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  • You may have thought that we started late, but it is ironic that the first speaker

    你可能覺得我們開始的有點晚了,但諷刺的是,今天的第一位講者

  • would be the author of the book, "Procrastinate on Purpose".

    正是「刻意拖延」一書的作者

  • (Laughter)

    (笑聲)

  • How is it, that we have more tips and tricks, tools and technology,

    有了更多的小技巧,更好的工具和科技

  • calendars and checklists than ever before,

    我們的生活變得如何了

  • and yet, we still always seem to be behind?

    我們似乎還是落後於計畫

  • How is it that we work longer hours,

    我們加長了工作時間

  • we're moving faster than we've ever moved in history,

    提升我們移動的效率

  • and yet we never seem to be caught up?

    但我們似乎永遠趕不上進度

  • How is it that we know more about time management today,

    我們認識到越來越多的時間管理技巧

  • and yet stress is at an all-time high?

    但是為什麼,我們還是無時無刻都處在高壓狀態

  • The reason why is because everything you know

    這一切的答案都是因為

  • about time management is wrong.

    你所有認知的,有關時間管理的知識,都是錯的

  • I first started to realize this a couple of years ago.

    直到幾年前 我才意識到這個問題

  • It was early on a Saturday morning, I was at my business partner's house,

    在一個星期六的早晨,我在生意夥伴的家前面

  • and I was picking him up for a very important

    等著接他去參加一場非常重要的

  • international leader planning retreat,

    國際領袖計畫大會

  • and he has a 2-year-old baby girl name Haven,

    他有一個兩歲的寶貝女兒海凡

  • and she is the sweetest little thing you can imagine.

    她是你所能想像,世界上最可愛的東西了

  • She has curly brown hair, and these sweet, soft, brown eyes,

    有捲捲的棕色頭髮,溫柔的褐色眼睛

  • and we live in Nashville, so she has a little southern accent that's developing

    我們住在納什維爾,她說話帶著一點可愛的南方口音

  • and as I'm picking up Dustin, and we're about to leave,

    在我在接達斯汀,並準備離開時

  • Haven come sprinting down the hallway

    海凡直奔過走廊

  • and she leaps, and she latches on to Dustin's leg,

    她奮力一跳,抱住了爸爸的腿

  • and she says: "Daddy where you going?"

    她說:「爹地,你要去哪裡?」

  • And he looks down at her and he says:

    他看著她說:

  • "Oh, I'm sorry baby Haven, Daddy actually has to go to work today."

    「對不起,親愛的海凡,但是爹地今天得工作。」

  • And she looks up at him, and her eyes well up with tears,

    她看著他,眼眶裡都是淚水

  • and she says:

    她說:

  • "No Daddy, please, no work today. No work Daddy."

    「拜託,爹地,今天不要去工作,不要去工作嘛」

  • And in that moment, I realized two things:

    在那一刻 我了解到兩件事

  • The first is that I myself am not ready to have kids just yet.

    第一、我暫時還沒準備好要有小孩

  • (Laughter)

    (笑聲)

  • The second is that even though everything that you've ever heard

    第二、任何你之前聽到有關時間管理的

  • about time management is all logical, tips and tricks, tools and technology,

    技巧、工具、科技

  • calendars and check lists, its apps, it's all logic.

    日曆、代辦事項等 都是從「邏輯」的角度切入

  • What I realized in that moment, from a 2-year-old,

    但那一刻從一個兩歲小女孩身上,我明白了

  • is that today, time management is no longer just logical,

    時間管理並不完全是理性的

  • today, time management is emotional,

    那一刻,時間管理是很感性的

  • and how our feelings of guilt, and fear, and worry, and anxiety, and frustration,

    我們的情緒,例如:罪惡感、恐懼、擔心、焦慮和挫折感

  • those things dictate how we choose to spend our time,

    都會影響我們運用時間的方式

  • as much as anything that's in our calendar, on our to-do list.

    就如同那些在日曆上、待辦清單上的事項一樣

  • In fact, there is no such thing as time management.

    事實上,根本就沒有「時間管理」這一回事

  • You can't manage time, time continues on whether we like it or not.

    你不可以「管理」時間,不論你是否喜歡,它都會一直進行

  • So there is no such thing as time management.

    所以,沒有時間管理這一回事

  • Really, there is only self-management.

    事實上, 只有「自我」管理

  • That was the first big realization I had.

    那是第一個大體悟

  • In order for you to understand the second,

    為了讓你了解第二個

  • I want to take you on a quick history of time management theory,

    我想帶大家快速地回顧時間管理的歷史

  • and that really began in the late fifties, and sixties,

    它於1950, 60晚期

  • and it came during the industrial revolution,

    跟工業革命一同產生

  • and an early time management thought was all about --

    早期時間管理理論都是

  • it was one-dimensional, and it was all based on efficiency,

    單一面向的,著重於效率的

  • and the idea with efficiency, was that if we could develop tools and technology

    增強效率是指,我們透過發明各種工具及技術

  • to help us do things faster, then theoretically,

    幫助我們更快完成事情,理論上來說

  • that would give us more time.

    它會給我們更多時間

  • Well, there's nothing wrong with efficiency, all things being equal,

    在其他條件相同之下,追求效率並沒有錯,

  • efficiency is better, and yet there is an unfortunate limitation

    高效率的確可以帶來優勢。但是,

  • to efficiency as a strategy for time management,

    當你把提高效率作為時間管理的策略,就有其局限性

  • and it's evidenced very well by the fact that we all carry around

    事實證明,我們每天都在

  • miniature computers in our pockets,

    口袋裡帶著小型電腦

  • and yet, somehow, we're still never caught up.

    但是,我們似乎永遠不能趕上進度

  • Well, in the late eighties, era 2 time management thinking emerged.

    在18世紀晚期 第二期時間管理的理論誕生

  • I feel like it was pretty much single-handedly ushered in

    我覺得就像是,由偉大的史蒂芬柯維博士

  • by the late, great Dr. Stephen Covey.

    一手創建的

  • And Dr. Covey introduced what we're referring to as 2-dimensional thinking.

    柯維博士向我們介紹了二維的思考模式

  • He gave us something called the Time Management Matrix,

    他提出了時間管理矩陣

  • where the x-axis was urgency, and the y-axis was importance,

    x 軸代表緊急性,y軸代表重要性

  • and the beauty about this was that it gave us a system for scoring our tasks,

    它的迷人處在於,它給了我們衡量任務的方式

  • and then based on how they scored in these two areas, we could prioritize tasks,

    再根據他們在兩方面的得分

  • one in front of the other.

    我們可以排出其先後順序

  • Prioritizing is all about focusing first on what matters most,

    專注於先處理最重要的事

  • and for the last 20 years,

    在過去的20年

  • this has been the pervasive mode of thinking

    它成為時間管理理論中

  • as it relates to time management theory.

    最為人所知的思考方式

  • It's not that there's anything wrong with prioritizing, in fact,

    並不是說排序有什麼不對

  • prioritizing is as valuable a skill today

    事實上,綜觀歷史來看

  • as it ever has been in history.

    排序是一項重要的能力

  • Even though we throw that word around,

    就算我們不斷地提

  • like it's the end-all and be-all, to time management theory, right?

    好像它是一個時間管理系統裡面的關鍵

  • We say: "Get your priorities in order.",

    我們說:「快排出你的先後順序」

  • or "You don't have the right priorities."

    或「你排的順序不合理」

  • Well, unfortunately, maybe that's not really the case,

    或許,那並不是事實

  • because there is a massive limitation to prioritizing that nobody ever talks about

    因為,大家都忽略了一個在排序時會有的限制

  • and that is this: there's nothing about prioritizing that creates more time.

    那就是,沒有任何的排序方式,能夠為我們「創造」更多時間

  • All prioritizing does, is take item number 7 on your to do list,

    排序所做的,只是當一件事可以帶來更大的效益時

  • and it bumps it up to number 1, which is valuable in and of itself,

    就把那個個事項往前移

  • but it doesn't do anything inherently to create more time,

    但本質上,它並沒有為你創造更多的時間

  • and it does nothing to help you accomplish the other items on your to-do list.

    它對於完成待辦清單中的其他事項,別無幫助

  • If you think about efficiency, it is kind of like running on a hamster wheel,

    提高效率,就像是忙碌的倉鼠在滾輪上一直跑

  • and if you think a prioritizing, it's really about borrowing time.

    按照優先排序,其實也只是預支時間

  • Borrowing time from one activity to spend on another, it's kind of like juggling,

    把花在一項任務的時間,轉而完成另一件任務,有點像丟球把戲

  • and that really describes the way that we even talk about time.

    這也正好說明了我們看待時間的方式

  • I'm juggling a lot, or I'm trying to balance a lot.

    我努力地拋球並保持平衡

  • And in that paradigm there's only two strategies:

    在那種模式下,只有兩種解決方式

  • one is to do things faster, or to do more things,

    一個是提高完成的速度,或者,增加完成的數量

  • and that is what the world kind of feels like, right?

    我們也覺得這是世界運行的方式,對吧?

  • How does it feel to know that really all we are is a bunch of juggling hamsters,

    知道我們其實都只是一群雜耍倉鼠

  • sprinting towards an inevitable crash landing?

    忙來忙去卻註定跌倒,這是什麼感覺?

  • (Laughter)

    (笑聲)

  • You cannot solve today's time management problems,

    用舊有的時間管理理論

  • with yesterday's time management thinking.

    你是無法解決今天時間管理遇到的瓶頸的

  • What we've noticed, is the emergence of a new type of thinker,

    我們注意到,有一種新的思考方式

  • somebody that we refer to, as a multiplier,

    我們把運用此理論的人稱為「結果論者」

  • and multipliers use what we call, 3-dimensional thinking.

    他們用三維的思考模型

  • While most people only make decisions based on urgency, and importance,

    當大部分人都只根據其緊急與重要程度衡量時間時

  • multipliers are making a third calculation which is based on significance,

    結果論者還會考量其影響力

  • and if urgency is how soon does something matter,

    如果說緊急程度用來衡量快慢的影響

  • and importance is how much does it matter,

    重要性可以決定一件事情的價值

  • then significance is how long is it going to matter.

    那麼,影響力則是看它能帶來多長遠的效用

  • It's a completely different paradigm, it's adding on to what is there,

    它是一個完全不同的元素,被加到了原有的模型裡

  • it's in with the old, but it's also in with the new.

    它向下兼容,同時也開拓創新

  • Because most of us, if you think about the modern day to-do list,

    待辦清單, 我們在當代

  • which is one of the key strategies or tools that we have,

    最常使用的時間管理工具之一,在建立時

  • we ask ourselves, when we assemble our to-do list, we say:

    我們會自問

  • "What's the most important thing I can do today?"

    「我今天要做的最重要的事情是什麼?」

  • But that is not how multipliers think; multipliers, instead ask the question:

    但結果論者不是這麼想的,取而代之他們會問:

  • "What can I do today, that would make tomorrow better?"

    「我今天可以做什麼,讓我的明天更美好」

  • "What can I do right now, that would make the future better?"

    「我現在可以做什麼, 讓我可以有一個充滿希望的未來」

  • They're making the significance calculation.

    他們根據事情影響力進行評估

  • When I say: "Multiply your time," that might sound a little bit superfluous.

    當我說「讓你擁有加倍的時間」,可能聽起來有點奢侈

  • It might sound like an over exaggeration, but it really is not.

    有點誇張,但是其實真的沒有

  • Now, it is true that we all have the same at a time inside of 1 day,

    雖然我們每一個人一天所能擁有的時間,都是一樣的

  • 24 hours, 1,440 minutes, 86,400 seconds.

    24小時,1440分鐘,86400秒

  • There's nothing any of us can do to create more time in 1 day,

    我們「一天」的時間並不可能變得比較多

  • but that's exactly the problem, that type of thinking is the problem.

    但是,問題真正的根源就在於這種思考方式

  • We have to break out of that paradigm, and instead, think about tomorrow,

    我們需要打破傳統思維,從「未來」的角度思考

  • and that brings us to the premise for how you multiply time.

    這樣我們才能滿足時間加倍理論的前提

  • The way that you multiply time, is simple:

    讓你加倍時間的方法很簡單

  • you multiply your time, by giving yourself the emotional permission

    就是讓自己當下能夠隨性得做一些

  • to spend time on things today, that give you more time tomorrow.

    利於未來的事情

  • That's the significance calculation.

    將影響力一起考量,就是如此

  • You multiply time, by giving yourself the emotional permission

    透過隨性地完成一些有利於未來的事情

  • to spend time on things today, that create more time tomorrow.

    來實現 時間加倍理論

  • The significance calculation changes everything.

    當考量影響力時,一切都會不同

  • The Focus Funnel is our attempt, to create a visual depiction

    福克斯漏斗是我們創造的一個視覺化模型

  • that codifies the thought process, that multipliers go through in their head,

    來說明結果論者在做時間規劃時

  • unconsciously, when they are evaluating how to spend their time.

    反射性的一種思考過程

  • It's why some people create extraordinary, explosive, exponential results,

    這也是為什麼,有些人可以產生爆炸性的如指數成長般的輸出結果

  • and other people seem to kind of just create linear traction,

    而有些人只能產生線性般的輸出結果

  • and it works like this, if your tasks all come into the top of the funnel,

    是這樣的,首先, 你的所有任務會從漏斗頂端輸入

  • the first question a multiplayer asks is: "Can I eliminate this?

    結過論者會提出的第一個問題是: 「我可以把它刪掉嗎?

  • Is it even worth doing?"

    它值不值得我去完成?」

  • It's another example of how everything you know about time management is wrong,

    它再次說明,你之前認知有關時間管理的知識都是錯的

  • or at least that it has changed, because most of us use to-do lists,

    或者說它已經有所改變,大家不在只依賴都用待辦清單管理

  • and multipliers realize that next generation time management

    但是結果論者認為,下一代的時間管理

  • has much more to do with what you don't do, than what you do do.

    不專注於你該做什麼,相反的,它強調你「不」該做什麼

  • Multipliers realize that perfection is achieved

    結果論者認為

  • not only when nothing more can be added, but when nothing more can be taken away.

    並不是將所有任務都列出來才是最好的,而是把任務精簡到極致

  • It is the permission to ignore.

    「有拒絕任務的權利」

  • Because anything that we say no to today,

    因為,我們今天所拒絕的任務

  • creates more time for us tomorrow.

    能夠讓我們明天,有更多可運用時間

  • The challenge emotionally is that we struggle with guilt,

    拒絕時,我們會情緒上地覺得不安

  • and we struggle with wanting to say no,

    心裡很想拒絕

  • but really feeling like we have to say yes,

    卻又覺得,答應好像也沒什麼關係

  • and so we go through life trying to never say no.

    所以,我們一生都盡力地不去拒絕

  • In an interview with a multiplier

    在一次與結果論者訪談過程中

  • they said something that changed my life,

    他們說了一句話,改變了我的一生

  • "It's futile to go through life, trying to never say no.

    他們說:「當你努力地不要拒絕他人時,

  • What you have to realize, is that you are always saying no to something."

    你要知道,其實你一直在反對他人

  • Because anytime you say yes to one thing,

    因為,當你贊同一件事時

  • you're simultaneously saying no to an infinite number of others.

    你同時否決了無數個想法

  • If you can't eliminate the task, the next question is: "Can I automate the task?"

    如果你無法刪去任務,那你要問自己:「我是否可以自動化完成任務?」

  • Anything that I create a process for today, saves me time tomorrow.

    重點是,我今天完成的事情 ,都能幫我節省明天的時間

  • It's like setting up online bill pay.

    就好像設定自動繳款的系統

  • I never have two hours in my day to set up online bill pay,

    我從來沒有一天花兩個小時,在網路帳單上

  • I just don't have time, and if I had two hours in my day

    我沒有時間,就算真的有

  • I would never use it to set up online bill pay.

    我也不會把它用在這上面

  • But a multiplier realizes that if I save 30 minutes a month

    結果論者會這麼想,如果我一個月花30分鐘

  • from paying my bills, by setting up online bill pay,

    設定好自動繳款的系統

  • then it makes sense to invest those 2 hours,

    那麼 這樣的時間投入就是很有意義的

  • because then after just 4-months time,

    因為在四個月後

  • I will have broken even on that investment,

    我就能夠回收成本

  • and every month thereafter, I will get something we call ROTI,

    之後的每個月, 我都能得到這段時間投入所帶來的額外回報

  • Return On Time Invested.

    就是ROTI

  • Automation is to your time

    自動化和時間

  • exactly what compounding interest is to your money.

    就好像複利和金錢的效果

  • Just like compounding interest takes money and it makes money into more money,

    先投入本金,然後未來還給你更多的利息

  • automation takes time, and it makes it into more time.

    自動化需要先投入時間,然後在未來,會還給你更多時間

  • The way that wealthy people think about money

    富人在金錢投資上的思考方式

  • is exactly the same way that Multipliers think about time,

    和結果論者對時間的思考方式,是一樣的

  • and they give themselves the permission to invest,

    他們投資

  • invest the time and energy to automate the process.

    投資時間及精力,將過程自動化

  • If it can't be automated, then the question is:

    如果它無法被自動化,那下一個問題就是:

  • "Can it be delegated? Can I teach someone else how to do this?"

    「能不能讓別人幫我完成這項任務?」

  • I'm reminded of a time, when I was 7 years old, and I'll never forget,

    我還記得,那是個終身難忘的經驗,

  • I was in the car with my Mom, and I hit her with this question, I said:

    在我七歲的時候,我媽開車載我,我問她:

  • "Mom, do I have a Dad?"

    「媽媽,我有爸爸嗎?」

  • And as you might imagine, that was a pretty difficult question

    你可以想像 對於單親媽媽而言

  • for a single mother, to navigate with her 7-year-old.

    那是很難向七歲小孩解釋的

  • It was the first time that my mom told me her life story.

    那是第一次,我媽媽和我分享她的人生故事

  • She was pregnant at 17, divorced a couple of years later.

    她十七歲懷孕,幾年後離婚了

  • Pregnant again at 22, and then she was divorced

    在22歲時又懷孕了,之後

  • from my biological father 6 months after I was born.

    在我出生的六個月後,和我的親生父親離婚了

  • So there she was, 22 years old, single mom, no high school education,

    她當時22歲,沒有接受過高等教育

  • and she explained to me:

    她對我說:

  • "Rory, I decided at that point that I would never have a man in my life,

    「洛伊,我當時決定了, 我並不需要一個丈夫的陪伴

  • because I haven't had good luck with men, and we may not have a lot,

    因為我看男人的眼光實在很差, 我們或許並不富裕

  • and we may not have a dad, but we're going to have love."

    在家庭成員裡我們沒有父親, 但我們仍然會有滿滿的愛」

  • We went back and forth, and I said:

    我們又這樣聊了很多次, 有一次我說:

  • "You know Mom, I love our family, I really do, I love our family,

    「你知道嗎 媽,我真的很愛這個家,超愛的

  • but I think it would be really cool to have a Dad."

    但是我仍然覺得,可以有個父親是件很棒的事!」

  • And so she said:

    她說:

  • "Well, I'll tell you what honey, if you want a Dad,

    「親愛的,如果你真的想要一個父親

  • then why don't you go out, and find yourself a good Dad."

    那你就...出去自己找個好爸爸吧!」

  • What kind of crap is that?

    什麼鬼呀?

  • (Laughter)

    (笑聲)

  • It just so happened that that was my first day at a new Shaolin Kung Fu center.

    後來真的發生了, 就在我去少林功夫中心上課的第一天

  • I had been studying martial arts since I was 5.

    我從五歲就開始學習武術

  • So they put me in this all-adult school, to be a little more advanced.

    所以,他們把我編到成人班級,讓我可以更快進步

  • Another gentleman who walked in, it was his first day, also.

    這時候,有個男人走了進來 他也是第一天來到這裡

  • This guy was much older than me.

    他比我年長很多

  • He had long hair, and tattoos all up and down his arm,

    長頭髮,手臂上滿滿刺青

  • and a leather jacket, and he came in on a motorcycle,

    穿著皮夾克,騎著機車

  • and this guy was about the scariest dude you can imagine, if you're 7 years old,

    對一個七歲小孩而言,那真的超級恐怖的

  • and he gets paired up as my sparring partner.

    他和我編在一對,是我的練習夥伴

  • (Laughter)

    (笑聲)

  • His name was Kevin. He turned out to be pretty nice.

    他叫凱文,其實是個很友善的人

  • We advanced through the belt levels together,

    我們一起通過了段位考試

  • and so Kevin started bringing me home from class, every once in a while.

    然後,凱文不時的會送我回家

  • Soon Kevin came over on the weekends, and we would practice our forms.

    不久後,凱文便在週末時陪我練習

  • Then we caught a movie, and then before long,

    之後,我們一起去看電影

  • Mom came with us to the movies.

    再後來,媽媽也跟我們一起去看電影了

  • So it was the 3 of us going to movies together,

    所以變成我們三個人 一起去看電影

  • and I'll never forget the first time the 2 of them went to a movie

    我永遠不會忘記,他們第一次單獨去看電影

  • without me.

    不帶我!

  • (Laughter)

    (笑聲)

  • As it turns out,

    後來

  • Kevin and I tested for our black belts together on the same day

    凱文和我在同一天通過了黑帶的考試