【视频】紧迫感的重要性 (The importance of urgency)
[i=s] 本帖最后由 摇晃的精灵 于 2009-1-26 20:29 编辑 [/i]0R[ T k A y!Xi r p'GxQk;T ] G;W sg|
[b]Title: The importance of Urgency _ _BE`2f4?,@e
Speaker: John P. Kotter
Professor Emeritus+MP/[2Q8l j1W,\6eW
Harvard Business School[/b]
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Without a true sense of urgency, any change effort is doomed, watch John P. Kotter discuss the need for urgency and how managers create and sustain it in their organizations.#A&g5q }.DD(K/J
【观看视频】(因网络原因，有时需耐心等待5-10秒以上时间)G T E(qLB,oC
[flash]http://www.tudou.com/v/VK8YzJnIqQA[/flash] 得能听懂80%左右， 觉得很有用，也知道自己英语原来很一般。 要加油了
回复 1# autumnwater 的帖子
版主，你好！圣诞快乐！我有一个问题向您请教：去美国前，本科生在学习上应该做哪些准备呢？
我是学国际商务的:D 十分感谢！ 盼复！ 我只逛过MIT和Harvard,但没上过课，稍后让摇晃的精灵回答你这个问题吧，她有很多朋友在美国读书。 Hi, 蓝白飞翔
你好!
你是要到国外读硕士,对吗?Mek Uh
第一, 你的成绩,要努力考到你能力范围内最好的分数,这样你的材料才会漂亮.因为人家学校审核你的第一步是先看材料的.至于材料怎么才能好看,就要你多下功夫了.
第二, GRE 考个好的分数. 下决心,考到最好. B \1`^{mI&X&q
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第三, 你的综合实力和潜力. 如果你有过获奖的经历,也要写到材料上去.多多益善.G(~8r&y"bez(q
第四, 你的听力和口语要过关: 很有可能你申请的学校会突然打电话给你先聊几句,所以,你的听力和口语一定要过关,起码要听得懂,才能答得对. 当然我相信你是没问题的. 当然,多听听课堂实录也有一定的帮助s*nx9H*c[ Ab
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Best regards,
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[[i] 本帖最后由 摇晃的精灵 于 2008-12-24 16:54 编辑 [/i]] 谢谢LZ, 很好的视频 好视频，顶一个。问一下，“演讲文本”在那里下载呢 Hi Astone, 不好意思,这个视频目前还未有演讲文本. 其实,如果时间允许的话,你可以试着听写哦,这样挑战性大一些, 进步得也更快一些. :loveliness: L$h w R P{CW:q
牛年好运!}1rh:Z3R R&h ]y/i
[[i] 本帖最后由 摇晃的精灵 于 2009-1-16 15:41 编辑 [/i]] 这里很多牛人^^,
回复 6# 摇晃的精灵 的帖子
摇晃的精灵，你好~想问你个问题呢： |&}p,d@9@ @#M你说成绩要考到能力范围之内的最好，到底要多好呢？ ^.sG&c gQx(O
我想出国读研，也想读好学校，但不幸的是我已经有三门课下到80分以下了……还有一门也已经跌到75以下了……还好没跌破70，但我觉得已经很严峻了……我对于gpa的计算完全不懂，也不知道材料上显示的是否包含其它加分。。。
因为我学的是汉语言文学，大二上已经结束了。我的很多优秀的师哥师姐都想出国，但异常艰难><
我不知道是否现在就要开始准备了，很想找个人问问。-l:sJ0Sw Xt({ t+Z
能不能加你qq或msn私聊呢？谢谢~感激不尽……2I/K4|M-PH z#K
祝牛年快乐！:loveliness: [quote]原帖由 [i]Isis[/i] 于 2009-1-20 00:01 发表 [url=http://www.galaaa.com/redirect.php?goto=findpost&pid=1871&ptid=240][img]http://www.galaaa.com/images/common/back.gif[/img][/url] V1D~T5u1E
摇晃的精灵，你好~想问你个问题呢：
你说成绩要考到能力范围之内的最好，到底要多好呢？ r R;w q`$d@ h
我想出国读研，也想读好学校，但不幸的是我已经有三门课下到80分以下了……还有一门也已经跌到75以下了……还好没跌破70，但 ... [/quote],F"g3p"fI%m+_
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[b]关于GPA[/b]
据我所知,平时成绩的标准, 美国的GPA满分是4分，分4档, 即A=4，B=3，C=2，D=1，GPA的精确度往往达到小数点后1到2位，如3.0、3.45。
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GPA的计算一般将每门课程的学分乘以学时，加起来以后除以总的学时，得出平均分。我们中国学校的分数设置一般是百分制或五分制，具体的折算方式视不同的美国大学的要求而有所不同，百分制的90分以上可视为4分、80分以上为3分、70分以上为2分、60分以上为1分，五分制中的5分为4分，依此类推. 而许多大学的成绩单上没有学时，GPA只能估算，可将所有课程的成绩加起来除以课程数，一般美国大学对于奖学金申请者的GPA要求是3.0以上，名校在3.8以上。
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这种GPA折算对我们中国学生有许多不利的因素. 我举个例子,我一位师兄,就读的是国内综合实力前10的大学, 他平时成绩名列全年级前20左右,有一次高数考试,他考全班第1,年级第5,分数是79,大部分都在50-60分,还有很多不及格的.所以照这么算的话,他的GPA就很低了,才2分. 像这种情况,就需要在自己的成绩单,或者是推荐信以及读书计划中,说明GPA成绩低是因为评分标准十分严格而导致,还要强调你这个成绩是全班TOP 1,全年级TOP 5, 再加上百分比吧. 只要你解释得合理,这些不利因素相对会减少.
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[b]关于出国留学准备[/b]7hj;qA-f
你现在大二,可以开始着手准备了.
1. 参加必要的考试,要趁早. TOEFL有效期为2年，GRE、GMAT、的有效期为5年。不过有一点需要注意, GRE、GMAT、要第一次就考好，如果第一次成绩不理想，再考第二次，ETS寄送成绩时会把两次成绩一并寄到学校去，而学校往往会采取这两个成绩的平均分数而非最高分数作为考虑成绩的。而在寄送TOEFL成绩时，你可以选择只寄送最近的一次。 } A!S [ ~+Y pL A
在参加这些考试之前，就应该开始与美国进行第一次书信联系，个人认为,第一次联系时间至少应在准备入学时间的前8-10个月，因为第一次联系过程中会难免会出现许多问题，例如申请表格不十分齐全，各种各样的可能都有.这些麻烦都会耽搁申请时间，如不提早联系，很容易错过申请截止日期.
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2. 另外,我想说的是,美国大学在评定学生申请时,学习成绩只是衡量标准之一，它的重要性并非是最大的，TOEFL、GRE与GMAT,推荐信、个人简历、读书计划等这几项材料每一项的重要性不在成绩之下.
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奖学金申请材料要做得好看,并不是说要去篡改平时成绩,如果被发现,是一件很严重的事情. -y:b)}c vU.G+a
整套申请材料包括各种奖学金资助申请表以及财力证明表，TOEF,GRE等必要考试成绩复印件（同时要求ETS寄送成绩）；二至三封教授推荐信；中英文两份学习成绩单；简历；读书计划；学历证明。1f8S+Mf!},uJ
成绩单上面已经说过,这里就讲讲推荐信,简历,读书计划,和财力证明表的一些技巧吧.
1. 推荐信: ([color=Blue]强调一点, 平时在学校,就要很早建立良好的人际关系网.人脉重要哦,不要等到需要帮忙的时候才去找老师.特别是平时多跟教授联系.要坚持不懈,不卑不亢,多向教授请教问题等等,要给老师留下很好的印象[/color])r;S l Al.T6wP#~c
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推荐信是由你目前就读学校的教授向申请学校写的推荐你入学与申请奖学金资助的信函。美国大学一般要求申请人提供2－3封教授推荐信以了解申请人在学习成绩、学业成就、工作能力、在校期间表现以及申请人性格特征等方面的情况，信函一率用英文书写。
你可以请你的导师、系主任、任课教师来写推荐信，如果能得到有名望的老师的推荐信,那将是最好不过. 推荐信的内容应对你给予适度赞扬，但又不可夸张空洞，十分忌讳超实际的称赞，那样会让审阅人认为有私心非客观评价，从而全盘否定，最终对申请人有害.三封推荐信可分别着重强调学业成就，工作能力,性格优点与整体素质.
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2.个人简历2x H\&C%y4dGK+m%Y
个人简历是非常重要项材料。申请入学与奖学金资助，要准备一份合适的个人简历。简历就是审阅人认识你的一个基本框架.通常来说，申请奖学金资助的个人简历内容应包含所学课程、所获奖励与荣誉、工作经历、发表论文、英文及其他语言水平、个人研究兴趣等几方面内容。(切记,要让学校知道你是一个全面发展的学生.)D __;y,f-Y
如果获得的奖励和荣誉不是很多,那就在参加的课外活动、社会实践等. 比如你初中的时候参加过义务植树,或者去过敬老院帮助老年人.高中时,义务为校运会运动员倒水,或者拾球. 大学开学时候义务为新入学的学妹学弟介绍学校等等.这些虽然跟优秀学生的荣誉不同,但是同样能为你加分. 如果你还有一项特长得到了评定委员会人员的欣赏,而其他条件一般，也有可能被录取.G.t%F[ P(yc
3. 读书计划
读书计划是在申请过程中按照学校的要求来写一篇有关申请人过去背景，目前成就或是未来计划目标的文章，一篇成功的读书计划不但应语言流畅，且文章逻辑严谨，层次分明，能充分显示申请人的才华并抓住审阅人的注意力。
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写读书计划之前需要考虑的几个问题:+H Y(cT2Hi!PGE;P B'a
比如强调你有独特与吸引人的地方，你生活中的细节,比如影响你人生的事件,能够使审阅人较好地了解你，并认为你与众不同;你对你所学的专业产生兴趣的时间，为什么感兴趣，当时你对它的认识是什么;你对你申请的专业的了解程度，你的奋斗目标;如果你的平时成绩不是很理想，解释一下;你曾经克服过什么困难，怎样克服,有什么样的经历、技能、或优点;你选择这所大学的原因等等.
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4.财力证明表E(i$Ppr,};K
财力证明表是校方寄给申请人，并要求申请人填写自己的支付能力以供在美国学习及生活花费。除了自己个人存款外，还要求填写家庭资助、政府资助，经济担保人赞助等几方面财力来源与具体金额，学校要求申请人填写财力证明表格是为了了解申请人的财力情况，从而判定申请人另外需要多少金额的校方奖学金资助才能覆盖一年的全部生活费用。需要注意的是, 不能在财力证明上填写有充足的经济来源可可供你在美国读书与生活，那么即使学业成就再高，校方也不会授予奖学金资助的. 但也不应全部都填为零，那样学校若无法颁授全额奖学金，就不会再考虑其他形式的奖学金资助了，学校会认为即使把其他形式的奖学金授予此申请人，仍然不能够提供充足的资金来完成申请人一年的学习与生活.
[b]最后,至关重要的一点,在你选择了目标学校之后, 就要马上与你将来的导师联系.关注他/她的研究,并在联络信里谈你的看法,强调你对这门专业的兴趣和热情.[/b]r Qb1t'f9a7P"L
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非常抱歉,我现在非常的忙.所以很少有时间QQ或MSN. 但是如果你有任何问题,或是需要帮助的,可以发短消息给我,发在这里也没有问题. 我很乐意帮助并会及时为你解答.
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保持乐观的态度!
[[i] 本帖最后由 摇晃的精灵 于 2009-1-20 12:14 编辑 [/i]] [i=s] 本帖最后由 三生石畔 于 2009-1-26 19:06 编辑 [/i]8{ TM(ZVp!kh x
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版主， 我听写好了，请各位帮忙指点，检查错误。谢谢&{7P Jx"Umg
[b]Paul Michael:[/b] Hello, I am Paul Michael, I am director of content from Harvard Business Digital and I am delighted to be joined today by John Kotter. John is professor of Emeritus Harvard Business School and one of the world’s foremost experts on leadership and change. He is also the author of new book in title of A Sense of Urgency. Thank you John for joining us today.
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[b]John Kotter[/b]: My pleasure.
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[b]Paul Michael:[/b] John, you’ve written for years about how most change efforts fail. And what’s missing in many cases is a real sense of urgency across the organization. And so that’s we are gonna talk about today. The need for urgency, how managers can create urgency and how they can maintain it in their organizations to bring about real transformational change. So what’s the definition of the world? What’s the John Kotter’s definition of urgency?
[b]John Kotter[/b]: Urgency is a combination of thought, feeling and actual behavior. The thought , the great opportunities and the great hazard feelings and a kind of gut level of determination that we gonna to something now, we gonna do something to win. And behavior is the hyperalertness of what’s going on. And it’s a sense of coming to work each in everyday with the commitment to making something happen. That’s an important issue. It’s say, a sense you’ve give it out there to the people. that we got get going and because it is so important. It’s commitment if I’m doing junk to get out of the way because I can’t work hundred dollars a week in die. That’s not the whole point, you don’t win that way. So it’s the determination, and movement that is smart and that wins.
[b]Paul Michael[/b]: Why do we need urgency?
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[b]John Kotter:[/b] The fundamental reason we need urgency is because the way to change is going on. Everybody says that very few people believe it. If you look at the dead of all the way from number of pattern’s file, aim at a activity, all kinds of global activity. It’s going up like that . It’s sounds even leaner. And the fast the world move the more you need to change. What we found again, again and again is right at the beginning of successful change if you get a sense of urgency going. And if you don’t , everything is slows down and everything is tougher and everything is more frustrating. Hence, the way of change is very important.
[b]Paul Michael[/b]: Where is it come from?
[b]John Kotter[/b]: Well, I think it comes from a lot of places, but not the list of which is other people help create it and recreate it , or you help create it and recreate it. It certainly doesn’t happen naturally in organizations. Organizations have a gentle tendency to wanna stabilize in just a kind of stay there. An urgency kinda goes like this. Even we are good people there is nothing to do with it . So you have to understand that is important. You have to be dedicated to want it to create it, because you see what you can do for you , for the organizations, for society, and then you provide leadership no matter where you are in the organization to make it happen. T!P+? ~*TGK
[b]Paul Michael:[/b] So, key point there. I would think that before we got into this that urgency had come from the top of the organization that there couldn’t be a real burning platform if senior leadership didn’t ignite it. Is that the case today your kind of urgency come from anywhere?
[b]John Kotter[/b]: More often than that comes from up and goes down. But that is , you know, more often than that. You can come from anywhere. We got great stories of how somebody done a barrier in organization see there is a real problem here. People are too complacent to running around the world. And I call the force of urgency. And they are smarter than our determined enough to start working that mess job, or they start using some of the technics what we’ve found. That eventually start permitting the organization and eventually start teaeding senior management. So the answer is of course that all of help some anything to have it come from above, but people and we got a lots of stories , anyone of the organizations can help create the need of urgency.
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Paul Michael[/b]: Can you tell me a story about the ground of sense of urgency coming gut out of the organization? [i=s] 本帖最后由 三生石畔 于 2009-1-26 19:07 编辑 [/i]
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[b]John Kotter[/b]: well, yeah, it is one it is a young woman right out of the college made choices 27years old. For what ever reason she looks around , she knows things not going fast enough, and not going smart enough and she gets frustrated and she looks around she sees over here complacency over here the frenetic staff that is not urgency.
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She talks a few with her friend that she were conchied , she is not in charge. But for what ever she is smart enough, to say in several age seating and saying and you know this is ,I guess the done bus and this is life. She says who above us might be able to too neat of this , might be open, may have it she get all ready. And they pick up somebody in senior management and the date decided is open to the staff willing to talk to lot of people and she gets an appointment with him just like that and she is spell out of case , she is right, he does listen. And then he goes out does like work for, and it’s the one he goes out and starts talking to people he does not normally talk to , he go to the place he does not normally go to ,he starts reading thing he doesn’t , and he comes out that thing, woo, he then set s on the dinner with the CEO who he is know for years. And they talk for about five hours , the CEO comes out like that, starts cancelling his agenda, and he starts attending new things and deep in low in the organization within staff , he again comes out going, woo. And then he start sending in the emotion, you know, just like this, he change the annual management meeting.-O(M W"T!D:]K+m
The kind of pro-announcement, the come out of the office, have the different tone, reap out the company news paper. He gets sort of one of the senior managers and getting in the way and so you know here is the interaction characteristic a kind of kind was comes up and then comes down. But the hero in that story was 27 years old person.
[b]Paul Michael:[/b] We got a lot of emergent leaders watching this interview today. And I think that is 26 years old this is our new hero. How do we act like her, how do we step back and gave the level of urgency , you know the organization.U l ~1W O(h1hQr J"W$C
[b]John Kotter: [/b] I think the more that you get the point, the more that you understand that the world is moving faster and faster. There is no way in the world unless you got the sense of urgency. That you can’t move and maneuver in a smart way to win. And the more that you have some sense of activity to what complacency really is. Because no doubt limit the complacent. You know he is going to asking him then help at all.
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The more you have some sense of a lot of activities going on doesn’t mean that people had the sense of urgency. Then you got the eyes, you got a lens to be able to see somethings. And in the lots starts with that and then when you see somethings, you are going to ask the news of all kind of technics about kind of giving information from the outside and talking up, behaving urgency with you just , you are a little poor. A peer , you know role modeling as yourself.
There are lots of ways. But it is starts with being able to see it clearly with start further understanding. Ooh, we are talking about here.
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[b]Paul Michael: [/b] Could you talk a little more about bring in outside there are not understanding that one?
[b]John Kotter: [/b] Well , there is a disconnect almost everywhere between what’s happening in outside the organization and what people see and feel inside. All kinds of reasons that have to do is just for the fundamental nature of lower skill of organization. And that disconnect create complacency. Because all of this up there out here suggests opportunities are hazards.f5t*p4I2[f [._&WC
If it does disconnected, the people inside don’t see it or feel it. Complacency goes up, urgency goes down. And the more that you can create a better connect, the more of that staff kinda a plumb inside, That people feel it inside those opportunities is so hazards, that staff are urgency goes up. So any technics you can use all the way from, you know, obvious one getting dead of about the outside and bring in dramatic ways. Sending people little scouts out, to meeting the day would normally go to bringing people in , I mean the best consultant to know that’s what the doing.
Ah, you know the decoration. It’s amazing how many places you can go into, you can look around and in there is a disconnect between the way the office is look and the world is going on out there. Um, you know, you can front like employee very often if you say you empower them. They see what’s going on, all the time because it is the nature of the job, and if you say we need that information out here, and the way is a kind of scuba up to higher levels. All of that is pull in staff in and when it does the accurate information, by definition given the way the world is moving today. It is kinda hatch way, wow, you know, there is an opportunity here and or there is real danger there, urgency goes up and boom.
[b]Paul Michael:[/b] Okay, we’ve got a sense of how to determine the level of urgency. And how do we ignite that urgency. How do you maintain it overtime?
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[b]John Kotter: [/b] Well, you have to work at . because it does not. It is as freshly as you , well, I mean, It’s a funny way success is killing on the staff, because success goes up, urgency goes down. I mean people ever sense of, you know. We were tough, we want , um, we are doing great analysis. And it’s a killer I mean we could talk about all kind of cases in history that everybody would know about.
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The organizations were so successful, that the complacency just became the culture and then slowly over time they decline with all kind of implications for careers and customers and everything else. But it’s amazing how much just a little success can cuff kill off urgency and bring out complacency and you don’t have that win, you know, for 15 years in, you are not forbid google, I mean google, it’s ah, you know, and I hope the guys is running to understand it’s a vulnerable daily than this. They are doing , you know, after you’ve read 50 of magazine’s stories that says you are great, there is a tendency to say everything I am doing right now is right. There is no need prentice for me to change. That’s what complacency is.
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[b]Paul Michael:[/b] John Kotter, thank you very much. [i=s] 本帖最后由 摇晃的精灵 于 2009-1-26 19:28 编辑 [/i] y(q2Q w%Jv0J;{ ^ Y
非常感激三生石畔优秀的听写工作，我们将会奖励你300积分。希望你再接再励！
我们期待你更多的听写或者翻译作品。
新年快乐！ 好厉害，也谢谢了 谢谢哦，很不错的听写稿 自从来到这里，我也想出国了！Come on！ 同楼上，这里确实太好了，很是感谢各位的分享阿！ :)好东西呀 牛牛牛牛~~~，牛年看到好多牛人， 哈哈 谢谢，很好的资料，既锻炼听力，还能分享大师的思想…… 面对很连贯和快速的地道英语，发现自己某些地方还是有些=点跟不上，虽然工作上也和外国朋友有来往和交流（他们的英语也不地道……母语非英语），得继续努力！ [b]:funk:好厉害！[/b] 呵呵，你们真的很厉害哦！ 好啊 我的英语天地 很厉害`
看到自己的浅薄` z9nm4]2h {
加油` 我的英语太差。。。 听听看额...看看自己的水平怎么样.....这个标题我挺喜欢的..... 好样的哈！经典。 太强啦！呵呵！一定向你们学习哈！ 非常感谢，原来这里高手这么多啊受益匪浅哦 hehe,here i got it ! 很不错，顶了 WANT SO I DID 版主，你好厉害，是大好人啊。我要像你学习。 我也觉得好厉害啊，强人！ 牛人到处都是。9Ut1]z3` }
俺也致谢！:) 牛人啊，谢谢了！ 很好的视频啊 Q{U h;H {a
谢谢LZ 这里的人都好强啊！我要努力了~~ 这里的人都好强啊！我要努力了~~ [b] [url=http://www.galaaa.com/redirect.php?goto=findpost&pid=2076&ptid=240]15#[/url] [i]Lucy[/i] [/b].ti?"IC!Y@a9Xmm
So what’s the definition of the world?
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i think it should be :So what's the definition of the word? 很强啊，好好学习！！ 非常好 英语天堂 谢谢，很有用！:lol 请问版主，我看视频的时候老是卡，怎么回事啊？要不要下什么软件啊？ 恩，这个视频不错~~喜欢~ [b] [url=http://www.galaaa.com/redirect.php?goto=findpost&pid=305&ptid=240]1#[/url] [i]autumnwater[/i] [/b]$u7F$N S/z
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thank you very much 感谢所有版主 谢谢大家的支持 真是太感谢了！ 首先感谢 三生石畔 的听写，我做了些修改，但有些不确定，请高位高手指教
Paul Michael: Hello, I am Paul Michael, [color=Red]I am (删了[/color])director of content from Harvard Business Digital and I am delighted to be joined today by John Kotter. John is [color=Red]a[/color] professor of Emeritus Harvard Business School and one of the world’s foremost experts on leadership and change. He is also the author of [color=Red]a[/color] new book in title of A Sense of Urgency. Thank you John for joining us today.(VLf9|q2P%d'K
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Paul Michael: John, you’ve written for years about how most change efforts fail. And what’s missing in many cases is a real sense of urgency across the organization. And so that’s we are gonna talk about today-- the need for urgency, how managers can create urgency and how they can maintain it in their organizations to bring about real transformational change. So what’s the definition of the world? What’s the John Kotter’s definition of urgency?
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John Kotter: Urgency is a combination of thoughts, feelings and actual behavior. The thoughts, the great opportunities and the great hazard [color=Red]of [/color]feelings and a kind of gut level of determination that we gonna to [color=Red]do[/color] something now, we gonna do something to win. And behavior is the hyperalertness of what’s going on. And it’s a sense of coming to work each in everyday with the commitment to making something happen. That’s an important issue. It’s [color=Red]to[/color] say, a sense you’ve give it out there to the people, that [color=Red]we’ve got to [/color]get going [color=Red]on this[/color], because it is so important. It’s commitment if I’m doing junk to get out of the way because I can’t work hundred [color=Red]hours[/color] a week [color=Red]and[/color] die. That’s not the whole point, you don’t win that way. So it’s [color=Red]this[/color] determination, and movement that is smart and that wins. 'H.d*~t z UP
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Paul Michael: Why do we need urgency?[q%c.u W-n{)Q+H
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John Kotter: The fundamental reason we need urgency is because the way to change is going on. Perhaps says that very few people believe it. If you look at the [color=Red]date(不确定[/color]) of all the way from number of pattern’s files, aim at a activity, all kinds of global activity. It’s going up like that. It’s sounds even [color=Red]leave there（不确定）. [/color]And the fast the world move the more you need to change. What we found again, again and again is right at the beginning of successful change is [color=Red]you should [/color]get a sense of urgency [color=Red]of[/color] going. And if you don’t, everything is slows down and everything is tougher and everything is more frustrating. Hence, the way of change is very important.9CU[c,l,qOEth
Paul Michael: Where is it come from?) $Cny"B^ ~
John Kotter: Well, I think it comes from a lot of places, but not the list of which is other people help create it and recreate it , or you help create it and recreate it. It certainly doesn’t happen naturally in organizations. Organizations have a gentle tendency to wanna stabilization, just a kind of stay there. An urgency kinda goes like this. Even we are good people there is nothing to do with it. So you have to understand that is important. You have to be dedicated to [color=Red]warn（我好像听到ing了，不确定）[/color] it to create it, because you see what you can do for you, for the organizations, for society, and then you provide leadership no matter where you are in the organization. [color=Red]That may [/color]make it happen.
未完待续 [color=DarkOrange]相比之下，我的英语太菜了，恩，要加油了！[/color] 不错 挺好的视屏h&Xn d9n+_
:) 有趣的视频 顶个 真是个好地方。 东西很不错，就是自己的听力好烂:dizzy: 呵呵，你们真的很厉害哦！ 一起努力加油吧 ~~有幸能够认识你们~~ 向你们学习~~:)
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