Taiwan Next 圖書館系列之二

Highlights

In the last issue, we introduced 4 books highly recommended for modern leadership skill development. In this issue, we will focus on 4 books to help our personal growth.

在上一期中，我們介紹了4本推薦用於現代領導力技能發展的書籍。在本期中，我們將重點介紹4本有助於個人成長的書籍。

Personal Growth

This New York Times bestseller and business classic has been fully updated for a world where skilled communication is more important than ever.

The book that revolutionized business communications has been updated for today’s workplace. Crucial Conversations provides powerful skills to ensure every conversation―especially difficult ones―leads to the results you want. Written in an engaging and witty style, it teaches readers how to be persuasive rather than abrasive, how to get back to productive dialogue when others blow up or clam up, and it offers powerful skills for mastering high-stakes conversations, regardless of the topic or person.

這本革新商業溝通的書籍已經為當今的職場環境進行了更新。《關鍵對話》提供了強大的技能，確保每一次對話——尤其是困難的對話——都能達到你想要的結果。本書以生動有趣的風格寫成，教導讀者如何富有說服力而不是咄咄逼人，如何在他人爆發或沉默時重回富有成效的對話，並提供了掌握高風險對話的強大技能，無論話題或對象是誰。

This new edition addresses issues that have arisen in recent years. You’ll learn how to:

• Respond when someone initiates aCrucial Conversationwith you

• Identify and address the lag time between identifying a problem and discussing it

• Communicate more effectively across digital mediums

新版本解決了近年來出現的問題。你將學會如何：

• 當有人主動與你展開關鍵對話時如何回應

• 識別並縮短發現問題與討論問題之間的時間差

• 更有效地通過數字媒介進行溝通

When stakes are high, opinions vary, and emotions run strong, you have three choices: Avoid a crucial conversation and suffer the consequences; handle the conversation poorly and suffer the consequences; or apply the lessons and strategies of Crucial Conversations and improve relationships and results.

當利害關係重大、意見各異且情緒激烈時，你有三種選擇：迴避關鍵對話並承受後果；糟糕地處理對話並承受後果；或者應用《關鍵對話》中的教訓和策略，改善關係並取得更好的結果。

Whether they take place at work or at home, with your coworkers or your spouse, Crucial Conversations have a profound impact on your career, your happiness, and your future. With the skills you learn in this book, you'll never have to worry about the outcome of a Crucial Conversation again.

無論關鍵對話發生在工作場所還是家中，無論對象是同事還是配偶，它們都會對你的職業生涯、幸福感和未來產生深遠的影響。通過學習本書中的技能，你將再也不必擔心關鍵對話的結果。

Source: “Crucial Conversations: Tools for Talking When Stakes are High, Third Edition.” Amazon, Amazon.com, Inc., https://a.co/d/1WQgzf8

Strategies that successful career changers use—and how to make them work for you.

Nearly all of us have entertained the notion of changing careers. Feeling burned out at work, unfulfilled, or just plain unhappy with whatever we're doing, we long to reinvent ourselves on a new and different career path. But how do we make this transition successfully?

幾乎我們所有人都曾考慮過轉換職業。當我們在工作中感到倦怠、不滿足，或者對現在所做的事情感到不快樂時，我們渴望在一條全新且不同的職業道路上重塑自己。但是，我們該如何成功地完成這種轉變呢？

In this update of the groundbreaking classic, bestselling author Herminia Ibarra presents a model for career reinvention that flies in the face of everything we've learned from "career experts"—and is tailor-made for changing careers in today's uncertain world. Career transition is not a linear path toward some predetermined identity, according to Ibarra, but a crooked journey along which we try on a host of "possible selves" we might become. Successful reinvention comes not from deciphering and analyzing our past, but from inventing and testing our possible futures.

在這本開創性經典著作的更新版中，暢銷作家赫敏妮亞·伊巴拉提出了一個職業重塑模型，這個模型與我們從"職業專家"那裡學到的一切背道而馳——並且專為在當今不確定的世界中改變職業而量身定制。根據伊巴拉的觀點，職業轉型並非朝著某個預定身份的線性路徑，而是一段曲折的旅程，在這個過程中我們嘗試各種"可能的自我"。成功的重塑並非來自於解讀和分析我們的過去，而是來自於發明和測試我們可能的未來。

Using new examples of people in different stages of a career transition, Ibarra identifies the three critical strategies—experiment with new professional activities and identities, interact in new networks of people, and make sense of what is happening to us in light of emerging possibilities—that all successful career changers use. She shows how you can use these strategies to:

• Explore your possible selves

• Craft and execute "identity experiments"

• Create "small wins" that keep momentum going

• Connect with role models and mentors who can ease the transition

• Arrange new learnings into a coherent story

伊巴拉運用處於職業轉型不同階段的人的新例子，識別出所有成功的職業轉換者都使用的三個關鍵策略——嘗試新的專業活動和身份、在新的人際網絡中互動、以及根據新出現的可能性來理解正在發生的事情。她展示了如何使用這些策略來：

• 探索你可能的自我

• 設計並執行"身份實驗"

• 創造保持動力的"小勝利"

• 與可以緩解過渡期的榜樣和導師建立聯繫

• 將新的學習整理成一個連貫的故事

Now with action-oriented exercises to help you work successfully through your own career transition, this updated edition gives you the tools to discover a new path and find success in your new career.

現在，這個更新版本配有行動導向的練習，幫助你成功地度過自己的職業轉型，為你提供了發現新道路並在新職業中取得成功的工具。

Source: “Working Identity, Updated Edition, With a New Preface: Unconventional Strategies for Reinventing Your Career.” Amazon, Amazon.com, Inc., https://a.co/d/5GoblrC

Hi there, it's Michael, the author. You might know my previous book, The Coaching Habit. It was an unexpected bestseller: more than 700,000 copies sold so far, 1,000+ 5-star reviews on Amazon (my favourite: "I have plodded through many books that wish they could be this book"), a Wall Street Journal bestseller, and used by people and organizations around the world.

你好，我是麥克爾，這本書的作者。你可能知道我之前的書《教練習慣》。它成為了一個意想不到的暢銷書：迄今為止已售出超過70萬本，在亞馬遜上有1,000多個五星評價（我最喜歡的評論是："我已經艱難地讀過許多書，它們都希望自己能成為這本書"），曾登上《華爾街日報》暢銷書榜，並被世界各地的人們和組織所使用。

So I've been sweating on the follow-up. The pressure! The anticipation! But here it is, and I think you're going to like it. If The Coaching Habit says, “here are the seven essential questions to be more coach-like,” The Advice Trap is about getting to grips with how to actually change your behaviour so you stay curious a little bit longer.

所以我一直在為後續作品而緊張。壓力！期待！但它終於來了，我想你會喜歡的。如果說教練習慣是"這裡有七個基本問題可以讓你更像一個教練"，那麼《建議陷阱》則是關於如何實際改變你的行為，讓你能夠保持好奇心更長一點時間。

It sounds like it should be easy, but it's not. You have to tame your Advice Monster, that part of you that jumps in to offer up ideas, opinions, suggestions and advice. And it's taming your Advice Monster that's at the heart of this book. But there are also some specific coaching strategies, particularly on how to focus on what matters most. There are tools to make your conversations, coaching and otherwise, irresistible. There are even resources beyond the book itself, including a one-year, free leadership program from a 52-person faculty of cool, diverse, and provocative thinkers.

這聽起來應該很簡單，但事實並非如此。你必須馴服你的「建議怪獸」，也就是那個總是急於提供想法、意見、建議和指導的部分。而馴服你的「建議怪獸」正是這本書的核心。然而，書中還提供了一些具體的教練策略，特別是關於如何專注於最重要的事情。此外，書中還有一些工具，可以讓你的對話（無論是教練對話還是其他形式）變得不可抗拒。甚至還有書本之外的資源，包括由52位充滿創意、多元且富挑戰性的思想家組成的團隊提供的一年免費領導力課程。

In 2019, I was named the #1 Thought Leader in Coaching, and was short-listed for the coaching award by Thinkers50, the “Oscars of Management.” My work's been featured in journals such as HBR, Fast Company, Forbes, and Inc., and my company, Box of Crayons, has trained more than 100,000 people just like you in the tools and mindset required for this essential leadership behaviour: being more coach-like. You'll get all of that wisdom and experience when you read The Advice Trap. I'm pretty sure you'll find it a great investment of your money and time. (And, by the way, thank you in advance for buying it. I'm thrilled to know the book is going out into the world.)

2019年，我被評為教練領域的第一思想領袖，並入圍了被稱為"管理界奧斯卡"的Thinkers50教練獎提名。我的作品曾在《哈佛商業評論》、《快公司》、《福布斯》和《公司》等期刊上發表，而我的公司Box of Crayons已經為超過10萬名像你一樣的人提供了培訓，教授這種基本領導行為所需的工具和思維方式：更像一個教練。當你閱讀《建議陷阱》時，你將獲得所有這些智慧和經驗。我很確定你會發現這是一項值得的金錢和時間投資。（順便說一句，謝謝你預先購買這本書。我很高興知道這本書即將問世。）

Source: “The Advice Trap: Be Humble, Stay Curious & Change the Way You Lead Forever.” Amazon, Amazon.com, Inc., https://a.co/d/goP0PQJ

In Michael Bungay Stanier's The Coaching Habit, coaching becomes a regular, informal part of your day so managers and their teams can work less hard and have more impact.

Drawing on years of experience training more than 10,000 busy managers from around the globe in practical, everyday coaching skills, Bungay Stanier reveals how to unlock your peoples' potential. He unpacks seven essential coaching questions to demonstrate how--by saying less and asking more--you can develop coaching methods that produce great results.

憑藉多年來為全球超過1萬名忙碌的管理者提供實用、日常教練技能培訓的經驗，邦蓋·斯坦尼揭示了如何釋放員工的潛力。他闡述了七個基本的教練問題，展示了如何通過少說多問的方式，開發出能產生卓越成果的教練方法。

• Get straight to the point in any conversation with The Kickstart Question

• Stay on track during any interaction with The Awe Question

• Save hours of time for yourself with The Lazy Question

• and hours of time for others with The Strategic Question

• Get to the heart of any interpersonal or external challenge with The Focus Question and The Foundation Question

• Ensure others find your coaching as beneficial as you do with The Learning Question
  

• 使用「啟動問題」在任何對話中直切重點

• 使用「敬畏問題」在任何互動中保持專注

• 使用「懶人問題」為自己節省數小時的時間

• 使用「策略問題」為他人節省數小時的時間

• 使用「焦點問題」和「基礎問題」，直達任何人際或外部挑戰的核心

• 使用「學習問題」確保他人覺得你的教練與你一樣具有價值

A fresh innovative take on the traditional how-to manual, the book combines insider information with research based in neuroscience and behavioural economics, together with interactive training tools to turn practical advice into practiced habits. Witty and conversational, The Coaching Habit takes your work--and your workplace--from good to great.

這本書是對傳統指導手冊的一個全新創新詮釋，它將內部信息與神經科學和行為經濟學的研究相結合，再配合互動式培訓工具，將實用建議轉化為實踐習慣。《教練習慣》以機智幽默的對話方式，將你的工作——以及你的工作場所——從優秀提升到卓越。

"Coaching is an art and it's far easier said than done. It takes courage to ask a question rather than offer up advice, provide and answer, or unleash a solution. giving another person the opportunity to find their own way, make their own mistakes, and create their own wisdom is both brave and vulnerable. In this practical and inspiring book, Michael shares seven transformative questions that can make a difference in how we lead and support. And he guides us through the tricky part - how to take this new information and turn it into habits and a daily practice.

「教練是一門藝術，說起來容易，做起來卻不簡單。選擇提出問題而非直接給予建議、提供答案或提出解決方案，這需要勇氣。給予他人找到自己道路、犯錯並創造自己智慧的機會，是一種既勇敢又脆弱的行為。在這本實用且鼓舞人心的書中，麥可分享了七個具有變革性的問題，能改變我們的領導和支持方式。他還引導我們應對最棘手的部分——如何將這些新資訊轉化為習慣和日常實踐。」

Source: “The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever.” Amazon, Amazon.com, Inc., https://a.co/d/34zacEI