--- author: Harvard Business Review date: '2026-11-03' guest: '' layout: post.njk source: https://www.youtube.com/watch?v=YLN930f7RE0 speaker: Harvard Business Review tags: - resilience - optimism - leadership - workplace-performance - positive-psychology title: 韧性乐观主义与职场赋能：Michelle Gielan 访谈 summary: Michelle Gielan 结合研究与企业案例阐释“韧性乐观主义”，指出其核心是在认清现实的同时坚信自身行动具有价值。对话探讨了乐观对职场绩效与心理健康的提升作用，并介绍了信号检查、承诺分类及有力开场等实用行为策略。 insight: '' draft: true series: '' category: psychology area: society-thinking project: [] people: - Michelle Gielan - Shawn Achor companies_orgs: - CBS News - UBS - Nationwide Insurance - Microsoft - NASA Jet Propulsion Laboratory products_models: [] media_books: - Resilient Optimism status: evergreen --- ### 乐观主义与职场绩效 乐观并不能阻止汽车撞向我们，也不能阻止现实对我们产生负面影响。我们在这项研究中所探讨以及衡量的，是理性乐观主义。它是在对当下做出客观测算的同时，坚信我们的行为至关重要。它不仅是看到问题，而是说“我相信我的行为很重要，我接下来的举动将会带来改变”。 《韧性乐观主义》（Resilient Optimism）的作者 Michelle Gielan，非常感谢你今天来到这里。 感谢你的邀请。 好的。那我们先从你如何定义“韧性乐观主义”开始吧。它与人们对乐观和韧性的既有理解或预设有什么不同？ 通常人们认为乐观就是期待好事发生。而韧性乐观主义，是在经受考验时依然保持坚定的乐观。因此，韧性乐观主义不是“我能做到”这种转瞬即逝的感觉，而是在挫折不断堆积、挑战超出预期、变革持续不断或者我们精疲力竭时，能够维持住的那份乐观。 原因在于，以乐观开局是很容易的，对吧？一份新工作、一段新职业生涯、一个新项目、一个新学年。我们非常擅长开局。但当我们遭遇挑战或感到倦怠时，会发生什么呢？韧性乐观主义是一套我们可以求助的行为方式，它让积极的改变更容易起步，同时也增强了我们的韧性。 是的，我认为这引起了我的共鸣，因为我和许多人一样，有时觉得很难保持乐观。你知道，尤其是当情况看起来不太妙的时候。你会担心世界局势，你的公司正在苦苦挣扎，你的团队没有达成目标，要摆脱悲观情绪可能会很难。悲观甚至让人觉得是一种保护机制。
Original English Optimism doesn't stop cars from hitting us or reality from negatively affecting us. What we're talking about here in this research and what we measure is rational optimism. It's taking a realistic assessment of the present moment while maintaining the belief that our behavior matters. It's not just looking at the problem, but it's saying I believe my behavior matters and what I do next will make a difference. Michelle [music] Gillan, author of Resilient Optimism. Thanks so much for being here today. Thanks for having me. Yeah. So, let's start with how you define resilient optimism. How does it differ from what people know or assume about both optimism and resilience? So, optimism is typically understood to be an expectation of good things to happen. What resilient optimism is is it's optimism that stays strong when it's tested. So instead of having this fleeting feeling of I can do this, instead resilient optimism is being able to sustain that optimism when the setbacks keep stacking, when the challenge lasts longer than expected, when change just keeps coming or we're exhausted. Um the reason is that it's so easy to start with optimism, right? a new job, a new career, a new project, a new school year. We are so good at beginnings. But what happens when we are met with challenge um or we're feeling burnt out? Resilient optimism is that bea set of behaviors that we can turn to that makes positive change easier to start and it builds our resilience at the same time. Yeah, I think that resonates with me because I'm like many people sometimes find it hard to be optimistic. You know, particularly when things don't look great. You're worried about the state of the world. Um your company is struggling, your team has missed its targets, it can feel hard to shift away from pessimism. Pessimism almost feels protective.
>> 那么，为什么我们要在自己身上以及团队中去克服这种情绪呢？ 当下，我们正经历一个问题层出不穷、似乎盖过了进展声音的时期。然而，在数据中我们看到，乐观是现成的最大绩效优势之一。乐观几乎推动着我们所能追踪的每一项业务、健康和教育成果：生产力水平提高 31%，销售额提高 37%，晋升机会提高 40%。我们拥有一个跨度 11 年、涵盖超过 25,000 名商务专业人士的数据集，深入研究乐观、韧性以及诸多其他因素。我们的发现是，高度乐观的人——即在该指标中得分处于前四分之一的人群——在工作中高度投入的可能性高出三倍，出现倦怠的可能性低五倍。所以，乐观甚至起到了保护因子的作用。当我们投资于乐观时，它就像我们生活的基础设施，而且确实是我们不仅在幸福感上、在绩效上也可以倚重的一些最佳动力。 在深入探讨如何建立乐观之前，请告诉我，你在人群中是如何衡量它的？
Original English >> So why should we fight that feeling both in ourselves and on our teams? Right now, we're experiencing a time when the volume of problems feels louder than the volume of progress. Uh, meanwhile though, optimism is one of the greatest performance advantages that we see available in the data. Optimism fuels nearly every single business, health, and educational outcome that we know how to track. 31% higher levels of productivity, 37% higher sales, 40% greater chance of promotion. We have an 11-year data set of more than 25,000 business professionals looking at optimism, resilience, and a host of other things. And what we found is that people who are highly optimistic, so they score in that top quartile of that particular metric, they are three times more likely to be highly engaged at their work, they're five times less likely to burn out. So optimism even acts like a protective factor. When we make an investment in optimism, it acts like infrastructure for our lives and it's literally the some of the best fuel we can uh lean on um not just for our well-being but for our performance as well. So before we get into how to build optimism just tell me how do you measure it in people?
### 理性乐观与行为价值 >> 有一个经过科学验证的量表在研究中被广泛使用，称为 LOT-R。我认为自己是一名工程师，我热爱数据。我的背景是工程学，我可以整天研读科学期刊文章。该量表测试的是特质乐观，也就是你看待世界的方式。因此在我们的数据集中，我们纳入了 LOT-R，但我们在工作领域对它进行提问，也就是你有多大可能性表现得像个乐观主义者、思考得像个乐观主义者。 不过，我认为在谈其他事情之前，我们大概应该先在乐观的定义上统一认知，因为我遇到过一些很离谱的定义。人们有时会想：“哦，她在讲乐观，她指的一定是盲目乐观、波丽安娜式的幻想、忽视现实。”
Original English >> There is a scientifically validated scale which is widely used in the um in research uh called lot R. Um I'm I consider myself an engineer. love data. My background is in engineering and I can pour through scientific journal articles all day long. Um what that tests for is uh dispositional optimism. So it's how you look at the world. So in our data set we included lot are but we ask about it in the work domain. So how likely are you to act like an optimist and think like an optimist. Um, but I think one thing that, you know, we should probably level set about optimism before anything else because I've run into some crazy definitions. People sometimes think, "Oh, she's talking about optimism. She must mean rosecolored glasses, polyiana, ignoring reality."
>> 我丈夫有一次大概遇到了最离谱的乐观版本。他的名字叫 Shawn Achor，他也是一名幸福感研究人员，我知道我们俩是研究幸福感的夫妻档。
Original English >> My husband uh probably encountered the craziest version of optimism one time. So, his name is Sean Aore. He is also a happiness researcher, which I know we're two married happiness researchers. Um,
>> 那一定促成了一段幸福的婚姻，真好。
Original English >> must make for a happy marriage. That's good.
>> 是的，而且我们确实有工具让婚姻保持在更幸福的状态［笑］。有一次他去一家公司做关于乐观力量的演讲。结束后，CEO 非常喜欢这项研究，便说：“我很想把这个融入我的组织。我能顺路送你去机场，好让我们在路上聊聊吗？”于是 Shawn 坐进了那人的车里，扣上了安全带。而 CEO 上车后却没有系安全带。过了一会儿，未系安全带的提示音响了起来。如果你了解 Shawn，就知道他有一场非常搞笑的 TED 演讲，他的即兴幽默感极强。他转过头对 CEO 说，他以为自己是在开玩笑：“哦，原来你不系安全带啊。”那家伙回答说：“不系啊，伙计。我看了你的演讲，我是个乐观主义者。”对吧？这是一个多么棒的提醒。乐观并不能阻止汽车撞击我们，也不能阻止现实带来负面影响。我们在这项研究中所谈论以及衡量的，是理性乐观主义。它是在对当下做出客观评估的同时，坚信我们的行为至关重要。 因此在组织中，我们希望对市场动向、供应链情况、重组和裁员有清晰的了解。我们希望理解业务面临的挑战并掌握全貌。我们只是不想把对话停留在那一步。我们希望引导大脑转向面对挑战时我们能做些什么。这就是韧性乐观主义发挥作用的地方。它不仅是看到问题，而是说：“我相信我的行为很重要，我接下来的举动将会带来改变。” 是的。我是秉持这种观念的，即人们生来就分为“半杯水是满的”或者“半杯水是空的”这两类人，而且我认为在心理学研究中有关于防御型思维（意味着你在寻求避免风险）与促进型思维（意味着你在寻求机会）的探讨。但你主张并证实了人们可以在某种程度上向乐观转变，尤其是向韧性乐观主义转变。那么你有什么证据能证明这种情况可以发生、人们能够以这种方式发生改变呢？ 嗯，我们生来都带有偏向乐观或悲观的遗传易感性，就像许多我们可以测试的特质一样。与此同时，一项又一项的研究表明，如果我们投资于积极干预——也就是我在书中谈到的这些积极行为转变——我们就能把基准线调高。这意味着我们在任何时候都能够培养更乐观的心态。 回到你之前的问题，悲观的问题在于，如果我们保持理性，我们确实看到了真实的现状，但悲观主义者只是不相信自己的行为会带来改变。我认为这是一个重要的区别。如果我们试图排查解决问题，这种态度对我们的组织其实毫无益处。我们确实需要能够看到风险的人，我们需要能够识别我们正在遭遇的问题的人，但我们只是不想把事情停留在那里。我们最终不想说“好吧，反正我们不相信自己的行为有什么用”，因为那样我们就会在组织中看到员工脱节、不敬业。人们低着头，觉得无论自己做什么都无关紧要。正因如此，乐观才变得如此重要。
Original English >> Yeah. Um, and we definitely have tools to keep it on [laughter] the happier side. Um, so one time he goes to a talk to give a talk at a company on the power of optimism. The CEO afterwards loved the research and said, "I'd love to embed this in my organization. Can I give you a ride to the airport so we can talk about it?" So Sean gets in this guy's car and he clicks on his seat belt. And the CEO gets in and doesn't put on his seat belt. So after a while, there's a seat belt bell going off. And if you know Sean, he has a really funny TED talk. He's very very funny on the fly. And he turns to the CEO, he thinks he's making a joke and he says, "Oh, so you don't wear seat belts." The guy's like, "No, man. I saw your talk. I'm an optimist." Right? So, such a great reminder. Optimism doesn't stop cars from hitting us or reality from negatively affecting us. What we're talking about here in this research and what we measure is rational optimism. It's taking a realistic assessment of the present moment while maintaining the belief that our behavior matters. So at our organizations, we want to be really clear about what's happening in the markets with supply chains with re restructuring layoffs. We want to understand our business challenges and have a full picture. We just don't want to leave the conversation there. We want to move the brain on to what we can do in the face of challenges. And that's where resilient optimism comes in. It's not just looking at the problem, but it's saying, "I believe my behavior matters." and what I do next will make a difference. Yeah. So I am do come from that philosophy that people are sort of born glass half full types or glass half empty types and I think there is psychological research on prevention mindset which means you're looking to avoid risk versus promotion mindset which means you're seeking opportunities but you argue and have shown that people can sort of move the needle toward optimism and particularly toward resilient optimism. So what evidence do you have that that that can happen that people can change in that way? Well, we're all born with a genetic predisposition towards optimism or pessimism like a lot of things that we can test for. Meanwhile, there has been study after study that shows that if we invest in positive interventions, these positive behavioral shifts that I talk about in the book, that we can move our set point higher. And um that means that we're at any point able to cultivate a more optimistic mindset. The thing with pessimism, you know, to your question earlier is that pessimism will we are seeing if we're rational, we're seeing the landscape as it is. But pessimists just don't believe their behavior will make a difference. And I think that's an important distinction. Um that actually doesn't do well for our organizations if we're trying to troubleshoot problems. We do want people who can see risk. We want people who are identifying issues that are, you know, that we're encountering, but we just don't want to leave the story there. We don't want to ultimately say, okay, well, we don't believe we, you know, our behavior matters because then we see in our organizations disengagement. People are not, they're put their head down. They're asking whatever what I do doesn't make a difference. Um, so that's why optimism becomes so important.
### 信息输入与晨间习惯重塑 >> 是的。那我们先来谈谈个人如何培养更具韧性的乐观态度。你说这始于心态，那我应该做出哪些转变？ 我认为你能做的最重要的事情之一，是确保进入大脑的信息能以最好的方式为你提供养分。我和 Ariana Huffington 合作开展了一系列研究，探讨信息对大脑的影响。在第一项研究中，我们将受试者随机分为两组：一组仅接触 3 分钟的负面新闻，另一组接触 3 分钟的中性新闻。随后，我们在广泛的心理和表现指标上对他们进行了测试。正如你所料，接触了 3 分钟负面信息的人群表现确实出现了下滑。但这项研究的奇妙之处在于，我们在 6 到 8 小时后对他们再次进行了测试。在 6 到 8 小时后，当他们忙碌了一天合上笔记本电脑，或者去学校接孩子时，那些仅接触了 3 分钟负面信息的人，将这一天评价为负面一天的可能性增加了 27%。
Original English >> Yeah. So let's talk first about how an individual cultivates a more resilient optimistic attitude. Um you said it starts with mindset. So what are some shifts that I might make? So I think one of the biggest things you can do is making sure that the information that's coming into your brain is feeding you the best way possible. I did a series of studies with Ariana Huffington looking at the impact of information on the brain. And in the first study we split research participants randomly into two groups. One group we exposed to just three minutes of negative news. The other we exposed to three minutes of neutral news. And then we tested them both on a whole host of psychological and performance metrics. And what we found is, as you would imagine, the people who had been exposed to 3 minutes of negative information actually experienced a decrease. But what made the study amazing is that we tested them 6 to 8 hours later. So 6 to 8 hours later as as they are closing their laptop off after a busy day or they're picking up their kids from schools, those that had been exposed to just 3 minutes of negative information had a 27% increased likelihood of reporting their day as negative.
>> 所以我早上应该停止刷社交媒体，除了看猫咪视频。
Original English >> So I should stop scrolling social media in the morning except for the cat videos.
>> 哈哈，是的。猫咪视频对你确实很有好处，因为它们在新知中增强了你的积极资源储备。
Original English >> Yeah. No. [laughter] Well, the cat videos can be really good for you because they're bolstering your positive resources
>> 在那些新闻当中。是的。
Original English >> amidst the news. Yeah,
>> 是的。所以，这意味着要留心涌向我们的信息。我认为后续的研究更令人充满希望，实际上为我们的研究方向以及我们在世界上的行事方式指明了道路，它改变了我度过早晨的方式。 在那项研究中，我们将一半的参与者置于一个严重的问题情境中；而另一半参与者接触到了同样的问题，但他们同时也阅读了自己可以采取哪些解决方案来协助解决该问题。
Original English >> it's Yes. And so, yeah, I mean, it's being about it's being mindful of what information is is coming at us. And I think the follow-up study was significantly more hopeful and actually points us in the direction of where we want to take this research and how we operate in the world. It it changed how I do my mornings. Yeah. So for that study, we exposed half of the participants to a serious problem and then the other half were exposed to that same problem, but they also read about solutions that they could take to help solve it.
>> 这样我们再次将大脑从问题转移到了应对办法上，提醒他们的大脑拥有自主能动性。我们的发现是，思考过解决方案的人，在当天后期的创造性问题解决任务中的表现提升了 20%。 因此，作为领导者，我们有机会让团队在所从事的任何事情上变得更聪明、更出色，方法就是有时只需让他们参与头脑风暴讨论，在讨论中提出“这是问题所在，而这是我们可以采取的行动”。
Original English >> So we're moving the brain again from the problem to what you can do about it, reminding their brain about the agency that they have. And what we found is that people that had thought about solutions were 20% better on creative problem-solving tasks later on in the day. M so as leaders we have the opportunity to make our teams smarter and better at whatever they're doing by just sometimes engaging them in a brainstorming discussion where they're saying here's the problem and here's what we can do about it.
>> 那么，你是如何改变你的早晨习惯的？
Original English >> Yeah. So how have you changed your mornings?
>> 是的。我通常在早晨不会去补看新闻，除非我先有机会增强自己的积极资源。比如，确保收听像本期这样优秀的播客，促使我去思考各种可能性以及我们已经取得的进展；或者我正视挑战，但能够看到其他人采取了哪些解决方案。 如果我在读一篇新闻报道，我不会只关注问题，或者像那种我认为并非最佳利用时间的方式一样——顺着列表逐条阅读，被世界上所有的问题塞得满满当当。相反，我的做法是在网上看新闻。我花大约 10 分钟了解最新动态。因为是在线上看，我完全有机会选择或跳过某些标题。
Original English >> Yeah. So um I usually actually don't get caught up on the news in the morning unless I've had an opportunity to to uh bolster my positive resources. So, uh, making sure that I'm listening to a good podcast like this one that's, um, that's getting me to think about possibilities and the progress that we've made or I look at a challenge, but I'm able to see what solutions other people have taken. If I'm reading a news story, I'm not just focused on the problem or I think what is uh, not the best use of our time, going down the list and getting filled up on all the problems in the world. Um, instead what I do is I get my news online. I spend 10 minutes or so getting caught up. Because it's online, I get all the opportunities to choose or skip certain headlines.
>> 然后我真正努力去做的，是当遇到我认为极其重要的新闻时，我会尽己所能做些调研，或者关注那些已经替我做过调研的人，看看面对这项挑战我们可以做些什么。在那一刻，我在提醒自己的大脑：“嘿，我能在这里带来改变，有人已经在这里带来了改变，这是克服这项挑战的潜力所在。”我认为这种心态为我一整天提供了动力。 你也谈到了重塑压力反应。那么具体该怎么做呢，特别是在工作中和艰难的职场环境中？
Original English >> And then what I really try to do is when there's a story that I think is exceptionally important, I will do whatever kind of research I can or I follow people that have already done it for me on what we can do in the face of this challenge. And so in that moment I'm reminding my brain that hey this I can make a difference here. Someone has made a difference here. This is what the potential is to overcome this challenge. And I think that mindset fuels the rest of my day. You also talk about transforming your stress response. So how do you do that particularly at work and in difficult professional circumstances?
### 压力重构与承诺分类 >> 压力是我们所有人都面临的最大挑战之一。但很多时候，我认为问题不在于压力本身，而在于误读了压力。我丈夫 Shawn 和两位来自耶鲁大学的研究人员在瑞银集团（UBS）针对压力过大的管理者做了一项研究。他们将这些人分为两组：一组接受常规的压力管理培训；另一组则向他们讲解压力的科学益处——比如压力可以让你精力更充沛、思维更敏捷、记忆力得到改善，随后教会他们如何去正视、接纳并利用这些压力转化为优势。 他们的发现是，数月后在行业非常艰难的时期，那些接受过重新思考与压力关系、从不同角度解读压力培训的人员，其头痛、背痛和疲劳等与压力相关的症状减少了 23%。 所以我建议，下次你感到有压力时，花点时间问问自己：“这个压力到底在告诉我什么？”通常，压力背后是有其意义的。你因为儿子没遵守宵禁回家而感到压力，不仅仅是因为你对他不听话感到沮丧；那可能是一部分原因，但更可能是由于安全考量，以及你希望他按时回家、好让你清楚他身在何处。压力之下往往隐藏着一段深层原因。因此我建议进行所谓的“信号检查”（signal check），问问自己这个压力试图告诉我什么，以及我如何能以一种更有益的方式转变我的行为。 例如在组织中，与其对团队未能按期完成任务感到恼火并向他们抱怨，你不如问自己：“我在这里可以做些什么来让他们更顺利地推进工作？”最终你会意识到，压力源于你真心在乎工作成果，并且希望帮助你的团队蓬勃发展。 你也谈到了重新审视承诺，梳理自己的日程安排，并在此过程中腾出时间充电。那么请谈谈忙碌的高管可以如何做到这一点？ 很多时候当我们忙碌时，会想：“哦，我需要在工作上加倍投入。”但并不是我们待办事项清单上的每件事都需要且应该获得同等水平的精力和关注。因此，我推荐一个我称为“承诺分类”（commitment triage）的工具，让你确保清单上的每一项都是确实应该存在的。 一共有三个清单。你可以将你做的所有事情分成这三个清单，它能让你更清楚地了解自己是如何消耗精力的。 首先是“核心影响清单”（core impact list）。这大概是你最初被所在机构雇佣的原因。这些是能推动进展的活动，作为领导者，其中通常包括保持团队的积极性、为他们提供培训，或许还有你与他们进行的沟通。 其次是“不做事项清单”（not-to-do list），这大概是我最喜欢的一个，这里面是可以委派他人、推迟或者直接放弃的事情。很多时候，我们继承了前任留下的工作，或者自认为应该做某些事情，待办事项清单便不断膨胀。当我们认真审视时，会发现有时完全可以把它们放进不做事项清单中，从而为自己节省大量时间。 第三是“次要工作清单”（secondary work list）。这是作为职责的一部分不得不做的事情。我认为关键在于：你能否提高效率？ 我曾与一位治疗师合作，她经营着一家非常繁忙的诊所，手下有许多治疗师。同时她还在管理房屋装修项目，并抚养两个孩子，因此异常忙碌。我带她梳理了“承诺分类”流程。她发现自己的“核心影响清单”是接诊青少年患者，并通过工作坊为家长提供指导；而“不做事项清单”则是她之前揽在自己身上的许多杂务，实际上她有一位办公室经理可以处理这些工作。
Original English >> Stress is one of the biggest challenges we're all facing. But oftentimes I think the problem is not the stress itself. It it's misreading it. There was a study that my husband Sean and two researchers from Yale did at UBS with stressed out managers and um and there what they did was they split them into two groups and they put one through a typical stress management training and then the other group they actually talked to them about the scientific benefits of stress. So stress can make you uh have higher levels of energy, have mental cognition that is more fluid, uh you have um your memory improves. And then they taught them how to see, own, and use this stress to their advantage. What they found was months later during a very stressful time in the industry, those that had gone through that training that taught them how to rethink their relationship with stress and basically read it in a different way, they were reporting a 23% drop in stress related symptoms like headaches, backachches, and fatigue. Mhm. So, what I recommend is the next time you're feeling stressed, take an opportunity to or take a moment to ask yourself, "What is this stress really telling me?" And often times, there's a meaning behind the stress. You're not stressed that your son hasn't shown up for curfew just because you're frustrated he's not listening to you. That might be part of it, but probably it has to do with the safety and the fact that you know you'd like him to come home in a timely manner so that you know where he is and there's there's often times a story underneath that stress. So I recommend something called the signal check where you ask yourself what is the stress trying to tell me and how can I pivot my behavior in a way that's more helpful. Twitter organizations instead of for instance getting frustrated with the team that they're not following the deadline instead of just saying that to them you can ask yourself what can I do here to make their path easier to move through and ultimately you realize that the stress is coming from the fact that you you really care about the results of your work and you want to help your team to thrive. You also talk about uh rethinking commitments, sort of looking at your schedule and as part of that finding time to recharge. So talk about how a busy executive might make that happen. A lot of times when we're busy, we think, "Oh, I need to double down on work." But not everything on our to-do list requires and should be given the same level of energy and attention. So, I recommend a a tool that I call commitment triage where you make sure that everything that's on your list should actually be there. Um, there's three lists. You can divide all the things that you do into these three lists and it gives you a better picture of how you spend your energy. There's the core impact list. This is probably why you were hired at your organization in the first place. These are activities that help move the needle and as leaders part of that usually is keeping your team motivated, keeping them educated, maybe the communication that you offer them. Uh there is a notto-do list which is probably my favorite, but this is stuff that can be delegated, delayed, or just dropped. A lot of times we inherit things from the person who used to do our job before us or we think we should be doing stuff and it just our to-do list balloons. When we really take a close look, we realize that there's sometimes you you can put them on the notto-do list and you save yourself a lot of time. And then there's a secondary work list. This is stuff that we sort of have to do as part of our role there. I think the question is can you be more efficient? I worked with a therapist and she was uh running a very busy therapy practice with many therapists under her. She also was managing a home renovation project and continuing to raise her two kids. So, she was exceptionally busy. I put her through the commitment triage process. And what she found was her core impact list was seeing teenage patients and helping the parents through workshops that she was doing. the notto-do list were a bunch of things that she had just decided were her responsibility, but she had an office manager to handle that stuff.
>> 然后，奇迹真正发生在“次要工作清单”上。举个例子，她需要在患者就诊结束时提供精神科转诊，而发转诊邮件的事情在接下来的一整周里都像一块石头压在她心头。 是的。 相反，她意识到：“是的，这事我必须做，但肯定有更好的办法。”于是，她在办公室里准备好打印材料，然后直接说：“好的，你可以去看这位医生或那位医生，材料给你。”并在就诊结束时交接完毕。这一微小的转变，加上对日程的其他几项小调整，每周为她省出了 4 个小时的时间。
Original English >> And then the secondary work list was where the magic actually happened. Um, one example was she needed to give psychiatry referrals at the end of the patient visits and this email would be hanging over her head for the rest of the week. Yep. >> Instead, what she realized was, yeah, I've got to do this, but there has to be a better way. So, she just had a print out sitting in the office and she would be like, "Yep, you should see this person or this person. Here you go." And hand it off at the end of the appointment. That small shift along with a couple other small tweaks to her schedule gave her 4 hours of time back every single week.
>> 是的。
Original English >> Yeah.
>> 所以，我认为关键在于要非常自觉地分配你的注意力。再次回到乐观这个话题，这是在提醒你的大脑意识到自身行为具有价值的途径。如果你一直在忙碌做事，却感受不到自己在取得进展，那就会成为一个问题，并且会迅速削弱你的乐观。 那么，一旦你开始建立起这些韧性乐观的“肌肉”，你该如何在工作中更加有意识地运用它，尤其是作为一名领导者，从而不仅改变自己，还能改变你的团队？
Original English >> So, I think it's about being really conscious about how you spend your attention. And again, back to optimism, this is reminding your brain of the ways in which your behavior matters. If you're constantly doing stuff, but you don't feel like you're making progress, that is a problem and that is a quick way to chip away at your optimism. So, once you've started to build these resilient optimism muscles, um how do you become more intentional about it at work, especially as a leader so that you're not just changing yourself, but you're changing your team?
### 领导者作为播报员：有力开场与文化构建 >> 是的。正如领导者所知，你的团队时刻指望你来阐释该如何理解他们周围的世界。那种叙事极其重要。因此，每当我在企业演讲时，我总是让领导者去思考的一点就是：希望你们将自己视为播报员。 我的背景是在大衰退的高峰期担任哥伦比亚广播公司新闻台（CBS News）的全国新闻主播，在那里我亲眼目睹了当我们改变新闻内容时，会如何影响全美的舆论走向。我们当时做的是将焦点放在面对财务挑战时人们可以做些什么上。我们做了一整周以解决方案为中心的内容，获得了当年最好的观众反馈。这向我展示了我们持续拥有改变他人的力量。但我认为这种力量并非播报员所独有。
Original English >> Yeah. And I think as leaders know, your team is constantly looking to you to explain how to process the world around them. that narrative is exceptionally important. Um, so the thing that I always get leaders to think about when I give keynotes at organizations is I want you to think of yourself as a broadcaster. My background is I was a national news anchor at CBS News um during the height of the great recession and there I saw what would happen when we changed the content of the news uh how that would impact the national conversation. there. What we did is we focused on what you can do in the face of financial challenges. So we had a whole week of solutions focused content. We got the greatest viewer response of the year. And what it showed me was the power that we constantly have to transform other people. But I don't think that power is actually reserved for broadcasters.
>> 组织中任何层级的每个人都可以影响他人。加利福尼亚大学河滨分校做过一项非常出色的研究，他们让素不相识的人以三人一组的形式，在房间里保持沉默静坐仅两分钟。他们测试了参与者在体验前后的情绪和心态。结果发现，最能通过非言语表达自身情绪和心态的那个人，显著影响了另外两个人。如果那个人面带怒容或流露出负面神情，就会让另外两个人感到更加消极；而如果那个人很放松或面带微笑，就会让另外两人感到更加积极。这仅仅是在两分钟的沉默之中。那么你能想象组织中的领导者拥有多大的力量去改变他们的团队吗？ 我最推荐的第一种方法，是使用一种我称为“有力开场”（power lead）的策略。如你所料，这是借鉴自我从事媒体行业的经历。
Original English >> Everyone at any level in an organization can influence other people. There was a phenomenal study done at the University of California, Riverside, where they got groups of strangers, these three people at a time, to sit in a room in silence for just two minutes. And they tested their mood and mindset before and after the experience. And what they found is that the person who is most nonverbbally expressive of their mood and mindset actually significantly influenced the other two people. So if they were sitting there with a scowl in their face or looking otherwise negative, they made the other two people feel more negative. Meanwhile, if they were relaxed or smiling, they made the other two people feel more positive. And that's in two minutes in silence. So can you imagine what power the leaders have at our organizations to transform their teams? The number one way that I recommend um is using something I call the power lead. And as you can imagine, this is taken from my days in media.
>> 当你开始一段对话或一场会议时，思考一下你与他人分享的第一条信息是什么。基本上，你的“头条新闻”是什么？因为这会重塑房间内人们的大脑，以及他们处理接下来将要接收的信息的方式，尤其是在团队面临挑战时。通过引入过往取得的进展、拥有的可能性、手头的资源以及支持你的人，引导他们的大脑聚焦在这些积极事物上，我们就能改变后续的发展。 “有力开场”就是分享一件积极或乐观的事。由于人们在社交习惯上倾向于互惠，我们希望他们的大脑也会去思考自己能够提供的所有好事。我见过这在组织中带来的转变。一个简短的例子是，全美互惠保险公司（Nationwide Insurance）的一支销售团队重新调整了早会形式，并配合了其他几项举措。那里的早会专注于过去 24 到 48 小时内的成功与小胜利，这些可能是整个团队未曾听闻的；此外，当天任何需要额外支持的人都有机会发言，同事们可以团结起来提供帮助。你能想象同事们主动提供这种协助吗？效果非常惊人。
Original English >> When you start off a conversation or a meeting, think about the first piece of information that you're sharing with other people. Basically, what is your top story? Because that transforms the brain of the people in the room and how they process the information that they're about to receive. especially if there's a challenge that your team is facing. By bringing in the progress that's come before, the possibilities that you have, the resources, the people who are in your corner, by getting their brains to focus on those good things, we're transforming what follows. Um so the power lead is sharing one positive or optimistic thing. And then um because you know people are so socialized to reciprocate. The hope is then that their brains are thinking about all the good things too that they could offer up as well. I've seen that transform organizations and one quick story is um they did redid the morning meetings uh along with a handful of other things at Nationwide Insurance with a sales team. Uh there it was focus on successes, small wins from the past 24 to 48 hours that the entire team might not have heard about. And then anyone who needed a little extra support that day, they were given an opportunity to speak up. Their colleagues could rally around them. Can you imagine having your colleagues offer that help? It was tremendous.
>> 于是我们对他们进行了追踪。18 个月后，他们的新保险申请率上升了 237%，总营收增长了 50%，对他们来说也就是 3 亿美元。 太不可思议了。 是的。总裁最初对于乐观持很多保留意见，认为“乐观可能被视为一种软科学”。而现在他是积极心理学研究最大的支持者之一，因为他看到这不仅影响了团队的绩效，也对他们的福祉产生了积极影响。
Original English >> So we track them over time. 18 months later, their new insurance application rate went up by 237%. their gross revenues went up by 50% which for them was $300 million. So the president extraordinary >> yeah the president they gave a lot of push back in the beginning about you know oh optimism it can be perceived as a soft science or what oh he's one of the greatest proponents of positive psychology research because he saw that it not only impacted the performance of the team but it also positively impacted their well-being as well.
### 构建乐观生态与打破沉默 在你的书中，你也谈到了“乐观生态系统”这一理念。我们已经讨论了领导者可以采取的几个步骤，但在实践发生时这到底是什么样的？要如何达到那种理想状态呢？ 首先需要从数据中了解的一点是，我们拥有这份覆盖超过 25,000 名商务专业人士、跨度 11 年的数据集。出于好奇，我刚对它做了一次重新分析。每个人都在谈论乐观和悲观的格局如何随时间演变，但我想了解的是行为层面的变化，因为韧性乐观主义是建立在行为基础上的。 好的。
Original English In your book, you also talk about this idea of a um ecosystem of optimism. So, I think we've talked about a few steps that leaders might employ to get get themselves there, but what does that look like in practice when it happens? Like, how do you get to that nirvana type state? Well, one thing you need to know from the data is that so we have this 11-year data set of more than 25,000 business professionals. And I just did a reanalysis of it because I was curious. Everyone talks about the changing landscape of optimism and pessimism over time. But what I wanted to know was about the behaviors since resilient optimism is based on the behaviors. Mhm.
>> 我发现的是，在我们研究中，每 10 个人里仍有 8 个人认为自己是乐观主义者，但他们的行为表现却反映了另一番景象。
Original English >> And what I found is that 8 and 10 people in our study still consider themselves optimist, but their behavior tells a different story.
>> 具体而言，他们表达乐观的可能性降低了。如果有人提出了新想法，他们不太愿意站出来给予鼓励；如果他们脑海中有乐观的想法，他们不太愿意与他人分享；如果他们发起对话，他们不太倾向于使用“有力开场”。 当我们探讨文化时，这之所以意义重大，是因为乐观不仅仅是一种私人信念，它是我们向他人传递的关于进展和可能性的信息与证据。因此，如果我们把这些想法藏在心里，我们实际上就错过了帮助敞开心扉、让大脑发挥最佳状态的燃料。 对领导者来说，好消息是多达十分之八的人本身已经是乐观主义者，所以你其实不需要去改变他们。几年前我做过另一项独立研究，探讨表达与乐观的关系。
Original English >> And specifically, they're less likely to express their optimism. So if someone presents a new idea, they're less likely to speak up and say something encouraging. If they're thinking something optimistic, they're less likely to tell someone else about it. And if they start a conversation, the power lead, they're less likely to employ that. Why this is significant when we're talking about culture is that optimism isn't just a private belief. It is information, evidence that we transmit to other people about progress and possibility. And so if we're keeping that stuff to ourselves, we're literally missing out on the fuel that helps open our mind up and allow our brain to perform at the highest levels. So for leaders, the good news is that you've got as many as eight and 10 people already optimistic. So you don't actually need to transform them. I did a separate study a handful of years ago that found when we're talking about expression and optimism
>> 研究发现，31% 的人持乐观态度，但他们不会表达出来。
Original English >> that 31% of people are optimistic, but they're not expressive of it.
>> 也就是说依然有其他人是乐观的，并且会表达出来等等。但如今我们看到，随着时间推移，表达意愿出现了更显著的下滑。 因此，作为领导者，如果你能开辟一个空间，让人们去谈论美好、谈论进展、谈论工作中蕴含的意义以及他们感激的事情，你实际上是在建立一个更强有力的乐观社交脚本，并最终收获那些益处。 是的，这让我想起上周末我坐轮渡时的一件事。当时有一位女士穿着一条非常漂亮的裙子，颜色几乎和你的裙子一模一样。上船时我就注意到了。下船走出来时，我对她说：“嘿，我只是想告诉你我很喜欢你的裙子。”我丈夫当时在场，我又补充道：“从一上船我就在欣赏它。”我丈夫说：“你听起来像个跟踪狂。”但作为一名中年女性，我认为表达赞美非常重要。我觉得这有点像你谈到的内容，就像我有能力让那位女士心情变好；而作为老板，你也有能力通过赞扬员工的出色工作，让你的团队心情愉悦。 对，没错。在我们合作过的组织中，我们目睹了这种方式带来的显著成效。比如在微软，那里的团队主管必须处理所有需要扑灭的紧急问题，他每天早晨第一件事就是和团队开会。那真是一份压力很大的工作。 确实。
Original English >> So there's still other people that are optimistic, right? And they're saying stuff and and whatnot. Um but now we've seen the expression over time drop even more dramatically. So, as a leader, if you can open up a space for people to talk about the good, to talk about the progress, the meaning embedded in the work they're doing, their things they're grateful for, you're actually setting a stronger social script of optimism and ultimately reaping those benefits. Yeah, it's this is making me think I was on a ferry this past weekend and there was a woman in a beautiful dress that almost the color of yours and I had noticed sort of as we got on the ferry and then as we were walking off the ferry I said hey I just want to let you know I love your dress and my husband and I said and I've been admiring it since we got on the boat and my husband was like you sound like a stalker but as a middle-aged woman I think it's really important to share compliments and I think that's sort of what you're talking about. It's like I have the power to put that lady in a good mood and as a boss you have the power to put your team in a good mood by complimenting them on any good work that they do. Yes. Right. And we've seen this play out in dramatic ways at the organizations we've worked with. Uh so for instance at Microsoft there the team lead had to deal with all the fires they needed to put out and he would have a meeting first thing in the morning with his team. I mean talk about a stressful job. Yeah.
>> 他决定以三件他感激的事情开场：一件是关于团队整体的，一件是关于团队中某个具体成员的，还有一件是关于他个人日常生活的，对吧？将他的个人生活带入其中，真正以不同的基调开启会议。
Original English >> He decided to start with three three things he was grateful for. one thing about the team in general, one thing about someone specific on the team, and one thing he was grateful for about um about his own life in general, right? So, bringing in his personal life and really starting the meeting off on a different note.
>> 人们不仅开会的出勤率更高了，而且面对那些问题时的心态也完全不同了。 我曾与 NASA 喷气推进实验室（JPL）合作，他们决定尝试增加积极表达的频率。他们的做法是在开会时先问：“比如，最近在工作中有谁做了一件让你的工作更轻松的事情？”或者“你有注意到哪方面的付出真正得到了回报？”通过仅仅提出这些被我称为“积极引导性问题”——那些不会把大脑导向特定答案、而是引向积极领域的问题——你就是在示范积极表达。你在为此开辟空间，并激活了所有那些隐秘的乐观主义者，让他们真正敢于开口。 因为现实情况是，如果有人提出一个想法，你心里觉得“嗯，这个想法有潜力”，但你什么都没说，你的乐观对整个会议室就毫无影响；与此同时，坐在你旁边的人说“我有 12 个理由证明这行不通”。如果他说了出来，那就会变成主导对话。当乐观主义者沉默时，悲观主义者就占据了话语权。正如我们所讨论的，悲观可能成为组织内部的一股破坏性力量。
Original English >> Not only did people attend the meeting more, but they also came at those problems with a totally different mindset. uh I worked with the Jet Propulsion Laboratory at NASA and there they decided to try to increase the amount of positive expressivity and they would do it by starting meetings by saying what's one thing for instance what's one thing that uh someone has done here recently at work that's made your job easier or what's one way that you've noticed effort has really paid off by just asking those what I call positive leading questions those questions that don't get our brain to a specific answer get the brain to positive territory. You are modeling positive expressivity. You're opening a space for it and it's activating all of those closet optimists to actually speak up because the reality is if someone presents an idea and you're thinking, well, okay, this idea has potential and you don't say anything, your optimism has no effect on the room. Meanwhile, the person sitting next to you is like, I've got 12 reasons why this is not going to work. If he says something, that is now the conversation. When optimists go quiet, pessimists get the floor. As we talked about, pessimism can be a destructive force at our organizations.
### 最具实效的日常微习惯 我们已经谈了很多个人和领导者可以用来培养更具韧性的乐观主义的策略。你觉得哪一种策略最具性价比？能够让我们的听众在明天走进办公室时付诸实践，并对周围的人产生积极影响？ 这可以是一个兼顾自身与团队的双重做法。 如果我们想调整自己的心态，让大脑专注于当下周围存在的所有美好，我会说，今晚当你回到家时，写下今天发生的 3 到 4 件好事。我做过这个。我是在疫情那段混乱繁忙的时期开始的。我意识到其实一直有好事在发生，但由于太疲惫，我可能没有记录下来。
Original English So, we've talked about a lot of things that individuals can do and leaders can do to sort of cultivate more resilient optimism. What is the one strategy that you feel like gives most bang for the buck in terms of one of one of our listeners walking into their office tomorrow and doing this thing and having a positive impact on those around them? It can be a twofold practice for yourself and for your team. Yeah. If we want to recalibrate our mindset and get our brain to focus on all the good that's existing around now, I would say tonight when you get home, write down three to four good things that happened from the day. I did this. I started in the busy blur of the pandemic. I realized that there were good stuff happening. There was good stuff happening, but uh I was maybe not recording it because I was so exhausted.
>> 于是我开始给丈夫发短信，列出 3 到 4 件好事。我说：“请完全不要回复，甚至不用点爱心。这跟回复无关，我只是想让另一部手机存下这些信息。”但核心在于，我不是在问“今天好不好”，而是在问“今天有什么好的事情”。
Original English >> So I started sending my husband a text message with three to four good things. I was like, "Please don't even respond. Don't even throw a heart on it. This has nothing to do. I just want another phone to have these messages." Um, but the idea was I wasn't asking was today good. I was asking what was good in today.
>> 是的。
Original English >> Yeah.
>> 这再次帮助我们充实积极资源储备。 对于你的团队，你可以召开一次会议并询问：“告诉我发生过的一件好事。”大家轮流发言：“告诉我你的努力在哪个方面起到了作用；告诉我全队可能还没听说、但知道后会很棒的一件事。”引发这种积极的对话，它不仅能作为当下的燃料，更像是与那 3 分钟负面新闻相反的力量，能够为他们接下来的一整天注入能量。
Original English >> And so that helps us again bolster our positive resources. And then for your team, you can hold a meeting where you ask, uh, tell me something good that's happened. And you go around the room, tell me one way your effort mattered. Tell me one thing that the entire team might not have heard about that would be really good for us to know. Getting that positive conversation to happen, it's a fuel not only in the moment, but it'll it's sort of the opposite of the 3 minutes of negative news. It'll help fuel them for the rest of the day.
>> 极好。在有时令人感到十分艰难的时期，我认为这是一条重要的信息。Michelle，非常感谢你来到这里与我交谈。 非常感谢你的邀请。
Original English >> Terrific. Well, in [music] what can feel like very trying times, I think this is an important message. Michelle, thank you so much for coming in and talking to me. Thank you so much for having me.