassed,butOdlandcan’tgetthememoryoutofhismind,northewoman’skindreaction（反应）.Shewasshocked,regainedcalmnessand,inakindvoice,toldtheyoungOdland.“It’sOK.Itwasn’tyourfault.”Whenshelefttherestaurant,shealsoleftthefutureFortune500CEO（总裁）withalifelesson:Youcantellalotaboutapersonbythewayheorshetreatsthewaiter.Odlandisn’ttheonlyCEOtohavemadethisdiscovery.Rather,itseemstobeoneofthosefewlawsofthelandthateveryCEOlearnsonthewayup.It’shardtogetadozenCEO’stoagreeaboutanything,butmostagreewiththeWaiterRule.TheysayhowotherstreattheCEOsaysnothing.Buthowotherstreatthewaiterislikeawindowintothesoul.Watchoutforanyonewhopullsoutthepowercardtosaysomethinglike,“Icouldbutthisplaceandfireyou,”or“IknowtheownerandIcouldhaveyoufired.”Thosewhosaysuchthingshaveshownmoreabouttheircharacter（人品）thanabouttheirwealthandpower.TheCEOwhocameupwithit,oratleastfirstwroteitdown,isRaytheonCEOBillSwanson.Hewroteabest-sellingbookcalledSwanson’sUnwrittenRulesofManagement.“Apersonwhoisnicetoyoubutrudetothewaiter,ortoothers,isnotaniceperson,”Swansonsays.“Iw...
