347 | 简洁表达的终极指南

当你懂得如何简洁地表达时，这能帮助你以精准有力、富有影响力的方式向听众传递信息。在今天的节目中，我将教你如何做到这一点，让你在发言时令人印象深刻。我会教你三件事：第一，人们在简洁表达上最常犯的错误；第二，两个帮助你更简洁表达的简单工具。

When you know how to speak concisely, it helps you share your words with your audience in a way that lands with polish and impact and power. And in today's episode, I'm going to teach you how to do that so that you can be super impressive when you speak. I'm going to teach you three things. Number one, the biggest mistake people make with conciseness. Number two, two simple tools to help you be more concise.

第三，我将通过实例带你演练，让你掌握如何运用这些工具。让我们开始吧！欢迎收听《勇敢发声的艺术》，这是一档帮助职业女性发掘内在无限潜能的播客。我是主持人杰西卡·古兹克，我的使命是帮你找到体内那股火花——它能以超乎想象的方式改变你的职业生涯。非常高兴你的加入。

And number three, I'm gonna walk you through some examples so you know how to apply these tools. Let's dive in. Welcome to the art of speaking up, a podcast that helps professional women access the limitless potential that lies within them. I'm your host, Jessica Guzik, and my mission is to help you find that spark inside you that has the power to transform your career in ways you may not have thought possible. I'm so excited that you're here.

现在进入正题。欢迎收听本期播客，非常感谢您的关注。今天我们要探讨一个极其重要的话题：如何做到言简意赅。这是语言沟通中非常明智的目标，因为当你学会更简洁地表达时，你的话语往往会更具冲击力和说服力。

And now, onto the show. Welcome to the podcast. Thank you so much for tuning in. Today, we are talking about such an important topic, which is how to be concise when you are speaking. This is a really smart goal to have in mind when it comes to your verbal communication because as you learn to speak more concisely, your words tend to land with more impact and power.

当你能用干脆精准的语言表达时，就能为听众创造那种'掷地有声'的震撼时刻——你分享的内容会显得格外有力，这会让你看起来非常出色。它让你显得更具权威性，让听众更尊重你。更妙的是，当你学会以简洁的方式分享信息时，通常能促成与利益相关者和听众之间更深入的讨论。因为简洁的表达让他们更清晰地理解你的观点。

When you're able to be crisp and precise with your words, it can create that mic drop experience and those mic drop moments with your audience where what you're sharing just comes off really, really powerful, and this helps you look really good. It helps you look more authoritative. It will help your audience respect you more. And possibly even better than that, when you learn to be concise in the way that you speak and the way that you share information, what typically happens is you end up facilitating a much deeper discussion with your stakeholders and with your audience. Because when you're concise, what happens is they understand you more clearly.

他们不会感到困惑，你的话对他们而言通俗易懂。因此他们无需花大量时间提问或试图厘清困惑，他们能立即领会你的意思，产生共鸣。

They don't get confused. The things that you're saying just make sense to them. So they don't have to spend a lot of time asking you questions and working through their confusion. They get what you're saying. It clicks with them.

正因这种共鸣，他们现在可以与你进行更高层次的对话。不必再费力理解你的话语，他们能就你工作对业务的意义展开更宏大、更深刻的讨论。当你与领导、上司或公司高管进行这类深度对话时，不仅能更有效地推进工作，更重要的是：第一，他们开始将你视为领导者——因为你们的对话不再纠缠细节，而是进行高价值的重要讨论，于是他们将你与高层次对话联系起来。

And because it clicks, they can now have a higher level conversation with you. Instead of them having to have a conversation where they're just trying to make sense of what you're saying and just trying to understand it, they can have a bigger, deeper conversation about what your work means for the business. And when you have those bigger, deeper conversations with leaders, with your boss, with executives at your company, not only do you move your work forward in a much more powerful way, but also, number one, they begin to see you as more of a leader because when they're talking with you and having conversations with you, they're not in the weeds. You're having these high level important conversations with them. So they associate you with high level important conversations.

他们视你更像领导者。同时，由于你与他们进行这些高层次对话，你与这些利益相关者的职业关系也得以深化。因此，简洁表达直接决定了会议或对话是陷入细节泥潭，还是以极具力量的方式推进——不仅能更有效地推动工作，更能让你真正扮演领导者角色。你能成为那个房间里、那次对话中真正的领导者，这都源于你所引导的讨论质量。而这一切都始于清晰简洁的沟通，这正是本期节目要教给你的核心内容。

They see you as more of a leader. And also, because you're having those higher level conversations with them, your professional relationships with those stakeholders deepen. So being concise literally makes the difference between a meeting or a conversation that gets stuck in the weeds versus a conversation that moves forward in a way that is so powerful that not only does your work move forward more effectively, but you are really able to play the role of the leader. Like, you're able to be a true leader in that room and in that conversation because of the quality of discussion that you are facilitating. And it all starts with clear and concise communication, which is what I'm gonna be teaching you in today's episode.

对此我感到非常兴奋。准备好听我滔滔不绝吧，因为能和你分享这些让我无比激动。首先我要讲的是人们在追求简洁时最容易犯的大错。希望这能让你明白，简洁可能比你想象的要容易得多。不过在深入之前，我还没自我介绍。

And I get really excited about this. So prepare for me to nerd out because I'm so excited to teach this with you. So what I'm going to start with is the biggest mistake that I see people make when it comes to being concise. And my hope is that this is going to help you see that conciseness might actually be easier than you think it is. Before I dive into that, I haven't introduced myself.

如果你是第一次收听这个播客，欢迎你。很高兴你的到来，也很开心你发现了这个节目。欢迎随时来和我打招呼，我会在节目备注里留下联系方式。

So if you're new to the podcast, welcome. I'm so happy you're here. I'm so happy you found it. Please feel free to, like, come say hi to me. I will put my contact information in the show notes.

我是杰斯，这个播客的主持人。《发声的艺术》是《纽约时报》推荐的播客节目，我是一名专注于企业女性成长的教练。我的使命是为你们提供成为领导者所需的工具和信心——因为我曾身处企业环境，非常成功，最终成为高层领导者，但职业生涯初期也曾屡屡受挫。

But I'm Jess. I'm the host of this podcast. The Art of Speaking Up is a New York Times featured podcast, and I am a coach for women in the corporate space. My mission is to offer you the tools and the confidence that you need to become a leader because I want more female leaders in the corporate space because I had a corporate career. I was super successful.

这档播客就是我渴望在职业初期拥有的那种资源：诚实、透明、实用。那时我正苦苦寻找自己的声音和工作自信。所以欢迎你，很高兴你在这里。现在我们来聊聊人们在追求简洁时最容易犯的大错。

I did become a really high up leader, but I struggled in the beginning of my career a lot, like a lot a lot. And I created this podcast as the resource, like the honest, transparent, useful resource that I wish I would have had in the early parts of my career where I was really struggling to, like, find my voice and feel confident at work. So welcome. I'm so glad you're here. And let's talk about the biggest mistake that people make when it comes to being concise.

人们常以为简洁就是少用词语、减少细节、剔除废话。虽然我们确实不该向听众传递太多废话，面对高管听众时也应注意提升信息密度，但这种理解过度简化了简洁的本质，反而让你更难做到简洁。我想分享我的定义——虽然与'少用词'有部分重合，但我的方法论完全不同。在我的《发声的艺术学院》课程中，从未教过'少用词'的框架，因为这既非最有效的简洁方式，实施起来也极其困难——光是要求自己少说话就难以落实，更无法达成最佳沟通效果。

People assume that what conciseness means is it just means like you're using less words, you're using less detail, you're cutting the fluff. And while it is true that we don't wanna share a lot of fluff with our audience, and while it is true that we want to be aware of elevating the level of our information and not including too much detail when we're talking to an executive audience, that view really simplifies what conciseness is and makes it difficult for you to actually be more concise. So I wanna share with you my definition, which does have some overlap with the idea of using fewer words, but that's not at all how I approach conciseness. And when I teach my clients conciseness inside my program, The Art of Speaking Up Academy, there's never, like, any framework or any lesson where I tell them to use fewer words because that's not the most effective way to be concise, and that's also just a very difficult thing to do. Like, just telling yourself to use fewer words is very, very challenging to implement, and it doesn't even result in the best communication.

我想分享我的见解和教学方法，希望这能让你明白简洁并不像看起来那么难。我将简洁定义为：让听众产生轻松感的表达方式。如果你的表达让听众感到困惑、压力或不知所措，就未达到简洁标准；反之，若听众觉得轻松、顿悟、顺畅，才算是实现了简洁。

So I wanna tell you how I view it and what I teach instead, and I hope this is going to help you see that conciseness is not as difficult as it might seem. So I define conciseness as speaking in a way that creates a feeling of ease for your audience. That is how I define it. So if when you're speaking and sharing information, your audience feels confused and stressed and overwhelmed, we have not hit the bar for conciseness. But if as you're speaking, your audience feels like it's easy, it's clicking, it's making sense, they're having an experience of ease, That's how we know we've met the bar for conciseness.

有个很实用的类比可以帮助理解：想象苹果商店和百思买电子区的区别。以我的体验为例，走进苹果商店时（假设人不多），整体布局令人感到舒适轻松...

One of the ways that I think about this and a really useful analogy that I hope will help you understand this is to compare the Apple Store with the electronic section of Best Buy. So when you walk into an Apple Store, typically, I'll share my experience. I have a feeling of ease. Like, when I walk into the Apple Store, assuming it's not wildly crowded, but typically, I have an experience of ease. The layout is nice.

这里非常吸引人。走进去浏览商品时，你会不自觉地感到愉悦。而当我走进百思买的电子产品区时，虽然那里有许多与苹果商店相似的商品（并非完全相同，但非常接近），我却找不到那种轻松自在的感觉。那里并不让人感到舒适。

It's very inviting. You just kind of feel happy to step in there and look through the products. Whereas when I walk into the electronics section of Best Buy, which has many of the same items as the Apple Store, not exactly the same, but very similar. But when I walk into the electronics section of Best Buy, I don't have that feeling of ease. It doesn't feel good.

我不想在那里逗留或闲逛。有趣的是，至少我去过的苹果商店，其商品数量通常远超百思买的电子产品区——因为在百思买，那只是整个商店的一个区域，规模并不特别庞大。然而不知为何，苹果商店却让我感到更加放松。这个例子旨在说明：营造受众的轻松感，关键不在于数量。

I don't wanna, like, stay there and hang out. Now what's so interesting is that the Apple Store, at least the ones that I've been to, they often have way more items than the electronic section at Best Buy because at Best Buy, that's just like one section of the entire store. It's not like super, super huge. And yet somehow the Apple Store feels more easeful for me. And this example is really intended to show you that when it comes to creating a feeling of ease in your audience, it's not about the amount.

不在于数量多寡。不是说要像苹果商店那样陈列最少商品，或是在沟通中使用最少词汇。关键在于受众的整体体验。即便是一个库存庞大的苹果商店，对比一个电子区极小、商品远少于苹果商店的百思买，人们仍会更倾向于在苹果商店里轻松浏览电子产品——因为那里让人感觉更自在。希望这个例子能让你明白：营造轻松感并非总是意味着'减少'。

It's not about the quantity. It's not about having the least items in the Apple Store or the least words in your communication. It's about the overall experience that your audience has. You could take a very large Apple Store that has an enormous amount of inventory, and you could take a very small Best Buy that has a very tiny electronic section that has way fewer items than the Apple Store, and you could still go in the Apple Store and have more of a feeling of ease and more of a preference to browse the electronics in that store because it feels more easeful. So I hope this is helping you see that creating a feeling of ease isn't always about there being less.

关键在于我们是否考虑了受众的体验感受。为了更深刻地说明这一点，让我们共同思考那些篇幅很长、我们从不认为其简洁却依然乐在其中的事物。我自问：有什么冗长到让喜爱者从不抱怨其长度的例子？于是想到了《哈利·波特》系列或《指环王》三部曲——那些书籍如此冗长，却从没人说'希望第一部短些'或'这本书该删减'。

It's about us thinking about the experience that our audience is having. And to drive this point home even more strongly, I want us to think together about things that are very lengthy, like things that we don't at all think about as being concise, but that we still really enjoy as an audience. So I was thinking to myself, what's an example of something very long that no one who loves it complains about how long it is? And I thought about like the Harry Potter series or the Lord of the Rings trilogy and how long those books are. And you never hear people say, I wish book one was shorter or I wish this book was shorter.

不会的。人们热爱它们，尽管它们很长。所以重点不在数量，而在于体验——在于受众获得的体验。

No. Like, love it even though it's long. And so it's not about the amount. It's about the experience. It's about the experience that our audience has.

因此在今天这期节目中，我将用与'发声艺术学院'教学相似的方式来讲解简洁之道：我们不讨论'用更少词汇'——正如苹果商店和《指环王》的例子所示，关键不在数量。若过分关注数量与删减，就会错失从更高维度、更深层次思考如何为受众创造轻松体验的机会。接下来我将分享两个工具，它们能帮助你在传递信息时营造轻松体验。好消息是它们很容易记忆——因为都以字母S开头。稍事休息后，我就来详细讲解。

So in today's episode, I'm gonna teach you conciseness in a similar way that I teach it to my clients in the Art of Speaking Up Academy, which is we're not gonna talk about using less words because like I mentioned with these examples of the Apple Store and Lord of the Rings, it's not about the amount. And if we focus too much on the amount and just there being less and less, we really miss the opportunity to think at a higher level, a deeper level about how we can create an easeful experience for our audience. So what I'm gonna do is I'm gonna share with you two tools that will help you create an experience of ease when you are sharing information with your audience. And the good news is they're easy to remember because they both start with the letter s. We're gonna have a super quick break, and then I'm gonna dive in and teach you what these are.

嘿，杰西。我有个问题想问你。什么问题？嗯...你现在用的那张桌子...我现在用的桌子怎么了？哦这是我的桌子，我在想能不能借用一下。

Hey, Jess. I I had a question for you. What's your question? Well, the desk that you're working at is The desk that I'm working at is what? Well, it's my desk, and I was wondering if I could use it.

我是说，只要你不介意的话。前提是，这样不会打扰到你。哦，你的意思是我坐在你的座位上，你想把座位要回去？是的。但如果这让你不方便，或者觉得烦人、困扰，请别勉强。

I mean, only if that's cool with you. Only if, like, that doesn't bother you. Oh, you mean I'm sitting at your desk and you want your desk back? Yes. But if it's an inconvenience or, like, if it's annoying or it bothers you, please don't worry.

我完全没问题。好的。你需要下载杰斯的免费电子书。电子书是关于什么的？全是关于如何变得自信的，无意冒犯，你在这方面确实需要些帮助。

I'm totally fine. Okay. You need to download Jess's free ebook. What's the ebook about? It's all about assertiveness, which, no offense, you kind of need some help with.

不。我不想变得强势。我不想成为那种咄咄逼人、惹人厌又粗鲁的人。那根本不是我。这正是你需要这本电子书的原因。

No. I don't wanna be assertive. I don't wanna become one of those people who's aggressive and obnoxious and rude. That's so not me. That's exactly why you need the ebook.

杰斯会教你如何以既坚定有力，又尊重真诚的方式表达主张。哦，有意思。就像我这样说：嘿，杰斯。能把座位还我吗？我有些工作要处理。

Jess teaches you how to be assertive in a way that's strong and powerful, yet also respectful and authentic. Oh, interesting. You mean like me saying, hey, Jess. Mind if I get my desk back? I have some work to do.

没错。好吧。我明白了。我确实需要这本电子书。在哪里能找到它？

Exactly. Okay. I get it. I do need this ebook. Where do I find it?

访问assertivenessebook.com或点击节目说明中的链接。还有，座位还给你。我们继续。快速回顾下目前的内容：我提出了一个观点——简洁远不止是删减词语和细节。

Go to assertivenessebook.com or click the link in the show notes. And, also, here's your desk back. And we're back. And quick reminder of what we've covered so far. I've shared this idea that conciseness is about so much more than just eliminating words and details.

它关乎为听众创造轻松的体验。接下来我要分享两个能帮你营造轻松感的工具，它们都以字母S开头，这样更容易记住。这两个助你更简洁、为利益相关者创造轻松感的工具就是故事（story）和结构（structure）。我会先解释它们的含义，再通过实例演示如何运用，因为我知道这非常实用。

It's about creating that experience of ease for your audience. And I'm going to share with you two tools that will help you create an experience of ease, and they both start with the letter s. So that will make them easier for you to remember. So the two tools that will help you be more concise and create a feeling of ease for your stakeholders are story and structure. So I'm gonna explain what story and structure are, and then I'm gonna walk you through an example of how to apply these because I know it can be so helpful.

我的客户经常告诉我，当他们听到一个例子或看到一个示例脚本时，真的能帮助他们理解。所以我要分享一些如何应用这些工具的例子。故事是这两种工具中的第一种，顾名思义，就是将你要分享的想法和信息融入一个故事或叙述中。这个工具最好通过例子来学习。

And my clients so often tell me that when they hear an example or they see a sample script, it really helps it click for them. So I'm gonna share with you some examples of how to apply these tools. So story is the first of the two tools, and it's exactly what it sounds like. Story is about taking the ideas and information you're sharing and overlaying a story or a narrative. Now this one is best learned by example.

所以当我给你这个例子时，我想你会真正理解我的意思以及如何将其应用到你的沟通中。结构是第二种工具，可以帮助你更简洁，结构只是意味着把事情分成几个部分。仅此而已。就是把大的东西分解成部分，我也会给出这方面的例子。现在回到我之前分享的观点，人们真的很喜欢《指环王》和《哈利·波特》，尽管它们非常长。

So when I give you the example of it, I think you're going to really understand what I mean by it and how to apply it to your communication. Structure is the second tool that you can use to be more concise, and structure just means breaking things into parts. That's all it means. It just means taking something big and breaking it into parts, and I'm gonna give examples of that as well. Now going back to this idea that I shared that people really like Lord of the Rings and really like Harry Potter even though those are very long.

这些书并不简洁，尤其是《指环王》。我没读过《指环王》，但我知道它们非常非常长。我读过《哈利·波特》，我觉得它没有《指环王》那么长，但如果你把七本《哈利·波特》排成一排，那阅读量也是相当大的。但通过这两者，我们可以看到故事和结构如何被用来为读者创造轻松的体验，尽管这些书很长。故事的作用非常明显。

Those are not concise books, especially Lord of the Rings. I haven't read Lord of the Rings, but I just know that they're very, very long. I have read Harry Potter, which I don't think is as long as Lord of the Rings, but like if you put all seven Harry Potter books, you know, in a row, like that's a lot of pages of reading. But with either one of those, we can see how story and structure structure are being used to create an experience of ease for the audience despite the fact that the books are long. So story is really obvious.

对吧？当你读《指环王》或《哈利·波特》时，有一个故事在展开。不仅仅是读《哈利·波特》时看到一堆随机的咒语和关于魔法世界的随机内容。有一个连贯的情节让我们感兴趣，正是这个情节和故事创造了轻松的感觉，让我们想读更多，更深入地探索。我们还看到结构与故事一起被使用。

Right? When you're reading Lord of the Rings or reading Harry Potter, there's a story happening. It's not just like you read Harry Potter and it's just like a long list of like random spells and random things about this world of magic. There's a coherent plot that we become interested in, and it's that plot and that story that creates the feeling of ease and makes us want to read more and go more deeply into it. We also see structure being used alongside story.

《指环王》和《哈利·波特》被分成几本书，书又被分成章节，章节通常还分为小节。现在，我想让你想象一下，如果《哈利·波特》或《指环王》没有章节，没有小节，只是一本长长的书，你一直读啊读啊读，光是想想我就觉得压力山大。对吧？那样不会创造轻松的感觉。

So Lord of the Rings and Harry Potter, they're divided into books, and the books are divided into chapters, and often the chapters are divided into subsections. Now, I want you to imagine if Harry Potter or Lord of the Rings had no chapters and had no subsections. And if it was just one long book where you just kept going and going and going, that like, I'm getting stressed just thinking about that. Right? Like, that would not create a feeling of ease.

所以这些书是一个很好的例子，展示了故事和结构如何将那些不简洁、非常长、内容繁多的东西变得对读者来说非常轻松。当然，当你在公司环境或专业场合分享工作和沟通时，显然与小说不同。对吧？但让这些小说易于阅读和吸引人的原则，同样适用于任何类型的沟通，使其易于阅读和吸引人。所以我们可以向《指环王》学习。

And so these books are a really beautiful example of how both story and structure can take something that is not concise, that is very long, that has a lot to it, and make it really easeful for the audience. Now, of course, when you're sharing your work and communicating in a corporate setting or in a professional environment, it's obviously not the same as a fiction book. Right? But the principles that make those fiction books easy to read and appealing to people are the same principles that make any kind of communication easy to read and appealing to people. So we can learn from Lord of the Rings.

我们可以向《哈利·波特》学习。我们可以提取这些书中吸引读者的元素，并将它们应用到我们在公司环境中的沟通中。你学习如何做到这一点的最好方式是通过例子。所以我要做的是，分享一个虚构的场景给你，并讲解我将如何应用故事和结构，帮助让一些不太简洁的内容对我的听众来说感觉更简洁。现在，我想让你想象一下。

We can learn from Harry Potter. We can extract the things that those books do that make them appealing to the reader, and we can take those things and apply it to our communication in a corporate setting. And the best way for you to learn how to do this is via an example. So what I'm gonna do is I'm gonna share a fictional scenario with you, and I'm gonna talk through how I would apply story and structure to help make something that isn't super concise feel much more concise for my audience. So here's what I want you to imagine.

我想让你想象一下，你们公司的CEO拍了拍你的肩膀说，嘿，听着。我知道你不是财务团队的，或者如果你是财务人员的话，嘿，我知道你在财务团队。CEO拍拍你的肩膀说，嘿，我有件非常紧急的事，通常负责向我汇报的财务主管不在，这事非常重要。以下是背景情况。

I want you to imagine that the CEO of your company taps you on the shoulder and says, hey. Listen. I know you're not on the finance team, or by the way, if you are in a finance role, then, hey, I know you're on the finance team. The CEO taps you on the shoulder and says, hey, I have something that I need really urgently, and my head of finance who would normally share this with me is not in and this is really important. So here's the context.

你可能知道，今年我们公司没有达到收入目标。我真的很想了解为什么我们公司没能实现收入目标。你能为我准备一张幻灯片，展示我们逐月的收入情况吗？我想看到从一月到十二月全年的收入按月分解。你能帮我准备这个吗？

As you probably know, this year, our company, we missed our revenue goal. And I really want to understand why our company missed our revenue goal. Would you be able to prepare for me a slide that shows our revenue month by month? So I want to see our revenue for the entire year broken out month by month from January through December. Could you prepare that for me?

我会让我的助理安排一个你和我之间的会议，你可以带上这个并向我讲解。好的。所以无论你是否在财务岗位，我希望你想象这是一个紧急情况，CEO要求你整理这个。你拿到了数据，有从一月到十二月共十二个月的数据，每个月的收入数字都不同。CEO要求你向他们讲解，并希望详细了解为什么今年的收入未达预期。

And I'm gonna have my assistant set up a meeting with you and I, and you can bring that and walk me through it. Okay. So whether you're in a finance role or not, I want you to imagine this is an emergency situation, and the CEO has asked you to put this together. So you get the data, and you have twelve months of data, January through December, and each month has a different revenue number. And the CEO has asked you to walk them through it, and they want to go through this in detail to understand why this year's revenue was off.

所以我想让你想象你制作了一张幻灯片，列出了每个月以及公司当月的收入。我想告诉你的是，这张幻灯片并不简洁，因为它包含了24条信息。上面有十二个月份，从一月到十二月，还有12个数字，即一月到十二月的收入。你要带着这个去见CEO，并决定如何向CEO讲解。如何以一种简洁的方式向CEO展示这24个数据点？

So I want you to imagine that you make a slide that lists out every month, and for every single month, it lists out what your company's revenue was that month. So what I wanna offer to you is that this slide is not concise because this slide has 24 pieces of information on it. It has twelve months on it, January through December, and it has 12 numbers on it, the revenue for January through December. So you are going to be bringing this to the CEO, and you have to decide how am I gonna walk the CEO through this? How am I gonna walk the CEO through 24 data points in a way that's concise?

还记得一开始我说过，简洁不在于减少内容，而在于创造一种轻松感吗？这就是一个很好的例子。你无法减少信息量。比如，你有24个数据点。你不能简单地去掉十一月，只向CEO展示十一个月或22个数据点。

Now remember in the beginning when I told you concise isn't about having less, it's about creating a feeling of ease? This is such a good example of how that's true. There's no way for you to reduce the amount of information. Like, you have 24 data points. You can't just, like, take out the month of November and only show the CEO eleven months or 22 data points.

对吧？有时候减少信息并不是一个选项。这就是为什么我个人不喜欢将简洁仅仅定义为更少的细节、更少的文字或更少的信息。这也是为什么我不这样教导我的客户，因为第一，这不是最好的方法；第二，正如你在这个例子中看到的，这并不总是有效。

Right? Like sometimes taking out information isn't an option. This is why I personally don't like to define conciseness as just fewer details, fewer words, fewer pieces of information. That's why I don't teach it that way to my clients because number one, that's not the best way to do it. And number two, as you can see in this example, that doesn't always work.

你不能从这张幻灯片中删除任何信息。所以我想让你想象你有这张包含所有数据点的幻灯片，你在想，我该如何向CEO讲解？我不能只是说，一月是1，二月是1.2，三月是1.3，四月又是1.2。对吧？如果你只是这样逐页讲解，那将不是向CEO传达信息的有效方式。

You can't eliminate any information from this slide. So I want you to imagine that you have this slide with all these data points, and you're like, how am I gonna walk the CEO through this? I can't be like, in January, it was one, and in February, it was 1.2, and in March, it was 1.3, and in April, it was 1.2 again. Right? Like, if you just go through the slide in that way, that is not going to be an effective way to communicate that to the CEO.

这会让人感觉非常不简洁。因此，我们要做的是利用故事或结构的工具，以一种极其简洁的方式呈现那些不简洁的信息。首先，我将展示如何用故事使信息更简洁，然后展示如何用结构实现这一点。你会发现，故事和结构经常相互重叠。若要用故事浓缩这24个数据点，你需要自问：这些信息中是否存在一个故事、叙述或情节？

It's going to feel very not concise. And so what we want to do is we want to use the tools of story and or structure to present that non concise information in a super concise way. So first, I'm gonna show you how you could use story to make the information more concise, and then I'm gonna show you how you could use structure to make the information more concise. And as you will see, story and structure very often overlap with one another. So if you were to use story to make those 24 data points more concise, what you would ask yourself is, is there a story, a narrative, a plot that I can identify in this information?

最有效的方法——我觉得非常有帮助的方式——是参考经典童话结构，许多童话都以'从前'开头。具体操作时，我会看着数据，想象自己在讲故事：'从前有家公司创造了十二个月的收入'。如果这样讲述，故事的后续会是什么？这段信息中隐藏着怎样的'从前'？

And the best way to do that, a way that I find really helpful, is to think about like the classic fairy tale structure where many fairy tales start with like once upon a time. So the way that I would do it literally in my head is I would, like, look at the data, and I would think to myself, if I was telling someone a story and I was saying to that person once upon a time, there was a company that generated twelve months worth of revenue. If I was to share the story in that way, then what would the rest of the story be? Like, what is that fairy tale? What is that once upon a time that I'm seeing in this information?

可能的故事情节示例：'年初我们势头强劲，上半年持续增长；但进入三四季度后，收入开始停滞继而下滑'。这就是个完整故事——我为信息赋予了叙事框架。

So some examples of what that story or narrative could look like is it could be something like, once upon a time, we started the year really strong and we were growing in the first half of the year. But as we started to hit the third and fourth quarters, our revenue started to plateau and then it started to decline. That's a story. Right? I put a narrative.

另一个故事版本可能是：'公司上半年举步维艰，前三个月未达预期；之后虽重整旗鼓达成目标，却无法弥补前期的收入缺口'。当这样讲述时，CEO会立即理解——故事让复杂信息变得易懂。

I put a plot around the information. Another example of how that story could sound is once upon a time, our company found itself struggling in the first half of the year, and we missed our projections for the first three months. And after that, we were able to regroup and reorganize and hit our projections, but we weren't able to compensate for the missed revenue in the first three months. So those are both examples of stories. When I share that story, the CEO is gonna get it.

如果需要，我可以补充细节：'请看一月二月数据1.1和1.2，低于预期'。

It's gonna click. It's gonna feel easy. Now if I want to, I can go into some of the details, and I can say, as you can see, look at our numbers in January and February. We're at 1.1, 1.2. We're below the projections.

但后续月份显示我们达到了更高数值，符合预期。虽然未涵盖全部24个数据点，但这不重要——CEO已获取核心信息，无需我逐一赘述。需注意的是，不同决策者对细节需求各异：简洁不等于极简，有位CEO可能说'非常清晰，这就够了'。

But then if you come over here into the later months, you can see we're at these higher numbers, and we're hitting our projections. And I didn't cover every single of the 24 data points, but it doesn't matter because my CEO got the exact information that they needed without me having to tediously go through it one after the other. Now one thing that I want to call out here is different stakeholders will have different preferences for how much detail they like to go into. This is why I also don't like to define conciseness as just as little words and as little detail as possible because you could have one CEO who might say, great. That makes so much sense.

而另一位思维模式不同的CEO或许会说'理解了大框架，现在我们一起逐月过一遍细节'。

Thank you so much for putting this together. I think I have what I need. But you might have another CEO who has a different problem solving style, a different way of thinking, and that CEO might say, okay, great. That makes so much sense. Let's go through it month by month together.

因此他们可能想与你深入探讨细节，但以故事开场仍然至关重要。因为如果你直接向CEO展示逐月数据，他们无法立刻理解。这种信息呈现方式会让人不堪重负。正是由于你从故事切入，他们现在才有兴趣深入了解细节。但必须认识到，不同利益相关者对细节深度的偏好各不相同。

So they might want to go into the details with you, but it's still so important that you started with story. Because if you launched that CEO into the details like month after month, it would not click for them. It would be an overwhelming way to share the information. Because you started with the story, they now have appetite to go into the details. But it's really, really important to realize that your stakeholders will have different preferences in terms of how much detail they want to go into.

所以在讲述故事时，你可以对利益相关者这样说：'这是我们今年观察到的大致情况。我还准备了逐月的营收细节，您想进一步查看吗？'这样你可以让听众引导你，以他们喜欢的方式提供信息，最终使讨论更加顺畅。

So as you're sharing the story, you might then want to say something to your stakeholder like, that's the bigger picture of what we saw happening this year. I've got some more detail in terms of the revenue month by month. Do you wanna take a closer look at that? And you can let your audience actually guide you so that you can offer them the information in the way that they like to consume it. And you're going to have a better discussion with them as a result.

好的，以上就是运用故事的案例。当你在工作中尝试应用故事时——比如正在制作幻灯片时突然发现：'天啊，这页内容太多了，我该怎么向观众解释？'——我希望你跳出细节，问问自己：这里是否存在一个故事？

Okay. So that's the example of how you would use story. And when you're trying to apply story to your work, like let's say you're working on a slide and you're like, oh my gosh, there's so much information on this slide. Like, how the heck am I gonna explain this to my audience? I want you to zoom out and ask yourself if there is a story.

我强烈建议你自问：'如果用童话故事「很久很久以前」的开头来套用，这些信息背后是否存在这样一个叙事框架？'练习得越多，你就越擅长发现故事线索。同时这也会让你的信息分享和幻灯片演示变得轻松许多——因为故事本就是人类最本能的信息传递方式。当你脑中有了故事脉络，表达就会变得游刃有余。

And I really want you to say to yourself, like, okay. If I overlay the classic fairy tale beginning of once upon a time, is there, like, a once upon a time story of what is happening with this information? And the more you do this, the more you will get better at finding the story. And also, it will make it so much easier for you to share information and present slides because literally, stories are the easiest way that we as humans share and receive information. So when you have the story in your head, sharing the information is gonna feel so much easier.

不过需要说明，并非每页幻灯片都有故事性。不是所有信息都能构成连贯的叙事，这正是我需要第二个工具「结构化」的原因。让我们回到向CEO展示月度营收数据的例子：假设你逐月查看公司营收后，发现其中没有任何明显规律，找不到清晰的故事线。

Now that being said, not every slide has a story. Not every piece of information has a super coherent story, and this is why I like to have that second tool structure. So let's go back to this example of sharing all of the data with the CEO, like the monthly revenue data. I want you to imagine you look at each month, you look at your company's revenue for that month, and you can see no discernible pattern. There is no clear story.

可能有一两个月未达营收目标，但整体上你看不到连贯的叙事。没关系，这时候就可以采用结构化方法——简单来说就是把内容分解成若干部分。比如在呈现这24个数据点时，你可以说：'CEO，这是您要的资料。我将按季度为您说明：第一季度我们看到1-3月的情况是...第二季度4-6月表现为...第三季度7-9月数据如下...'

Like, maybe there's a month or two where the revenue targets were missed or whatever, but you're like, I just don't see a cohesive story in this. No problem. This is when you can fall back on structure, and structure literally just means breaking it up into parts. So an example of how you could use structure to be more concise when presenting these 24 data points is you could say, hey, CEO. Here's the information you requested.

现在让我们具体操作：第一季度（Q1）我们将分析一、二、三月数据；转到第二季度（Q2）时，我们会查看四、五、六月的情况；第三季度（Q3）则涵盖七、八、九月的数据。

I'm gonna walk you through it quarter by quarter. Let's start with q one. So for q '1, here's what we're seeing for January, February, and March. Moving over to q two, here's what we're seeing for April, May, and June. Q three, here's what we've got for July, August, and September.

最后是第四季度，这是我们看到的十月、十一月和十二月的数据。这是利用纯结构使表达更简洁的范例。就像我最初说的，如果《哈利·波特》或《指环王》只是一本没有章节、没有停顿、没有分段的冗长书籍，会让人完全喘不过气。而在这个例子中，你实际上就是在添加章节或间隔。这能让信息对听众而言不再那么 overwhelming。

And then finally, q four, here's what we're seeing for October, November, and December. This is an example of using pure structure to make it more concise. And just like I told you at the beginning, if Harry Potter or Lord of the Rings was just one long book with no chapters, with no breaks, with no sections, it would feel totally overwhelming. So what you're doing in this example is you're literally adding chapters or breaks. This just makes the information less overwhelming for your audience.

同时也让你更易于传达信息，对吧？因为你可以分模块或区块来分享内容。最妙的是——接下来我要以最高级别的极客精神来解说——很多时候你可以同时运用故事和结构，这时你的沟通就会变得非常非常出色。比如同时运用故事和结构的范例可以是：对CEO这样说'这是您要的资料'。

It also makes it easier for you to deliver it. Right? Because you have sections or chunks to share the information. Now what's really cool about this and where I'm gonna, like, nerd out at my most maximum levels is that a lot of times, you can use both story and structure, and this is where your communication gets really, really good. So an example of using both story and structure would sound something like saying to the CEO this, saying, here's the information that you asked for.

纵观全年营收数据，我们发现年初进展缓慢未能达标。尽管后续季度达成目标，仍无法弥补前期损失。现在我先带您看第一季度——这是我们未能达成营收目标的季度。如您所见，一、二、三月数据分别是1.1、1.2和1.3。

As we look at a year's worth of revenue data, what we see is that we had a slow start to the year where we missed our targets. And even though we hit our targets later in the year, we weren't able to make up for the lost revenue. So let me first walk you through q one. So this is the quarter where we weren't able to hit our revenue targets. As you can see, we're at 1.1, 1.2, and 1.3 for January, February, and March.

从四月开始，我们逐渐接近目标。虽然四月1.15仍未达标，但已更接近，五月起我们开始持续达标。后续月份虽保持达标，但始终未能弥补前期缺口。这个例子中，我既讲述了故事，又通过'让我们看看...'这样的方式将其分块呈现，同时运用了结构技巧。

Now starting in April, this is where we started to get closer to our targets. And even though we didn't hit our target in April, we're only at 1.15. We came closer, and then in May, we started to hit our targets. And for the rest of the year, you can see that we were able to hit our targets, but we didn't make up for the lost revenue. So in this example, I'm sharing the story, but I'm also breaking it into parts and using structure by saying, hey.

我们来看一、二、三月的数据，对吧？我划分了一个小模块，这个小模块又服务于整体叙事。这就是信息呈现的思维方式。

Let's look at January, February, March. Right? Like, I made a little chunk. I created a little section, and that section fed into the overall story. So this is the way that you want to think about presenting information.

你需要发掘故事线，构建结构框架，并双管齐下地向听众传递信息。结构的妙处——这也是我在'勇敢发声学院'辅导客户时经常狂热探讨的——在于它适用于任何场景。哪怕是最混乱的幻灯片、最零散的信息、最无序的内容，真的无所谓。

You want to try to find the story. You want to try to find the structure, and you want to use both of those things to share the information with your audience. Now the cool thing about structure, and this is something that I nerd out with a lot when I'm supporting my clients in the Art of Speaking Up Academy, but the cool thing about structure is you can apply structure to anything. You can have the messiest slide, the messiest information, like the most chaotic thing. It literally doesn't matter.

总有方法可以叠加结构框架。当你为复杂、繁忙或琐碎的内容赋予结构时，框架会帮听众化繁为简。这点至关重要，因为在职场中脱颖而出的关键，不在于成为提供最简单信息的人，而在于能化复杂为简洁——这是两种截然不同的能力。

There's always a way to overlay structure. And when you overlay structure onto something chaotic or busy or detailed, it takes that detailed busy thing, and the structure simplifies it for your audience. And this is so important for me to share with you because the way that you stand out in corporate is not by being the person who shares the simplest, most concise information. You stand out by being the person who can take complicated information and make it simple and concise. Those are two different things.

当你将复杂事物简化时，你就是在帮助CEO、帮助利益相关者、帮助上司更快地吸收信息以做出有效决策。你让他们在角色中更具价值，更高效地利用时间，因为他们无需浪费脑力和精力去理解信息。你为他们简化了一切。他们已了然于心。现在他们可以投入到能为公司创造最高价值的事情上——运用商业思维、智慧和领导力来决定前进方向。

When you take something complex and simplify it, you are helping the CEO, you are helping your stakeholders, you are helping your boss more quickly take in the information to make an effective decision. You are helping them be more valuable in their role and use their time more effectively because they're not wasting brain space and energy trying to understand the information. You made it simple for them. They already understand it. They can now jump into the highest value thing that they can possibly do for the company, which is to use their business thinking and their smarts and their leadership to make a decision about moving forward.

所以当你带着结构化叙事向CEO展示全年营收数据时，CEO能瞬间获得答案。他们不必花三十分钟逐月分析营收数据，而是快速掌握要点。现在他们可以转向更重要、更有价值的思考：基于目前了解的营收问题，下一步将带领公司走向何方？而作为推动这一决策的人，你将因创造这种价值而获得认可。

So when you go in front of the CEO and you share that year's worth of revenue data with that story and with that structure, the CEO has their answers so fast. And instead of them having to spend thirty minutes trying to take in all the information and look at the revenue month after month, they get it quickly. They can now go to the far more important and valuable thing that they wanna do, which is great. Based on what I now understand about what went wrong with revenue, what is the next step that I'm going to take this company in? And when you are the person who facilitated that next step, you get credit for creating that value.

这就是为什么高管沟通和优质沟通如此重要——它直接转化为利益相关者在角色中取得更大成功。当他们更成功时，且部分原因归功于你时，我保证他们会想方设法留住你。他们会把最重要项目交给你，会确保你工作愉快，因为他们希望你留下继续助其成功。而高质量、清晰简洁的沟通正是实现这一点的关键。

This is why executive communication and good communication is so freaking important because it translates to your stakeholders being more successful in their roles. And when they are more successful and part of the reason that they're more successful is because of you, guarantee you, they're going to want to keep you around as long as possible. They're gonna wanna retain you. They're gonna wanna give you their most important projects, and they're gonna wanna make sure you're happy because they want you to be happy so that you stay and you keep helping them succeed. And high quality, crisp, concise communication is how you do that.

这种沟通既帮助受众，也助你推进职业生涯。非常感谢收听本期节目。若觉得有用，请分享给可能受益的朋友或同事。有你在这里我深感荣幸。如果想获取我的《自信沟通》免费电子书，节目备注中附有链接。

It helps your audience, and it helps you further your career. Thank you so much for tuning into today's episode. If you found this useful, please share it with a friend or coworker who you think would benefit from it. I am so grateful to have you here. And if you want to grab my free ebook on assertive communication, you will find the link in the show notes.

非常感谢收听，我们下周节目再见。拜拜。

Thank you so much for tuning in, and I'll catch you in next week's episode. Bye.