职场英语演讲稿(2篇)

第1篇 教你做好职场英语演讲

话筒的使用看似是小事一桩，但如果使用不当，也可能会让你在台上尴尬不已。下面就教您如何使用好话筒。

how to use the microphone

如何使用话筒

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

即使是用话筒，也要声音响亮并运气发声；

your voice should be resonant and sustained when you speak;

声音要有回声并能稍持续一阵儿；

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

音调要定得比正常讲话时低一些，听众往往把可信度与权威性与一个相对低沉的声音联系在一起；

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

尽量用降调结束陈述句，但不要减弱音量；

slow down.

放慢语速。

第2篇 ted英语演讲：一个简单的职场潜规则

一个简单又惊人的职场潜规则

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?

女性占据50%的中层管理和专业职位，但在企业高层职务中女人所占的百分比，甚至还不到上述数字的三分之一。因此一些人听到这个统计数据后就会问，为什么女性领导者如此之少?

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?

但是我看着这个统计数据，并且，如果你跟我一样，相信那上面显示的各级别领导人数，你会看到中管管理有着数量惊人的杰出女性领导者，由此你会提出另一个问题：为什么有这么多女性卡在中层?她们怎样才能升到高层?

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,

你们中的一些人可能正是那些正在寻求升职的女性中层管理者。嗯，汤娅是这些女性中一个典型例子。我两年前认识她。那时她是一家财富50强企业的副总裁，她怀着一种深深的挫败感对我说：“我很努力去提升我的自信和魄力，并且将自己打造成一个很棒的品牌，

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.'

我从上司那里得到了很好的评价，公司的360度测评让我知道，我的团队很喜欢为我工作，我参加了公司所有管理课程，我跟一个很优秀的导师一起工作，但是我已经错失了两次升职机会，尽管我的经理知道我一直致力于升职并且愿意接受海外派遣。我不明白为什么我会错失晋升的机会。”

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.

为了在组织中获得晋升，你必须要显现你的领导才能，这也适用于你们中的所有人，不管是女性还是男性。这意味着你必须运用你的长处去获得认可，并让别人发挥优势去获得和维持非凡的成果。

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.

换句话说，它意味着你必须使用你的技巧、天赋和才能，帮助企业实现 战略财务目标，并且通过与企业内外的人有效地合作，以达到上述目标。虽然领导能力中的这三个要素都很重要，但当涉及到在组织中获得晋升时，它们的重要性是不一样的。接下来请注意绿色柱条。

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.

在寻找和确定拥有高潜能——那种能做到企业高层的潜能——的员工时，技巧和能力，也就是图中的绿色柱条，它们的重要性是领导能力中其它两个要素的两倍。这些技巧和能力 可以总结为商业、战略和财务智慧。

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.

换句话说，这套技能必须要与理解企业发展方向、发展战略、财务目标相结合，并且要理解你在企业发展过程中所扮演的角色。这就是女性的事业成功方程式中那迷失的33%，不是因为我们的才能不足，而是因为没能得到合理的建议。

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.

他们说，“我们寻找那些能够与客户融洽相处，能够增强团队力量，能够有效谈判，能够妥善处理冲突的员工，总的来说就是非常善于沟通的人。“ 这又是哪个领导力要素呢?帮助他人发挥优势。

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?'

这时他们默不作声。因此我就问，“嗯，那你们怎么看待那些了解公司业务，知道公司走向，并且知道自己在其中扮演什么角色的人呢?你们怎么看待那些能够审视外部环境，识别危险和机遇，制定策略或者提出战略性建议的人呢?以及如何看待那些面对公司财务报表能理解它所透露出来的讯息，然后采取适当行动或者提出适当建议的人呢?

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.

这很明显，对吧?但是为什么会这样呢?嗯，主要有三个原因可以解释为什么给女性关于成功职业的建议中有一个失踪的33%。当企业给女性提供指导时，一般都集中在传统的建议，我们已经听了超过40年的那种建议，而对于那些跟商业、战略和财务目标有关的建议则很少提到。

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.

大多数建议都是强调那些我们需要采取的个人行动，比如说变得更加坚定、更加自信，打造自己的个人品牌，也就是汤娅一直在努力实现的那些目标，以及一些关于如何与其他人共事的建议，比如说学会自我推销、找一个导师、增强你的人际网络。事实上没人说过商业、策略和财务智慧的重要性。

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.

但这并不意味着这个建议不重要。而是意味着这个建议是从职业生涯开端向中层管理突破所必需的建议，但它不是那种能让女性从中层管理——这个女性占据50%份额的位置——向高管职位突破的建议。这就是为什么这些给女性的传统建议在这40年间并没有缩小高层职位上的性别差异，而且将来也不会缩小。

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.

接下来，第二个原因跟为什么汤娅在上级那里得到很好的评价、从团队里得到不错的反馈、并且参加了所有能参加的管理课程，却得不到晋升有关。你可能会认为她通过人才发展系统和绩效管理系统从公司获得了信息，让她知道发展商业、策略和财务智慧是多么重要，但是你看，绿色柱条还是非常小。

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.

平均来说，在我工作过的那些组织里的人才和绩效管理系统对于另外两项领导能力要素的重视是商业、策略和财务智慧的三倍，这就是为什么传统的人才和绩效管理系统过去并没有，而且将来也不会缩小高层管理中的性别差异。

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.

汤娅也谈到过跟导师一起工作，这个真的很重要，因为如果组织的人才和绩效管理系统没有给大家提供关于商业、策略和财务智慧 重要性的信息，那么男性又是如何获得提升的呢?主要来说有两种方式。一个是因为他们会被引导进入这些职位，另一个是私下的指导 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.

所以这说明作为主管，不管我们是女是男，我们都对于女性和男性、 对于他们的领导能力有不同的心态，而这些未经检验的心态不可能缩小高层管理中的性别差距。那我们要如何看待 失踪的33% 并采取措施呢?对于女性来说，答案很明显：我们必须开始集中更多精力 发展和展现那些我们已有的、能显示出我们是那种理解企业业务和发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.

这样，我们才能从中层管理向高层突破。我们不用等到中层管理才这样做。有一个生物技术公司的青年科学家利用她对失踪的33%的了解将财务影响数据编进了她做的一个项目更新报告里，然后获得了管理层 极大的正面反馈。

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.

我们不想将责任100%的压在女性肩膀上，这样做也不理智，原因如下：为了让公司达到 战略性财务目标，主管们明白他们必须让所有人向同一个方向使劲。换句话说，用商业术语来说就是，我们必须要有战略一致性。主管们很清楚这一点，但是根据世界大型企业联合会的最新报告，只有37%的主管相信他们拥有战略一致性。

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%的组织，对于能不能达到他们的战略财务目标还存有疑问。想一下我刚才所说的，如果你有至少50%的中层管理没有收到明确的信息，不知道他们必须专注于业务和它的走向以及他们在其中扮演的角色，那么也就不必惊讶为什么对于战略一致性有信心的主管的比例会如此的低，这也是为什么他们需要别人的帮忙。

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?'

对于董事会来说很期待在每年的会议上看到一定比例的女性主管。为什么呢?因为如果不是这样的话，那可能就是一个危险信号，说明他们组织的一致性不如预期理想。对于首席执行官来说，这一比例也很重要，如果他们听到类似于“她没有足够的商业经验”这样的评论，那么就要问“我们要怎样去解决这个问题?”

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.

对于人事主管们来说确保失踪的33% 被适当地强调很重要，对于处在管理职位上的女性和男性来说审视我们对于女性和男性、事业和成功所持有的不同心态也很重要，确保我们是在为所有人创造一个平等的竞争环境。

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.

让我用汤娅故事的最新章节来结束今天的演讲。2个月前，汤娅给我发了邮件，她说她当时面试了一个新职位，面试中，他们考察了她的商业才智和她对于行业的战略观点，她说她很高兴地向我报告现在她有了一个新职位，直接向公司首席信息官报告。

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。

所以对你们中的一些人来说，失踪的33%是一个让你付诸行动的想法，并希望对你们所有人都有所帮助，你会看到它是一个值得传播的想法，它可以帮助组织提高效率，帮助女性获得升迁，以及帮助缩小高层管理中的性别差距。谢谢。

不可不知的十个职场潜规则

潜规则1.ceo就是公司的最大股东

公司以维护股东利益为最高原则，但是在公司谁能看见股东，股东的利益只有靠ceo的个人意志来体现。

具体说，董事长是股东大会选出来的，代表了大股东的利益。但有时候总经理也是股东的代表，那么董事长和总经理哪个更有实权，就看各人的道行和历史背景了。所以，各位，为了你自己的利益，你必须明白这一点，公司的老板就是公司代表，听老板的，就是为公司服务，千万不要想当然地为了公司利益，而与老板对着干。他就是你的衣食父母。什么叫尊重资本，就是听老板的话。

潜规则2.老板一定会为公司着想吗?

答案是否定的。老板，任何一个在位的老板，他最关心的还是自己能在这个位子上做多久，为了这个目的，他当然会关心业绩指标和考核，但是保持公司的稳定，是坐牢位置的最重要的基础。如果公司为了业务创新，而预计将出现核心人员的变动，或者冒一些不可确定的风险，进而被底下的副总利用，影响到自己的位置，他会第一个起来反对。当然，他会冠冕堂皇地做这一切，让任何人都觉得他是为了公司长远发展考虑。但他考虑的其实只是自己的长远利益。如果没有长远的预期，那他要做的只是在现有位子上，如何扩大自己和管理层的福利，为自己捞取更多的好处，利用公司为自己捞取更多的人脉关系和社会影响。然后，等公司要对付自己的时候，反过来给公司一刀。

老板想到员工的利益了吗?告诉你吧，从来没有，也不会有，这是小职员的一相情愿的想法。

潜规则3.女老板好还是男老板好?

如果你是女性职员，那么对你来说，最好你的老板是男老板，因为他有一种先天的优越感和同情弱者的心理，不会把你归入有野心之类，反而会对你格外照顾。如果你的老板是女老板，那可说不好了，女人永远在猜疑中，她会让你觉得她最欣赏你，但是到头来你发现自己一无所得。如果你是男性职员，那么对你来说，你的老板如果是男老板，那么一切按照男人的规则办就好了，没什么麻烦的。但如果你的老板是女老板，那你会有一些问题。与她太近，会有人说小话，但是离她太远，她肯定会有想法。如果她还对你有点意思，那你的麻烦就更大了。所以，总的来说，还是男老板更好些。(我这里绝无贬低女性的意思，如有嫌疑，在此诚恳道歉!)

潜规则4.老板需要的人不一定最有能力

每个老板需要的人，包括两类，一类是能干活的，一类是忠诚于他的，如果只能干活，而看不出对老板多忠诚的人，放心，你一定没有晋升的机会，你的唯一机会就是继续干活，成为老黄牛。如果你只有忠诚而没有很强的业务能力，没关系，你总有一天会上去，因为忠诚与能力更稀缺。如果你能力太强了，即使你很忠诚，老板也会留一个心眼，谁知道明天你会不会取而代之呢?所以你需要有能力，但不一定有很强的能力，但是对老板一定要忠诚，这是晋升的最快途径。

潜规则5.身为员工，你该对谁负责?

身为员工，你给对谁负责啊，这个问题还难吗?对你的工作负责，对你的直接上司负责不就行了。但这个问题也不那么简单。如果你的直接上司能够决定的你的职务和薪水，那么当然，他就是你的贵人，如果你的直接上司的权利并不能决定你的职务和薪水，那么你要弄明白谁是你的贵人。──-给他留下好印象，远比你加班苦干要有效的多。至于这个贵人，别管他是什么的样的人，让他为你服务是最重要的。庸俗吗?庸俗!正确吗?永远正确。

潜规则6.为什么你很能干，却得不到提升?

如果你很能干，好啊，继续干什么去吧。但别怪我为什么不提升你。你干得好，说明你胜任这个位置，既然没有人比你能胜任这个位置，我怎么舍得让你离开呢?呵呵。你很能干，但是提升了你，你还能向过去那么能干吗?这可不敢担保。再说，还有一个你的同事，他也和你一样能干，如果我提了你，岂不会影响他的积极性，所以，最好的办法就是让你们俩暗中竞争，前面永远挂一块肉，这样，公司整体效率才会越来越高。至于那块肉，嘿嘿，等风干的时候，会给你们的。别急。

潜规则7.做100件小事不如做1件大事。

虽然都是为人民服务，为公司出力，但是你需要明白，做100件人人能做的小事，并不如做一件有影响力的大事，更能为自己增加晋升的机会。因为那些小事，如复印啊，打字啊，倒水啊，谁都会做，你做了根本显示不出你来。(除非在一个特殊环境里，人人都不做而你做了，这才显示出价值来)。只有做那些有影响力的，牵动很多人的大事情，才能突显出你的能力来。就是这样。老板也只有在这样的事情上才能对你产生深刻的印象。所以，聪明的职员知道自己该做什么，而不是一味的埋头苦干，然后抱怨为什么得不到升迁。虽然，小事永远是需要人来做的，但是你如果想要大发展，必须学会舍弃那些小事，而去专注于更有影响力的事情。一直努力扫屋子的人，永远扫不了天下!

潜规则8.对老板说句真话，胜过一大堆恭维。

有时候，天天琢磨老板喜欢什么的人，未必能得到重用。为什么?因为在他那样一个位置上，见过的拍马屁的人太多了，什么样的人没见过，想从他那里得到点好处的人也太多了。所以，身为员工的你，有的时候，对某些业务和人，说出你自己的真心话，哪怕含有批评的意味，但是会让老板眼前一亮，心头一震。老板会觉得你是个实在的人，而且有自己的独立见解。老板是对拍马屁的话很受用，但是得拍的到位，拍的力度正好，拍的真实可信，对于虚伪的恭维，老板只有一字：烦!所以，与其费劲心机去猜老板的心思，不如实话实说更有效果。只喜欢恭维的老板，恐怕也没有什么大的发展前景，还跟他干什么，赶紧扯旗!

潜规则9.一鸟在手，胜过十鸟在林。

一般来说，你的直接领导为了留住你，或让你努力干活，总是会许诺年底发奖金或升迁的机会等。这些诺言有些可能是他自己都没有权利决定的，所以不要轻信他们。对这些诺言，你要认真分析，哪些是可能兑现的，哪些是不可能兑现的，那些是可能兑现但不能完全兑现的。然后审视你现有的工作岗位，看看是否新的工作机更好。我向某公司提出辞职的时候，老板马上提出要升我为副总裁，月薪提高，及年底或有股权激励。但是你想我敢相信吗?即使我留下来了，老板兑现一个月后，是否又会后悔了呢?所以，当你决定要辞职的时候，千万不要相信老板的许诺。总之，看好你手里已有的薪水和机会，不要太过重视那些诺言，毕竟，一鸟在手，胜过十鸟在林。

潜规则10.员工一定要对公司忠诚吗?

这是一个最大的谬误。公司永远号召员工要对公司忠诚，因此才发展出一套企业文化，告诉员工说，你们忠诚公司是有文化的表现，呵呵。但是，当公司裁员的时候，是绝不会可怜你的。但是公司需要员工忠诚，当员工工资不高的时候，需要忠诚，当员工需要加班、频繁出差的时候，需要忠诚，当公司需要员工去外地工作的时候，需要忠诚，但是，当你想进一步接受培训的时候，当你向公司请假处理事务的时候，公司也面露难色，说公司很忙，离不开你。公司是这样一个生物，他会员工变成他身上没有头脑，只要胳膊的不停干活的怪物。离开他，你就不会思考，也养活不了自己，于是你只能更加忠诚而且感激地依附于公司。

员工为什么要对公司忠诚?员工忠实于自己的薪水和职业理想就行了。