Cite what she calls "heroic achievement stories" to showcase your experience as a leader who has overcome pain, fear and unfulfilled desire.

　　援用你的“好漢業績”來展現你是一位戰勝過苦楚、膽怯和未滿意欲求的引導者。

　　Start with phrases such as "From my experience navigating through a similar crisis, I've discovered that" and "When we were struggling to stay afloat 10 years ago, I decided to."

　　用這些話做終場白：“從度過相似危機的教訓來看，我發現……”和“當10年前我們要保持經營時，我決議了……”

　　By establishing credibility as someone who has triumphed over adversity, you reassure others that you're equipped to manage the current challenge. Through your stories, you can also champion the core values that your listeners care about the most.

　　讓別人信任自己可能克服逆境，向別人保障自己具備管理目前挑釁的才能。你的故事同時也可做為你提倡聽眾們最為在意的中心價值觀的例證

　　Choose the right time to start pitching ideas

　　抉擇恰當的時候發表看法

　　To sell your ideas, you need to listen to others first. Just don't listen too much.

　　想要別人接收你的主意，首先要傾聽別人的設法。但也別聽得太多。

　　"When you keep listening to speakers, you let them reinforce their sense that they're right," said Nance Rosen, managing director of NAX Partners, a marketing and communications firm in Los Angeles. "It's like they're building brick after brick of a fortress by talking more."

　　洛杉磯一家營銷通訊公司NAX Partners的常務董事Nance Rosen說：“如果你讓別人說得太多，就會讓他們強烈地感到自己是準確的。就似乎建碉堡一樣，說得越多，堡壘越牢固。”

　　Instead, interrupt gracefully. Redirect the dialogue so that you can assert your point.

　　你要禮貌地打斷，領導話題的方向，這樣你才干保持你的觀點。

　　Author of "Speak Up! and Succeed," Rosen finds that the best way to interrupt in casual conversation is to hold up an outstretched hand toward the speaker. That, she says, is "a universal cue like a stop sign." At the same time, she'll say "great."

　　Rosen發明，在非正式談話中打斷對方最好的方式是朝談話人舉起手，手掌要舒展。她說這是一個“通用的”結束信號，同時還要說“好極了”。

　　If the person misses her cue and continues to babble, she makes another short comment, "Thank you," to signal that she expects the speaker to finish.

　　如果對方沒有領悟到、持續嘮叨，她就會再做簡短的解釋：“謝謝”，以提醒愿望對方別再說了。

　　Most people get the message and zip their lips. If they don't, Rosen interrupts again by saying "got it" in a firm but polite tone.

　　此時，多數人都會明了并閉上嘴巴。假如他們還不閉嘴，Rosen會再一次打斷，以堅定而禮貌的語氣說“曉得了”。

　　By making a series of short comments to indicate that you understand a speaker -- and using the same prompts consistently to silence a motormouth -- you can train the person over time to talk less.

　　通過一系列簡短的話來表明你理解了講話人的意思，并用同樣的辦法讓說個沒完的人閉上嘴，時間久了你就能讓這個人說話少些。

　　When it's your turn to talk, maximize your persuasiveness by grabbing others' attention. Rather than plead your case and enumerate details that support your point, begin with what Rosen calls "a focus on misery."

　　當輪到你講話時，要吸引別人的留神力來最大化地加強自己的壓服力。不要只是為自己的觀點辯解、列舉一堆細節來支撐，應當用Rosen所謂的“疼痛關注”方法開始。

　　Specifically, engage others by identifying their pain, fear and unfulfilled desire. They will heed your remarks more closely if you begin by appealing to these palpable negatives.

　　詳細地說，用對方的把柄、害怕和不知足的欲求來吸引他們。如果你以這些顯明的消極因素開始講話，聽眾會更親密地關注你的講話內容。

　　"Don't waste time on good news at the beginning," Rosen said. "It's a snooze. Happy talk isn't going to compel people to listen to you."

　　Rosen說：“開始時不要把時光糟蹋在好新聞上。那是安息藥。快活的談話不會讓人們凝聽。”

　　For example, if you want to propose steps to your management team to streamline your operation, start by saying: "Sales are down, our rivals have launched a product that can steal market share from us, and we've squandered our potential to lock up our niche."

　　例如，你盼望給管理層提出進步治理效力的提議，你能夠這樣開端：“銷售量正在降落。咱們對手推出了一個產品，會掠奪我們的市場份額。我們關閉在狹窄的環境里，揮霍了潛力。”

　　From that point, position yourself as problem solver. Show that you not only understand the obstacles but that you have also developed a plan of attack.

　　從這一點動身，將本人定位成一位問題解決者。表示出你豈但懂得了艱苦而且還制訂了一套解決打算。

　　"Anchor your proposal by showing how it will empower you and your team to move forward on many fronts," Rosen said.

　　Rosen說：“提出你的倡議，展示這個提議會如何讓你跟你的團隊在各個方面提高。”

本文來自：逍遙右腦記憶 /lizhi/294561.html

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