Name: 如何像 1%的精英那樣說話 (How To Speak Like The 1% Elite)
Uploaded: 2025-06-30T15:55:44.000Z
Duration: 15 min 18 s

情態助動詞 A2

If you wanna be seen as powerful, respected, and confident, your words have to match your ambition.

如果你想讓別人看到你的強大、受人尊敬和自信，你的言語必須與你的雄心相匹配。

形容詞最高級

I've spent years working under executives, becoming one myself, and learning from the most respected people in the room.

我多年來一直在高管手下工作，自己也成為了一名高管，並向在場最受尊敬的人學習。

These are the five communication skills that separate those who get listened to from those who get overlooked.

這就是五種溝通技巧，它們將被傾聽的人和被忽視的人區分開來。

You have to stop speaking to be liked and instead speak to lead.

你必須停止為了被人喜歡而說話，而是為了上司而說話。

In our company today, we have over 250 team members.

今天，我們公司有 250 多名團隊成員。

And so I get to see day in and day out people who exude confidence and act like leaders versus people who accidentally erode their own credibility.

是以，我每天都能看到那些散發著自信、表現得像領導者的人，與那些一不小心就會削弱自己威信的人。

And they do this in the simplest of ways.

他們用最簡單的方式做到了這一點。

The mindset shift that the people who are successful have is I am a leader, even if they aren't yet.

成功人士的心態轉變是：我是領導者，即使他們還不是。

The mindset that people have versus the mindset of I am in somebody else's environment and therefore I have to be less than or smaller or less certain.

人們的心態與 "我在別人的環境中，是以我必須比別人差、比別人小、比別人不確定 "的心態截然相反。

When you are less certain in your communication, it shows.

當你在交流中不夠自信時，就會表現出來。

So in order to be more certain, you can do a handful of things to switch up the way that you speak.

是以，為了更有把握，你可以做一些事情來改變你說話的方式。

One of the most important things that you can do is actually mean what you say and only say things that you are certain of.

你能做的最重要的事情之一就是言出必行，只說你確信的事情。

CEOs, leaders, top executives, they have a point of view.

首席執行官、領導者、高層管理人員，他們都有自己的觀點。

They see themselves, they see their life experiences, and they use where they're at in order to frame what their point of view truly is.

他們看到了自己，看到了自己的人生經歷，並利用自己所處的位置來確定自己真正的觀點。

If you wanna be able to be more certain in your communication, remember that your point of view is important and you are there for a reason.

如果你想在交流中更加自信，請記住你的觀點很重要，你的存在是有原因的。

Now, the simple language tweaks on this are as follows.

Qualifying your statements by saying I think or I feel reduces your credibility.

用 "我認為 "或 "我感覺 "來修飾你的發言，會降低你的可信度。

Just say what you think or say how you feel.

只要說出你的想法或你的感受。

It's obvious through the communication that you were thinking or you were feeling something, but those qualifiers make it seem like you are uncertain.

通過交流，很明顯你在想什麼，或者你感覺到了什麼，但這些修飾詞讓人覺得你不確定。

So consciously practice making these language swaps.

是以，要有意識地練習這些語言轉換。

So instead of saying, I think we should try this, instead say, the best path forward is another example.

是以，與其說 "我認為我們應該試試這個"，不如說 "最好的前進道路是另一個例子"。

Instead of saying, I feel like this might work, say, here's a strategy that will get us this result.

與其說 "我覺得這樣可能行得通"，不如說 "這是一個能讓我們取得這樣結果的策略"。

It is this simple switch, but removing you from the conversation and just stating what you see, how you see it, instantly increases your credibility.

就是這麼一個簡單的轉換，但把你從對話中抽離出來，只說你看到了什麼，你是怎麼看的，就能立刻提高你的可信度。

Next is number two, which is that your emotions are making you sound reactive and unsure.

其次是第二點，即你的情緒讓你聽起來很被動、不自信。

We have a saying around here, high emotion, low intelligence.

我們這裡有句俗話：情緒高，智力低。

Have you ever noticed that people who are wildly emotional, always talking about what's wrong and being outrageously creative in their storytelling, very rarely have a lot of success around them.

你有沒有注意到，那些情緒化嚴重、總是在談論什麼是錯的、在講故事時創意十足的人，很少能在他們身邊獲得成功。

They don't have people who are winning around them.

They don't have successful business relationships.

They don't have successful businesses because the more you use emotion, the less you're using logic.

他們沒有成功的企業，因為你越多地使用情感，就越少使用邏輯。

Emotion just clouds your decision-making ability and effective leaders are spectacular.

情緒會矇蔽你的決策能力，而高效的領導者是非常了不起的。

They are gangsters at being able to take a situation, remove emotion and be able to logically make decisions very quickly.

他們是 "黑幫 "中的 "黑幫"，能夠審時度勢，摒棄感情用事，迅速做出符合邏輯的決策。

And they trust their decision-making process.

The only way you know you can trust your decision-making process is if you have your own internal confidence that you're not being swayed by something based off of the emotion that you have.

唯一能讓你相信自己的決策過程的方法，就是你有自己的內在信心，相信自己不會被情緒左右。

You're actually being swayed based off of logic, based off of data.

實際上，你是被邏輯和數據所左右。

Just this week, I had somebody pop off on me and had this whole emotional outburst.

就在這周，我遇到了一個情緒失控的人。

It was embarrassing and it instantly reduced my confidence in this person.

這讓我很尷尬，也瞬間降低了我對這個人的信心。

Their inability to feel something, to experience something, to have there be a form of rejection in front of them and be able to handle that with grace, understanding, questions, allowed me to see this person through a very new lens.

他們無法感受某些東西，無法體驗某些東西，無法面對某種形式的拒絕，卻能以優雅、理解和提問的態度來處理，這讓我能夠以一種全新的視角來看待這個人。

And that new lens is they make decisions based off of their emotion.

而這種新的視角就是他們根據自己的情緒做出決定。

And as I looked a little bit further into this, I actually started to see how there was a lack of success in a variety of different areas, which is a key indicator that emotion is used in all sorts of conversations.

當我進一步研究這個問題時，我發現在很多不同的領域都缺乏成功的案例，而這正是情感被用於各種對話的一個關鍵指標。

And instead of creating confidence, it actually erodes people's confidence, which means you cannot be successful because without other people, as a leader, you're not successful.

這非但不會讓人產生自信，反而會削弱人們的自信，這意味著你不可能成功，因為沒有其他人，作為領導者，你就不會成功。

You actually cannot, by definition, be a leader if other people don't trust and actually follow you.

如果其他人不信任你，不真正追隨你，那麼按照定義，你就不可能成為領導者。

So never let your emotions override your message.

是以，千萬不要讓情緒凌駕於資訊之上。

One of the visuals I use to help me during emotional situations is I imagine myself being a blade of grass.

在情緒激動的情況下，我用的一種視覺幫助就是把自己想象成一棵小草。

If you have a blade of grass that is horizontal and there is a rock that falls through the blade of grass, the blade of grass isn't gonna stay hardened.

如果有一棵草是水準的，有一塊石頭從草葉上掉下來，草葉就不會保持堅硬。

It's actually going to move with the pressure.

It's gonna move with the rock and then it's going to bounce back up to its original shape, versus if you had a toothpick there.

它會隨著岩石移動，然後反彈回原來的形狀，而不是像牙籤那樣。

A toothpick, when a rock goes right through it, is going to rake.

一根牙籤，如果被石頭穿過，就會被耙碎。

It's very rigid, it's hard, and it's frail.

So in situations, instead of thinking of yourself as somebody who's going to make their point and who's gonna prove somebody wrong and get hardened like a toothpick, imagine that you are a blade of grass and that situation is just going to fall through you, not because you don't care, but because you're not gonna get emotionally involved.

是以，在這種情況下，不要把自己想成是一個會表明自己觀點、會證明別人是錯的人，也不要把自己想成是一個像牙籤一樣堅硬的人，而要把自己想象成一棵小草，這種情況就會從你身邊消失，不是因為你不在乎，而是因為你不會感情用事。

You're gonna let the data that they're giving you go through you.

你要讓他們給你的數據通過你。

You're gonna let the emotion that they're giving you pass by.

你要讓他們給你的情感一閃而過。

And then you're going to respond in the way that you should respond, without the tense rigidity of the toothpicks in your life.

然後，你就會以你應有的方式做出迴應，而不會像生活中的牙籤那樣緊張僵硬。

Next is number three and focuses on authority.

接下來是第三項，重點是權威。

This is the secret to getting people to stop interrupting you and start actually listening.

這就是讓別人不再打斷你並開始真正傾聽的祕訣。

What about what you're saying actually matters.

When you think of every conversation you're in as an opportunity for you to make an impact, you will show up to those conversations differently.

當你把每一次對話都當成是你發揮影響力的機會時，你就會以不同的方式出現在對話中。

Any meeting that you're attending, any conversation you're a part of, it has to matter because as a leader, you have a million things pulling at your attention.

你參加的任何會議，你參與的任何談話，都必須是重要的，因為作為領導者，你有無數的事情需要你去關注。

There are no shortage of things on your to-do list, emails that you could be answering, presentations that you could be making, but instead you're in that room for a reason.

你的待辦事項清單上有很多事情要做，你本可以回覆電子郵件，你本可以做演示文稿，但你卻因為某種原因來到了那個房間。

If you recognize that you have nothing to say and there's no reason for you to be there, leave that conversation.

如果你意識到自己無話可說，也沒有理由留在那裡，那就離開談話。

A leader knows where their time is best spent and they prioritize accordingly.

領導者知道自己的時間花在哪裡最合適，並據此確定優先次序。

So whenever I walk into a room, I know the reason I'm going into that room.

是以，每當我走進一個房間，我都知道我走進那個房間的原因。

When I know I have a target, I have authority going into the room because I'm clear on why I'm there.

當我知道我有一個目標時，我就有了進入房間的權力，因為我清楚我為什麼要去那裡。

They show up, they're not even sure why they're there.

他們出現了，卻不知道自己為什麼會在那裡。

They just listen, think about other things, maybe distract themselves, answer emails.

他們只是聽著，想著其他事情，也許會分散注意力，回覆電子郵件。

Great leaders know that there are a plethora of problems for them to solve and their time is going to be spent solving the most important problem.

偉大的領導者知道，他們要解決的問題有很多，而他們的時間將用於解決最重要的問題。

Therefore, their attention and their communication of where they are truly does matter.

是以，他們的注意力和他們所處位置的交流確實很重要。

So if you're struggling with authority, reevaluate where you're spending your time.

是以，如果你正在與權威作鬥爭，請重新評估一下你把時間花在了哪裡。

Go into the meetings where you do choose to participate and actually participate.

參加你選擇參加的會議，並真正參與其中。

Use your authority because you've thought through the situation and you know that there's a problem and there's something that you can help with or you need to better understand as a way for you to build up your own authority in your mind.

利用你的權威，因為你已經考慮過這種情況，你知道有一個問題，有一些事情你可以幫助解決，或者你需要更好地理解，這是你在心中建立自己權威的一種方式。

So never enter a room where you don't know why you're there and you will all of a sudden have more authority in your communication simply because you took a handful of minutes in order to really understand why your time was best spent there.

所以，千萬不要進入一個你不知道自己為什麼在那裡的房間，你會突然在交流中擁有更多的權威，僅僅是因為你花了幾分鐘的時間去真正理解為什麼你的時間最好花在那裡。

When participating and leading meetings, you steer the conversation with clear, confident delivery.

在參與和主持會議時，你要以清晰、自信的表達方式引導談話。

Next up is number four, which is to become a question master.

接下來是第四項，即成為提問大師。

You just need to know how to ask the right questions.

你只需要知道如何提出正確的問題。

The best leaders put themselves in a position to solve the most complicated problems in a business.

最優秀的領導者會讓自己處於解決企業最複雜問題的位置。

And in order to solve a complicated problem, there has to be some sort of constraint, some level of confusion and no clear path forward.

而要解決一個複雜的問題，就必須有某種制約因素、某種程度的困惑以及沒有明確的前進道路。

So if you are an effective communicator, you are able to address and properly identify what questions you need to ask, what information is missing to be able to make the best decision to move that problem forward.

是以，如果你是一個有效的溝通者，你就能夠解決並正確識別你需要提出哪些問題，缺少哪些資訊，從而做出最佳決策，推動問題的解決。

I like to think about this as untangling a necklace.

我喜歡把這想象成解開一條項鍊。

When you're looking at untangling a necklace, it's taking one piece after another after another to really start to understand strategically what is the core knot inside this tangled necklace.

當你要解開一條項鍊時，需要一條又一條，才能真正開始從戰略上理解這條糾結項鍊的核心結點是什麼。

Your job as a leader is to unknot many necklaces.

作為領導者，你的工作就是解開許多項鍊。

The best leaders think of themselves as professional problem solvers.

最優秀的領導者認為自己是專業的問題解決者。

But the reason they're able to solve these problems better than more junior people is simply because they ask more questions.

但他們之所以能比資歷更淺的人更好地解決這些問題，僅僅是因為他們問了更多的問題。

It is not the expectation that you know everything and you're coming at it from this high vantage point to be able to tell everybody what to do.

並不是期望你無所不知，站在制高點上告訴大家該怎麼做。

Oftentimes, you don't know what to do when you're entering that meeting or that problem.

很多時候，當你面對會議或問題時，你不知道該怎麼做。

You see great leaders guide conversations by asking powerful and strategic questions.

你會發現，偉大的領導者會通過提出強有力的戰略性問題來引導對話。

So challenge yourself to ask these questions.

是以，請挑戰自己，提出這些問題。

Instead of what do you think, ask what data supports this decision.

與其問 "你怎麼看"，不如問 "有哪些數據支持這一決定"。

And instead of how's it going, ask what's the biggest challenge you're facing right now.

不要問 "怎麼樣"，而是問問你現在面臨的最大挑戰是什麼。