提升自信（与修复大师伊恩·罗伯逊一起）

大家好。我们清楚地听到你们希望获得关于某个特定主题的建议，现在有个激动人心的消息要告诉大家。我们正计划推出一个系列节目《Fixable》，帮助大家提升职场自信，这需要你们的参与才能实现。在建立和保持工作信心方面，你们最迫切的问题和困扰是什么？请拨打234，即(234) 349-2253告诉我们你的想法。

Hello, everyone. We heard you loud and clear that you wanted advice on a special topic, and we have some exciting news for you. We're now planning a series on fixable to help you with your confidence at work, and we need your help to make it happen. What are your most pressing questions and problems when it comes to building and maintaining confidence in your job? Please give us a call at 234 That's (234) 349-2253, and let us know what's on your mind.

我们迫不及待想听到你们的声音。您正在收听的是TED出品的播客《Fixable》，我是主持人安妮·莫里斯。

We can't wait to hear from you. You are listening to Fixable, a podcast from TED. I'm your host, Anne Morris.

我是企业构建师和领导力教练，也是你们的联合主持人弗朗西斯·弗莱。我是哈佛商学院教授，同时也是安妮的妻子。

I'm a company builder and leadership coach. And I'm your cohost, Frances Fry. I'm a Harvard Business School professor, and I'm Anne's wife.

希望大家都度过了一个充实的夏天。正如我们节目之前讨论过的，不休息就无法解决问题。既然我们有机会休整，现在非常高兴能为大家带来《Fixable》的全新剧集。我们回来了，亲爱的听众们。更令人兴奋的是，我们将以主题形式开启秋季新季，这是前所未有的尝试。

We hope everyone out there had a very restorative summer. You can't fix things without taking breaks, as we've talked about before on the show. And since we've had the chance to take a break, we are delighted to share brand new episodes of Fixable with you. We're back, baby. We are also very excited to announce that we're opening the fall season with a theme, which is something we have never done before.

噢，我喜欢创新。什么主题？是'能行女同精神'吗？

Oh, I love innovation. What's the theme? Is it can do lesbian spirit?

接近了，弗朗西斯。本季我们将探讨'自信'这个你我都经常思考的话题。它在领导力中举足轻重，也极大影响着我们的工作和生活体验。因此我们将通过多期节目，从不同角度剖析自信，试图揭示其运作机制。

You're close, Frances. This season, we're gonna go after the topic of confidence, which is something you and I think about a lot. It's such a big variable in leadership and such a big variable in our experience of work and of life. So we're gonna do a whole series of shows where we look at confidence from a bunch of different angles and try to figure out how it really works.

关于这个话题我们有很多见解。它在我们工作中频繁出现，包括听众朋友们提出的问题里。确实如此。

Oh, we have a lot to say about this. It's something that comes up all the time in our work, including in the questions we get from you, our listeners. Yes.

说得好。请继续向我们提问。我们计划在本系列后期制作一期关于自信的《快速解决方案》，所以请把你们最迫切的问题发过来。你对担任新角色感到紧张吗？你正在尝试帮助他人建立信心吗？

That is a great point. Please keep those questions coming. We are planning a Quick Fix episode on confidence later in the series, so send us all your burning questions. Are you nervous about stepping into a new role? Are you trying to build up someone else's confidence?

无论你在思考什么，我们都想了解。弗朗西斯，提醒大家如何联系我们。

Whatever you're thinking about, we wanna hear about it. Francis, remind people how they can communicate with us.

你可以拨打或发送短信至234，即(234) 349-2253，或者发送邮件至fixable@ted.com。

You can call or text us at 234 That's (234) 349-2253, or shoot us an email at fixable@ted.com.

好的。经过一番周折，为了开启今天的系列节目，我们想与一位长期研究信心科学的人士对话。因此今天，杰出的伊恩·罗伯逊加入了我们。伊恩是神经科学家、临床心理学家，都柏林圣三一学院的心理学教授。他著有精彩著作《信心如何运作：自我信念的新科学》。

Alright. After much ado, to kick this series off today, we wanted to talk to someone who has been studying the science of confidence for a very long time. So today, the fabulous Ian Robertson is joining us. Ian is a neuroscientist, a clinical psychologist, a professor of psychology at Trinity College Dublin. He's the author of a terrific book called How Confidence Works, The New Science of Self Belief.

我欣赏伊恩工作的地方在于，他既是杰出的研究者，又致力于让大众接触到这些重要理念。

What I love about Ian's work is he's a great researcher who also is trying to democratize access to some really big ideas.

完全同意。这些能改变人们处世方式的重要理念，由他来开启本季再合适不过。让我们有请伊恩·罗伯逊，欢迎来到《可修复》节目。

Absolutely. These are big ideas that can change the way people move through the world. He is the perfect person to kick us off this season, so let's bring him in. Ian Robertson, welcome to Fixable.

很荣幸来到这里。

It's great to be here.

好的。首先请告诉我们，当你谈论信心时指的是什么？我们需要定义这个术语，因为它不仅是个人生活中的关键变量，也是团队乃至整个系统领导者需要把握的要素。

Alright. To start us off, tell us what you mean when you talk about confidence. We wanna define the term because we really wanna get ahold of this incredible variable in our lives as individuals, but also as leaders of teams and of whole systems.

我先说明什么不是信心。信心不是乐观——乐观是相信事情会变好。保持乐观固然有益，乐观者更健康，但这并非信心。它也不是自尊。

So let me say what it's not. Confidence is not optimism. Optimism is the belief that things will turn out well. Now, it's good to be optimistic, and optimistic people are healthier, but it's not confidence. And it's not self esteem.

自尊是对自我的评价。实际上人们可能耗费大量精力维护这种自我评价，其效果有时与信心恰恰相反。大脑中信心的关键在于它与行动相连——信心是相信自己能完成特定事项，并因此更可能获得预期结果。但信心的核心在于它搭建了通往未来的桥梁。

Self esteem is your self evaluation. And actually, people can spend an enormous amount of energy trying to protect that self evaluation, which can sometimes have the opposite effects to what confidence does. So the critical thing about confidence in the brain and the human brain is it's linked to action. Confidence is the belief that you can do a particular thing and that if you do that, then the result, the outcome you want is more likely to happen. But the critical thing about confidence is it crosses that bridge to the future.

未来本质充满不确定性，而信心正是驾驭不确定性的能手。它帮助我们在焦虑中应对不确定性并采取行动。

The future is by definition uncertain and so confidence is an uncertainty master. It helps us navigate uncertainty and take action while coping with the anxiety that uncertainty causes.

那我们该如何处理这种焦虑？如何在焦虑面前保持信心？

Well, what do we do about that anxiety? How can we be confident even in the presence of anxiety?

如今人们倾向于将焦虑实体化，视其为病症而非对不确定性的正常反应。通过建立信心思维模式，可以让焦虑成为行为的能量源——因为焦虑与兴奋、愤怒等情绪具有相同的心理生理机制，都是大脑和身体为行动所做的准备。这意味着你能以柔道式技巧，在拥抱不确定性的信心框架中将焦虑转化为兴奋。

People tend to reify anxiety these days to see it as a disorder rather than a perfectly normal response to uncertainty. And by adopting the kind of mindset of confidence, it's possible to make anxiety your friend and make it the energizer of your behaviour because anxiety is just one of a number of emotions like excitement or anger which all have the same psychophysiology. And what they are is a general arousal of the brain and body preparing for action. And that means that you can harness anxiety to jujitsu into excitement in the context of embracing uncertainty in a confident mindset.

我非常赞同。既然我们已经明确了自信的本质与误区，现在我想探讨如何为自己及他人培养这种品质。你将这个概念归纳为心智或大脑的四种状态。具体是哪四种？理解这些状态如何帮助我们变得更自信？

I love it. Now that we've established what confidence is and isn't, I wanna talk about how we can do this for ourselves, but also for each other. You organized this idea into four states of the mind or brain. What are those states? How does understanding those four states help us to be more confident?

没错。首先我要说明，自信是通往未来的桥梁。这座桥梁由两条缆索构成：其一是'能做到'，这是斯坦福大学著名心理学家阿尔伯特·班杜拉提出的自我效能感；

Yeah. So let me just say that confidence is the bridge to the future. It helps you cross the bridge to the future, and that bridge has two strands to it. One is can do. That's what Albert Bandura, the great Stanford psychologist called self efficacy.

其二是'可能成真'，即结果预期。比如'我认为自己能戒烟'属于'能做到'，而'相信戒烟会让我更健康长寿'则是'可能成真'。这两条缆索衍生出心智与大脑的四种状态。

And the other is it can happen, which is the outcome expectation. So I think I can stop smoking, can do. And I think if I stop smoking, I become healthier and live longer. Can happen. So, two strands give you four states of the mind and brain.

第一种是'不能做'加'不会发生'，即冷漠状态。通过正电子发射断层扫描可见，这种状态下大脑奖赏回路的多巴胺受体水平降低。冷漠会削弱主动性，降低思维敏锐度（因前额叶皮层多巴胺减少），减弱说服力，加剧抑郁焦虑——而自信恰恰能逆转这些效应。

One of them is can't do, couldn't happen and that's apathy. And apathy in the brain, actually you can visualize it using positron emotion emission tomography scanning and you can see lower levels of dopamine receptors in the brain's reward network. So apathy lowers your initiative, makes you less mentally sharp because there's less dopamine in your prefrontal cortex, makes you less persuasive, it makes you more depressed, it makes you more anxious. And confidence does the very opposite to that.

那么'能做到'加'可能成真'就是自信状态。

And so is can do, can happen. That's the confident state.

正是如此。

Yes. That's right.

那'可能成真但做不到'属于什么状态？

What is can happen but can't do? What state is that?

这是另一个象限的状态：比如'我能拿到大学文凭'（自我效能感的'能做到'），但'以我的背景，这不会带来更好的工作'。这种认知会导致挫败感与愤怒。

So that's one of the other quadrants where you think, get that college degree. I think I can do that. That's self efficacy, can do. However, with my background, it's not going to get me a better job. That leads to a sense of frustration and anger.

明白了。

Got it.

当人们认定'能做到'却预期受阻时，这种挫败愤怒会激活大脑的'战或逃'系统——去甲肾上腺素系统。过度激活会干扰思维判断，形成极其糟糕的心理状态。这正是当今全球政治生态的普遍现象。与之相对的是'我做不到'的认知。

And that sense of frustration and anger, when you think you can do it but you're going to be blocked, that raises another set of whole fight and flight system of the brain, the noradrenaline, norepinephrine system. And too much of that in your brain clouds your thinking, clouds judgment. And that's an awful state. It's very much part of the political landscape worldwide these days. The opposite to that is, Oh, I can't do that.

你知道，我就是无法改变饮食习惯。我知道如果能改变，我会更健康、感觉更好。但我就是做不到。这往往会导致抑郁，以及高度的焦虑。它让人难以准确评估成功与失败的概率，并据此采取行动。

You know, I just I can't change my diet. I know if I could, I'd become healthier and feel better. I just can't do it. That tends to lead to depression and again, high anxiety. It makes it difficult to correctly assess probabilities of success and failure and to act according to these probabilities.

我们都需要成为概率专家。我能做到吗？没人能百分百确定你能做到。但你必须告诉自己：看，我有90%的把握能做到。我相信我可以。

We're all having to become probability experts. Can I do this? No one can say with 100% certainty you can do this. But you have to then say, Look, there's a 90% chance I can do this. I believe I can do it.

我选择聚焦在那90%的可能性上，并通过信心效应来增加实现它的几率。

I'm going to choose to focus on that 90% probability and increase my chances of doing it because of the confidence effect that has.

所以如果右上象限代表自信，对我来说左上代表挫败，右下是抑郁，那'不'是什么？'不能'是什么？该怎么命名那个状态？

So if the upper right quadrant is confident, and for me, upper left is frustration, lower right is depression, what's the no no? What's the can't? What's the label for that?

那是冷漠。

That's apathy.

冷漠。

Apathy.

冷漠是最具破坏性的状态。它是自信的反面。意味着当你在生活中遭遇诸多挫折时，由于情绪低落、焦虑加剧、动力不足，你大脑应对这些挫折的能力会下降——思维不再敏捷，说服力减弱。人们不听你说话，也看不见你。这就是严酷社会经济环境对人的影响，但总有一部分人不会被贫困击垮，这些人拥有掌控感。

And apathy is the most disabling state of all. It's the opposite of confidence. And it means that, you know, if you've had a lot of setbacks in life, your ability even to cope with these setbacks in your own brain is reduced because of your lower mood, your higher anxiety, your lower motivation, you're less mentally sharp and you're less persuasive. People don't listen to you And people don't see you. And that's what tough socio economic conditions do to people, except there's a proportion of people who are not ground down by poverty, and that's people who have a sense of control.

他们相信自己能掌控某些事物。这自然与信心相关。所以自信可以是：我在社交场合有信心，能做演讲，对工作有把握。你可能不擅长社交，但可以在学术上有信心。这是你对特定情境下完成某类行为能力的信念。

They perceive themselves to have some control in their worlds. And that of course goes with confidence. So confidence is, I am confident in social situations, I can do presentations, I am confident in my work. You may not be confident socially but you can be confident academically. So it's your belief about your ability to perform certain categories of behavior in certain situations.

正是这种与具体行为类别的关联，解释了信心为何有效。

And it's that linked to specific categories of action that means that why confidence works.

精辟。

Beautiful.

那么，伊恩，我们将带你进入一些辅导场景，讨论如何运用你为我们定义的这四个象限。我们先从‘挫折感’开始。对，请再向大家说明一下

So, Ian, we're gonna bring you into some coaching scenarios and talk about how we move through these quadrants that you have defined for us. Let's do frustrations. Yeah. Which and remind us all what

什么是‘挫折感’——我能做到，但觉得毫无意义。比如我能拿到大学文凭，但即使有了文凭，我也不认为它能改善我的前景。我理解得对吗，伊恩？

that Frustration is, I can do it, but I don't think it's gonna matter. Like, I can get the college degree, but I don't think even with a college degree, it's gonna affect my prospects. Do I have that right, Ian?

完全正确。所有情绪都有其功能。恐惧让我们逃离危险以延续基因，厌恶阻止我们中毒身亡以确保生存，而愤怒在进化中的意义是作为谈判工具。

Yes, you're absolutely right. All emotions have a function. Fear is to get us escape and allow us to pass on our genes. Disgust is to stop us being poisoned and to be killed and allow us to survive to pass on our genes. Anger, its evolutionary purpose is as a negotiating tool.

愤怒帮助我们在冲突中争取优势。因此，如果你感到无名的愤怒——比如觉得世界不公，或被无形力量阻碍——这种情绪会成为消耗你的负资产。

Anger is to allow us to get our way in a situation of conflict. And so, if you feel generally angry in a nonspecific way, the world is unfair, or I'm stuck because of nameless forces against me, that will that will be an asset that will burn you up.

所以我因为晋升被拒而在工作中愤怒。是的。能帮我明确目标和诉求吗？

So I'm angry at work because I was passed over for a promotion. Yeah. Can you help me with the target and the request?

好的。晋升失败的原因是什么？是我能力不足？还是有更优秀的人选？还是存在不公？

Yes. So what is the cause of my failed promotion? Is it something I failed to do or wasn't as good at? Or was there just someone better than me who got to? Or is it to do with some unfairness?

是否有人故意阻挠？这取决于你的分析。如果归因于评估体系固有的随机性，你得承认世界本就存在偶然性，接受这次落选并继续前进。

Has someone deliberately thwarting me? So it depends on what your analysis of the situation is. If you put it down to the randomness that's inherent in all assessment systems, you have to say, well look, the world has a certain amount of randomness in it. You have to live with this. I'm just going to have to accept that I didn't get it this time and I'm going to move on.

通过分析可以化解愤怒。若因他人更优秀而名额有限，就提升自己争取下次机会。若涉及上级不公，则需极度谨慎——毕竟上司掌握权力。某种程度上老板是你唯一的客户，若遭遇不公，需理性评估应对方式，比如试探上司是否意识到问题。

So, you can neutralize your anger by your analysis of the situation. Similarly, if it was the case that you're in some way there was someone performing better than you that got the limited quota promotion, you say, well, okay, my job is to become a bit better and I'll get it next time there's a round of promotions. If it's unfairness, say by someone senior, if you think someone either wasn't doing their job properly, then that's a very tricky one because of course your senior person has power over you and you have to deal very, very carefully with power. In some ways your boss is your only client and so if you get a boss behaving unfairly to you, then you have to say, What realistically can I do? The goal might be to actually see if your boss is aware that this is the case.

将愤怒转化为目标：尝试与上司进行文明尊重的对话。当然，若上司任性回应‘不爱干就走’，你就需要将愤怒转化为抉择——是留下抗争，还是另谋出路？

And say, Okay, my goal to channel my frustration and anger, my goal is to attempt to have a very respectful and civilized conversation with my boss. Now maybe your boss is just the kind of person that is going to behave whimsically and say, Okay, if you don't like it, can get out of here. You know, that's the risk. So then your anger has to be then channeled into right, okay, am I going to stay here? Have I any choices?

是否要离开？告诉自己：我要证明给他们看。我要离开这里。我的愤怒将找到出口。

Am I going to move? And to say, I'm going to show them. I'm going to show them. I'm going to go out. My anger is going to be channeled.

我的工作，我要找份更好的工作。他们会后悔这样对我的。这就是将愤怒转化为动力的方式。但关键在于选择目标。选择目标并评估可能性。

My job, I'm going to find a better job. And they're going to regret having done this. So that's the way of channeling your anger and to make it an energizing. But it's all about selecting goals. Selecting goals and assessing probabilities.

所以

So

假设我对自己的工作很有信心。是的。但我对做大型演讲没信心。是的。这种类型我们很常见。

let's say I am confident in doing my job. Yeah. But I am not confident in giving big presentations. Yeah. So that's a profile we see a lot.

我的信心提升行动计划是什么？就在这个

What's my action plan towards confidence It's in this

关键在于目标设定。设定目标要找到最佳平衡点。太容易的目标无法提升信心。那些略带挑战性、让你有点不确定'我能否做到'的目标，做起来会让你感到些许焦虑。

all about goal setting. And so setting goals too have the sweet spot. Goals that are too easy don't give us a boost in confidence. Goals that are stretchers, that are a little bit, there's a little bit of uncertainty, can I do this or not? Doing the thing makes you feel a bit anxious.

如果你能实现这样一个让你突破自我的目标，那正是信心的巨大来源——在焦虑中依然完成某事。所以不要想着直接做大型演讲，而是先创造让你轻度焦虑的场景。比如找个朋友模拟正式演讲，就一个听众。可以通过Zoom或面对面，但要完全角色扮演成正式场合。

If you manage to achieve a goal like that, that stretches you, that's one of the great sources of confidence, doing something in spite of anxiety. So you think about the big presentation but no, what you do is you say, Okay, I have to contrive a situation that makes me mildly anxious. So I'm going to get one of my friends and I'm going to simulate a formal presentation, there's only one of my friends sitting there. You can do this over Zoom, can do it face to face, whatever. But I'm going to do as if role play, as if it was a formal presentation.

然后下次增加难度，找几个朋友当听众。再下次换成不太熟悉的同事。这样逐步突破自己，通过行动改变行为。过程中你会发现有些中间目标，比如不是直接在大礼堂做主题演讲，而是在工作会议上面对十几个同事发言。

And then you're going to say, next time I'm going to do it with a couple of friends which makes it more intimidating. And the next time I'm going to do actually with a couple of colleagues I'm not so familiar with. And then you're gradually stretching yourself and this is where taking action and doing the behaviors. And if you do that, you will definitely find that there will be some other intermediate goals that may involve a small less, not a big keynote presentation in a big hall. There may be, you know, a dozen colleagues around a table at work.

精心设计梯度目标时，要确保没有太简单的目标。如果你100%确定能做到某事，那就不需要信心。那些看起来毫不费力的人，其实不是自信，只是进入了习惯模式。他们重复太多次，早已没有不确定性。

So if you can contrive carefully graded goals or behavior making sure that none of the goals are too easy. If you're a 100% certain you can do something you don't need confidence. Okay? So people that we, when we see people that look effortlessly and we say oh that person's so confident, they're so effortless and they're not confident, they're just in habit mode. They've done this so often before that they're not dealing with uncertainty.

他们可能拥有权力或地位使其无需考虑风险，但这并非真正的信心。真正的信心总伴随些许焦虑。你要把焦虑当作朋友。高尔夫球手泰格·伍兹说过：'当我走上果岭不再紧张那天，就是我退役之时'。他需要那种去甲肾上腺素水平来进入最佳状态。那种对挑战性目标的紧张期待，若能借此完成目标，你的信心将大幅提升。而信心就像复利，是指数级增长的。

They maybe have power or status that means they don't have to think about possible downsides but it's not confidence they have. The confidence always has to go with a bit of anxiety. So that's, it's almost like you make anxiety your friend and Tiger Woods, the golfer, he said that the day I'm not nervous when I go onto the green is the day I give up because he needs that level of norepinephrine in his brain to achieve his sweet spot. And when he goes in there, that kind of edgy, edgy anticipation of the goal that's stretching you a bit, if you'd manage to do the thing helped by that edgy anticipation, you will get a significant boost to your confidence. And of course, confidence like compound interest is exponential.

是的。我们节目里讲过这个故事：我曾目睹一位世界级吉他手在座无虚席的体育场演出。毫无疑问她是顶尖中的顶尖，而我们恰好能看到她颤抖的双手——尽管她已演出无数次，前几首歌时她全程都在发抖。

Yeah. I we've told this story in the show before, but a big moment for me was seeing a world class guitarist perform and filled up an entire stadium. She it there there's no question that she's among the best of the best, and we happen to be sitting in a way where we could see her hands very clearly. The first couple songs that she performed, she was shaking the whole time. And this is someone who has performed countless times.

如果你和她进行Zoom会议，你会看到她身后摆满了奖杯和格莱美奖。那一刻很明显，她可能在某种程度上利用了那种焦虑。这对她或许有所帮助。但在某些方面，她似乎只是在忽视它。就像，尽管她的身体不断发出警告信号让她停止，她仍坚持表演这段美妙的音乐。

The if you were to Zoom with her, you would just have trophies and Grammys behind her. And so it in that moment, it was clear that it she might have been she might have been using that anxiety in some way. It might have been helpful to her. But in some way, she just seemed to be ignoring it. Like, the act was to perform this beautiful music in spite of the fact that hit her body was sending her all these warning signals to stop.

那么目标是尽管有这些感受也要采取行动，还是真正将这些感受转化为其他东西，或者两者兼而有之？

So is the goal to take action in spite of these feelings or to really wrestle these feelings into something else or both?

你正确地指出了她的注意力，尤其是在表演后期，她会完全沉浸在音乐中，沉浸在音符里。她会感到自己与乐器融为一体，被音乐带走。而自信的另一大因素就是你关注什么。

You rightly pointed out her attention, particularly later on in the performance, would have been all in the music, all in the notes. She would have felt that one with her instrument and being carried away. And that's the other huge factor in confidence is what you pay attention to.

这个建议上周对我本会非常有帮助。当房间里那个怀疑者开始玩手机时，我完全被打乱了节奏。

This advice would have been very helpful to me last week. I got totally thrown off when the skeptic in the room got on his phone

哦。然后

Oh. And

停止倾听。与此同时，还有另外10个人

stopped listening. Meanwhile, there were 10 other

正是如此。

people Exactly.

他们正全神贯注。

Who were leaning in.

没错。

Exactly.

而我我在中途失去了状态。虽然找回来了，但这确实是非常实用的建议。

And I I lost my mojo in the middle. I got it back but that's really practical advice.

大脑中有个部位叫前扣带回，它负责处理冲突，会锁定威胁信号并视为优先事项。因此你需要动用前额叶皮层，才能将注意力从这种原始的本能呼唤中拽离。

There's a part of your brain, the anterior cingulate, it's a conflict and if locks onto threat signals, it's a priority signal. And so you're having to use your prefrontal cortex to drag your attention away from that primitive call on your attention.

没错，这观点太棒了，非常受用。我们在工作中经常思考领导力问题——该如何激发他人的信心呢？

Yeah. I I love it. Super helpful. So we think a lot about leadership in our work. So how do we how do we inspire confidence in other people?

有哪些可靠的方法能帮助他人建立更多自信？

What are some reliable ways that we can help other people to become more confident?

首先，团队领导者必须真心相信'我们能成功'，而不仅是'我能成功'。集体信心确实存在——平庸团队若怀有'我们能做到'的集体信念，也能创造卓越成果。这就是为什么某些运动队虽然没有明星球员，但在合适教练带领下能形成这种信念，最终取得优异成绩。这是先决条件。

Well, the first thing is the leader of the team has to genuinely believe that we can do it and not just I can do it. There is such a thing as collective confidence. So mediocre teams can produce stellar results if they have the collective belief that we can do this. And that's why some sports teams do really, maybe we don't have star players in them, the right coach or manager can get that feeling of we can do this, you can get outstanding results. So that's a precondition.

这当然要求领导者不能有太强的自我中心或自恋倾向。富有魅力的领导者可能很出色，他们慷慨激昂、鼓舞人心。但如果焦点全在'我'身上，反而会削弱团队的集体信心，因为其他人会想'我永远达不到那种水平'。所以领导者需要具备慷慨精神和谦逊品格，才能激发集体信心。第二点与之相关的是，卡内基梅隆大学曾做过关于群体智商的开创性研究。

And that of course requires that you don't have too much egotism or narcissism on the part of the leader. Inspiring charismatic leaders can be great and they can be generous and they can be inspiring. But if it's all about me, then they can diminish the collective confidence of a team because everyone else thinks, oh, I could never be that good. So there has to be a generosity of spirit and humility in a leader to inspire collective confidence. But the second thing I would say about that and related to that is, there was brilliant research done at Carnegie Mellon on group IQ.

群体智商与成员个体智商或平均智商无关。小型团队解决智商类问题的表现取决于三个要素：一是成员发言时长的均衡程度。如果团队里只有一两个人主导发言，其他人参与不足，这个团队就会表现得更差——因为有时沉默者可能被强势发言者压制，他们本可能有绝妙想法。

So the IQ of a group is independent of the individual IQs of the members, of the average IQ of the members. And instead the performance of a small group trying to solve an IQ type problem is predicated on three things. One is how roughly equal the time speaking was between the members of the group in trying to solve the problem. So in other words, you had a group where one or two people do all the talking and the other group or the other people are not really participating, that group will be less smart. Because sometimes it's the quiet person who feels inhibited by the person who's doing all the dominant talking.

第二是成员解读他人情绪表情的平均能力，即社交情商。第三是团队的性别平衡。

That person may have some brilliant ideas going on but they're inhibited. The second thing is the average ability of the group members to read other people's emotional expressions. Okay? So that's the social intelligence, the emotional intelligence. And thirdly was the gender balance in the group between males and females.

因为平均而言，女性更擅长解读他人情绪。试想当团队解决问题时，就像将电脑联网——需要信息自由流通。但如果把大脑联网，而网络中有人察觉不到他人想发言的意图，或读不懂怀疑、忧虑、愤怒、烦躁的情绪信号，就无法实现良好的脑力协作。

And that's because on average women are better at reading other people's emotional expressions than men. So if you think about it, what you're doing when a group of people try and solve a problem is essentially it's like networking computers together. Computers have to be networked and they have to have good free flow of information between them. But if you have a networked brains and if you've got a number of people in the network that don't know that the other person's looking as if they want to say something or looking doubtful or looking worried or looking angry or looking irritated. You're not going to network the brains together well.

因此集体信心的另一个关键是确保团队大脑的联网协作。做到这点，自然能增强集体信心。

So that's why the other thing about collective confidence is this making sure that you're using your networking the brains of the team together. And to the extent that you do that, it will also contribute to collective confidence.

假设我是团队领导者，无论团队平庸还是顶尖，我们总会遭遇挫折。

So let's say I'm a leader of a team, and whether it's a mediocre team or a team of a players, we're gonna hit setbacks at some point.

是的。

Yeah.

那么，作为面临挫折的团队领导者，我该怎么做才能确保我们以增强而非削弱信心的方式度过难关？

So what can I do as a leader of a team facing a setback to make sure that we come through that in a way that increases our confidence rather than reduces it?

没错，对待失败的态度对信心至关重要。我们都会经历失败。但当你遭遇挫折时——比如晋升失败、求职被拒或恋情破裂——存在一个巨大风险：我们往往会开始陷入‘我如何如何’的固化思维，比如‘我就是这样’或‘我不够那样’。问题在于，这些想法都体现了固定型思维模式。而研究表明，错误和失败其实是比成功更有效的老师。

Yeah, so attitude to failure is critical for confidence. We all have failures at times. But there's a great risk if you have a failure setback, say a promotion or a failed job application or a failed relationship indeed, where there's a tendency often for us to start thinking big I thoughts. I'm this or I'm that or I'm not this or I'm not that. The trouble is they all convey a fixed mindset and we know that from the research that mistakes and failures are actually much better teacher than success.

因此，如果能学会用过程思维对待失败——‘好，让我们分析哪里出了问题’——这会将你置于行动模式，而非因失败威胁自尊而退缩。你现在处于行动模式，思考着：‘让我分析一下，问题出在哪里？为什么我会失败？’

And so if you can learn to approach failure with a process thought, Okay, let's analyze what went wrong here. And what that does, course, it puts you in action mode rather than kind of retreat protecting your self esteem that's been threatened by the failure. You're now in action mode thinking, Okay, well, let me analyze this. What went wrong there? Why do I fail?

是选拔程序不公吗？或许吧。那我该如何应对？是我的展示方式有缺陷吗？又该怎么改进？

Okay, was that an unfair selection procedure? Maybe. So what do I do about it? Was that some deficit in my presentation? What do I do about it?

这时你就进入了阶段性目标领域。爱尔兰中长跑运动员索尼娅·奥沙利文在亚特兰大奥运会惨败后，完全抛开了奖牌和世界冠军的执念，只关注能否在下周六的比赛中提高成绩。她调整目标逐步提升，最终获得银牌——而当时夺冠的别国选手事后被查出服药，她实际就是世界冠军。但她早已将宏大荣誉置之度外，只专注于重新设定的目标。

And then you're suddenly in the territory of goals, intermediate goals. The great Irish middle distance runner Sonia Sullivan, she bombed out of the Atlantic Olympics and she just forgot all about medals, forgot all about world titles and it was just could she improve her time in the next Saturday's race? And she changed her goals and she built up and ends up getting the silver medal against a runner from another country who got the gold medal who turns out was drugged afterwards. She really did was the world champion, but she she forgot all about the great honors in in and just refocused her goals.

确实。当领导者示范这种应对挫折的方式时，对团队会产生极强的感染力和影响力。因为人们会效仿这种行为模式，这极具说服力。不过我们是否需要担心过度自信的问题？

Yeah. When we see leaders model that that kind of relationship with the setback, it's incredibly infectious and incredibly powerful at the team level. Yeah. Because people see that modeling, and it's so persuasive. Do we need to worry about overconfidence for any reason?

这是个值得考虑的问题吗？

Is this a problem we should be thinking about?

当然，非常需要。因为就像核能一样，能带来巨大益处的事物同样可能造成巨大危害。

Oh yes. Big time. Big time. Because it's like nuclear energy. If something can do incredibly good things, it will be able to do incredibly bad things as well.

心理治疗既能助人也能伤人。信心同样是把双刃剑——成功会冲昏头脑，让人将成就归因于自身某种神奇特质。这就是为什么多数独裁者最终会自我神化，他们因非凡的成功而认定自己必定与众不同。

You know, psychotherapy can harm as well as help. And confidence is so powerful that yes, it's a two edged sword. Success can go to people's heads and they can start to attribute that success to something wonderful and magical in them. That's why most dictators end up feeling they're godlike because they feel they're so special. They must be so special because they have such success.

事实上，大多数成功90%靠运气。但成功会让人陶醉。随后大脑奖赏回路中多巴胺过量分泌，结果适得其反。你的注意力会集中在未来回报上，变得贪婪、狭隘、无视风险，轻视他人意见并坚信只有自己能做判断。我们这里就能认出那些外国独裁者的影子。

Actually, most success is 90% luck But success can intoxicate people. And then of course you end up with too much dopamine in the brain reward network. You end up with the opposite. Your attention is now focused on future rewards, makes you greedy, it makes you blinkered, makes you risk blind, it makes you dismissive of other people's opinions and believe that only you can make judgments. And we're recognizable foreign dictators here.

你指的是一个非常突出的

You're talking about a very prominent

政治现象，确实如此。

political phenomenon for sure.

这种情况在男性领导者中远比女性多见。停下

And it happens much more in male leaders than in women Stop

没错。那么当我们发现别人或自己出现这种状况时该怎么办？先生，您见过哪些实际有效的应对措施？

it. Yeah. So what do we do about it when we spot this in other people, when we spot it in ourselves? What's a practical response that you have seen work, sir?

只有两种应对方式。其一是外部治理。民主制度就是应对这个问题的绝佳防护机制。我们是群体性物种，群体需要领导者，但领导者容易权力中毒——很多人确实如此，这可能给群体带来恶果。斯大林、希特勒、拿破仑都遭遇过这种情况，所以需要独立司法、新闻自由和选举制度。

There's only two things to combat this. One is external governance. And that's democracy was a brilliant to guard, to deal with the problem. We are a group species, groups need leaders but leaders become power intoxicated, many of them do and that can lead to bad effects for the groups. It to Stalin, happened to Hitler, happened to Napoleon and so you need that's why you need an independent judiciary, you need a free press, you need elections.

这就是为什么企业需要董事会、治理架构、独立董事、指导方针和审计制度。所有这些设计都是为了应对权力与自信对人脑的惊人影响。另一类应对方式是内在约束，即潜在掌权者自觉遵从高于自身的准则——可能是道德、宪法甚至宗教戒律，明白世界不是围着自己转。通过分析人们自由发言中'不要''不该'等否定词出现的频率，就能实证检验其是否具备这种约束动机。

And that's why in companies you need boards, you need governance, you need non executive directors, you need guidelines, you need audits. All of these things were designed because of this incredible effect of power and confidence on people's brains. But the only other category of things to this is internal constraints. And that is evidence that the potential power holder feels him or herself to be subject to principles or laws or guidance that's bigger than that ethics, constitutional, maybe sometimes even religious that they know it's not all about them. And you can actually empirically verify whether people have this kind of motivation by the number of nots, don'ts and shouldn'ts they have in their free speech.

这些否定词证明他们内心存在抑制性护栏，自觉受到某种更高价值观的约束。所以只有这两类解决途径，这也解释了为何领导选拔的模范维度如此关键。可悲的是，如今政治领域已不讲究这些，只剩政府约束、法律制约和新闻自由。地方报纸的消亡导致地方官员行为缺乏舆论监督，这正是最可怕的隐患所在。

They're evidence of them being internal inhibitory guardrails in the sense that they feel themselves constrained by things that are values, if you like, that are bigger than them. So that's the only two categories and that's why selection of leaders, that's why the model dimension is so incredibly important. Of course, the problem is now that has become unfashionable in politics, you know, and so it's all about the constraints of governments, legal constraints and democratic free press and that's what the awful thing about the loss of newspapers, local newspapers allowing local officials to do things that are not corrected by criticism or publicity, etcetera. That's why these things are so dangerous.

伊恩，如果听众想明天做一件事来增强自信，您会建议什么？

Ian, if I'm listening and I wanna do one thing tomorrow to boost my confidence, what's your advice?

在你感到不安的领域采取行动。做点什么。如果困在家中焦虑不敢出门，就设定目标：走出去沿路走200英尺再折返。

Take action in some domain that makes you feel uneasy. Do something. Do something. If you're stuck at home and you're anxious and you're frightened to go out, set yourself a goal. You're going to go out and walk 200 feet down the road and back.

采取行动，然后奖励自己在面对不确定性和焦虑时仍能行动。不要觉得自己是无名的基因或生物力量的受害者。即使是阿尔茨海默病患者也拥有相当程度的脑可塑性。关键在于你做出决定，不被关于你能做什么或不能做什么的固定思维、决定论神话所束缚。

Take action and then reward yourself for taking that action in spite of uncertainty and anxiety. Don't feel victim of nameless genetic or biological forces. Even someone with Alzheimer's disease has quite a degree of brain plasticity. And it's all about you deciding and not being held back by fixed mindset, deterministic myths about what you can and cannot do.

我期待和我们两个十几岁的儿子一起听这期节目。

I look forward to listening to this episode with our two teenage sons.

我、我、我还有好多问题想问，伊恩。希望你能再来和我们聊聊。

I I I have so many more questions, Ian. I hope you'll come back and talk to us again.

非常感谢你们两位。

Thank you both very much.

弗朗西斯，我很好奇你在纸上写了什么。所以

Francis, I'm curious what you wrote down on your pieces of paper. So

那个‘能做可能发生’的2×2矩阵。不过在我脑子里是‘能做也许会发生’。

the two by two of of the can do can happen. Although, in my mind, it's can do might happen.

嗯。

Mhmm.

恐惧对应逃避，厌恶对应毒害，愤怒对应谈判。这里面有太多让人醍醐灌顶的教育意义了，比如该做什么、相关的行动计划、目标设定太简单之类的。我不知道自己是属于正确的90%还是错误的10%。我从中学到了很多清晰的认识，但为什么延展性目标有帮助呢。

So the fear is for escape, disgust is for poison, anger is for negotiating. Like, there are just so many mic drop educational aspects of this, I. E, the what should you do, the action plan associated with it, goal setting, too easy, like everyone. I don't know if I'm part of the 90% that's right or 10% that's wrong. I got so much clarity from them, but that why stretch goals are helpful Right.

对我非常非常有帮助。

Was very was very useful to me.

你知道吗，这很有趣。我们选了‘自信’作为主题时，还觉得‘哦，很多人不会想这个’。但现在真正击中我的是这件事的重要性——对个人、组织、国家而言，自信这种力量就像未被充分探索的自然之力。

You know, it's interesting. Like, we selected this, you know, confidence as a theme, and we were like, oh, this isn't a lot of people think about it. I think what is really hitting me in this moment is the stakes Oh, yeah. Of this force that is confidence for us as individuals, for organizations, for nations, for the like, this is the this is a under explored, like, literal force of nature.

那简直就是一股自然之力。

Like That is Literal force of nature.

它与我们生活的方方面面都息息相关。我觉得，我的意思是，到最后我深感震撼，而且我很高兴我们能在这个，你知道的，在这个信心画布上多停留一会儿。

Is is so is so relevant to all of our lives on every level. I think that's I mean, I it I found it quite sobering by the time we got to the end, and and I'm thrilled we're gonna hang out in this You know? On this con a confidence canvas for a little while.

有些地方我还想深入探讨。群体智商独立于个人智商之外。哇，真是令人惊叹。我还发现，他对他人工作的了解以及将其无缝融入自己观点的能力简直美妙绝伦。

I places where I want to further explore. So the group IQ is independent of individuals' IQ. Wow. Like, just wow. So I also found that his knowledge of other people's work and then his ability to thread it in seamlessly with his was beautiful.

然后我写了一点东西——你知道我在推特上只讨论WNBA。所以很自然地，我在笔记边缘写满了WNBA主题。年度最佳教练评选即将开始，基于这次对话，我提出了一个新定义：以麾下奥运选手数量为条件的成功。而我们通常直接把奖项颁给成绩最好的球队教练，但这不对。应该根据队员素质，以及谁能真正激发'我们能做到'的信念来评判。

And then one thing I wrote you know, when I'm on Twitter, the only way I use Twitter is to talk about the WNBA. So naturally, I was writing WNBA themes in my margins, and coach of the year is coming up. Well, I just came up with a new definition of coach of the year based on this conversation, which is success conditioned on the number of Olympians you had. And what we usually do is we just give the coach of the year to the team that had the most success, but that's not who should. It should be conditioned on the quality of the individuals and who was able to genuinely believe we can do it.

对，就是那种集体信心。这才体现伟大教练的价值。我们过度奖励了那些有幸执教多名奥运选手的人。不是说执教奥运选手多就不能获奖，但你得比没有奥运选手的教练表现更出色才行。关键就在于培养集体信心——这正是我期待我们深入探讨的方向。

Yeah, that collective confidence. And so, that's what I think a great coach can do and I think we over reward people who are lucky enough to coach a lot of Olympians. And it's not that you can't be coach of the year if you coach a lot of Olympians, but you've to perform a lot better than people who have no Olympians for it. I think the way you do it is in that collective confidence. So that's an area I really look forward to our exploring.

说得太好了。我平时不做笔记，但这次记了三句话。第一句是'我们能做到'——光是真正体会这句话的力量并让其具有感染力就不得了。

Yeah. I love that. You know, I don't usually take notes, but I wrote down three phrases in this conversation. One was we can do it. Just the power of really getting in touch with that fact and making it infectious.

第二句是'领导者容易权力中毒'。这是宇宙法则，我们都难逃其影响，但可以建立制度防范。民主制度就是大写的System，但在个人生活、家庭和组织中，设置这些护栏很重要——因为随着权力增长，我们的判断迟早会不可靠。然后第三句是...

The second was leaders become power intoxicated. As a rule of the universe, we're all susceptible to it, but we can put systems in place. Obviously, democracy is system capital s, but even inside our own lives and families and organizations, you know, the power of building in these guardrails because our own thoughts will become unreliable at some point depending on how much access to power we have, and then do something.

付诸行动。索菲·坎宁安。

Do something. Sophie Cunningham.

回到WNBA的话题。但对我们所有人来说，保持行动力本身就充满力量。行动能消解焦虑，这是种新陈代谢般的转化过程。尤其当我们挑战不确定能否完成的困难任务时，行动还会产生信心的副产品。

Back to the WNBA. But just the power for all of us of of just being in motion. We talk about action absorbing anxiety, and it's this transformative metabolic thing. But there's this confidence byproduct that also comes out of it, particularly if we're doing something hard, right, where we're not a 100% sure we're gonna be able to do it. So yeah.

我掉进了

I fell in

在这次对话中充满自信地去爱。

love with confidence throughout this conversation.

除了伊恩本人之外。

In addition to Ian himself.

除了伊恩本人，我也坠入了爱河。

In addition to Ian himself, I fell in love.

我对自信全力以赴。

I'm all in on confidence.

是的。以上就是我们的节目内容。非常感谢您的收听。请务必向我们提出您关于职场自信的任何问题。当然，其他问题也欢迎提问。

Yeah. And that's our show. Thank you so much for listening. Please please send us any and all questions you have about confidence at work. And it's also okay if you have other questions.

我们也非常乐意帮助您解决这些问题。所以请继续联系我们。可以发消息、邮件、打电话或发短信。Fixable@TED.com 或拨打234 Fixable，电话号码是(234) 349-2253。

We still wanna help you solve those problems too. So please keep reaching out. Send us a message, email, call, or text. Fixable@TED.com or two three four Fixable. That's (234) 349-2253.

《Fixable》由TED音频联盟和Pushkin Industries联合呈现。主持人是我，安妮·莫里斯，以及弗朗西斯·弗莱。本期节目由Pushkin Industries的拉希姆·阿纳萨制作。团队成员包括康斯坦扎·加拉多、班班·张、丹妮拉·瓦拉雷索和罗克珊·海拉什。

Fixable is brought to you by the TED Audio Collective and Pushkin Industries. It's hosted by me, Anne Morris. And me, Francis Fry. This episode was produced by Rahim Anasa from Pushkin Industries. Our team includes Constanza Gallardo, BanBan Chang, Daniela Valareso, and Roxanne Highlash.

节目音效由Storyyard的路易混制完成。

And our show was mixed by Louie at Storyyard.