【Native Speaker每日训练计划】No.2154 经管

cedarmocey

内容：Nicole Lee 编辑：Tony He Wechat ID: NativeStudy / Weibo: http://weibo.com/u/3476904471 官方活动帖：长难句讨论帖-每日训练   SC讨论帖   CR讨论帖   RC讨论帖  Quant 讨论帖 Part I: Speaker How to train employees to have difficult conversations Tamekia Mizlady Smith   |   April, 2018 It's time to invest in face-to-face training that empowers employees to have difficult conversations, says Tamekia MizLadi Smith. In a witty, provocative talk, Smith shares a workplace training program called "I'm G.R.A.C.E.D." that will inspire bosses and employees alike to communicate with compassion and respect. Bottom line: always let people know why their work matters. Source: TED https://www.ted.com/talks/tamekia_mizladi_smith_how_to_train_employees_to_have_difficult_conversations [Rephrase 1, 8’11] Part II: Speed Your team members aren’t pawns in a chess game Wayne Turmel   |   Nov 22, 2017 [Time 2] Project management and team leadership are often viewed as chess games. A large part of the leader’s job is to choose the appropriate pieces and move them to the correct parts of the board to achieve the goal of capturing the other team’s King (or snagging market share, or getting the software done. You get the point). But there’s one important difference, of course. Those pieces on the chess board aren’t human. Your team members are - and they need to be treated accordingly. In chess, the knight goes ‘up one and over two’ and doesn’t ask why. It doesn’t suggest perhaps you want to go ‘over two and one to the left’, or go one up and over and stop because he ran out of time. Of course it doesn’t. ·Are you treating your people like chess pieces? Ask yourself these questions: ·Are members of your team regularly replaced and no one thinks this is a big deal? ·Have you ever quickly dismissed complaints about long hours or inconvenient call times with “well you knew that when we hired you”? ·If death were the only option, do you know how many children combined your team members have? Can you even come close? Particularly in highly technical fields, there is a tendency to discount human interaction as a complicating factor, rather than an asset. I remember one time asking a very good programmer why she kept refusing chances to go into leadership. “Because code does what you tell it to do the first time, and you don’t have to ask how the kids are,” she responded. It’s not that we’re bad people. It’s just that, particularly in task-heavy situations like project management, we tend to focus on the tasks - the chess moves. We get measured on milestones met, not laughs per meeting. Social interaction on meetings is dismissed as “off topic” or “wasted time”. Laser focus on the work is regarded as the highest compliment, attempts at friendly chat are often looked at with the suspicion that person isn’t working as hard as you are. [350 words] [Time 3] So what difference does it make if we don’t recognize the human nature of our team members? ·Turnover is high, and you wind up constantly bringing new people up to speed. This kills productivity, efficiency and morale ·People do exactly what’s expected of them and no more. The team doesn’t put out that extra discretionary effort (going the extra mile for a teammate, raising potential problems, asking tough questions) because “it’s not my job” ·The team doesn’t reach out to each other, more communication is channeled through the manager. That’s more work for you. Is that what you want? ·Work gets done, maybe even well, but it’s not a lot of fun In co-located teams this social interaction is hard to ignore. You overhear conversations, you see pictures on desk, and gossip is rampant. In fact, it can sometimes surround and overwhelm you. Really, how many birthdays can there be in one office? On remote teams, however, the opportunities for accidental interaction are rare. Differences in time zones, language, even team and national cultures, can separate people as much as the actual distance does. It takes more effort from everyone to create even the simplest social connections. Here are just a couple of things you can do to help re-connect your team: ·Ensure everyone knows what everyone else looks like. Use webcams where possible or at least share pictures of team members ·Use social media, SharePoint, Slack or whatever to post bios and profiles of all team members. This will help people get to know each other, but also know who specializes in what, who shares a bond ( Manchester United fans tend to stick together, no matter where they are) and where to find the resources, answers and help they need to get their work done ·Allow a couple of minutes as meetings start to engage in conversation. If you know information about someone (that isn’t embarrassing or private), share with the team. “How did your daughter’s piano recital go?” can help offset the fact that Alice missed the last meeting. It also is an easy way for people to know a little more about Alice. You don’t have to make it the point of the meeting, just don’t kill the interaction the minute it arises. Yes, the strategic part of project or team leadership is important. You have to know how to play chess. You also need to know that pawn’s name is Bob, and he doesn’t like to be called Robert, regardless of what his email says. It matters. [422 words] Source： Management-Issues https://www.management-issues.com/connected/6973/your-team-members-aren%E2%80%99t-pawns-in-a-chess-game/ Managing time in meetings Wayne Turmel   |   Oct 26, 2017 [Time 4] One of the main concerns when running a webinar or virtual meeting is managing the time effectively. In fact, we often become so focused on "getting everything in" to the allotted time slot that we forget to focus on what we're actually supposed to accomplish. This creates a vicious cycle of poorly led meetings, leading to more people showing up late or leaving early, which leads to… well you get it. Remember that keeping your meetings to time should be a way to accomplish your team's main goals. Discussion and participation shouldn't be cut short in the name of managing time. That would be a little like having only a few members of your football team go to a game because the bus was too small for all of them. Sometimes you just need a different bus! Here are some tips for managing time more effectively - and they're just as relevant to physical meetings, too. Check in with your team at the beginning of the meeting. Are there items people aren't prepared, or even want, to tackle during this meeting? If so, just remove them now and free up room. Do people have hard deadlines? Does everyone have to leave the meeting at the same time? Move the items that require hearing from everyone to a place on the agenda where everyone (or at least as many as practical) can take part and add value. [238 words] [Time 5] Get buy-in to the original timeline when the meeting starts. Help people set expectations and plan to stick to timelines as best they can. As the original time nears its end, check with your participants. Have you accomplished what you've set out to do? Is there more to discuss? In this way, you can move on early from topics that have exhausted themselves and gain some more time. Re-prioritize throughout the meeting. What are the things that are either time-sensitive or critical to your overall project timeline? Items on the critical path have priority over the items you'll have to discuss "eventually". Can the information be transmitted asynchronously? If you're merely handing out reports, or sending monthly updates, ask if you really need to take time together that could be spent on issues requiring real-time input. Spend time where it will do the most good. Making them available by file transfer or email might be just as useful. Assign someone to watch the time for you. This can be a formal arrangement or just ask someone to private message you to quit yacking and watch the clock. Better yet, empower everyone to speak up if they feel time's being wasted. And take time to check with everyone periodically. Every team can benefit from making a commitment to managing their time as well as focusing on the work to be done. It's not an either-or situation. [235 words] Source: Management-Issues https://www.management-issues.com/connected/6833/managing-time-in-meetings/ Here is a Color Therapy Guide for Every Entrepreneur to Follow Ashna Ddhannak   |   June 28, 2018 [Time 6] The Journey with Colours can be a life-transforming experience in itself. Each of the colour in the spectrum reveals volumes of energy stored in it that not only helps to transform & enlighten our lives but also impacts our psyche, emotions & overall wellbeing. They help us to get acquainted with our innermost self & bring out the hidden expressions that were untouched otherwise. Business is not only dependent on its nature but equally on the personal and charisma of the Entrepreneurs and the dynamics of their environment. According to the ancient science of Vaastu, the colours can be a unique channel to communicate the exceptional identity of your Brand & Products, helpings to grow your business & at the same strengthen client Loyalty, attracting new opportunities, enhancing business relations, boosting success & profit by improving the overall quality and brand awareness.   Let us have a look at the various shades & selection of perfect colours for different professions which can make their business & personality shine. Entrepreneurs opening (start-up) 1st venture of a kind: A brand new business of any kind always needs a rock solid & firm grounding for establishing stability in its work environment. RED & GREEN is highly recommended as Red is considered to be very auspicious for a new beginning & Green helps in balancing and growth.  Using tones of Red with 30 % of some other colour can be considered good for the overall branding stationary like visiting cards, collaterals & creatives etc for bringing in luck & blessings. Green is momentous for money as it connects with the earthy energies. One can place a Green Bamboo Plant in the South East Zone of their workplace for enhancing money and wealth. Also placing a Four leaf clover plant near the main entrance door is considered to be very lucky. [305 words] [The Rest] For Arts Entrepreneurs: Interior designer studios or offices related to creativity and art, must keep interiors orange with tinges of green. Orange is a symbol of creativity. It is associated with Sunshine. Placing a picture of a Rising Sun in the East of the workplace helps to bring luck, fortune and travel opportunities. For Writers, Trainers and Coaches: Turquoise & Light Blue colours help to build clarity and promotes effective communications in writing and speaking which is vital for a Writer, Trainer or a Coach. Wearing a Blue or Turquoise coloured scarf / tie around the neck during important meetings/events can help to activate one’s throat chakra that can help them to speak up fearlessly and express their thoughts powerfully. For Beauty Entrepreneurs– Pink is associated with the planet Venus which represents Beauty, Glamour & Luxury. Various shades of Pink, Magenta, and Fuchsia etc added with a tinge of Gold helps to attract Name, Fame and Power to one’s personality & Products. Pink / Red Roses in the South East Corner of the workplace in a golden coloured Vase for manifesting fame & fortune. For Healers and Spiritualists: Purple colour represents the highest form of spirituality and it is also the colour of one’s crown chakra that represents universal brotherhood and is substantial for building up great relationships in life as well. White denotes peace and tranquillity which is best for healing therapies. Burning Lavender aromatic oil in a diffuser at work one’s healing centre helps to promote wellbeing and restoring vitality. [351 words] Source: Entrepreneur https://www.entrepreneur.com/article/315914 Part III: Obstacle Take Control of Your Learning at Work By Art Markman      |    19  July  2018 [Paraphrase 7] Human beings have an astonishing ability to learn, but our motivation to do so tends to decrease with age, particularly in adulthood. As children, we are naturally curious and free to explore the world around us. As adults, we are much more interested in preserving what we learned, to the point of resisting any information — and data — that challenges our views and opinions. Unsurprisingly, there is now big demand for employees who can demonstrate high levels of “learnability,” the desire and ability to quickly grow and adapt one’s skill set to remain employable throughout their working life. This demand has been turbocharged by the recent technological revolution. Indeed, one of the major cultural and intellectual changes of the digital age is that information has been commoditized, and access to it is now ubiquitous. With the right question (and WiFi), we can all pretty much find the answer to anything, so long as we are able to judge if the answer is true — which in a world of fake news and dirty data is no small feat. The main career consequence of this is that knowledge and expertise have been devalued. What you know is now less relevant than what you can learn, and employers are less interested in hiring people with particular expertise than with the general ability to develop the right expertise in the future, particularly if they can do it consistently and across a wide range of roles. Note that our interest in people who can learn how to learn is not precisely new. Over a century ago, the French psychologist Alfred Binet, who pioneered the application of modern pedagogy and child development science to formal education, observed that “our first job was not to teach [the students] the things which seemed to us the most useful to them, but to teach them how to learn.” Fast forward to today and Binet’s perspective is perhaps more current than it ever was. When we can all retrieve the same information, the key differentiator is not access to data, but the ability to make use of it; the capacity to translate the available information into useful knowledge. Ironically, a surplus of information can create a poverty of knowledge. It requires curiosity and a hungry mind to resist digital distractions and have the necessary discipline to learn. Unlike our evolutionary ancestors, who lived in a world of relatively low environmental stimulation where attending to novelty was rewarded, it is now more advantageous to ignore new information than to absorb it. Just like our evolved inclination to maximize caloric intake is no longer adaptive — but maladaptive — in a world of abundant and cheap fast food, our evolved predisposition to consume as much novel information as possible is no longer advantageous in the age of Facebook, Twitter, and clickbait news. Kim and Kanye are the intellectual equivalent of burgers and pizza — hard to resist, but with limited nutritional value for our hungry minds. To make matters worse, today’s jobs and careers often handicap our ability to learn, demanding consistent levels of high-performance and focusing our energies on attaining results rather than broadening our skillset. Instead of genuinely promoting a learning culture, most employers obsess over results, demanding higher and higher levels of efficiency and performance, which can be the biggest barrier to curiosity and learning. Individuals looking to overcome this challenge should consider these four suggestions: Pick the right organization. Most people don’t include “learning potential” as one of the key criteria when they choose their job, but you should. Of course, your learning potential is partly dependent on your own personality, with traits like learnability, curiosity, and openness to experience being key. Unsurprisingly, intelligence is also a very important quality. But regardless of these qualities, your propensity to learn will be strongly influenced by the type of job, career, and organization you pick. For example, research shows that enriching learning environments play a critical role in shaping our experiences and helping us develop new knowledge. Companies like Google, Unilever, and Edmunds.com have successfully put in place cultures to unlock employees’ curiosity and reward their formal and informal learning. To create a learning culture, organizations must value psychological safety, diversity, openness to ideas, and reflection time, all of which can hinder short-term results. Set aside time for learning. One of the biggest barriers to learning is time, particularly when you are focused on delivering top levels of performance. This is also true for your boss, so you cannot expect them to devote much time to your learning journey. In fact, chances are your boss is too busy to set aside time to learn themselves. It is therefore essential that you own your own learning process, managing your professional growth and development. If you are waiting to be told what to learn, you are not being proactive about your learning. Even if you are not given a specific time to achieve this, it is up to you to set aside the necessary time to learn. Ignore your strengths. Although it is convenient to pick jobs that are a good fit for our strengths — and talent is largely personality in the right place — we can only develop new strengths by addressing our weaknesses, so if you want to acquire skills you don’t have, or develop new expertise, you will inevitably have to focus on what you don’t know rather than what you do know. This takes courage — and support from your employer. At times, finding a skill adjacency can be a compromise: leveraging some of your existing capabilities to learn new things or acquire valuable experiences in a new area. Remember: even if it makes you a relatively worse performer to begin with, it will improve your ability to learn new things and absorb new types of training, expanding your range of strengths. Learn from others. Too often we equate learning with formal training or education, but some of the biggest learning opportunities are organic or spontaneous, and this is also true at work. They involve learning, not from structured courses or training materials, but from others: e.g., peers, colleagues, bosses, and especially mentors. In fact, whereas formal learning interventions tend to boost only the acquisition of specific content or subject matter expertise, spontaneous and social types of learning are more likely to result in the formation of new habits and practical behaviors. It has also been noted that most of the problems we encounter during our everyday working lives are ill-defined rather than well-structured, so they do not have an objectively correct solution, requiring adaptive rather than technical learning. However, this requires seeking the right feedback and being receptive to others’ suggestions, including criticism. Most of us are so busy trying to demonstrate competence that we forget to learn, and we perceive asking for suggestions as a sign of weakness. And if you have limited opportunities to learn from others, you can always learn something about yourself: how do others perceive you, including your talents and performance? Answering these questions will help you identify gaps, as well as future learning areas. Importantly, learning should never stop. Regardless of your past achievements and your present level of expertise, your future depends on your ability to keep learning. [1202 words] Source:  Harvard Business Review https://hbr.org/2018/07/take-control-of-your-learning-at-work

KatherineTYL

Time 2 2:53 350words
Project management is the same as chess game to some extent.But the difference between them is that human has his own thoughts.Being a leader is stressful because people cannot have a relax interaction in the workplace.

Time 3 2:05 422words
The lack of communication with team members has many disadvantages.People in the team would be less motivated to work.And the leader should take some measures to encourage team members to participate in the communication. The strategic part of project is important to leadership

Time 4 1:42 238words
One concern about meeting is managing time effectively. The top priority of time management is reaching main goals of the meeting.There are some tips.
First, people should check in at the begining of the meeting.Make sure that the things unrelated to the meeting have been moved out.

Time 5 2:01 235words
Second,focus the timeline in the meeting.
Third,check with the participants that if there are things to talk with further.
Forth,think about the things which are time-sensitive.
Fifth,think about if the information could be transmitted into files.
Sixth,assign someone to watch the time.

Time 6 1:41 305words
Color make people know innermost self of themselves.And colors are important in the enterpreneurship.Every color has its own mean.

chloeyao

Time 2 1‘46’‘
Project management and team leadership are often view as chess games, especially in highly technical fields. Leaders choose the suitable pieces, then move them to the correct places and finally achieve the goal. However, there is one important difference. The pieces are not humans. They have their own ideas.
Time 3 2‘15‘’
If a leader doesn’t recognize human nature of team members, members’ productivity, efficiency and morale will be influenced. They will not do more to make the business better. The author gives some advices to help re-connect the team. Firstly, let your team members know each other. Secondly, create the opportunities to communicate with each other. Thirdly, use social media to post profiles of all team members.
Time 4 1‘16‘’
One of the main concerns about running a webinar or a virtual meeting is to manage the time effectively. People sometimes may show up late or leave early. One of the reasons is that the organizer focuses to much on “getting everything on”. Here are some tips for managing time more effectively. Before the meeting, you should check with people who should attend and ask whether they have fully prepared. If they don’t, you can let them attend the next meeting and let anyone who can add value attend this meeting.
Time 5 1’14’’
At the beginning of the meating, you can tell participants the main items and the goal of the meeting. You should make sure the critical items have been discussed. Sometimes if the meeting is not necessary, you can use e-mail or phone instead.
Time 6 1’47’’
Each of the color has the different impact on our psyche or emotion or even business. According to the ancient science of Vaastu, colors can be a unique way to express the exceptional identity of your brand and products and boost success. The author makes some examples about the use of different colors. For example, red&green is highly recommended  for a new business.

LucianZheng

T2 2:23
Project management and team leadership are usually viewed as chess games. But human staffs are not the same as chess. Social interaction is regarded as off topic when project is very heavy.

T3 2:27
If you don't recognize the human nature of team. There will be lots of disadvantages for your company.Remote teams are more difficult to get social connections. Some suggestions are provided to help reunion the team.

T4 2:12
How to manage the meeting time effectively is a main concern. The most important thing is to accomplish the team's main goals. Some tips are provided to manage the time more effectively.

T5 2:02
Every team can benefit from making a commitment to managing their time as well as focusing on the work to be done

T6 3:12
Colours helps to  transform lives and impacts  psyche, emotions & overall wellbeing. Different colours for different professions, making business and personality shine.

T7 8:53
Human 's learning ability is decreasing with ages growth. But the work need people to keep learning throughout the life. Digital age makes us access to data more easily, but the ability to make use of it is the key differentiator. Today's jobs are often handicap ability to learn. Fours suggestions are provided to overcome this chanllenge.

TRAFALGARLAW

time2 3'45''
time3 3'42''
In the passage, the author mentions that a leader in a team can't view team management as chess games because team members are not pawns but human beings in the team where all of them should be treated patiently and carefully.Although in task-heavy situations social interaction with team members is often
dismissed as "wasted time",a team without identification of human nature will lose productivity and cohesion.Fortunately,there are many things a leader can do to help re-connect his team,something like using social media to post profiles of all team members so that people can know each other well.

time4 2'11''
time5 2'32''
How to manage time effectively in meetings is a complicated issue to deal with.In order to keep meetings to time,the author provides several tips to team leaders.First of all, they should make sure that all the items to which everyone can add value are on the agenda and clear up other unprepared items from it at the beginning of the meeting.Second, they are supposed to help people set plan to stick to timelines.Besides,during the meeting, team leaders have to find out what things are critical to the overall project timeline. Moreover, it's also important to save time that could be spent on really vital issues from unnecessary tasks such as handing out reports and so on.

time6 2'47''
the rest 2'14''
psyche n.灵魂，心智
charisma n.魅力，领袖气质
momentous adj.重要的

lixiqi123

T2:make a analogy between chess and work.people seem to treat their mates as chess.1:48
T3:main idea: give us some cases in which people cant concect to each well.Give us some advice how can we connect with ours team member. 1:40
T4:tell us the point of time managenment .Give us some advice about the time management in meeting. 1:04
T5:some tips about time management in meeting,re-proritory;check everyone;align to watch the clock.
1:19

t6:emphasez the importance of color and benefit form the color  in business,give us two special color,green and? ,and what the special meaning these colors stand for. 0:34
T7:tell us that our learning skill is decreasing with time,but we need to keep learning to keep employable. But very much companies hinder our learning ability.Four tips: choose the right job that enable you to learn; spare some time to learn,learn from others;ignore your strength.