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如何成功的演講稿
演講稿的寫法比較靈活，可以根據會議的內容、一件事事后的感想、需要等情況而有所區(qū)別。在當下社會，演講稿的使用越來越廣泛，那么問題來了，到底應如何寫一份恰當的演講稿呢？以下是小編幫大家整理的如何成功的演講稿，僅供參考，大家一起來看看吧。
如何成功的演講稿1
尊敬的老師，親愛的同學：
大家下午好：
每一個人都會有自己最喜歡的老師，你喜歡的老師是嚴厲的，還是不嚴厲的呢？
成功每個人都面對過，但是每一個人也失敗過。失敗不是永遠都失敗，而要勇敢面對。
記得有一次，我校開展開田徑運動會，我參加了長跑比賽的項目。起初我跑得非�？欤胶髞砦揖古艿搅俗詈�，比賽結束后，我正在找原因時。突然老師走了過來，他對說：“吳超��！你知道你為什么會跑在別人的后面嗎，而不是在前面。是因為你開始跑得快，到了沖刺時，你的體力已經消耗得差不多了，只有被別人反超過你自己。腳也會發(fā)軟�！�
別看它只是一句很短的話，可是意味深長。但是這句話就為我的下一次的比賽做下了鋪墊。當第二次比賽時，我就按周老師說的去做，到了最后，我雖然沒有得到冠軍，但是，我已經是亞軍了。
因為，我自己已經做到了很好了，沒有遺憾，正所謂：“一山更比一山高”嘛，每當我走到操場的時候，我的`耳邊常常回響這么一句話：“不要被困難打敗，要做一個堅強的人”。從此以后，不管我在學習上，還是生活中，我都永遠記住周老師這句話：“不要被困難打敗，要做一個堅強的人”。
成功不是什么事都能成功，但是失敗不會永遠都失敗。記得有一次，我和幾個同學去蹬山，雖然山路崎嶇難走，我們差一點兒沒到山頂。但是，我們互相幫助，一個同學牽著另一個同學的手，取得了蹬山勝利。
看來，任何事情的成功離我們并不遙遠，只要我們腳踏實地，努力拼搏，成功就是我們的，同學們，我們去奮斗吧！
如何成功的演講稿2
親愛的同學們：
今天我要演講的題目是：怎樣抓住成功！
我在上大學后體會到了這個道理！來到——大學，我經歷了兩次大型的面試。第一次，我去面試——x學生會干部。那時候，我什么都沒有準備，就連最基本的自我介紹，我都沒有事先準備好！因此，那次面試，我失敗了！第二次，是去面試系學生會干部，有了前次失敗的經驗，這次的面試，我準備了自我介紹的內容，加以反復的練習。每當有空的`時候，我就會想面試評委可能問我的問題，對假想出來的問題，列出詳細的回答，并且多次過目準備好的東西。結果，第二次面試，我成功了！經歷了這兩次的面試，我體會到了：抓住成功，你就必須要有充分的準備。
可能我個人的經歷，并不能很好的說明成功總是留給有準備的人。那么，我給大家講一個故事！有位學者某日去報告廳為當地企業(yè)家培訓班作學術報告，當他走進報告廳時臺下早已坐滿聽課的經理和領導們。便急忙走上講臺，從包中取出軟盤插入多謀體教學工作臺的微機中。不巧，電腦打不開這軟盤，臺下引起幾許私語聲。
這位學者忙笑說：大家別急，我的講稿同時下在u盤里。邊說邊取出u盤插入電腦，可惜電腦讀不出u盤。行來臺下一陣議論。學者忙說：這臺電腦是連網的，我的講稿也存入我郵箱中，待我上網打開郵箱咱們照樣可以講座。于是便上網查到自已郵箱。倒霉的是他的郵箱今天也打不開了，這時臺下一片嘩然。學者苦笑道：今天真是怪了，怎么不順都趕到一塊了？不過大家先不必著急，我還帶來移動硬盤了，硬盤里我也備份了講儀。說罷取出移動硬盤接好，投影屏上終于顯示出講儀標題：成功來源于充分的準備。此刻臺下響起熱烈的掌聲。這個故事啟發(fā)我們，只要我們做好準備，就等于向成功邁進了一步！
一天獵人帶著獵狗去打獵。獵人一槍擊中一只兔子的后腿，受傷的兔子開始拼命地奔跑。獵狗在獵人的指示下也是飛奔去追趕兔子�？墒亲分分米优懿灰娏�，獵狗只好悻悻地回到獵人身邊，獵人開始罵獵狗了：“你真沒用，連一只受傷的兔子都追不到！”獵狗聽了很不服氣地回道：“我盡力而為了呀！”再說兔子帶傷跑回洞里，它的兄弟們都圍過來驚訝地問它：“那只獵狗很兇呀！你又帶了傷，怎么跑得過它的？”“它是盡力而為，我是全力以赴呀！它沒追上我，最多挨一頓罵，而我若不全力地跑我就沒命了呀！”
如何成功的演講稿3
I'm really excited to share with you some findings that really surprise me about what makes companies succeed the most, what factors actually matter the most for startup success.I believe that the startup organization is one of the greatest forms to make the world a better place.
If you take a group of people with the right equity incentives and organize them in a startup, you can unlock human potential in a way never before possible. You get them to achieve unbelievable things.But if the startup organization is so great, why do so many fail? That's what I wanted to find out.I wanted to find out what actually matters most for startup success.And I wanted to try to be systematic about it, avoid some of my instincts and maybe misperceptions I have from so many companies I've seen over the years.I wanted to know this because I've been starting businesses since I was 12 years old when I sold candy at the bus stop in junior high school。
to high school, when I made solar energy devices, to college, when I made loudspeakers. And when I graduated from college, I started software companies. And XX years ago, I started Idealab, and in the last XX years, we started more than XXX companies, many successes, and many big failures. We learned a lot from those failures.So I tried to look across what factors accounted the most for company success and failure. So I looked at these five. First, the idea. I used to think that the idea was everything. I named my company Idealab for how much I worship the "aha!" moment when you first come up with the idea. But then over time, I came to think that maybe the team, the execution, adaptability, that mattered even more than the idea. I never thought I'd be quoting boxer Mike Tyson on the TED stage, but he once said, "Everybody has a plan, until they get punched in the face." (Laughter) And I think that's so true about business as well. So much about a team's execution is its ability to adapt to getting punched in the face by the customer. The customer is the true reality. And that's why I came to think that the team maybe was the most important thing.Then I started looking at the business model. Does the company have a very clear path generating customer revenues? That started rising to the top in my thinking about maybe what mattered most for success.Then I looked at the funding. Sometimes companies received intense amounts of funding. Maybe that's the most important thing?
And then of course, the timing. Is the idea way too early and the world's not ready for it? Is it early, as in, you're in advance and you have to educate the world? Is it just right? Or is it too late, and there's already too many competitors? So I tried to look very carefully at these five factors across many companies. And I looked across all 100 Idealab companies, and 100 non-Idealab companies to try and come up with something scientific about it. So first, on these Idealab companies, the top five companies -- Citysearch, CarsDirect, GoTo, NetZero, Tickets.com -- those all became billion-dollar successes. And the five companies on the bottom -- Z.com, Insider Pages, MyLife, Desktop Factory, Peoplelink -- we all had high hopes for, but didn't succeed.So I tried to rank across all of those attributes how I felt those companies scored on each of those dimensions. And then for non-Idealab companies, I looked at wild successes, like XXXX and XXXX and XXX andXXX and XXXX. And some failures: Webvan, Kozmo, Pets.com Flooz and Friendster. The bottom companies had intense funding, they even had business models in some cases, but they didn't succeed. I tried to look at what factors actually accounted the most for success and failure across all of these companies, and the results really surprised me.The number one thing was timing.
Timing accounted for 42 percent of the difference between success and failure. Team and execution came in second, and the idea, the differentiability of the idea, the uniqueness of the idea, that actually came in third.Now, this isn't absolutely definitive, it's not to say that the idea isn't important, but it very much surprised me that the idea wasn't the most important thing. Sometimes it mattered more when it was actually timed.The last two, business model and funding, made sense to me actually. I think business model makes sense to be that low because you can start out without a business model and add one later if your customers are demanding what you're creating. And funding, I think as well, if you're underfunded at first but you're gaining traction, especially in today's age, it's very, very easy to get intense funding. So now let me give you some specific examples about each of these. So take a wild success like Airbnb that everybody knows about. Well, that company was famously passed on by many smart investors because people thought, "No one's going to rent out a space in their home to a stranger." Of course, people proved that wrong. But one of the reasons it succeeded, aside from a good business model, a good idea, great execution, is the timing.That company came out right during the height of the recession when people really needed extra money, and that maybe helped people overcome their objection to renting out their own home to a stranger.Same thing with Uber. Uber came out, incredible company, incredible business model, great execution, too. But the timing was so perfect for their need to get drivers into the system. Drivers were looking for extra money; it was very, very important.Some of our early successes, Citysearch, came out when people needed web pages. GoTo.com, which we announced actually at TED in 1998, was when companies were looking for cost-effective ways to get traffic.
We thought the idea was so great, but actually, the timing was probably maybe more important. And then some of our failures. We started a company called Z.com, it was an online entertainment company. We were so excited about it -- we raised enough money, we had a great business model, we even signed incredibly great Hollywood talent to join the company. But broadband penetration was too low in 1999-20xx. It was too hard to watch video content online, you had to put codecs in your browser and do all this stuff, and the company eventually went out of business in XXXX. Just two years later, when the codec problem was solved by Adobe Flash and when broadband penetration crossed 50 percent in America, YouTube was perfectly timed. Great idea, but unbelievable timing. In fact, YouTube didn't even have a business model when it first started. It wasn't even certain that that would work out. But that was beautifully, beautifully timed.
So what I would say, in summary, is execution definitely matters a lot. The idea matters a lot. But timing might matter even more. And the best way to really assess timing is to really look at whether consumers are really ready for what you have to offer them. And to be really, really honest about it, not be in denial about any results that you see, because if you have something you love, you want to push it forward, but you have to be very, very honest about that factor on timing.
As I said earlier, I think startups can change the world and make the world a better place. I hope some of these insights can maybe help you have a slightly higher success ratio, and thus make something great come to the world that wouldn't have happened otherwise.Thank you very much, you've been a great audience.
如何成功的演講稿4
同學們：
早上好，今天國旗下講話的題目是《堅持就是成功》，有一個大家應該非常熟悉的故事：兩千多年前，古希臘偉大的哲學家蘇格拉底在開學第1天，對學生們說：“今天咱們只學一件最簡單也是最容易做的事，每個人把胳膊盡量往前甩，然后再盡量往后甩�！闭f著蘇格拉底示范做了一遍說：“從今天開始，每天做300下，大家能做到嗎”同學們都笑了，這么簡單的.事有什么做不到的。過了一個月，蘇格拉底問：“每天甩手300下，哪些同學堅持了”有90%的同學驕傲的舉起了手。又過了一個月，蘇格拉底又問，這回，堅持下來的只剩百分之八十的人。一年以后，蘇格拉底再一次問大家：“請告訴我最簡單的甩手運動誰還在堅持這時，整個教室里，只有一個人舉起了手，這個人就是后來成為古希臘另一位大哲學家的柏拉圖。
有人說：世界上最容易的事是堅持，最難的事也是堅持。說容易，是因為不管是誰，不管他的條件怎樣，只要他愿意去做。
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