職場英語演講稿(2篇)

第1篇 教你做好職場英語演講

話筒的使用看似是小事一樁，但如果使用不當，也可能會讓你在臺上尷尬不已。下面就教您如何使用好話筒。

how to use the microphone

如何使用話筒

you must speak up and project your voice even if you are using a microphone;

即使是用話筒，也要聲音響亮并運氣發(fā)聲；

your voice should be resonant and sustained when you speak;

聲音要有回聲并能稍持續(xù)一陣兒；

pitch your voice slightly lower than normal. listeners tend to associate credibility and authority with a relatively deep voice;

音調要定得比正常講話時低一些，聽眾往往把可信度與權威性與一個相對低沉的聲音聯系在一起；

try to end declarative sentences on a low tone without, however, trailing off in volume;

盡量用降調結束陳述句，但不要減弱音量；

slow down.

放慢語速。

第2篇 ted英語演講：一個簡單的職場潛規(guī)則

一個簡單又驚人的職場潛規(guī)則

women represent 50 percent of middle management and professional positions, but the percentages of women at the top of organizations represent not even a third of that number. so some people hear that statistic and they ask, why do we have so few women leaders?

女性占據50%的中層管理和專業(yè)職位，但在企業(yè)高層職務中女人所占的百分比，甚至還不到上述數字的三分之一。因此一些人聽到這個統計數據后就會問，為什么女性領導者如此之少?

but i look at that statistic and, if you, like me, believe that leadership manifests at every level, you would see that there's a tremendous, awesome resource of leaders who are leading in middle management, which raises a different question: why are there so many women mired in the middle and what has to happen to take them to the top?

但是我看著這個統計數據，并且，如果你跟我一樣，相信那上面顯示的各級別領導人數，你會看到中管管理有著數量驚人的杰出女性領導者，由此你會提出另一個問題：為什么有這么多女性卡在中層?她們怎樣才能升到高層?

so some of you might be some of those women who are in middle management and seeking to move up in your organization. well, tonya is a great e_ample of one of these women. i met her two years ago. she was a vice president in a fortune 50 company, and she said to me with a sense of deep frustration, 'i've worked really hard to improve my confidence and my assertiveness and develop a great brand,

你們中的一些人可能正是那些正在尋求升職的女性中層管理者。嗯，湯婭是這些女性中一個典型例子。我兩年前認識她。那時她是一家財富50強企業(yè)的副總裁，她懷著一種深深的挫敗感對我說：“我很努力去提升我的自信和魄力，并且將自己打造成一個很棒的品牌，

i get terrific performance evals from my boss, my 360s in the organization let me know that my teams love working for me, i've taken every management course that i can here, i am working with a terrific mentor, and yet i've been passed over twice for advancement opportunities, even when my manager knows that i'm committed to moving up and even interested in an international assignment. i don't understand why i'm being passed over.'

我從上司那里得到了很好的評價，公司的360度測評讓我知道，我的團隊很喜歡為我工作，我參加了公司所有管理課程，我跟一個很優(yōu)秀的導師一起工作，但是我已經錯失了兩次升職機會，盡管我的經理知道我一直致力于升職并且愿意接受海外派遣。我不明白為什么我會錯失晉升的機會?！?/p>

in order to move up in organizations, you have to be known for your leadership skills, and this would apply to any of you, women or men. it means that you have to be recognized for using the greatness in you to achieve and sustain e_traordinary outcomes by engaging the greatness in others.

為了在組織中獲得晉升，你必須要顯現你的領導才能，這也適用于你們中的所有人，不管是女性還是男性。這意味著你必須運用你的長處去獲得認可，并讓別人發(fā)揮優(yōu)勢去獲得和維持非凡的成果。

put in other language, it means you have to use your skills and talents and abilities to help the organization achieve its strategic financial goals and do that by working effectively with others inside of the organization and outside. and although all three of these elements of leadership are important, when it comes to moving up in organizations, they aren't equally important. so pay attention to the green bo_ as i move forward.

換句話說，它意味著你必須使用你的技巧、天賦和才能，幫助企業(yè)實現 戰(zhàn)略財務目標，并且通過與企業(yè)內外的人有效地合作，以達到上述目標。雖然領導能力中的這三個要素都很重要，但當涉及到在組織中獲得晉升時，它們的重要性是不一樣的。接下來請注意綠色柱條。

in seeking and identifying employees with high potential, the potential to go to the top of organizations, the skills and competencies that relate to that green bo_ are rated twice as heavily as those in the other two elements of leadership. these skills and competencies can be summarized as business, strategic, and financial acumen.

在尋找和確定擁有高潛能——那種能做到企業(yè)高層的潛能——的員工時，技巧和能力，也就是圖中的綠色柱條，它們的重要性是領導能力中其它兩個要素的兩倍。這些技巧和能力 可以總結為商業(yè)、戰(zhàn)略和財務智慧。

in other words, this skill set has to do with understanding where the organization is going, what its strategy is, what financial targets it has in place, and understanding your role in moving the organization forward. this is that missing 33 percent of the career success equation for women, not because it's missing in our capabilities or abilities, but because it's missing in the advice that we're given.

換句話說，這套技能必須要與理解企業(yè)發(fā)展方向、發(fā)展戰(zhàn)略、財務目標相結合，并且要理解你在企業(yè)發(fā)展過程中所扮演的角色。這就是女性的事業(yè)成功方程式中那迷失的33%，不是因為我們的才能不足，而是因為沒能得到合理的建議。

they said, 'we look for employees who are great with our customers, who empower their teams, who negotiate effectively, who are able to manage conflict well, and are overall great communicators.' which element of leadership does that equate to? engaging the greatness in others.

他們說，“我們尋找那些能夠與客戶融洽相處，能夠增強團隊力量，能夠有效談判，能夠妥善處理沖突的員工，總的來說就是非常善于溝通的人?！?這又是哪個領導力要素呢?幫助他人發(fā)揮優(yōu)勢。

and then they pretty much stopped. so i asked, 'well, what about people who understand your business, where it's going, and their role in taking it there? and what about people who are able to scan the e_ternal environment, identify risks and opportunities, make strategy or make strategic recommendations? and what about people who are able to look at the financials of your business, understand the story that the financials tell, and either take appropriate action or make appropriate recommendations?'

這時他們默不作聲。因此我就問，“嗯，那你們怎么看待那些了解公司業(yè)務，知道公司走向，并且知道自己在其中扮演什么角色的人呢?你們怎么看待那些能夠審視外部環(huán)境，識別危險和機遇，制定策略或者提出戰(zhàn)略性建議的人呢?以及如何看待那些面對公司財務報表能理解它所透露出來的訊息，然后采取適當行動或者提出適當建議的人呢?

so this is obvious, right? but how can it be? well, there are primarily three reasons that there's this missing 33 percent in the career success advice given to women? when organizations direct women toward resources that focus on the conventional advice that we've been hearing for over 40 years, there's a notable absence of advice that relates to business, strategic and financial acumen.

這很明顯，對吧?但是為什么會這樣呢?嗯，主要有三個原因可以解釋為什么給女性關于成功職業(yè)的建議中有一個失蹤的33%。當企業(yè)給女性提供指導時，一般都集中在傳統的建議，我們已經聽了超過40年的那種建議，而對于那些跟商業(yè)、戰(zhàn)略和財務目標有關的建議則很少提到。

much of the advice is emphasizing personal actions that we need to take, like become more assertive, become more confident, develop your personal brand, things that tonya's been working on, and advice about working with other people, things like learn to self-promote, get a mentor, enhance your network, and virtually nothing said about the importance of business, strategic and financial acumen.

大多數建議都是強調那些我們需要采取的個人行動，比如說變得更加堅定、更加自信，打造自己的個人品牌，也就是湯婭一直在努力實現的那些目標，以及一些關于如何與其他人共事的建議，比如說學會自我推銷、找一個導師、增強你的人際網絡。事實上沒人說過商業(yè)、策略和財務智慧的重要性。

this doesn't mean that this advice is unimportant. what it means is that this is advice that's absolutely essential for breaking through from career start to middle management, but it's not the advice that gets women to break through from the middle, where we're 50 percent, to senior and e_ecutive positions. and this is why conventional advice to women in 40 years hasn't closed the gender gap at the top and won't close it.

但這并不意味著這個建議不重要。而是意味著這個建議是從職業(yè)生涯開端向中層管理突破所必需的建議，但它不是那種能讓女性從中層管理——這個女性占據50%份額的位置——向高管職位突破的建議。這就是為什么這些給女性的傳統建議在這40年間并沒有縮小高層職位上的性別差異，而且將來也不會縮小。

now, the second reason relates to tonya's comments about having had e_cellent performance evals, great feedback from her teams, and having taken every management training program she can lay her hands on. so you would think that she's getting messages from her organization through the talent development systems and performance management systems that let her know how important it is to develop business, strategic and financial acumen, but here again, that green square is quite small.

接下來，第二個原因跟為什么湯婭在上級那里得到很好的評價、從團隊里得到不錯的反饋、并且參加了所有能參加的管理課程，卻得不到晉升有關。你可能會認為她通過人才發(fā)展系統和績效管理系統從公司獲得了信息，讓她知道發(fā)展商業(yè)、策略和財務智慧是多么重要，但是你看，綠色柱條還是非常小。

on average, talent and performance management systems in the organizations that i've worked with focus three to one on the other two elements of leadership compared to the importance of business, strategic and financial acumen, which is why typical talent and performance systems haven't closed and won't close the gender gap at the top.

平均來說，在我工作過的那些組織里的人才和績效管理系統對于另外兩項領導能力要素的重視是商業(yè)、策略和財務智慧的三倍，這就是為什么傳統的人才和績效管理系統過去并沒有，而且將來也不會縮小高層管理中的性別差異。

now, tonya also talked about working with a mentor, and this is really important to talk about, because if organizations, talent and performance systems aren't giving people in general information about the importance of business, strategic and financial acumen, how are men getting to the top? well, there are primarily two ways. one is because of the positions they're guided into, and the other is because of informal mentoring and sponsorship.

湯婭也談到過跟導師一起工作，這個真的很重要，因為如果組織的人才和績效管理系統沒有給大家提供關于商業(yè)、策略和財務智慧 重要性的信息，那么男性又是如何獲得提升的呢?主要來說有兩種方式。一個是因為他們會被引導進入這些職位，另一個是私下的指導 和支持。

so what this illustrates is that as managers, whether we're women or men, we have mindsets about women and men, about careers in leadership, and these une_amined mindsets won't close the gender gap at the top. so how do we take this idea of the missing 33 percent and turn it into action? well, for women, the answer is obvious: we have to begin to focus more on developing and demonstrating the skills we have that show that we're people who understand our businesses, where they're headed, and our role in taking it there.

所以這說明作為主管，不管我們是女是男，我們都對于女性和男性、 對于他們的領導能力有不同的心態(tài)，而這些未經檢驗的心態(tài)不可能縮小高層管理中的性別差距。那我們要如何看待 失蹤的33% 并采取措施呢?對于女性來說，答案很明顯：我們必須開始集中更多精力 發(fā)展和展現那些我們已有的、能顯示出我們是那種理解企業(yè)業(yè)務和發(fā)展走向以及自己定位的技能。

that's what enables that breakthrough from middle management to leadership at the top. but you don't have to be a middle manager to do this. one young scientist that works in a biotech firm used her insight about the missing 33 percent to weave financial impact data into a project update she did and got tremendous positive feedback from the managers in the room.

這樣，我們才能從中層管理向高層突破。我們不用等到中層管理才這樣做。有一個生物技術公司的青年科學家利用她對失蹤的33%的了解將財務影響數據編進了她做的一個項目更新報告里，然后獲得了管理層 極大的正面反饋。

so we don't want to put 100 percent of the responsibility on women's shoulders, nor would it be wise to do so, and here's why: in order for companies to achieve their strategic financial goals, e_ecutives understand that they have to have everyone pulling in the same direction. in other words, the term we use in business is, we have to have strategic alignment. and e_ecutives know this very well, and yet only 37 percent, according to a recent conference board report, believe that they have that strategic alignment in place.

我們不想將責任100%的壓在女性肩膀上，這樣做也不理智，原因如下：為了讓公司達到 戰(zhàn)略性財務目標，主管們明白他們必須讓所有人向同一個方向使勁。換句話說，用商業(yè)術語來說就是，我們必須要有戰(zhàn)略一致性。主管們很清楚這一點，但是根據世界大型企業(yè)聯合會的最新報告，只有37%的主管相信他們擁有戰(zhàn)略一致性。

so for 63 percent of organizations, achieving their strategic financial goals is questionable. and if you think about what i've just shared, that you have situations where at least 50 percent of your middle managers haven't received clear messaging that they have to become focused on the business, where it's headed, and their role in taking it there, it's not surprising that that percentage of e_ecutives who are confident about alignment is so low, which is why there are other people who have a role to play in this.

所以有63%的組織，對于能不能達到他們的戰(zhàn)略財務目標還存有疑問。想一下我剛才所說的，如果你有至少50%的中層管理沒有收到明確的信息，不知道他們必須專注于業(yè)務和它的走向以及他們在其中扮演的角色，那么也就不必驚訝為什么對于戰(zhàn)略一致性有信心的主管的比例會如此的低，這也是為什么他們需要別人的幫忙。

it's important for directors on boards to e_pect from their e_ecutives proportional pools of women when they sit down once a year for their succession discussions. why? because if they aren't seeing that, it could be a red flag that their organization isn't as aligned as it could potentially be. it's important for ceos to also e_pect these proportional pools, and if they hear comments like, 'well, she doesn't have enough business e_perience,' ask the question, 'what are we going to do about that?'

對于董事會來說很期待在每年的會議上看到一定比例的女性主管。為什么呢?因為如果不是這樣的話，那可能就是一個危險信號，說明他們組織的一致性不如預期理想。對于首席執(zhí)行官來說，這一比例也很重要，如果他們聽到類似于“她沒有足夠的商業(yè)經驗”這樣的評論，那么就要問“我們要怎樣去解決這個問題?”

it's important for h.r. e_ecutives to make sure that the missing 33 percent is appropriately emphasized, and it's important for women and men who are in management positions to e_amine the mindsets we hold about women and men, about careers and success, to make sure we are creating a level playing field for everybody.

對于人事主管們來說確保失蹤的33% 被適當地強調很重要，對于處在管理職位上的女性和男性來說審視我們對于女性和男性、事業(yè)和成功所持有的不同心態(tài)也很重要，確保我們是在為所有人創(chuàng)造一個平等的競爭環(huán)境。

so let me close with the latest chapter in tonya's story. tonya emailed me two months ago, and she said that she had been interviewed for a new position, and during the interview, they probed about her business acumen and her strategic insights into the industry, and she said that she was so happy to report that now she has a new position reporting directly to the chief information officer at her company.

讓我用湯婭故事的最新章節(jié)來結束今天的演講。2個月前，湯婭給我發(fā)了郵件，她說她當時面試了一個新職位，面試中，他們考察了她的商業(yè)才智和她對于行業(yè)的戰(zhàn)略觀點，她說她很高興地向我報告現在她有了一個新職位，直接向公司首席信息官報告。

so for some of you, the missing 33 percent is an idea for you to put into action, and i hope that for all of you, you will see it as an idea worth spreading in order to help organizations be more effective, to help women create careers that soar, and to help close the gender gap at the top.thank you。

所以對你們中的一些人來說，失蹤的33%是一個讓你付諸行動的想法，并希望對你們所有人都有所幫助，你會看到它是一個值得傳播的想法，它可以幫助組織提高效率，幫助女性獲得升遷，以及幫助縮小高層管理中的性別差距。謝謝。

不可不知的十個職場潛規(guī)則

潛規(guī)則1.ceo就是公司的最大股東

公司以維護股東利益為最高原則，但是在公司誰能看見股東，股東的利益只有靠ceo的個人意志來體現。

具體說，董事長是股東大會選出來的，代表了大股東的利益。但有時候總經理也是股東的代表，那么董事長和總經理哪個更有實權，就看各人的道行和歷史背景了。所以，各位，為了你自己的利益，你必須明白這一點，公司的老板就是公司代表，聽老板的，就是為公司服務，千萬不要想當然地為了公司利益，而與老板對著干。他就是你的衣食父母。什么叫尊重資本，就是聽老板的話。

潛規(guī)則2.老板一定會為公司著想嗎?

答案是否定的。老板，任何一個在位的老板，他最關心的還是自己能在這個位子上做多久，為了這個目的，他當然會關心業(yè)績指標和考核，但是保持公司的穩(wěn)定，是坐牢位置的最重要的基礎。如果公司為了業(yè)務創(chuàng)新，而預計將出現核心人員的變動，或者冒一些不可確定的風險，進而被底下的副總利用，影響到自己的位置，他會第一個起來反對。當然，他會冠冕堂皇地做這一切，讓任何人都覺得他是為了公司長遠發(fā)展考慮。但他考慮的其實只是自己的長遠利益。如果沒有長遠的預期，那他要做的只是在現有位子上，如何擴大自己和管理層的福利，為自己撈取更多的好處，利用公司為自己撈取更多的人脈關系和社會影響。然后，等公司要對付自己的時候，反過來給公司一刀。

老板想到員工的利益了嗎?告訴你吧，從來沒有，也不會有，這是小職員的一相情愿的想法。

潛規(guī)則3.女老板好還是男老板好?

如果你是女性職員，那么對你來說，最好你的老板是男老板，因為他有一種先天的優(yōu)越感和同情弱者的心理，不會把你歸入有野心之類，反而會對你格外照顧。如果你的老板是女老板，那可說不好了，女人永遠在猜疑中，她會讓你覺得她最欣賞你，但是到頭來你發(fā)現自己一無所得。如果你是男性職員，那么對你來說，你的老板如果是男老板，那么一切按照男人的規(guī)則辦就好了，沒什么麻煩的。但如果你的老板是女老板，那你會有一些問題。與她太近，會有人說小話，但是離她太遠，她肯定會有想法。如果她還對你有點意思，那你的麻煩就更大了。所以，總的來說，還是男老板更好些。(我這里絕無貶低女性的意思，如有嫌疑，在此誠懇道歉!)

潛規(guī)則4.老板需要的人不一定最有能力

每個老板需要的人，包括兩類，一類是能干活的，一類是忠誠于他的，如果只能干活，而看不出對老板多忠誠的人，放心，你一定沒有晉升的機會，你的唯一機會就是繼續(xù)干活，成為老黃牛。如果你只有忠誠而沒有很強的業(yè)務能力，沒關系，你總有一天會上去，因為忠誠與能力更稀缺。如果你能力太強了，即使你很忠誠，老板也會留一個心眼，誰知道明天你會不會取而代之呢?所以你需要有能力，但不一定有很強的能力，但是對老板一定要忠誠，這是晉升的最快途徑。

潛規(guī)則5.身為員工，你該對誰負責?

身為員工，你給對誰負責啊，這個問題還難嗎?對你的工作負責，對你的直接上司負責不就行了。但這個問題也不那么簡單。如果你的直接上司能夠決定的你的職務和薪水，那么當然，他就是你的貴人，如果你的直接上司的權利并不能決定你的職務和薪水，那么你要弄明白誰是你的貴人。──-給他留下好印象，遠比你加班苦干要有效的多。至于這個貴人，別管他是什么的樣的人，讓他為你服務是最重要的。庸俗嗎?庸俗!正確嗎?永遠正確。

潛規(guī)則6.為什么你很能干，卻得不到提升?

如果你很能干，好啊，繼續(xù)干什么去吧。但別怪我為什么不提升你。你干得好，說明你勝任這個位置，既然沒有人比你能勝任這個位置，我怎么舍得讓你離開呢?呵呵。你很能干，但是提升了你，你還能向過去那么能干嗎?這可不敢擔保。再說，還有一個你的同事，他也和你一樣能干，如果我提了你，豈不會影響他的積極性，所以，最好的辦法就是讓你們倆暗中競爭，前面永遠掛一塊肉，這樣，公司整體效率才會越來越高。至于那塊肉，嘿嘿，等風干的時候，會給你們的。別急。

潛規(guī)則7.做100件小事不如做1件大事。

雖然都是為人民服務，為公司出力，但是你需要明白，做100件人人能做的小事，并不如做一件有影響力的大事，更能為自己增加晉升的機會。因為那些小事，如復印啊，打字啊，倒水啊，誰都會做，你做了根本顯示不出你來。(除非在一個特殊環(huán)境里，人人都不做而你做了，這才顯示出價值來)。只有做那些有影響力的，牽動很多人的大事情，才能突顯出你的能力來。就是這樣。老板也只有在這樣的事情上才能對你產生深刻的印象。所以，聰明的職員知道自己該做什么，而不是一味的埋頭苦干，然后抱怨為什么得不到升遷。雖然，小事永遠是需要人來做的，但是你如果想要大發(fā)展，必須學會舍棄那些小事，而去專注于更有影響力的事情。一直努力掃屋子的人，永遠掃不了天下!

潛規(guī)則8.對老板說句真話，勝過一大堆恭維。

有時候，天天琢磨老板喜歡什么的人，未必能得到重用。為什么?因為在他那樣一個位置上，見過的拍馬屁的人太多了，什么樣的人沒見過，想從他那里得到點好處的人也太多了。所以，身為員工的你，有的時候，對某些業(yè)務和人，說出你自己的真心話，哪怕含有批評的意味，但是會讓老板眼前一亮，心頭一震。老板會覺得你是個實在的人，而且有自己的獨立見解。老板是對拍馬屁的話很受用，但是得拍的到位，拍的力度正好，拍的真實可信，對于虛偽的恭維，老板只有一字：煩!所以，與其費勁心機去猜老板的心思，不如實話實說更有效果。只喜歡恭維的老板，恐怕也沒有什么大的發(fā)展前景，還跟他干什么，趕緊扯旗!

潛規(guī)則9.一鳥在手，勝過十鳥在林。

一般來說，你的直接領導為了留住你，或讓你努力干活，總是會許諾年底發(fā)獎金或升遷的機會等。這些諾言有些可能是他自己都沒有權利決定的，所以不要輕信他們。對這些諾言，你要認真分析，哪些是可能兌現的，哪些是不可能兌現的，那些是可能兌現但不能完全兌現的。然后審視你現有的工作崗位，看看是否新的工作機更好。我向某公司提出辭職的時候，老板馬上提出要升我為副總裁，月薪提高，及年底或有股權激勵。但是你想我敢相信嗎?即使我留下來了，老板兌現一個月后，是否又會后悔了呢?所以，當你決定要辭職的時候，千萬不要相信老板的許諾?？傊?，看好你手里已有的薪水和機會，不要太過重視那些諾言，畢竟，一鳥在手，勝過十鳥在林。

潛規(guī)則10.員工一定要對公司忠誠嗎?

這是一個最大的謬誤。公司永遠號召員工要對公司忠誠，因此才發(fā)展出一套企業(yè)文化，告訴員工說，你們忠誠公司是有文化的表現，呵呵。但是，當公司裁員的時候，是絕不會可憐你的。但是公司需要員工忠誠，當員工工資不高的時候，需要忠誠，當員工需要加班、頻繁出差的時候，需要忠誠，當公司需要員工去外地工作的時候，需要忠誠，但是，當你想進一步接受培訓的時候，當你向公司請假處理事務的時候，公司也面露難色，說公司很忙，離不開你。公司是這樣一個生物，他會員工變成他身上沒有頭腦，只要胳膊的不停干活的怪物。離開他，你就不會思考，也養(yǎng)活不了自己，于是你只能更加忠誠而且感激地依附于公司。

員工為什么要對公司忠誠?員工忠實于自己的薪水和職業(yè)理想就行了。