2021年最新TED英语演讲：什么样的领导是好领导

1、资料来源：来自本人网络整理！祝您工作顺利！2021年最新ted英语演讲：什么样的领导是好领导 什么塑造出一个出色的领袖?管理理论学家西蒙西内克告知我们，好的领袖是一个让他的员工有平安感，并让员工进入一个布满信任的圈子的人。但是制造信任与平安，尤其是在不公平的经济环境中，意味着担当宏大的责任。下面是我为大家搜集关于ted英语演讲：什么样的指导是好指导，欢送借鉴参考。 什么样的指导是好指导 theres a man by the name of captainwilliam swenson who recently was awarded the congressional medal of ho

2、nor forhis actions on september 8, 2021. 大名鼎鼎的威廉斯文森队长，他被国会授予荣誉奖章，因为他在2021 年 9 月 8 日的勇敢行为。 on that day, a column of american andafghan troops were making their way through a part of afghanistan to helpprotect a group of government officials, a group of afghan governmentofficials, who would be meeting

3、 with some local village elders. 在那一天，一支美国人和阿富汗人组成的部队正试图穿越阿富汗的一个地区，去支援爱护一组政府官员，这组阿富汗政府官员将会会见当地长老们。 the column came under ambush, and wassurrounded on three sides, and amongst many other things, captain swenson wasrecognized for running into live fire to rescue the wounded and pull out thedead. one o

4、f the people he rescued was a sergeant, and he and a comrade weremaking their way to a medevac helicopter. 这支队伍不幸被潜伏了，被三方包围，在一片混乱中，只见斯文森队长冲入熊熊火焰，抢救伤员，拖回死者的尸体。其中一个被救者是一位中士，他和他的一位战友那时正在赶去一架医疗直升机的路上。 and what was remarkable about this day is,by sheer coincidence, one of the medevac medics happened to h

5、ave a gopro cameraon his helmet and captured the whole scene on camera. it shows captain swensonand his comrade bringing this wounded soldier who had received a gunshot to theneck. they put him in the helicopter, and then you see captain swenson bendover and give him a kiss before he turns around to

6、 rescue more. 这一天特殊的是，特别巧，这一天一位医疗队员的头盔上正好装有gopro的相机，而且捕捉了大事的整个过程。我们可以看到斯文森队长和他的队友带回这个颈部受枪伤的士兵。他们把伤员放入直升机，斯文森队长俯下身，给了他一个吻，然后又转身去救人。 i saw this, and i thought to myself, wheredo people like that come from? what is that? that is some deep, deep emotion,when you would want to do that. 我看到这时，我想那样的人来自哪里呢?

7、那是什么?那是一种很深、很深的感情，才会让你想那么做。那里布满爱。我想知道为什么。 theres a love there, and i wanted to knowwhy is it that i dont have people that i work with like that? you know, in themilitary, they give medals to people who are willing to sacrifice themselves sothat others may gain. in business, we give bonuses to people

8、who are willing tosacrifice others so that we may gain. we have it backwards. right? 和我一起工作的人没有像那样的?你知道，在军队里，奖章会颁给那些情愿牺牲自己成全别人的人。在商场中，我们把奖金给那些喜爱牺牲别人、成全自己的人。这正好相反，对不对? so i asked myself, where do people likethis come from? and my initial conclusion was that theyre just better people.thats why theyre

9、attracted to the military. these better people are attractedto this concept of service. 我问自己，像斯文森队长那样的人是怎么来的呢?我最初的结论是：他们只是更高尚的人。那也是他们情愿投身军队的缘由。那些道德更高尚的人被这种效劳精神的概念所吸引。 but thats completely wrong. what i learnedwas that its the environment, and if you get the environment right, everysingle one of us h

10、as the capacity to do these remarkable things, and moreimportantly, others have that capacity too. 但这个想法完全错了，我发觉真正的缘由是环境，假如你进入了正确的环境，我们每一个人都有力量做出这些了不得的事情，更重要的是，别人也有那样的力量。 ive had the great honor of getting to meetsome of these, who we would call heroes, who have put themselves and put theirlives at

11、risk to save others, and i asked them, why would you do it? whydid you do it? and they all say the same thing: because they wouldhave done it for me. its this deep sense of trust and cooperation. 我曾特别有幸地与那些被我们称为英雄的人会面，他们不顾自己的生命安危去救助别人，我问他们，你们为什么要这样做?为什么会这样做?他们都说了同样的话：因为他们也会为我这么做。这是深深的信任和合作。 so trust

12、 and cooperation are reallyimportant here. the problem with concepts of trust and cooperation is that theyare feelings, they are not instructions. i cant simply say to you, trustme, and you will. i cant simply instruct two people to cooperate, and theywill.its not how it works. its a feeling. 所以信任和合

13、作是特别重要的。问题是，信任与合作是种感觉，而不是指示。我不能挺直对你说，信任我，你就信任我了。我不能挺直指示两个人去合作，然后他们就合作了。不行能是这样的。这是一种感觉。 so where does that feeling come from? ifyou go back 50,000 years to the paleolithic era, to the early days of homosapiens, what we find is that the world was filled with danger, all of theseforces working very, ve

14、ry hard to kill us. nothing personal. whether it was theweather, lack of resources, maybe a saber-toothed tiger, all of these thingsworking to reduce our lifespan. 究竟这种感觉从何而来?假如你往回倒推5万年，回到旧石器时代，到智人生活的早期，我们会发觉世界布满了危急，全部的力气都在努力要杀死我们。没有什么是只与个人有关的，无论是天气、资源匮乏、或是牙齿锐利的老虎，全部这些东西都在缩短人的寿命。 and so we evolved i

15、nto social animals,where we lived together and worked together in what i call a circle of safety,inside the tribe,where we felt like we belonged. and when we felt safe amongstour own, the natural reaction was trust and cooperation. 于是，我们进展成为群居动物，在部落里，我们一起生活与工作，我把这个叫做平安圈，我们在那里有归属感。当我们在同伴中感到平安时，自然的反响便

16、是信任与合作。 there are inherent benefits to this. itmeans i can fall asleep at night and trust that someone from within my tribewill watch for danger. if we dont trust each other, if i dont trust you, thatmeans you wont watch for danger. bad system of survival. 这带来了根本的好处，意味着我可以晚上睡着觉，信任部落里有人在提防危急。假如我们不相互信

17、任，假如我不信任你，那就意味着你不会为别人留心危急。不好的幸存系统 the modern day is exactly the same thing.the world is filled with danger, things that are trying to frustrate our livesor reduce our success, reduce our opportunity for success. it could be the upsand downs in the economy, the uncertainty of the stock market. it cou

18、ld be anew technology that rendersyour business model obsolete overnight. 完全就像现代社会这样。世界布满了危急，那些试图挫败我们、阻挠我们胜利的事，削减了我们胜利的时机。这可以是经济的波动，证券市场的漂移不定;也可能是高新科技使你的商业形式顷刻过时; or it could be your competition that issometimes trying to kill you. its sometimes trying to put you out of business,but at the very mini

19、mum is working hard to frustrate your growth and steal yourbusiness from you. we have no control over these forces. these are a constant,and theyre not going away. 或者是试图压垮你的竞争，有时它试图将你赶出市场，至少会尽可能地阻挡你的增长，并将你的生意偷走。我们对这些力气无能为力。它们是常态，不会从身边消逝。 the only variable are the conditions insidethe organization, a

20、nd thats where leadership matters,because its the leaderthat sets the tone. when a leader makes the choice to put the safety and livesof the people inside the organization first, to sacrifice their comforts andsacrifice the tangible results, so that the people remain and feel safe andfeel like they

21、belong, remarkable things happen. 唯一的变量就是组织内部的状况，这也是指导力起作用的地方，因为是领袖打算了整体风气。当领袖打算将团队成员的生命平安放在第一位，即便牺牲舒适和有形的资产也要保证平安，这样大家就会留下来，并且有平安感和归属感，这样奇迹也就会发生。 i was flying on a trip, and i was witnessto an incident where a passenger attempted to board before their number wascalled, and i watched the gate agent

22、treat this man like he had broken the law,like a criminal. he was yelled at for attempting to board one group too soon.so i said something. i said, why do you have treat us like cattle? whycant you treat us like human beings? and this is exactly what she saidto me. 我曾乘飞机旅行，看到这样一个大事，一位乘客想 提早登机，我看到门卫对

23、待这个人像对待一个违法的罪犯。因为想提早登机，那个人被大声斥责。我于是说了些话。我说：你为什么把我们当作牛来对待?你不能像对待人一样对待我们吗?这是她答复我的原话。 she said, sir, if i dont follow therules, i could get in trouble or lose my job. all she was telling me isthat she doesnt feel safe. all she was telling me is that she doesnt trusther leaders. the reason we like flyin

24、g southwest airlines is not because theynecessarily hire better people. its because they dont fear their leaders. 她说：先生，假如我不遵守规章，我会陷入费事甚至丢掉工作。全部她告知我的都说明了她缺乏平安感。全部她表达的话都说明了她不信任她的上司。我们喜爱乘坐西南航空不是因为它有更好的雇员，而是因为它的雇员不畏惧上司。 you see, if the conditions are wrong, weare forced to expend our own time and energ

25、y to protect ourselves from eachother, and that inherently weakens the organization. when we feel safe insidethe organization, we will naturally combine our talents and our strengths andwork tirelessly to face the dangers outside and seize the opportunities. 你看，当状况不对的时候，我们被迫花费时间和能量去爱护我们自己，这从本质上减弱了一个

26、组织。当我们在组织内部有平安感时，我们会自然地结合我们的特长和力气，并不知劳累地去面对外面的危急，同时抓住时机。 the closest analogy i can give to what agreat leader is, is like being a parent. if you think about what being a greatparent is, what do you want? what makes a great parent? we want to give ourchild opportunities, education, discipline them wh

27、en necessary, all so thatthey can grow up and achieve morethan we could for ourselves. 关于一个好领袖是什么样的，我可以给出的最贴切的类比就是家长。假如你想想一个好家长是什么样的，你想要什么?什么会塑造一个好家长?我们想给我们的孩子时机，训练，并在必要时训诫他们，全部这一切都是为了他们可以长大，并且比我们更有成就。 great leaders want exactly the same thing.they want to provide their people opportunity, education

28、, discipline whennecessary, build their self-confidence, give them the opportunity to try andfail, all so that they could achieve more than we could ever imagine forourselves. 宏大的领袖也是这样的。他们想为团队成员供应时机、 训练，以及必要的训诫，关心他们建立自信，给他们尝试和犯错的时机，为了他们可以获得超出我们想象的成就。 charlie kim, whos the ceo of a companycalled nex

29、t jump in new york city, a tech company, he makes the point that ifyou had hard times in your family, would you ever consider laying off one ofyour children? we would never do it. then why do we consider laying off peopleinside our organization?charlie implemented a policy of lifetime employment. 查理

30、金，纽约一家叫做next jump的科技公司的ceo，他指出，假如你的家庭遇到困难，你会考虑牺牲你自己的一个孩子吗? 我们绝不会这样做。但为什么我们要考虑在我们的组织中裁员呢?查理采纳了终生雇佣制度。 if you get a job at next jump, you cannotget fired for performance issues. in fact, if you have issues, they will coachyou and they will give you support, just like we would with one of our childrenw

31、ho happens to come home with a c from school. its the complete opposite. 假如你在next jump获得了工作，你不会因为表现不好被开除。事实上，假如你有问题，他们会训练你，并给你支持，就像我们对待带着一个等级c回家的孩子一样。这是完全不同的方式。 this is the reason so many people have sucha visceral hatred, anger, at some of these banking ceoswith theirdisproportionate salaries and b

32、onus structures. its not the numbers. its thatthey have violated the very definition of leadership. 这也是为什么很多人拿着微薄的工资和奖金对一些银行的ceo有发自内心的仇恨和生气。这不是因为薪水的多少，而是因为他们亵渎了领袖的定义。 they have violated this deep-seated socialcontract. we know that they allowed their people to be sacrificed so they couldprotect thei

33、r own interests, or worse, they sacrificed their people to protecttheir own interests. 他们违背了这根深蒂固的社会契约。他们会让组织成员做牺牲，以保全他们自己的利益，甚至更糟的是他们会牺牲组织成员，去爱护他们自己的利益。 this is what so offends us, not thenumbers. would anybody be offended if we gave a $150 million bonus to gandhi?how about a $250 million bonus to

34、mother teresa? do we have an issue with that?none at all. none at all. great leaders would never sacrifice the people tosave the numbers. they would sooner sacrifice the numbers to save the people. 这是让我们感到被冒犯的缘由，不是薪水。会有人因为我们给甘地 1.5 亿美元的奖金而觉得被冒犯么?会有人因为给特蕾莎修女2.5亿美元的奖金被激怒么?我们会对这感到不开心么?肯定不会。肯定不会。宏大的领袖绝不

35、会牺牲人民去挽救数字。他们会马上牺牲数字去挽救人民。 bob chapman, who runs a large manufacturingcompany in the midwest called barry-wehmiller, in 2021 was hit very hard by therecession, and they lost 30 percent of their orders overnight. now in a largemanufacturing company, this is a big deal, and they could no longer afford

36、their labor pool. they needed to save 10 million dollars. 鲍勃查普曼，在中东经营 一家大型消费工厂，叫barry-wehmiller，2021年受经济萧条严峻的打击，他们一夜间丢失30% 的订单。对于一个大的消费公司来说，这是特别严峻的，他们不再有力量支付人员工资，他们需要省出 1000 万美元。 so, like so many companies today, the boardgot together and discussed layoffs. and bob refused. you see, bob doesntbeliev

37、e in head counts. bob believes in heart counts, and its much moredifficult to simply reduce the heart count. and so they came up with a furloughprogram. 因此，像很多如今的公司一样，董事会集中并开头商讨裁员。但是鲍勃回绝了。你们看，鲍勃不信任人头数，鲍勃信任人心数，简洁地去削减人心数更困难的。所以他们想出了度假工程。 every employee, from secretary to ceo, wasrequired to take four

38、weeks of unpaid vacation. they could take it any timethey wanted, and they did not have to take it consecutively. but it was how bobannounced the program that mattered so much. 全部的雇员，无论是秘书还是ceo，被要求承受一个4周的无薪假期。他们可以选择任意时间，而且他们不需要一次性用完假期。鲍勃是这样宣布这个重要的工程的。 he said, its better that we should allsuffer a l

39、ittle than any of us should have to suffer a lot, and morale went up.they saved 20 million dollars, and most importantly, as would be expected, whenthe people feel safe and protected by the leadership in the organization, thenatural reaction is to trust and cooperate. 他说，我们大家都牺牲一点，比完全牺牲我们其中的任何人，要好得多

40、。员工的斗志上来了。他们省下了 2 千万美元，最重要的，也在意料之中的是，当人们感到平安，感到被指导力爱护的时候，人们自然的反响就是信任与合作。 and quite spontaneously, nobodyexpected,people started trading with each other. those who could afford it morewould trade with those who could afford it less. people would take five weeksso that somebody else only had to take t

41、hree. 超出大家料想的，人们开头自发地相互关心。那些可以担当多一些无薪假期的人，向无力担当的人购置假期。有些人情愿休五周的假，这样一来别人就只需要休三周的假。 leadership is a choice. it is not a rank. iknow many people at the seniormost levels of organizations who are absolutelynot leaders. they are authorities, and we do what they say because they haveauthority over us, but

42、 we would not follow them. and i know many people who areat the bottoms of organizationswho have no authority and they are absolutelyleaders, and this is because they have chosen to look afterthe person to theleft of them, and they have chosen to look after the person to the right ofthem. this is wh

43、at a leader is. 指导力力是一种选择，不是等级。我认识许多组织的最高指导层，但他们肯定不算领袖。他们是权威，而我们按他们所说的做，是因为他们有高于我们的权限，但是我们不愿追随他们。我认识很多人在企业底层没有任何权威，但他们是真正的领袖，因为他们照顾他们左边的人，也照顾他们右边的人，这才是真正的领袖。 i heard a story of some marines who wereout in theater, and as is the marine custom, the officer ate last,and he lethis men eat first, and whe

44、n they were done, there was no food left for him. andwhen they went back out in the field, his men brought him some of their food sothat he may eat, because thats what happens. we call them leaders because theygo first. 我听说过一个故事，一些海军陆战队员外出在一家影院里，他们穿着军服，那个军官让队员们先吃，他最终一个吃，当队员们吃完后，已没有食物留给他。当他们回到营地，他的士兵们拿出一些自己的食物，让他们的军官吃，因为