英文演讲稿 篇1
One day ,when I was doing my homework,I found I could not able to do thefinal problem.After thinking for about ten minutes,I still had no idea,I wantedto give up,but I remembered that my teacher used to told me, “when you meetdifficults,don't be afraid and never give up,in that way you will succeedfinally.” So I continued to think of that problem,and finally，I really madeit!Through that thing,I will never give when I meet difficults in thefuture.
英文演讲稿 篇2
ladies and gentlemen , good afternoon! i’m very glad to stand here and give you a short speech. today my topic is “youth”. i hope you will like it , and found the importance in your youth so that more cherish it.
first i want to ask you some questions:
1、do you know what is youth?
2、how do you master your youth?
youth
youth is not a time of life, it is a state of mind ; it is not rosy cheeks , red lips and supple knees, it is a matter of the emotions : it is the freshness ; it is the freshness of the deep springs of life .
youth means a temperamental predominance of courage over timidity of the appetite , for adventure over the love of ease. this often exists in a man of 60 more than a boy of 20 . nobody grows old merely by a number of years . we grow old by deserting our ideals.
years wrinkle the skin , but to give up enthusiasm wrinkles the soul . worry , fear , self –distrust bows the heart and turns the spirit back to dust .
whether 60 of 16 , there is in every human being ‘s heart the lure of wonders, the unfailing childlike appetite of what’s next and the joy of the game of living . in the center of your heart and my heart there’s a wireless station : so long as it receives messages of beauty , hope ,cheer, courage and power from men and from the infinite, so long as you are young .
when the aerials are down , and your spirit is covered with snows of cynicism and the ice of pessimism, then you are grown old ,even at 20 , but as long as your aerials are up ,to catch waves of optimism , there is hope you may die young at 80.
thank you!
女士们,先生们,下午好!我很高兴站在这里给你们一个简短的演讲。今天我的主题是“青年”。我希望你能喜欢它,在你年轻的时候,发现的重要性,更珍惜它。
首先我想问你一些问题:
1,你知道什么是青春?
2,如何掌握你的青春呢?
青年
青春不是生命的一段时间,而是一种精神状态,它不是玫瑰色的脸颊,红色的嘴唇和柔软的膝盖,这是一个重要的情感:它是新鲜的,它是生命的深泉在涌流。
青春意味着战胜懦弱的那股大丈夫气概的食欲,对冒险的爱。这通常存在于一个60岁的人比一个20岁的青年更多一点。人老不仅仅是许多年。我们理想的毁灭,人类才出现了变老。
岁月,衰微只及肌肤;热忱抛却,颓废必致灵魂。担心,恐惧,自我不信任弓精神回到心灵扭曲,意气如灰。
无论是60岁的16岁,每个人的心奇迹的诱惑,孩提般求知的渴望和游戏的快乐的生活。你的心和我的心的中心有一个无线电台:只要它接收消息的美、希望、鼓励、勇气和力量的男性和无限的,只要你是年轻人。
一旦天线倒塌,锐气被玩世不恭的霜雪和悲观厌世的冰层,那么你就老了,即使年方二十,但只要你的天线,捕捉乐观的信号,希望你可能英年早逝,享年80岁。
谢谢你!
英文演讲稿 篇3
Ihave spent the last years, trying to resolve two enigmas: why is productivity so disappointing in all the companies where I work? I have worked with more than 500 companies. Despite all the technological advance – computers, IT, communications, telecommunications, the internet.
Enigma number two: why is there so little engagement at work? Why do people feel so miserable, even actively disengaged? Disengaged their colleagues. Acting against the interest of their company. Despite all the affiliation events, the celebration, the people initiatives, the leadership development programs to train managers on how to better motivate their teams.
At the beginning, I thought there was a chicken and egg issue: because people are less engaged, they are less productive. Or vice versa, because they are less productive, we put more pressure and they are less engaged. But as we were doing our analysis we realized that there was a common root cause to these two issues that relates, in fact, to the basic pillars of management. The way we organize is based on two pillars.
The hard—structure, processes, systems.
The soft—feeling, sentiments, interpersonal relationship, traits, personality.
And whenever a company reorganizes, restructures, reengineers, goes through a cultural transformation program, it chooses these two pillars. Now we try to refine them, we try to combine them. The real issue is – and this is the answer to the two enigmas – these pillar are obsolete.
Everything you read in business books is based either two of the other or their combine. They are obsolete. How do they work when you try to use these approaches in front of the new complexity of business? The hard approach, basically is that you start from strategy, requirement, structure, processes, systems, KPIs, scorecards, committees, headquarters, hubs, clusters, you name it. I forgot all the metrics, incentives, committees, middle offices and interfaces. What happens basically on the left, you have more complexity, the new complexity of business. We need quality, cost, reliability, speed. And every time there is a new requirement, we use the same approach. We create dedicated structure processed systems, basically to deal with the new complexity of business. The hard approach creates just complicatedness in the organization.
Let’s take an example. An automotive company, the engineering division is a five-dimensional matrix. If you open any cell of the matrix, you find another 20-dimensional matrix. You have Mr. Noise, Mr. Petrol Consumption, Mr. Anti-Collision Propertise. For any new requirement,
you have a dedicated function in charge of aligning engineers against the new requirement. What happens when the new requirement emerges?
Some years ago, a new requirement appeared on the marketplace: the length of the warranty period. So therefore the requirement is repairability, making cars easy to repair. Otherwise when you bring the car to the garage to fix the light, if you have to remove the engine to access the lights, the car will have to stay one week in the garage instead of two hours, and the warranty budget will explode. So, what was the solution using the hard approach? If repairability is the rew requirement, the solution is to create a new function, Mr. Repairability. And Mr. Repairability creates the repairability process. With a repairability scorecard, with a repairability metric and eventually repairability incentive.That came on top of 25 other KPIs. What percentage of these people is variable compensation? Twenty percent at most, divided by 26 KPIs, repairability makes a difference of 0.8 percent. What difference did it make in their action, their choices to simplify? Zero. But what occurs for zero impact? Mr. Repairability, process, scorecard, evaluation, coordination with the 25 other coordinators to have zero impact. Now, in front of the new complexity of business, the only solution is not drawing box es with reporting lines. It is basically the interplay. How the parts work together. The connection, the interaction, the synapse. It is not skeleton of boxes, it is the nervous system of adaptiveness and
intelligence. You know, you could call it cooperation, basically. Whenever people cooperate, they use less resources. In everything. You know, the repairability issue is a cooperation problem.
When you design cars, please take into account the need of those who will repair the cars in the after sales garage. When we don’t cooperate we need more time, more equipment, more system, more teams. We need – when procurement, supply chain, manufacturing don’t cooperate we need more stock, more investories, more working capital.
Who will pay for that? Shareholder? Customers? No, they will refuse. So who is left? The employees, who have tocompensate through their super individual efforts for the lack of cooperation. Stress, burnout, they are overwhelmed, accidents. No wonder they disengage.
How do the hard and the soft try to foster cooperation?
The hard: in banks, when there is problem between the back office and the front office, they don’t cooperate. What is the solution? They create a middle office.
What happens one years later? Instead of one problem between the back and front, now have to problems. Between the back and the middle and between the middle and the front. Plus I have to pay for the middle office. The hard approach is unable to foster cooperation. It can only add new boxes, new bones in the skeleton.
The soft approach: to make people cooperate, we need to make then like each other. Improve interpersonal feelings, the more people laike each other, the more they will cooperate. It is totally worng. It even counterproductive.
Look, at home I have two TVs. Why? Precisely not to have to cooperate with my wife. Not to have to impose tradeoffs to my wife. And why I try not to impose tradeoffs to my wife is precisely because I love my wife. If I didn’t love my wife, one TV would be enough: you will watch my favorite football game, if you are not happy, how is the book or the door?
The more we like each other, the more we avoid the real cooperation that would strain our relationships by imposing tough tradeoffs. And we go for a second TV or we escalate the decision above for arbitration.
Definitely, these approaches are obsolete. To deal with complexity, to enhance nervous system, we have created what we call the smart simplicity approach based on simple rules. Simple rule number one: understand what others do. What is their real work? We need go beyond the boxes, the job description, beyond the surface of the container, to understand the real content. Me, designer, if I put a wire here, I know that it will mean that we will have to remove the engine to access the lights. Second, you need to reinforce integrators.