-
(单词翻译:双击或拖选)
Change and Success
He is professional football's all-time 1)winningest coach and the only man to lead an 2)NFL team, his 1972 Miami Dolphins, to an undefeated season. Yet when Don Shula revels1 in perfection today, it's not on the football field, but in the beef 3)biz.
In the Fall of 1996, Shula, persuaded by a family friend, took a prime position in a Miami steak house, something he initially2 did not want to do.
Shula: I'd gone through 33 years of coaching, of spending, you know, all your waking hours involved in what your responsibilities were. And in retirement3, I didn't want to spend all of my waking hours thinking about, you know, what my responsibilities in a restaurant business were.
Fourteen years later, Shula's is the fourth largest 4)upscale steakhouse chain in the country. His twenty-four restaurants spanning from south Florida to Manhattan to Salt Lake City, last year 5)grossed 60 million dollars. "Success", the old coach says, "Comes from teaching the same strategies that worked on the 6)gridiron?
Shula: It's a people business. Coaching is a people business. And, you know, my responsibility through the years as a coach was to make decisions, to motivate people, to have a game plan, to stick to the game plan, be organized, get the most out of every minute of every day, and all of those same principles, you know, are the same things that you teach in the restaurant business.
Shula's steakhouses are 7)shrines to that magical year of seventy-two. At Shula's, waiters and waitresses are called players, managers coaches, top-performing employees are even given game balls. Success is not forever, and failure isn't fatal.
Shula: There's always that next competition. You gotta continue to prove yourself. The important thing is to learn as you continue to be successful, and don't ever feel that you know it all, that you're got all the answers.
8)Taking yourself on may be the hardest part to personal 9)transformation5. Being 10)accountable for mistakes, failures, shameful6 behavior, even cruelties; but that's what leaders do. They say, and 11)psychologists also 12)counsel, that being accountable is the first step towards real change.
Forseema: People really don't understand the power that they have within themselves.
Dennis Forseema is the former CEO of high-tech7 firm, Redback Networks.
Forseema: We all have the power to change ourselves in whatever way we want to change. But first you have to want to change. Something 13)significant has to happen in your life to make you want to change. By the fact that I 14)stuttered, you know, while I was growing up, I was made fun of. I was 15)pudgy when I was growing up as well, so here's this fat little pudgy kid who stuttered, and I used to get made fun of a lot. And so that helped drive me to want to change. So in my case, it wasn't a bad thing. I think that there are things there could be role models, you know, in your life where you see good things happening from that role model, or to that role model, that make you want to try to emulate8 what they're doing. But we all have the power to change within ourselves.
Leslie: I think the most important event in my management development was the failure of my first 16)entrepreneurial company, which was a very, you know, great personal extension of myself.
Before he helped build software powerhouse, Veritas, former CEO Mark Leslie went bust9.
Leslie: I had, you know, enormous psychological investment in it, it failed, and it, you know, was the most difficult thing I had to deal with. At the conclusion of that I said, you know, "I'm gonna be either bitter or better." And I wanted to be better, and so I spent a good deal of time thinking about things and trying to understand why this wasn't successful. And there are many reasons, and it's very easy to find all the reasons that were other people's, which is the bitter part, you know. But I really said, let's look at myself and see what I could learn and much of the way I am today really comes from, 17)stems from that experience.
Journalist: What did you learn that you had to change?
Leslie: Well, I learned that the management style... I come from a company where had a very quite 18)autocratic management style, actually. And that's kinda where I grew up and in leaving that company, I decided10 to do differently the things I didn't like and to do the same the things I did like or the things I thought were successful.
Journalist: Wait a minute. Most people don’t believe that you can succeed by doing what you like.
Leslie: What I found when I did that was that I was a pale reflection of someone else’s management style, leadership style of a company. It wasn’t really something that was my own. It was something that was theirs, kind of once 19)removed, you know once 20)modified.
Journalist: First of all, what you’re saying, one of the things you said is that to be 21)authentic11 was the first step towards being successful.
Leslie: Yes. I think that’s true.
If all of this is a little too “new-age” for you, remember that personal transformation is actually an ancient and 22)recurring12 theme in 23)mythology13, in philosophy, and in literature. And one of the best-known stories of personal transformation is that of Ebenezer Scrooge, Charles Dickens' classic 24)miser14 from A Christmas Carol. Through Scrooge, Dickens asks, how much can we change? And if we change, can we alter our own destinies? With Scrooge's giddy Christmas morning transformation, Dickens' answer is that we can change a lot but that real change comes after we step outside ourselves and face the reality of our actions. In other words, you must become the observer of your own life. Raise this issue of observation of oneself.
Journalist: You, in a way, this 25)inanimate being that animates15 you, you are something else - Do you believe that?
Stephen Covey: I believe that inside this body is a spirit that lives there and that the spirit, I think, 26)inhabits the body, and that you can 27)cultivate and develop it until it can learn to control and to overcome or to master the body.
Journalist: We all know people who don't seem to be that 28)principled---whose principles seem to be 29)ruthlessness, 30)bullying16, arrogance--they think about 31)hierarchy17 more than anything else, who's gonna to help them? I mean, they live their entire lives built around how to get ahead.
Stephen Covey: Right.
Journalist: Why are those people so successful?
Stephen Covey: Study their marriage, study their relationship with their teenagers, study the quality of the relationship with their 32)immediate18 team, they're not successful. They have 33)secondary success --money, prestige, power. Primary success comes from primary greatness: your character. Secondary success -- image, money, prestige, all that --comes from secondary skills, secondary greatness --talent, know how to use talent. We study them all the time. I do it all the time. They're not that happy.
Journalist: One way you describe some of this is that to have more things, to have more satisfaction, to have more people loyal to you --to have, you have to be. That turns things around for a lot of Americans.
Stephen Covey: I think that if you're not courageous19, visionary, disciplinary, how're you gonna accomplish getting things that you want to get, whether they're material things, or, say, a beautiful family culture. So that's why being needs proceeds doing.
成功路上大变身
他是成功的足球教练，单枪匹马率领1972年的迈阿密海豚队赢出赛季。堂·舒拉今天依然秉承了精益求精的风格，不过不是在足球场上，而是在做牛扒的生意上。
1996年秋天，舒拉被亲友说服，出任迈阿密一家扒房的主管，他本来是很不乐意转做这行的。
舒拉：我当了33年的教练，清醒的时候都在想工作。我可不想退休以后所有清醒的时刻考虑饭店的生意。
十四年后，舒拉牛扒房成了全美国第四大规模的高级扒房连锁店。他的24家连锁饭店地跨佛罗里达南部，到曼哈顿，到盐湖城，去年总盈利高达6千万美元。这位老教练说：“经营扒房的成功来自当足球教练的相同策略。”
舒拉∶都是对人的管理。足球教练管的是人。你知道，我多年来当足球教练，一直是在做决策、激励士气、制订比赛计划、贯彻比赛计划、组织、利用好每天每分钟，餐饮业用的是同样的策略和同样的原理。
舒拉的扒房也继承了72年的光荣精神。在他的餐馆里，服务员被称为“球员”，经理是“教练”，表现最出色的雇员甚至被颁发足球作为奖励。成功是没有永远的，失败也不会无可挽救。
舒拉∶比赛永远在进行。你要继续证明自己。重要的是，你要学习经验教训以保持住成功，学海无涯，学无止境。
在个人转变的过程中，最难的也许要算直面自我。对自己的错误、失败、可耻甚至残忍的行为负全责，这是领导者的风范。他们和心理学家都有此忠告：对自己负责是迈向真正改变的第一步。
福西马：人们不是很了解自身具有的能力。
丹尼斯·福西马是一家名叫烈变网络的高科技公司的前任首席执行官。
福西马：我们都能做到随心所愿地改变自己。但是首先你必须有改变的愿望。在生活中发生了大事，使你务必做出转变。我的真实例子是，我从小到大犯结巴，并为此被人取笑。长大后我又矮又胖。所以说我是个矮胖的结巴小子，总是被人嘲笑。那使我有动力去做出改变。所以对我而言，这不是件坏事。我认为，你在生活中可以拿一些人来做榜样，从他们身上看到改变对他们、或者他们改变后的好的影响，那么你会想到去模仿他们的行为。但是我们人人都能够改变自己。
雷斯利：在我的管理生涯里最重要的一件事，就是我经营第一家公司失败了，你知道，那反而使我得到很大锻炼。
在建立维里塔软件站之前，前首席执行官马克·雷斯利遭到挫败。
雷斯利：要知道，我在里面投入了很多心力，它却失败了，那是我经历过的最困难的事情。结果我说：“不成功则成仁。”我想要成功，于是我就花了很多时间来思考，思考不成功的原因。有很多原因，要推到别人身上太容易了，但这不是好办法。而我就认真地说，在我自己身上找原因，看看能学到什么教训，我今天的很多体会实际上都来自于，源于那一次经历。
记者∶你发现有什么是必须改变的？
雷斯利∶我要改变管理的风格；其实我曾在一家管理风格颇专制的公司工作过。我是在那里成长的，从那家公司出来后，我决定改去自己不喜欢的，保持喜欢的、觉得可以成功的东西。
记者∶等等。很多人都不相信随心所欲地做事情也可以成功。
雷斯利∶当时我觉得自己只不过是一个别人的管理领导风格的无力投影。那不是真属于我自己的东西。是搬动改用了别人的风格。
记者∶你说的就是，想成功，首先要有诚信。
雷斯利∶是的。我觉得很对。
如果以上理论对你来说太现代了些，记住，自我转变其实在神话、哲学和文学中都是个古老永恒的主题。关于自我转变的最为人熟知的作品之一，是查尔斯·狄更斯的作品《圣诞欢歌》，其中描写了一个典型的吝啬鬼艾本内则·斯克鲁奇。狄更斯通过斯克鲁奇来问我们：人能改变多少？如果改变，我们能改变自己的命运吗？斯克鲁奇在圣诞节早晨起了变化，狄更斯给了我们这样的答案：我们可以有很大的改变，但是真正的改变来自我们超越自我，直面自己行为造成的现实。换句话说，你必须成为自己生命的观察者。把对自己的观察提上日程吧。
记者：从某种方式来说，你不是这个无生命的躯体，而是别的什么——你相信这个说法吗？
斯蒂芬·科维∶我相信，在这个躯体内有一种精神，这种精神附在身体里，让你不断地修炼、发扬，直到它有能力支配、超越并掌控这个身体。
记者∶我们都认识这样的人，他们没有什么为人处世的原则——他们的原则似乎就是冷酷无情、恃强凌弱、傲慢无礼——他们把等级看得比任何事情都重要，谁能帮帮这些人呢？我是说，他们一辈子就是在努力爬上去。
斯蒂芬·科维：是的。
记者：这样的人怎么会如此成功？
斯蒂芬·科维∶你去研究一下他们的婚姻、他们和青少年的关系、他们和直接接触的团队的关系好坏，你就会发现，他们并没有成功。他们的成功是次等的——金钱、名声和权力。成功本源自伟大的人品。次等的成功——包括外表、金钱、名声等等——是由次等的技巧决定的，次等的伟大是天生聪明并知道利用这种聪明。我们一直在研究这样的人。我也一直在研究。他们不是很幸福。
记者∶也可以这么说，他们追求拥有更多东西、更多满足、让更多的人忠诚于自己——追求拥有，你必须得这么做。很多美国人这么做，结果却适得其反。
斯蒂芬·科维：我认为，如果没有勇气、远见，如果不讲原则，你怎会实现心愿呢？不管那些心愿是物质也好，是营造良好的家庭气氛也好。所以这才是为什么要进行有良好结果行动的原因。
注释:
1) winning [5winiN] a. 胜利的
2) NFL即National Football League（美国国家足球联盟）的缩写。
3) biz [biz] n. 美国俚语，相当于business。
4) upscale [5QpskeIl] a. 迎合高层次消费者的
5) gross [^rEus] v. （扣除其他开支后）总得
6) gridiron [5^rid7aiEn] n. 烤架
8) take on 承担
9) transformation [7trAnsfE5meiFEn] n. 变化，转换
10) accountable [E5kauntEbl] a. 应负责的
11) psychologist [psaI5kClEdVIst] n. 心理学家
12) counsel [5kaunsEl] v. 劝告
13) significant [si^5nifikEnt] a. 重大的，重要的
14) stutter [5stQtE] v. 口吃
15) pudgy [5pRdVI] a. 矮胖的
16) entrepreneurial [7CntrEprE5nE:riEl] a. 企业的
17) stem [stem] v. 滋生，源于
18) autocratic [7C:tE5krAtik] a. 独裁的，专制的
19) remove [ri5mu:v] v. 移动
20) modify [5mCdifai] v. 更改，修改
21) authentic [C:5Wentik] a. 可信的
22) recurring [ri5kE:riN] a. 复发的，重现的
23) mythology [mi5WClEdVi] n. 神话
24) miser [5maizE] n. 守财奴
25) inanimate [in5Animit] a. 死气沉沉的，没生命的
26) inhabit [in5hAbit] v. 存在于
27) cultivate [5kQltiveit] v. 培养
28) principled [5prinsEpld] a. 原则性强的
29) ruthlessness [5ru:Wlisnis] n. 无情
30) bullying [5buliiN] a. 欺凌人的
31) hierarchy [5haiErB:ki] n. 等级
32) immediate [i5mi:djEt] a. 直接的
33) secondary [5sekEndEri] a. 次等的，二等的
收听单词发音 |
1
revels
|
|
| n.作乐( revel的名词复数 )；狂欢；着迷；陶醉v.作乐( revel的第三人称单数 )；狂欢；着迷；陶醉 | |
参考例句： |
|
|
|
|
2
initially
|
|
| adv.最初，开始 | |
参考例句： |
|
|
|
|
3
retirement
|
|
| n.退休，退职 | |
参考例句： |
|
|
|
|
4
shrine
|
|
| n.圣地，神龛，庙；v.将...置于神龛内，把...奉为神圣 | |
参考例句： |
|
|
|
|
5
transformation
|
|
| n.变化；改造；转变 | |
参考例句： |
|
|
|
|
6
shameful
|
|
| adj.可耻的，不道德的 | |
参考例句： |
|
|
|
|
7
high-tech
|
|
| adj.高科技的 | |
参考例句： |
|
|
|
|
8
emulate
|
|
| v.努力赶上或超越，与…竞争；效仿 | |
参考例句： |
|
|
|
|
9
bust
|
|
| vt.打破；vi.爆裂；n.半身像；胸部 | |
参考例句： |
|
|
|
|
10
decided
|
|
| adj.决定了的，坚决的；明显的，明确的 | |
参考例句： |
|
|
|
|
11
authentic
|
|
| a.真的，真正的；可靠的，可信的，有根据的 | |
参考例句： |
|
|
|
|
12
recurring
|
|
| adj.往复的，再次发生的 | |
参考例句： |
|
|
|
|
13
mythology
|
|
| n.神话，神话学，神话集 | |
参考例句： |
|
|
|
|
14
miser
|
|
| n.守财奴，吝啬鬼 (adj.miserly) | |
参考例句： |
|
|
|
|
15
animates
|
|
| v.使有生气( animate的第三人称单数 )；驱动；使栩栩如生地动作；赋予…以生命 | |
参考例句： |
|
|
|
|
16
bullying
|
|
| v.恐吓，威逼( bully的现在分词 )；豪；跋扈 | |
参考例句： |
|
|
|
|
17
hierarchy
|
|
| n.等级制度；统治集团，领导层 | |
参考例句： |
|
|
|
|
18
immediate
|
|
| adj.立即的；直接的，最接近的；紧靠的 | |
参考例句： |
|
|
|
|
19
courageous
|
|
| adj.勇敢的，有胆量的 | |
参考例句： |
|
|
|
购买
在百度中搜索