如何成功的演讲稿

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如何成功的演讲稿

　　演讲稿的写法比较灵活，可以根据会议的内容、一件事事后的感想、需要等情况而有所区别。在当下社会，演讲稿的使用越来越广泛，那么问题来了，到底应如何写一份恰当的演讲稿呢？以下是小编帮大家整理的如何成功的演讲稿，仅供参考，大家一起来看看吧。

如何成功的演讲稿

如何成功的演讲稿1

尊敬的老师，亲爱的同学：

　　大家下午好：

　　每一个人都会有自己最喜欢的老师，你喜欢的老师是严厉的，还是不严厉的呢？

　　成功每个人都面对过，但是每一个人也失败过。失败不是永远都失败，而要勇敢面对。

　　记得有一次，我校开展开田径运动会，我参加了长跑比赛的项目。起初我跑得非常快，到后来我竟跑到了最后，比赛结束后，我正在找原因时。突然老师走了过来，他对说：“吴超啊！你知道你为什么会跑在别人的后面吗，而不是在前面。是因为你开始跑得快，到了冲刺时，你的体力已经消耗得差不多了，只有被别人反超过你自己。脚也会发软。”

　　别看它只是一句很短的话，可是意味深长。但是这句话就为我的下一次的比赛做下了铺垫。当第二次比赛时，我就按周老师说的去做，到了最后，我虽然没有得到冠军，但是，我已经是亚军了。

　　因为，我自己已经做到了很好了，没有遗憾，正所谓：“一山更比一山高”嘛，每当我走到操场的时候，我的`耳边常常回响这么一句话：“不要被困难打败，要做一个坚强的人”。从此以后，不管我在学习上，还是生活中，我都永远记住周老师这句话：“不要被困难打败，要做一个坚强的人”。

　　成功不是什么事都能成功，但是失败不会永远都失败。记得有一次，我和几个同学去蹬山，虽然山路崎岖难走，我们差一点儿没到山顶。但是，我们互相帮助，一个同学牵着另一个同学的手，取得了蹬山胜利。

　　看来，任何事情的成功离我们并不遥远，只要我们脚踏实地，努力拼搏，成功就是我们的，同学们，我们去奋斗吧！

如何成功的演讲稿2

亲爱的同学们：

　　今天我要演讲的题目是：怎样抓住成功！

　　我在上大学后体会到了这个道理！来到——大学，我经历了两次大型的面试。第一次，我去面试——x学生会干部。那时候，我什么都没有准备，就连最基本的自我介绍，我都没有事先准备好！因此，那次面试，我失败了！第二次，是去面试系学生会干部，有了前次失败的经验，这次的面试，我准备了自我介绍的内容，加以反复的练习。每当有空的`时候，我就会想面试评委可能问我的问题，对假想出来的问题，列出详细的回答，并且多次过目准备好的东西。结果，第二次面试，我成功了！经历了这两次的面试，我体会到了：抓住成功，你就必须要有充分的准备。

　　可能我个人的经历，并不能很好的说明成功总是留给有准备的人。那么，我给大家讲一个故事！有位学者某日去报告厅为当地企业家培训班作学术报告，当他走进报告厅时台下早已坐满听课的经理和领导们。便急忙走上讲台，从包中取出软盘插入多谋体教学工作台的微机中。不巧，电脑打不开这软盘，台下引起几许私语声。

　　这位学者忙笑说：大家别急，我的讲稿同时下在u盘里。边说边取出u盘插入电脑，可惜电脑读不出u盘。行来台下一阵议论。学者忙说：这台电脑是连网的，我的讲稿也存入我邮箱中，待我上网打开邮箱咱们照样可以讲座。于是便上网查到自已邮箱。倒霉的是他的邮箱今天也打不开了，这时台下一片哗然。学者苦笑道：今天真是怪了，怎么不顺都赶到一块了？不过大家先不必着急，我还带来移动硬盘了，硬盘里我也备份了讲仪。说罢取出移动硬盘接好，投影屏上终于显示出讲仪标题：成功来源于充分的准备。此刻台下响起热烈的掌声。这个故事启发我们，只要我们做好准备，就等于向成功迈进了一步！

　　一天猎人带着猎狗去打猎。猎人一枪击中一只兔子的后腿，受伤的兔子开始拼命地奔跑。猎狗在猎人的指示下也是飞奔去追赶兔子。可是追着追着，兔子跑不见了，猎狗只好悻悻地回到猎人身边，猎人开始骂猎狗了：“你真没用，连一只受伤的兔子都追不到！”猎狗听了很不服气地回道：“我尽力而为了呀！”再说兔子带伤跑回洞里，它的兄弟们都围过来惊讶地问它：“那只猎狗很凶呀！你又带了伤，怎么跑得过它的？”“它是尽力而为，我是全力以赴呀！它没追上我，最多挨一顿骂，而我若不全力地跑我就没命了呀！”

如何成功的演讲稿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.

如何成功的演讲稿4

同学们：

　　早上好，今天国旗下讲话的题目是《坚持就是成功》，有一个大家应该非常熟悉的故事：两千多年前，古希腊伟大的哲学家苏格拉底在开学第1天，对学生们说：“今天咱们只学一件最简单也是最容易做的事，每个人把胳膊尽量往前甩，然后再尽量往后甩。”说着苏格拉底示范做了一遍说：“从今天开始，每天做300下，大家能做到吗”同学们都笑了，这么简单的.事有什么做不到的。过了一个月，苏格拉底问：“每天甩手300下，哪些同学坚持了”有90%的同学骄傲的举起了手。又过了一个月，苏格拉底又问，这回，坚持下来的只剩百分之八十的人。一年以后，苏格拉底再一次问大家：“请告诉我最简单的甩手运动谁还在坚持这时，整个教室里，只有一个人举起了手，这个人就是后来成为古希腊另一位大哲学家的柏拉图。

　　有人说：世界上最容易的事是坚持，最难的事也是坚持。说容易，是因为不管是谁，不管他的条件怎样，只要他愿意去做。

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