The founder of StarMaker, Teresa Norton brings a lifetime of professional theatre experience and over thirty years living in Greater China to her coaching, training, and consulting of executives in how to inspire confidence, lead with authenticity, communicate with impact, and engage across cultures.
作為明星制作者的創(chuàng)始人，特蕾莎·諾頓帶來了一生的專業(yè)戲劇經(jīng)驗(yàn)和在大中華區(qū)30多年的生活，她指導(dǎo)、培訓(xùn)和咨詢高管，如何激發(fā)自信、真實(shí)領(lǐng)導(dǎo)、有影響的溝通和參與跨文化。
Imagine having the courage to get up in front of a paying audience without a script and co-create stories in real time. In my view, this is precisely what business leaders do at work every day in meetings, during performance reviews, and in discussions with their own clients. In the late 1990s, I began to develop training programs in Hong Kong using tools I had gathered from a career in the theatre. Convincing human resource managers that executives could learn about communication from actors, theatre directors, and playwrights was not an easy sell.
想象一下，我有勇氣在沒有劇本的情況下站在付費(fèi)觀眾面前，實(shí)時(shí)共同創(chuàng)作故事。在我看來，這正是企業(yè)領(lǐng)袖每天在參加會(huì)議、績(jī)效評(píng)估和與客戶討論時(shí)所做的事情。20世紀(jì)90年代末，我開始使用我從戲劇生涯中收集到的工具，在香港發(fā)展培訓(xùn)課程。說服人力資源經(jīng)理，讓高管可以從演員、戲劇導(dǎo)演和劇作家那里了解交流并不容易推銷。
In my pitches, referencing American actor and teacher Sanford Meisner’s techniques of “the reality of doing” helped enormously. I would point out that if “acting is living truthfully under an imaginary set of circumstances,” executives could be trained to “act” in ways that would better serve them under the real circumstances at work. Applying my experience as an actor, director, and playwright, I knew I could help executives prepare for their role of “Leader,” and for the past twenty-five years I have had the great privilege of helping them? perform in more emotionally intelligent, thought-provoking, and dynamic ways in the workplace.
在我的演講中，提到美國(guó)演員和教師桑福德·邁斯納的“現(xiàn)實(shí)行動(dòng)”技術(shù)有了巨大的幫助。我要指出的是，如果“行動(dòng)是在一套想象的環(huán)境下真實(shí)生活”，高管們可以接受培訓(xùn)，以在實(shí)際工作環(huán)境下更好地服務(wù)于他們的方式“行動(dòng)”。運(yùn)用我作為演員、導(dǎo)演和劇作家的經(jīng)驗(yàn)，我知道我可以幫助高管們?yōu)樗麄兊摹邦I(lǐng)袖”這個(gè)角色做準(zhǔn)備，在過去的25年里，我有幸?guī)椭怂麄冊(cè)诠ぷ鲌?chǎng)所以更聰明、更發(fā)人深省和更有活力的方式表演。
Some of my coachees seek out my support independently, but in most cases I am approached by someone from a business Talent Development department to work with a manager on a communication-related issue. The general request is to develop their leadership skills, often with a more specific directive to focus on influencing stakeholders, presentation skills, demonstrating gravitas, engaging team members, or adapting their communication style to the audience.
我的一些同事獨(dú)立尋求我的支持，但在大多數(shù)情況下，商業(yè)人才發(fā)展部門的人會(huì)找到我，與經(jīng)理就溝通相關(guān)的問題合作。一般的要求是發(fā)展他們的領(lǐng)導(dǎo)能力，通常有更具體的指示，關(guān)注影響利益相關(guān)者、展示技能、展示莊重、吸引團(tuán)隊(duì)成員或調(diào)整他們的溝通方式以適應(yīng)觀眾。
My bimonthly, ninety-minute sessions with my coachees mirror the relationship between a director and actor. We typically meet nine times to explore different strategies for overcoming their communication challenges using a variety of theatre techniques and activities. Some of the most valuable of these tools in my kit come from improv, allowing us to recreate real-life interactions that identify the gap between what feels most natural and what will be most effective when performing as a leader. And because improv exercises are basically games, they help create a nonthreatening coaching environment where my clients can practice new behaviors, and I can start and stop the activities to provide them with ongoing feedback.
我雙月一次的90分鐘的會(huì)議反映了導(dǎo)演和演員之間的關(guān)系。我們通常會(huì)見面九次，以探索不同的策略，以使用各種戲劇技術(shù)和活動(dòng)來克服他們的溝通挑戰(zhàn)。在我的工具包中，一些最有價(jià)值的工具來自即興表演，這讓我們能夠重現(xiàn)現(xiàn)實(shí)生活中的互動(dòng)，識(shí)別出感覺最自然的東西和作為領(lǐng)導(dǎo)者最有效的東西之間的差距。因?yàn)榧磁d表演練習(xí)基本上是游戲，它們有助于創(chuàng)建一個(gè)無威脅的教練環(huán)境，我的客戶可以練習(xí)新的行為，我可以開始和停止活動(dòng)，為他們提供持續(xù)的反饋。
