ted演讲稿-whatmakesagreatleadertoday
TED 乔约翰 成功的八个秘诀的演讲词
TED 乔约翰成功的八个秘诀的演讲词This is really a two-hour presentation I give to high school students, cut down to three minutes. And it all started one day on a plane, on my way to TED, seven years ago. And in the seat next to me was a high school student, a teenager, and she came from a really poor family. And she wanted to make something of her life, and she asked me a simple little question. She said, "What leads to success?"And I felt really badly, because I couldn't give her a good answer. So I get off the plane, and I come to TED. And I think, jeez, I'm in the middle of a room of successful people! So why don't I ask them what helped them succeed, and pass it on to kids? So here we are, seven years, 500 interviews later, and I'm gonna tell you what really leads to success and makes TED-sters tick.And the first thing is passion. Freeman Thomas says, "I'm driven by my passion." TED-sters do it for love; they don't do it for money. Carol Coletta says, "I would pay someone to do what I do." And the interesting thing is: if you do it for love, the money comes anyway.Work! Rupert Murdoch said to me, "It's all hard work. Nothing comes easily. But I have a lot of fun." Did he say fun? Rupert? Yes! TED-sters do have fun working. And they work hard. I figured, they're not workaholics. They're workafrolics.Good! Alex Garden says, "To be successful put your nose down in something and get damn good at it." There's no magic; it's practice, practice, practice.And it's focus. Norman Jewison said to me, "I think it all has to do with focusing yourself on one thing."And push! David Gallo says, "Push yourself. Physically, mentally, you've gotta push, push, push." You gotta push through shyness and self-doubt. Goldie Hawn says, "I always had self-doubts. I wasn't good enough; I wasn't smart enough. I didn't think I'd make it." Now it's not always easy to push yourself, and that's why they invented mothers. (Laughter) Frank Gehry -- Frank Gehry said to me, "My mother pushed me."Serve! Sherwin Nuland says, "It was a privilege to serve as a doctor." Now a lot of kids tell me they want to be millionaires. And the first thing I say to them is: "OK, well you can't serve yourself; you gotta serve others something of value. Because that's the way people really get rich."Ideas! TED-ster Bill Gates says, "I had an idea: founding the first micro-computer software company." I'd say it was a pretty good idea. And there's no magic to creativity in coming up with ideas -- it's just doing some very simple things. And I give lots of evidence.Persist! Joe Kraus says, "Persistence is the number one reason for our success." You gotta persist through failure. You gotta persist through crap! Which of course means "Criticism, Rejection, Assholes and Pressure." (Laughter) So, the big -- the answer to this question is simple: Pay 4,000 bucks and come to TED. Or failing that, do the eight things -- and trust me, these are the big eight things that lead to success.Thank you TED-sters for all your interviews!。
TED演讲稿——真正的强大
TED演讲稿——真正的强大----WORD文档，下载后可编辑修改----下面是小编收集整理的范本，欢迎您借鉴参考阅读和下载，侵删。
您的努力学习是为了更美好的未来！真正的强大，是敢于面对那个脆弱而不完美的自己那我就这么开始吧：几年前，一个活动策划人打电话给我，因为我当时要做一个演讲。
她在电话里说：“我真很苦恼该如何在宣传单上介绍你。
” 我心想，怎么会苦恼呢? 她继续道：“你看，我听过你的演讲，我觉得我可以称你为研究者，可我担心的是，如果我这么称呼你，没人会来听，因为大家普遍认为研究员很无趣而且脱离现实。
” 好。
然后她说：“但是我喜欢你的演讲，就跟讲故事一样很吸引人。
我想来想去，还是觉得称你为讲故事的人比较妥当。
” 而那个做学术的，感到不安的我脱口而出道：“你要叫我什么?” 她说：“我要称你为讲故事的人。
" 我心想：”为什么不干脆叫魔法小精灵?“ 我说：”让我考虑一下。
“ 我试着鼓起勇气。
我对自己说，我是一个讲故事的人。
我是一个从事定性研究的科研人员。
我收集故事;这就是我的工作。
或许故事就是有灵魂的数据。
或许我就是一个讲故事的人。
于是我说：“听着，要不你就称我为做研究兼讲故事的人。
”她说：“哈哈，没这么个说法呀。
”所以我是个做研究兼讲故事的人，我今天想跟大家谈论的-- 我们要谈论的话题是关于拓展认知-- 我想给你们讲几个故事是关于我的一份研究的，这份研究从本质上拓宽了我个人的认知，也确确实实改变了我生活、爱、工作还有教育孩子的方式。
我的故事从这里开始。
当我还是个年轻的博士研究生的时候，第一年，有位研究教授对我们说：”事实是这样的，如果有一个东西你无法测量，那么它就不存在。
“ 我心想他只是在哄哄我们这些小孩子吧。
我说：“真的么?” 他说：“当然。
” 你得知道我有一个社会工作的学士文凭，一个社会工作的硕士文凭，我在读的是一个社会工作的博士文凭，所以我整个学术生涯都被人所包围，他们大抵相信生活是一团乱麻，接受它。
TED英语演讲：什么样的领导是好领导
TED英语演讲：什么样的领导是好领导什么塑造出一个杰出的领袖?管理理论学家西蒙西·内克告诉我们，好的领袖是一个让他的员工有安全感，并让员工进入一个充满信任的圈子的人。
但是创造信任与安全，尤其是在不平等的经济环境中，意味着承担巨大的责任。
下面是小编为大家收集关于TED英语演讲：什么样的领导是好领导，欢迎借鉴参考。
什么样的领导是好领导There's a man by the name of CaptainWilliam Swenson who recently was awarded the congressional Medal of Honor forhis actions on September 8, 2009.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2009 年 9 月 8 日的英勇行为。
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 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，去支援保护一组政府官员，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 of the people he rescued was a sergeant, and he and a comrade weremaking their way to a medevac helicopter.这支队伍不幸被埋伏了，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。
ted被观看最多的演讲之一：伟大领袖如何激励行动(附演讲稿)
TED被观看最多的演讲之一：伟大领袖如何激励行动 （附演讲稿）__________________________________________本期推荐TED演讲人：Simon Sinek导读这是非常经典的一场演讲，尽管场地很普通，Simon也没有使用PPT，而是从一张纸上开始他的18分钟演讲。
但观点振奋人心，成为TED史上点击率最高的几个视频之一。
视频播放片长：18分35秒大小：未知How do you explain when things don't go as we assume? Or better, how do you explainwhen others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition. And yet, they're just a computer company. They're just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? Hewasn't the only man who suffered in a pre-civil rights America, and he certainly wasn't the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded ... and they didn't achieve powered man flight, and the Wright brothers beat them to it. There's something else at play here.About three and a half years ago I made a discovery. And this discovery profoundly changedmy view on how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, there's a pattern. As it turns out, all the great and inspiring leaders and organizations in the world -- whether it's Apple or Martin Luther King or the Wright brothers -- they all think, act and communicate the exact same way. And it's the complete opposite to everyone else. All I did was codify it, and it's probably the world'ssimplest idea. I call it the golden circle.Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren't. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some knowhow they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by 'why' I don't mean 'to make a profit.' That's a result. It's always a result. By 'why,' I mean: What's your purpose? What's your cause? What's your belief?Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in. It's obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations -- regardless of their size, regardless of their industry -- all think, act and communicate from the inside out.Let me give you an example. I use Apple because they're easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: 'We make great computers. They're beautifully designed, simple to use and user friendly. Want to buy one?' 'Meh.' And that's how most of us communicate. That's how most marketing is done, that's how most sales is done and that's how most of us communicate interpersonally. We say what we do, we sayhow we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that.Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us. Here's our new car: It gets great gas mileage, it has leather seats, buy our car. But it's uninspiring.Here's how Apple actually communicates.'Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?' Totally different right? You're ready to buy a computer from me. All I did was reverse the order of the information. What it proves to us is that people don't buy what you do; people buy why you do it. People don't buy what you do; they buy why you doit.This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apple's just a computer company. There's nothing that distinguishes them structurally from any oftheir competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. They're eminently qualified to make flat screen TVs. They've been making flat screen monitors for years.Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products -- and nobody bought one. In fact, talking about it now, we can't even imagine buying an MP3 player from Dell.Why would you buy an MP3 player from a computer company? But we do it every day.People don't buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Here's the best part:None of what I'm telling you is my opinion. It's all grounded in the tenets of biology. Not psychology, biology. If you look at a cross-section of the human brain, looking from the top down, what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle. Our newest brain, our Homo sapien brain, our neocortex, corresponds with the 'what' level. The neocortex isresponsible for all of ourrational and analytical thought and language. The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty. It's also responsible for all human behavior, all decision-making, and it has no capacity for language.In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures. It just doesn't drive behavior. When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from. You know, sometimes you can give somebody all the facts and figures, and they say, 'I know what all the facts and details say, but it just doesn't feel right.' Why would we use that verb, it doesn't 'feel' right? Because the part of the brain that controls decision-making doesn't control language. And the best we can muster up is, 'I don't know. It just doesn't feel right.'Or sometimes you say you're leading with your heart, or you're leading with your soul. Well, I hate to break it to you, those aren't other body parts controlling your behavior.It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do. Again, the goal is not just to sell to people who need what you have; the goal is to sell to people who believe what you believe. The goal is not just to hire people who need a job; it's to hire people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if you hire people who believe what you believe, they'll work for you with blood and sweat and tears. And nowhere else is there a better example of this than with the Wright brothers.Most people don't know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be the recipe for success.I mean, even now, you ask people, 'Why did your product or why did your company fail?'and people always give you the samepermutation of the same three things: under-capitalized, the wrong people, bad market conditions. It's always the same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected; he knew all the big minds of the day. He hired the best minds money could find and the market conditions were fantastic. The New York Times followed him around everywhere, and everyone was rooting for Langley. Then how come we've never heard of Samuel Pierpont Langley?A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success. They had no money; they paid for their dream with the proceeds from their bicycle shop; not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur; and The New York Times followed them around nowhere. The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they could figure out this flying machine, it'll change the course of the world. Samuel Pierpont Langley was different. Hewanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the riches. And lo and behold, look what happened. The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears. The others just worked for the paycheck. And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that's how many times they would crashbefore they came in for supper.And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it. We found out about it a few days later. And further proof that Langley was motivated by the wrong thing: The day the Wright brothers took flight, he quit.He could have said, 'That's an amazing discovery, guys, and I will improve upon your technology,' but he didn't. He wasn't first, he didn't get rich, he didn't get famous so he quit.People don't buy what you do; they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe. But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation, and if you don't know the law, you definitely know the terminology. The firsttwo and a half percent of our population are our innovators. The next 13 and a half percent of our populationare our early adopters. The next 34 percent are your early majority, your late majority and your laggards. The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.(Laughter)We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips. And I love asking businesses, 'What's your conversion on new business?' And they love to tell you, 'Oh, it's about 10 percent,' proudly.Well, you can trip over 10 percent of the customers. We all have about 10 percent who just 'get it.' That's how we describe them, right? That's like that gut feeling, 'Oh, they just get it.' The problem is: How do you find the ones that get it before you're doing business with them versus the ones who don't get it? So it's this here, this little gap that you have to close, as Jeffrey Moore calls it,'Crossing the Chasm' -- because, you see, the early majority will not try something until someone else has tried it first.And these guys, the innovators and the early adopters,they're comfortable making those gut decisions. They're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf. These are the people who spent 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard. And, by the way, they didn't do itbecause the technology was so great; they did it for themselves. It's because they wanted to be first. People don't buy what you do; they buy why you do it and what you do simplyproves what you believe. In fact, people will do the things that prove what they believe. The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them: They were first. People don't buy what you do; they buy why you do it.So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation. First, the famous failure.It's a commercial example. As we said before, a second ago, the recipe for success is money and the right people and the right market conditions, right? You should have success then. Look at TiVo. From the time TiVo came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, hands down, there is no dispute. They were extremely well-funded. Market conditions were fantastic. I mean, we use TiVo as verb. I TiVo stuff on my piece of junk Time Warner DVR all the time.But TiVo's a commercial failure. They've never made money. And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10. In fact, I don't think it's even traded above six, except for a couple of little spikes. Because you see, when TiVo launched their product they told us all what they had. They said, 'We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking.' And the cynical majority said, 'We don't believe you. We don't need it. We don't like it. You're scaring us.' What if they had said, 'If you're the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you. Itpauses live TV, skips commercials, memorizes your viewing habits, etc., etc.' People don't buy what you do; they buy why you do it, and what you do simply serves as the proof of what you believe.Now let me give you a successful example of the law of diffusion of innovation. In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak. They sent out no invitations, and there was no website to check the date. How do you do that? Well, Dr. King wasn't the only man in America who was a great orator. He wasn't the only man in America who suffered in a pre-civil rights America. In fact, some of his ideas were bad. But he had a gift. He didn't go around telling people what needed to change in America. He went around and told people what he believed. 'I believe, I believe, I believe,' he told people. And people who believed what he believed took his cause, and they made it their own, and they told people. And some of those people created structures to get the word out to even more people. And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.How many of them showed up for him? Zero. They showed up for themselves. It's what they believed about America that got them totravel in a bus for eight hours to stand in the sun in Washington in the middle of August. It's what they believed, and it wasn't about black versus white: 25 percent of the audience was white. Dr. King believed that there are two types of laws in this world: those that are made by a higher authority and those that are made by man. And not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world. It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life. We followed, not for him, but for ourselves. And, by the way, he gave the 'I have a dream' speech, not the 'I have a plan' speech.(Laughter)Listen to politicians now, with their comprehensive 12-point plans. They're not inspiring anybody. Because there are leaders and there are those who lead. Leaders hold a position of power or authority, but those who lead inspire us. Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to.We follow those who lead, not for them, but for ourselves. And it's those who start with 'why' that have the ability to inspire those around them or find others who inspire them.Thank you very much.再不关注，我们就老了请别忘记分享到朋友圈?。
大学生如何成为未来的领军人物英文演讲稿范文
大学生如何成为未来的领军人物英文演讲稿范文Ladies and gentlemen,Good afternoon! It is a great honor to stand here today and talk about how college students can become future leaders. As young individuals, we hold the potential to shape theworld around us and lead others towards positive change. Today, I would like to share with you some key aspects that can help us become effective leaders in the future.First and foremost, it is crucial for us, as college students, to be aware of our strengths and weaknesses. Understanding our personal abilities can provide a solid foundation for leadership development. By recognizing our strengths, we can focus on ensuring that we consistentlyexcel in those areas. Additionally, identifying andacknowledging our weaknesses allows us to work on improving them, either through personal efforts or by seeking guidance from mentors.Furthermore, in order to become effective leaders, we need to be proactive in seeking out opportunities for personal and professional growth. This can involve actively participating in extracurricular activities, joining student organizations, or seeking internships and job opportunities. By actively engaging in these experiences, we can develop essential leadership skills, such as effective communication, teamwork, problem-solving, and decision-making abilities.Another crucial aspect of becoming a future leader is cultivating a lifelong learning mindset. As the world is constantly evolving, it is essential for us to stay updated with the latest trends and advancements in our respective fields. This can be achieved by reading books, attending conferences and workshops, and seeking guidance from expertsin our areas of interest. Continuous learning allows us to adapt to changing circumstances and stay ahead of the curve.In addition to developing personal skills, it is equally important for us to cultivate empathy and a sense of social responsibility. Great leaders are those who understand the needs and aspirations of the people they lead and strive to create a positive impact on society. By actively engaging in community service, volunteering, and advocating for causes we deeply care about, we can contribute towards creating abetter world for all.Lastly, it is vital for us to build a strong network of relationships and connections. Surrounding ourselves withlike-minded individuals and mentors can provide valuable guidance and support on our leadership journey. By seeking out mentors who have achieved success in their respective fields, we can learn from their experiences and gain insights into effective leadership practices.In conclusion, becoming a future leader as a college student requires self-reflection, proactiveness, continuous learning, empathy, and building strong relationships. By focusing on these aspects, we can shape not only our own future but also positively influence the lives of others around us. As we embark on this journey, let us embrace the challenges, seize every opportunity, and inspire others with our actions.Thank you, and may we all strive to become the leaders of tomorrow.。
如何成为一个优秀领导者英语作文
如何成为一个优秀领导者英语作文How to Become an Outstanding LeaderBeing a great leader is not something that happens overnight. It takes dedication, hard work, and a willingness to constantly improve. Whether you are currently in a leadership position or aspire to be one, there are certain qualities and actions that can help you become an outstanding leader.First and foremost, a great leader must have a clear vision. This means knowing what you want to achieve and how you plan to get there. A strong vision can inspire those around you and guide the team towards a common goal. Communicating this vision effectively is also crucial, as it helps to align the efforts of everyone involved.Another important quality of a good leader is empathy. Understanding the needs and perspectives of others is essential for building strong relationships and creating a positive work environment. A leader who is able to empathize with their team members is more likely to earn their trust and respect.Furthermore, being a good listener is key to being a successful leader. By actively listening to your team members, you show that you value their input and opinions. This can leadto better decision-making and a more collaborative work environment.In addition to these qualities, a great leader must be willing to take risks and make tough decisions. This requires courage and confidence in your abilities. It also means being open to feedback and learning from your mistakes.Continuing to develop your skills and knowledge is essential for becoming an outstanding leader. This can involve seeking out new challenges, taking on additional responsibilities, and pursuing opportunities for growth and learning.Lastly, a good leader must lead by example. This means demonstrating the values and behaviors that you expect from your team members. By setting a positive example, you can inspire others to do the same and create a culture of excellence within your organization.In conclusion, becoming a great leader is a journey that requires commitment, self-awareness, and a willingness to grow. By cultivating these qualities and actions, you can become an outstanding leader who inspires and empowers others to reach their full potential.。
关于未来的ted演讲稿
关于未来的ted演讲稿"These are the times," said Thomas Paine, "that try men's souls." And they're trying ours now.This is a fateful moment in the history of the West. We've seen divisive elections and divided societies. We've seen a growth of extremism in politics and religion, all of it fueled by anxiety,uncertainty and fear, of a world that's changing almost faster than we can bear, and the sure knowledge that it's going to change faster still. I have a friend in Washington.I asked him, what was it like being in America during the recent presidential election? He said to me, "Well, it was like the man sitting on the deck of the Titanic with a glass of whiskey in his hand and he's saying, 'I know I asked for ice --but this is ridiculous.'So is there something we can do, each of us, to be able to face the future without fear? I think there is. And one way into it is to see that perhaps the most simple way into a culture and into an age is to ask: What do people worship? People have worshipped so many different things -- the sun, the stars, the storm. Some people worship many gods, someone, some none.In the 19th and 20th centuries, people worshipped the nation,the Aryan race, the communist state. What do we worship? I think future an thropologists will take a look at the books we read on self-help,self-realization, self-esteem. They'll look at the way we talk about morality as being true to oneself, the way we talk about politics as amatter of individual rights, and they'll look at this wonderful new religious ritual we have created. You know the one? Called the "selfie." And I think they'll conclude that what we worship in our time is the self, the me, the I.And this is great. It's liberating. It's empowering. It's wonderful. But don't forget that biologically, we're social animals. We've spent most of our evolutionary history in small groups. We need those face-to-face interactions where we learn the choreography of altruism and where we create those spiritual goods like friendship and trust and loyalty and love that redeem our solitude.When we have too much of the "I" and too little of the "we," we can find ourselves vulnerable, fearful and alone. It was no accident that Sherry Turkle of MIT called the book she wrote on the impact of social media "Alone Together."So I think the simplest way of safeguarding the future "you" is to strengthen the future "us" in three dimensions: the us of relationship, the us of identity and the us of responsibility.So let me first take the us of relationship. And here, forgive me if I get personal. Once upon a time, a very long time ago, I was a 20-year-old undergraduate studying philosophy. I was into Nietzsche and Schopenhauer and Sartre and Camus. I was full of ontological uncertainty and existential angst. It was terrific.I was self-obsessed and thoroughly unpleasant to know, until one day I saw across the courtyard a girl who was everything that I wasn't. She radiated sunshine. She emanated joy. I found out her name was Elaine. We met. We talked. We married. And 47years, three children and eight grandchildren later, I can safely say it was the best decision I ever took in my life, because it's the people not like us that make us grow. And that is why I think we have to do just that.The trouble with Google filters, Facebook friends and reading the news by narrow casting rather than broadcasting means that we're surrounded almost entirely by people like us whose views, whose opinions, whose prejudices, even, are just like ours. And Cass Sunstein of Harvard has shown that if we surround ourselves with people with the same views as us, we get more extreme.I think we need to renew those face-to-face encounters with the people not like us. I think we need to do that in order to realize that we can disagree strongly and yet still stay friends. It's in those face-to-face encounters that we discover that the people not like us are just people, like us. And actually, every time we hold out the hand of friendship to somebody not like us, whose class or creed or color are different from ours, we heal one of the fractures of our wounded world. That is the us of relationship.Second is the us of identity. Let me give you a thought experiment. Have you been to Washington? Have you seen the memorials? Absolutely fascinating. There's the Lincoln Memorial: Gettysburg Address on one side, Second Inaugural on the other. You go to the Jefferson Memorial, screeds of text. Martin Luther King Memorial, more than a dozen quotes from his speeches. I didn't realize, in America you read memorials. Now go to the equivalent in London in ParliamentSquare and you will see that the monument to David Lloyd George contains three words: David Lloyd George.Nelson Mandela gets two. Churchill gets just one: Churchill.Why the difference? I'll tell you why the difference. Because America was from the outset a nation of wave after wave of immigrants, so it had to create an identity which it did by telling a story which you learned at school, you read on memorials and you heard repeated in presidential inaugural addresses.Britain until recently wasn't a nation of immigrants, so it could take identity for granted. The trouble is now that two things have happened which shouldn't have happened together. The first thing is in the West we've stopped telling this story of who we are and why, even inAmerica. And at the same time, immigration is higher than it's ever been before. So when you tell a story and your identity is strong, you can welcome the stranger, but when you stop telling the story, your identity gets weak and you feel threatened by the stranger. And that's bad.I tell you, Jews have been scattered and dispersed and exiled for 2,000 years. We never lost our identity. Why? Because at least once a year, on the festival of Passover, we told our story and we taught it to our children and we ate the unleavened bread of affliction and tasted the bitter herbs of slavery. So we never lost our identity.I think collectively we've got to get back to telling our story, who we are, where we came from, what ideals by which we live. And if that happens, we will become strong enough to welcome thestranger and say, "Come and share our lives,share our stories, share our aspirations and dreams." That is the us of identity.And finally, the us of responsibility. Do you know something? My favorite phrase in all of politics, very American phrase, is: "We the people." Why "we the people?" Because it says that we all share collective responsibility for our collective future.And that's how things really are and should be.Have you noticed how magical thinking has taken over our politics? So we say, all you've got to do is elect this strong leader and he or she will solve all our problems for us. Believe me, that is magical thinking. And then we get the extremes: the far right, the far left, the extreme religious and the extreme anti-religious, the far right dreaming of a golden age that never was, the far left dreaming of a utopia that never will be and the religious and anti-religious equally convinced that all it takes is God or the absence of God to save us from ourselves.That, too, is magical thinking, because the only people who will save us from ourselves is we the people, all of us together. And when we do that, and when we move from the politics of me to the politics of all of us together, we rediscover those beautiful, counterintuitive truths: that a nation is strong when it cares for the weak, that it becomes rich when it cares for the poor, it becomes invulnerable when it cares about the vulnerable. That is what makes great nations.So here is my simple suggestion. It might just change your life, and it might just help to begin to change the world. Do a search and replace operationon the text of your mind, and wherever you encounter the word "self," substitute the word "other." So instead of self-help, other-help; instead of self-esteem, other-esteem.And if you do that, you will begin to feel the power of what for me is one of the most moving sentences in all of religious literature. "Though I walk through the valley of the shadow of death, I will fear no evil, for you are with me." We can face any future without fear so long as we know we will not face it alone.So for the sake of the future"you," together let us strengthen the future "us."Thank you.。
领导力量演讲稿英文范文
Ladies and Gentlemen,Good morning/afternoon/evening. It is a great honor to stand before you today and share my thoughts on the power of leadership. Leadership is an art, a science, and a responsibility that can shape the destiny of individuals, teams, and organizations. In this speech, I will explorethe essential qualities of a leader, the challenges of leading in times of change, and the role of leaders in inspiring growth and innovation.The Essence of LeadershipLeadership begins with self-awareness. A leader must first understand themselves—their strengths, weaknesses, values, and passions. Thisself-awareness allows leaders to set a clear vision and direction for their team or organization. Here are some key qualities that define a leader:1. Vision and Purpose: A leader must have a clear vision of where they want to take their team or organization. This vision should be inspiring, achievable, and aligned with the values of the group.2. Integrity: Integrity is the cornerstone of leadership. Leaders must act with honesty, transparency, and fairness, earning the trust and respect of their followers.3. Communication: Effective communication is essential for leaders. They must be able to articulate their vision, listen to the concerns of their team, and foster an open and collaborative environment.4. Empathy: Empathy allows leaders to connect with their team members ona personal level, understanding their needs, challenges, and aspirations.5. Resilience: Leadership often requires navigating through adversity. Resilient leaders can adapt to change, learn from failures, and inspire others to do the same.Leading in Times of ChangeChange is the only constant in life, and leaders must be adept at navigating through it. Here are some strategies for leading during times of change:1. Embrace Change: Leaders must embrace change as an opportunity for growth and improvement. They should encourage their team to adopt a positive attitude towards change.2. Communicate Clearly: When change is announced, it is crucial for leaders to communicate the reasons, benefits, and implications clearly. This helps to alleviate fears and uncertainties.3. Empower Your Team: Give your team the autonomy to make decisions and take ownership of their work. This empowers them to adapt to change and find innovative solutions.4. Foster Resilience: Help your team develop resilience by providing support, resources, and opportunities for learning. This will enable them to cope with change effectively.5. Celebrate Successes: Recognize and celebrate small victories along the way. This helps to maintain morale and motivation, even during challenging times.Inspiring Growth and InnovationLeaders play a critical role in fostering growth and innovation within their organizations. Here are some ways to inspire growth and innovation:1. Encourage Learning: Create a culture of continuous learning and development. Provide opportunities for your team to acquire new skills and knowledge.2. Support Innovation: Encourage experimentation and risk-taking. Create an environment where failure is seen as a stepping stone to success.3. Recognize and Reward: Acknowledge and reward innovative ideas and achievements. This reinforces the value of creativity and encourages others to contribute their best.4. Promote Collaboration: Foster a collaborative environment where diverse perspectives are valued and integrated. This leads to more innovative solutions and better decision-making.5. Set an Example: As a leader, you must lead by example. Demonstrate a willingness to learn, adapt, and embrace change. This inspires others to do the same.ConclusionLeadership is a complex and demanding role, but it is also incredibly rewarding. By embodying the qualities of a great leader, navigating change effectively, and inspiring growth and innovation, we can create a positive and impactful legacy.In closing, I urge each of you to embrace your leadership role with passion, integrity, and courage. Remember that you have the power to make a difference in the lives of others and to shape the future of your organization.Thank you for your attention, and may we all strive to be the leaders that our teams and organizations need.God bless.[The End]。
TED《伟大的领袖如何激励行动》英文版
How do you explain when things don't go as your assume? or better ,how do you explain when others are able to achieve things than the seems to defy all of the assumptions. For example, why is apple so innovative, year after year, after year, after year, than they are more innovative all their competition. And yet, they are just a computer company, they’re just like everyone else. They have the same access, to the same talent, the same agencies, the same consultant, the same Medias. Then why is it that they seem to have some different. why is that Martin Luther King led the Civil Rights Movement. He wasn’t the only men who suffered in a pre-civil rights America. And he certainly wasn’t the only great orator of the day, why him, and why is that the Wright brothers was able to figure out control powered manned flight. When they are certainly other teams who are better qualified, better funded, and they didn’t achieve powered man flight, and the Wright brothers beat them to it, there is something else at play here.About three and a half year ago, I mad a discover and this discovery profoundly changed my view on how I though the world worked, and it even profoundly changed the way in which I operate in it. And it turns out- there is a pattern, and it turns out, all the great and inspiring leaders and organizations in the world, whether it’s apple, or Martin Luther King or the Wright brothers, they all think, act and communication the exact same way, and it’s the complete opposite to everyone else. And I did wascodify it, and it probably the world’s simplest idea, I call it golden circle. Why? How? What? This little ideas explains, why some organizations and some leaders are able to inspire where others aren’t. let me define the terms really quickly, every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition, or your proprietary process or your USP.But very very few people or organizations know why they do what they do. And by “why”I don’t mean “to make a profit”, that a result, it’s always a result. By “why”I mean: what’s your purpose? What’s your cause? What’s your belief? Why does your organization exist? Why do you get out of the bed in the morning? And why should anyone care? Well as a result, the way we think, the way we act, he way we communication is from the outside in. it’s obvious, we go from the clearest thing to the fuzziest thing. But the inspired leaders and inspired organizations, regardless of their size, regardless of their industry, all thing, act and communicate from the inside out. Let me give your example, I use Apple because they’re easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: we make great computers, they’re beautiful designed, simple to use and user friendly. Want to buy one? And that’s how most of us communication. That’s how most marketing is done.That’s how most sales are done. And that’s how most of us communication interpersonally. We say what we do,we say how we’re different or how we’re better, and we expect some sort of a behavior. A purchase, a vote, something like that. Here’s our new law firm, we have the best lawyers with the biggest clients, we always perform for our clients who do business with us. Here’s new car, it gets great gas mileage, it has leather seats. Buy our car. But it’s uninspiring. Here’s how Apple actually communication, everything we do, we believe in challenging the status quo. We believe in thinking differently, the way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want buy one? Totally different right? You’re ready to buy a computer from me. All I did was reverse the order of information. What it proves to us is that people don’t buy what you do; people buy why you do it. This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apple just a computer company. There’s nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. They’re eminently qualified to make flat screen TVs. They’re beenmaking flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PADs, and they make great quality products. And they can make perfectly well-designed products. And nobody bought one. In fact, taking about it now, we can’t even imagine buying an MP3 players form DELL. Why would you buy an MP3 form a computer company? But we do it every day. People don’t buy what you do, they buy why you do it. The goal is not to business with everybody who needs what you have, the goal is to do business with people who believe what you believe. Here’s the best past. None of what I’m said telling you is my opinion. It’s all grounded in the tenets of biology. Not psychology, biology.。
大学生领导力演讲稿英文
Ladies and gentlemen, esteemed professors, and fellow students,Good morning/afternoon/evening. It is a great honor to stand before you today and share my thoughts on a topic that is not only vital to our personal growth but also to the betterment of our society – leadership.As college students, we are at a unique crossroads in our lives. We have the opportunity to shape our future, to learn, and to grow. However, with this opportunity comes the responsibility of becoming leaders. Leadership is not just a title or a position; it is an attitude, a mindset, and a way of life.The world is changing rapidly, and with these changes come new challenges and opportunities. As college students, we are the future leaders of our country, our communities, and our world. It is our duty to step up and take charge, to lead by example, and to inspire others to do the same.What is leadership, and why is it so important for college students to embrace it?Leadership is the ability to inspire, motivate, and guide others towards a common goal. It is the art of influencing others to achieve their full potential. A leader is someone who is not afraid to take risks, to make mistakes, and to learn from them. A leader is someone who is compassionate, empathetic, and who values the well-being of others.As college students, we have the unique advantage of being young, energetic, and open-minded. We have the ability to think critically, to analyze situations, and to make informed decisions. We have the power to influence our peers, our professors, and our communities.Leadership is important for college students for several reasons:1. Personal Development: Leadership is a powerful tool for personal growth. By taking on leadership roles, we learn to be responsible, to communicate effectively, and to work collaboratively. We also learn to be resilient, to adapt to change, and to overcome obstacles.2. Career Success: Leadership skills are highly sought after in the workplace. Employers look for candidates who can lead teams, solve problems, and make strategic decisions. By developing leadership skills, we increase our chances of career success.3. Community Impact: As college students, we have the power to make a positive impact on our communities. By taking on leadership roles, we can address social issues, promote social justice, and create a more inclusive society.So, how can we develop our leadership skills as college students?1. Take on Leadership Roles: Seek out opportunities to lead, whether it be in student organizations, on campus projects, or in your personal life. By taking on leadership roles, you will gain experience and develop your skills.2. Seek Mentorship: Find a mentor who can provide guidance and support as you grow as a leader. A mentor can help you navigate challenges,offer advice, and provide valuable insights.3. Develop Communication Skills: Effective communication is essentialfor leadership. Work on your public speaking, writing, and active listening skills to become a more effective leader.4. Practice Self-awareness: Understand your strengths, weaknesses, and values. This will help you to develop a leadership style that is authentic and effective.5. Embrace Diversity: As leaders, we must be inclusive and embrace diversity. Learn to appreciate different perspectives and cultures to become a more well-rounded leader.6. Lead by Example: Be the change you wish to see in the world. By leading by example, you can inspire others to do the same.In conclusion, leadership is a powerful force that can shape our future and the future of our world. As college students, we have the potential to be great leaders. By embracing leadership, we can make a positive impact on our lives, our communities, and our world.Let us not underestimate the power of leadership. Let us take action, step up to the plate, and lead with passion, integrity, and purpose. Together, we can create a brighter future for ourselves and for generations to come.Thank you for your attention, and I encourage you to embrace the power of leadership and make a difference in the world.God bless you all.。
ted关于成功的演讲稿
ted关于成功的演讲稿科学常是在千百次失败后最后一次成功的。
以下是店铺为大家整理的关于ted关于成功的演讲稿，欢迎阅读!ted关于成功的演讲稿1:能持久的意志力是成功关键丘吉尔说：成功的秘诀就是：坚持、坚持、再坚持股神”巴菲特成功的秘诀：耐力胜过脑力朱熹：立志不坚，终不济事。
毛泽东：苟有恒，何必三更起五更眠;最无益，只怕一日曝十日寒…….这样的名言警句我年青时背过不少，但回头想想，什么也没有坚持下来什么，除了每天看两三个TED演讲坚持了多年，并通过TEDtoChina分享给更多人，算来现在也有一千多个演讲了，从个人开拓视野，思考新知的角度来说，这是一种成功。
关于意志力、持久心对于『成功』的影响大多是一两句的泛泛而谈，很少有人从心理学或者统计学上做深入研究。
在2013年的TED 教育专题上Angela Lee就分享了她在这方面的研究。
Angela在27岁时辞去很悲催的管理咨询工作，转而到纽约公立学校教七年级数学。
她发现最好和最差学生的差异并不仅仅是智商，坚韧的性格起很大作用，几年的教学经验使她相信：我们的教育所需要的是一种对学生、对学习更好的理解——从动机的角度、从心理的角度去理解，而不仅仅是智商单一的维度。
后来Angela继续她的心理学博士学习，研究儿童与成人在各种艰巨挑战中的表现，看谁会成功?为什么会成功?她和研究团队去西点军校，尝试预测哪些学员能通过军事训练，哪些会放弃;去看全国拼字比赛，预测哪些孩子能在比赛中笑到最后;研究在非常艰苦的环境下工作的新教师，预测哪些教师能坚持这份职业，预测哪些教师教出的学生成绩的提高最为显著;她和公司合作预测哪些销售人员能保住饭碗?谁能赚最多钱?… …在不同的背景下，她发现意志力指标是观测重点，而非社交能力、美丽的外貌、健康的身体，更不是智商。
意志力是什么?是面对长远目标时的热情和毅力，是有耐力的表现，是日复一日依然对未来坚信不已——不只是这周、不只是这个月，而是年复一年地用心、努力工作来实现所坚信的那个未来。
什么造就了一个好领导英语作文
什么造就了一个好领导英语作文Leadership is not just about authority; it's about the ability to inspire and motivate others. A good leader is someone who can set a clear vision and guide a team towards achieving it.Effective communication is a cornerstone of leadership.It's about listening as much as it is about speaking, understanding the needs of the team and articulating the path forward.Adaptability is another key trait. A good leader must be able to navigate through change with agility, making informed decisions that benefit the team and organization.Empathy plays a crucial role in leadership. Understanding the emotions and perspectives of team members fosters a supportive environment where everyone feels valued and heard.Courage is essential for a leader to make tough decisions, even when they are unpopular. It's about standing up for what is right and being accountable for the outcomes.Continual learning is a hallmark of a great leader. Embracing new ideas and skills ensures that a leader remains relevant and can guide their team through an ever-evolving landscape.Integrity is the bedrock of trust in leadership. A leader who is honest, ethical, and consistent in their actionsbuilds a strong foundation of trust within their team.Lastly, a good leader is one who empowers others. By delegating responsibilities and encouraging autonomy, aleader can help their team members grow and take ownership of their work.In essence, what makes a good leader is a blend of vision, communication, adaptability, empathy, courage, continuous learning, and integrity, all of which empower a team to achieve collective success.。
是什么造就了一个好的领导者英语作文
是什么造就了一个好的领导者英语作文What Makes a Good LeaderLeadership is a crucial aspect of any organization or community, and the quality of leadership often determines its success. A good leader is someone who possesses a unique blend of skills, qualities, and attributes that enable them to inspire, motivate, and guide their team towards achieving common goals.Firstly, a good leader possesses strong communication skills. They are able to articulate their vision and ideas clearly and concisely, ensuring that everyone on the team understands the objectives and expectations. Additionally, they are adept at listening to their team members, understanding their needs and concerns, and providing feedback and guidance accordingly. This open and transparent communication fosters trust and respect within the team.Secondly, a good leader is empathetic and understanding. They are able to put themselves in the shoes of their team members, understanding their perspectives and feelings. This empathy allows them to make decisions that are fair and just,considering the needs and interests of everyone involved. Moreover, an empathetic leader is able to provide emotional support and encouragement to their team members, helping them overcome challenges and stay motivated.Thirdly, a good leader is innovative and forward-thinking. They are constantly seeking new ideas and solutions to improve the performance of the team and the organization. They are not afraid to take risks and experiment with new approaches, always keeping an eye on the future and how the team can grow and evolve. This innovative spirit drives the team forward, encouraging them to push their boundaries and achieve more.Fourthly, a good leader is a role model. They lead by example, demonstrating the values and behaviors that they expect from their team members. They are honest, ethical, and accountable for their actions, setting a positive tone for the entire team. By walking the talk, they inspire their team members to emulate their behaviors and strive for excellence.Lastly, a good leader is a team player. They understand that leadership is not about individual glory but about the collective success of the team. They are able to delegate taskseffectively, empowering their team members to take ownership and make decisions. They also know when to step back and let the team take the lead, fostering a sense of autonomy and responsibility within the team.In conclusion, a good leader is someone who possesses strong communication skills, empathy, innovation, and leadership by example. They are able to inspire, motivate, and guide their team towards achieving common goals, fostering a positive and productive work environment. By embodying these qualities, a good leader can transform an organization or community into a force for good.。
ted关于成功的演讲稿有哪些
ted关于成功的演讲稿有哪些ted关于成功的演讲稿(一)假设生活是一本书，而你是作者，那么你会希望自己编写出怎样的故事?而当年正是这个想法改变了我的人生。
我在炎热的拉斯维加斯的沙漠中长大，我所向往的是自由自在的生活。
我做着周游世界的白日梦，想象着能够住在下雪的地方，并把所有想讲的故事一一拍摄出来。
19岁那年，高中毕业后的一天，我真的去了下雪的地方，成为了一名按摩治疗师。
这份工作只需要用到手，旁边就是按摩桌。
那时的我能去任何地方。
这是人生中第一次，我感到自由、独立、平安。
生活就在我的掌控之中。
但这时我的生活出现了逆转。
一天我感觉自己的了流感便提早回到了家，可是不到24小时，我住进了医院，要靠呼吸机维持生命，并且被告知只有不到2%的存活可能。
几天之后，我陷入了昏迷，医生诊断为病毒性脑膜炎，一种疫苗可以预防的血液感染。
在接下去的两个半月里，我失去了脾脏、肾脏，失去了左耳的听力，两腿膝盖以下被截肢。
当我的父母用轮椅把我从医院推出来的时候，我感觉自己像是被拼起来的玩具人。
那时我以为最坏的日子已经结束了，但是几周之后，当我第一次看到我的新腿，这才意识到远没有结束。
我的支撑棒是笨重的金属块，它用管子与踝关节和黄色的橡胶脚固定在一起，从脚趾到踝关节上凸出来的橡胶线，看上去像静脉。
我不知道自己想要什么，但绝对不会是这个。
当时我的妈妈在我身旁，我们抱头痛哭，泪如雨下。
后来，我戴上这粗短的腿站了起来，那可真是太疼了，行动也不利索。
我在想，天哪，我要怎么靠这些假肢周游世界?怎么过我想要的充满奇遇和有故事的生活?怎么再去滑雪?那天一到家我就爬上了床。
此后几个月，生活都如此，我彻底失去了信念，逃避现实，对假肢置之不理，我在身体上和精神上彻底地崩溃了。
但是我知道，生活总要继续，为了过下去，我必须得跟过去的amy辞别，学着接纳新的amy。
我突然明白，我的身高不必再是固定的5英尺5英寸(1.68m)，相反，我想多高就多高，想多矮就多矮，这完全取决于我跟谁约会。
TED演讲稿想要真正的成功自己向上的时候要拉别人一把
想要真正的成功自己向上的时候要拉别人一把When it comes to our careers, the analogy we've been given is a ladder. We're climbing climbing, climbing, seeing just how high we can get. But if we want to be a part of organizations that are diverse and inclusive and truly reflect the world that we live in,that's simply not enough. While we climb, we also need to lift.It's no secret that our companies andorganizations rarely have leadership teams that represent the communities they serve. That makes them less effective in their work, less innovative and less profitable too. We need more women steering the ship, more people of color at the helm, more folks with disabilities in charge, more immigrants setting the tone, more queer and trans folks calling the shots. So whether you're a new hire who’s a proud member ofone or more ofthesegroups or a longtime leader who is none of the above, each ofus has a role to play in making this happen.Success is no longer about our individualambitions, but about how we build something greater together. My mother introduced me to this concept of lifting while you climb.当谈论到我们的职业，职业晋升通常被比喻为阶梯。
TED演讲稿-whatmakesagreatleadertoday
TED演讲稿-whatmakesagreatleadertoday第一篇：TED演讲稿-what makes a great leader today 0:12 What makes a great leader today? Many of us carry this image of this all-knowing superhero who stands and commands and protects his followers.But that's kind of an image from another time, and what's also outdated are the leadership development programs that are based on success models for a world that was, not a world that is or that is coming.0:45 We conducted a study of 4,000 companies, and we asked them, let's see the effectiveness of your leadership development programs.Fifty-eight percent of the companies cited significant talent gaps for critical leadership roles.That means that despite corporate training programs, off-sites, assessments, coaching, all of these things, more than half the companies had failed to grow enough great leaders.You may be asking yourself, is my company helping me to prepare to be a great 21st-century leader? The odds are, probably not.1:28 Now, I've spent 25 years of my professional life observing what makes great leaders.I've worked inside Fortune 500 companies, I've advised over 200 CEOs, and I've cultivated more leadership pipelines than you can imagine.But a few years ago, I noticed a disturbing trend in leadership preparation.I noticed that, despite all the efforts, there were familiar stories that kept resurfacing about individuals.One story was about Chris, a high-potential, superstar leader who moves to a new unit and fails, destroying unrecoverable value.And then there were stories like Sidney, the CEO, who was so frustrated because her company is cited as a best company for leaders, but only one of the top 50 leaders is equipped to lead their crucial initiatives.And then there were stories like the seniorleadership team of a once-thriving business that's surprised by a market shift, finds itself having to force the company to reduce its size in half or go out of business.2:48 Now, these recurring stories cause me to ask two questions.Why are the leadership gaps widening when there's so much more investment in leadership development? And what are the great leaders doing distinctly different to thrive and grow? One of the things that I did, I was so consumed by these questions and also frustrated by those stories, that I left my job so that I could study this full time, and I took a year to travel to different parts of the world to learn about effective and ineffective leadership practices in companies, countries and nonprofit organizations.And so I did things like travel to South Africa, where I had an opportunity to understand how Nelson Mandela was ahead of his time in anticipating and navigating his political, social and economic context.I also met a number of nonprofit leaders who, despite very limited financial resources, were making a huge impact in the world, often bringing together seeming adversaries.And I spent countless hours in presidential libraries trying to understand how the environment had shaped the leaders, the moves that they made, and then the impact of those moves beyond their tenure.And then, when I returned to work full time, in this role, I joined with wonderful colleagues who were also interested in these questions.4:26 Now, from all this, I distilled the characteristics of leaders who are thriving and what they do differently, and then I also distilled the preparation practices that enable people to grow to their potential.I want to share some of those with you now.4:44(“What makes a great leader in the 21st century?”) 4:46 In a 21st-century world, which is more global, digitally enabled and transparent, with faster speeds of information flowand innovation, and where nothing big gets done without some kind of a complex matrix, relying on traditional development practices will stunt your growth as a leader.In fact, traditional assessments like narrow 360 surveys or outdated performance criteria will give you false positives, lulling you into thinking that you are more prepared than you really are.Leadership in the 21st century is defined and evidenced by three questions.5:29 Where are you looking to anticipate the next change to your business model or your life? The answer to this question is on your calendar.Who are you spending time with? On what topics? Where are you traveling? What are you reading? And then how are you distilling this into understanding potential discontinuities, and then making a decision to do something right now so that you're prepared and ready? There's a leadership team that does a practice where they bring together each member collecting, here are trends that impact me, here are trends that impact another team member, and they share these, and then make decisions, to course-correct a strategy or to anticipate a new move.Great leaders are not head-down.They see around corners, shaping their future, not just reacting to it.6:28 The second question is, what is the diversity measure of your personal and professional stakeholder network? You know, we hear often about good ol' boy networks and they're certainly alive and well in many institutions.But to some extent, we all have a network of people that we're comfortable with.So this question is about your capacity to develop relationships with people that are very different than you.And those differences can be biological, physical, functional, political, cultural, socioeconomic.And yet, despite all these differences, they connect with you and they trust you enough to cooperate with you in achieving a sharedgoal.Great leaders understand that having a more diverse network is a source of pattern identification at greater levels and also of solutions, because you have people that are thinking differently than you are.7:29 Third question: are you courageous enough to abandon a practice that has made you successful in the past? There's an expression: Go along to get along.But if you follow this advice, chances are as a leader, you're going to keep doing what's familiar and comfortable.Great leaders dare to be different.They don't just talk about risk-taking, they actually do it.And one of the leaders shared with me the fact that the most impactful development comes when you are able to build the emotional stamina to withstand people telling you that your new idea is naïve or reckless or just p lain stupid.Now interestingly, the people who will join you are not your usual suspects in your network.They're often people that think differently and therefore are willing to join you in taking a courageous leap.And it's a leap, not a step.More than traditional leadership programs, answering these three questions will determine your effectiveness as a 21st-century leader.8:45 So what makes a great leader in the 21st century? I've met many, and they stand out.They are women and men who are preparing themselves not for the comfortable predictability of yesterday but also for the realities of today and all of those unknown possibilities of tomorrow.第二篇：TED演讲稿So I'm here to tell you that we have a problem with boys, and it's a serious problem with boys.Their culture isn't working in schools, and I'm going to share with you ways that we can think about overcoming that problem.First, I want to start by saying, this is a boy, and this is a girl, and this is probably stereotypically what you think of as a boy and a girl.If I essentialize gender foryou today, then you can dismiss what I have to say.So I'm not going to do that.I'm not interested in doing that.This is a different kind of boy and a different kind of girl.So the point here is that not all boys exist within these rigid boundaries of what we think of as boys and girls, and not all girls exist within those rigid boundaries of what we think of as girls.But, in fact, most boys tend to be a certain way, and most girls tend to be a certain way.And the point is that, for boys, the way that they exist and the culture that they embrace isn't working well in schools now.1:08How do we know that? The Hundred Girls Project tells us some really nice statistics.For example, for every 100 girls that are suspended from school, there are 250 boys that are suspended from school.For every 100 girls who are expelled from school, there are 335 boys who are expelled from school.For every 100 girls in special education, there are 217 boys.For every 100 girls with a learning disability,there are 276 boys.For every 100 girls with an emotional disturbance diagnosed, we have 324 boys.And by the way, all of these numbers are significantly higher if you happen to be black, if you happen to be poor, if you happen to exist in an overcrowded school.And if you are a boy, you're four times as likely to be diagnosed with ADHD--Attention Deficit Hyperactivity Disorder.2:02Now there is another side to this.And it is important that we recognize that women still need help in school, that salaries are still significantly lower, even when controlled for job types, and that girls have continued to struggle in math and science for years.That's all true.Nothing about that prevents us from paying attention to the literacy needs of our boys between ages three and 13.And so we should.In fact, what we ought to do is take a page from their playbook, because the initiatives and programs that have been set in place for womenin science and engineering and mathematics are fantastic.They've done a lot of good for girls in these situations, and we ought to be thinking about how we can make that happen for boys too in their younger years.2:50Even in their older years, what we find is that there's still a problem.When we look at the universities,60 percent of baccalaureate degrees are going to women now, which isa significant shift.And in fact, university administrators are a little uncomfortable about the idea that we may be getting close to 70 percent female population in universities.This makes university administrators very nervous, because girls don't want to go to schools that don't have boys.And so we're starting to see the establishment of men centers and men studies to think about how do we engage men in their experiences in the university.If you talk to fac ulty, they may say, “Ugh.Yeah, well, they're playing video games, and they're gambling online all night long, and they're playing World of Warcraft, and that's affecting their academic achievement.” Guess what? Video games are not the cause.Video games are a symptom.They were turned off a long time before they got here.3:52So let's talk about why they got turned off when they were between the ages of three and 13.There are three reasons that I believe that boys are out of sync with the culture of schools today.The first is zero tolerance.A kindergarten teacher I know, her son donated all of his toys to her, and when he did, she had to go through and pull out all the little plastic guns.You can't have plastic knives and swords and axes and all that kind of thing in a kindergarten classroom.What is it that we're afraid that this young man is going to do with this gun? I mean, really.But here he stands as testament to the fact that you can't roughhouse on the playground today.Now I'm notadvocating for bullies.I'm not suggesting that we need to be allowing guns and knives into school.But when we say that an Eagle Scout in a high school classroom who has a locked parked car in the parking lot and a penknife in it has to be suspended from school, I think we may have gone a little too far with zero tolerance.4:55Another way that zero tolerance lives itself out is in the writing of boys.In a lot of classrooms todayyou're not allowed to write about anything that's violent.You're not allowed to write about anything that has to do with video games--these topics are banned.Boy comes home from school, and he says, “I hate writing.” “Why do you hate writing, son? What's wrong with writing?” “Now I have to write what she tells me to write.” “Okay, what is she telling you to write?” “Poems.I have to write poems.And little moments in my life.I don't want to write that stuff.” “All right.Well, what do you want to write? What do you want to write about?” “I want to write about video games.I want to write about leveling-up.I want to write about this really interesting world.I want to write about a tornado that comes into our houseand blows all the windows out and ruins all the furniture and kills everybody.” “All right.Okay.” You tell a teacher that, and they'll ask you, in all seri ousness, “Should we send this child to the psychologist?”And the answer is no, he's just a boy.He's just a little boy.It's not okay to write these kinds of things in classrooms today.6:00So that's the first reason: zero tolerance policies and the way they're lived out.The next reason that boys' cultures are out of sync with school cultures: there are fewer male teachers.Anybody who's over 15 doesn't know what this means, because in the last 10 years, the number of elementary school classroom teachers has been cut in half.We went from 14 percent to seven percent.That means that 93percent of the teachers that our young men get in elementary classrooms are women.Now what's the problem with this? Women are great.Yep, absolutely.But male role models for boys that say it's all right to be smart--they've got dads, they've got pastors, they've got Cub Scout leaders, but ultimately, six hours a day, five days a week they're spending in a classroom, and most of those classrooms are not places where men exist.And so they say, I guess this really isn't a place for boys.This is a place for girls.And I'm not very good at this, so I guess I'd better go play video games or get into sports, or something like that, because I obviously don't belong here.Men don't belong here, that's pretty obvious.7:06So that may be a very direct way that we see it happen.But less directly, the lack of male presence in the culture--you've got a teachers' lounge, and they're having a conversation about Joey and Johnny who beat each other up on the playground.“What are we going to do with these boys?” The answer to that question changes depending on who's sitting around that table.Are there men around that table?Are there moms who've raised boys around that table? You'll see, the conversation changes depending upon who's sitting around the table.7:36Third reason that boys are out of sync with school today: kindergarten is the old second grade, folks.We have a serious compression of the curriculum happening out there.When you're three, you better be able to write your name legibly, or else we'll consider it a developmental delay.By the time you're in first grade, you should be able to read paragraphs of text with maybe a picture, maybe not, in a book of maybe 25 to 30 pages.If you don't, we're probably going to be putting you into a Title 1 special reading program.And if you ask Title 1 teachers, they'll tell you they've got about four or five boys forevery girl that's in their program, in the elementary grades.8:11The reason that this is a problem is because the message that boys are getting is “you need to do what the teacher asks you to do all the time.” The teacher's salary depends on “No Child Left Behind” and “Race to the Top” and accountability and testing and all of this.So she has to figure out a way to get all these boys through this curriculum--and girls.This compressed curriculum is bad for all active kids.And what happens is, she says, “Please, sit down, be quiet, do what you're told, follow the rules,manage your time, focus, be a girl.” That's what she tells them.Indirectly, that's what she tells them.And so this is a very serious problem.Where is it coming from? It's coming from us.(Laughter)We want our babies to read when they are six months old.Have you seen the ads? We want to live in Lake Wobegon where every child is above average, but what this does to our children is really not healthy.It's not developmentally appropriate, and it's particularly bad for boys.9:24So what do we do? We need to meet them where they are.We need to put ourselves into boy culture.We need to change the mindset of acceptance in boys in elementary schools.More specifically, we can do some very specific things.We can design better games.Most of the educational games that are out there today are really flashcards.They're glorified drill and practice.They don't have the depth, the rich narrative that really engaging video games have, that the boys are really interested in.So we need to design better games.We need to talk to teachers and parents and school board members and politicians.We need to make sure that people see that we need more men in the classroom.We need to look carefully at our zero tolerance policies.Do they make sense? We need to think about how to uncompress thiscurriculum if we can, trying to bring boys back into a space that is comfortable for them.All of those conversations need to be happening.10:20There are some great examples out there of schools--the New York Times just talked about a school recently.A game designer from the New School put together a wonderful video gaming school.But it only treats a few kids, and so this isn't very scalable.We have to change the culture and the feelingsthat politicians and school board members and parents have about the way we accept and what we accept in our schools today.We need to find more money for game design.Because good games, really good games, cost money, and World of Warcraft has quite a budget.Most of the educational games do not.Where we started: my colleagues--Mike Petner, Shawn Vashaw, myself--we started by trying to look at the teachers' attitudes and find out how do they really feel about gaming, what do they say about it.And we discovered that they talk about the kids in their school, who talk about gaming, in pretty demeaning ways.They say, “Oh, yeah.They're always talking about that stuff.They're talking about their little action figures and their little achievements or merit badges, or whatever it is that they get.And they're always talking about this stuff.” And they say these things as if it's okay.But if it were your culture, think of how that might feel.It's very uncomfortable to be on the receiving end of that kind of language.They're nervous about anything that has anything to do with violence because of the zero tolerance policies.They are sure that parents and administrators will never accept anything.11:45So we really need to think about looking at teacher attitudes and finding ways to change the attitudes so that teachers are much more open and accepting of boy cultures in their classrooms.Because, ultimately, if we don't, then we'regoing to have boys who leave elementary school saying, “Well I guess that was just a place for girls.It wasn't for me.So I've got to do gaming, or I've got to do sports.” If we change these things, if we pay attention to these things, and we re-engage boys in their learning, they will leave the elementary schools saying, “I'm smart.”第三篇：TED演讲稿TED精彩演讲：坠机让我学到的三件事Imagine a big explosion as you climb through 3,000 ft.Imagine a plane full of smoke.Imagine an engine going clack, clack, clack, clack, clack，clack, clack.It sounds scary.想像一个大爆炸，当你在三千多英尺的高空；想像机舱内布满黑烟，想像引擎发出喀啦、喀啦、喀啦、喀啦、喀啦的声响，听起来很可怕。
TED演讲《你为什么干不成大事业》全文中英文
TED演讲《你为什么干不成大事业》全文中英文TED演讲《你为什么干不成大事业》全文（中英文）TED它是美国的一家私有非盈利机构，该机构以它组织的TED大会著称。
以下是小编为大家搜集整理的TED演讲《你为什么干不成大事业》全文(中英文)，欢迎参考!I want to discuss with you this afternoon why you're going to fail to have a great career. (Laughter)今天下午我想和你们讨论一下，你为什么不会成就伟业。
(笑声)I'm an economist. I do dismal. End of the day, it's ready for dismal remarks. I only want to talk to those of you who want a great career. I know some of you have already decided you want a good career. You're going to fail, too-(Laughter)-because-Goodness, you're all cheery about failing. (Laughter) Canadian group, undoubtedly. (Laughter) Those trying to have good careers are going to fail, because, really, good jobs are now disappearing. There are great jobs and great careers, and then there are the high-workload, high-stress, bloodsucking, soul-destroying kinds of jobs, and practically nothing in between.我是个经济学家。
大佬英文演讲稿三分钟(3篇)
第1篇Good morning/afternoon/evening. It is an honor to stand before you today and share my thoughts on a topic that has been at the forefront of our minds for quite some time: the future of innovation and leadership.As we gather here today, the world is undergoing a rapid transformation. The advent of technology has reshaped industries, disrupted markets, and created new opportunities for growth. In this era of unprecedented change, we find ourselves at a critical juncture where innovation and leadership are more crucial than ever.Firstly, let us talk about innovation. Innovation is not just about creating new products or services; it is about solving problems, improving lives, and pushing the boundaries of what is possible. History has shown us that innovation has been the driving force behind progress, from the wheel to the internet. However, the pace of innovation today is unprecedented, and it requires a new mindset.To foster innovation, we must embrace a culture of curiosity and continuous learning. We need to encourage our teams to question the status quo, to think outside the box, and to take calculated risks. Innovation thrives in environments where failure is not frowned upon but is seen as a stepping stone to success. We must also foster collaboration, as the best ideas often come from diverse perspectives and experiences.Now, let us turn our attention to leadership. Leadership is not about titles or positions; it is about influence, empathy, and vision. A great leader inspires and motivates others to achieve their full potential. In today's fast-paced world, leaders must be adaptable, resilient, and forward-thinking.Adaptability is key, as the only constant in life is change. Leaders must be able to navigate through uncertainty, to embrace new challenges, and to lead their teams through turbulent times. Resilience is also essential, as setbacks are inevitable. A leader who can rise aboveadversity and emerge stronger is one who truly embodies the spirit of leadership.Moreover, a leader must have a clear vision. A vision that not only guides the organization but also inspires and mobilizes its people. A vision that is bold, yet achievable, and that aligns with the values and aspirations of the community.As we look ahead, we must recognize that the future is not a destination but a journey. It is a journey that requires us to be bold, to be innovative, and to be leaders. Here are a few key takeaways for us to consider:1. Embrace a culture of innovation: Encourage curiosity, collaboration, and risk-taking within your organization. Remember, the next big idea might come from anyone, anywhere.2. Be an adaptable leader: The world is changing rapidly, and leaders must be able to navigate through uncertainty with confidence and resilience.3. Cultivate empathy: Understand the needs and aspirations of your team members, and create an environment where they feel valued and empowered.4. Develop a clear vision: A vision that inspires and mobilizes your team, and that aligns with the values and goals of your organization.5. Invest in people: Your most valuable asset is your team. Invest in their development, provide them with the necessary tools and resources, and support their growth.In conclusion, the future of innovation and leadership lies in our hands. We must be the architects of our own destiny, the pioneers of change,and the leaders who inspire others to reach their full potential. Let us not be afraid to dream big, to challenge the status quo, and to create a future that is better than the one we inherited.Thank you for your time and attention. I invite you to join me on this journey of innovation and leadership, and together, let us shape afuture that is bright, sustainable, and filled with endlesspossibilities.[The end]Note: This speech has been condensed to fit within a three-minute timeframe. The original text would be longer and include more detailed examples and insights.第2篇Good morning/afternoon/evening. It is a great honor to stand before you today and share my thoughts on the future of our world and the role that we, as individuals, play in shaping it. I have been asked to speak for three minutes, but I believe that in just three minutes, we can touch upon profound ideas that can inspire and motivate us all.Firstly, let us reflect on the concept of "big picture thinking." In an era where information is readily available at our fingertips, it is easy to get lost in the minutiae of daily life. However, to truly make a difference, we must look beyond the immediate and consider the long-term implications of our actions. This is where the big picture comes into play.Imagine, if you will, a tree. The roots are deep, the branches are wide, and the leaves are lush. The tree stands tall, providing shade, oxygen, and beauty. Now, consider each of us as a leaf on that tree. Our individual actions, no matter how small, contribute to the overallhealth and strength of the tree. But to understand the true power of our actions, we must look at the tree as a whole.The big picture thinking encourages us to take a step back and see the connections between our actions and the larger systems in which we exist. It prompts us to consider the impact of our decisions on future generations, on the environment, and on the social fabric of our communities. By doing so, we can move from being reactive to being proactive, from being followers to being leaders.Now, let us delve into the power of collaboration. In today's interconnected world, no single individual or organization can solve the complex challenges we face. Whether it is climate change, economic inequality, or technological advancements, we need to work together to find sustainable solutions.Collaboration is not about compromising our values or diluting our voices. It is about finding common ground, respecting different perspectives, and leveraging the strengths of diverse individuals and groups. When we collaborate, we tap into a collective intelligence that far exceeds the sum of our individual capabilities.Consider the story of the butterfly effect. The flap of a butterfly's wings in Brazil can set off a chain of events that ultimately leads to a typhoon in Japan. In the same way, the actions of one individual can have a profound impact on the world around them. When we collaborate, we multiply the potential of our actions, creating ripples that can reach far and wide.But collaboration is not just about working together for a common goal. It is also about fostering a culture of empathy, understanding, and respect. It is about recognizing that we are all part of a larger human family, and that our well-being is inextricably linked to the well-being of others. By embracing collaboration, we create a world where everyone has a seat at the table, and where everyone's voice is heard.As we move forward, let us not forget the importance of innovation. Innovation is the engine that drives progress and change. It is the force that allows us to solve problems, to create new opportunities, and to improve the quality of life for all.Innovation does not happen in a vacuum. It requires curiosity, creativity, and a willingness to take risks. It requires us to challenge the status quo, to question assumptions, and to think outside the box.It requires us to embrace failure as a stepping stone to success.But innovation is not just about technological advancements. It is also about innovative approaches to problem-solving, to leadership, and tohuman relationships. It is about finding new ways to connect with each other, to understand each other, and to work together towards a common purpose.In conclusion, as we stand on the precipice of a new era, let us not be daunted by the challenges that lie ahead. Let us instead be inspired by the possibilities that await us. Let us embrace big picture thinking, collaboration, and innovation as the tools that will guide us towards a brighter future.We are the leaves on the tree, and our collective actions have the power to shape the world we live in. Let us work together, with open hearts and open minds, to create a world that is sustainable, equitable, and filled with love and compassion.Thank you for your time, and may we all be inspired to make a difference in the world today and every day thereafter.[The end]Note: The above speech is a fictional piece and has been crafted to exceed the minimum word count requested. It incorporates elements of big picture thinking, collaboration, and innovation, as well as a call to action for the audience.第3篇Good morning/afternoon/evening. It is a great honor to stand before you today and share my thoughts on the topic of "Innovation and the Future of Our World." As we gather here, I am reminded of the incredible progress we have made as a species, and the boundless potential thatlies ahead.Firstly, let us acknowledge the giants upon whose shoulders we stand. Throughout history, there have been countless innovators, visionaries, and leaders who have pushed the boundaries of what was thought possible. From the ancient Egyptians building the pyramids to the modern-day scientists exploring the depths of space, these individuals have shaped our world and inspired generations to come.Innovation, my friends, is the driving force behind this progress. It is the relentless pursuit of new ideas, solutions, and technologies that push us forward. Without innovation, we would still be living in the dark ages, bound by the limitations of our time. But innovation is not just about technological advancements; it is also about transforming the way we think, act, and interact with one another.Consider the Internet. Who could have imagined, just a few decades ago, that we would be able to connect with people across the globe in an instant, share information effortlessly, and work together on projects irrespective of geographical boundaries? The Internet has revolutionized the way we communicate, learn, and conduct business. It has opened up new opportunities and created a global village where ideas and cultures collide and flourish.Now, let us talk about the future. The next few decades will be critical in determining the fate of our planet and the well-being of its inhabitants. As we face challenges such as climate change, economic inequality, and social unrest, innovation will be the key to oursurvival and prosperity.Firstly, we need to address the climate crisis. The science is clear: we are facing a global emergency. We must innovate in the field of renewable energy, developing technologies that harness the power of the sun, wind, and other natural resources. But innovation is not just about finding alternative energy sources; it is also about changing our consumption patterns and adopting more sustainable lifestyles.Secondly, we must tackle the issue of economic inequality. Technology has the power to bridge the gap between the rich and the poor. By leveraging the Internet and mobile technology, we can provide access to education, healthcare, and financial services to those in remote and underprivileged areas. Innovation can create new jobs and opportunities, ensuring that everyone has a fair chance to succeed.Moreover, we must innovate in the realm of social and political structures. As we witness the rise of populism and the erosion of democratic values, it is crucial that we find new ways to engagecitizens, foster inclusivity, and promote tolerance. Technology can play a pivotal role in this endeavor, by empowering individuals to express their voices and hold their leaders accountable.But innovation is not without its challenges. It requires collaboration, investment, and a willingness to embrace change. We must invest in education and research, nurturing the next generation of innovators who will shape our future. We must also foster a culture of curiosity and experimentation, where failure is seen as a stepping stone rather than a setback.Ladies and gentlemen, the future is not a distant dream; it is within our reach. But it will require the collective effort of all of us. As we move forward, let us remember the lessons of history, the power of innovation, and the potential of human ingenuity.In conclusion, let us embrace the spirit of innovation and work together to build a brighter future. Let us strive to be the change we wish to see in the world. Let us not be daunted by the challenges ahead, but rather inspired by the opportunities that lie within our grasp.Thank you.。
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0:12 What makes a great leader today Many of us carry this image of this all-knowing superhero who stands and commands and protects his followers. But that's kind of an image from another time, and what's also outdated are the leadership development programs that are based on success models for a world that was, not a world that is or that is coming.0:45 We conducted a study of 4,000 companies, and we asked them, let's see the effectiveness of your leadership development programs. Fifty-eight percent of the companies cited significant talent gaps for critical leadership roles. That means that despite corporate training programs, off-sites, assessments, coaching, all of these things, more than half the companies had failed to grow enough great leaders. You may be asking yourself, is my company helping me to prepare to be a great 21st-century leader The odds are, probably not.1:28 Now, I've spent 25 years of my professional life observing what makes great leaders. I've worked inside Fortune 500 companies, I've advised over 200 CEOs, and I've cultivated more leadership pipelines than you can imagine. But a few years ago, I noticed a disturbing trend in leadership preparation. I noticed that, despite all the efforts, there were familiar stories that kept resurfacing about individuals. One story was about Chris, a high-potential, superstar leader who moves to a new unit and fails, destroying unrecoverable value. And then there were stories like Sidney, the CEO, who was so frustrated because her company is cited as a best company for leaders, but only one of the top 50 leaders is equipped to lead their crucial initiatives. And then there were stories like the senior leadership team of a once-thriving business that's surprised by a market shift, finds itself having to force the company to reduce its size in half or go out of business.2:48 Now, these recurring stories cause me to ask two questions. Why are the leadership gaps widening when there's so much more investment in leadership development And what are the great leaders doing distinctly different to thrive and grow One of the things that I did, I was so consumed by these questions and also frustrated by those stories, that I left my job so that I could study this full time, and I took a year to travel to different parts of the world to learn about effective and ineffective leadership practices in companies, countries and nonprofit organizations. And so I did things like travel to South Africa, where I had an opportunity to understand how Nelson Mandela was ahead of his time in anticipating and navigating his political, social and economic context. I also met a number of nonprofit leaders who, despite very limited financial resources, were making a huge impact in the world, often bringing together seeming adversaries. And I spent countless hours in presidential libraries trying to understand how the environment had shaped the leaders, the moves that they made, and then the impact of those moves beyond their tenure. And then, when I returned to work full time, in this role, I joined with wonderful colleagues who were also interested in these questions.4:26 Now, from all this, I distilled the characteristics of leaders who are thriving and what they do differently, and then I also distilled the preparation practices that enable people to grow to their potential. I want to share some of those with you now.4:44 ("What makes a great leader in the 21st century")4:46 In a 21st-century world, which is more global, digitally enabled and transparent, with faster speeds of information flow and innovation, and where nothing big gets done without some kind of a complex matrix, relying ontraditional development practices will stunt your growth as a leader. In fact, traditional assessments like narrow 360 surveys or outdated performance criteria will give you false positives, lulling you into thinking that you are more prepared than you really are. Leadership in the 21st century is defined and evidenced by three questions.5:29 Where are you looking to anticipate the next change to your business model or your life The answer to this question is on your calendar. Who are you spending time with On what topics Where are you traveling What are you reading And then how are you distilling this into understanding potential discontinuities, and then making a decision to do something right now so that you're prepared and ready There's a leadership team that does a practice where they bring together each member collecting, here are trends that impact me, here are trends that impact another team member, and they share these, and then make decisions, to course-correct a strategy or to anticipate a new move. Great leaders are not head-down. They see around corners, shaping their future, not just reacting to it.6:28 The second question is, what is the diversity measure of your personal and professional stakeholder network You know, we hear often about good ol' boy networks and they're certainly alive and well in many institutions. But to some extent, we all have a network of people that we're comfortable with. So this question is about your capacity to develop relationships with people that are very different than you. And those differences can be biological, physical, functional, political, cultural, socioeconomic. And yet, despite all these differences, they connect with you and they trust you enough to cooperate with you in achieving a shared goal. Great leaders understand that having a more diverse network isa source of pattern identification at greater levels and also of solutions, because you have people that are thinking differently than you are. 7:29 Third question: are you courageous enough to abandon a practice that has made you successful in the past There's an expression: Go along to get along. But if you follow this advice, chances are as a leader, you're going to keep doing what's familiar and comfortable. Great leaders dare to be different. They don't just talk about risk-taking, they actually do it. And one of the leaders shared with me the fact that the most impactful development comes when you are able to build the emotional stamina to withstand people telling you that your new idea is naïve or reckless or just plain stupid. Now interestingly, the people who will join you are not your usual suspects in your network. They're often people that think differently and therefore are willing to join you in taking a courageous leap. And it's a leap, not a step. More than traditional leadership programs, answering these three questions will determine your effectiveness as a 21st-century leader.8:45 So what makes a great leader in the 21st century I've met many, and they stand out. They are women and men who are preparing themselves not for the comfortable predictability of yesterday but also for the realities of today and all of those unknown possibilities of tomorrow.。