【Native Speaker每日训练计划】No.2475经管

750狗狗狗

内容：Winona Wu 编辑：Clove Liu
Wechat ID: NativeStudy / Weibo: http://weibo.com/u/3476904471
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Part I: Speaker

Niche Sports Cashing In
June 26, 2019


Source: NPR
https://www.npr.org/templates/transcript/transcript.php?storyId=736301268
[Rephrase 1, 09:57]

Part II: Speed

Why Talented People Fail Under Pressure
BY Sian Beilock, JUNE 27, 2019

[Time 2]
When I was in high school, soccer was my life. I was one of the goalkeepers for the California state team, which was also part of the Olympic Development Program, and I knew the weight of my role. My ability to block a goal could make or break the game. And as confident as I was in my skill, the presence of the national coach at one of my games was enough to send me into a tailspin. I saw him watching me. I tensed up. I missed the game-deciding goal.

I choked.

My story is not unique. Countless numbers of talented men and women have bombed a job interview, botched a presentation, or failed to make (or save) the winning shot when the pressure was on. In the wake of each of these scenarios, there’s something you’ll inevitably hear people say: They were too “in their head.” True as this may be, what does it really mean?

Your prefrontal cortex, found in the part of your brain situated right above your eyes, is the epicenter of our cognitive horsepower, powering our ability to focus on the task at hand. When we are performing our normal, practiced tasks everyday, we often are – counterintuitively — not paying attention to all the little details of what we are doing; our prefrontal cortex is running largely on autopilot. But in times of intense stress, like a playoff game, major presentation, or a job interview, your prefrontal cortex can go into overdrive. When the pressure is on, we often start focusing on the step-by-step details of our performance to try and ensure an optimal outcome and, as a result, we disrupt what would have otherwise been fluid and natural.

When the pressure is on, we tend to panic — about the situation, its consequences, and what others will think of us — and as a result we apply too much cognitive horsepower to what we are doing. We start overthinking something that usually comes naturally to us — in my case, defending my team’s goal.
[337 words]

[Time 3]
So what can you do when your prefrontal cortex goes haywire like this?

First, when you’re about to go into a stressful situation where you have practiced the task at hand to perfection, don’t overthink what’s next. Five minutes before the big event is not the time to go over every detail of what you are about to do in your head. Instead, give yourself a moment to focus on something else. Do a crossword puzzle. Think about the vacation you’re taking next month. My guilty pleasure is to catch up on the latest People Magazine online. Do anything that will prevent you from dwelling too much on the details of what you are about to do.

If you notice that you are starting to overthink, try singing a song, repeating a one-word mantra, or focusing on the three key points you want to get across to your audience. These approaches use up that cognitive horsepower that could otherwise be used against you. In my research, for instance, I’ve seen highly skilled golfers sink more putts while actively using these methods. Let’s say you’re preparing for a job interview. You know your resume inside and out, and in normal circumstances, you can easily recount your strengths and accomplishments. But when you sit down in the interview chair, you freeze up. If you take time beforehand to occupy your prefrontal cortex with unrelated activities, you’re less likely to overthink in the moment and more likely to be able to communicate your message effectively.

You can also remind yourself that those physical symptoms before an important event  — for example, sweaty palms or a racing heart — are good signs. They mean you are ready for the challenge that lies ahead. Research shows that reframing these sorts of physiological responses from a negative to a positive can help people put their best foot forward when it matters most
[314 words]

[Time 4]
Of course, you can’t burst into song during the middle of an interview. And when you’re sitting across from your boss during a big meeting or presentation, you can’t ask them to join you in repeating your mantra. In moments when you need to be more discreet, try these internal tactics to keep your prefrontal cortex engaged. Focus on the most important point you need to get across. And when you find yourself starting to monitor every word coming out of your mouth, think about your pinky toe instead — a technique a sports psychologist told me famed golfer Jack Nicklaus used on the green to prevent over-focusing on simple putts.

All of these techniques will only help you if you are well prepared. Of course, distracting yourself when you don’t have your presentation down won’t save you. It’s crucial to replicate and practice under similar conditions. For example, if you are taking a professional development exam, practice tests are the best way to mimic that type of environment. Similarly, you can time yourself as you practice questions at home to recreate a testing environment. For scenarios that aren’t solo endeavors — like a presentation or interview — you can ask a small group of coworkers to help you do a test run. If you don’t have a makeshift audience, record yourself practicing your remarks or rehearse them in front of a mirror. By doing your own run-through, you’ll alleviate some of the stress when the big moment comes.

And lastly, if you do choke, remember: It’s not the end of the world. You might be disappointed and even embarrassed, but like most things in life, it’s a learning experience. Take the opportunity to learn how to better handle the stress next time.
[290 words]

Source: HBR
https://hbr.org/2019/06/why-talented-people-fail-under-pressure?ab=hero-main-text


You're Never Alone at the Top if You Hire People Better than You
Loneliness and working in isolation limits collaboration and people lose sight of their objectives
BY Kamal Karmakar, June 26, 2019

[Time 5]
In an interview, Apple CEO, Tim Cook, shared his approach to leadership style and opened up about the nature of his job. There were plenty of good insights on how he helms one of the world’s largest companies, and it is recommended that one reads it, especially because of the title that catches the eye.

"Running Apple is ‘sort of a lonely job’," says Tim Cook.

Through the years of running different businesses, there were many things I’ve learned along the way, and I believe that with the mantle of leadership, loneliness should not be one of the burdens to bear.

Loneliness and working in isolation limits collaboration and people lose sight of their objectives. There are two key factors that resonate from the success of companies regardless of industry, product, or service. They are driven by good leaders with a vision, and those leaders are supported by a stalwart, and an effective team that work towards that vision.

There is no “one size fits all” approach when it comes to leadership, and the following are the guidelines I personally follow that I feel will help business leaders attract the right people to create a dynamic winning team.

Mission and vision - Pay their Bills and Feed their Souls
Studies show that 80 per cent of businesses survive their first year, and those numbers drop to between 45 per cent-51 per cent at the five-year mark and only 1 in 3 make it to 10 years. There will be challenges you’re dealing with for your business, and when faced with tough times, the grass will seem greener on the other side, for your team, and even yourself. Understand that with your top performers intrinsic rewards are valued more than extrinsic rewards, and just paying them more won’t be enough for them to stay.

Your mission will guide your actions daily and consistently. Your vision will clear the fog of war as you chart your way towards a common goal. If you want a team that is dependable and resilient to stand by you, pay their bills and feed their souls.  
[350 words]

[Time 6]
Set a Criteria for Hiring — Establish your Base and Build their Potential

Setting the criteria for hire is crucial. For key personnel, look around and take a page from other companies and organisations that resonate with you to better identify the qualities that your team needs.

For the top-level positions for our business, we hire ex-employees from companies such as Microsoft, SAP, and Oracle. Their experience in handling large global teams, the familiarity with the pace of work, and in-depth industry knowledge made them the perfect fit.

Similarly, the people you look for should know the business, and what you stand for. At the same time, your people cannot be treated as part of the process, they are the process.

Skills and knowledge alone don’t make a good hire, John Browett, Apple’s former head of retail, who despite very strong credentials, took an approach that was not aligned with what the company stood for, resulting in a short stint. And if you hire with the right qualities in mind, you’ll be able to get the results you want, as seen when Browett’s replacement, Angela Ahrendts, took the lead. When it comes to building your team, establish your base and build their potential.

Leadership traits that need to be in line with your mission and vision

Put your Ego Aside — Hire People Better than you and let them Own it
Looking strong, always making the right decisions, and having an answer to every problem. Those are the qualities people expect of their leaders, but the caveat as with most things in life — balance.

Above all else, a leader guides the team to accomplish a goal, it is important to put your ego aside. From my experience, letting go a little goes a very long way. There are times when decisions are made and justified as a chance to “exercise leadership” in the heat of the moment, or in the interest of expediency. And upon hindsight, such decisions rarely work well for the betterment of the task at hand.

As a leader, I make it a point to hire people better than myself. Micromanaging shortchanges the leader with tunnel vision and mismanagement of time and the team member with the lack of space to exercise their skills and do their work well.

When leaders lead, and give their team members space and autonomy to exercise their skills, everyone can leave their mark on the work they do. That is when the magic happens. As a leader, you’re never alone when you hire people better than you and let them own it.
[429 words]

Source: entrepreneur
https://www.entrepreneur.com/article/335848

Part III: Obstacle

How to Work with Someone Who Thinks They’re Always Right By Ron Carucci and Jarrod Shappell, JUNE 26, 2019

[Paraphrase 7]
We recently watched a heated debate between our client and two of his direct reports. Our client, a leader responsible for a $350M division, and one of the direct reports, the head of marketing, were ready to extend an offer to a candidate for a new position: VP of analytics. But the head of HR was adamant that they had the wrong candidate. Her reasoning, expressed with unyielding conviction, was that the candidate didn’t meet the “adaptability” dimension of the hiring profile, which for her, was a deal-breaker. The leader and the head of marketing felt like while this candidate was admittedly imperfect, she was the best they’d seen of the nearly 40 they’d interviewed, and they were willing to live with her shortfalls. After rounds of discussion, the HR lead played the ultimate trump card and said, “Look, you either want my expertise or you don’t. You made me your head of HR, and if you’re not going to take my advice, then why did you give me this job?”

In a private conversation, our client expressed his frustration. “She plays that card the minute she fears not getting her way. She’s smart and I value her advice, but she has to be right on every decision. As her boss, now I feel like I’m in a no-win situation. If I don’t take her advice, she feels marginalized. If I do take her advice, I reinforce behavior I don’t want used by my team in order to sway decisions their way.”

His predicament isn’t unusual. Many people suffer from “chronic certainty” on issues for which no perfect answer exists. Here are three ways we’ve seen leaders get underneath chronic certainty to help themselves and others broaden their perspective — and have more productive conversations.

Get behind the origins of chronic certainty. Cognitive biases come in many forms, and often underlie dogmatic viewpoints. In our client’s situation, the newly appointed HR leader had an overconfidence bias because in her previous job she had a track record of great hiring decisions. Her confidence was coming, not from a place of defensiveness or posturing, but from her desire to repeat past success. When you or someone you manage experiences chronic certainty, it’s important to figure out which biases may be in play. Staunch certainty is always rooted in deeply held, but often unconscious, beliefs.

Resist the temptation to escalate dueling arguments until someone prevails. Slow things down to surface what’s really going on. No matter how outlandish their views seem, approach the conversation as if there is some legitimacy to them. If their certainty represents a pattern, don’t try and address it during an argument about a specific issue. Instead, schedule a separate conversation to address your concern. You might say something like, “Whenever we find ourselves on different sides of an issue, I feel as though you assert your views with such unbending force that I either want to shut down or dismiss your confidence. It would help me to know that my views were being considered, even if you don’t agree with me.”

Consider how your organization might encourage certainty. Chronic certainty is not just an individual issue. Psychologists often use the PIE theory (Person In Environment) to understand individual social struggles in the context of the environments shaping them. Does your culture prize assertive convictions? Is decision making perceived to be competitive? Do people feel as though appearing uncertain about their views will be perceived as weak? In certain situations, like conversations around strategic planning, budgeting, and talent management, where people perceive a lot to be at risk, the need to appear certain becomes a matter of survival. Research on competitive workplaces shows that when people feel anxious about competitive processes, they are more likely to behave unethically — including embellish arguments to get their way.

To avoid institutionalizing certainty as the preferred approach to articulating views or requests, ask people to come to meetings with pros and cons on issues. And make it a routine to have others on the team weigh in with differing views when making decisions. Approaches like these normalize the need for people to self-regulate, balancing confidence in one’s views without the dogma of certainty.

Acknowledge if others’ certainty makes you resistant. For some, the convictions of others can feel threatening to our own views and values. Confirmation bias leads us to screen out disconfirming views, so when we are forced to contend with differences, we naturally resist. We can become overly defensive, or withdrawn, dismissing information that might be very important. We observed one client, let’s call him Mike, making a presentation to his boss and peers intended to confirm his significant budget increase. One of his colleagues, someone with whom he had a contentious relationship, raised legitimate criticisms about the size of the increase given a recent product quality issue. Because Mike was pre-disposed to believe anything this colleague said was ill motivated, he shut down the conversation. But his overly defensive response backfired, and led to their boss delaying the budget approval for “further consideration.” Had Mike engaged his colleague’s concerns, he may well have negotiated an approval with contingencies in it that would have allowed him to proceed.

With so much emphasis these days on speaking up, we need to learn to temper our voices by listening, especially when making important decisions for which there are conflicting options. Remember that speaking “your” truth is far different than speaking “the” truth. Some fear that listening affirms the other’s point of view. Rather, it is in listening that others begin to feel safe enough to loosen their grip on strongly held convictions. Never shame, become dismissive, or escalate with counter-dogma. It is through listening that you will establish needed trust and safety to productively examine differing views.

There may be no way to fully reconcile contradictory points of view. And it could be that those who are chronically certain will dismiss your views as irrational and your behavior as defensive — this is the burden of leadership. However, if we can slow down our own reactions and consider the reasons for our own, and others’ chronic certainty, we can eradicate its negative impact and find the common ground hidden within all differences.
[1038 words]

Source: HBR
https://hbr.org/2019/06/how-to-work-with-someone-who-thinks-theyre-always-right?ab=hero-subleft-3

Duskinqi

非常晦涩：
中文
讲了他的一个客户的遭遇—引出chronical uncertainty
分析了这种行为可能产生的原因
领导该怎么处理这种行为


英文：
Recently, a client complains that something unpleasant happened between his two direct reporters. One reporter wanted to promote someone as VP, from 40 candidates, but this intention was not shared by the other, a HR leader, who believes, with strong confidence,  that that one lacks of adaptability. The boss was in predicament – he do not want either shut down the confidence of HR leader, or create a case letting everyone else know how to sway ideas.

The behavior of HR leader is defined as chronical certainty, which is quite common and may be bothering many bosses. Such certainty may be derived from the environment full of competition, an environment where you show uncertainty can be regarded as weak. And the past success will encourage the one to continue show the certainty.

As the boss of a company should learn how to deal with chronical certainty. You may not talk with the one based on a specific case. Instead, you may talk with the one later and asked him to full consider your idea even he may not share. And for yourself, you should also be aware whether you have such uncertainty and make sure you can listen to others before you make decisions.

lavande505

T2 1‘27
T3 2‘18
T4 2‘14
T5 1‘45
T6 2‘53
obstacle 7‘45

chase1026

T2 2.12
T3 1.53
T4 2.01
T5 1.23
T6 1.56

Ccqy

T2 3’
紧张的情绪会影响正常情况下的发挥
T3 2’04
如何缓解这种情况，可以在重要事情之前转移自己的注意力不要回忆要做事情的细节，也可以唱歌，主要就是转移注意力，把自身的水平发挥出来
T4 1’45
上面方法条件限制不能使用的时候，可以选择focus重点。另外最好就是提前模拟现实的环境，多练习。最后如果失败的话也不要太沮丧。
T5 3’26
领导组织成功需要智囊团
T6 3’36
选择成员需要制定标准
可以选择比自己优秀的成员，给成员发展的空间

mikii

[Time 2] 1:40
The author uses his story about panic in the soccer game to suggest that people get nervous under pressure.
[Time 3]1:54
To release the pressure, you can occupy your prefrontal contex with other things before the big events happen. Also, you can remind yourself that the signals of your body under pressure are good signs, which means that you are ready for the chanllange.
[Time 4]1:59
If you are well prepared, you can use the tactics to prevent over-thinking on simple putts. If you are not well prepared, you can practice more to mimic. Lastly, remember that it is not big deal. You can learn how to handle stress better next time.
[Time 5]1:53
Leadership is not about loneliness. The author gives some rules to help bussiness attact the right people to creat a team. First, pay their bills and feed their souls.
[Time 6]2:28
Second, set a criteria for hiring. Third, hire people better than you.

dingfang

Time2 2:21
Time3 2:12
Time4 1:47
Time5 2:16
Time6 2:37
Time7 8:17

Part2
先是讲了一个HR和一个主管对用人的争执，最后HR说，如果你雇用我不是为了听我的专业意见，你雇用我干嘛。

作者从而引出了一个话题叫做chronic certainty，说出了解决该问题重要的是认识到不同人观点的bias，然后在说出了3种解决途径。

BELLE_NanMingYU

time  2  0154
why talented people will loose on some crutal accoassions?  because they pay too much attention on the details, they know that there are too much people looking at them, which disattarcted them from concentreating on the match. just like me, when i was in the high school, i'm a talented football player and one day the coach come to my school to pick his future players, i was so nervous and want to play well but in fact i lost that game.
time 3 02:17
some suggestions on how to relax before you go into the stressful situation.  try to do some thing which can draw your attention to some other things, advoiding you from overthinking the prospective details of the coming match. alternativelly, you can tell yourself that the psycial changes in your body is a good signal telling you that your body has already got well prepaired.
time 4   0142
all the advice will be vaild on the base of the previously well-preparations. like before you are going to take the exam, practice tests can help mimic that type environment. when having an important speech, asking your friend to be your audiences is a good way to make yourself be similar with your forthcomig big moment in advance. last but not least, no matter the result of the special time is good or not, that will be a part of  life, the most important thing is what we have learnt form that. our life is an accumulation of expriences.
time5  0208
the apple's CEO Tim Cook shared his approach to leadership style, saying that he has never felt lonely and gave two useful suggestions on management. there are more than 80% companies survise in their first year but the number drops sharply in the next 5 years and finally only one third of them make it in 10 years. back to the suggestions, the first one is to pay your team as much as more money. it is human nature that people always think the grass greener on the other side, what you have to do is try to keep your team member as much as possible.
time 6  02:32
the second advice is to outline your need directly when hiring people. the people you want should be aligned with the company stratgy. what's more, don't be afraid to hire a person who are more capable than you.

zxinlun

192 w/m
我小时候很擅长高尔夫，但是由于压力，我在一次决定能否进国家队的比赛中失误了。压力之下每个人都变得容易失误，这是受大脑中的一种皮质决定；压力会让一些本来很显而易见的事情，变得复杂。
Time 3
154 w/m
避免受压力影响的做法，就是在做一件你已经熟练掌握的事情之前，完全放松，不去想它，而是把注意力分撒到其他耗费认知力的事件上去。也可以认为出汗和心跳加速是好的现象。
Time 4
193 w/m
面试过程中缓解压力的方法是让大脑focus到两个重点内容去。但是以上一系列办法实施的前提就是你已经对接下来要做的是准备好了，为此你需要多次模拟。如果真的被choke了，没关系。
Time 5
184 w/m
苹果CEO分享leadship经验。既要付员工工资，还要感受员工所感。超过90%的公司无法支撑超过10年。
Time 6
186 w/m
对雇佣员工设置一个标准，这个标准要根据职位不同的level来定，要考虑员工过去的经历，也不只能考量员工的专业技术。
不要害怕雇佣比自己优秀的员工，关键要平衡。

towxy

time2
2分05
许多在某方面非常有能力的人，在正式场合展现能力的时候往往会发挥失常。因为在正式场合发挥的时候往往会注意一些平时没有注意的细节并且太看重想要的结果
time3
3分01
在你发现你开始紧张时，想办法让你转移注意力，不要overthink
time4
2分 以上的方法都是更好的帮助你如何准备。最重要的还是重复练习会让你紧张的场景。
time5
2分24
公司的top经常会感到孤独，会让他们不客观。怎么找到team会让leader更有活力呢？
time6
1分59
你应该创立自己的标准并且给团队创造potential。同时给员工自己的空间