演讲MP3+双语文稿:想做大事？先看看你有多少潜力！
听力课堂TED音频栏目主要包括TED演讲的音频MP3及中英双语文稿，供各位英语爱好者学习使用。本文主要内容为演讲MP3+双语文稿:想做大事？先看看你有多少潜力！，希望你会喜欢！
【演讲者】Natalie Fratoo
【演讲主题】想做大事？先看看你有多少潜力！
【中英文字幕】获取完整版字幕
翻译者Sijia Huo 校对者CherrieLi
00:05
I met 273 start-up founders last year.Andeach one was looking for money.As a tech investor,my goal was tosort through everyone that I metand make a quick determinationaboutwhich ones had the potential to make something really big.
去年，我同273位 初创公司创始人见过面。他们所有人都在筹款。作为一个技术投资人，我的任务是将 每一个我见过的人分类，然后迅决定判断出哪些人具备做大事的潜力。
00:21
But what makes a great founder?Thisis a question I ask myself daily.Some venture capitalists placebetsbased on a founder's previous background.Did they go to an IvyLeague school?Have they worked at a blue-chip company?Have theybuilt out a big vision before?Effectively, how smart is thisperson?
但是，是什么成就了 一位优秀的创业者？这是一个我每天都要问自己的问题。一些风险投资人会根据创业者的履历背景下注。他们是否毕业于藤校？他们是否在蓝筹公司工作过？他们之前是否就构建过远大愿景？实际上就是说，这个人有多聪明？
00:38
Other VCs asses a founder's emotionalquotient, or EQ.How well will this person build teamsand buildrapport across customers and clients?
其他一些风险投资人会评估 创业者的情商，也就是EQ。这个人组建团队的能力有多强？而他又是否能同客户构建和睦关系？
00:48
I have a different methodology to assessstart-up founders, though,and it's not complicated.I look for signsof one specific trait.Not IQ, not EQ.It's adaptability:howwell a person reacts to the inevitability of change,and lots ofit.That's the single most important determinant for me.I subscribeto the beliefthat adaptability itself is a form of intelligence,andour adaptability quotient, or AQ,is something that can be measured,tested and improved.
而我有一套与众不同的 评估创业者的方法，并且方法并不复杂。我找寻某个特定品质的迹象。不是智商，也不是情商。而是适应能力：一个人在面对不可避免的 改变时反应如何，尤其是当有大量变动时。这就是那个对我来说 唯一且最重要的决定性因素。我坚信，适应能力本身就是 一种智商的表现形式，而我们的适应能力系数，即AQ，是可以被测量、测试和提高的。
01:20
AQ isn't just useful for start-up founders,however.I think it's increasingly important for all of us.Becausethe world is speeding up.We know that the rate of technological change isaccelerating,which is forcing our brains to react.Whether you'renavigating changing job conditionsbrought on by automation,shiftinggeopolitics in a more globalized world,or simply changing family dynamicsand personal relationships.Each of us, as individuals, groups,corporationsand even governmentsare being forced to grapple with morechangethan ever before in human history.
适应能力不仅仅 对公司创始人来说有用，我觉得它对我们 所有人来说都越来越重要。因为这个世界正在加速变化。众所周知科技在加速发展，这迫使我们的大脑做出反应。不论你是在找寻办法 应对因为自动化带来的工作条件的改变，因为全球化所带来的地缘政治的变迁，或者单纯是为了 改变家庭氛围及人际关系。我们每一个人，作为个人、群体、公司、甚至是政府，正被迫与空前的大量改变做抗争。
01:54
So, how do we assess ouradaptability?I use three tricks when meeting with founders.Here'sthe first.Think back to your most recent job interview.What kind ofquestions were you asked?Probably some variation of, "Tell me abouta time when," right?Instead, to interview for adaptability,Ilike to ask "what if" questions.What if your main revenuestream were to dry up overnight?What if a heat wave prevented everysingle customerfrom being able to visit your store?Asking"what if," instead of asking about the past,forces the brain tosimulate.To picture multiple possible versions of the future.Thestrength of that vision,as well as how many distinct scenarios someonecan conjure, tells me a lot.
那么，我们该如何 评估自己的适应能力呢？在与创业者见面时， 我会使用三种诀窍。下面是第一条。回想你最近的一次工作面试经历。你被问到了哪种问题？大概是类似于 “告诉我某个当你……时的经历，” 对吧？取而代之，在针对适应能力的面试中，我喜欢询问 “如果......会怎样” 的问题。如果你的主营业务收入 一夜之间蒸发了，你会怎么办？如果热浪致使所有客户都不能光顾你的店铺了，你会怎么做？问询 “如果……怎么办” 而非过去，迫使我们的大脑进行模拟。来勾画出关于未来的多种可能版本。预见的能力，以及有多少不同的情况能被预想出来， 能告诉我很多信息。
02:38
Practicing simulations is a sort of safetesting groundfor improving adaptability.Instead of testing how youtake in and retain information,like an IQ test might,it tests howyou manipulate information,given a constraint,in order to achieve aspecific goal.
练习情景模拟对于提高适应能力来说是一种安全的试验场，跟测试你领会和 记住信息的能力如何，比如智商测试不同，它测试的是你处理信息，当被给出一些限制时，以达到某个特定目标的能力。
02:57
The second trick that I use to assessadaptability in foundersis to look for signs of unlearning.Activeunlearners seek to challenge what they presume to already know,andinstead, override that data with new information.Kind of like a computerrunning a disk cleanup.Take the example of Destin Sandlin,whoprogramed his bicycle to turn left when he steered it rightand viceversa.He called this his Backwards Brain Bike,and it took himnearly eight monthsjust to learn how to ride it kind of, sort ofnormally.The fact that Destin was able to unlearn his regular bikeinfavor of a new one, though,signals something awesome about ouradaptability.It's not fixed.Instead, each of us has the capacity toimprove it,through dedication and hard work.
我用来评估创业者 适应能力的第二种方法，是寻找他们 “反学习” 的迹象。活跃的的反学习者力图挑战他们默认已知的东西，并用新信息将（旧）数据推翻，与格式化电脑磁盘相类似。以德斯坦·桑德林为例，他设计当将车把转向右侧时，自行车会向左转向，反之亦然。他将其称为逆脑力自行车。而仅仅为了学会 如何较为正常地骑行它，他就花了将近八个月。德斯坦能反学习骑行常规自行车，以新代旧，标志着一些关于 我们的适应性的优点。它不是一成不变的。相反，我们每个人都有能力通过勤奋付出与不懈努力去提高它。
03:44
On the last page of Gandhi's autobiography,he wrote,"I must reduce myself to zero."At many points inhis very full life,he was still seeking to return to a beginner'smindset, to zero.To unlearn.In this way, I think it's pretty safeto sayGandhi had a high AQ score.
在甘地自传的最后一页，他写道，“我必须让自己归零。”在他无比充实的一生中的很多时刻，他仍力图回归初心，归零。回归未知状态。因此，我可以很自信的说，那就是甘地有着很强的适应能力。
04:05
(Laughter)
04:06
The third and final trickthat I useto assess a founder's adaptabilityis to look for people who infuseexplorationinto their life and their business.There's a sort ofnatural tension between exploration and exploitation.Andcollectively,all of us tend to overvalue exploitation.Here's what Imean.In the year 2000,a man finagled his way into a meeting withJohn Antioco,the CEO of Blockbuster,and proposed a partnershiptomanage Blockbuster's fledgling online business.The CEO John laughed himout of the room, saying,"I have millions of existingcustomersand thousands of successful retail stores.I really need tofocus on the money."
第三条，也是最后一条我用来衡量创业者适应力的绝招是，寻找那些将探索融入生活和事业的人。在探索与开发间有一种自然张力。而整体来看，我们都倾向于过分重视开发。举例来说，2000年时，一个人在同約翰．安提奧， 即百视达的首席执行官开会时加入了自己的想法，并提议一同合作管理百视达刚成立的在线业务。首席执行官约翰笑着 把他赶出了房间，并说，“我拥有上百万的已有客户，以及成千上万个运营良好的零售店。我真正需要关注的是钱。”
04:47
The other man in the meeting,however,turned out to be Reed Hastings, the CEO of Netflix.In 2018,Netflix brought in 15.8 billion dollars,while Blockbuster filed forbankruptcy in 2010,directly 10 years after that meeting.TheBlockbuster CEOwas too focused on exploiting his already successfulbusiness model,so much so that he couldn't see around the nextcorner.In that way, his previous successbecame the enemy of hisadaptability potential.
而那个参会的男人，事后得知是里德·哈斯廷斯， 网飞公司的首席执行官。2018年，网飞公司收益158亿美元，而百视达却于2010年登记破产，这距离那场会议，正好过去十年。百视达的首席执行官，过于重视开发 他已取得成功的商业模型，以至于不能看到下一个“转角“。这样一来，他之前的成功成为了他适应性潜能的敌人。
05:17
For the founders that I work with,Iframe exploration as a state of constant seeking.To never fall too far inlove with your winsbut rather continue to proactively seek out what mightkill you next.When I first started exploring adaptability,the thingI found most exciting is that we can improve it.Each of us has thecapacity to become more adaptable.But think of it like amuscle:it's got to be exercised.And don't get discouraged if ittakes a while.Remember Destin Sandlin?It took him eight months justto learn how to ride a bike.
对于那些我合作过的创业者来说，我将探索定义为 一种持续寻找的状态。永远不要过度沉溺于胜利的喜悦中，而是继续积极地寻找那些接下来有可能置你于死地的东西。当我第一次探索适应能力时，我所发现的最令人兴奋的一点是我们可以提高它。我们每个人都可以成为 更具适应能力的自己。可以将适应力想象成肌肉：它需要经常得到锻炼，不要因这个过程 花费的时间太长而泄气。还记得德斯坦·桑德林吗？他花了整整八个月的时间才学会如何去骑车。
05:50
Over time, using the tricks that I use onfounders --asking "what if" questions, activelyunlearningand prioritizing exploration over exploitationcan put youin the driver's seat --so that the next time something big changes,you'realready prepared.
日积月累，使用 我用在创业者上的方法——多问“如何……怎么办”， 积极回归未知状态，并将探索看得比开发更为重要，就能将你置于主导位置——以便下次重大改变发生时，你已准备就绪。
06:06
We're entering a future where IQ andEQboth matter way less than how fast you're able to adapt.So I hopethat these tools help you to raise your own AQ.
我们正面向一个智商和情商 都远不如适应速度重要的未来。所以我希望这些工具能帮助你提高自己的适应能力。
06:17
Thank you
谢谢。
06:18
(Applause)
