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AdamGrant_2016S-_你是付出者，还是获取者？_
I want you to look around the room for a minute and try to find the most paranoid person here — 首先,请你们看看周围, 找出最像妄想狂的人,
for a minute:一会儿; paranoid:adj.类似妄想狂的;属于偏执狂的;n.患妄想狂的人;偏执狂患者;
(Laughter) （笑声）
And then I want you to point at that person for me. 然后帮我把他指出来。
(Laughter) （笑声）
OK, don't actually do it. 好吧,别真这么做。
(Laughter) （笑声）
But, as an organizational psychologist , 不过,作为一名组织心理学家,
organizational:adj.组织的;编制的; psychologist:n.心理学家,心理学者;
I spend a lot of time in workplaces , and I find paranoia everywhere. 我花了很多时间去研究职场, 结果发现到处都有妄想症。
workplaces:n.[管理]工作场所(workplace的复数); paranoia:n.[心理]偏执狂,[内科]妄想狂;
Paranoia is caused by people that I call " takers ." 人为引起的妄想症, 我叫他们“ 获取者”。
takers:n.接受者;购买者(taker的复数);
Takers are self-serving in their interactions . 获取者在职场互动中,总是以自利为目的。
self-serving:adj.自私自利的,自私的; interactions:n.[计]交互,相互作用;相互交流;干扰;(interaction复数)
It's all about what can you do for me. 他们总是在想“你能为我做什么？”
The opposite is a giver . 这些人对立面叫做“付出者”。
giver:n.给予者,赠予人;送礼者;
It's somebody who approaches most interactions by asking, " What can I do for you?" 他们在职场互动中总是想着: “我能为你做什么？”
approaches:v.靠近,接近; n.方式,方法,态度; What can I do for:我能为…做什么？;
I wanted to give you a chance to think about your own style. 大家可以想想自己是哪种类型。
We all have moments of giving and taking. 我们都有付出和获取的时候。
Your style is how you treat most of the people most of the time, your default . 你的类型取决于 大多数时候你对待大多数人的方式, 也就是你的默认类型。
treat:v.治疗;处理;招待;款待;n.款待;乐事;乐趣; default:n.违约;拖欠;缺席;缺陷;v.违约;拖欠;缺乏;不履行;
I have a short test you can take to figure out if you're more of a giver or a taker, and you can take it right now. 我这里有个小测试, 看看你们偏向于付出者还是获取者, 现在测试开始！
[The Narcissist Test] 【自恋测试】
Narcissist:n.自我陶醉者;
[Step 1: Take a moment to think about yourself.] 【第一步:花点时间想想你自己】
This is the only thing I will say today 这是我今天讲到的唯一
(Laughter) （笑声）
[Step 2: If you made it to Step 2,you are not a narcissist.] 【第二步:如果你已经到了这一步,那么你不是自恋的人】
you made it:你做到了;你成功了;
(Laughter) （笑声）
that has no data behind it, but I am convinced the longer it takes for you to laugh at this cartoon, the more worried we should be that you're a taker. 没有数据支撑的东西, 但我觉得, 你在笑之前沉迷于自己的时间越长, 我们就越担心你是获取者。
convinced:adj.坚信; v.使确信; (convince的过去分词和过去式)
(Laughter) （笑声）
Of course, not all takers are narcissists . 当然,不是所有获取者都很自恋。
narcissists:n.自我陶醉者;
Some are just givers who got burned one too many times. 有些是被伤害过太多次的付出者。
givers:n.给予者,赠予人;送礼者;
Then there's another kind of taker that we won't be addressing today, and that's called a psychopath . 还有另一种获取者, 我们今天不作讨论, 那就是精神病患者。
psychopath:n.精神病患者;
(Laughter) （笑声）
I was curious , though, about how common these extremes are, and so I surveyed over 30,000 people across industries around the world's cultures. 然而,我很好奇 这种极端的人有多普遍, 于是我研究了三万多人, 他们来自不同的行业, 有着不同的文化背景。
curious:adj.好奇的,有求知欲的;古怪的;爱挑剔的; extremes:n.极端不同的感情;极端;极度;极限;(extreme的复数) surveyed:v.调查,俯视(survey的过去式和过去分词形式);考察,调研;
And I found that most people are right in the middle between giving and taking. 结果我发现大多数人 正好处在付出和获取的中间。
They choose this third style called "matching." 他们选择了第三种类型, 叫作“互利者”。
If you're a matcher , you try to keep an even balance of give and take : quid pro quo — I'll do something for you if you do something for me. 如果你是互利者, 你会力求付出与获取的平衡 等价交换—— 你帮了我,我才会帮你。
matcher:n.[计]匹配程序;制榫机;匹配器; give and take:n.妥协;互让;意见交换; quid pro quo:n.报偿;回报;
And that seems like a safe way to live your life. 这似乎是一种稳妥的生活方式。
But is it the most effective and productive way to live your life? 但这种生活方式是最高效的吗？
effective:adj.有效的,起作用的;实际的,实在的;给人深刻印象; productive:adj.能生产的;生产的,生产性的;多产的;富有成效的;
The answer to that question is a very definitive ... 答案非常非常确定:
definitive:n.限定词;adj.决定性的;最后的;限定的;
maybe. 可能吧！
(Laughter) （笑声）
I studied dozens of organizations , thousands of people. 我研究了许多组织, 成千上万人。
organizations:n.组织,构造,有机体(organization的复数);组织机构;
I had engineers measuring their productivity . 我让工程师们估测自己的工作效率。
productivity:n.生产力;生产率;生产能力;
(Laughter) （笑声）
I looked at medical students' grades — even salespeople 's revenue . 我观察了医学生的成绩, 甚至营销人员的销售额。
salespeople:n.推销员;[贸易]售货员;店员; revenue:n.收益;营业额;税务署;
(Laughter) （笑声）
And, unexpectedly , the worst performers in each of these jobs were the givers. 出乎意料的是, 上述工作中表现最差的都是付出者。
unexpectedly:adv.出乎意料地,意外地;
The engineers who got the least work done were the ones who did more favors than they got back. 完成任务最少的工程师, 总是帮别人多,回报却很少。
They were so busy doing other people's jobs, they literally ran out of time and energy to get their own work completed. 他们光给别人干活了, 完全没有时间和精力干自己的活。
literally:adv.按字面:字面上:确实地:
In medical school, the lowest grades belong to the students who agree most strongly with statements like, "I love helping others," 在医学院,成绩最差的学生 基本都“十分赞同” 类似这样的陈述: “我很乐于助人”。
statements:n.说明; v.(英国)对儿童进行特殊教育评估认定; (statement的第三人称单数和复数)
which suggests the doctor you ought to trust is the one who came to med school with no desire to help anybody. 这说明你得以信赖的医生, 在读医学院时 怀揣着“我谁都不帮”的想法。
(Laughter) （笑声）
And then in sales, too, the lowest revenue accrued in the most generous salespeople. 在销售中, 最低的销售额来自于 最慷慨的销售人员。
accrued:adj.[会计]应计的;增值的;权责已发生的;v.积累(accrue的过去分词);形成; generous:adj.慷慨的,大方的;宽宏大量的;有雅量的;
I actually reached out to one of those salespeople who had a very high giver score. 我曾经接触过的其中一个, 他的付出者分数很高。
And I asked him, "Why do you suck at your job —" 我问他“你怎么做得这么烂...”
suck:v.吸吮;吸取;n.吮吸;
I didn't ask it that way, but — 我没敢这么问,但是—
(Laughter) （笑声）
'"What's the cost of generosity in sales?" “在销售中,慷慨大方的代价是什么？”
generosity:n.慷慨,大方;宽宏大量;
And he said, "Well, I just care so deeply about my customers that I would never sell them one of our crappy products." 他说,“我太在意我的顾客了, 所以我才不肯把垃圾产品卖给他们。”
crappy:adj.蹩脚的;糟糕的;没价值的;
(Laughter) （笑声）
So just out of curiosity , how many of you self-identify more as givers than takers or matchers ? 所以,只是出于好奇, 你们有多少人,比起获取者和互利者 觉得自己更偏向于“付出者”？
curiosity:n.好奇,好奇心;珍品,古董,古玩; self-identify:自我认同;自我认定; matchers:n.[计]匹配程序;制榫机;匹配器;
Raise your hands. 请举手。
OK, it would have been more before we talked about these data. 好吧,我讲这些之前应该人会更多。
But actually, it turns out there's a twist here, because givers are often sacrificing themselves, but they make their organizations better. 但实际上,有一个意外转折, 虽然付出者总是牺牲自己, 但他们让整个组织变得更好了。
twist:v.捻;扭转;曲折;扭动;n.捻;拧;扭动;搓; sacrificing:v.牺牲;献出;以(人或动物)作祭献;(sacrifice的现在分词)
We have a huge body of evidence — many, many studies looking at the frequency of giving behavior that exists in a team or an organization — and the more often people are helping and sharing their knowledge and providing mentoring , 我们有大量的证据, 许多关于团队或组织中 “付出”行为频率的研究都说明: 人们越乐于帮助别人、分享知识、 或是提供指导,
evidence:n.证据,证明;迹象;明显;v.证明; frequency:n.频率;发生率;重复率;频繁; mentoring:n.导师;顾问;v.指导;做…的良师;(mentor的现在分词)
the better organizations do on every metric we can measure: higher profits , customer satisfaction , employee retention — even lower operating expenses . 整个组织的各项指标都会变好—— 高利润,高顾客满意度, 低员工流失率, 甚至经营成本也会变低。
metric:adj.米制的;公制的;按公制制作的;用公制测量的; profits:n.利润; v.获益; (profit的第三人称单数和复数) satisfaction:n.满意,满足;赔偿;乐事;赎罪; retention:n.保留;扣留,滞留;记忆力;闭尿; expenses:n.费用;价钱;开销;开支;花费;(expense的复数)
So givers spend a lot of time trying to help other people and improve the team, and then, unfortunately , they suffer along the way. 付出者花了许多时间去帮助别人, 使团队进步, 但不幸的是, 他们却要独自受苦。
improve:v.改进;改善; unfortunately:adv.不幸地;
I want to talk about what it takes to build cultures where givers actually get to succeed. 因此,我想聊聊怎样的组织文化 才会让付出者取得成功。
So I wondered, then, if givers are the worst performers, who are the best performers? 于是我想知道, 既然付出者的工作表现不好, 那谁的表现最好呢？
Let me start with the good news: it's not the takers. 先说好消息: 并不是获取者。
Takers tend to rise quickly but also fall quickly in most jobs. 获取者通常在工作中 得道容易,失道也容易。
And they fall at the hands of matchers. 并且他们一般会栽在互利者手里。
If you're a matcher, you believe in "An eye for an eye" — a just world. 如果你是互利者,你会坚信 “以眼还眼”—一个公平的世界。
And so when you meet a taker, you feel like it's your mission in life to just punish the hell out of that person. 当你遇到获取者的时候, 你感觉被赋予了一项使命—— 要把那个获取者整的无法自理。
mission:n.使命,任务;代表团;布道;v.派遣;向…传教;
(Laughter) （笑声）
And that way justice gets served. 于是正义得以伸张。
justice:n.公平;公正;司法制度;审判;
Well, most people are matchers. 因为大多数人是互利者,
And that means if you're a taker, it tends to catch up with you eventually; what goes around will come around. 这意味着如果你是获取者, 终有一天会面临正义的审判。 “风水轮流转,你做了什么总有一天会轮到自己头上。”
catch up with:赶上,追上;逮捕;处罚;
And so the logical conclusion is: it must be the matchers who are the best performers. 所以符合逻辑的结论应该是: 工作表现最好的一定是互利者。
logical:adj.合逻辑的,合理的;逻辑学的; conclusion:n.结论;结局;推论;
But they're not. 然而事实并非如此。
In every job, in every organization 在我研究的每种职业,每个组织中
I've ever studied,the best results belong to the givers again. 工作表现最好的也是付出者。
Take a look at some data I gathered from hundreds of salespeople, tracking their revenue. 让我们看看 从几百个销售人员那收集的数据,他们的销售额。
Take a look at:看一看;检查; tracking:n.追踪,跟踪;v.跟踪;(track的现在分词)
What you can see is that the givers go to both extremes. 你们应该能发现, 付出者在两个极端。
They make up the majority of people who bring in the lowest revenue, but also the highest revenue. 在最低销售额的那端, 他们占了绝大多数, 但也同样占据了最高的那端。
majority:n.大部分:大多数:多数票:成年人:
The same patterns were true for engineers' productivity and medical students' grades. 同样的规律也适用于 工程师的工作效率 以及医学生的成绩。
Givers are overrepresented at the bottom and at the top of every success metric that I can track. 从任何一个我可以追踪的指标去看。 付出者显着代表了最低水平和最高水平,
overrepresented:vt.使代表人数超出比例,使有过多的代表;
Which raises the question: 这又提出了一个问题:
How do we create a world where more of these givers get to excel ? 我们应该创造怎样的世界, 能让更多付出者成功呢？
excel:v.超过;擅长;
I want to talk about how to do that,not just in businesses, but also in nonprofits , schools — even governments. 这个问题不仅仅指企业里 还有非盈利机构,学校里— 甚至包括在政府里。
nonprofits:adj.非赢利的;不以赢利为目的的;
Are you ready? 准备好了吗？
(Cheers) （欢呼声）
I was going to do it anyway, but I appreciate the enthusiasm . 没准备好我也要讲, 不过还是感谢你们的热情。
appreciate:v.欣赏;感激;感谢;理解; enthusiasm:n.热心,热忱,热情;
(Laughter) （笑声）
The first thing that's really critical is to recognize that givers are your most valuable people, but if they're not careful, they burn out. 第一件事十分关键—— 认识到付出者才是 你最有价值的员工。 但是如果他们自己不留心,
critical:adj.鉴定的;[核]临界的;批评的,爱挑剔的;危险的;决定性的;评论的; recognize:v.认识;认出;辨别出;承认;意识到; valuable:adj.有价值的;贵重的;可估价的;n.贵重物品;
So you have to protect the givers in your midst . 很容易精疲力尽, 所以你不得不保护你们中的付出者。
midst:n.当中,中间;prep.在…中间(等于amidst);
And I learned a great lesson about this from Fortune's best networker . 我是从《财富》评出的 人脉最广的人那学到的。
networker:n.网络使用者;沟通者;
It's the guy, not the cat. 是这哥们,不是那只猫。
(Laughter) （笑声）
His name is Adam Rifkin. 他叫亚当·里夫金。
He's a very successful serial entrepreneur who spends a huge amount of his time helping other people. 他是一位非常成功出色的企业家, 同时也花了大量时间去帮助别人。
serial:adj.顺序排列的; n.电视连续剧; entrepreneur:n.企业家;承包人;主办者;
And his secret weapon is the five-minute favor. 他的秘密武器是“五分钟小忙”。
Adam said, "You don't have to be 亚当说,“想成为付出者,
Mother Teresa or Gandhi to be a giver. 不是非要像特蕾莎修女 或者甘地那样。
Gandhi:n.甘地(印度政府,社会和宗教领袖);
You just have to find small ways to add large value to other people's lives." 你只需要帮一些给别人的生活 带去巨大的价值的小忙。”
That could be as simple as making an introduction between two people who could benefit from knowing each other. 这个可以简单到只是为两人做个介绍 而他们却会因结识彼此而获益。
It could be sharing your knowledge or giving a little bit of feedback . 也可以是分享知识 或是给一点反馈意见。
feedback:n.反馈;反馈意见;回授;[电子]反馈;
Or It might be even something as basic as saying, "You know,I'm going to try and figure out if I can recognize somebody whose work has gone unnoticed ." 甚至可以是简单的说这么一句, “唔...我想试试看我能不能找到那个 做了很多事但却 一直没被注意的人。”
unnoticed:adj.被忽视的;不引人注意的;未被注意的;
And those five-minute favors are really critical to helping givers set boundaries and protect themselves. 这些“五分钟小忙”对于帮助付出者 划分界限和保护自己十分重要。
boundaries:n.边界;分界线;(boundary的复数)
The second thing that matters if you want to build a culture where givers succeed, is you actually need a culture where help-seeking is the norm; where people ask a lot. 第二件重要的事情是:如果你想创造一个让付出者功成名就的文化, 你需要打造一种氛围,把求助当成家常便饭, 每个人都乐于寻求帮助。
This may hit a little too close to home for some of you. 这可能说到某些人心坎里去了。
close to home:触及痛处;
[So in all your relationships, you always have to be the giver?] [在你的每段感情中, 你都得是付出者吗？]
(Laughter) （笑声）
What you see with successful givers is they recognize that it's OK to be a receiver, too. 每个成功的付出者都具备的特质是 他们同样也愿意被施以援手。
If you run an organization, we can actually make this easier. 如果你在管理一个组织, 你可以让这变得简单。
We can make it easier for people to ask for help. 你可以让开口求助变得不那么困难。
A couple colleagues and I studied hospitals. 我和几个同事研究了医院的情况。
colleagues:n.同事;同行(colleague的复数);
We found that on certain floors,nurses did a lot of help-seeking, and on other floors,they did very little of it. 发现某几层楼的护士求助很频繁, 但其他楼层却很少。
The factor that stood out on the floors where help-seeking was common, where it was the norm ,was there was just one nurse whose sole job it was to help other nurses on the unit. 这几个楼层的求助之所以频繁且常见的原因 是每层都安排了一个护士, 她唯一工作就是帮助其他护士。
factor:n.因素;要素;[物]因数;代理人;v.做代理商;v.把…作为因素计入; norm:n.规范;标准;定额;常态;v.规范;规定; sole:n.鞋底; adj.仅有的; v.给(鞋)换底;
When that role was available, nurses said, "It's not embarrassing , it's not vulnerable to ask for help — it's actually encouraged." 当有这么一个角色时, 其他护士觉得,“找人帮忙 不会很丢脸也不会招来闲话— 反而应该如此。”
embarrassing:adj.令人尴尬的; v.使尴尬; (embarrass的现在分词) vulnerable:adj.易受攻击的,易受…的攻击;易受伤害的;有弱点的;
Help-seeking isn't important just for protecting the success and the well-being of givers. 鼓励求助不仅在确保付出者成功, 保护他们的利益方面非常重要。
well-being:n.幸福;康乐;
It's also critical to getting more people to act like givers, because the data say that somewhere between 75 and 90 percent of all giving in organizations starts with a request. 更关键的是能让 更多人像付出者学习, 因为数据显示, 组织中75%-90%的“付出”行为 都始于一个请求。
But a lot of people don't ask. 然而许多人不想求助于人,
They don't want to look incompetent , they don't know where to turn,they don't want to burden others. 他们不想被觉得无能, 不知道找谁帮忙,也不想麻烦别人。
incompetent:adj.无能力的,不胜任的;不合适的;不适当的;无力的;n.无能力者; burden:n.负担;责任;船的载货量;v.使负担;烦扰;装货于;
Yet if nobody ever asks for help, you have a lot of frustrated givers in your organization who would love to step up and contribute , if they only knew who could benefit and how. 但是如果没人求助, 组织里的付出者们 就会变得萎靡不振。 而只要知道谁需要帮助以及怎么帮
frustrated:adj.失意的,挫败的;泄气的;v.挫败;阻挠;(frustrate的过去式和过去分词) contribute:v.贡献,出力;投稿;捐献;
But I think the most important thing, if you want to build a culture of successful givers, is to be thoughtful about who you let onto your team. 付出者们就会站出来并且帮助他们。 想要构建有利于付出者的组织文化, 我认为最重要的事就是认真挑选你的团队成员。
thoughtful:adj.深思的;体贴的;关切的;
I figured, you want a culture of productive generosity, you should hire a bunch of givers. 一开始我以为,如果想构建这种有效的慷慨文化, 那就多雇些付出者。
a bunch of:一群;一束;一堆;
But I was surprised to discover, actually, that that was not right — that the negative impact of a taker on a culture is usually double to triple the positive impact of a giver. 后来我惊讶的发现, 这是不对的。 获取者对文化的负面效应 通常是付出者正面效应的两三倍。
negative:adj.[数]负的;消极的;否定的;阴性的;n.否定;负数;[摄]底片;v.否定;拒绝; impact:n.影响;效果;碰撞;冲击力;v.挤入,压紧;撞击;对…产生影响; triple:adj.三部分的; n.三倍的数[量]; v.成为三倍; positive:adj.积极的;[数]正的,[医][化学]阳性的;确定的;n.正数;[摄]正片;
Think about it this way: one bad apple can spoil a barrel , but one good egg just does not make a dozen. 给你们打个比方: 一颗老鼠屎能坏一锅粥,（原句:一个坏苹果能坏一整桶） 但是一粒好米可做不出一锅好粥。（一个好鸡蛋却凑不出一整打）
spoil:v.破坏;糟蹋;毁掉;溺爱;娇惯;善待;n.赃物;战利品;掠夺物;弃土; barrel:n.桶;枪管;一桶(的量);v.飞驰;
I don't know what that means — 我自己都不懂我说了什么,
(Laughter) （笑声）
But I hope you do. 不过希望你们能懂。
No — let even one taker into a team, and you will see that the givers will stop helping. 假如把一个获取者放进团队, 你就会发现付出者都不愿帮忙了。
They'll say, "I'm surrounded by a bunch of snakes and sharks. 他们会抱怨说, “我周围都是小人和骗子。
Why should I contribute?" 我何必帮那么多忙？”
Whereas if you let one giver into a team, you don't get an explosion of generosity. 反过来,假如把一个付出者放进团队 大家并不会突然变得互帮互助。
Whereas:conj.然而;鉴于;反之; explosion:n.爆炸;爆发;激增;
More often, people are like, "Great! That person can do all our work." 久而久之,人们反而会觉得, “太好了！事情都能给那个人去做！”
So, effective hiring and screening and team building is not about bringing in the givers; it's about weeding out the takers. 所以,有效的雇佣筛选并组建团队 并不是单纯的增加付出者数量, 而是要清除获取者。
weeding:v.除(地面的)杂草;(weed的现在分词)
If you can do that well, you'll be left with givers and matchers. 如果你能把这个做好, 就会只剩下付出者和互利者。
The givers will be generous because they don't have to worry about the consequences . 付出者会继续慷慨相助, 因为他们不必担心结果。
consequences:n.后果,结果;影响(consequence的复数);
And the beauty of the matchers is that they follow the norm. 而互利者的美德则会让他们 遵守这个行为的规则来进行付出。
So how do you catch a taker before it's too late? 那么如何及时的找出获取者呢？
We're actually pretty bad at figuring out who's a taker, especially on first impressions . 其实我们非常难分辨出谁是获取者, 尤其是仅凭第一印象。
especially:adv.尤其;特别;格外;十分; impressions:n.印象;观感;(impression的复数)
There's a personality trait that throws us off. 因为有一种性格会迷惑我们的双眼。
personality:n.性格;个性;人格;魅力;气质;名人;特色; trait:n.特性,特点;品质;少许;
It's called agreeableness ,one the major dimensions of personality across cultures. 这种性格叫“亲和力”。 一种在不同文化中广泛存在的性格。
agreeableness:n.适合;一致; dimensions:n.规模,大小;
Agreeable people are warm and friendly, they're nice, they're polite. 亲和力强的人热情而友好, 他们很亲切,很礼貌。
You find a lot of them in Canada — 你在加拿大能遇到很多这样的人。
(Laughter) （笑声）
Where there was actually a national contest to come up with a new Canadian slogan and fill in the blank, "As Canadian as ..." 他们还弄了个全国竞赛, 让大家给新的加拿大标语填空: “像...一样的加拿大人”
come up with:提出;想出;赶上; slogan:n.口号;标语;
I thought the winning entry was going to be,"As Canadian as maple syrup ," 我一开始觉得获胜标语应该是: “像枫蜜一样的加拿大人”
maple syrup:n.槭树汁;槭糖浆;
or, "... ice hockey ." 或者换成“冰球”
ice hockey:n.冰球运动;冰上曲棍球;
But no, Canadians voted for their new national slogan to be — "As Canadian as possible under the circumstances ." 结果不是, 不开玩笑, “尽量像加拿大人,看情况吧”
circumstances:n.情况;环境;情形;(circumstance的复数)
(Laughter) （笑声）
Now for those of you who are highly agreeable, or maybe slightly Canadian, you get this right away . 现在那些非常有亲和力的人, 或者像加拿大人的人, 应该立马就明白了。
highly:adv.高度地;非常;非常赞许地; slightly:adv.些微地,轻微地;纤细地; right away:立刻;
How could I ever say I'm any one thing when I'm constantly adapting to try to please other people? 我怎么可能找得出别人的毛病呢, 因为我在不停的调整自己 以取悦别人。
constantly:adv.不断地;时常地; adapting:v.使适应,使适合;适应;改编;改写;(adapt的现在分词)
Disagreeable people do less of it. 亲和力弱的人就很少会这样。
Disagreeable:adj.不愉快的;厌恶的;不为人喜的;难相处的;脾气坏的;
They're more critical, skeptical , challenging, and far more likely than their peers to go to law school. 他们爱挑刺,爱质疑,爱反驳别人。 并且他们相比其他人 更有可能去上法学院。
skeptical:adj.怀疑的;怀疑论的,不可知论的; peers:n.平辈,同事(peer的复数);v.凝视;比得上(peer的三单形式);
(Laughter) （笑声）
That's not a joke, that's actually an empirical fact. 不是开玩笑, 这是经验证明过的事实。
empirical:adj.经验主义的,完全根据经验的;实证的;
(Laughter) （笑声）
So I always assumed that agreeable people were givers and disagreeable people were takers. 所以我一直假定 亲和力强的人是付出者, 而亲和力弱的人是获取者。
assumed:adj.假定的;假设的;v.假定;假设;认为;承担;(assume的过去分词和过去式)
But then I gathered the data, and I was stunned to find no correlation between those traits , because it turns out that agreeableness-disagreeableness is your outer veneer : 然后我收集了一些数据, 却惊奇的发现它们之间并没有联系。 最后结果说明亲和力强或者弱只是一个表象。
stunned:adj.震惊的; v.使昏迷; (stun的过去分词和过去式) correlation:n.[数]相关,关联;相互关系; traits:n.特性,特质,性格(trait的复数); outer:adj.外面的,外部的;远离中心的;n.环外命中; veneer:n.外表;虚饰;饰面;胶合板的一层;薄木片;vt.胶合;虚饰;给…镶以饰片;
How pleasant is it to interact with you? 只是和你互动时表情是否显得愉悦。
Whereas giving and taking are more of your inner motives : 而付出和获取却是源自内在动机。
inner:n.内部;射中接近靶心部分的一发;adj.里面的;向内的;内部的;接近中心的; motives:n.动机;目的;运动(motive的复数);v.使有动机;促动(motive的三单形式);
What are your values? 你的价值观是什么？
What are your intentions toward others? 你对别人的目的是什么？
intentions:n.目的,意向,意图;打算;(intention的复数)
If you really want to judge people accurately , you have to get to the moment every consultant in the room is waiting for, and draw a two-by-two. 如果你想知道怎么准确地判断, 那我们就来到了 每个咨询顾问翘首期盼的时刻, 让我们画个2X2网格。
accurately:adv.精确地,准确地; consultant:n.顾问;高级顾问医师;会诊医师;
(Laughter) （笑声）
The agreeable givers are easy to spot: they say yes to everything. 亲和力强的付出者很容易看出来, 他们对任何事都说好。
The disagreeable takers are also recognized quickly, although you might call them by a slightly different name. 亲和力弱的获取者也很好区分, 不过你们会叫他们 一个不太一样的名字。 （帕尔帕廷,《星球大战》）
recognized:v.认识;认出;辨别出;承认;意识到;(recognize的过去分词和过去式)
(Laughter)
We forget about the other two combinations . 别忘了另外两种人。
combinations:n.[数]组合;制品(combination的复数);合谱;
There are disagreeable givers in our organizations. 亲和力弱的付出者在组织中随处可见。
There are people who are gruff and tough on the surface but underneath have others' best interests at heart. 这些人表面强势且脾气差, 但心底里还是为别人着想。
gruff:adj.粗暴的; vt.生硬地说; vi.粗鲁地说; n.格拉夫(英国珠宝品牌); underneath:prep.在…的下面;在…的支配下;n.下面;底部;adj.下面的;底层的;
Or as an engineer put it, "Oh, disagreeable givers — like somebody with a bad user interface but a great operating system ." 引用一位工程师的话: “噢,脾气差的付出者啊, 就像是一个非常优秀的操作系统, 不过用户界面不太友好。”
interface:n.接口;人机界面;连接电路;v.连接; operating system:n.(计算机)操作系统;
(Laughter) （笑声）
If that helps you. 但愿这个比喻你能懂。
(Laughter) （笑声）
Disagreeable givers are the most undervalued people in our organizations, because they're the ones who give the critical feedback that no one wants to hear but everyone needs to hear. 亲和力弱的付出者 是组织中最被低估的人, 因为他们给出的 批评性建议没人爱听, 但是每个人都需要去听。
undervalued:adj.贬值的; v.低估…的价值; (undervalue的过去式和过去分词)
We need to do a much better job valuing these people as opposed to writing them off early, and saying, "Eh, kind of prickly , must be a selfish taker." 我们应该要更好的评价他们, 而不是拒之门外, 并说“这人好难搞, 一定是个自私的获取者。”
opposed:adj.强烈反对; v.反对(计划、政策等); (oppose的过去分词和过去式) prickly:adj.多刺的;刺痛的;易动怒的;
The other combination we forget about is the deadly one — the agreeable taker, also known as the faker . 最后一种人最为致命—— 亲和力强的获取者, 又名伪装者。
deadly:adj.致命的;非常的;死一般的;adv.非常;如死一般地; faker:n.摊贩;骗子;伪造者,伪装者;
This is the person who's nice to your face, and then will stab you right in the back. 这种人表面上和你客客气气, 然后转身在背后插你两刀。
stab:v.刺;刺伤;戳;刺穿;直入;n.刺;戳;尝试;突发的一阵;
(Laughter) （笑声）
And my favorite way to catch these people in the interview process is to ask the question, "Can you give me the names of four people whose careers you have fundamentally improved ?" 我最常用的鉴别办法是 在面试时问这个问题: “能否告诉我四个 你在工作中用心培养过的 四个人的名字？”
interview:n.接见,采访;面试,面谈;v.采访;接见;对…进行面谈; process:v.处理;加工;列队行进;n.过程,进行;方法,adj.经过特殊加工(或处理)的; careers:n.职业(career的复数);事业;职业生涯;v.全速前进(career的三单形式); fundamentally:adv.从根本上;基础地;重要地 improved:adj.改良的:v.改进:改善(improve的过去分词和过去式)
The takers will give you four names, and they will all be more influential than them, because takers are great at kissing up and then kicking down. 获取者会告诉你的四个人 都比他们自己有影响力, 因为获取者善于 一边奉承上级一边打压下属。
influential:adj.有影响的;有势力的;n.有影响力的人物;
Givers are more likely to name people who are below them in a hierarchy , who don't have as much power, who can do them no good. 付出者则一般会 列举几个层级比他们低的人, 这些人并没有多少权力, 也不能带来太多好处。
hierarchy:n.层级;等级制度;
And let's face it, you all know you can learn a lot about character by watching how someone treats their restaurant server or their Uber driver. 事实上,我们想了解一个人的性格 可以从这人对待餐厅服务员 和优步司机的态度来判断。
treats:v.以…态度对待; n.乐事; Uber:adj.最好的;?超级的;n.Uber(公司品牌名)优步;
So if we do all this well, if we can weed takers out of organizations, if we can make it safe to ask for help, if we can protect givers from burnout and make it OK for them to be ambitious in pursuing their own goals as well as trying to help other people, we can actually change the way that people define success. 如果我们能把这些做好, 如果我们能把获取者扫地出门, 如果我们能让求助变得安心, 如果我们能保护付出者 不让他们觉得精疲力尽, 而是去实现自己的雄心壮志的同时 对他人施以援手。 我们就能改变人们对成功的定义——
burnout:n.烧坏;燃料烧尽; ambitious:adj.野心勃勃的;有雄心的;热望的;炫耀的; pursuing:v.追求;致力于;贯彻;跟踪;追赶;(pursue的现在分词) as well as:也;和…一样;不但…而且; define:v.定义;使明确;规定;
Instead of saying it's all about winning a competition , people will realize success is really more about contribution . 不是在竞争中独占鳌头, 而是意识到成功更多是付出与贡献。
competition:n.竞争;比赛,竞赛; contribution:n.捐款;捐资;定期缴款;贡献;促成作用;稿件;
I believe that the most meaningful way to succeed is to help other people succeed. 我坚信最有意义的成功 是帮助他人取得成功。
meaningful:adj.严肃的;重要的;重大的;意味深长的;
And if we can spread that belief, we can actually turn paranoia upside down . 如果能传递这个信念, 我们就能完全颠覆偏执症。
upside down:adj.颠倒的;乱七八糟的;
There's a name for that. 它有一个新的名字,
It's called "pronoia." 叫做 积极妄想 .
Pronoia is the delusional belief that other people are plotting your well-being. 积极妄想是一种妄想信念, 相信其他人会密谋着让你飞黄腾达。
delusional:adj.妄想的; plotting:v.密谋;暗中策划;(在地图上)标出;绘制(图表);(plot的现在分词)
(Laughter) （笑声）
That they're going around behind your back and saying exceptionally glowing things about you. 他们还会悄悄的在你背后 把你夸得天花乱坠。
exceptionally:adv.异常地;特殊地;例外地; glowing:adj.灼热的;热情洋溢的;鲜艳的;v.发光;容光焕发;发热;(glow的现在分词)
The great thing about a culture of giversis that's not a delusion 值得庆幸的是付出者的文化并不是妄想,
I want to live in a world where givers succeed, and I hope you will help me create that world. 我梦想中的世界里 付出者们功成名就, 希望你们能帮我实现这个梦想。
Thank you. 谢谢。
(Applause) (鼓掌)