關鍵詞（Keyword）：TED演講，適應能力，情商，激勵，影響力，智商，職業
演講簡介：
為什麼未來決定你職業潛能和價值的不是智商和情商？為什麼適應能力是一個能做大事的人最重要的能力？快速發展的世界比歷史任何時期都具有不確定性，猶如這場突然的“新冠病毒”會致使所有客戶都不能光顧你的店鋪了，你是否能夠承擔和適應起這種挑戰？如何評估及提升你的適應力？聽創業投資人、美國硅谷銀行副總裁Natalie Fratto 分享關於適應能力的思考，以及評估你的適應能力的3種方法，幫助你提高適應能力，應對人生起起伏伏，笑看成功與失敗。
TED演講：如何擁有比智商情商更重要的能力（中英字幕版）
演講者：Natalie Fratto | TED Residency
主 題：3 ways to measure your adaptability — and how to improve it
整 理：tedtalking
雙語演講稿：
I met 273 start-up founders last year. And each one was looking for money. As a tech investor, my goal was to sort through everyone that I met and make a quick determination about which ones had the potential to make something really big.
去年，我同273位 初創公司創始人見過面。 他們所有人都在籌款。 作為一個技術投資人， 我的任務是將 每一個我見過的人分類， 然後迅決定判斷出 哪些人具備做大事的潛力。
But what makes a great founder? This is a question I ask myself daily. Some venture capitalists place bets based on a founder's previous background. Did they go to an Ivy League school? Have they worked at a blue-chip company? Have they built out a big vision before? Effectively, how smart is this person?
但是，是什麼成就了 一位優秀的創業者？ 這是一個我每天都要問自己的問題。 一些風險投資人會 根據創業者的履歷背景下注。 他們是否畢業於藤校？ 他們是否在藍籌公司工作過？ 他們之前是否就構建過遠大願景？ 實際上就是說，這個人有多聰明？
Other VCs asses a founder's emotional quotient, or EQ. How well will this person build teams and build rapport across customers and clients?
其他一些風險投資人會評估 創業者的情商，也就是EQ。 這個人組建團隊的能力有多強？ 而他又是否能同客戶構建和睦關係？
I have a different methodology to assess start-up founders, though, and it's not complicated. I look for signs of one specific trait. Not IQ, not EQ. It's adaptability: how well a person reacts to the inevitability of change, and lots of it. That's the single most important determinant for me. I subscribe to the belief that adaptability itself is a form of intelligence, and our adaptability quotient, or AQ, is something that can be measured, tested and improved.
而我有一套與眾不同的 評估創業者的方法， 並且方法並不複雜。 我找尋某個特定品質的跡象。 不是智商，也不是情商。 而是適應能力： 一個人在面對不可避免的 改變時反應如何， 尤其是當有大量變動時。 這就是那個對我來說 唯一且最重要的決定性因素。 我堅信， 適應能力本身就是 一種智商的表現形式， 而我們的適應能力系數，即AQ， 是可以被測量、測試和提高的。
AQ isn't just useful for start-up founders, however. I think it's increasingly important for all of us. Because the world is speeding up. We know that the rate of technological change is accelerating, which is forcing our brains to react. Whether you're navigating changing job conditions brought on by automation, shifting geopolitics in a more globalized world, or simply changing family dynamics and personal relationships. Each of us, as individuals, groups, corporations and even governments are being forced to grapple with more change than ever before in human history.
適應能力不僅僅 對公司創始人來說有用， 我覺得它對我們 所有人來說都越來越重要。 因為這個世界正在加速變化。 眾所周知科技在加速發展， 這迫使我們的大腦做出反應。 不論你是在找尋辦法 應對因為自動化 帶來的工作條件的改變， 因為全球化所帶來的地緣政治的變遷， 或者單純是為了 改變家庭氛圍及人際關係。 我們每一個人，作為個人、群體、 公司、甚至是政府， 正被迫與空前的 大量改變做抗爭。
So, how do we assess our adaptability? I use three tricks when meeting with founders. Here's the first. Think back to your most recent job interview. What kind of questions were you asked? Probably some variation of, "Tell me about a time when," right? Instead, to interview for adaptability, I like to ask "what if" questions. What if your main revenue stream were to dry up overnight? What if a heat wave prevented every single customer from being able to visit your store? Asking "what if," instead of asking about the past, forces the brain to simulate. To picture multiple possible versions of the future. The strength of that vision, as well as how many distinct scenarios someone can conjure, tells me a lot.
那麼，我們該如何 評估自己的適應能力呢？ 在與創業者見面時， 我會使用三種訣竅。 下面是第一條。 回想你最近的一次工作面試經歷。 你被問到了哪種問題？ 大概是類似於 “告訴我某個當你……時的經歷，” 對吧？ 取而代之，在針對適應能力的面試中， 我喜歡詢問 “如果......會怎樣” 的問題。 如果你的主營業務收入 一夜之間蒸發了，你會怎麼辦？ 如果熱浪致使所有客戶 都不能光顧你的店鋪了，你會怎麼做？ 問詢 “如果……怎麼辦” 而非過去， 迫使我們的大腦進行模擬。 來勾畫出關於未來的多種可能版本。 預見的能力， 以及有多少不同的情況能被預想出來， 能告訴我很多信息。
Practicing simulations is a sort of safe testing ground for improving adaptability. Instead of testing how you take in and retain information, like an IQ test might, it tests how you manipulate information, given a constraint, in order to achieve a specific goal.
練習情景模擬對於提高適應能力來說 是一種安全的試驗場， 跟測試你領會和 記住信息的能力如何， 比如智商測試不同， 它測試的是你處理信息， 當被給出一些限制時， 以達到某個特定目標的能力。
The second trick that I use to assess adaptability in founders is to look for signs of unlearning. Active unlearners seek to challenge what they presume to already know, and instead, override that data with new information. Kind of like a computer running a disk cleanup. Take the example of Destin Sandlin, who programed his bicycle to turn left when he steered it right and vice versa. He called this his Backwards Brain Bike, and it took him nearly eight months just to learn how to ride it kind of, sort of normally. The fact that Destin was able to unlearn his regular bike in favor of a new one, though, signals something awesome about our adaptability. It's not fixed. Instead, each of us has the capacity to improve it, through dedication and hard work.
我用來評估創業者 適應能力的第二種方法， 是尋找他們 “反學習” 的跡象。 活躍的的反學習者力圖 挑戰他們默認已知的東西， 並用新信息將（舊）數據推翻， 與格式化電腦磁盤相類似。 以德斯坦·桑德林為例， 他設計當將車把轉向右側時， 自行車會向左轉向， 反之亦然。 他將其稱為逆腦力自行車。 而僅僅為了學會 如何較為正常地騎行它， 他就花了將近八個月。 德斯坦能反學習騎行常規自行車， 以新代舊， 標誌著一些關於 我們的適應性的優點。 它不是一成不變的。 相反，我們每個人都有能力 通過勤奮付出與不懈努力去提高它。
On the last page of Gandhi's autobiography, he wrote, "I must reduce myself to zero." At many points in his very full life, he was still seeking to return to a beginner's mindset, to zero. To unlearn. In this way, I think it's pretty safe to say Gandhi had a high AQ score.
在甘地自傳的最後一頁，他寫道， “我必須讓自己歸零。” 在他無比充實的一生中的很多時刻， 他仍力圖迴歸初心，歸零。 迴歸未知狀態。 因此，我可以很自信的說， 那就是甘地有著很強的適應能力。
(Laughter)
（笑聲）
The third and final trick that I use to assess a founder's adaptability is to look for people who infuse exploration into their life and their business. There's a sort of natural tension between exploration and exploitation. And collectively, all of us tend to overvalue exploitation. Here's what I mean. In the year 2000, a man finagled his way into a meeting with John Antioco, the CEO of Blockbuster, and proposed a partnership to manage Blockbuster's fledgling online business. The CEO John laughed him out of the room, saying, "I have millions of existing customers and thousands of successful retail stores. I really need to focus on the money."
第三條，也是最後一條 我用來衡量創業者適應力的絕招是， 尋找那些將探索融入 生活和事業的人。 在探索與開發間有一種自然張力。 而整體來看， 我們都傾向於過分重視開發。 舉例來說， 2000年時， 一個人在同約翰．安提奧， 即百視達的首席執行官開會時 加入了自己的想法， 並提議一同合作 管理百視達剛成立的在線業務。 首席執行官約翰笑著 把他趕出了房間，並說， “我擁有上百萬的已有客戶， 以及成千上萬個運營良好的零售店。 我真正需要關注的是錢。”
The other man in the meeting, however, turned out to be Reed Hastings, the CEO of Netflix. In 2018, Netflix brought in 15.8 billion dollars, while Blockbuster filed for bankruptcy in 2010, directly 10 years after that meeting. The Blockbuster CEO was too focused on exploiting his already successful business model, so much so that he couldn't see around the next corner. In that way, his previous success became the enemy of his adaptability potential.
而那個參會的男人， 事後得知是裡德·哈斯廷斯， 網飛公司的首席執行官。 2018年，網飛公司收益158億美元， 而百視達卻於2010年登記破產， 這距離那場會議，正好過去十年。 百視達的首席執行官， 過於重視開發 他已取得成功的商業模型， 以至於不能看到下一個“轉角“。 這樣一來，他之前的成功 成為了他適應性潛能的敵人。
For the founders that I work with, I frame exploration as a state of constant seeking. To never fall too far in love with your wins but rather continue to proactively seek out what might kill you next. When I first started exploring adaptability, the thing I found most exciting is that we can improve it. Each of us has the capacity to become more adaptable. But think of it like a muscle: it's got to be exercised. And don't get discouraged if it takes a while. Remember Destin Sandlin? It took him eight months just to learn how to ride a bike.
對於那些我合作過的創業者來說， 我將探索定義為 一種持續尋找的狀態。 永遠不要過度沉溺於勝利的喜悅中， 而是繼續積極地尋找那些 接下來有可能置你於死地的東西。 當我第一次探索適應能力時， 我所發現的最令人興奮的一點 是我們可以提高它。 我們每個人都可以成為 更具適應能力的自己。 可以將適應力想象成肌肉： 它需要經常得到鍛鍊， 不要因這個過程 花費的時間太長而洩氣。 還記得德斯坦·桑德林嗎？ 他花了整整八個月的時間 才學會如何去騎車。
Over time, using the tricks that I use on founders -- asking "what if" questions, actively unlearning and prioritizing exploration over exploitation can put you in the driver's seat -- so that the next time something big changes, you're already prepared.
日積月累，使用 我用在創業者上的方法—— 多問“如何……怎麼辦”， 積極迴歸未知狀態， 並將探索看得比開發更為重要， 就能將你置於主導位置—— 以便下次重大改變發生時， 你已準備就緒。
We're entering a future where IQ and EQ both matter way less than how fast you're able to adapt. So I hope that these tools help you to raise your own AQ.
我們正面向一個智商和情商 都遠不如適應速度重要的未來。 所以我希望這些工具 能幫助你提高自己的適應能力。
Thank you.
謝謝。
(Applause)
（掌聲）
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