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 But that's kind of an image from another time, and what's also outdated are the leadership development programs that are based on success models for a world that was, not a world that is or that is coming.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 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 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 shared goal. 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 na?ve 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.

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( 演讲稿范文) 姓名：____________________ 单位：____________________ 日期：____________________ 编号：YB-BH-090948 10分钟演讲稿全文Full text of 10 minute speech

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1、第一项研究 如果你此刻的确在(社会压力测试的)研究中，你或许已经有点儿承受不住了。你的心跳开始加快，你的呼吸开始便急促，可能还会 开始冒汗。通常，我们认为这些生理上的变化是紧张的表现，说明 我们无法很好的应对压力。 但是，如果我们将这些表现看做是身体进入备战状态的表现会怎么样?在哈佛大学的一项研究中，参与者正是这么被告知的。实验参 与者进入社会压力测试之前被告知，他们面对压力时的反应是有益的。心跳加速是为下一步行为做准备。如果你的呼吸变急促，没关系，它会让你的大脑获得更多的氧气。那些被如此告知的参与者反 道比较不那么崩溃、比较不紧张，更加自信，但更让人欣喜的发现是，他们的生理反应也随情绪有了变化。 2、第二项研究 我想通过另一个研究来结束今天的演讲。听好咯，因为这项研究可以救命。这项研究在美国找了1000个年龄在34岁到93岁间的人，他们通过一个问题开始了该研究：“去年的你，感受到了多大的压力?”他们还问了另一个问题：“你花了多少时间帮助朋友、邻居和 社区里的其他人?”接着他们用接下来五年的公共记录来看参与者中 有谁去世了。 那好，先说坏消息：生活中每个重大的压力事件，例如财政困难或者家庭危机，会增加30%的死亡风险。但是，我估计你们也在期 待这个“但是”，并不是对每个人都是那样。那些花时间关心其他 人的人完全没有体现出压力相关的死亡风险。零风险。关心让我们 更有韧性。 于是我们再次看到压力对于健康的有害影响并不是不可避免的。如何对待和应对压力可以转变你面对压力的体验。当你选择将压力 反应视为有益的，你会在生理上变得有勇气。当你选择压力下与他 人沟通，你的生命会更有韧性。

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ted英语演讲稿3篇

ted英语演讲稿3篇 as a magician, i try to create images that make people stop and think. i also try to challenge myself to do things that doctors say are not possible. i was buried alive in new york city in a coffin, buried alive in a coffin in april, 1999, for a week. i lived there with nothing but water. and it ended up being so much fun that i decided i could pursue doing more of these things. the next one is i froze myself in a block of ice for three days and three nights in new york city. that one was way more difficult than i had expected. the one after that, i stood on top of a hundred foot pillar for 36 hours. i began to hallucinate so hard that the buildings that were behind me started to look like big animal heads. 作为一个魔术师，我总是尝试去创造一个现象可以让人们驻足思考。我也试着挑战自己做一些医生看来不可能的事情。我曾于1999年4月，被埋在纽约一口棺材里整整一个星期。着一个礼拜仅靠水存活下来。但结果是我从中获得极大的乐趣。于是我决定去追求实现更多这样的事。下一次就是我把自己冻在一个大冰块里整整三天三

10分钟演讲稿范文

幽默感对成功的意义 大家都到齐了么？还没来的请举手?? 你是个具有幽默感的人吗？觉得自己是的人请举手。 当前的社会竞争日趋激烈，每个人都承受着巨大的生活压力，都强烈地渴望事业的成功 与辉煌，生活的幸福与美满。可就是有人四处碰壁，一无所获，终身默默无闻；而有人如鱼 得水，一帆风顺。 这到底是为什么呢？如此大的差异原因有很多，今天我在这里就说说幽默感，以及幽默 感对于一个人成功的重要作用。 笑，既是一种生理功能，又是一种生理体操。而幽默，也是一种笑------会心的笑，聪 明的笑。我们常说，笑是人类共同的语言，那么幽默，则是人类共同的爱好，不分肤色，不 分国家，不分民族?? 幽默可以让你成为一个具有吸引力的人。研究表明，当一个演讲者站在讲台之上时，人 们开始关注的不是他要讲什么内容，人们只是对他是个什么样的人产生初步了解的时候，才 会接下来认真听他讲些什么。那么这时候什么东西最吸引听众呢？ 当然是一些最能展示你的人格魅力又极易被听众接受的幽默了。 有一位演讲家往台上站时，很紧张地说：“各位先生小姐，我在参加这次演讲之前心中一 直忐忑不安，我不敢面对那么多人说今天的话题，于是一位朋友说：‘你如果真敢说今天的话 题的话，那么连猪也能上树了’，他的意思大概是说我不敢站在这里和大家讨论问题，就像猪 不可能上树一样，可是大家看到了什么呢？瞧！我不是来了吗？虽然我不是猪，也不会爬树， 但我肯定你们今晚听到的将比那一幕猪上树要精彩得多！”这位演讲家以自己的幽默展示了勇 气，赢得了听众，可以想象接下来的演说有多么受人欢迎了。 很多大师都说一个人的成功有70%取决于人际关系，也就是社交，其实呢，幽默在社交 中也有着举足轻重的作用。我们经常会遇到尴尬的场面，但如果有幽默家在场的话，一切扫 兴会立刻变为大家的欢声笑语甚至掌声连连。 有一对夫妻正在拜堂成亲，在这个喜庆的时刻，一位客人不小心打碎了一只花瓶。顿时， 打碎花瓶的人尴尬，新郎新娘难堪，宾客们也都扫兴之至。正在这时，某君站出来说：“好兆 头，好兆头啊，这叫岁岁平安！呵呵！”一句话引得大家哄堂大笑，婚礼气氛又热烈 起来。 我们熟知的林肯总统就是一位幽默家，流传下来的幽默段子特别多。有一次他陪一位朋 友参观，走到长廊时准备接受士兵的行礼。其实这位朋友应该立刻退后的，这时林肯的随从 赶紧提醒这位朋友退后十码，这位朋友当然十分尴尬，顿时脸涨得通红。林肯说：“没关系， 我看他们还不知道谁是总统呢？”场面由尴尬变成了开怀大笑。 幽默能够增强你的亲和力。当你用幽默的方式与人接触之后，就会在他们心中形成一个 光亮的形象。人们会乐于再次与你见面。所以有的人说：“幽默的人会发光。”如果你具备了 幽默的能力，那么，你就会发光，就会产生吸引力。 幽默是一个人魅力的体现，也是一个人的能力，更是一个人的品格，体现一个人的境界。 古今中外的幽默大师无一不对人生和社会有了深刻的了解，再靠着自己的聪明和智慧，才具 有了很高的幽默造诣。 当你已经是一个幽默的人时，就会发现你的生活开始更加丰富、更加轻松、更加富有情 趣和快乐。你还会发现，当你出现在人们面前时，你会受到比以前更多的欢迎。你的朋友会 增加，你的家庭会更加和睦，你的人生会更加成功、更加完美。 戏说有两个钢琴家在聊天，甲说：“我有一次演出非常成功，观众抛给我的鲜花特别多， 都可以开一个花店。”另一个说，“那有什么。我有一次演出观众送给了我一座房子。”“怎么 回事呢？”他说：“他们扔给我的砖块足够盖一座房子了。”

TED励志演讲稿：怎么讲话别人才更愿意听

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这是英国的全国性艺术。是我们的全国性运动。我们抱怨天气，体育和政治，几乎每件事，但实际上抱怨是病毒性的悲催，它不会在这个世界上传播太阳和光明。 借口 我们都遇上过这个家伙。也许我们都曾经是这个家伙。有些人有指责癖好。他们怪罪任何人而不是对自己的行为负责任，所以，这又是让人难以聆听的一种。 七件里面的老六，倒数第二，浮夸，吹牛 它有时贬低了我们的语言，事实上。比如，如果我看见什么真的很神奇的事情，那我该说什么呢? (笑声) 当然这种夸大后来就变成了说谎。彻头彻尾的说谎，我们就不想听这种我们知道会说谎的人。 最后是，固执己见 把事实和意见混淆。当这两件事混为一谈，你就像在听风一样。你知道，有人用他们自己的意见来强迫你。这很难让我们听讲。 这就是说话的七宗罪。我认为这些是我们需要避免的。 但有没有比较正面的呢? 的确有。我想建议四种我们可以牢靠站立的，真正强有力的基石或者基础，如果我们想让我们的言语有力并且让世界产生变化。 幸运的是，这些事情连起来是一个单词。这个词就是“hail”，

TED演讲稿-20岁光阴不再(中英互译)

When I was in my 20s, I saw my very first psychotherapy client. I was a Ph.D. student in clinical psychology at Berkeley. She was a 26-year-old woman named Alex. 记得见我第一位心理咨询顾客时,我才20多岁。当时我是Berkeley临床心理学在读博士生。我的第一位顾客是名叫Alex的女性,26岁。 Now Alex walked into her first session wearing jeans and a big slouchy top, and she dropped onto the couch in my office and kicked off her flats and told me she was there to talk about guy problems. Now when I heard this, I was so relieved. My classmate got an arsonist for her first client. (Laughter) And I got a twentysomething who wanted to talk about boys. This I thought I could handle. 第一次见面Alex穿着牛仔裤和宽松上衣走进来,她一下子栽进我办公室的沙 发上,踢掉脚上的平底鞋,跟我说她想谈谈男生的问题。当时我听到这个之后松了一口气。因为我同学的第一个顾客是纵火犯,而我的顾客却是一个20出头想谈谈男生的女孩。我觉得我可以搞定。But I didn't handle it. With the funny stories that Alex would bring to session, it was easy for me just to nod my head while we kicked the can down the road. 但是我没有搞定。Alex不断地讲有趣的事情,而我只能简单地点头认同她所 说的,很自然地就陷入了附和的状态。 "Thirty's the new 20," Alex would say, and as far as I could tell, she was right. Work happened later, marriage happened later, kids happened later, even death happened later. Twentysomethings like

(完整版)TED英语演讲稿：二十岁是不可以挥霍的光阴

TED英语演讲稿：二十岁是不可以挥霍的光阴 5天内超过60万次浏览量的最新TED演讲“二十岁一去不再来”激起了世界各地的热烈讨论，资深心理治疗师 Meg Jay 分享给20多岁青年人的人生建议：(1)不要为你究竟是谁而烦恼，去赚那些说明你是谁的资本。(2)不要把自己封锁在小圈子里。(3)记住你可以选择自己的家庭。 Meg说：“第一，我常告诉二十多岁的男孩女孩，不要为你究竟是谁而烦恼，开始思考你可以是谁，并且去赚那些说明你是谁的资本。现在就是最好的尝试时机，不管是海外实习，还是创业，或者做公益。第二，年轻人经常聚在一起，感情好到可以穿一条裤子。可是社会中许多机会是从远关系开始的，不要把自己封锁在小圈子里，走出去你才会对自己的经历有更多的认识。第三，记住你可以选择自己的家庭。你的婚姻就是未来几十年的家庭，就算你要到三十岁结婚，现在选择和什么样的人交往也是至关重要的。简而言之，二十岁是不能轻易挥霍的美好时光。” 这段关于20岁青年人如何看待人生的演讲引起了许多TED粉丝的讨论，来自TEDx组织团队的David Webber就说：Meg指出最重要的一点便是青年人需要及早意识到积累经验和眼界，无论是20岁还是30岁，都是有利自己发展的重要事。” When I was in my 20s, I saw my very first psychotherapy

client. I was a Ph.D. student in clinical psychology at Berkeley. She was a 26-year-old woman named Alex. 记得见我第一位心理咨询顾客时，我才20多岁。当时我是Berkeley临床心理学在读博士生。我的第一位顾客是名叫Alex的女性，26岁。 Now Alex walked into her first session wearing jeans and a big slouchy top, and she dropped onto the couch in my office and kicked off her flats and told me she was there to talk about guy problems. Now when I heard this, I was so relieved. My classmate got an arsonist for her first client. (Laughter) And I got a twentysomething who wanted to talk about boys. This I thought I could handle. 第一次见面Alex穿着牛仔裤和宽松上衣走进来，她一下子栽进我办公室的沙发上，踢掉脚上的平底鞋，跟我说她想谈谈男生的问题。当时我听到这个之后松了一口气。因为我同学的第一个顾客是纵火犯，而我的顾客却是一个20出头想谈谈男生的女孩。我觉得我可以搞定。 But I didn't handle it. With the funny stories that Alex would bring to session, it was easy for me just to nod my head while we kicked the can down the road. 但是我没有搞定。Alex不断地讲有趣的事情，而我只能简单地点头认同她所说的，很自然地就陷入了附和的状态。 "Thirty's the new 20," Alex would say, and as far as I

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