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You're doing everything right at work. You're hitting deadlines, being a team player, overd delivering, but somehow they still don't see you as a leader. I spent over $250,000
你在工作上什麼都做對了。你按時完成、做個團隊合作者、超額交付，但不知怎的他們還是不把你當領導者看。我花了超過 25 萬美元
on my Stanford MBA. And yes, I learned the hard skills, the frameworks, the case studies, the mental models, but honestly, the most important things were the soft skills that are kind of
在我的史丹佛 MBA 上。是的，我學了硬技能、框架、案例研究、心智模型，但老實說，最重要的是那些有點
invisible. And these are the mental operating systems that help you build trust, influence, and to actually lead your team, your manager, your clients, your investors, pretty much everyone
隱形的軟技能。這些是幫助你建立信任、影響力，以及真正領導你的團隊、你的經理、你的客戶、你的投資者，基本上是週圍每個人的心智作業系統。
around you. And so today, we're going over the three most powerful frameworks I learned at Stanford's business school and how we apply them to our everyday lives. I'm Sheree. I'm Jean. And we're
所以今天，我們要講我在史丹佛商學院學到的三個最強大的框架，以及我們如何把它們應用到日常生活中。我是 Sheree。我是 Jean。我們是
the Tiger Sisters. >> We are the internet's Wall Street and Silicon Valley big sisters. And we're a top 10 business podcast on Spotify where we talk about money, power, and love.
Tiger Sisters。我們是網路上的華爾街和矽穀大姐姐。我們是 Spotify 上前 10 名的商業播客，談論金錢、權力和愛情。
And this is part three of what I learned at Stanford GSB. So, if you haven't seen part one or part two, go back after this episode and binge those. And just like
這是我在史丹佛 GSB 學到什麼的第三部分。所以，如果你還沒看過第一部分或第二部分，這集結束後回去追看。就像
we did for our everything I learned at Harvard Business School series, we are actually going to go through um case studies of different companies just like we do for business school. And we're
我們在《我在哈佛商學院學到的一切》系列中做的，我們實際上要像商學院一樣，通過不同公司的案例研究。我們
also going to do a mini exercise for each of the frameworks so you can practice it as we go along in the episode. All right, let's get into it.
還要為每個框架做一個迷你練習，這樣你可以在節目中邊聽邊練習。好的，讓我們開始吧。
So, first up, nobody teaches women at work how to be powerful and direct without being called also intimidating or but Stanford did. That's up right after this. Applying to business
首先，沒人教女性在工作中如何有權力和直接而不被稱為嚇人或強勢。但史丹佛教了。那個就在廣告之後。申請商學
schools, it's a lot. We know every decision feels high stakes. Where to apply? When to apply, how do you stand out? You're googling everything alone, hoping you're not making a huge mistake.
院，壓力很大。我們知道每個決定都感覺高風險。在哪裡申請？什麼時候申請，如何脫穎而出？你獨自 Google 所有東西，希望你沒有犯大錯。
Those months applying to business school, they were some of the most stressful of my life. Having an expert to guide you through the complicated application process. That's a game changer.
那些申請商學院的幾個月，是我人生中壓力最大的幾個月。有一個專家指導你度過複雜的申請過程。那是一個改變遊戲規則的人。
>> And that's why we've partnered with MBA Mission. They're offering Tiger Sisters listeners free personalized one-on-one MBA consultations. You can ask their experts anything and get advice you can
這就是為什麼我們與 MBA Mission 合作。他們為 Tiger Sisters 的聽眾提供免費的個人化一對一 MBA 諮詢。你可以問他們的專家任何問題，得到你可以
use right away. The essays, the interviews, sharpening your own personal narrative. Think of them as your own personal counselors to help you with the entire process. They are the leaders in
立即使用的建議。論文、面試、打磨你自己的個人敘事。把他們當作你自己的私人顧問，幫助你完成整個過程。他們是
MBA missions consulting and I wish I knew about them when I was applying. So go to mbammission.com/conult and pick Tigersisters in the drop-own menu to claim your free consultation
MBA 任務諮詢的領導者，我希望我申請的時候就知道他們。所以去 mbammission.com/conult，在下拉選單中選擇 Tigersisters 來申請你的免費諮詢
today. Book now before the calendar fills up. Check out the episode description. We have a special discount for Tiger Sisters listeners for MBA missions special on demand platform.
今天。在日曆填滿之前現在就預訂。查看節目描述。我們為 Tiger Sisters 聽眾提供 MBA mission 特別按需平臺的特別折扣。
They have over 25 hours of videos that take you step by step in the application process. All right, now back to our show. Okay, let's do the first framework
他們有超過 25 小時的影片，逐步帶你完成申請過程。好的，現在回到我們的節目。好的，讓我們做第一個框架
which is giving feedback the right way. So this is rooted in Stamford's infamous course which is called TouchyFey and it's officially called interpersonal dynamics and it's all about how to give
就是以正確的方式給回饋。這根植於史丹佛著名的課程，叫做 TouchyFeely，官方名稱是人際動態，它是關於如何
feedback the right way and it's not just used in Stanford, it's also a really big part of now Netflix's culture deck.
以正確的方式給回饋，它不只在史丹佛使用，它現在也是 Netflix 文化手冊的一個非常重要的部分。
Yeah, this class is extremely competitive to get into. You have to rank it very high. I feel lucky because I ranked it and I was able to get into
是的，這門課非常競爭才能進去。你必須把它排得很前面。我很幸運因為我把它排得很高，我能夠進入
it and I took this class last winter.
而且我去年冬天上了這門課。
>> Yeah. Actually, side note, my ex like 15 years ago went to Stanberg GSB and we like broke up, but then he broke no contact to tell me that taking this
是的。其實，題外話，我 15 年前的前任去了史丹佛 GSB，我們分手了，但後來他打破不聯絡來告訴我上這門
class changed his life. And he like sent me all these notes from it, which I don't think I ever read at the time, but he was like, "This class is amazing. It
課改變了他的人生。他給我發了所有這些筆記，我當時可能從沒讀過，但他說：「這門課太棒了。它
changed my life. Everybody cries." >> Yeah. It's kind of a right of passage for people to cry in the class. Not that like the facilitators are doing it on
改變了我的人生。每個人都會哭。」是的。在這門課上哭是一種成年禮。不是說導師是故意
purpose or anything, but like so much of self-discovery comes out in this class that it just happens naturally.
這樣做的，但是這門課中有很多自我發現，它就自然發生了。
>> Okay. Well, so you guys are going to get the learnings without even having to cry.
好的。那麼，你們將得到這些學習，甚至不需要哭。
>> Maybe maybe they'll cry while watching this. I don't know.
也許他們看這個的時候會哭。我不知道。
>> Or receive notes from your your your ex breaking no contact.
或者收到你前任打破不聯絡發來的筆記。
>> One of the biggest parts of this class is a training session that you do with a group. And basically you sit in a circle with 12 other of your classmates and for
這門課最大的部分之一是你和一個小組做的培訓課程。基本上你和 12 個其他同學坐成一圈，然後
like three hours there's no curriculum. You just sit in the circle and people will start to say something. You like wait for someone to say something and then conflict will kind of automatically
大約三個小時沒有課程。你就坐在圈裡，人們會開始說一些事情。你等待某人說一些事情，然後衝突會自動
arise and then you have to say like when you said this I felt this and we learned the SBI framework which is really important to giving feedback.
產生，然後你必須說：「當你說這個時我感覺這樣」，我們學了 SBI 框架，這對給回饋非常重要。
>> Wait, so you just like sit in a circle for 3 hours and you have to like kind of like diss each other?
等等，所以你就坐成一圈 3 小時，然後你必須像是互相吐槽？
You don't diss each other, but it naturally comes up. You just imagine sitting for 3 hours in a circle. You're just waiting for someone to say something.
你不是吐槽對方，但這自然會出現。你想像一下坐在圈裡 3 小時。你就等著某人說些什麼。
>> Okay. And so you have to start with kind of a complaint or a lament or something or giving feedback. Giving feedback >> kind of or like you kind of comment on
好的。所以你必須以抱怨或哀嘆或什麼開始或給回饋。給回饋或者你有點評論
what is going on in the dynamic. Like someone will be like going like this or something and then a classmate will be like, "Frederick, can you stop doing
動態中正在發生什麼。比如有人會這樣做，然後一個同學會說：「Frederick，你能停止做
that? It's like really annoying me." But Frederick's like, "Um, I have like a tick and I have to do it." >> What? This is wild.
那個嗎？那真的讓我很煩。」但 Frederick 說：「嗯，我有個習慣，我必須這樣做。」什麼？這太瘋狂了。
>> Frederick's like, "I have a tick and I This is like makes me feel really comfortable." And by you saying that, like, "You want me to stop? Like, that's
Frederick 說：「我有個習慣，這讓我感覺很舒服。」然後你說：「你要我停止？那有點
kind of crossing my boundaries." And everyone's just like, "What is going on?" And then Frederick and this other person will kind of go back and forth.
越過我的界限了。」然後每個人都在想：「發生了什麼事？」然後 Frederick 和這個其他人會來回交流。
And then another person will jump in and be like, "When you gave feedback to Frederick, I thought it was really, really callous. you didn't consider like that's like the curriculum for this
然後另一個人會跳進來說：「當你給 Frederick 回饋時，我覺得那真的非常無情。你沒有考慮...」那就是這門課
class for three hours and Okay. >> Yeah. It's pretty intense and as you can see it can kind of escalate.
三個小時的課程。好的。是的。這相當激烈，正如你所見，它可以有點升級。
>> Yeah. >> But the point of that is that so that you can actually learn and then practice the framework. Right.
是的。但這樣做的目的是讓你可以真正學習然後練習這個框架。對。
>> Exactly. You can learn how to give feedback and also receive feedback in a way that makes you more empathic and you understand and like how the other person is feeling. Okay.
完全正確。你可以學習如何給回饋，也可以以一種讓你更有同理心、理解對方感受的方式接受回饋。好的。
>> So, I'd love for you to share a little bit more about the SBI framework that we learned.
那麼，我希望你能多分享一些我們學到的 SBI 框架。
>> Yeah. Okay. So, the SBI model, S stands for situation, B stands for behavior, and then I stands for impact. So, basically what you're supposed to do is
是的。好的。所以，SBI 模型，S 代表情境，B 代表行為，然後 I 代表影響。所以，基本上你應該做的是
use each of these three to give your feedback. So, situation, when and where did this happen, your lament, B, behavior, talk about what the person did objectively with no judgment. And then I
使用這三個中的每一個來給你的回饋。所以，情境，這什麼時候和在哪裡發生的，你的哀嘆，B，行為，客觀地談論那個人做了什麼，沒有評判。然後 I
you talk about the impact of how it made you feel or what the effect of their behavior was.
你談論它如何讓你感覺或他們行為的影響是什麼。
>> Yeah. And I think the most important thing here is that the feedback is very specific. It's not vague. And I think I'm also I suffer from from this as
是的。我認為這裡最重要的是回饋非常具體。它不是模糊的。我認為我也有這個問題。
well. Like if you're giving feedback at work, you want it to be as specific as possible to the situation. So that's how people kind of know and contextualize
就像如果你在工作中給回饋，你想讓它盡可能具體到那個情境。這樣人們才能知道和語境化
your feedback and have a way to improve.
你的回饋並有改進的方式。
The most important thing is that the feedback is grounded in observation.
最重要的是回饋是基於觀察的。
It's very specific observation that no one can contest. It's like this is the observed behavior that we both saw and it's how it made me feel. Yeah. And Stanford professors, they emphasize that
它是非常具體的觀察，沒有人可以反駁。就像這是我們都看到的觀察到的行為，這是它讓我的感覺。是的。史丹佛教授強調
a lot of times the reason why feedback fails is because most of the time people jump straight to the impact, right?
很多時候回饋失敗的原因是因為大多數時候人們直接跳到影響，對吧？
People say, "Well, you made me feel bad because XYZ instead of actually doing the first two parts were the two parts first situation and behavior." Actually, the most important thing that I took
人們說：「嗯，你讓我感覺不好因為 XYZ」而不是實際做前兩個部分，先做情境和行為。其實，我從 TouchyFeely 帶走的最重要的事情
away from TouchyFey is not really the you made me feel bad. It was more the I felt bad when this happened, you know, because then we when I say when, it's
不是真的「你讓我感覺不好」。更多的是「當這發生時我感覺不好」，你知道，因為當我說「當」時，這
like the behavior and we can both agree that that happened. And a key distinguishing factor there is intent versus impact. And something that we learned is that you're never supposed to
就像行為，我們都可以同意那發生了。一個關鍵的區分因素是意圖與影響。我們學到的是你永遠不應該
assume the intent of another person. You have no idea what's going on in their mind. We call that crossing the net.
假設另一個人的意圖。你不知道他們腦子裡在想什麼。我們稱之為「越過網子」。
You'll never, you know, cross into what is going on in someone else's head. So don't assume intent, but you can talk about impact and how someone's behavior impacted you. And so by using this
你永遠不會，你知道，越過到別人腦子裡在想什麼。所以不要假設意圖，但你可以談論影響以及某人的行為如何影響了你。通過使用這個
framework, what you can actually do is you can diffuse the defensiveness that people usually typically have when you start, you know, when you go with them straight with the impact. And so this is
框架，你實際上可以做的是化解人們通常在你開始時，當你直接用影響去找他們時會有的防禦性。所以這是
a really good and like grounded framework for giving impact both in your personal and your professional lives.
一個非常好的、紮實的框架，用於在你的個人和職業生活中給影響。
>> Giving feedback. >> Yeah. Sorry. Giving feedback. And actually I have used it in giving feedback um in my personal life. And it worked
給回饋。是的。抱歉。給回饋。實際上我在我的個人生活中用過它給回饋。而且有效
>> to whom? um to like a guy I was dating.
對誰？嗯，對一個我約會的男生。
I gave him some feedback about >> You use SBI?
我給他一些回饋關於...你用了 SBI？
>> Yeah. Well, I used I especially intentionally used the thing you just said, which is saying like, oh, like I felt XYZ or like, oh, when you did this,
是的。嗯，我特別有意識地使用了你剛說的那個，就是說，哦，我感覺 XYZ 或者，哦，當你做了這個，
when this happened and you did this or this situation occurred, I felt XYZ. So that it was more about like me and not so much like you did this.
當這發生了你做了這個或這個情況發生了，我感覺 XYZ。這樣更多是關於我而不是你做了這個。
>> Yes. >> So, and it it worked. It worked well.
是的。而且它有效。它效果很好。
>> Yeah. They were very receptive. >> Oh, that's great.
是的。他們非常接受。哦，太好了。
>> Yeah. And then they even said like, "Thanks for telling me that." >> Oh, >> yeah. Like, I'm really glad we talked about that. Which I was like, "Oh, really?" >> A great response.
是的。然後他們甚至說：「謝謝你告訴我那個。」哦，是的。我很高興我們談了那個。這讓我覺得：「哦，真的？」一個很好的回應。
>> Wow. >> Yeah. >> Um, results may vary. I don't recommend trying this on uh your parents if they are immigrant, if they are immigrants and they you guys have not had this
哇。是的。嗯，結果可能會有所不同。我不建議在你的父母身上試這個，如果他們是移民，如果他們是移民而你們之前沒有過這個
conversation before because results may vary. >> Yeah. or just know results may vary.
對話，因為結果可能會有所不同。是的。或者只是知道結果可能會有所不同。
Yeah. Or Yeah. We are not liable. Um and it's actually not just used at Stanford. It's actually a framework that's used in a lot of corporate settings. So at Microsoft they train all
是的。或者是的。我們不負責任。嗯，它實際上不只是在史丹佛使用。它實際上是一個在很多企業環境中使用的框架。所以在微軟他們培訓所有
of their new managers in SBI because it's part of their perform performance review system. And also I know that at Adobe they actually were using SBI to move away from their annual reviews and
新經理學習 SBI，因為它是他們績效考核系統的一部分。而且我知道在 Adobe 他們實際上用 SBI 來擺脫他們的年度考核，
um apparently it increased employee satisfaction. And I feel like uh a real life example so that you guys can kind of see what this looks like in the
顯然這增加了員工滿意度。我覺得一個真實的例子，這樣你們可以看到這在
workplace and in a personal life. So in the workplace it might sound like this.
工作場所和個人生活中是什麼樣子。所以在工作場所可能聽起來像這樣。
In yesterday's client pitch, that's the situation. You interrupted me.
在昨天的客戶提案中，那是情境。你打斷了我。
>> You interrupted me. No, it didn't. >> While I was presenting our strategy, that is the observed behavior that no one can contest for the most part. And
你打斷了我。不，沒有。當我在展示我們的策略時，那是沒有人可以反駁的觀察到的行為。而且
it made me feel pretty undermined and less confident in front of the client.
這讓我在客戶面前感到相當被貶低和不自信。
And that is the impact. >> Mhm. And again, it's the it made me feel or I felt right.
那是影響。嗯。再說一次，是「它讓我感覺」或「我感覺」，對吧。
>> Yes. >> Um, okay. Another example that is more personal that you can use with like a partner or a roommate or something >> is it would go something like this. When
是的。嗯，好的。另一個更個人的例子，你可以和伴侶或室友或什麼人使用，會是這樣。當
you left the dishes in the sink last night situation, even though we agreed on cleanup behavior, I felt like my time and effort weren't being respected.
你昨晚把碗盤放在水槽裡，情境，即使我們同意清理行為，我感覺我的時間和努力沒有被尊重。
Impact, you Yeah. So, I think it sounds simplistic.
影響，你是的。所以，我認為這聽起來很簡單。
So, I we would love for you guys to practice this. We have a mini exercise for you. So, maybe think of a moment where you felt really frustrated with
所以，我們希望你們練習這個。我們有一個迷你練習給你。所以，也許想一個你對
something or with someone and just write it out. write out the situation, the observed behavior, and the impact, how it affected you. And if you say it out
某事或某人感到非常沮喪的時刻，然後寫下來。寫下情境、觀察到的行為和影響，它如何影響了你。如果你大聲
loud, kind of the in the way that Gan and I practiced, um, it feels you can you can tell it feels less confrontational and more conversational.
說出來，有點像 Jean 和我練習的方式，嗯，它感覺...你可以告訴它感覺不那麼對抗性，更像對話。
And it's actually like just reflecting on it, I think it's kind of amazing that just a small change in syntax. Like it doesn't seem like it's such a big change
實際上只是反思它，我認為只是一個小小的語法變化就有點驚人。它看起來不像是一個很大的改變
to say like you made me feel versus I felt or like to to you know put stuff in this specific order when you're giving your your someone feedback. But it
說「你讓我感覺」對比「我感覺」，或者當你給某人回饋時按這個特定順序放東西。但它
really does make a difference. Like it's actually >> it's really cool.
真的有區別。就像它實際上...它真的很酷。
>> Yeah. >> To a bit disarming. >> Yeah.
是的。有點解除武裝。是的。
>> Yeah. It's like the power of language.
是的。這就是語言的力量。
>> Yeah. Sometimes I use it on you.
是的。有時候我在你身上用。
>> Okay. Do you do you realize that?
好的。你意識到嗎？
>> Um if not that's good. That means it's woven in seamlessly.
嗯，如果沒有那很好。那意味著它無縫地融入了。
You're you're you've had many many hours of practice.
你...你已經練習了很多很多小時。
>> Yeah, I've had a lot of practice with this. And as Gene knows, I'm in my confrontational phase of my life. So that like if something if something
是的，我在這方面練習了很多。正如 Jean 知道的，我正處於人生的對抗階段。所以如果什麼事情如果什麼事情
bothers me, I will share it, but not in a confrontational sorry, not in like a mean confrontational way. I just like don't bottle things in anymore. I'm more willing to express it. And honestly,
困擾我，我會分享它，但不是以一種對抗的，抱歉，不是以一種刻薄的對抗方式。我只是不再把事情憋在心裡。我更願意表達它。老實說，
using SBI and then one last, okay, one last extra level up, if you want, you can actually take SBI and use it the opposite way to actually ask for for
使用 SBI，然後最後一個，好的，最後一個額外的升級，如果你想，你實際上可以用相反的方式使用 SBI 來請求
feedback. So for example, you can say when I shared the product plan in the meeting situation, what stood out to you about how I presented it? B behavior and
回饋。所以例如，你可以說：「當我在會議上分享產品計劃時，情境，我展示它的方式有什麼突出的？」B 行為，
what was the impact on the team's decision-m I impact. And that's how you grow faster. Don't just wait for feedback, design for it. Okay? So giving feedback actually gets you heard. But
對團隊決策的影響是什麼？I 影響。這就是你如何更快成長。不要只是等待回饋，為它設計。好嗎？所以給回饋實際上讓你被聽到。但
this next one is what keeps you remembered. It's the difference between being respected and then being promoted.
這下一個是讓你被記住的。這是被尊重和被晉升之間的區別。
So don't skip this next one. and we'll get to the next framework right after this break. Quick pause, Tiger fam. This is Sheree and we just dropped a brand
所以不要跳過下一個。我們將在這個休息後進入下一個框架。快速暫停，Tiger 家族。我是 Sheree，我們剛剛推出了一個全新的
new listener survey. It's different from the audience survey that you hopefully already filled out. It's 10 quick questions and 2 minutes max. Your support keeps the episodes free and publishing weekly. Why? Because your
聽眾調查。它和你希望已經填寫的受眾調查不同。是 10 個快速問題，最多 2 分鐘。你的支持讓節目保持免費和每週發布。為什麼？因為你的
answers tell future sponsors that Tiger Sisters is a show worth investing in.
回答告訴未來的贊助商 Tiger Sisters 是一個值得投資的節目。
That means better partners, stronger episodes, and no random ads you don't care about. Tap the listener survey link in the description right after this episode. Knock it out and help us keep
那意味著更好的合作夥伴、更強的節目，沒有你不關心的隨機廣告。在這集結束後點擊描述中的聽眾調查連結。快速完成它，幫助我們繼續
building a podcast that feels made for you. Thank you from the bottom of our hearts for being the best part of Tiger Sisters. Now, back to the show. And
建設一個感覺為你量身定做的播客。從我們心底感謝你成為 Tiger Sisters 最好的一部分。現在，回到節目。然後
we're back. Okay, so framework two is actually called power mapping. And this is based on an infamous uh Stanford class called Paths to Power by Jeffrey Feffer. Yeah, I didn't actually take
我們回來了。好的，框架二其實叫做權力地圖。這是基於一門著名的史丹佛課程，由 Jeffrey Feffer 教授的《通往權力之路》。是的，我實際上沒有上
this class, but I have so many friends who did. It's one of those really famous classes that you need to u prioritize in order to get in. But the biggest
這門課，但我有很多朋友上過。這是那些真正著名的課程之一，你需要優先排序才能進去。但這門課最大的
takeaway from this class is that success isn't always about merit. It's about understanding influence, visibility, and alliances. And if you don't understand power, you'll lose to people who do.
收穫是成功不總是關於功績。它是關於理解影響力、能見度和聯盟。如果你不理解權力，你會輸給那些理解的人。
>> That sounds threatening. >> It is a threat.
這聽起來很有威脅。這是一個威脅。
Right. And power is definitely not the same thing as title. So what Feffer teaches in this class is that power is about who controls the resources, who's influencing decisions, and who's
對。而且權力絕對不等於頭銜。所以 Feffer 在這門課上教的是權力是關於誰控制資源、誰在影響決策、誰
actually pulling the strings behind the scenes. This is something that really rings true for me. Um, and it's something that I feel like I was subject
實際上在幕後操縱一切。這對我來說非常真實。嗯，這是我覺得我被
to, I was a part of, that I actually benefited from for the first half of my career, all without me actually noticing or like really knowing what was going on.
影響的、我是其中一部分的、我實際上在我職業生涯的前半段受益的東西，而我實際上沒有注意到或真正知道發生了什麼。
>> And then I think this is not something that I actually realized until the last six years of my career and like maybe didn't even start to implement or like
然後我認為這不是我實際上意識到的東西，直到我職業生涯的最後六年，可能甚至沒有開始實施或
play a part in until the last three years.
參與直到最後三年。
>> Yeah. Uh because I think when you're early in your career, like a lot of things happened behind the scenes with the higherups and the execs and your
是的。因為我認為當你職業生涯早期時，很多事情在幕後與高層和高管和你的
boss and your boss's boss that you're kind of not privy to, but as you get more senior, you're looped into those conversations and you kind of understand
老闆和你老闆的老闆發生，你有點不知情，但當你變得更資深時，你被納入那些對話，你有點理解
a little bit more about how the sausage is made like in the political environment at work. So then you're like a part of it, right? and actually becomes your job to influence these
更多關於在工作的政治環境中香腸是怎麼做的。所以然後你是其中一部分，對吧？實際上變成你的工作去影響這些
decisions and kind of I guess maneuver in a way to help your team and like progress your goal. I mean it sounds kind of mchavelian because it is and
決策，有點我猜以一種幫助你的團隊並推進你的目標的方式操作。我是說這聽起來有點馬基維利式的，因為它確實是，
it's not saying that this is like the only way to do things. That's like one of Jeffrey Feffer's like starting overtures or something.
但這不是說這是做事的唯一方式。那是 Jeffrey Feffer 的開場聲明之一什麼的。
>> Yeah. >> Premise. >> Yeah. Starting um preface >> disclaimers.
是的。前提。是的。開場嗯前言免責聲明。
>> Yeah. It's one of Jeffrey Feffer's like starting disclaimers at the class is that he's saying what he believes to be true. It's not the only uh way to go
是的。這是 Jeffrey Feffer 在課堂上的開場免責聲明之一，他說的是他相信是真的。這不是唯一的方式去
about life or go about like work relationships or politics at work.
處理生活或處理工作關係或工作政治。
There's other ways to do it, but you should at least know that these are the power dynamics and power moves that some people abide by and some people are, you
還有其他方式，但你至少應該知道這些是一些人遵守的權力動態和權力行動，一些人
know, moving the chess pieces around. So, just like be aware that they exist.
你知道，在移動棋子。所以，只是要意識到它們的存在。
And this class is also guest lecture-based. So, Professor Feffer invites people into his class who have made those power moves and they share stories of where those power moves really worked out for them.
這門課也是基於客座講座的。所以，Feffer 教授邀請做過這些權力行動的人到他的課堂上，他們分享那些權力行動真正對他們有用的故事。
>> This class sounds so good. I wish I could have taken it.
這門課聽起來太棒了。我希望我能上。
>> Yeah, I didn't take it, but like I said, a lot of my friends did. And honestly, some of them gave very mixed reviews.
是的，我沒有上，但就像我說的，我很多朋友上過。老實說，他們中的一些人給了非常混合的評價。
Many people enjoyed the class cuz they're like, "Oh my god, I never even thought about that. That's so smart of how to like gain influence and power."
很多人喜歡這門課因為他們說：「天哪，我從沒想過那個。那如何獲得影響力和權力真是太聰明了。」
And then other people came out of the class being like disgusted. They're like, "I cannot believe people do this or think this way or treat other people
然後其他人上完課後感到噁心。他們說：「我不敢相信人們會這樣做或這樣想或這樣對待其他人
that way in order to get ahead." But like I guess their eyes >> pawns on a chessboard.
以便領先。」但我猜他們的眼睛...棋盤上的棋子。
>> Pawns on a chessboard. It's very house of cards. Um and yeah, I think it's up to um viewer discretion, right?
棋盤上的棋子。這非常《紙牌屋》。嗯，是的，我認為這取決於觀眾自行判斷，對吧？
>> On the chessboard of your life. Are you going to be the queen or are you going to be a pawn?
在你生命的棋盤上。你要當皇後還是當棋子？
>> God damn. Well, it's up to your discretion, right? you you get to choose what is within your bounds of feeling comfortable to implement.
天啊。嗯，這取決於你自己的判斷，對吧？你可以選擇在你的舒適範圍內實施什麼。
>> Yeah. And also um Jeffrey Feffr wrote uh professor Feffer wrote a book about it too. Yes. So like even if you can't take the class if this is really interesting
是的。而且 Jeffrey Feffer 也寫了一本關於它的書。是的。所以即使你不能上這門課，如果這對你真的很有趣
to you as a follow-up you should buy or borrow the book and we'll link to it in the the notes for this.
作為後續你應該買或借這本書，我們會在這個的筆記中連結它。
>> Actually one of the reasons why I didn't take the class is because older students said you could just read the book and it's basically the class. Mine is the
其實我沒上這門課的原因之一是因為老學長說你可以只讀這本書，它基本上就是這門課。除了
guest lectures. Okay, cool. Or other people say you could just watch Tiger Sisters this episode and learn.
客座講座。好的，酷。或者其他人說你可以只看 Tiger Sisters 這一集並學習。
>> Yes, I think a lot of people have said that as well.
是的，我認為也有很多人這樣說過。
>> Or they will say that too. >> They will say that once you send them this video, they will say that. Okay.
或者一旦你把這個影片發給他們，他們也會這樣說。他們會這樣說的。好的。
So, I wanted to give you guys a case study and I have a really interesting one here which is actually contrasting two people. One who did power mapping
所以，我想給你們一個案例研究，我這裡有一個非常有趣的，實際上是對比兩個人。一個似乎做對了權力地圖
seemingly all right and one who did it seemingly all wrong. So, the one who did it right is Cheryl Samberg. So she's pretty, you know, wellknown and I think
而一個似乎完全做錯了。所以，做對的那個是 Cheryl Sandberg。她相當，你知道，知名，我認為
what a lot of people don't know is that she actually started her career not in tech but in government. So she was the chief of staff at the US secretary which
很多人不知道的是她其實不是從科技開始她的職業生涯，而是從政府。所以她是美國財政部部長的幕僚長，
is where she kind of first US sorry at the US Treasury which is um where she kind of first learned to understand where power sits behind the scenes and she was basically learning influence.
那是她第一次學會理解權力在幕後坐在哪裡，她基本上是在學習影響力。她在學習決策是如何在一個非常高的層面做出的。
She was learning how decisions are made at a very high level. Then the next step that she did was she joined Google but not in a technical role because she
然後她做的下一步是加入 Google，但不是技術角色，因為她不是技術出身，而是商務運營角色，她直接向 Eric Schmidt 彙報。重要的是在這個角色中她實際上大大擴展了她的權力地圖
wasn't technical but it was actually in a bisops role and she reported directly into Eric Schmidt. And what was important was that in this role she actually expanded her power map a lot
因為她處於一個如此跨職能的位置，她成為了首選的跨職能合作夥伴，她建立了她的影響力網。然後最後她遇到了 Mark
because she was in such a crossf functional position and she became like the go-to crossunctional partner and she built out her sort of like web of influence. And then finally she met Mark
Zuckerberg 在 2007 年的聖誕派對上。她...怎麼了這麼好笑？
Zuckerberg at a Christmas party in 2007. She What's so funny?
我只是在想像那個聖誕派對。07 年的 Zuck 穿著聖誕毛衣。
>> I'm just imagining that Christmas party. 07 Zuck in a Christmas sweater.
你那時...我那時七年級。
>> You were in like >> I was in seventh grade.
她那時七年級。她不能去。
>> She was in seventh grade. She couldn't make it.
我不能去。我的邀請函在郵件中丟了。我需要家長許可才能去這個校外活動。
>> I couldn't. My invite got lost in the mail. I needed parent permission to go to this field trip.
但是當她真正在這個派對上遇到 Mark Zuckerberg 時，她已經建立了她最有價值的資產，那就是她的
>> But so by the time she actually met Mark Zuckerberg at this party, she had already built out what was her most valuable asset, which was her web of um
影響力網。她在矽穀建立的所有這些不同關係的網。所以這就是為什麼他帶她上來，不只是因為她的戰略思維和她
influence. like her web of all these different relationships that she had across Silicon Valley. So that's why he brought her on not just for her like strategic mindset and her like ability
成為一個真正強大的 COO 和他的合作夥伴的能力，而是因為她的權力地圖，而且這是一個明顯跨越多個領域的權力地圖。所以不只是
to be a really strong COO and partner to him but for her power map and it was a power map notably that actually extended across multiple sectors. So not just
科技，還有政府。所以我認為主要的收穫是 Cheryl 的做法不是在她的職業生涯中試圖積累頭銜。
tech but also government. And so I think the main takeaway is that the way that Cheryl uh went about this was that she wasn't trying to accumulate titles
她是在試圖積累影響力，而且是跨越所有這些不同領域的影響力，科技、公共部門，然後最終是公司的領導。然後
throughout her career. She was trying to accumulate influence and it was actually influence across all these different sectors, tech, public sector, and then eventually leadership in a company. And
很快，我們將對比的作為負面案例是 Carol Barts，她是這個非常知名和受尊重的 CEO
then just really quickly, what we'll contrast this with as the sort of downside case is Carol Barts, who was this really well-known and respected CEO
來當 Yahoo 的 CEO。基本上她被帶來扭轉公司。但傳說是發生的事情是她把所有
who came in to be the CEO at Yahoo. And basically she was brought in to kind of turn the company around. But legend goes what happened is that she focused all
精力真正投入到轉型的戰術方面，她從來沒有花時間在公司內部建立她的權力地圖。所以
her energy into really just more the tactical aspects of the turnaround and she never took the time to like build out her power map within the company. So
當她試圖做這些相當激進的、客觀來說是正確的舉動時，她在公司內部沒有支持這些舉動的盟友。嗯。所以
when she tried to do these like pretty radical moves that you know objectively would have been the right moves, she didn't have the allies within the company to support these moves. M. So
最終她實際上是通過電話被解僱的。據說。
eventually she was actually fired through a phone call. Legend has it.
是 30 秒的語音信箱嗎？像 Joe Jonas 和 Taylor Swift 分手那樣。
>> Was it a 30 secondond voicemail? >> Allah Joe Jonas and Taylor Swift break up.
類似那樣。這可能是那個的企業版。
>> Something like that. It was >> This is probably the the corporate version of that.
那個的企業版。該死。
>> The corporate version of that. >> Damn.
但是，所以你有了。她輸掉的原因不是因為她沒有能力。她非常有能力。這就是為什麼她一開始就被放在
>> But yeah, so there you have it. Like the reason she lost out isn't because she wasn't capable. She was incredibly capable. That's why she was even put in
這個位置。但這是因為她沒有玩 Jeffrey Feffer 談到的這個權力遊戲。我認為 Jeffrey Feffer 在史丹佛總是教的是權力實際上不是
the role in the first place. But it's because she didn't play this power game that Jeffrey Feffer talks about. And I think what Jeffrey Feffer always teaches at Stanford is that power isn't actually
關於做對的。權力是關於有足夠的支持和聯盟來在你是對的時候生存。
about being right at all. Power is about having enough support and alliances to survive being right.
我希望這個麥克風是分開的，這樣我可以把它扔下去。
>> I wish this mic was separated so I could drop it.
你們喜歡那個嗎？重播它。倒回 10 秒。所以我們這部分的迷你練習是讓你畫出你自己的權力網。選擇五個人
Did you guys like that? Replay it. Just rewind 10 seconds. So our mini exercise for this section is for you to map out your own power web. Choose five people
會影響你下一個機會的。無論是加薪還是你想得到的職位還是你想成交的交易，他們是支持你的嗎？他們是中立的還是
who will influence your next opportunity. Whether it's a raise or a role that you're trying to get or a deal you're trying to close, are they advocates for you? Are they neutral or
他們不知情？選擇其中一個人這週去聯繫。那就是你的功課。我們很想看到你在下面的一些評論。
are they unaware of the situation? Pick one of those people to then connect with this week. That is your homework. And we'd love to see some of your comments
也許不是那個人的名字或任何東西，但有點像你是怎麼想的，如果你正在做這些迷你練習。是的，因為我會說你不能忽視權力
below. Maybe not the person's name or anything, but kind of how you're thinking about it and if you're doing these many exercises. Yeah, because I'll say you can't afford to ignore power
動態即使你很聰明。實際上，特別是如果你很聰明，因為沒有能見度的卓越是一個無聲的職業殺手。
dynamics even if you're brilliant. Actually, especially if you're brilliant because being excellent without visibility is a silent career killer.
天啊，所有這些東西同時是隱形的和無聲的。
Man, all these things are invisible and silent at the same time.
這其實就是為什麼它們如此危險，因為一，人們也不談論它們，而且很多時候...除了我們。
>> That's actually why they're so dangerous because one, also people don't talk about them and a lot of times >> except for us.
除了我們，而且我認為它們是隱形和無聲的，因為人們沒有意識到它正在發生。
>> Except for us and also I think they're invisible and silent because people don't realize that it's happening.
是的。而那些確實意識到它正在發生的人，他們不會告訴你，因為他們不想放棄他們的優勢。
>> Yeah. And the people that do realize that it's happening, like they're not going to tell you because they don't want to give away their edge.
是的。除了我們。除了我們。
>> Yeah. >> Except for us. >> Except for us.
我們就是不一樣。Tiger sisters。我們就是不一樣。
>> We're different like that. >> Tiger sisters. We're different like that.
好笑。我們要講的最後一個也是最終的框架是高管溝通。這個框架其實是基於 Matt Abrahams 的策略溝通課。向
That's funny. And our last and final framework that we're going to talk through is executive communication. This framework is actually based on strategic comms, a class with Matt Abrahams. Shout
Matt 致敬。去年我做 TED 演講時，我有幸與他作為溝通教練一起工作。
out to Matt. I actually had the pleasure of working with him as a communications coach when I was doing my TED talk last year.
太酷了。多好的一句話。是的。你知道，多好的一句話。
>> That's so cool. What a sentence. >> Yeah. You know, >> what a sentence.
謝謝你來參加我的 TED 演講。
>> Thanks for coming to my TED talk.
她甚至不需要炫耀。她只是說實話。
>> She doesn't even need to show off. She just speaks the truth.
好吧，我說實話。我一直想在我的 TED 演講後創建一個 Instagram 帖子，寫標題：「謝謝你來參加我的 TED
>> Well, I spits the truth. >> I always wanted to create a Instagram post after my TED talk and write the caption, "Thanks for coming to my TED
演講。」但我忘了做，時間已經過去了。但你們知道我有這個意圖。永遠不會太晚。
talk." But I forgot to do that and the time has passed. But you guys know that I had the intent. It's never too late.
永遠不會太晚。永遠不會太晚。
>> It's never too late. >> It's never too late.
好吧。也許我今天就做。那太煩人了。但總之，所以 Matt Abrahams 是那個溝通教練，我們的一位溝通
>> Fine. Maybe I'll do that today. >> That's so annoying of me. But anyways, so um Matt Abrahams was the uh comm's coach that I one of the communications
教練給了我們關於我們演講的回饋，我很高興能講一些他的建議。嗯，他談到了 Barbara Mento 創建的 SCQA 方法。
coaches that gave us feedback on our talks and I'm I'm excited to talk through some of his advice. Um and he talks about the SCQA method as created
它是關於通過這個框架清晰地溝通。是的。我認為我們會深入實際的框架，但我認為我們可以開始的收穫是
by Barbara Mento. And it's all about communication with clarity through this framework. Yeah. And I think we'll get into the actual framework, but I think the takeaway that we can start with is
你的想法只有你能清晰有效地傳達它們才有力量。我曾經認為聰明意味著給出長而詳細的解釋，但實際上在
that your ideas are only as powerful as your ability to communicate them clearly and effectively. I used to think that being smart meant giving long detailed explanations, but actually in the
商業世界中，如果你不能在 30 秒或更短的時間內說到重點，人們會走神。對吧？所以這就是 SCQA 框架的用武之地。所以 S 代表
business world, if you can't get to your point in 30 seconds or less, people will tune you out. Right? So that's where the SCQA framework comes in. So S stands for
情境。C 代表複雜情況。挑戰是什麼？Q 代表問題。我們在解決什麼？然後 A 是答案。我們實際上應該怎麼做？那麼你為什麼不給我們一個
situation. C stands for complication. What's the challenge? Q stands for question. What are we solving? And then A is answer. What should we actually do about it? So why don't you give us a
實際的例子開始？我真的很喜歡這個因為 SCQA 框架給你一種講故事的方式，讓人可以清楚地跟隨你的思路。這是一個例子。假設
practical example to start with? I really like this because the SEQA framework gives you a way to storytell so someone can clearly follow your train of thought. And here's an example. Let's
你在工作中推銷營銷支出的轉變，而不是說我們一直在測試不同的渠道，想也許我們應該試試等等等等。你應該說現在 CAC
say you're pitching a shift in marketing spend at work and instead of saying we've been testing different channels and thinking maybe we should try blah blah blah. You should say right now CAC
比 LTV 增長得更快。那是情境。如果我們不調整，我們會超支。那是挑戰或複雜情況。解決方案是什麼？
is rising faster than LTV. That's the situation. If we don't adjust, we'll overspend. That's the challenge or complication. And what's the solution?
你有點在問他們，提示他們，告訴他們會有一個解決方案出現。嗯，你給他們答案。我們把 40% 的
You're kind of asking them, prompting them, telling them that there will be a solution coming up. um you're giving them the answer. We shift 40% of our
支出轉移到 UGC 創作者。所以，這只是一種模擬你在想什麼的方式，某人可以一步一步跟隨並更清楚地理解你的溝通。
spend to UGC creators. So, it's just a a way to model out what you're thinking and someone can follow step by step and understand your communication much more clearly.
是的，我喜歡那個。我認為它乾淨、自信，而且你用一種建立信任的清晰度說話，因為清晰比聰明更有力量。
>> Yeah, I like that. I think it's clean, it's confident, and you're speaking with the type of clarity that builds trust because being clear is more powerful than being smart.
是的，我同意。我同意那個。實際上，有時候聰明或太聰明實際上會阻礙你。完全是。
Yeah, I agree with that. I agree with that. Actually, sometimes being smart or like too smart can actually hold you back. Totally.
因為你不能清楚地傳達你的想法，然後那就是為什麼，我是說我不知道我們是否應該說到那裡，但那就是為什麼很多時候 Donald
>> Because you can't convey your ideas clearly and then it's that's why I mean I don't know if we should take it there, but that's why a lot of times Donald
Trump 的溝通如此有力，因為他有點把所有東西都簡化到你能用的最簡單的詞。所以不是說：「這是令人髮指的」，他只會說
Trump's communication is so powerful because he kind of like dumbs everything down to the most simple word that you can use. So instead of being like >> this is despicable, he'll just be like
「這壞。這非常壞。」而不是說：「這是一個全面的法案，你知道會在世界各地提升人們」，而是說「又大又漂亮的
this bad. This very bad. instead of being like this is a comprehensive bill that you know will uplift people around the world who'd be like big beautiful
法案，這個法案裡有很多東西。」
bill this bill got a lot of stuff in it.
那會真的是「又大又漂亮的法案」。
>> It would be literally big beautiful bill.
是的。在我史丹佛的獲獎寫作課上，Glenn Cremon 教的，我們有一個練習來簡化我們說的話。所以我們
>> Yeah. In my winning writing class with Glenn Cremon at Stanford, we had an exercise that we would do to simplify what we were saying. And so like we
會開始上課，這只是史丹佛一個著名的寫作課。我們會打開筆記本電腦開始上課，他會放上 10 個
would start the class, this is just a famous writing class at Stanford. We would start the class with our laptops out and he would put on like 10 terms
不是那麼複雜但絕對可以簡化的術語，然後就是簡化簡化簡化。
that are not like that complicated, but they definitely can be simplified and just simplify simplify simplify.
那是一個好練習。是的，那是一個額外的迷你練習。
>> That's a good exercise. >> Yeah, >> that's like a bonus mini exercise.
一個額外的迷你練習讓你在你自己的時間做，不是在這個播客期間。哦，然後只是回到我們的案例
>> A bonus mini exercise >> for your for you to do on your own time, not during this podcast. Oh, and then just to bring it back to our case
研究，我們總是在談論實際實施這個的不同公司，SCQA 實際上在 Amazon 非常頻繁地使用，因為每次他們推出一個產品，他們
studies where we're always talking about the different companies that actually implement this, SCQA is actually used at Amazon very frequently because every time they launch a product, they
實際上會在它之前寫一個六頁的備忘錄。其中一個非常大的部分是實際上寫一個像是假的新聞發布會，關於當你
actually write a six-page memo ahead of it. And a very big part of it is actually writing a sort of like fake press briefing of like what the product
嗯，當它被推出時產品會是什麼。那部分他們使用 SCQA。
would be when you um when it's being launched. And that part they use SCQA.
他們在 Amazon 的新聞稿中使用 SCQA 的方式是解釋問題、用戶痛點和產品清楚地解決什麼。非常簡單易懂。
And the way that they use SCQA in this press release at Amazon is to explain the problem, the user pain point, and what the product clearly solves. It's very simple and easy to understand.
好的。然後一個這次非常快的迷你練習。想一個你正在處理的問題。用 SCQA 寫出來然後大聲說出來。
Okay. And then a really quick mini exercise this time. Think about a problem that you're working on. Write it out using SCQA and then say it out loud.
就這樣。那就是你整個推銷。如果你想更進一步，實際上把你寫的東西拿來讀給你的
That's it. That's your entire pitch. And if you want to take it to the next level, actually take what you take what you wrote and read it out to your
朋友聽。如果你的朋友能用一句話重複你的想法，那你就做對了。如果不能，再試一次。
friend. And if your friend can repeat back your idea in one sentence, then you've done it right. If not, try again.
所以，這三個框架中的每一個都幫助改變了我們的職業生涯。
So, every single one of these three frameworks helped change our careers.
我們每天都使用這些來建立我們的公司、我們一起的創業公司，但我們也在現實生活中與朋友、伴侶和我們
And we use these daily to build our company, our startup together, but we also use them in real life with our friends, our partners, and some of the
分享的一些例子一起使用。是的。所以，如果這集有趣或有幫助或你喜歡它，想像一下接下來會有什麼。所以，請訂閱 Tiger Sisters 播客這樣你可以
examples that we shared. Yeah. So, if this episode was interesting or helpful or you enjoyed it, just imagine what's coming next. So, please subscribe to Tiger Sisters podcast so that you can be
在我們下次發布時收到通知。如果你在 Apple 或 Spotify 上聽這個播客，請給我們五星評價。這真的只需要
notified the next time we drop an episode. And if you're listening to this podcast on Apple or Spotify, please give us a five-star review. It really just
5 秒就能做到，它幫助其他人發現我們的播客。是的。
takes 5 seconds to do so and it helps other people discover our podcast. Yes.
還有訂閱我們的通訊，Tiger Sisters 通訊，會在描述中連結。還有把這一集發給朋友。事實上，發給你認識的每個人，
And also subscribe to our newsletter, Tiger Sisters newsletter, which is going to be linked in the description. And also send this episode to a friend. In fact, send it to everyone you know,
你接觸過的每一個人，因為這真的幫助我們。
every single person you've ever come in contact with because it really helps us.
謝謝，夥計們。我們下次見。拜拜。
Thanks, guys. We'll see you next time. Bye.
謝謝大家。我們下次見。再見！
點擊句子跳轉到對應位置
You're doing everything right at work. You're hitting deadlines, being a team player, overd delivering, but somehow they still don't see you as a leader. I spent over $250,000
你在工作上什麼都做對了。你按時完成、做個團隊合作者、超額交付，但不知怎的他們還是不把你當領導者看。我花了超過 25 萬美元
on my Stanford MBA. And yes, I learned the hard skills, the frameworks, the case studies, the mental models, but honestly, the most important things were the soft skills that are kind of
在我的史丹佛 MBA 上。是的，我學了硬技能、框架、案例研究、心智模型，但老實說，最重要的是那些有點
invisible. And these are the mental operating systems that help you build trust, influence, and to actually lead your team, your manager, your clients, your investors, pretty much everyone
隱形的軟技能。這些是幫助你建立信任、影響力，以及真正領導你的團隊、你的經理、你的客戶、你的投資者，基本上是週圍每個人的心智作業系統。
around you. And so today, we're going over the three most powerful frameworks I learned at Stanford's business school and how we apply them to our everyday lives. I'm Sheree. I'm Jean. And we're
所以今天，我們要講我在史丹佛商學院學到的三個最強大的框架，以及我們如何把它們應用到日常生活中。我是 Sheree。我是 Jean。我們是
the Tiger Sisters. >> We are the internet's Wall Street and Silicon Valley big sisters. And we're a top 10 business podcast on Spotify where we talk about money, power, and love.
Tiger Sisters。我們是網路上的華爾街和矽穀大姐姐。我們是 Spotify 上前 10 名的商業播客，談論金錢、權力和愛情。
And this is part three of what I learned at Stanford GSB. So, if you haven't seen part one or part two, go back after this episode and binge those. And just like
這是我在史丹佛 GSB 學到什麼的第三部分。所以，如果你還沒看過第一部分或第二部分，這集結束後回去追看。就像
we did for our everything I learned at Harvard Business School series, we are actually going to go through um case studies of different companies just like we do for business school. And we're
我們在《我在哈佛商學院學到的一切》系列中做的，我們實際上要像商學院一樣，通過不同公司的案例研究。我們
also going to do a mini exercise for each of the frameworks so you can practice it as we go along in the episode. All right, let's get into it.
還要為每個框架做一個迷你練習，這樣你可以在節目中邊聽邊練習。好的，讓我們開始吧。
So, first up, nobody teaches women at work how to be powerful and direct without being called also intimidating or but Stanford did. That's up right after this. Applying to business
首先，沒人教女性在工作中如何有權力和直接而不被稱為嚇人或強勢。但史丹佛教了。那個就在廣告之後。申請商學
schools, it's a lot. We know every decision feels high stakes. Where to apply? When to apply, how do you stand out? You're googling everything alone, hoping you're not making a huge mistake.
院，壓力很大。我們知道每個決定都感覺高風險。在哪裡申請？什麼時候申請，如何脫穎而出？你獨自 Google 所有東西，希望你沒有犯大錯。
Those months applying to business school, they were some of the most stressful of my life. Having an expert to guide you through the complicated application process. That's a game changer.
那些申請商學院的幾個月，是我人生中壓力最大的幾個月。有一個專家指導你度過複雜的申請過程。那是一個改變遊戲規則的人。
>> And that's why we've partnered with MBA Mission. They're offering Tiger Sisters listeners free personalized one-on-one MBA consultations. You can ask their experts anything and get advice you can
這就是為什麼我們與 MBA Mission 合作。他們為 Tiger Sisters 的聽眾提供免費的個人化一對一 MBA 諮詢。你可以問他們的專家任何問題，得到你可以
use right away. The essays, the interviews, sharpening your own personal narrative. Think of them as your own personal counselors to help you with the entire process. They are the leaders in
立即使用的建議。論文、面試、打磨你自己的個人敘事。把他們當作你自己的私人顧問，幫助你完成整個過程。他們是
MBA missions consulting and I wish I knew about them when I was applying. So go to mbammission.com/conult and pick Tigersisters in the drop-own menu to claim your free consultation
MBA 任務諮詢的領導者，我希望我申請的時候就知道他們。所以去 mbammission.com/conult，在下拉選單中選擇 Tigersisters 來申請你的免費諮詢
today. Book now before the calendar fills up. Check out the episode description. We have a special discount for Tiger Sisters listeners for MBA missions special on demand platform.
今天。在日曆填滿之前現在就預訂。查看節目描述。我們為 Tiger Sisters 聽眾提供 MBA mission 特別按需平臺的特別折扣。
They have over 25 hours of videos that take you step by step in the application process. All right, now back to our show. Okay, let's do the first framework
他們有超過 25 小時的影片，逐步帶你完成申請過程。好的，現在回到我們的節目。好的，讓我們做第一個框架
which is giving feedback the right way. So this is rooted in Stamford's infamous course which is called TouchyFey and it's officially called interpersonal dynamics and it's all about how to give
就是以正確的方式給回饋。這根植於史丹佛著名的課程，叫做 TouchyFeely，官方名稱是人際動態，它是關於如何
feedback the right way and it's not just used in Stanford, it's also a really big part of now Netflix's culture deck.
以正確的方式給回饋，它不只在史丹佛使用，它現在也是 Netflix 文化手冊的一個非常重要的部分。
Yeah, this class is extremely competitive to get into. You have to rank it very high. I feel lucky because I ranked it and I was able to get into
是的，這門課非常競爭才能進去。你必須把它排得很前面。我很幸運因為我把它排得很高，我能夠進入
it and I took this class last winter.
而且我去年冬天上了這門課。
>> Yeah. Actually, side note, my ex like 15 years ago went to Stanberg GSB and we like broke up, but then he broke no contact to tell me that taking this
是的。其實，題外話，我 15 年前的前任去了史丹佛 GSB，我們分手了，但後來他打破不聯絡來告訴我上這門
class changed his life. And he like sent me all these notes from it, which I don't think I ever read at the time, but he was like, "This class is amazing. It
課改變了他的人生。他給我發了所有這些筆記，我當時可能從沒讀過，但他說：「這門課太棒了。它
changed my life. Everybody cries." >> Yeah. It's kind of a right of passage for people to cry in the class. Not that like the facilitators are doing it on
改變了我的人生。每個人都會哭。」是的。在這門課上哭是一種成年禮。不是說導師是故意
purpose or anything, but like so much of self-discovery comes out in this class that it just happens naturally.
這樣做的，但是這門課中有很多自我發現，它就自然發生了。
>> Okay. Well, so you guys are going to get the learnings without even having to cry.
好的。那麼，你們將得到這些學習，甚至不需要哭。
>> Maybe maybe they'll cry while watching this. I don't know.
也許他們看這個的時候會哭。我不知道。
>> Or receive notes from your your your ex breaking no contact.
或者收到你前任打破不聯絡發來的筆記。
>> One of the biggest parts of this class is a training session that you do with a group. And basically you sit in a circle with 12 other of your classmates and for
這門課最大的部分之一是你和一個小組做的培訓課程。基本上你和 12 個其他同學坐成一圈，然後
like three hours there's no curriculum. You just sit in the circle and people will start to say something. You like wait for someone to say something and then conflict will kind of automatically
大約三個小時沒有課程。你就坐在圈裡，人們會開始說一些事情。你等待某人說一些事情，然後衝突會自動
arise and then you have to say like when you said this I felt this and we learned the SBI framework which is really important to giving feedback.
產生，然後你必須說：「當你說這個時我感覺這樣」，我們學了 SBI 框架，這對給回饋非常重要。
>> Wait, so you just like sit in a circle for 3 hours and you have to like kind of like diss each other?
等等，所以你就坐成一圈 3 小時，然後你必須像是互相吐槽？
You don't diss each other, but it naturally comes up. You just imagine sitting for 3 hours in a circle. You're just waiting for someone to say something.
你不是吐槽對方，但這自然會出現。你想像一下坐在圈裡 3 小時。你就等著某人說些什麼。
>> Okay. And so you have to start with kind of a complaint or a lament or something or giving feedback. Giving feedback >> kind of or like you kind of comment on
好的。所以你必須以抱怨或哀嘆或什麼開始或給回饋。給回饋或者你有點評論
what is going on in the dynamic. Like someone will be like going like this or something and then a classmate will be like, "Frederick, can you stop doing
動態中正在發生什麼。比如有人會這樣做，然後一個同學會說：「Frederick，你能停止做
that? It's like really annoying me." But Frederick's like, "Um, I have like a tick and I have to do it." >> What? This is wild.
那個嗎？那真的讓我很煩。」但 Frederick 說：「嗯，我有個習慣，我必須這樣做。」什麼？這太瘋狂了。
>> Frederick's like, "I have a tick and I This is like makes me feel really comfortable." And by you saying that, like, "You want me to stop? Like, that's
Frederick 說：「我有個習慣，這讓我感覺很舒服。」然後你說：「你要我停止？那有點
kind of crossing my boundaries." And everyone's just like, "What is going on?" And then Frederick and this other person will kind of go back and forth.
越過我的界限了。」然後每個人都在想：「發生了什麼事？」然後 Frederick 和這個其他人會來回交流。
And then another person will jump in and be like, "When you gave feedback to Frederick, I thought it was really, really callous. you didn't consider like that's like the curriculum for this
然後另一個人會跳進來說：「當你給 Frederick 回饋時，我覺得那真的非常無情。你沒有考慮...」那就是這門課
class for three hours and Okay. >> Yeah. It's pretty intense and as you can see it can kind of escalate.
三個小時的課程。好的。是的。這相當激烈，正如你所見，它可以有點升級。
>> Yeah. >> But the point of that is that so that you can actually learn and then practice the framework. Right.
是的。但這樣做的目的是讓你可以真正學習然後練習這個框架。對。
>> Exactly. You can learn how to give feedback and also receive feedback in a way that makes you more empathic and you understand and like how the other person is feeling. Okay.
完全正確。你可以學習如何給回饋，也可以以一種讓你更有同理心、理解對方感受的方式接受回饋。好的。
>> So, I'd love for you to share a little bit more about the SBI framework that we learned.
那麼，我希望你能多分享一些我們學到的 SBI 框架。
>> Yeah. Okay. So, the SBI model, S stands for situation, B stands for behavior, and then I stands for impact. So, basically what you're supposed to do is
是的。好的。所以，SBI 模型，S 代表情境，B 代表行為，然後 I 代表影響。所以，基本上你應該做的是
use each of these three to give your feedback. So, situation, when and where did this happen, your lament, B, behavior, talk about what the person did objectively with no judgment. And then I
使用這三個中的每一個來給你的回饋。所以，情境，這什麼時候和在哪裡發生的，你的哀嘆，B，行為，客觀地談論那個人做了什麼，沒有評判。然後 I
you talk about the impact of how it made you feel or what the effect of their behavior was.
你談論它如何讓你感覺或他們行為的影響是什麼。
>> Yeah. And I think the most important thing here is that the feedback is very specific. It's not vague. And I think I'm also I suffer from from this as
是的。我認為這裡最重要的是回饋非常具體。它不是模糊的。我認為我也有這個問題。
well. Like if you're giving feedback at work, you want it to be as specific as possible to the situation. So that's how people kind of know and contextualize
就像如果你在工作中給回饋，你想讓它盡可能具體到那個情境。這樣人們才能知道和語境化
your feedback and have a way to improve.
你的回饋並有改進的方式。
The most important thing is that the feedback is grounded in observation.
最重要的是回饋是基於觀察的。
It's very specific observation that no one can contest. It's like this is the observed behavior that we both saw and it's how it made me feel. Yeah. And Stanford professors, they emphasize that
它是非常具體的觀察，沒有人可以反駁。就像這是我們都看到的觀察到的行為，這是它讓我的感覺。是的。史丹佛教授強調
a lot of times the reason why feedback fails is because most of the time people jump straight to the impact, right?
很多時候回饋失敗的原因是因為大多數時候人們直接跳到影響，對吧？
People say, "Well, you made me feel bad because XYZ instead of actually doing the first two parts were the two parts first situation and behavior." Actually, the most important thing that I took
人們說：「嗯，你讓我感覺不好因為 XYZ」而不是實際做前兩個部分，先做情境和行為。其實，我從 TouchyFeely 帶走的最重要的事情
away from TouchyFey is not really the you made me feel bad. It was more the I felt bad when this happened, you know, because then we when I say when, it's
不是真的「你讓我感覺不好」。更多的是「當這發生時我感覺不好」，你知道，因為當我說「當」時，這
like the behavior and we can both agree that that happened. And a key distinguishing factor there is intent versus impact. And something that we learned is that you're never supposed to
就像行為，我們都可以同意那發生了。一個關鍵的區分因素是意圖與影響。我們學到的是你永遠不應該
assume the intent of another person. You have no idea what's going on in their mind. We call that crossing the net.
假設另一個人的意圖。你不知道他們腦子裡在想什麼。我們稱之為「越過網子」。
You'll never, you know, cross into what is going on in someone else's head. So don't assume intent, but you can talk about impact and how someone's behavior impacted you. And so by using this
你永遠不會，你知道，越過到別人腦子裡在想什麼。所以不要假設意圖，但你可以談論影響以及某人的行為如何影響了你。通過使用這個
framework, what you can actually do is you can diffuse the defensiveness that people usually typically have when you start, you know, when you go with them straight with the impact. And so this is
框架，你實際上可以做的是化解人們通常在你開始時，當你直接用影響去找他們時會有的防禦性。所以這是
a really good and like grounded framework for giving impact both in your personal and your professional lives.
一個非常好的、紮實的框架，用於在你的個人和職業生活中給影響。
>> Giving feedback. >> Yeah. Sorry. Giving feedback. And actually I have used it in giving feedback um in my personal life. And it worked
給回饋。是的。抱歉。給回饋。實際上我在我的個人生活中用過它給回饋。而且有效
>> to whom? um to like a guy I was dating.
對誰？嗯，對一個我約會的男生。
I gave him some feedback about >> You use SBI?
我給他一些回饋關於...你用了 SBI？
>> Yeah. Well, I used I especially intentionally used the thing you just said, which is saying like, oh, like I felt XYZ or like, oh, when you did this,
是的。嗯，我特別有意識地使用了你剛說的那個，就是說，哦，我感覺 XYZ 或者，哦，當你做了這個，
when this happened and you did this or this situation occurred, I felt XYZ. So that it was more about like me and not so much like you did this.
當這發生了你做了這個或這個情況發生了，我感覺 XYZ。這樣更多是關於我而不是你做了這個。
>> Yes. >> So, and it it worked. It worked well.
是的。而且它有效。它效果很好。
>> Yeah. They were very receptive. >> Oh, that's great.
是的。他們非常接受。哦，太好了。
>> Yeah. And then they even said like, "Thanks for telling me that." >> Oh, >> yeah. Like, I'm really glad we talked about that. Which I was like, "Oh, really?" >> A great response.
是的。然後他們甚至說：「謝謝你告訴我那個。」哦，是的。我很高興我們談了那個。這讓我覺得：「哦，真的？」一個很好的回應。
>> Wow. >> Yeah. >> Um, results may vary. I don't recommend trying this on uh your parents if they are immigrant, if they are immigrants and they you guys have not had this
哇。是的。嗯，結果可能會有所不同。我不建議在你的父母身上試這個，如果他們是移民，如果他們是移民而你們之前沒有過這個
conversation before because results may vary. >> Yeah. or just know results may vary.
對話，因為結果可能會有所不同。是的。或者只是知道結果可能會有所不同。
Yeah. Or Yeah. We are not liable. Um and it's actually not just used at Stanford. It's actually a framework that's used in a lot of corporate settings. So at Microsoft they train all
是的。或者是的。我們不負責任。嗯，它實際上不只是在史丹佛使用。它實際上是一個在很多企業環境中使用的框架。所以在微軟他們培訓所有
of their new managers in SBI because it's part of their perform performance review system. And also I know that at Adobe they actually were using SBI to move away from their annual reviews and
新經理學習 SBI，因為它是他們績效考核系統的一部分。而且我知道在 Adobe 他們實際上用 SBI 來擺脫他們的年度考核，
um apparently it increased employee satisfaction. And I feel like uh a real life example so that you guys can kind of see what this looks like in the
顯然這增加了員工滿意度。我覺得一個真實的例子，這樣你們可以看到這在
workplace and in a personal life. So in the workplace it might sound like this.
工作場所和個人生活中是什麼樣子。所以在工作場所可能聽起來像這樣。
In yesterday's client pitch, that's the situation. You interrupted me.
在昨天的客戶提案中，那是情境。你打斷了我。
>> You interrupted me. No, it didn't. >> While I was presenting our strategy, that is the observed behavior that no one can contest for the most part. And
你打斷了我。不，沒有。當我在展示我們的策略時，那是沒有人可以反駁的觀察到的行為。而且
it made me feel pretty undermined and less confident in front of the client.
這讓我在客戶面前感到相當被貶低和不自信。
And that is the impact. >> Mhm. And again, it's the it made me feel or I felt right.
那是影響。嗯。再說一次，是「它讓我感覺」或「我感覺」，對吧。
>> Yes. >> Um, okay. Another example that is more personal that you can use with like a partner or a roommate or something >> is it would go something like this. When
是的。嗯，好的。另一個更個人的例子，你可以和伴侶或室友或什麼人使用，會是這樣。當
you left the dishes in the sink last night situation, even though we agreed on cleanup behavior, I felt like my time and effort weren't being respected.
你昨晚把碗盤放在水槽裡，情境，即使我們同意清理行為，我感覺我的時間和努力沒有被尊重。
Impact, you Yeah. So, I think it sounds simplistic.
影響，你是的。所以，我認為這聽起來很簡單。
So, I we would love for you guys to practice this. We have a mini exercise for you. So, maybe think of a moment where you felt really frustrated with
所以，我們希望你們練習這個。我們有一個迷你練習給你。所以，也許想一個你對
something or with someone and just write it out. write out the situation, the observed behavior, and the impact, how it affected you. And if you say it out
某事或某人感到非常沮喪的時刻，然後寫下來。寫下情境、觀察到的行為和影響，它如何影響了你。如果你大聲
loud, kind of the in the way that Gan and I practiced, um, it feels you can you can tell it feels less confrontational and more conversational.
說出來，有點像 Jean 和我練習的方式，嗯，它感覺...你可以告訴它感覺不那麼對抗性，更像對話。
And it's actually like just reflecting on it, I think it's kind of amazing that just a small change in syntax. Like it doesn't seem like it's such a big change
實際上只是反思它，我認為只是一個小小的語法變化就有點驚人。它看起來不像是一個很大的改變
to say like you made me feel versus I felt or like to to you know put stuff in this specific order when you're giving your your someone feedback. But it
說「你讓我感覺」對比「我感覺」，或者當你給某人回饋時按這個特定順序放東西。但它
really does make a difference. Like it's actually >> it's really cool.
真的有區別。就像它實際上...它真的很酷。
>> Yeah. >> To a bit disarming. >> Yeah.
是的。有點解除武裝。是的。
>> Yeah. It's like the power of language.
是的。這就是語言的力量。
>> Yeah. Sometimes I use it on you.
是的。有時候我在你身上用。
>> Okay. Do you do you realize that?
好的。你意識到嗎？
>> Um if not that's good. That means it's woven in seamlessly.
嗯，如果沒有那很好。那意味著它無縫地融入了。
You're you're you've had many many hours of practice.
你...你已經練習了很多很多小時。
>> Yeah, I've had a lot of practice with this. And as Gene knows, I'm in my confrontational phase of my life. So that like if something if something
是的，我在這方面練習了很多。正如 Jean 知道的，我正處於人生的對抗階段。所以如果什麼事情如果什麼事情
bothers me, I will share it, but not in a confrontational sorry, not in like a mean confrontational way. I just like don't bottle things in anymore. I'm more willing to express it. And honestly,
困擾我，我會分享它，但不是以一種對抗的，抱歉，不是以一種刻薄的對抗方式。我只是不再把事情憋在心裡。我更願意表達它。老實說，
using SBI and then one last, okay, one last extra level up, if you want, you can actually take SBI and use it the opposite way to actually ask for for
使用 SBI，然後最後一個，好的，最後一個額外的升級，如果你想，你實際上可以用相反的方式使用 SBI 來請求
feedback. So for example, you can say when I shared the product plan in the meeting situation, what stood out to you about how I presented it? B behavior and
回饋。所以例如，你可以說：「當我在會議上分享產品計劃時，情境，我展示它的方式有什麼突出的？」B 行為，
what was the impact on the team's decision-m I impact. And that's how you grow faster. Don't just wait for feedback, design for it. Okay? So giving feedback actually gets you heard. But
對團隊決策的影響是什麼？I 影響。這就是你如何更快成長。不要只是等待回饋，為它設計。好嗎？所以給回饋實際上讓你被聽到。但
this next one is what keeps you remembered. It's the difference between being respected and then being promoted.
這下一個是讓你被記住的。這是被尊重和被晉升之間的區別。
So don't skip this next one. and we'll get to the next framework right after this break. Quick pause, Tiger fam. This is Sheree and we just dropped a brand
所以不要跳過下一個。我們將在這個休息後進入下一個框架。快速暫停，Tiger 家族。我是 Sheree，我們剛剛推出了一個全新的
new listener survey. It's different from the audience survey that you hopefully already filled out. It's 10 quick questions and 2 minutes max. Your support keeps the episodes free and publishing weekly. Why? Because your
聽眾調查。它和你希望已經填寫的受眾調查不同。是 10 個快速問題，最多 2 分鐘。你的支持讓節目保持免費和每週發布。為什麼？因為你的
answers tell future sponsors that Tiger Sisters is a show worth investing in.
回答告訴未來的贊助商 Tiger Sisters 是一個值得投資的節目。
That means better partners, stronger episodes, and no random ads you don't care about. Tap the listener survey link in the description right after this episode. Knock it out and help us keep
那意味著更好的合作夥伴、更強的節目，沒有你不關心的隨機廣告。在這集結束後點擊描述中的聽眾調查連結。快速完成它，幫助我們繼續
building a podcast that feels made for you. Thank you from the bottom of our hearts for being the best part of Tiger Sisters. Now, back to the show. And
建設一個感覺為你量身定做的播客。從我們心底感謝你成為 Tiger Sisters 最好的一部分。現在，回到節目。然後
we're back. Okay, so framework two is actually called power mapping. And this is based on an infamous uh Stanford class called Paths to Power by Jeffrey Feffer. Yeah, I didn't actually take
我們回來了。好的，框架二其實叫做權力地圖。這是基於一門著名的史丹佛課程，由 Jeffrey Feffer 教授的《通往權力之路》。是的，我實際上沒有上
this class, but I have so many friends who did. It's one of those really famous classes that you need to u prioritize in order to get in. But the biggest
這門課，但我有很多朋友上過。這是那些真正著名的課程之一，你需要優先排序才能進去。但這門課最大的
takeaway from this class is that success isn't always about merit. It's about understanding influence, visibility, and alliances. And if you don't understand power, you'll lose to people who do.
收穫是成功不總是關於功績。它是關於理解影響力、能見度和聯盟。如果你不理解權力，你會輸給那些理解的人。
>> That sounds threatening. >> It is a threat.
這聽起來很有威脅。這是一個威脅。
Right. And power is definitely not the same thing as title. So what Feffer teaches in this class is that power is about who controls the resources, who's influencing decisions, and who's
對。而且權力絕對不等於頭銜。所以 Feffer 在這門課上教的是權力是關於誰控制資源、誰在影響決策、誰
actually pulling the strings behind the scenes. This is something that really rings true for me. Um, and it's something that I feel like I was subject
實際上在幕後操縱一切。這對我來說非常真實。嗯，這是我覺得我被
to, I was a part of, that I actually benefited from for the first half of my career, all without me actually noticing or like really knowing what was going on.
影響的、我是其中一部分的、我實際上在我職業生涯的前半段受益的東西，而我實際上沒有注意到或真正知道發生了什麼。
>> And then I think this is not something that I actually realized until the last six years of my career and like maybe didn't even start to implement or like
然後我認為這不是我實際上意識到的東西，直到我職業生涯的最後六年，可能甚至沒有開始實施或
play a part in until the last three years.
參與直到最後三年。
>> Yeah. Uh because I think when you're early in your career, like a lot of things happened behind the scenes with the higherups and the execs and your
是的。因為我認為當你職業生涯早期時，很多事情在幕後與高層和高管和你的
boss and your boss's boss that you're kind of not privy to, but as you get more senior, you're looped into those conversations and you kind of understand
老闆和你老闆的老闆發生，你有點不知情，但當你變得更資深時，你被納入那些對話，你有點理解
a little bit more about how the sausage is made like in the political environment at work. So then you're like a part of it, right? and actually becomes your job to influence these
更多關於在工作的政治環境中香腸是怎麼做的。所以然後你是其中一部分，對吧？實際上變成你的工作去影響這些
decisions and kind of I guess maneuver in a way to help your team and like progress your goal. I mean it sounds kind of mchavelian because it is and
決策，有點我猜以一種幫助你的團隊並推進你的目標的方式操作。我是說這聽起來有點馬基維利式的，因為它確實是，
it's not saying that this is like the only way to do things. That's like one of Jeffrey Feffer's like starting overtures or something.
但這不是說這是做事的唯一方式。那是 Jeffrey Feffer 的開場聲明之一什麼的。
>> Yeah. >> Premise. >> Yeah. Starting um preface >> disclaimers.
是的。前提。是的。開場嗯前言免責聲明。
>> Yeah. It's one of Jeffrey Feffer's like starting disclaimers at the class is that he's saying what he believes to be true. It's not the only uh way to go
是的。這是 Jeffrey Feffer 在課堂上的開場免責聲明之一，他說的是他相信是真的。這不是唯一的方式去
about life or go about like work relationships or politics at work.
處理生活或處理工作關係或工作政治。
There's other ways to do it, but you should at least know that these are the power dynamics and power moves that some people abide by and some people are, you
還有其他方式，但你至少應該知道這些是一些人遵守的權力動態和權力行動，一些人
know, moving the chess pieces around. So, just like be aware that they exist.
你知道，在移動棋子。所以，只是要意識到它們的存在。
And this class is also guest lecture-based. So, Professor Feffer invites people into his class who have made those power moves and they share stories of where those power moves really worked out for them.
這門課也是基於客座講座的。所以，Feffer 教授邀請做過這些權力行動的人到他的課堂上，他們分享那些權力行動真正對他們有用的故事。
>> This class sounds so good. I wish I could have taken it.
這門課聽起來太棒了。我希望我能上。
>> Yeah, I didn't take it, but like I said, a lot of my friends did. And honestly, some of them gave very mixed reviews.
是的，我沒有上，但就像我說的，我很多朋友上過。老實說，他們中的一些人給了非常混合的評價。
Many people enjoyed the class cuz they're like, "Oh my god, I never even thought about that. That's so smart of how to like gain influence and power."
很多人喜歡這門課因為他們說：「天哪，我從沒想過那個。那如何獲得影響力和權力真是太聰明了。」
And then other people came out of the class being like disgusted. They're like, "I cannot believe people do this or think this way or treat other people
然後其他人上完課後感到噁心。他們說：「我不敢相信人們會這樣做或這樣想或這樣對待其他人
that way in order to get ahead." But like I guess their eyes >> pawns on a chessboard.
以便領先。」但我猜他們的眼睛...棋盤上的棋子。
>> Pawns on a chessboard. It's very house of cards. Um and yeah, I think it's up to um viewer discretion, right?
棋盤上的棋子。這非常《紙牌屋》。嗯，是的，我認為這取決於觀眾自行判斷，對吧？
>> On the chessboard of your life. Are you going to be the queen or are you going to be a pawn?
在你生命的棋盤上。你要當皇後還是當棋子？
>> God damn. Well, it's up to your discretion, right? you you get to choose what is within your bounds of feeling comfortable to implement.
天啊。嗯，這取決於你自己的判斷，對吧？你可以選擇在你的舒適範圍內實施什麼。
>> Yeah. And also um Jeffrey Feffr wrote uh professor Feffer wrote a book about it too. Yes. So like even if you can't take the class if this is really interesting
是的。而且 Jeffrey Feffer 也寫了一本關於它的書。是的。所以即使你不能上這門課，如果這對你真的很有趣
to you as a follow-up you should buy or borrow the book and we'll link to it in the the notes for this.
作為後續你應該買或借這本書，我們會在這個的筆記中連結它。
>> Actually one of the reasons why I didn't take the class is because older students said you could just read the book and it's basically the class. Mine is the
其實我沒上這門課的原因之一是因為老學長說你可以只讀這本書，它基本上就是這門課。除了
guest lectures. Okay, cool. Or other people say you could just watch Tiger Sisters this episode and learn.
客座講座。好的，酷。或者其他人說你可以只看 Tiger Sisters 這一集並學習。
>> Yes, I think a lot of people have said that as well.
是的，我認為也有很多人這樣說過。
>> Or they will say that too. >> They will say that once you send them this video, they will say that. Okay.
或者一旦你把這個影片發給他們，他們也會這樣說。他們會這樣說的。好的。
So, I wanted to give you guys a case study and I have a really interesting one here which is actually contrasting two people. One who did power mapping
所以，我想給你們一個案例研究，我這裡有一個非常有趣的，實際上是對比兩個人。一個似乎做對了權力地圖
seemingly all right and one who did it seemingly all wrong. So, the one who did it right is Cheryl Samberg. So she's pretty, you know, wellknown and I think
而一個似乎完全做錯了。所以，做對的那個是 Cheryl Sandberg。她相當，你知道，知名，我認為
what a lot of people don't know is that she actually started her career not in tech but in government. So she was the chief of staff at the US secretary which
很多人不知道的是她其實不是從科技開始她的職業生涯，而是從政府。所以她是美國財政部部長的幕僚長，
is where she kind of first US sorry at the US Treasury which is um where she kind of first learned to understand where power sits behind the scenes and she was basically learning influence.
那是她第一次學會理解權力在幕後坐在哪裡，她基本上是在學習影響力。她在學習決策是如何在一個非常高的層面做出的。
She was learning how decisions are made at a very high level. Then the next step that she did was she joined Google but not in a technical role because she
然後她做的下一步是加入 Google，但不是技術角色，因為她不是技術出身，而是商務運營角色，她直接向 Eric Schmidt 彙報。重要的是在這個角色中她實際上大大擴展了她的權力地圖
wasn't technical but it was actually in a bisops role and she reported directly into Eric Schmidt. And what was important was that in this role she actually expanded her power map a lot
因為她處於一個如此跨職能的位置，她成為了首選的跨職能合作夥伴，她建立了她的影響力網。然後最後她遇到了 Mark
because she was in such a crossf functional position and she became like the go-to crossunctional partner and she built out her sort of like web of influence. And then finally she met Mark
Zuckerberg 在 2007 年的聖誕派對上。她...怎麼了這麼好笑？
Zuckerberg at a Christmas party in 2007. She What's so funny?
我只是在想像那個聖誕派對。07 年的 Zuck 穿著聖誕毛衣。
>> I'm just imagining that Christmas party. 07 Zuck in a Christmas sweater.
你那時...我那時七年級。
>> You were in like >> I was in seventh grade.
她那時七年級。她不能去。
>> She was in seventh grade. She couldn't make it.
我不能去。我的邀請函在郵件中丟了。我需要家長許可才能去這個校外活動。
>> I couldn't. My invite got lost in the mail. I needed parent permission to go to this field trip.
但是當她真正在這個派對上遇到 Mark Zuckerberg 時，她已經建立了她最有價值的資產，那就是她的
>> But so by the time she actually met Mark Zuckerberg at this party, she had already built out what was her most valuable asset, which was her web of um
影響力網。她在矽穀建立的所有這些不同關係的網。所以這就是為什麼他帶她上來，不只是因為她的戰略思維和她
influence. like her web of all these different relationships that she had across Silicon Valley. So that's why he brought her on not just for her like strategic mindset and her like ability
成為一個真正強大的 COO 和他的合作夥伴的能力，而是因為她的權力地圖，而且這是一個明顯跨越多個領域的權力地圖。所以不只是
to be a really strong COO and partner to him but for her power map and it was a power map notably that actually extended across multiple sectors. So not just
科技，還有政府。所以我認為主要的收穫是 Cheryl 的做法不是在她的職業生涯中試圖積累頭銜。
tech but also government. And so I think the main takeaway is that the way that Cheryl uh went about this was that she wasn't trying to accumulate titles
她是在試圖積累影響力，而且是跨越所有這些不同領域的影響力，科技、公共部門，然後最終是公司的領導。然後
throughout her career. She was trying to accumulate influence and it was actually influence across all these different sectors, tech, public sector, and then eventually leadership in a company. And
很快，我們將對比的作為負面案例是 Carol Barts，她是這個非常知名和受尊重的 CEO
then just really quickly, what we'll contrast this with as the sort of downside case is Carol Barts, who was this really well-known and respected CEO
來當 Yahoo 的 CEO。基本上她被帶來扭轉公司。但傳說是發生的事情是她把所有
who came in to be the CEO at Yahoo. And basically she was brought in to kind of turn the company around. But legend goes what happened is that she focused all
精力真正投入到轉型的戰術方面，她從來沒有花時間在公司內部建立她的權力地圖。所以
her energy into really just more the tactical aspects of the turnaround and she never took the time to like build out her power map within the company. So
當她試圖做這些相當激進的、客觀來說是正確的舉動時，她在公司內部沒有支持這些舉動的盟友。嗯。所以
when she tried to do these like pretty radical moves that you know objectively would have been the right moves, she didn't have the allies within the company to support these moves. M. So
最終她實際上是通過電話被解僱的。據說。
eventually she was actually fired through a phone call. Legend has it.
是 30 秒的語音信箱嗎？像 Joe Jonas 和 Taylor Swift 分手那樣。
>> Was it a 30 secondond voicemail? >> Allah Joe Jonas and Taylor Swift break up.
類似那樣。這可能是那個的企業版。
>> Something like that. It was >> This is probably the the corporate version of that.
那個的企業版。該死。
>> The corporate version of that. >> Damn.
但是，所以你有了。她輸掉的原因不是因為她沒有能力。她非常有能力。這就是為什麼她一開始就被放在
>> But yeah, so there you have it. Like the reason she lost out isn't because she wasn't capable. She was incredibly capable. That's why she was even put in
這個位置。但這是因為她沒有玩 Jeffrey Feffer 談到的這個權力遊戲。我認為 Jeffrey Feffer 在史丹佛總是教的是權力實際上不是
the role in the first place. But it's because she didn't play this power game that Jeffrey Feffer talks about. And I think what Jeffrey Feffer always teaches at Stanford is that power isn't actually
關於做對的。權力是關於有足夠的支持和聯盟來在你是對的時候生存。
about being right at all. Power is about having enough support and alliances to survive being right.
我希望這個麥克風是分開的，這樣我可以把它扔下去。
>> I wish this mic was separated so I could drop it.
你們喜歡那個嗎？重播它。倒回 10 秒。所以我們這部分的迷你練習是讓你畫出你自己的權力網。選擇五個人
Did you guys like that? Replay it. Just rewind 10 seconds. So our mini exercise for this section is for you to map out your own power web. Choose five people
會影響你下一個機會的。無論是加薪還是你想得到的職位還是你想成交的交易，他們是支持你的嗎？他們是中立的還是
who will influence your next opportunity. Whether it's a raise or a role that you're trying to get or a deal you're trying to close, are they advocates for you? Are they neutral or
他們不知情？選擇其中一個人這週去聯繫。那就是你的功課。我們很想看到你在下面的一些評論。
are they unaware of the situation? Pick one of those people to then connect with this week. That is your homework. And we'd love to see some of your comments
也許不是那個人的名字或任何東西，但有點像你是怎麼想的，如果你正在做這些迷你練習。是的，因為我會說你不能忽視權力
below. Maybe not the person's name or anything, but kind of how you're thinking about it and if you're doing these many exercises. Yeah, because I'll say you can't afford to ignore power
動態即使你很聰明。實際上，特別是如果你很聰明，因為沒有能見度的卓越是一個無聲的職業殺手。
dynamics even if you're brilliant. Actually, especially if you're brilliant because being excellent without visibility is a silent career killer.
天啊，所有這些東西同時是隱形的和無聲的。
Man, all these things are invisible and silent at the same time.
這其實就是為什麼它們如此危險，因為一，人們也不談論它們，而且很多時候...除了我們。
>> That's actually why they're so dangerous because one, also people don't talk about them and a lot of times >> except for us.
除了我們，而且我認為它們是隱形和無聲的，因為人們沒有意識到它正在發生。
>> Except for us and also I think they're invisible and silent because people don't realize that it's happening.
是的。而那些確實意識到它正在發生的人，他們不會告訴你，因為他們不想放棄他們的優勢。
>> Yeah. And the people that do realize that it's happening, like they're not going to tell you because they don't want to give away their edge.
是的。除了我們。除了我們。
>> Yeah. >> Except for us. >> Except for us.
我們就是不一樣。Tiger sisters。我們就是不一樣。
>> We're different like that. >> Tiger sisters. We're different like that.
好笑。我們要講的最後一個也是最終的框架是高管溝通。這個框架其實是基於 Matt Abrahams 的策略溝通課。向
That's funny. And our last and final framework that we're going to talk through is executive communication. This framework is actually based on strategic comms, a class with Matt Abrahams. Shout
Matt 致敬。去年我做 TED 演講時，我有幸與他作為溝通教練一起工作。
out to Matt. I actually had the pleasure of working with him as a communications coach when I was doing my TED talk last year.
太酷了。多好的一句話。是的。你知道，多好的一句話。
>> That's so cool. What a sentence. >> Yeah. You know, >> what a sentence.
謝謝你來參加我的 TED 演講。
>> Thanks for coming to my TED talk.
她甚至不需要炫耀。她只是說實話。
>> She doesn't even need to show off. She just speaks the truth.
好吧，我說實話。我一直想在我的 TED 演講後創建一個 Instagram 帖子，寫標題：「謝謝你來參加我的 TED
>> Well, I spits the truth. >> I always wanted to create a Instagram post after my TED talk and write the caption, "Thanks for coming to my TED
演講。」但我忘了做，時間已經過去了。但你們知道我有這個意圖。永遠不會太晚。
talk." But I forgot to do that and the time has passed. But you guys know that I had the intent. It's never too late.
永遠不會太晚。永遠不會太晚。
>> It's never too late. >> It's never too late.
好吧。也許我今天就做。那太煩人了。但總之，所以 Matt Abrahams 是那個溝通教練，我們的一位溝通
>> Fine. Maybe I'll do that today. >> That's so annoying of me. But anyways, so um Matt Abrahams was the uh comm's coach that I one of the communications
教練給了我們關於我們演講的回饋，我很高興能講一些他的建議。嗯，他談到了 Barbara Mento 創建的 SCQA 方法。
coaches that gave us feedback on our talks and I'm I'm excited to talk through some of his advice. Um and he talks about the SCQA method as created
它是關於通過這個框架清晰地溝通。是的。我認為我們會深入實際的框架，但我認為我們可以開始的收穫是
by Barbara Mento. And it's all about communication with clarity through this framework. Yeah. And I think we'll get into the actual framework, but I think the takeaway that we can start with is
你的想法只有你能清晰有效地傳達它們才有力量。我曾經認為聰明意味著給出長而詳細的解釋，但實際上在
that your ideas are only as powerful as your ability to communicate them clearly and effectively. I used to think that being smart meant giving long detailed explanations, but actually in the
商業世界中，如果你不能在 30 秒或更短的時間內說到重點，人們會走神。對吧？所以這就是 SCQA 框架的用武之地。所以 S 代表
business world, if you can't get to your point in 30 seconds or less, people will tune you out. Right? So that's where the SCQA framework comes in. So S stands for
情境。C 代表複雜情況。挑戰是什麼？Q 代表問題。我們在解決什麼？然後 A 是答案。我們實際上應該怎麼做？那麼你為什麼不給我們一個
situation. C stands for complication. What's the challenge? Q stands for question. What are we solving? And then A is answer. What should we actually do about it? So why don't you give us a
實際的例子開始？我真的很喜歡這個因為 SCQA 框架給你一種講故事的方式，讓人可以清楚地跟隨你的思路。這是一個例子。假設
practical example to start with? I really like this because the SEQA framework gives you a way to storytell so someone can clearly follow your train of thought. And here's an example. Let's
你在工作中推銷營銷支出的轉變，而不是說我們一直在測試不同的渠道，想也許我們應該試試等等等等。你應該說現在 CAC
say you're pitching a shift in marketing spend at work and instead of saying we've been testing different channels and thinking maybe we should try blah blah blah. You should say right now CAC
比 LTV 增長得更快。那是情境。如果我們不調整，我們會超支。那是挑戰或複雜情況。解決方案是什麼？
is rising faster than LTV. That's the situation. If we don't adjust, we'll overspend. That's the challenge or complication. And what's the solution?
你有點在問他們，提示他們，告訴他們會有一個解決方案出現。嗯，你給他們答案。我們把 40% 的
You're kind of asking them, prompting them, telling them that there will be a solution coming up. um you're giving them the answer. We shift 40% of our
支出轉移到 UGC 創作者。所以，這只是一種模擬你在想什麼的方式，某人可以一步一步跟隨並更清楚地理解你的溝通。
spend to UGC creators. So, it's just a a way to model out what you're thinking and someone can follow step by step and understand your communication much more clearly.
是的，我喜歡那個。我認為它乾淨、自信，而且你用一種建立信任的清晰度說話，因為清晰比聰明更有力量。
>> Yeah, I like that. I think it's clean, it's confident, and you're speaking with the type of clarity that builds trust because being clear is more powerful than being smart.
是的，我同意。我同意那個。實際上，有時候聰明或太聰明實際上會阻礙你。完全是。
Yeah, I agree with that. I agree with that. Actually, sometimes being smart or like too smart can actually hold you back. Totally.
因為你不能清楚地傳達你的想法，然後那就是為什麼，我是說我不知道我們是否應該說到那裡，但那就是為什麼很多時候 Donald
>> Because you can't convey your ideas clearly and then it's that's why I mean I don't know if we should take it there, but that's why a lot of times Donald
Trump 的溝通如此有力，因為他有點把所有東西都簡化到你能用的最簡單的詞。所以不是說：「這是令人髮指的」，他只會說
Trump's communication is so powerful because he kind of like dumbs everything down to the most simple word that you can use. So instead of being like >> this is despicable, he'll just be like
「這壞。這非常壞。」而不是說：「這是一個全面的法案，你知道會在世界各地提升人們」，而是說「又大又漂亮的
this bad. This very bad. instead of being like this is a comprehensive bill that you know will uplift people around the world who'd be like big beautiful
法案，這個法案裡有很多東西。」
bill this bill got a lot of stuff in it.
那會真的是「又大又漂亮的法案」。
>> It would be literally big beautiful bill.
是的。在我史丹佛的獲獎寫作課上，Glenn Cremon 教的，我們有一個練習來簡化我們說的話。所以我們
>> Yeah. In my winning writing class with Glenn Cremon at Stanford, we had an exercise that we would do to simplify what we were saying. And so like we
會開始上課，這只是史丹佛一個著名的寫作課。我們會打開筆記本電腦開始上課，他會放上 10 個
would start the class, this is just a famous writing class at Stanford. We would start the class with our laptops out and he would put on like 10 terms
不是那麼複雜但絕對可以簡化的術語，然後就是簡化簡化簡化。
that are not like that complicated, but they definitely can be simplified and just simplify simplify simplify.
那是一個好練習。是的，那是一個額外的迷你練習。
>> That's a good exercise. >> Yeah, >> that's like a bonus mini exercise.
一個額外的迷你練習讓你在你自己的時間做，不是在這個播客期間。哦，然後只是回到我們的案例
>> A bonus mini exercise >> for your for you to do on your own time, not during this podcast. Oh, and then just to bring it back to our case
研究，我們總是在談論實際實施這個的不同公司，SCQA 實際上在 Amazon 非常頻繁地使用，因為每次他們推出一個產品，他們
studies where we're always talking about the different companies that actually implement this, SCQA is actually used at Amazon very frequently because every time they launch a product, they
實際上會在它之前寫一個六頁的備忘錄。其中一個非常大的部分是實際上寫一個像是假的新聞發布會，關於當你
actually write a six-page memo ahead of it. And a very big part of it is actually writing a sort of like fake press briefing of like what the product
嗯，當它被推出時產品會是什麼。那部分他們使用 SCQA。
would be when you um when it's being launched. And that part they use SCQA.
他們在 Amazon 的新聞稿中使用 SCQA 的方式是解釋問題、用戶痛點和產品清楚地解決什麼。非常簡單易懂。
And the way that they use SCQA in this press release at Amazon is to explain the problem, the user pain point, and what the product clearly solves. It's very simple and easy to understand.
好的。然後一個這次非常快的迷你練習。想一個你正在處理的問題。用 SCQA 寫出來然後大聲說出來。
Okay. And then a really quick mini exercise this time. Think about a problem that you're working on. Write it out using SCQA and then say it out loud.
就這樣。那就是你整個推銷。如果你想更進一步，實際上把你寫的東西拿來讀給你的
That's it. That's your entire pitch. And if you want to take it to the next level, actually take what you take what you wrote and read it out to your
朋友聽。如果你的朋友能用一句話重複你的想法，那你就做對了。如果不能，再試一次。
friend. And if your friend can repeat back your idea in one sentence, then you've done it right. If not, try again.
所以，這三個框架中的每一個都幫助改變了我們的職業生涯。
So, every single one of these three frameworks helped change our careers.
我們每天都使用這些來建立我們的公司、我們一起的創業公司，但我們也在現實生活中與朋友、伴侶和我們
And we use these daily to build our company, our startup together, but we also use them in real life with our friends, our partners, and some of the
分享的一些例子一起使用。是的。所以，如果這集有趣或有幫助或你喜歡它，想像一下接下來會有什麼。所以，請訂閱 Tiger Sisters 播客這樣你可以
examples that we shared. Yeah. So, if this episode was interesting or helpful or you enjoyed it, just imagine what's coming next. So, please subscribe to Tiger Sisters podcast so that you can be
在我們下次發布時收到通知。如果你在 Apple 或 Spotify 上聽這個播客，請給我們五星評價。這真的只需要
notified the next time we drop an episode. And if you're listening to this podcast on Apple or Spotify, please give us a five-star review. It really just
5 秒就能做到，它幫助其他人發現我們的播客。是的。
takes 5 seconds to do so and it helps other people discover our podcast. Yes.
還有訂閱我們的通訊，Tiger Sisters 通訊，會在描述中連結。還有把這一集發給朋友。事實上，發給你認識的每個人，
And also subscribe to our newsletter, Tiger Sisters newsletter, which is going to be linked in the description. And also send this episode to a friend. In fact, send it to everyone you know,
你接觸過的每一個人，因為這真的幫助我們。
every single person you've ever come in contact with because it really helps us.
謝謝，夥計們。我們下次見。拜拜。
Thanks, guys. We'll see you next time. Bye.
謝謝大家。我們下次見。再見！