【Native Speaker每日综合训练—33系列】【33-01】经管

kimwang53

Official Weibo: http://weibo.com/u/3476904471

Part I: Speaker

[Rephrase 1]

Why So Many Emerging Giants Flame Out

[Dialog, 13min 46sec]



Source:hbr
http://blogs.hbr.org/2014/02/why-so-many-emerging-giants-flame-out/

kimwang53

Part II: Speed

Article 2:

Leadership: we're in it together

[Time 2]
It's been said that outstanding leaders lead by example. This means that they demonstrate desired qualities and behaviors to their teams through their actions and conduct. By doing so, they put forth a sense that everyone shares the same goals and aspirations and are going to go about achieving these ambitions as one. In essence, the best leaders naturally express a sense that 'we're all in it together'.

Great leaders transform. They not only revitalize the organizations that they work in, but, they rejuvenate the people that they work with. The most pre-eminent leaders convey a very strong sense of being "in it together" among the people that they lead. That's not to say that they actually do the work for their teams – to do so would suggest a lack of trust and cause dissension among the ranks. Rather, exceptional leaders enable success through steady direction-setting, determined coaching and unvarying communication.

These exceptional leaders employ what I like to call the In It Together Imperative to inspire and guide.

To Be "In It Together"
It takes deliberate effort to shape and craft the organizational underpinnings that comprise a business setting where every staff member, essentially, feels as if they're in it together. Clearly, the leader sets the tone by applying the following tenets of the In It Together Imperative.

Compelling Vision: It starts with the leader that can articulate a vision for the future that every staff member can understand and buy-in to. This vision becomes the stuff of rallying cries and establishes the common goal that leader and team will share.

But, the Vision effort must begin with understanding. If the troops don't "get" it, they won't follow (or, if they do follow they can only be so effective without full understanding). It is a senior leader's job to articulate the vision and work to drive it deep into the enterprise.
【312】

[Time 3]
Active Direction-Setting: Next, a game plan for execution must be built in support of the achievement of the vision. But, building a plan without engaged direction-setting will not suffice. Indeed, the leader must be fully involved, monitoring progress and charting the course throughout all of the execution activities. It's through active direction-setting that new and improved ideas can be folded into the plan for immediate and into the future implementation.

Dynamic Coaching: As execution activities begin, it is important that the leader provides direction and support as appropriate. A dynamic coach understands their team and can provide the "right" touch at the "right" time – directive when the path to success is unclear and supportive when it's time to empower.

Collaborative Tone: The cultural precepts that originate from the vision and game plan must stress teamwork and cooperation in order to enable "In It Togetherness." Collaborative behavior should be highlighted and rewarded. Selfish and egocentric behavior should be stomped out; otherwise, it and other undesirable behaviors are likely to creep into the organization and sabotage the effort. Setting a collaborative tone starts at the top.

It's unmistakable. Staff members emulate the behavior of their leaders. If the leader seeks out opinions and solicits input then their teams will naturally understand that this type of behavior is what is expected of them, too. A collaborative tone can be set as the leader collaborates with their subordinates.

How To Make It Stick
With the principles better understood, it's time to consider what it takes to make the In It Together Imperative stick and transform the enterprise into an unstoppable force. Once the basic foundation stones (as outlined above) are in place, there are three things a leader must continuously do:

Communicate: Communication must be kept simple and be done consistently. Leader and team cannot communicate enough when establishing an "In It Together" tone. If there's any sense that information is being withheld or that the facts are being manipulated within the work setting then all bets are off. People will simply not trust the information that they are getting and will not feel like they share a common goal. So, it's best to communicate early and often.
【364】

[Time 4]
Include: Leaders must demonstrate inclusive behavior. This is done by including staff in key meetings and engaging team members in discussion. This inclusiveness provides a platform for soliciting and sharing insights and conveying important information as long as differences of opinion are recognized and valued.

Keep in mind, inclusive behavior must be exhibited, not just talked about – co-workers know the difference. I've worked with several business leaders over the years who characterized themselves as being inclusive; but, who rarely solicited opinions or valued different points of view.

Make No Excuses: Leaders cannot make excuses for their own shortcomings or bad behavior if they want to convey the notion of being in it together. I've witnessed leaders who routinely expressed the many ways in which they were less than exemplary leaders; as if by recognizing their own faults they were excused for correcting their own behavior.

If a leader is to hold their team to a high standard then they must be held to the same. No excuses for bad behavior should be made or deemed acceptable.

Leader and staff act as one in organizations using the In It Together Imperative. There is an omnipresent sense within such companies that every employee, from the CEO to the cleaning crew that sweeps the floors at night, shares common goals, demonstrates similar behaviors and communicates in timely and effective ways.

It's a simple formula, but, one that can transform if applied in an open and honest way.

As we conclude, let me share a quote from John Quincy Adams, the sixth President of the United States, who once said, that "If your actions inspire others to dream more, learn more, do more and become more, you are a leader."

By applying the In It Together Imperative, we can all be that kind of leader.
【301】
Source:
http://www.management-issues.com/opinion/6309/leadership-were-in-it-together/#at_pco=tcb-1.0&at_tot=8&at_ab=-&at_pos=0

Article 3:

Does your remote team really know each other?

[Time 5]
Does your team have a "Nit-pickin' Nancy?" If you asked, would everyone know who that is? I admit, that's an odd question, but the answer can be critical to your remote team's success. Let me explain.

When I'm stuck at work for an answer, there are people I call on. If I need a serious big-picture answer, I go to my buddy Pat. If I need a very specific grammar problem, I got to Nit-pickin' Nancy. I have known both of them for years and appreciate their strengths in various areas. I know who these people are and I know where to find them when I need them.

In today's world, teams get quickly thrown together and members are often shuffled around. Turnover can be high as contractors come and go. So the need has never been greater for people to know who they work with, who has what information, and how you can get help when you need it. Yet, paradoxically, the fact that we are tethered together electronically often seems like an insurmountable barrier.

The reason for this lack of communication isn't technology (in fact if you think about it, the ability to span time, space and dimension should make it easier to get what you need from wherever you are). The real barrier is much more powerful and surprising: old-fashioned human connections. Do you know who has specific expertise, and maybe more important, are you comfortable reaching out to your team's Nancy (or Rajesh, or Ronald or whatever)?

Too often, team members don't know the relative strengths and weaknesses of the people they work with. We don't overhear their conversations over cubicle walls, or get a chance to approach them at the coffee pot. It can become a very real problem.

Since it's better to light a candle than curse the darkness, here are some things managers can do to help facilitate that learning and create the short-hand that can radically change teams for the better.
【329】

[Time 6]
First, create a virtual meeting space. Whether it's an internal Facebook or LinkedIn page, or something like Sqwiggle, HipChat, Yammer or Basecamp. Then do everything you can to ensure people use the tools. When someone says, "I read the most interesting thing…" your response should be "great, did you post it on Sqwiggle (or whatever)?"

Take the time in meetings to help people get to know each other. Especially when new members join the team, it's critical that the existing team know the newbie's strengths as well as their needs. Conversely, when bringing new people onboard, you'll ramp them up faster if people can get the information they need when they need it.

Get out of the way. It's easy for managers to start out as conduits for information and quickly become bottlenecks. Resist the urge to just answer every question that comes along. Delegate in order to connect people. Offer existing team members the opportunity to mentor, train and coach their new peers.

Intentionally ask provocative questions. In meetings you can ask questions like, "what is the biggest strength you bring to this project?" or "if people are stuck, what do you think is your particular area of expertise?". The answers to those questions will be invaluable to your team. Sadly, they might also be surprising. That should tell you something right there.

Every team has a Nit-Pickin' Nancy or a Practical Pat. As a leader, knowing them is critical. Helping everyone else identify and work effectively with them is the sign of great remote leadership.
【257】

Source: http://www.management-issues.com/connected/6867/does-your-remote-team-really-know-each-other/

kimwang53

Part III: Obstacle

Article 5:

How to Make Yourself Work When You Just Don’t Want To

[Time 7]
There’s that project you’ve left on the backburner – the one with the deadline that’s growing uncomfortably near.  And there’s the client whose phone call you really should return – the one that does nothing but complain and eat up your valuable time.  Wait, weren’t you going to try to go to the gym more often this year?

Can you imagine how much less guilt, stress, and frustration you would feel if you could somehow just make yourself do the things you don’t want to do when you are actually supposed to do them?  Not to mention how much happier and more effective you would be?

The good news (and its very good news) is that you can get better about not putting things off, if you use the right strategy.  Figuring out which strategy to use depends on why you are procrastinating in the first place:

Reason #1   You are putting something off because you are afraid you will screw it up.

Solution:  Adopt a “prevention focus.”

There are two ways to look at any task.  You can do something because you see it as a way to end up better off than you are now – as an achievement or accomplishment.  As in, if I complete this project successfully I will impress my boss, or if I work out regularly I will look amazing. Psychologists call this a promotion focus – and research shows that when you have one, you are motivated by the thought of making gains, and work best when you feel eager and optimistic.  Sounds good, doesn’t it?  Well, if you are afraid you will screw up on the task in question, this is not the focus for you.  Anxiety and doubt undermine promotion motivation, leaving you less likely to take any action at all.

What you need is a way of looking at what you need to do that isn’t undermined by doubt – ideally, one that thrives on it.  When you have a prevention focus, instead of thinking about how you can end up better off, you see the task as a way to hang on to what you’ve already got – to avoid loss.   For the prevention-focused, successfully completing a project is a way to keep your boss from being angry or thinking less of you.  Working out regularly is a way to not “let yourself go.”  Decades of research, which I describe in my book Focus, shows that prevention motivation is actually enhanced by anxiety about what might go wrong.  When you are focused on avoiding loss, it becomes clear that the only way to get out of danger is to take immediate action.  The more worried you are, the faster you are out of the gate.

I know this doesn’t sound like a barrel of laughs, particularly if you are usually more the promotion-minded type, but there is probably no better way to get over your anxiety about screwing up than to give some serious thought to all the dire consequences of doing nothing at all.    Go on, scare the pants off yourself.  It feels awful, but it works.

Reason #2     You are putting something off because you don’t “feel” like doing it.

Solution: Make like Spock and ignore your feelings.  They’re getting in your way.
In his excellent book The Antidote: Happiness for People Who Can’t Stand Positive Thinking, Oliver Burkeman points out that much of the time, when we say things like “I just can’t get out of bed early in the morning, “ or “I just can’t get myself to exercise,” what we really mean is that we can’t get ourselves to feel like doing these things.  After all, no one is tying you to your bed every morning.  Intimidating bouncers aren’t blocking the entrance to your gym.  Physically, nothing is stopping you – you just don’t feel like it.  But as Burkeman asks,  “Who says you need to wait until you ‘feel like’ doing something in order to start doing it?”

Think about that for a minute, because it’s really important.  Somewhere along the way, we’ve all bought into the idea – without consciously realizing it – that to be motivated and effective we need to feel like we want to take action.  We need to be eager to do so.  I really don’t know why we believe this, because it is 100% nonsense. Yes, on some level you need to be committed to what you are doing – you need to want to see the project finished, or get healthier, or get an earlier start to your day.  But you don’t need to feel like doing it.

In fact, as Burkeman points out, many of the most prolific artists, writers, and innovators have become so in part because of their reliance on work routines that forced them to put in a certain number of hours a day, no matter how uninspired (or, in many instances, hungover) they might have felt.  Burkeman reminds us of renowned artist Chuck Close’s observation that “Inspiration is for amateurs.  The rest of us just show up and get to work.”

So if you are sitting there, putting something off because you don’t feel like it, remember that you don’t actually need to feel like it.  There is nothing stopping you.

Reason #3   You are putting something off because it’s hard, boring, or otherwise unpleasant.

Solution:  Use if-then planning.

Too often, we try to solve this particular problem with sheer will:  Next time, I will make myself start working on this sooner.  Of course, if we actually had the willpower to do that, we would never put it off in the first place.   Studies show that people routinely overestimate their capacity for self-control, and rely on it too often to keep them out of hot water.

Do yourself a favor, and embrace the fact that your willpower is limited, and that it may not always be up to the challenge of getting you to do things you find difficult, tedious, or otherwise awful.  Instead, use if-then planning to get the job done.

Making an if-then plan is more than just deciding what specific steps you need to take to complete a project – it’s also deciding where and when you will take them.

If it is 2pm, then I will stop what I’m doing and start work on the report Bob asked for.

If my boss doesn’t mention my request for a raise at our meeting, then I will bring it up again before the meeting ends.

By deciding in advance exactly what you’re going to do, and when and where you’re going to do it, there’s no deliberating when the time comes.   No do I really have to do this now?, or can this wait till later? or maybe I should do something else instead.   It’s when we deliberate that willpower becomes necessary to make the tough choice.  But if-then plans dramatically reduce the demands placed on your willpower, by ensuring that you’ve made the right decision way ahead of the critical moment. In fact,  if-then planning has been shown in over 200 studies to increase rates of goal attainment and productivity by 200%-300% on average.

I realize that the three strategies I’m offering you – thinking about the consequences of failure, ignoring your feelings, and engaging in detailed planning – don’t sound as fun as advice like “Follow your passion!” or “Stay positive!”  But they have the decided advantage of actually being effective – which, as it happens, is exactly what you’ll be if you use them.
【1244】

Source：http://blogs.hbr.org/2014/02/how-to-make-yourself-work-when-you-just-dont-want-to/

kimwang53

obstacle
5.30

疏离无罪

33系列 板凳
今天的越障好及时。。我的第二篇论文始终不想写

Speaker: Many giants in emerging markets fail in international market.These giants succeed for several reasons according to the countries,such as chinese giants' governmet policy and indian giants' hot money.These giants want to get into the global market,but all struggle in the transation.They need to balance the domanic and global market.They may be successful at early time,but all fail in long-term success.The speaker used BYD as an example.The speaker thought that emerging giants need to be better to compete with old international companies and they have less fundation to compete with old international companies.At the end,the speaker gave out his advice that 1 forcusing on setting fundamental capability 2 liking capability to different function then transate it to the market. The company's own capability is the most important factor in a competitive world,more necessary than opportunities.

01:37
The best leaders naturally express a sense that 'we're all in it together'.Several steps needed to be done to achieve this goal.1 Build a compelling version.

01:25
2 Active direction-setting 3 Dynamic coaching 4 Collaborative tone and this process is unmistakable.
3 ways to make this strategh stick:1 Keep communicating with staff.

01:01
2 Exhibiting inclusive behavior 3 never make excuses.It's a simple fromula to apply this strategy and you can transform it  in different ways.

01:33
Now people know less about the strength and weakness of their team members.The barrier is the old-fashioned human connection.

00:52
Advices to solve this problem:,1 Create a virtual meeting space. 2 Take the time in meetings to help people get to know each other. 3 Offer opportunities to team members to connect with new peers. 4 Intentionally ask provocative questions.

06:44
Main Idea: Three strategies to make you do the work you want to
1 adopt prevention focus and promotion focus
In promotion focus,you should motivated youself by the thought that you will make gains if you do this work.
In prevention focus,you will see the task as a way to avoid loss.
These are two different motivations,but all can work well to help you finish you job.
2 ignore your feelings
It is totally nonsense to say that you don't feel like doing anything.Because most completed work rely on work routine instead of your feeling.Actually you don’t need to feel like it.
3 use if-then planning
People always overestimate their self-control.A if-then plan can help people decide when and where to do their job.And if-then plan can reduce the demand of willpower to make a tough decision.And you will be easier to make a tough plan-start to work.

xiaofan0205

好吧，地板！

Speaker
For the first time to do the speaker, I think this one is a little hard for me, especially the speaker John's voice is so boring that makes me want to sleep.
This conversation is a interview of John about the multinationals from China and other emerging markets. John talked about the situation of several company and how should they do if they want to develop in the global market. He point out that these companies may be successful at early time, but all fail in long-term success.

Time2: 2'39"
The best leaders naturally express a sense that "we're all in it together", but the vision effort must begin with understanding.

Time3: 3'06"
Active direction-setting, dynamic coaching and collaborative tone are needed to enable "In It Togetherness", but how to make it stick?

Time4: 2'11"
Communicate, include and make no excuses can make "In It Togetherness" stick. By applying the In It Together Imperative, we can all be a good leader.

Time5: 2'27"
In today's world, team members lack of communication and don't know the relative strengths and weaknesses of the people they work with.

Time6: 1'56"
How should a team leader do to built communication and relationship with each other in a team. Helping everyone else identify and work effectively with them is the sign of great remote leadership.

Obstacle: 8'48"
The author provide three strategies for people who put things off. Adopt a "prevention focus" when you put something off because you are afraid you will screw it up, make like Spock and ignore your feelings when you put something off because you don't feel like doing it, and use if-then planning when you put something off because it's hard, boring, or otherwise unpleasant.

AceJ

33系列,首页

Why So Many Emerging Giants Flame Out
BYD, an interesting example;

Leadership: we're in it together
Time2: 2'35" The most pre-eminent leaders convey a very strong sense of being "in it together" among the people that they lead
Time3: 3'30" To be "In It Together": compelling vision, active direction-setting, dynamic coaching and collaborative tone
Time4: 2'06" How to make it stick: communicate, inclusive behavior and make no excuse

Does your remote team really know each other?
Time5: 2'22" The barrier "old-fashioned human connections" make us hardly to find Nancy
Time6: 1'56" Three things that managers can do to help improve connectivity within the team: create a virtual meeting space,  get out of the way and ask provocative questions

How to Make Yourself Work When You Just Don’t Want To
Time7: 9'20"
You can get better about not putting things off, if you use the right strategy
You are putting something off because you are afraid you will screw it up. Adopt a prevention focus
You are putting something off because you don’t “feel” like doing it. Make like Spock and ignore your feelings.  They’re getting in your way.
You are putting something off because it’s hard, boring, or otherwise unpleasant. Use if-then planning

elleyj

Time 2: 1’46
Leaders lead with their conducts and by articulating their vision of the future of the team.
Time 3: 1’43
Leaders should improve the team work by fully participate in the team by actively monitoring and coaching them and building collaborative relationship between team members. Communication is also important.
Time 4: 1’13
Leaders also ought to be able to truly accept others’ advices and to recognize their own shortcoming without making any excuse.
Time 5: 1’24
In remote teams, it is important that team members from different parts of the world know well about their members, their strengths and shortcomings. And the problem that remote team members’ lack of communication and knowledge of each other lies not in technology.
Time 6: 1’00
Leaders should do something to strengthen the relationship among team members.—visual meetings, introduce new team members, knowing about their strengths and needs, delegating existing team members to charge the team, asking provocative questions.

Time 7: 5’44

3 situations when you don’t want to dothings you ought to do—different strategies

1.    afraid to screw it up—promotion-mind

2.    don’t feel like to do—you don’thave to feel like it—it is important and you ought to do it

3.    it is not pleasant—make detailedplans

今天的最后一篇文章实在是太符合我我种重度拖延症患者了。。。不晓得这些方法对我来说有没有什么作用。。。

jenniferlyy125

Day 18

--speaker

The conversation is an interview with an expert in Chinese corporations, and talks about the expectations and prediction of changes of the Chinese emerging giants. Chinese domestic firms are seeking to expand into global market and are under the transmission period. John cited BYD and Great Wall as the illustration, and briefly introduces the four normal stages of these companies. Also, he gave suggestions to companies wanted to step into the international market, like being aware of what stages are the companies currently in.  

---speed:

1.      2’32

Great leaders know how to make themselves and members in it together, and the first step is the vision.

2.      2’01

How to achieve “be in it together”-- after the vision, active direction-setting, dynamic coaching and collaborative tone are other fundations. After fundamental stones, further implementations should be followed in order to make the team stick. The first is communication.   

3.      2’04

Other suggestions to make team stick: inclusive and make no excuses. By applying in it together imperative, everyone is a leader if you influence others.

4.      2’07

Team members are actually not know well about each other since people rarely have chances to further interact with each other, and this also partly because of high tech.

5.      1’25

Suggestions for how to make members know everyone’s strengths: create an internal communication platform, help new comers involve in the team, ask questions in the team, and provide training and coach.

--obstacle

8’00

Three strategies for you to overcome postponing things.

1.      Do it right now and adopt the prevention mind to avoid your anxiety

2.      you do not need to wait until you feel like it to start doing something. Just do it right routinely.

3.      use if-then plan to improve productivity

MAGGIEHE1993

哎又木有首页了。。。。。谢谢楼主啦~~~~~~~~~~~~~~~~~~~~~~~~

---

time2: 1min 53"
       Leaders should get to make their team work together.


time3: 2min 29"
       The things leaders can do to make their team work together and ways about how to make the collaborate team stick.


time4: 1min 54"
       Leaders must demostrate inclusive behavior. Leaders should not make any excuse for their own shortcomings. Leaders
       and staff act as one in organizations using the In It Together Imperative.


time5: 2min 11"
       Nowadays teams get quickly thrown together and members are often shuffled around and this phenomenon leads to the
       lack of communication between teammates.


time6: 1min 32"
       The writer provided some tips managers can use to break up the obstacles of communication and get teammates to know
       each other.


Obstacle: 8min 11"
       Main idea: How to make yourself work when you just don't want to
       Introduction of the topic.
       Three reasons why people don't want to do things when they are actually supposed to do them. First is that you are afraid
       of failure. The solution is to adopt a "prevention focus".
       Second is that you are putting something off because you don't "feel" like doing it. The solution is to make like Spoke
       and ignore your feelings.
       The third reason is that you are putting something off because it's hard, boring, or otherwise unpleasant. The solution is
       to use if-then planning.