首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
You will hear a business presentation about accepting responsibility for sales success. As you listen, for questions 1—12, compl
You will hear a business presentation about accepting responsibility for sales success. As you listen, for questions 1—12, compl
admin
2013-12-22
25
问题
You will hear a business presentation about accepting responsibility for sales success.
As you listen, for questions 1—12, complete the notes, using up to three words or a number.
You will hear the recording twice.
ACCEPTING RESPONSIBILITY FOR YOUR SALES SUCCESS
NOTES
Business Presentation
1. One important implication of the situation is that employees need continually adapt their behavior to______
My Work
2. to help companies develop more______
3. to encourage employees to make______
4. to teach sales people to change their behavior and to implement______
Problem:
5. Getting others to modify their behavior seems like______
6. The fundamental building block for individuals to successfully implement change is a motivating sense of______
7. This deep belief is that one is responsible for one’s own behavior as well as this behavior’s______
8. We shook our heads sadly over some newspaper because someone commits some act of______
9. In our litigious world, being a victim is an unfortunate consequence of an______
10. If we regard ourselves as victims, we can’t change ourselves and achieve______
11. "Victim attitude", the direct opposite of personal responsibility, is very______
12. My wife is a______
You will hear a business presentation about accepting responsibility for sales success.
As you listen, for questions 1 12, complete the notes, using up to three words or a number.
You will hear the recording twice.
(10 seconds pause)
M: Good morning everyone and welcome. Thanks for coming. My name is Dave Kahle. Today I will talk about accepting responsibility for your sales success. That we live in a time of relentless and pervasive change is no longer news to anyone. There is one important implication of this situation that continues to be a challenge. That is that our employees need to continually change their behavior to adapt to the world around them.
My work of helping companies develop more effective sales organizations always involves making changes in the company. And sooner or later, that means that some of the employees must make significant changes in the ways that they think about and do their jobs. This is particularly true of the sales people, who must decide to change their behavior and to implement the best practices that I teach. Beyond that, ultimately, helping people change is the work of every executive, manager, consultant and trainer.
Which brings us to the heart of this article? What is it that empowers some people to change smoothly and effortlessly, while getting others to modify their behavior seems like moving a mountain? What is the fundamental building block for individuals that, more than anything else, equips them to successfully implement change? It is something that is becoming increasingly rare — a motivating sense of personal responsibility. That is, a deep belief that one is responsible for one’s own behavior as well as the consequences of that behavior. It’s far more popular to be a victim. We have all shaken our heads sadly over some newspaper account of someone who commits some act of irresponsibility, and then successfully sues someone else. In our litigious world, being a victim often pays. That is an unfortunate consequence of an unhealthy belief.
As long as we view ourselves as victims, we’re unable to change ourselves or our circumstances and achieve better results. It is not our fault that we’re not doing better, we tell ourselves. Someone else caused it. And because it’s someone else’s doing, the power to fix it and make it better is with someone else. We’re powerless to fix it. While few people admit it, or even realize it consciously, this "victim attitude", the direct opposite of personal responsibility, is very common, and embraced to some degree by most of us.
My wife is a crises counselor. One of the biggest eye-openers for her occurred when she realized that she was counseling the same people over and over again. You’d think, as she did, that a crisis would be an isolated event. Not so. Many of her clients find themselves lurching from one crisis to another. Why? Because they don’t make the changes in their behavior and character that got them into the crises in the first place. At some deep level, they see themselves as victims, not personally responsible for their own character, their own behavior, and the consequences that behavior brings. Where there is no sense of personal responsibility, there is little hope for positive change.
(10 seconds pause)
选项
答案
CRISES COUNSELOR
解析
转载请注明原文地址:https://jikaoti.com/ti/0uYsFFFM
本试题收录于:
BEC高级听力题库BEC商务英语分类
0
BEC高级听力
BEC商务英语
相关试题推荐
Whataretheytalkingabout?
Whatisthespeakermainlytalkingabout?
Whereisthisconversationtakingplace?
Whoismostlikelytalking?
A、 B、 C、 A所给出的问题是一个询问办公家具什么时间(When)送到的特殊疑问句。选项(A)的回答todaybetweentwoandthree,明确回答了时间,是符合语境的正确答案。当问句是以特殊疑问词开
Whomostlikelyislisteningtothistalk?
Whataretheycomplainingabout?
Askingquestions征询
随机试题
同一规格的钢丝绳,如起吊方法和分支数相同,但分支之间的夹角不同,受力也不同。
女性,42岁。主因活动后气短半年,加重1个月入院。查体:双肺部可闻及细小湿性啰音,肺CT可见肺内多发浸润影,胸膜下小叶间隔增厚。该患者若进行肺功能检查,可能的结果为
根据消费税法律制度的规定,对部分应税消费品实行从量定额和从价定率相结合的复合计税办法。下列各项中。属于实行复合计税办法的消费品有( )。
2007年10月28日第十届全国人民代表大会常务委员会第三十次会议对《律师法》进行了修订。根据修订后的《律师法》.下列哪些选项是错误的?
美国社会学家默顿将社会功能划分为显功能和潜功能两个层次。显功能是有助于系统的调整和适应的客观后果,这种适应和调整是系统中的参与者所期望达到或能预料、认识到的。潜功能是没有被预料也没有被认识的客观后果。下列选项不符合潜功能定义的一项是()。
下列句子中成语使用最恰当的是()。
某企业评选年度优秀职员,J,K,L,M,N,O,P七位候选人按得票的多少排序,得票最多的名列第一。每人得的票数均不同。J的票数比O多;O的票数比K多;K的票数比M多;N不是最后一名;P的票数比L少,但是比N多.也比O多。如果P,O,K的排名连续,则以
下列时刻中,哪些是进程可能创建的时机?()
在设计阶段,假定在图片框Picturel中装入了一个图形,为了删除该图片框控件,应采用的正确操作是
AsimplepieceofropehangsbetweensomeenvironmentallyfriendlyAmericansandtheirneighbors.Ononesidestandthosewhoha
最新回复
(
0
)