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[阅读小分队] 【Native Speaker每日训练计划】No.2779 经管

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发表于 2020-5-15 09:53:25 | 显示全部楼层 |阅读模式
内容:Angela Li 编辑:Winona Wu

Wechat ID: NativeStudy  / Weibo: http://weibo.com/u/3476904471



Part I: Speaker

A Brutal Jobs Report
Cardiff Garcia& Stacey Vanek Smith, April 2020


Source: NPR
https://www.npr.org/2020/05/08/853143026/a-brutal-jobs-report
[Rephrase 1, 10:05]


Part II: Speed


Hiring and Firing: How to Know When You Need to Let Someone Go
Use this system to focus your thoughts when making a tough decision with an employee.
JAMES P.FRIEL, MAY 12, 2020

[Time 2]
In an ideal world, we’d always hire the best people and never have to deal with firing anybody. But this is the real world, and sometimes people just don’t fit or work out. At some point, you’re going to face the decision on whether you need to fire someone.

This can be one of the most stressful decisions you face as a business owner. You don’t want to fire someone based on a knee-jerk reaction, but you also don’t want to tolerate low performance.

So how do you know it’s time to let someone go?

There’s an easy tool to help you effectively evaluate someone’s performance and make a decision. It’s called the “Willing and Able Matrix.”
The Willing and Able Matrix

There are two different spectrums on which people can perform their jobs — willing and able.

When someone is able to do their job, it means they have the necessary skills, competence and expertise to perform their responsibilities.

When someone is willing to do their job, it means that they are aligned with the company’s mission and values, and are enthusiastic about their role.

People will fall into one of the following four categories, and if you can pinpoint where they are, you can figure out whether to let them go or give them the opportunity to improve.

Willing and Able

This is where you want everyone — bought into your culture, reflecting your values and mission, and able to fulfill their roles and responsibilities. These are your A-players.
[251 words]

[Time 3]

Unwilling but Able

This person knows how to get the job done, but it doesn’t seem like it’s a priority to them. They’re not invested in the mission or invigorated about the work.

When this happens, there’s some underlying reason. Ask questions to find out what’s going on. As Stephen Covey said in The 7 Habits of Highly Effective People, “Seek first to understand.”

You need to have a frank conversation with this employee to figure out why this is happening.

They might have legitimate concerns that reflect problems in your business, personal problems or they may just not be aligned with your mission. Whatever the case, you need to find out the underlying issue before casting judgment.
Willing but Unable

This is a really enthusiastic person who is on board with everything you give them, but they just aren’t competent. The question here is, Can you get them where they need to be?

If you are dealing with this person, approach them with honesty. Ask them what can be done to close the gap between expectations and reality. Again, listen.

Sometimes you can get them where they need to be, with additional training and resources. But sometimes they just are not the right fit for the role.
Unwilling and Unable

If an employee doesn’t have the skills to do the job well and they aren’t willing to get better, it’s time to let them go.
The Matrix in Action

Once you’ve figured out where your struggling employee falls, it’s easier to see what area needs to be focused on. This process allows you to sit down with your employee and be open about their performance. Together, agree on a plan and a timeline to get them where they need to be.

If at the end of the timeline they still haven’t met your expectations, you’ll both know where things stand and letting them go won’t be a mystery, but the right thing to do for all parties involved.

Lastly, if you do need to let someone go, always make sure to consult with an attorney about any applicable labor laws in your area.
[354 words]

Source: Entrepreneur
https://www.entrepreneur.com/article/343684



The importance of purpose in movitating your people
MARYBETH BELKA, MAY 13, 2020

[Time 4]
One of the biggest lessons from the coronavirus pandemic has been that incredible feats can be accomplished when leaders share a sense of purpose and provide opportunities to participate in solving real business challenges.

When done right, sharing a common purpose can create a sense of belonging and help to encourage your employees to adopt a sense of ownership for your company’s future. This can make the difference between an engaged and productive workforce that helps you design the way forward and one that has lost focus and can no longer deliver what’s required for your business to survive.


Leaders usually achieve this by framing what that future looks like on a visceral level to help employees understand the desired end state. However, the dynamic situation we’re living in makes having a concrete vision of the future impossible - just when employees need clarity more than ever on what to prioritize after they’ve taken care of their daily needs and those of their family.


So how do you help people maintain a level of focus and engagement while they feel confused and unsure about the future? Develop a call-to-arms and then find ways to help your people feel useful instead of helpless.



A Call-to-Arms

History is full of examples of people responding to calls in times of hardship and uniting around a purpose to achieve results. In the United Kingdom, the pandemic call-to-arms is “Stay at home - Protect the NHS - Save Lives.” While you would think that saving lives would be a compelling reason to stay home on its own, we would argue that the reason it has been seemingly successful thus far is because of its plea to protect the beloved national institution of the National Health Service. This is a rallying cry that taps into fierce national pride, and ties the desired behavior to a tangible outcome that people can plainly understand.

[316 words]

[Time 5]

Doing the work now to ‘brand’ a present state for your employees will give them a true north. This is a crucible moment. What do you want to be known for?

A good call-to-arms is authentic to who you are as an organization and invites all employees to contribute. It is punchy, pithy, memorable, and drives action. Keep it simple, and at the highest level, think about your employees. What matters to them, and how can they help? To develop a call-to-arms, gather as leaders to determine what your immediate organizational purpose is in this time of crisis. What business results do you have to deliver in order to survive? What role, if any, can your organization play in helping society more broadly? How do you want to be seen when this is all over? Consider the following three E’s:



Emotion: An effective call-to-arms drives an emotional connection. It cuts through the relentless noise of pandemic messaging, provides clarity, and captures hearts and minds. It connects peoples’ day-to-day actions to the greater good and helps them feel a part of something bigger than themselves.

Expectations: Be explicit about desired behaviors and provide direction on how everyone can contribute. What are the simple actions that each employee can take to be a part of the company’s survival right now? What behaviors will make the difference between success and failure while the crisis continues?


Explanation: Explain ‘the why’ behind decisions so that people feel confident in the direction of travel. Treat your employees like adults and transparently explain challenges and caveats. Empower them by giving them information that will help them understand why things are happening. And remember, a call-to-arms must remain current. It will need to evolve to stay in step with the dynamic situation of the crisis.


Participation gives employees a voice and drives action


A call-to-arms inspires belief and galvanizes your people around purpose, but participation is what translates purpose into action. People own what they create.

Inviting employees to participate in worthwhile initiatives will help them feel part of something bigger than themselves and gives them an important role to play. This will help them overcome any sense of helplessness they feel right now.

[366 words]

[The Rest]

In these times, leaders will have to lean more heavily on technology to deliver this message to the virtual world, but the same principles apply: design the right process to drive effective collaboration. Invite the right mix of people, using the right place, virtually or physically, to maximize creativity. Establish design principles to guide the work and prepare in partnership for every aspect of the engagement.

Using virtual co-creation techniques, you can unlock the expertise, passion, and talent within your teams to identify creative and effective solutions to the challenges you currently face.


These can range from three-hour, focused, remote working sessions, to multi-day virtual design events, and even multi-week mass online engagements, crowdsourcing from hundreds of people. Even a basic poll gives your people a voice.


And they don’t have to be focused on coronavirus crisis-related issues alone. We are working with clients and using these techniques to tackle some of their biggest initiatives, whether or not they are related to the coronavirus pandemic. Virtual design events can be used to achieve almost any objective, such as co-creating a target operating model, testing and validating future industry scenarios, and crowdsourcing new business plans for additional revenue streams. Whatever initiative you involve your people in, the very fact of inviting them will give them a feeling of connection to purpose and ownership for the outcome.


Then, it is vital that you act on the output from your people. Communicate what you are doing with their input, and pass on progress as it is made. Keep the conversation alive by demonstrating that you value their contribution and are implementing what was decided as a collective, or you will lose trust and damage to your credibility.


A Meaningful Contribution


Engaging your people through purpose and participation can help your organization survive and possibly even thrive during this unprecedented time. Not everyone can work on the front line of the crisis and care for victims of this pandemic, but everyone can feel part of something meaningful.


By issuing employees with a clear call-to-arms and inviting them to contribute to the organization’s survival and success, you are not only helping the company navigate choppy waters, but you are also giving your people a sense of belonging and a clear place in its future. They will be ready to lead your organization out of the crisis and help to re-imagine the future.

[397 words]

Source: Management.Issues

https://www.management-issues.com/opinion/7394/the-importance-of-purpose-in-movitating-your-people/




Part III: Obstacle


Passion for Your Startup Doesn’t Have to Mean Constant Stress
TRISH COTTER, KATHLEEN STETSON, MAY 11, 2020

[Paraphrase 7]
Entrepreneurs are so passionate about what they are creating — and often, so fearful of letting their team and investors down — that they will do almost anything to realize their startup’s potential. Stories of sacrifice abound in founder blogs and startup post-mortems, with entrepreneurs forgoing sleep, friendships, family relationships, exercise, and good nutrition for their startups. This startup-above-all-else approach can lead to chronic stress, which wreaks havoc on entrepreneurs’ physical and mental health. A UCSF study found that entrepreneurs may already be prone to mental health conditions more than the general population, and in our personal experience, anxiety, self-doubt, depression, and loneliness are rampant among entrepreneurs.

What if compromising yourself for your startup isn’t necessary for success? And further, what if it’s possible to teach entrepreneurs to work through the stresses of entrepreneurship more effectively, so they don’t compound into chronic issues?


At MIT Sloan School of Management’s delta v accelerator this past year, we took a step toward answering that question, creating a first-of-its-kind, exploratory self-awareness program to help 84 founders and their team members prioritize their individual well-being while building their businesses – and measuring the results. By the end of the program, 93% of our cohort felt that self-awareness practice can help entrepreneurs create more successful businesses. “More than anything, it gave our team a neutral, common language to build our relationships and culture,” said a participant.


Self-Awareness Training for Better Decision-Making


In developing the program, we knew that recommending particular self-care strategies — creating a wind-down routine before bed, eating well, or taking breaks, for example — would not be enough to shift the ingrained view that outsized stress and sacrifice is necessary for entrepreneurship, or to convince entrepreneurs to spend any of their extremely limited time on something other than their startups.


Instead, we (the authors) designed a test program to help accelerator participants develop greater self-awareness. We hypothesized that if entrepreneurs understood more about the mechanics of themselves — their thoughts, feelings, and automatic physical and emotional responses — they could make better personal choices in the face of the everyday stresses of entrepreneurship. Participants were taught a simple framework for building self-awareness:


1.        Noticing: Bringing attention to your thoughts, feelings, and physical sensations in the present moment.

2.        Labeling: Assigning a simple label (e.g. feeling annoyed at my co-founder) to what you notice, every time you notice it.
3.        Getting curious: Without judgement, reflecting on the patterns you notice over time. (e.g. Huh, I’m feeling annoyed at my co-founder a lot. Why is that? Am I expecting something from her and not getting it, perhaps?)
4.        Active choice-making: Making an informed choice, based on your self-reflection. (e.g. Rather than stewing in this feeling any longer, I think I’ll chat with a mentor about the problem and plan a sit-down with my co-founder to talk about how I’ve been feeling.)
Our framework is an expanded form of mindfulness — defined by Jon Kabat-Zinn as “paying attention, on purpose, in the present moment, non-judgmentally.” To practice the framework, participants were taught mindfulness meditation, which has been proven to reduce stress and anxiety and help regulate emotion, among many other benefits. They also learned short mindfulness practices that they could integrate into their lives. In addition, we conducted small, peer group sessions, where we discussed key choices entrepreneurs face. Participants could use these sessions to vent and get feedback and perspective in a confidential setting. The small group meetings were mandatory, and everything else was optional.

Entrepreneurs Making Healthier Choices


To measure the impact of this methodology on our student entrepreneurs, we surveyed them before and after the delta v program, with 60 participants responding. The results were significant.


By the end of the program, 88% of the participants had independently established their own regular, weekly meditation or mindfulness practice. Before the program, 65% had never meditated, and only 21% were regularly practicing meditation or mindfulness. We didn’t require that they start their own practice. We simply presented the research-backed benefits and showed them how it was possible to integrate it into their already-packed day. They decided that it was worth their time, and that they didn’t have to view it as one more thing on their “to-do” list. While some participants chose to meditate regularly, others chose, for example, to make their morning subway commute into a mindfulness practice, taking five minutes (from stop A to stop B, for example) to pay attention to what they were hearing, seeing, and experiencing. As thoughts or feelings arose, they would label them, and go right back to focusing on their environment.


We also found that their practice was paying off and creating behavioral change. After the program, 53% of participants were more frequently utilizing a deliberate tool or technique to work through stress, and 40% were more aware of their emotions. These entrepreneurs were making active, moment-to-moment choices to change their habitual responses to stressful situations.


Finally, participants became more aware of themselves by sharing their challenges with each other. One third of the participants, via an open-ended question, said they found particular value in the learning, camaraderie, and openness they experienced in their peer groups. “I became more open to sharing inner challenges with others,” one entrepreneur said. “Listening to perspectives and stories of colleagues in the cohort helped me be wiser about how I can approach complicated [issues] with higher confidence.”

How Can Self-Awareness Help the Broader Entrepreneurial Ecosystem?

Self-awareness isn’t a magic bullet. The program didn’t alleviate stress completely. In a post-program survey just a few days before “Demo Day,” when they would pitch their startups to more than 1,000 people, 40% of our participants were experiencing more difficulty falling asleep or staying asleep than they were at the beginning of the accelerator. Incredibly though, and in contrast with previous delta v cohorts, they were making the active choice to sleep.


The culture of delta v changed. While in previous years, members valued their startups above all else, in this cohort, they not only valued their own well-being, but they more often offered and accepted help. They demonstrated that they didn’t have to be harried and constantly stressed to show their passion for their startups.


Will the startups in this delta v cohort be more or less successful than cohorts before them? We can’t say, yet. As we continue the program, we will build on our data set and track our participants. But we think that the additional tools the program provided will help them in their entrepreneurial efforts now and over the long-term. Rather than a state of being, self-awareness is a habit to be practiced over and over again. The 12 weeks of the accelerator gave entrepreneurs the chance to practice what they were learning, see the consequences play out over time, and integrate their learnings into their startups. We feel confident they will continue to do so as they build their companies outside of delta v.


We believe that integrating self-awareness into the entrepreneurial ecosystem — entrepreneur by entrepreneur — will lead to healthier startup cultures. This benefit won’t just accrue to founders, in our estimation, but will create a ripple effect and extend to their team members, their stakeholders, and their customers, resulting in healthier — and more successful — businesses.

[1200 words]

Source: Harvard Business Review

https://hbr.org/2020/05/passion-for-your-startup-doesnt-have-to-mean-constant-stress



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发表于 2020-5-15 11:13:26 | 显示全部楼层
[Time 2]        1‘02
[Time 3]        1‘21
[Time 4]        1‘41
[Time 5]        2‘01
[The Rest]        1‘43
[Paraphrase 7]        6‘00
发表于 2020-5-15 14:32:55 发自 iPhone | 显示全部楼层
如何解雇一个人
两个维度willing and able
解雇那些unwilling and unable
发表于 2020-5-15 15:17:53 | 显示全部楼层
The jobs report shows that the unemployment rate reached a peak about 14.7% last month since the Great depression. Then the show invited three economists to help us analyze the situation from different aspects.

Hiring and Firing: how to know when you need to let someone go
[Time2] 3’09
[Time3]2’32

In an ideal world, companies hire the best people and never have to deal with firing anybody. But in the real world, leaders have to face the decision on whether you need to fire someone who are not fit for the job. The author introduces an effective tool, called Willing and able Matrix, to help leaders evaluate someone’s performance and make a decision. Willing means that employees are align with the company’s mission and values, and are enthusiastic about their role. Able means that employees have the necessary skills, competence and expertise to perform their responsibilities. Then the author analyze the four kinds of employees based on the two different spectrums- willing and able, unwilling but able, willing but unable, and unwilling and unable. Without a doubt, if someone is unwilling and also doesn’t have the skill to fulfill the job, it’t time to let them go.

单词句子记录
Knee-jerk reaction
When someone is willing to do their job, it means that they are aligned with(结盟,匹配) the company’s mission and values, and are enthusiastic about their role.
When sb is unwilling but able, it means that they’re not invested in the mission or invigorated about the work.
Whatever the case
This is enthusiastic person who is on board with(accept) everything you give them, but they just aren’t competent.

The importance of purpose in movitating your people
[Time4]3’59
[Time5]4’43
[Time6]-

What can leaders do to motivate their employees during the coronavirus crisis? Sharing a common purpose can help your employees gain a sense of belongings which can translate to a higher productivity and performance. Another question is how to help employees maintain a level of focus and engagement while they feel confused and unsure about the future. The author suggests to develop a call-to-arms strategy ( which means something that makes people want to take action and get involved in an attempt to deal with a bad situation) and find ways to help them address the feeling of helpless. How to create an effective call-to-arms strategy? You can take three-E’s into consideration. They are emotion, expectations, explanations respectively. When a call-to-arms is built, invite your employees to participate in it for a call-to-arms inspires belief and galvanize your people around purpose, but participation is what translates purpose into action. Motivating your employees to work with purpose and encouraging them to participate can turn out to be win-win to both companies and employees during this unprecedented crisis.

Visceral: emotional
Galvanize: shock
Rally 拉力战
Engaging your people through purpose and participation can help your organization survive and possibly even thrive during this unprecedented time.
By issuing employees with a clear call-to-arms and inviting them to contribute to the organization’s survival and success , you are not only helping the company navigate choppy waters(有浪的水面), but you are also giving your people a sense of belonging and a clear place in its future. They will be ready to lead your organization out of the crisis and help to imagine the future.
发表于 2020-5-15 17:41:40 发自手机 Web 版 | 显示全部楼层
No.2779 [经管]
Time 2
0.3586w/s
decision about whether you need fire someone, and introduction of a tool to evaluate worker’s performance (willing and able)

Time 3
3.2778 w/s
4 types of matrix workers may fit, and some guidance if this case actually happens.

Time 4
2.0127 w/s
What you should you when people are getting unclear about the future.

Time 5
2.6912 w/s
Emotion, expectation and explanation under the call-for-arms theory, and participation is also important.


The rest
2.6467
Techniques and the prolonged effect of the participation on company and workers.

Obstacle
2.7907
Entrepreneurs are getting very stressful during set-ups, the author is discussing a program designed to help entrepreneurs to alleviate stress, for example, labelling things, make choices and so on.
In addition, this program will have effect on the ecosystem, and generate effects on other parties, such as shareholders.
发表于 2020-5-15 23:12:54 发自手机 Web 版 | 显示全部楼层
T2   1‘22
T3   1‘09
T4    1‘55
T5    2‘00
TR    1‘55
OB    8‘19
发表于 2020-5-15 23:25:18 | 显示全部楼层
knee-jerk reaction  plea
00:00
Willing and Able Matrix is an easy tool to decide whether a employee is worth hiring.
01:20
To deal with those are able but uwilling to work: A frank conversation  can help to  close the gap between expectations and reality.
02:29
Let go of those people are both unable and unwilling to do their job. Set up time limits for employees' improvement.
01:33
The importance of sharing a common purpose within a corporation.
How to establish A Call-to-Arms: Emotion; Expectations; Explanation.
01:41
Set up principles to guide the work by  virtual co-creation techniques.
Engaging your people through purpose and participation can help your organization survive and possibly even thrive.
发表于 2020-5-15 23:36:38 | 显示全部楼层
T2【1分21秒】
a tool to decide when to fire someone: willing and able matrix
Willing and abel: the best person

T3【1分57秒】
Able but unwilling: seek the reason behind
Willing but unable: discern whether resources and help could fill the gap of expectation and reality
Unwilling and Unable: just don't fit
have a timeline, ask for attorney

T4【2分12秒】
The article is about how to encourage employees. In general, business leaders would provide a vision of the future.
But it is not applicable since all the uncertainty.
A suggestion of call-to-arm. example of England's pandemic slogan, to make a purpose concrete

T5【3分00秒】
The importance to get employees involved.
3Es: emotion, expectation, explanation
make them involve?

the rest【2分27秒】
don't limit your online re-creation only to pandemic
share the outcome
the benefits of call-to-arms
发表于 2020-5-16 01:49:04 发自 iPhone | 显示全部楼层
Part 1
25M Jobs lost. 14.7% unemployment.
Diffusion Index: 0-100. 0 means more industries are losing jobs. Feb 50% April 4.8%.
BnW Unemployment ratio: Black: White=2:1. (Consistently 50 years) April: Black:White=1.2:1
The reason: black workers are more likely to work in essential jobs
Population ratio, prime age employment, April: 80% down to 69%, and they are not actively looking for jobs

Part 2
T2 251words 1:16
The Willing and Able Matrix can help employers to do hard decisions regarding firing. People can be put into the following four categories:
First is willing and able, these people can bring into your culture and fulfill responsibilities. They are A players.

T3 354words 1:55
Second is able but unwilling, employers should first understand what these people are thinking before doing judgements. Third is willing but unable, conversation is still needed, and employer should think whether these people need some training to fit in the job or they better fit other position. Last is the ones employers should consider firing, but always keep all parties involved.

T4 316words 2:30
To maintain everyone’s motivation, Employers should create a common goal that makes sense and encourage employees to achieve it. A call-to-arms can help people get out of helpless feeling. Author gives the example of England’s pandemic call-to-arms.

T5 366words 1:56
A good call-to-arm should be authentic and should invite all employees to contribute. How to develop a good call-to-arm? Emotion: a good one needs to drive emotional connection, which let people focus on the thought they are a part of something bigger. Expectation: a good one shows clearly what behavior  is needed from employee. Explanation: a good one offers why behind the decisions.

T6 397words 1:40
As now many employers are relying on technology to deliver thoughts, the main principle remains the same: design the right process and get effective collaboration.
发表于 2020-5-16 09:07:23 | 显示全部楼层
T2 1'26''
T3 1'34''
T4 1'42''
T5 1'49''
rest 1'52''
T7 8'05''
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