Name: 上班場合，如何擺脫卡詞窘境，說話清晰流暢？🗣️✨ (How to Stop Freezing in Conversations & Speak Clearly at Work)
Uploaded: 2026-03-04T01:36:18.000Z
Duration: 12 min 24 s

Have you ever been in a situation where you're at work and your manager or a senior leader comes up to you, asks you a question out of the blue and for some reason your mind just blanks out?

你有沒有遇過這種情況：在公司裡，你的經理或高階領導者突然走到你面前問你一個問題，然後你腦袋就一片空白？

現在進行式

You find that it's in these impromptu conversations where you didn't get a chance to prepare ahead of time, where when you're trying to give an answer you sound unclear, uncertain and you're stumbling over your words.

你會發現，就是在這些沒有機會事先準備的即興對話中，當你試著回答時，你聽起來含糊不清、不確定，而且說話結結巴巴。

And then what happens is once they walk away, you will Within a few minutes you realize that you do know the answer and you're asking yourself, why didn't I know it or say it properly when I had the chance?

然後會發生什麼事呢？他們一走開，你幾分鐘後就會意識到你其實知道答案，然後你會問自己，為什麼當時有機會的時候我不知道或說不好？

If this has ever happened to you, I want you to know you are not alone and more importantly that there is a solution and a way out of that fright or freeze mode.

如果你曾經遇過這種情況，我想讓你知道，你不是一個人，更重要的是，有一個解決辦法，可以讓你擺脫那種恐懼或僵住的狀態。

And today in this video I want to teach you how to stop freezing in conversations.

而今天在這個影片裡，我要教大家如何在對話中停止僵住。

Even if you're not a natural talker, even if English isn't your first language, and

即使你不是天生的健談者，即使英文不是你的母語，

even if you've always been been the quiet one in your workplace.

即使你一直以來在工作場合都是比較安靜的那個人。

And by the end of this video you're going to have a simple framework that will help you to share your progress updates, to share your insights, your recommendations in any conversation, in any meeting in a calm, confident way.

在這個影片結束時，你會得到一個簡單的架構，幫助你在任何對話、任何會議中，都能冷靜、自信地分享你的進度更新、你的見解、你的建議。

And by doing this often enough, you'll be seen as going from invisible to influential so that you can get promoted to the next level in your career.

經常這樣做，你就會從不起眼變得有影響力，這樣你就能在你的職涯中晉升到下一個層級。

And as someone who has struggled with my own confidence and communication issues early on in my corporate career, I have now since helped thousands of professionals to advance and move up in their careers.

對於一個在公司職涯早期就曾為自己的自信和溝通問題掙扎過的人來說，我現在已經幫助了數千名專業人士在他們的職涯中晉升和發展。

And I have seen this transformation over and over.

而且我已經看過這種轉變一次又一次。

Just like my client Iris who initially went from anxious and feeling self doubt and not sure of how she was showing up at work to now being seen as the go to leader in her organization.

就像我的客戶 Iris 一樣，她一開始因為焦慮、自我懷疑，不知道自己在工作上呈現的樣子，到現在已經被視為組織裡的關鍵領導者。

Or like my client who once felt powerless and super anxious in meetings to now having clarity and intention every time she walks into a meeting, knowing what she's going to say and becoming more and more visible on a day daily basis.

或者像我的一位客戶，她以前在會議中感到無力又超級焦慮，現在每次走進會議室都充滿了清晰度和目標，知道自己要說什麼，而且每天都越來越引人注目。

Now before we dive in, I have compiled all of these steps that I'm sharing with you today in my Speak Confidently in Meetings PDF guide.

在我們深入探討之前，我已經將今天分享的所有步驟彙整到我的「會議自信溝通」PDF 指南裡了。

You just have to put in the word confident in the comments below and we'll be sure to send you the link so that you can have the step by step strategy and framework on how you can deliver a clear and confident work progress update in your next meeting.

你只要在下方留言「confident」，我們就會把連結寄給你，讓你擁有這套步驟化的策略和架構，知道如何在下次會議中清晰、自信地更新工作進度。

So firstly, let's talk about the number one mistake that you're making that's causing you to freeze up in conversations at work, and

所以首先，讓我們來談談你犯的第一個錯誤，這個錯誤讓你工作中一開口就僵住，

Many corporate professionals make the mistake of focusing on themselves.

許多公司專業人士都會犯下過度關注自己的錯誤。

How they sound, how they look, how people are perceiving them when they're speaking in a meeting.

他們擔心自己聽起來怎麼樣、看起來怎麼樣、在會議中說話時別人會怎麼看待他們。

And when you are only focused on yourself and you're only spotlighting yourself, you are not able to articulate an idea or a thought or a recommendation that will land to the other person across the table.

當你只關注自己、只聚焦在自己身上時，你就無法清晰地表達一個想法或建議，讓對桌的人聽懂。

Because you're so focused on yourself, you're thinking about yourself, you're super self conscious, you're anxious, you're nervous.

因為你太過關注自己，你只想到自己，你非常在意自己，你感到焦慮、緊張。

And that blocks your ability to come up with any fresh ideas, any good opinions, any insights or perspective.

這會阻礙你提出任何新想法、好意見、見解或觀點的能力。

Because again, you're too focused on yourself.

So instead of focusing on yourself, you're now going to focus on having the right structure, knowing the right structure, memorizing this structure so that every time that you want to say something in a meeting, whether it's an update or sharing an idea or opinion, you're going to be able to say it in a cohesive, logical, flowing way.

所以，與其關注自己，你現在要專注於掌握正確的架構，瞭解正確的架構，記住這個架構，這樣每次你想在會議中發言時，無論是更新進度、分享想法或意見，你都能以一個有條理、邏輯清晰、流暢的方式表達。

You're not going to just focus on yourself, you're going to walk them through the journey of your thought process to the end result.

你不會只關注自己，你會引導大家走過你的思考過程，直到最後的結果。

So step one to this method, which is known as S A R is S, which is situation.

這個方法的第一步，也就是 SAR，S 代表 Situation（情境）。

Situation means that you need to get everyone on the same ground, on the same page.

Situation（情境）的意思是，你需要讓大家都在同一個基礎上，達成共識。

So setting the context, getting everybody to understand what the situation is, is the first step.

所以，設定情境，讓大家瞭解目前的情況，是第一步。

The most common mistake when it comes to giving updates for many corporate professionals is that they don't set the scene.

對於許多公司專業人士來說，在提供進度更新時，最常犯的錯誤就是沒有設定好情境。

They don't talk about currently what's going on in the situation.

他們沒有談論目前情境中正在發生的事情。

They just jump straight to their recommendation.

If you don't give people context and the lay of the land and understanding of what you're actually talking about, they won't be able to follow along and buy into your idea or your recommendation.

如果你不給人們背景資訊、整體情況和對你實際談論內容的理解，他們就無法跟上並接受你的想法或建議。

So instead of jumping in with your data and your recommendations, you want to lay out the landscape first.

所以，與其直接提出你的數據和建議，不如先鋪陳整體情況。

Laying the landscape means talk about what's been going on since the last meeting.

鋪陳整體情況意味著談論自上次會議以來發生了什麼事。

What do people need to know to put things into context?

人們需要知道什麼才能將事情置於背景中？

So for example, instead of saying we're behind schedule as your update, you can say, as you know, our main goal for this quarter is to launch the new product by March 31st.

所以，舉例來說，與其說你的更新是我們落後進度了，你可以說，如你所知，我們這個季度的主要目標是在 3 月 31 日前推出新產品。

When we last checked in, we were on track with development, but

上次我們檢查時，我們在開發方面進展順利，但是

in the last two weeks we've run into some unexpected hurdles.

在過去兩週，我們遇到了一些意想不到的困難。

Notice the details that are incorporated in that.

We're talking about what is this project about?

我們在談論這個專案是關於什麼的？

What is the goal that we're trying to achieve?

What has been happening, that's all laid out within those few sentences.

發生了什麼事，這些都包含在那幾句話裡。

And notice the impact that you're making when you're speaking from this perspective.

注意當你從這個角度說話時，你產生的影響。

You're able to get everyone on the same page.

You're speaking with authority and you're giving everyone information and context that they can understand so that they can follow along with your thought process and ultimately trust your recommendation.

你說話有權威，而且你給了大家可以理解的資訊和背景，這樣他們就能跟上你的思考過程，最終信任你的建議。

The key to confident communication is first knowing how to paint the picture.

自信溝通的關鍵是先知道如何描繪藍圖。

You're setting up the environment, you're setting up the landscape.

你正在建立環境，你正在建立格局。

You're making sure that everyone is on the same page and understands what you're talking about.

你確保大家達成共識，並且瞭解你在說什麼。

And by the way, if you're listening along and you're thinking, okay, this sounds great and I really would love this all in writing, then put in the word confident down in the comments below and don't forget to get a link to download my Speak Confidently at Work free PDF guide that's going to give you the step by step framework, the strategy and prompts that will help you to deliver your next update or idea in your next meeting in a calm and confident way.

順帶一提，如果你一邊聽一邊想：「嗯，聽起來很棒，我真的很希望有書面資料。」那麼就在下方留言區輸入「confident」，別忘了領取我免費的「職場自信說」PDF 指南連結，裡面有步驟、策略和提示，能幫助你在下次會議中，以冷靜又自信的方式，提出你的下一個進度更新或想法。

Again, confident down in the comments down below.

再說一次，在下方的留言區輸入「confident」。

All right, so step two of the SAR framework is action or analysis.

好的，SAR 架構的第二步是「行動」或「分析」。

This is where you're going to either talk about the action steps that you took related to this situation or project or assignment, or you're going to talk about the analysis that you did related to this project or assignment.

在這裡，你會談論你針對這個情況、專案或任務所採取的行動步驟，或者你會談論你針對這個專案或任務所做的分析。

Or you might incorporate a little bit of both.

Now bear in mind, you don't want to make the mistake of being overly detailed.

請注意，你不想犯下過於冗長的錯誤。

This is where many corporate professionals who are hard workers, high achievers, they get people confused because they get too much into the technical details, the data, the analysis, the action steps that people lose their attention, you lose people's attention, you aren't able to engage with them, they are lost, they're confused.

在這裡，很多公司職涯的專業人士，那些努力工作、成就斐然的人，他們會讓大家感到困惑，因為他們過於深入技術細節、數據、分析、行動步驟，導致大家失去注意力，你失去大家的注意力，你無法與他們互動，他們感到迷失、困惑。

And that's the last thing that you want to happen.

You want to make sure that people are able to follow along.

So you need to be able to speak from a high level.

所以你需要能夠從高層次來談。

What are the key phases of delivery that you went through?

你經歷了哪些主要的交付階段？

What are the steps that you took that are at a high level?

Just list them out briefly and make sure that you're able to say it in a way that people are able to follow along, they're able to visualize it and they're able to understand what you did from an action or analysis standpoint.

簡潔地列出來，確保你能夠以一種大家都能跟得上、能夠想像、能夠理解你從行動或分析角度做了什麼的方式來說。

Remember, people want clarity, not a data dump.

記住，大家要的是清晰，而不是數據傾瀉。

Don't give everyone a list of facts, you just want to walk them through a storyline.

別一股腦兒地給出一堆事實，你只想帶大家走一遍故事線。

So to continue our example, you could say, to address the delays, we set up daily check ins with our developers and revised the timeline to prioritize testing.

所以延續我們的例子，你可以說，為了處理延遲，我們跟開發團隊設立了每日進度更新，並修改了時程來優先處理測試。

We also flagged the supplier issue with procurement so there wouldn't be further holdups.

我們也向採購部門回報了供應商的問題，這樣就不會有進一步的延誤。

Just a few sentences, direct and to the point.

And here's the thing, if you're not feeling as though you're giving enough detail, you can say that, you can say, if anyone wants a little bit more detail about how I did this, I'm happy to clarify, just let me know.

重點來了，如果你覺得自己沒有講夠細節，你可以直接說，如果有人想多瞭解我是怎麼做到的，我很樂意進一步說明，請隨時告訴我。

You can say that in the meeting without going into the details right away.

你可以在會議上這樣說，不用馬上講細節。

So start off high level and let the conversation flow.

所以先從高層次開始，讓對話自然進行。

The questions come in and that's where you can showcase your expertise.

問題會隨之而來，這時候你就能展現你的專業了。

It's much better for you to do it that way than for you to just dump people with all the information without them asking for it.

這樣做比你沒問就一股腦把所有資訊倒給別人，來得好多了。

People are going to be much more engaged and they're going to be much more interested in what you have to say.

大家會更有參與感，也會對你說的話更感興趣。

This is actually something that I've learned for myself in the work that I do, coaching corporate professionals in their leadership and communication skills.

這其實是我自己在我做的工作中學到的，我指導公司專業人士的領導和溝通技巧。

I've realized that you guys don't want every single little detail upfront.

我發現你們一開始並不需要所有的小細節。

You want to understand at a high level what the process is.

你們想先了解整個流程的大方向。

And from there you ask me questions and I'm able to then give you the backup, the proof and the evidence so that you can further understand.

從那裡你們再問我問題，我就可以提供你們後續的支援、證明和證據，讓你們更瞭解。

The concept that I find from a coaching perspective, from a teaching perspective is so much more helpful because there's that back and forth.

我發現從指導和教學的角度來看，這個概念非常有幫助，因為有來有往的互動。

If you can engage people in conversation with you, get them to ask you questions, that helps you to be seen more as the expert because you're able to really speak to what they're talking about, what they're wanting to know from you.

如果你能讓大家參與進來跟你對話，讓他們問你問題，這能幫助你被視為更專業的人，因為你能夠真正談論他們所說的、他們想從你那裡知道的。

Now the third step of the SAR framework is R, which stands for recommendation and result.

SAR 架構的第三個步驟是 R，代表建議和結果。

So you either close with your recommendation or the result.

所以你最後要提出你的建議或結果。

If you're giving an update or you give a little bit of both.

如果你在做進度更新，或是兩者都包含一點。

Recommendation is the idea or the path that you suggest and the result is the impact that's going to make.

建議是你提出的想法或方向，而結果則是它將帶來的影響。

What does your recommendation do for the bigger picture goal that the team or the organization has.

你的建議對團隊或組織的大局目標有什麼幫助？

You want to tie it into that bigger picture so that people can be convinced that your particular recommendation is the best one.

你想要將它與大局連結，這樣大家才會確信你的建議是最好的。

So as for our example, you could say, as a result, we expect to recover our timeline and still hit our launch date.

所以以我們的例子來說，你可以說，結果是，我們預期能恢復時程並準時發布。

I recommend we keep the daily check ins until we're through this sprint.

我建議在我們完成這個衝刺階段之前，繼續每天進行檢討。

Now if you're just giving a pure update, then you're going to talk about the result of the work that you've done.

現在如果你只是單純做進度更新，那麼你就要談論你所做工作的結果。

So you could say, the actions we took helped us clear the backlog and our customer response times have already improved by 15%.

所以你可以說，我們採取的行動幫助我們清除了待辦事項，而且我們的客戶回應時間已經改善了 15%。