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职场英语：如何提高办公室的亲和力(2)
不论人们是否认同布什的政治立场，都会敬佩布什的自嘲式幽默感。在一次华盛顿记者晚宴上，拿自己开涮的能力似乎成了媒体正面报道的主要素材。布什在讲台上时说：“我总喜欢这类活动。可我为什么不能和喜欢我的那36%的人共进晚餐呢?”在一个类似活动中，布什甚至带来了他的“替身”喜剧演员Steve Bridges来拿自己频繁读音失误开玩笑。这位“替身”模仿了布什最难说对的词："Nu—cle—ar proliferation … nu—cle—ar proliferation. Nu—cle—ar proliferation."接着，布什试了试："Nu-cle—ar pro-boblieration." 众人都笑疯了。
Self-deprecating humor can open hearts and minds to make people receptive to ideas in ways words alone cannot.
自嘲式幽默能让人们敞开胸怀和心思，比语言更能说服人接受一些想法。
Show Humility 谦卑
Just as suddenly as lightning strikes, an act of arrogance can destroy an otherwise credible communicator. For example: Refusing to acknowledge people when they speak to you. Failure to respond to people's suggestions. Haughty body language. Time spent only with those of your "rank and ilk" at a social gathering. An amused smirk in response to an idea expressed in a meeting. An upward roll of the eyes meant to discredit someone's comment in the hallway. A talk jam-packed with jargon meant to confuse rather than clarify. Insistence that things must be said one way and one way only.
霎时间，一个傲慢的举动就能毁了一位本来可信的交流者。例如：有人和你说话时不理别人;对别人的建议没有响应;高傲的肢体语言;在社交聚会上只和自己那“一帮人”在一起;在会议上对一个想法报以嘲弄的笑声;在走廊里对别人的言语报以诋毁的白眼;为了故弄玄虚使用很多术语，让对方云里雾里;固执地认为某事必须，且只能，以某个方式讲述。
Credible communicators show humility in innumerable ways:
有无数种方式让交流既可信又展现出谦卑:
* They let others "showcase" by delivering key messages instead of always having to be "on stage" themselves.
通过传递关键信息，让别人替自己“展示”，而不是总把自己放在“舞台”表演。
* They let others feel important by "interpreting," "passing on," and "applying" their goals and initiatives.
通过“诠释”、“传递”、“落实”自己的目标和计划，让别人感到重要起来。
* They get input from others -- and consider that input worthy of a response. (They don't ask for input "just for drill" if they don't plan to consider it.)
他们征求别人观点——并且认为这观点值得做出响应。(如果他们不打算考虑某观点，不会随随便便地去要求他人说出观点。)
* They excite others by asking for their help, cooperation and buy-in.
他们通过寻求别人的帮助、合作及参与支持让别人兴奋起来。
* They share the limelight by telling stories about star performers.
他们通过讲述明星表现者的故事来分享“星光”。
* They share leadership roles by telling success stories of other leaders.
他们通过讲述其它领导者的成功故事来分享领导角色。
* They communicate awareness and appreciation of the efforts and results of other people.
他们表现出意识到并欣赏别人的努力及成就。
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