演講MP3+雙語文稿:想做大事？先看看你有多少潛力！

00:00

00:00

MP3下載

https://online2.tingclass.net/lesson/shi0529/10000/10387/tedyp19.mp3

https://image.tingclass.net/statics/js/2012

聽力課堂TED音頻欄目主要包括TED演講的音頻MP3及中英雙語文稿，供各位英語愛好者學(xué)習(xí)使用。本文主要內(nèi)容為演講MP3+雙語文稿:想做大事？先看看你有多少潛力！，希望你會(huì)喜歡！

【演講者】Natalie Fratoo

【演講主題】想做大事？先看看你有多少潛力！

【中英文字幕】獲取完整版字幕

翻譯者Sijia Huo 校對(duì)者CherrieLi

00:05

I met 273 start-up founders last year.Andeach one was looking for money.As a tech investor,my goal was tosort through everyone that I metand make a quick determinationaboutwhich ones had the potential to make something really big.

去年，我同273位 初創(chuàng)公司創(chuàng)始人見過面。他們所有人都在籌款。作為一個(gè)技術(shù)投資人，我的任務(wù)是將 每一個(gè)我見過的人分類，然后迅決定判斷出哪些人具備做大事的潛力。

00:21

But what makes a great founder?Thisis a question I ask myself daily.Some venture capitalists placebetsbased on a founder's previous background.Did they go to an IvyLeague school?Have they worked at a blue-chip company?Have theybuilt out a big vision before?Effectively, how smart is thisperson?

但是，是什么成就了 一位優(yōu)秀的創(chuàng)業(yè)者？這是一個(gè)我每天都要問自己的問題。一些風(fēng)險(xiǎn)投資人會(huì)根據(jù)創(chuàng)業(yè)者的履歷背景下注。他們是否畢業(yè)于藤校？他們是否在藍(lán)籌公司工作過？他們之前是否就構(gòu)建過遠(yuǎn)大愿景？實(shí)際上就是說，這個(gè)人有多聰明？

00:38

Other VCs asses a founder's emotionalquotient, or EQ.How well will this person build teamsand buildrapport across customers and clients?

其他一些風(fēng)險(xiǎn)投資人會(huì)評(píng)估 創(chuàng)業(yè)者的情商，也就是EQ。這個(gè)人組建團(tuán)隊(duì)的能力有多強(qiáng)？而他又是否能同客戶構(gòu)建和睦關(guān)系？

00:48

I have a different methodology to assessstart-up founders, though,and it's not complicated.I look for signsof one specific trait.Not IQ, not EQ.It's adaptability:howwell a person reacts to the inevitability of change,and lots ofit.That's the single most important determinant for me.I subscribeto the beliefthat adaptability itself is a form of intelligence,andour adaptability quotient, or AQ,is something that can be measured,tested and improved.

而我有一套與眾不同的 評(píng)估創(chuàng)業(yè)者的方法，并且方法并不復(fù)雜。我找尋某個(gè)特定品質(zhì)的跡象。不是智商，也不是情商。而是適應(yīng)能力：一個(gè)人在面對(duì)不可避免的 改變時(shí)反應(yīng)如何，尤其是當(dāng)有大量變動(dòng)時(shí)。這就是那個(gè)對(duì)我來說 唯一且最重要的決定性因素。我堅(jiān)信，適應(yīng)能力本身就是 一種智商的表現(xiàn)形式，而我們的適應(yīng)能力系數(shù)，即AQ，是可以被測(cè)量、測(cè)試和提高的。

01:20

AQ isn't just useful for start-up founders,however.I think it's increasingly important for all of us.Becausethe world is speeding up.We know that the rate of technological change isaccelerating,which is forcing our brains to react.Whether you'renavigating changing job conditionsbrought on by automation,shiftinggeopolitics in a more globalized world,or simply changing family dynamicsand personal relationships.Each of us, as individuals, groups,corporationsand even governmentsare being forced to grapple with morechangethan ever before in human history.

適應(yīng)能力不僅僅 對(duì)公司創(chuàng)始人來說有用，我覺得它對(duì)我們 所有人來說都越來越重要。因?yàn)檫@個(gè)世界正在加速變化。眾所周知科技在加速發(fā)展，這迫使我們的大腦做出反應(yīng)。不論你是在找尋辦法 應(yīng)對(duì)因?yàn)樽詣?dòng)化帶來的工作條件的改變，因?yàn)槿蚧鶐淼牡鼐壵蔚淖冞w，或者單純是為了 改變家庭氛圍及人際關(guān)系。我們每一個(gè)人，作為個(gè)人、群體、公司、甚至是政府，正被迫與空前的大量改變做抗?fàn)帯?/p>

01:54

So, how do we assess ouradaptability?I use three tricks when meeting with founders.Here'sthe first.Think back to your most recent job interview.What kind ofquestions were you asked?Probably some variation of, "Tell me abouta time when," right?Instead, to interview for adaptability,Ilike to ask "what if" questions.What if your main revenuestream were to dry up overnight?What if a heat wave prevented everysingle customerfrom being able to visit your store?Asking"what if," instead of asking about the past,forces the brain tosimulate.To picture multiple possible versions of the future.Thestrength of that vision,as well as how many distinct scenarios someonecan conjure, tells me a lot.

那么，我們?cè)撊绾?評(píng)估自己的適應(yīng)能力呢？在與創(chuàng)業(yè)者見面時(shí)， 我會(huì)使用三種訣竅。下面是第一條?；叵肽阕罱囊淮喂ぷ髅嬖嚱?jīng)歷。你被問到了哪種問題？大概是類似于 “告訴我某個(gè)當(dāng)你……時(shí)的經(jīng)歷，” 對(duì)吧？取而代之，在針對(duì)適應(yīng)能力的面試中，我喜歡詢問 “如果......會(huì)怎樣” 的問題。如果你的主營(yíng)業(yè)務(wù)收入 一夜之間蒸發(fā)了，你會(huì)怎么辦？如果熱浪致使所有客戶都不能光顧你的店鋪了，你會(huì)怎么做？問詢 “如果……怎么辦” 而非過去，迫使我們的大腦進(jìn)行模擬。來勾畫出關(guān)于未來的多種可能版本。預(yù)見的能力，以及有多少不同的情況能被預(yù)想出來， 能告訴我很多信息。

02:38

Practicing simulations is a sort of safetesting groundfor improving adaptability.Instead of testing how youtake in and retain information,like an IQ test might,it tests howyou manipulate information,given a constraint,in order to achieve aspecific goal.

練習(xí)情景模擬對(duì)于提高適應(yīng)能力來說是一種安全的試驗(yàn)場(chǎng)，跟測(cè)試你領(lǐng)會(huì)和 記住信息的能力如何，比如智商測(cè)試不同，它測(cè)試的是你處理信息，當(dāng)被給出一些限制時(shí)，以達(dá)到某個(gè)特定目標(biāo)的能力。

02:57

The second trick that I use to assessadaptability in foundersis to look for signs of unlearning.Activeunlearners seek to challenge what they presume to already know,andinstead, override that data with new information.Kind of like a computerrunning a disk cleanup.Take the example of Destin Sandlin,whoprogramed his bicycle to turn left when he steered it rightand viceversa.He called this his Backwards Brain Bike,and it took himnearly eight monthsjust to learn how to ride it kind of, sort ofnormally.The fact that Destin was able to unlearn his regular bikeinfavor of a new one, though,signals something awesome about ouradaptability.It's not fixed.Instead, each of us has the capacity toimprove it,through dedication and hard work.

我用來評(píng)估創(chuàng)業(yè)者 適應(yīng)能力的第二種方法，是尋找他們 “反學(xué)習(xí)” 的跡象?；钴S的的反學(xué)習(xí)者力圖挑戰(zhàn)他們默認(rèn)已知的東西，并用新信息將（舊）數(shù)據(jù)推翻，與格式化電腦磁盤相類似。以德斯坦·桑德林為例，他設(shè)計(jì)當(dāng)將車把轉(zhuǎn)向右側(cè)時(shí)，自行車會(huì)向左轉(zhuǎn)向，反之亦然。他將其稱為逆腦力自行車。而僅僅為了學(xué)會(huì) 如何較為正常地騎行它，他就花了將近八個(gè)月。德斯坦能反學(xué)習(xí)騎行常規(guī)自行車，以新代舊，標(biāo)志著一些關(guān)于 我們的適應(yīng)性的優(yōu)點(diǎn)。它不是一成不變的。相反，我們每個(gè)人都有能力通過勤奮付出與不懈努力去提高它。

03:44

On the last page of Gandhi's autobiography,he wrote,"I must reduce myself to zero."At many points inhis very full life,he was still seeking to return to a beginner'smindset, to zero.To unlearn.In this way, I think it's pretty safeto sayGandhi had a high AQ score.

在甘地自傳的最后一頁，他寫道，“我必須讓自己歸零?！痹谒麩o比充實(shí)的一生中的很多時(shí)刻，他仍力圖回歸初心，歸零?；貧w未知狀態(tài)。因此，我可以很自信的說，那就是甘地有著很強(qiáng)的適應(yīng)能力。

04:05

(Laughter)

04:06

The third and final trickthat I useto assess a founder's adaptabilityis to look for people who infuseexplorationinto their life and their business.There's a sort ofnatural tension between exploration and exploitation.Andcollectively,all of us tend to overvalue exploitation.Here's what Imean.In the year 2000,a man finagled his way into a meeting withJohn Antioco,the CEO of Blockbuster,and proposed a partnershiptomanage Blockbuster's fledgling online business.The CEO John laughed himout of the room, saying,"I have millions of existingcustomersand thousands of successful retail stores.I really need tofocus on the money."

第三條，也是最后一條我用來衡量創(chuàng)業(yè)者適應(yīng)力的絕招是，尋找那些將探索融入生活和事業(yè)的人。在探索與開發(fā)間有一種自然張力。而整體來看，我們都傾向于過分重視開發(fā)。舉例來說，2000年時(shí)，一個(gè)人在同約翰．安提奧， 即百視達(dá)的首席執(zhí)行官開會(huì)時(shí)加入了自己的想法，并提議一同合作管理百視達(dá)剛成立的在線業(yè)務(wù)。首席執(zhí)行官約翰笑著 把他趕出了房間，并說，“我擁有上百萬的已有客戶，以及成千上萬個(gè)運(yùn)營(yíng)良好的零售店。我真正需要關(guān)注的是錢?！?/p>

04:47

The other man in the meeting,however,turned out to be Reed Hastings, the CEO of Netflix.In 2018,Netflix brought in 15.8 billion dollars,while Blockbuster filed forbankruptcy in 2010,directly 10 years after that meeting.TheBlockbuster CEOwas too focused on exploiting his already successfulbusiness model,so much so that he couldn't see around the nextcorner.In that way, his previous successbecame the enemy of hisadaptability potential.

而那個(gè)參會(huì)的男人，事后得知是里德·哈斯廷斯， 網(wǎng)飛公司的首席執(zhí)行官。2018年，網(wǎng)飛公司收益158億美元，而百視達(dá)卻于2010年登記破產(chǎn)，這距離那場(chǎng)會(huì)議，正好過去十年。百視達(dá)的首席執(zhí)行官，過于重視開發(fā) 他已取得成功的商業(yè)模型，以至于不能看到下一個(gè)“轉(zhuǎn)角“。這樣一來，他之前的成功成為了他適應(yīng)性潛能的敵人。

05:17

For the founders that I work with,Iframe exploration as a state of constant seeking.To never fall too far inlove with your winsbut rather continue to proactively seek out what mightkill you next.When I first started exploring adaptability,the thingI found most exciting is that we can improve it.Each of us has thecapacity to become more adaptable.But think of it like amuscle:it's got to be exercised.And don't get discouraged if ittakes a while.Remember Destin Sandlin?It took him eight months justto learn how to ride a bike.

對(duì)于那些我合作過的創(chuàng)業(yè)者來說，我將探索定義為 一種持續(xù)尋找的狀態(tài)。永遠(yuǎn)不要過度沉溺于勝利的喜悅中，而是繼續(xù)積極地尋找那些接下來有可能置你于死地的東西。當(dāng)我第一次探索適應(yīng)能力時(shí)，我所發(fā)現(xiàn)的最令人興奮的一點(diǎn)是我們可以提高它。我們每個(gè)人都可以成為 更具適應(yīng)能力的自己。可以將適應(yīng)力想象成肌肉：它需要經(jīng)常得到鍛煉，不要因這個(gè)過程 花費(fèi)的時(shí)間太長(zhǎng)而泄氣。還記得德斯坦·桑德林嗎？他花了整整八個(gè)月的時(shí)間才學(xué)會(huì)如何去騎車。

05:50

Over time, using the tricks that I use onfounders --asking "what if" questions, activelyunlearningand prioritizing exploration over exploitationcan put youin the driver's seat --so that the next time something big changes,you'realready prepared.

日積月累，使用 我用在創(chuàng)業(yè)者上的方法——多問“如何……怎么辦”， 積極回歸未知狀態(tài)，并將探索看得比開發(fā)更為重要，就能將你置于主導(dǎo)位置——以便下次重大改變發(fā)生時(shí)，你已準(zhǔn)備就緒。

06:06

We're entering a future where IQ andEQboth matter way less than how fast you're able to adapt.So I hopethat these tools help you to raise your own AQ.

我們正面向一個(gè)智商和情商 都遠(yuǎn)不如適應(yīng)速度重要的未來。所以我希望這些工具能幫助你提高自己的適應(yīng)能力。

06:17

Thank you

謝謝。

06:18

(Applause)