Cite what she calls "heroic achievement stories" to showcase your experience as a leader who has overcome pain, fear and unfulfilled desire.

　　援用你的“好汉业绩”来展现你是一位战胜过苦楚、胆怯和未满意欲求的引导者。

　　Start with phrases such as "From my experience navigating through a similar crisis, I've discovered that" and "When we were struggling to stay afloat 10 years ago, I decided to."

　　用这些话做终场白：“从度过相似危机的教训来看，我发现……”和“当10年前我们要保持经营时，我决议了……”

　　By establishing credibility as someone who has triumphed over adversity, you reassure others that you're equipped to manage the current challenge. Through your stories, you can also champion the core values that your listeners care about the most.

　　让别人信任自己可能克服逆境，向别人保障自己具备管理目前挑衅的才能。你的故事同时也可做为你提倡听众们最为在意的中心价值观的例证

　　Choose the right time to start pitching ideas

　　抉择恰当的时候发表看法

　　To sell your ideas, you need to listen to others first. Just don't listen too much.

　　想要别人接收你的主意，首先要倾听别人的设法。但也别听得太多。

　　"When you keep listening to speakers, you let them reinforce their sense that they're right," said Nance Rosen, managing director of NAX Partners, a marketing and communications firm in Los Angeles. "It's like they're building brick after brick of a fortress by talking more."

　　洛杉矶一家营销通讯公司NAX Partners的常务董事Nance Rosen说：“如果你让别人说得太多，就会让他们强烈地感到自己是准确的。就似乎建碉堡一样，说得越多，堡垒越牢固。”

　　Instead, interrupt gracefully. Redirect the dialogue so that you can assert your point.

　　你要礼貌地打断，领导话题的方向，这样你才干保持你的观点。

　　Author of "Speak Up! and Succeed," Rosen finds that the best way to interrupt in casual conversation is to hold up an outstretched hand toward the speaker. That, she says, is "a universal cue like a stop sign." At the same time, she'll say "great."

　　Rosen发明，在非正式谈话中打断对方最好的方式是朝谈话人举起手，手掌要舒展。她说这是一个“通用的”结束信号，同时还要说“好极了”。

　　If the person misses her cue and continues to babble, she makes another short comment, "Thank you," to signal that she expects the speaker to finish.

　　如果对方没有领悟到、持续唠叨，她就会再做简短的解释：“谢谢”，以提醒愿望对方别再说了。

　　Most people get the message and zip their lips. If they don't, Rosen interrupts again by saying "got it" in a firm but polite tone.

　　此时，多数人都会明了并闭上嘴巴。假如他们还不闭嘴，Rosen会再一次打断，以坚定而礼貌的语气说“晓得了”。

　　By making a series of short comments to indicate that you understand a speaker -- and using the same prompts consistently to silence a motormouth -- you can train the person over time to talk less.

　　通过一系列简短的话来表明你理解了讲话人的意思，并用同样的办法让说个没完的人闭上嘴，时间久了你就能让这个人说话少些。

　　When it's your turn to talk, maximize your persuasiveness by grabbing others' attention. Rather than plead your case and enumerate details that support your point, begin with what Rosen calls "a focus on misery."

　　当轮到你讲话时，要吸引别人的留神力来最大化地加强自己的压服力。不要只是为自己的观点辩解、列举一堆细节来支撑，应当用Rosen所谓的“疼痛关注”方法开始。

　　Specifically, engage others by identifying their pain, fear and unfulfilled desire. They will heed your remarks more closely if you begin by appealing to these palpable negatives.

　　详细地说，用对方的把柄、害怕和不知足的欲求来吸引他们。如果你以这些显明的消极因素开始讲话，听众会更亲密地关注你的讲话内容。

　　"Don't waste time on good news at the beginning," Rosen said. "It's a snooze. Happy talk isn't going to compel people to listen to you."

　　Rosen说：“开始时不要把时光糟蹋在好新闻上。那是安息药。快活的谈话不会让人们凝听。”

　　For example, if you want to propose steps to your management team to streamline your operation, start by saying: "Sales are down, our rivals have launched a product that can steal market share from us, and we've squandered our potential to lock up our niche."

　　例如，你盼望给管理层提出进步治理效力的提议，你能够这样开端：“销售量正在降落。咱们对手推出了一个产品，会掠夺我们的市场份额。我们关闭在狭窄的环境里，挥霍了潜力。”

　　From that point, position yourself as problem solver. Show that you not only understand the obstacles but that you have also developed a plan of attack.

　　从这一点动身，将本人定位成一位问题解决者。表示出你岂但懂得了艰苦而且还制订了一套解决打算。

　　"Anchor your proposal by showing how it will empower you and your team to move forward on many fronts," Rosen said.

　　Rosen说：“提出你的倡议，展示这个提议会如何让你跟你的团队在各个方面提高。”

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