【Native Speaker每日训练计划】No.2468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

Federal Reserve Leaves Interest Rates Unchanged For The Time Being
June 20, 2019  NPR's Noel King talks to David Wessell, director of the Hutchins Center at the Brookings Institution, about the Federal Reserve indicating it may cut interest rates in the future.



Source: NPR
https://www.npr.org/2019/06/20/734303156/federal-reserve-leaves-interest-rates-unchanged-for-the-time-being
[Rephrase 1, 03:44]

Part II: Speed

Six Entrepreneurs Share The Advice They Would Give Their Younger Selves
Try to picture the life you would be living if you could see the way every business deal you ever made would turn out in the future
BY ENTREPRENEUR STAFF, June 20, 2019

[Time 2]
All entrepreneurs are familiar with the timeless saying that hindsight is 20/20, especially in business.  Imagine how wealthy you could be if you never made a bad decision.  Try to picture the life you would be living if you could see the way every business deal you ever made would turn out in the future.  Try to calculate the profits that you could have earned if you had followed through with your invention or product launch that you decided not to do, just to watch someone else get rich off of the same idea.  Although we do not have a crystal ball to predict the future, we are all aware that history often repeats itself.  That is why we interviewed six successful leaders who are considered authorities in their respective industries about what advice they would give their younger selves.  By analyzing the similarities in their answers, we can get information that can be applied to making better business decisions, today.

Tim Burd is regularly referred to in the media as the Godfather of Facebook Advertising.  Tim, You have built a community of over 200,000 business owners who advertise online.  Your paid community AdLeaks is considered the authority on digital marketing.  What advice would you give your younger self?

I would recommend to take the time to really build a business that’s sustainable and viable in the long term, instead of going after fast money. I’d say that would be the most important thing to tell my younger self.  Slow, steady and focused on delivering value has really paid off.

Tim Burd - CEO – AdLeaks
Curtis Nalley is known as being one of the top authorities in the business credit and lending spaces.  Curtis, you have helped more than a quarter of a million small business owners secure more than a billion in funding for their businesses.  You are also known as one of the foremost experts on building and leveraging credit.  What advice would you give your younger self?

The advice I wish I could give to my younger self would be to start working for myself sooner. The false comfort of having a salary distracts many people from living up to their true potential. I would tell my younger self to not be afraid to fail. It is that fear of failure that keeps people working jobs they hate, and before they know it, they are too entrenched to be able to start their own business, follow their dreams, or live up to their maximum potential in life. Most people think that if they have a job, they have security. But the truth is, you have to perform and deliver, sometimes at a much higher level, to keep your job. As soon as you stop performing, you will probably get fired. So you might as well perform for yourself, and get to make the most money, and be your own boss! This is something my younger self would have definitely benefited from hearing.

Curtis Nalley - Lending America LLC
[501 words]

[Time 3]
Ken “Spanky” Moskowitz is the President and Founder of AdZombies and is considered an expert on copywriting.  Ken, you wrote the book, “Jab Till It Hurts: How Following Gary Vaynerchuk's Advice Helped Me Build A 7-Figure Brand” and you have helped write thousands of ad campaigns that have appeared on Facebook, Instagram and other digital platforms. What advice would you give your younger self?
My advice to myself would’ve been simple.  Trust your gut. Don’t ever second guess your gut instinct, it will never let you down. I’ve learned this after 52 years and today I never second guess my gut instinct. Too many times our gut tells us what to do, then the voice in the back of our head talks us out of it. That voice is self doubt, limiting beliefs. It’s the reason more people fail at their endeavors because they allow it to talk them out of things. Always go with your gut!

Ken Moskowitz - CEO – AdZombies
Paul Xavier is the writer, director and producer of the documentary “Film School Revolution” and the founder of the Next Level Creators program.  Paul, you have been documented as helping filmmakers and directors earn more than $27,600,000 in 2018 in alternative income streams from creative work. What advice would you give your younger self?

Love this question, thank you.  The first thing I would tell my younger self is to learn how to think longer term and bigger picture so that I do not get overly immersed in the details of any challenges I might end up encountering.  The second thing I would advise my younger self to do, is to get obsessed about overdelivering massive value to customers, because at the end of the day, the person who has the most value to provide, will win over and capture the audience.

Paul Xavier - Next Level Creators
[310 words]


[Time 4]
Nick Cavuoto is an advertising expert who has helped generate hundreds of thousands of new prospects for companies of all sizes around the world.  Nick, you have built a reputation of being able to successfully launch digital advertising campaigns specific to various advertising channels like Facebook and Google, and you are able to leverage that to help companies scale.  What advice would you give your younger self?

The advice I would give my younger self would be to start doing what I am doing now, but sooner.  I love helping businesses with high social impact.  I like to work to crack the code of targeting underpriced audiences within their market.  This allows me to consistently produce highly profitable digital advertising campaigns that deliver greater fulfillment to audiences, and maximum impact to the world.
Nick Cavuoto - Founder - Smart Marketing Mastery

Chase Harmer is the CEO of PayCertify, one of the most innovative payment processing companies in the world.  Chase, under your leadership, PayCertify is challenging much older and more established competitors in the payment’s space like PayPal and Stripe, and succeeding by putting merchant’s first.  What advice would you give your younger self?


My journey began when I started in the payment processing industry when I was just under twenty years old. Initially I started building some residual income, and because of the freedom that gave me, I began working on a lot of different, unrelated projects.  At the time, I had all of these different income streams, and I did not have to trade my time to earn that income. Because I was good at one thing, I figured I was good at everything, so I got involved in everything from trying to flip cars to investing in out of state real estate. All these other projects became distractions.  And once I was distracted, my core residual income started diminishing. The advice I would give my younger self, would be to compound my focus into building a residual income based business and not stopping until it is worth billions.
Chase Harmer - CEO - PayCertif
[347 words]
Source: entrepreneur
https://www.entrepreneur.com/article/335582

What Happens When We’re Reminded of Death at Work
BY Zhenyu Yuan, Lisa E. Baranik, and Robert R. Sinclair, JUNE 18, 2019
[Time 5]
How do people react when they encounter death in the workplace, and how can managers assist employees as they process it? Many occupations involve exposure to mortality. Critical care nurses and emergency medical technicians must take care of dying patients. Firefighters and police find themselves in danger when trying to save the lives of others. Construction workers and coal miners witness critical and sometimes fatal injuries. And even office workers will occasionally be confronted by the death of a colleague.

Encountering mortality cues at work is stressful — so stressful that researchers refer to some people’s response as terror management. That terror may manifest itself in severe anxiety and, to cope, those feeling it rely on beliefs, such as faith in an afterlife or holding fast to family traditions, that provide relief. They might even reject those who hold different views and act aggressively toward them. In one study, participants reminded of death rated people of different religions less favorably and were reluctant to work with them.

But reactions to death are not always negative. For example, following the tragic events of September 11th, we did see an increase of prejudice and bigotry. But there was also a sharp rise in applications for public service jobs. After being reminded of the fragility of life, many people chose to look beyond their own fears and give back to others.

It turns out that there may be two divergent ways people process mortality cues. Those prone to death anxiety tend to experience aversive emotions such as fear and panic, whereas those who engage in death reflection focus on the ways they can find meaning in their lives and enter into a more positive mindset.

Our research has focused on understanding the consequences of these different responses at work. In our first study, we looked at two occupational groups frequently exposed to mortality cues—registered nurses and firefighters working in the United States. Over a span of three months, we surveyed these employees regarding their death anxiety, stress, and work engagement and collected absenteeism data from organizational records. We found that those who had higher levels of death anxiety were more prone to stress symptoms, more likely to miss work days, and less engaged at work.
[372 words]

[Time 6]
In a second study, we asked another group of U.S. firefighters about death reflection, their safety performance (e.g. following procedures, voluntarily promoting safety) at work, and life satisfaction. Results support the benefit of death reflection: Firefighters higher in death reflection were more satisfied with their lives and more likely to follow safe practices at work.

Dealing with death takes a toll on employee well-being and creates challenges for both businesses and society at large. Our research highlights that employees facing mortality cues should not be left to suffer the negative consequences associated with death anxiety. Through another path — death reflection — they can be happier, more focused, more engaged, and more productive. Organizations and managers can play an important role in helping them toward that more positive mindset.

Especially in workplaces where employees frequently face mortality cues, acknowledge that dealing with them is stressful and implement supportive HR practices and policies. Newcomers and young people may be the most vulnerable to death anxiety because of their inexperience. Therefore, organizational onboarding should include death-related educational modules that teach participants how to proactively cope with the stress. In the recruitment process, realistic job previews should include honest descriptions of death-related experiences on the job so candidates can assess if they would do well in those roles.

Systemic interventions, such as death-related training, should also be put into place to help people reduce death anxiety and promote death reflection. Employees themselves should be actively involved in the design and implementation of these interventions — so that they can confront their own feelings about death and find meaningful ways to develop a growth mindset around it.

Managers can serve as effective role models, using their own behavior to shape the ways their subordinates process mortality cues. In times of crisis and stress, the way leaders envision the future influences how followers make sense of the present. When they avoid talking about death, employees follow suit and shy away from the topic. If they instead reflect on death and ways to find meaning, employees will be inspired to do the same and get more engaged in the pursuit of their calling.
[354 words]
Source: HBR
https://hbr.org/2019/06/what-happens-when-were-reminded-of-death-at-work

Part III: Obstacle

How to Move from Self-Awareness to Self-Improvement
By Jennifer Porter, JUNE 19, 2019

[Paraphrase 7]
We know that leaders need self-awareness to be effective. That is, an understanding of their strengths, weaknesses, feelings, thoughts, and values — as well as how they affect the people around them. But that’s only half of the story. Self-awareness is useless without an equally important skill: self-management.

A client of mine, we’ll call him Rick, serves as a case in point. He has been given repeated feedback that he speaks too often and for too long in meetings. He has told me that he wants to improve this behavior and learn how to be a more productive participant in order to help his team make better decisions. After a recent meeting with 15 people where he spoke for 30% of the time, I asked him to evaluate his participation. He replied, “I know I talked too much but I had a lot of points to make.” He then continued to tell me more about his ideas. Rick is very self-aware, but he isn’t as effective as he could be because he doesn’t self-manage.

Self-management is a conscious choice to resist a preference or habit, and instead, demonstrate a more productive behavior. It’s a four-step process:

Be present. Pay attention to what is happening in this moment — not what was said 15 minutes ago or what will happen in your next meeting.

Be self-aware. What are you seeing, hearing, feeling, doing, saying, and considering?
Identify a range of behavioral choices. What do you want to do next? What are the possible consequences of each action? What feedback have you gotten that might inform your choices? What are some alternative choices you can make — even if they’re not what you want to do or what you usually do?
Intentionally choose behaviors that are believed to be the most productive. What behavior will generate the best outcome — even if it’s not the behavior that comes easiest to you?
For Rick, self-management would look like this:

Be present: “I’m focused on this conversation, really listening to everyone’s comments, and paying attention to what is happening.”
Be self-aware: “I notice I’m excited and eager to share my ideas. I want to give an example. I also recognize there are a lot of people in the room who are trying to speak, and I know I have a tendency to speak too often in meetings, which can stop others from participating.”
Identify a range of behavioral choices: “I could explain my ideas, ask a helpful question, invite others to share their ideas, or listen silently.”

Intentionally choose behaviors that are believed to be the most productive: “I’m going to withhold my comments and instead listen to what others are saying. Even though I really want to share my ideas, I’ve been repeatedly told that I talk too much, and don’t give others a chance to contribute. If I listen now, I will finally be giving others that chance.”
What makes self-management so hard goes back to the definition. The most productive behaviors are often not aligned with our habits and our preferences. (If they were, we would not need to manage ourselves.)

Behaving in ways that aren’t aligned with your preferences can make you feel uncomfortable (“I always respond first in a Q&A. I worry others won’t get it right”), unskillful (“I don’t know how to give negative feedback”), and even unpleasant (“I like being direct and get impatient when I have to choose my words carefully”).
Operating in ways that contradict our habits can evoke similar negative reactions. With a habit, our brain creates a shortcut and moves from stimulus to response without thinking, saving both time and effort. But non-habitual behaviors require us to think about a situation, consider choices, make a choice, and then demonstrate the behavior that aligns with that choice. This takes work. The auto-pilot efficiency of habits is what make them so hard to change. It’s easier and more pleasant to default to an old habit than it is to invest the energy in creating a new one.

Despite these barriers, self-management is a learnable skill. This is how you can start:
Decide where you want to self-manage. Pay attention to how you typically operate — what you say and do and what you don’t say and don’t do. Identify instances where your current approach is not working as well as you’d like, and self-management might be useful. For example, maybe, like Rick, you talk too much in meetings.
Notice and reflect on what’s driving your lack of self-management. In those moments where you’re not self-managing but would like to, notice how you feel, what you want, and how you are interpreting what’s going on around you. What is driving your actions? Is it lack of awareness in the moment, wanting to look good, lack of skills, insecurity, or something else? If you talk too much in meetings, for example, consider why you do that. Maybe you like your own ideas better than others, or it never occurred to you to talk less. Those of us who have a bias for action may be tempted to skip this step of reflection and move straight to planning and practicing — but don’t. Understanding why we make the choices we make is crucial to changing those choices.

Consider your choices and your reactions to those choices. Instead of your default behaviors, if you were self-managing, what else could you do? What is your reaction to those options? Notice how your preferences and habits show up here, and ask yourself what you are trying to avoid when you default to those habits and preferences. Sticking with the example of talking too much in meetings, one option you might consider is waiting for others to speak before offering your perspective. Now, consider your reaction to that option. Are you afraid someone else will make your point and you won’t’ get credit for it, or that others won’t have ideas that are as relevant as yours and a bad decision will be made.

Make a plan. Now that you know what you want to change, better understand what’s driving you, and have identified some options, think of concrete steps you can take. If you talk too much, your plan might include deciding how many times you will speak in a meeting and for how long, or in which meetings you will only listen and not speak.

Practice. Old habits are hard-wired into our brains. To change them, we need to create new neural pathways (new habits), and this requires practice. If we stay with the example of talking too much in meetings, practice might look like counting your comments and stopping when you hit your maximum — even if you have just one more very important thing to say. Do this repeatedly until you are consistently able to self-manage that behavior. At the same time, explore your reactions to your practice. What can you learn from what you’re doing, and from how you’re reacting, that can inform your continued practice?
Repeat the process. Go back to step two and observe your efforts, reflect on your choices, revise the plan, and practice some more. In each successive iteration, you’ll learn a bit more about how you’re operating, what’s driving your behavior, and how you can improve it.

It’s natural to behave in ways that feel good and familiar — to not self-manage — and yet, if we did this all the time, we’d never get better at anything. To become as effective as possible, leaders need to move beyond self-awareness to self-management. Start by recognizing your current actions, considering alternative options, and then putting in the hard work required to resist what may be most familiar or comfortable. Instead, commit to effectively executing what is most productive.
[1286 words]
Source: HBR
https://hbr.org/2019/06/how-to-move-from-self-awareness-to-self-improvement

BELLE_NanMingYU

time2  03：10   501
although we don't have a crystal ball to predict the future, we know that the history often repeated itself. so we inveit 6 business leaders to share their success experience.  the first one is XXX, he is a NO.1 in Facebook and Tweeter advertisement industry, his advice to younger self is to try to think in long-term, and focus on what you can delivery to your customers rather than earning fast money on them.  the second is a big person in banking, what he want to tell to the young is that don't be afraid to make mistake. and try to make your own business and be your boss as soon as possible. because when you got a job, you have to perform and deliver, sometimes at a higher level, to keep your job. once you stop performing well, you will probably get fired.
time 3/4   04:21    657
the first one is famous in copywriting, he insist that young people should always be good wih gut. try to communicate with them in deep.  the second person suggested to enlarge your horizon and pay more attention to the content you deliver to your customers. the third one is very good at helping companies scale.  the last one is to focus on your own strengh and insist on it until it is worth billions.
time 5/6   05:48    726
four steps to beyond self-wareness to self-management.  be present, be self-aware,choose the most productive behaviors, the most productive behavior aligned with people's habits. before taking actions, people should decide what to do first, making a plan is very necessary. be practice when doing your actions.

Ccqy

T2 3'21 501
虽然我们没有水晶球来预测未来，但我们知道历史经常重演。所以我们邀请了6位商界领袖分享他们的成功经验。第一个是..他是Facebook和Tweeter广告行业的第一名，他对年轻人的建议是试图长期思考，并专注于你可以交付给你的客户，而不是赚快钱他们。第二个是银行业的大人物，他想告诉年轻人的是不要害怕犯错误。并尽快创建自己的事业并成为你的老板。因为当你找到工作时，你必须执行并交付，有时候在更高的层次上，以保住你的工作。一旦你停止表现良好，你可能会被解雇。
T3 2'13
第一个以文案着称，他坚持认为年轻人应该永远是好的。尝试与他们深入沟通。
T4 2'16
第二个人建议扩大你的视野，并更加关注你提供给客户的内容。第三个是非常善于帮助公司扩大规模。最后一个是专注于你自己的实力并坚持它，直到它值十亿。
T5 2'38
超越自我管理到自我管理的四个步骤。在场，自我意识，选择最富有成效的行为，最富有成效的行为与人们的习惯保持一致。
T6 2'36
在采取行动之前，人们应该先决定做什么，制定计划是非常必要的。在做你的行动时要练习。

JacquelineZhao

T2 5’43“  If you have a chance to say something to the younger youself, what would you want to say?
T3 2’13” Ken said that he would tell the younger himself trust himself rather than self doubt; Paul said that he would advise himself to set a long term goal and further plan, firstly . and Then, he would concentrated on how to draw his customer.
T4 2’31” Nick hold that he would tell his younger self to start the business he is doing ASAP. And Chase would say focus on build his business and do it constantly.

JacquelineZhao

T5 2’57”  There are no doubt that risks of death are everywhere. The researcher hold that the reason about that relate to several factors, such as : anxiety, stress, and work engagement.
T6 4’12“ another research state that firefighter higher in death reflection. Then managers have a crucial role in this issue to help employee build more positive mindset.

LittleBar

Time 2 182 wpm
We can not predict what will happen in the road of business, but what we can do is to listen to some advice from those successful businessmen.
Time 3 188 wpm
Time 4 188 wpm
Time 5 153 wpm
Researchers find that the ways people react to death at work can be divided to two: death panic and death reflection.
Time 6 153 wpm
Several ways that can help reduce death panic among employees:
1.         Trainings and lectures in advance;
2.         Systematic intervention;
3.         Employers play as role models
Obstacle 230 wpm
Self-management is as important as self-awareness. Two steps to identify what to change: be present and be self-aware. Behave as the most productive way suggests. Self-management can be difficult: it makes people feel uncomfortable, unskillful and unpleasant as it counters our habits.
Do as the following steps indicate to achieve self-management:
1.        Identify why something is wrong;
2.        Plan;
3.        Practice;
4.        Repeat

unbreakable1

Time2:2.44
It will be much beneficial if we can predict the future or keep from all the faults we’ve ever made. That’s the meaning for us to interview 6 people to give some suggestions to their younger selves. The CEO of Adleaks Tim said that he should made long-term and steady development the first pursue rather than more money; and Curtis said he should be more brave and be not afraid of failure.

Time3:1.46
The CEO of Adzombies Ken said that the most valuable suggestion is believing your gut, he never doubt his instinct. Sometimes your brain will prevent you to do something that you really what to do. Just leave it. Writer and director Paul said we would better to draw a big picture and long-term goals so that we can leave the foreseeable trouble. And Contributing to customers is also a good idea.

Time4:1.59
Nick conducted so many successful advertising campaigns and he vote himself to do things he really love-of course his present jobs, but sooner. He really enjoyed it. The CEO of a payment supernova Chase said that when he was young he was immersed in so many things-buying real estate and car repairing. While what he did distracted him a lot. So he believe he needed to devoted all himself to his favorite business until make it billions.

unbreakable1

Time5:2.21
Some special occupations make it easy for employees to meet mortality, and the impacts are not all bad. Some may give people more strength, such as the influence of 9.11 event. Research found that the influence depends on the process how people meet those mortality cues. And researchers conducted a survey to nurses and fire fighters, and they found the influence of stress is stronger.

Time6:2.22
The report from firefighters indicate that they have a more positive attitude towards life. Newcomers and inexperienced people are more likely to get injured, and thus related training is necessary. Intervention and management behaviors also exert a vital influence on the employees’ attitude towards death.

Fiona-Zhu

T2: 3:23
T3: 2:6
T4: 1:57
T5: 2:49
T6: 2:42
T7: 7:8

驱动力

T2 02'28"
T3 02'24
T4 02'57"
T5 02'12"
T6 02'45"
Obstacle 09'53"