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1、www.XiYuS锡育软件What makes a great leader today?今天的杰出领导者是什么样的？00:13Many of us carry this image of this all-knowing superherowho stands and commands and protects his followers.我们中的很多人会想到 一个无所不能的超人,站在那里,指挥着 并保护着他的追随者们。00:17But thats kind of an image from another time,and whatsalso outdated are the leader
2、ship development programsthat are based on success models for a world that was,not aworld that is or that is coming.但那是旧时的印象,同样过时的还有 领导力发展培养计划,这种发展计划通常是基于 过去而不是眼前或者 未来的环境。00:29We conducted a study of 4,000 companies,and we askedthem,lets see the effectiveness of your leadershipdevelopment programs.我
3、们做了一个研究,其中覆盖了4000个公司,我们问他们,贵公司领导力 发展培养计划的效果怎样。00:46Fifty-eight percent of the companies cited significant talentgaps for critical leadership roles.58%的公司认为他们 在重要的领导角色选取上 有很大的人才欠缺。00:56That means that despite corporate training programs,off-sites,assessments,coaching,all of these things,more thanhalf
4、 the companies had failed to grow enough great leaders.这意味着,尽管有着各种培训项目,远程网络课程,评估、辅导等等,仍然有超过半数的公司 未能培养出足够杰出的领导者。01:03all-knowing:adj.(英)全知的 superhero:n.超级英雄 commands:n.计命令,计指令(command复数形式)outdated:adj.过时的;旧式的/v.使过时(outdate的过去式和过去分词)conducted:v.管理(conduct的过去分词);引导;指挥effectiveness:n.效力 cited:v.引用(cite的
5、过去分词)gaps:n.差异,缺口;缝隙(gap的复数形式)/v.裂开;使豁裂(gap的第三人称单数形式)assessments:评价 coaching:n.辅导;教练技术/v.指导(coach的ing形式)You may be asking yourself,is my company helping me toprepare to be a great 21st-century leader?你可能会问自己,我的公司有在帮助我成长为 一名21世纪的杰出领导者吗？01:18The odds are,probably not.很可能是:没有。01:26Now,Ive spent 25 year
6、s of my professional life observingwhat makes great leaders.我花了 25 年的职业生涯时间 来观察杰出领导者的特征。01:29Ive worked inside Fortune 500 companies,Ive advised over200 CEOs,and Ive cultivated more leadership pipelines thanyou can imagine.我曾经为财富500强企业工作,我曾经为200多名首席执行官提供咨询服务,我打造的领导力培养渠道比你可以想象的还要多。01:37But a few year
7、s ago,I noticed a disturbing trend inleadership preparation.但几年前,我注意到在领导力培养方面 一个令人不安的趋势。01:47I noticed that,despite all the efforts,there were familiarstories that kept resurfacing about individuals.我注意到,尽管所有这些努力,类似的不同个体的故事 却一再上演。01:54One story was about Chris,a high-potential,superstar leaderwho mo
8、ves to a new unit and fails,destroying unrecoverablevalue.一个故事是关于克里斯的,他是一名具有很大潜力的超级巨星领导者,他调职到了新的工作环境,失败了,造成了无法弥补的损失。02:03And then there were stories like Sidney,the CEO,who was sofrustrated because her company is cited as a best companyfor leaders,but only one of the top 50 leaders is equipped tolea
9、d their crucial initiatives.还有茜德尼,这位首席执行官 非常沮丧,因为她的公司被认为是 最适合领导者施展才华的公司,但在50名最优秀的领导者中只有一名能够 带领实施公司的关键商业行为。02:15odds:n.几率;胜算;不平等;差别 observing:adj.观察的;注意的;观察力敏锐的/v.观察;遵守(observe的ing形式)cultivated:adj.耕种的;有教养的/v.发展(cultivate的过去分词);耕作;教化 resurfacing:n.表面重修;再铺平;再涂层/v.重新铺设路面;再升到水面;重新露面(resurface的ing形式)/adj
10、.重修的 unrecoverable:adj.不可恢复的 frustrated:adj.失意的,挫败的;泄气的/v.挫败;阻挠(frustrate的过去式和过去分词形式)equipped:v.装备;预备(equip的过去分词);整装 initiatives:n.积极性;主动权(initiative的复数);创始And then there were stories like the senior leadership team ofa once-thriving business thats surprised by a market shift,finds itself having to
11、force the company to reduce its size inhalf or go out of business.还有很多故事,比如,曾在一度兴旺的公司工作的资深领导团队 惊讶地发现市场出现波动,不得不迫使该公司 减小至原规模的一半 或退出行业。02:31Now,these recurring stories cause me to ask two questions.这些不断重复出现的故事 让我开始思考两个问题。02:49Why are the leadership gaps widening when theres so muchmore investment in le
12、adership development?为什么尽管那么多的资金投入到 领导力发展培养项目,领导力的差别还是这么大？02:54TED演讲者：Roselinde Torres|罗莎琳德?托雷斯演讲标题：What it takes to be a great leader|如何成为一名杰出的领导者内容概要：The world is full of leadership programs,but the best way to learn how to lead mightbe right under your nose.In this clear,candid talk,Roselinde Tor
13、res describes 25 yearsobserving truly great leaders at work,and shares the three simple but crucial questions would-be company chiefs need to ask to thrive in the future.现代社会有太多的领导力培养项目，从全天的研讨会到公司培训项目。但是事实很可能是，这些都没什么作用。在这个坦白直率的演说中，罗莎琳德?托雷斯讲述了她25年来观察现实中的杰出领导者是如何工作的，并且分享了三个简单但是重要的问题。这是值得将要带领公司发展的商界领导者
14、深思熟虑的。And what are the great leaders doing distinctly different tothrive and grow?杰出领导者做了什么 明显不同于他人的事情,使他们成长为更杰出的人？03:01One of the things that I did,I was so consumed by thesequestions and also frustrated by those stories,that I left myjob so that I could study this full time,and I took a year totra
15、vel to different parts of the world to learn about effectiveand ineffective leadership practices in companies,countriesand nonprofit organizations.我做了一件事,我因为思考这些问题越发感到无力同时因为这些故事而感到沮丧,我离职了,这样,我就可以专职研究。我花了一年时间游历 世界的各个地方,试图了解高效和无效的 领导力实践在公司,在国家和在非盈利组织。03:08And so I did things like travel to South Afric
16、a,where I had anopportunity to understand how Nelson Mandela was aheadof his time in anticipating and navigating his political,socialand economic context.所以我前往南非,在那里我有机会了解到 纳尔逊 曼德拉是如何超越他的时代 预测和引领 政治、社会和经济走向。03:34recurring:adj.循环的;再发的/v.返回(recur的现在分词)widening:v.使扩大;拓宽;扩展(widen的ing形式);使变宽 distinctly:a
17、dv.明显地;无疑地,确实地 ineffective:adj.无效的,失效的;不起作用的 nonprofit:adj.非赢利的;不以赢利为目的的anticipating:adj.预期的;期望的/v.期待;预期(anticipate的ing形式);使提前发生 navigating:v.航行,操纵(navigate的现在分词形式)/adj.航行的,航行中I also met a number of nonprofit leaders who,despite verylimited financial resources,were making a huge impact in theworld,o
18、ften bringing together seeming adversaries.我还约见了一些非营利组织的领导者,尽管他们的财政资源非常有限,却仍在努力改变世界,并经常促成和看似是敌人的合作。03:48And I spent countless hours in presidential libraries trying tounderstand how the environment had shaped the leaders,the moves that they made,and then the impact of thosemoves beyond their tenure.
19、我在总统图书馆内度过了无数个小时,试图了解环境是如何 塑造领导者的,他们的行动,以及这些行动造成的 超越他们的任期的影响。04:02And then,when I returned to work full time,in this role,Ijoined with wonderful colleagues who were also interested inthese questions.后来,我返回全职工作,在这个岗位上,我与很棒的同事合作,他们也对这些问题感兴趣。04:17Now,from all this,I distilled the characteristics of lea
20、derswho are thriving and what they do differently,and then Ialso distilled the preparation practices that enable people togrow to their potential.从所有这一切,我总结出 快速成长的领导者有哪些特征 以及他们做了哪些不同常规的事,我也同样总结出 增长人类潜能的 准备练习。04:27I want to share some of those with you now.我想分享其中一些给你们听。04:43seeming:n.外观/adj.表面上的 adve
21、rsaries:敌手 countless:adj.无数的;数不尽的 presidential:adj.总统的;首长的;统辖的 tenure:n.任期;占有/vt.授予终身职位 distilled:adj.由蒸馏得来的;净化的/v.蒸馏(distill的过去式)characteristics:n.特性,特征;特色(characteristic的复数);特质 thriving:adj.繁荣的;蒸蒸日上的;旺盛的/v.兴旺(thrive的ing形式)(What makes a great leader in the 21st century?)In a 21st-century world,whic
22、h is more global,digitally enabled andtransparent,with faster speeds of information flow andinnovation,and where nothing big gets done without somekind of a complex matrix,relying on traditionaldevelopment practices will stunt your growth as a leader.(21世纪,什么造就了杰出的领导者?)在更加全球化、数字化和 透明的21世纪,信息流动和创新都十分
23、快速,没有采用某种复杂的模型 就好似什么大事也做不了,依托传统发展的方法 会阻碍领导者的成长。04:45In fact,traditional assessments like narrow 360 surveys oroutdated performance criteria will give you false positives,lulling you into thinking that you are more prepared thanyou really are.事实上,传统的评估方式 比如狭隘的360度调查或是过时的评价标准 会给你错误的正向信息,引诱你认为自己比现实 准备的
24、更充分。05:09Leadership in the 21st century is defined and evidenced bythree questions.21世纪的领导力 可以用这三个问题来定义和证明。05:23Where are you looking to anticipate the next change to yourbusiness model or your life?你打算在哪里 实行下一步 对于你的商业模式或你的生活的改变？05:30The answer to this question is on your calendar.这个问题的答案就在你的日历上。05:
25、38digitally:adv.数位 innovation:n.创新,革新;新方法 matrix:n.数矩阵;模型;生物地质基质;母体;子宫;地质脉石relying:v.依赖;信任;指望(rely的ing形式)stunt:n.噱头,手腕;绝技/vt.阻碍的正常生长或发展/vi.表演特技;作惊人表演surveys:n.调查(survey的复数)criteria:n.标准,条件(criterion的复数)positives:n.实在的事物;阳极板(positive的复数)lulling:vt.使平静;使安静;哄骗/vi.平息;减弱;停止/n.间歇;暂停;暂时平静 evidenced:证实(evid
26、ence的过去式和过去分词)anticipate:vt.预期,期望;占先,抢先;提前使用Who are you spending time with?On what topics?你的时间和谁一起度过？你们聊什么主题？05:43Where are you traveling?What are you reading?你去哪里出差旅行？你在读什么书？05:47And then how are you distilling this into understandingpotential discontinuities,and then making a decision to dosomethi
27、ng right now so that youre prepared and ready?然后你怎样从中提炼 来了解潜在的不连续性,然后作出现在要做什么的决定 并随时准备着。05:50Theres a leadership team that does a practice where theybring together each member collecting,here are trends thatimpact me,here are trends that impact another team有一个领导力训练团队做了一个练习,他们将成员聚集在一起 收集整理,这些趋势影响到我,这
28、些趋势影响到另一个组员,然后他们互相分享,06:02impact me,here are trends that impact another teammember,and they share these,and then make decisions,to course-correct a strategy or toanticipate a new move.并做出决定,来改变战略 或者实施新的举措。06:14Great leaders are not head-down.杰出领导者不会低着头。06:20They see around corners,shaping their futu
29、re,not justreacting to it.他们会看周围的角落,他们会塑造自己的未来,而不仅仅只是对它作出反应。06:23The second question is,what is the diversity measure of yourpersonal and professional stakeholder network?第二个问题是,如何权衡 你的个人和职业利益相关的社会网络？06:29distilling:n.蒸馏的,蒸馏作用 discontinuities:n.不连续(discontinuity的复数);间断点 trends:n.动态,统计趋势 shaping:n.塑造
30、;成形/adj.塑造的;成形的/v.塑造(shape的ing形式);(使)成形 diversity:n.多样性;差异 stakeholder:n.利益相关者;赌金保管者You know,we hear often about good ol boy networks andtheyre certainly alive and well in many institutions.我们经常听到的老友关系网络,这些网络在许多机构中仍然存在。06:37But to some extent,we all have a network of people thatwere comfortable with
31、.但某种程度上而言,我们都有一个社交网络,它由我们熟悉喜欢的人组成。06:44So this question is about your capacity to developrelationships with people that are very different than you.所以这个问题是关于 你和与你大为不同的人 发展关系的能力。06:48And those differences can be biological,physical,functional,political,cultural,socioeconomic.这些差异可以是生理的、身体的、功能的、政治的、文化
32、的、社会经济方面的。06:55And yet,despite all these differences,they connect with youand they trust you enough to cooperate with you inachieving a shared goal.然而,摒除所有这些差异,他们与您交往 并且足够信任你 与你合作 为实现一个共同目标而努力。07:03Great leaders understand that having a more diversenetwork is a source of pattern identification at gr
33、eater levelsand also of solutions,because you have people that arethinking differently than you are.杰出的领导者明白 拥有多样化的网络 是一种更多层次的识别思考 以及解决方案,因为你认识那些和你有着 不同思考方式的人。07:14Third question:are you courageous enough to abandon apractice that has made you successful in the past?第三个问题是:你是否有勇气 放弃一种过去使您成功的作法？07:30
34、different than:不同于 functional:adj.功能的 socioeconomic:adj.社会经济学的 diverse:adj.不同的；多种多样的；变化多的 courageous:adj.有胆量的,勇敢的 abandon:n.狂热;放任/vt.遗弃;放弃Theres an expression:Go along to get along.有一种说法是:随遇而安,取法中庸。07:39But if you follow this advice,chances are as a leader,youregoing to keep doing whats familiar and
35、 comfortable.但如果你遵循这一理念,更大的可能性会是,你作为领导者,继续遵循对你而言熟悉又方便舒适的作法。07:43Great leaders dare to be different.伟大的领导者勇于改变。07:53www.XiYuS锡育软件They dont just talk about risk-taking,they actually do it.他们不只是嘴上谈论冒险,他们会真的去冒险。07:56And one of the leaders shared with me the fact that the mostimpactful development comes
36、when you are able to buildthe emotional stamina to withstand people telling you thatyour new idea is na?ve or reckless or just plain stupid.有位领导者跟我分享了这一事实,最有影响力的发展会出现在这样的时候:你能够情绪稳定地 接受别人告诉你你的新想法 很天真或很鲁莽或就是非常愚蠢。08:00Now interestingly,the people who will join you are not yourusual suspects in your net
37、work.有趣的是,将加入你的网络的人 不是你的社交网络中你通常认为会加入的人。08:17Theyre often people that think differently and therefore arewilling to join you in taking a courageous leap.而是那些和你有着不同想法 并愿意加入你 去实现一次勇敢的飞跃的人。08:25And its a leap,not a step.这是一次飞跃,不是一个步子。08:33More than traditional leadership programs,answering thesethree q
38、uestions will determine your effectiveness as a 21st-century leader.不同于传统的领导力培养项目,回答这三个问题 将确定你作为一个 21世纪领导者的能力。08:37risk-taking:n.冒险;承担风险/adj.冒险的 impactful:adj.有效的;有力的 stamina:n.毅力;精力;活力;持久力 reckless:adj.鲁莽的，不顾后果的；粗心大意的/interestingly:adv.有趣地So what makes a great leader in the 21st century?那是什么造就了21世纪
39、的杰出领导者？08:46Ive met many,and they stand out.我见过许多,他们与众不同。08:51They are women and men who are preparing themselves notfor the comfortable predictability of yesterday but also forthe realities of today and all of those unknown possibilities oftomorrow.他们中有女士也有男士,他们正在准备着,不是为舒适的可预测的昨天 而是为了今天的现实 和明天所有未知的可能性。08:54Thank you.谢谢。09:09(Applause)（掌声）09:11stand out:突出;站出来;坚持到底;坚决反对 predictability:n.可预测性;可预言*Warning:本文是由生成导出，请用于个人学习，不要用于商业用途。否则，导致的一切法律后果，均由您个人承担，锡育软件概不负责。*