關於 business meeting conversation ，我們在網路上蒐集到這些相關的討論、資訊與評價

母語者比較不會用英文溝通?

Wut...?

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When it comes to communicating in English with an international audience, native speakers don’t always do so well.

若要以「英語」與國際聽眾進行交流，母語者未必能與非母語者進行有效地溝通。

Sometimes, such inability to accommodate non-native speakers can lead to substantial financial losses for multinational companies.

有時，無法考量非母語者的溝通需求，可能會使跨國公司蒙受巨大的經濟損失。

★★★★★★★★★★★★

《ＮＰＲ》報導：

Picture this: A group of nonnative English speakers is in a room. There are people from Germany, Singapore, South Korea, Nigeria and France. They're having a great time speaking to each other in English, and communication is smooth.

•picture(v.) 想像，設想
•have a great time doing sth 做某事很開心
•smooth 順利的，流暢的

想像一下：一群母語非英語的人同在一個房間裡。有來自德國、新加坡、韓國、奈及利亞以及法國的人。他們開心地以英語交談，而整體的溝通也相當流暢。

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And then an American walks into the room. The American speaks quickly, using esoteric jargon ("let's take a holistic approach") and sports idioms ("you hit it out of the park!"). And the conversation trickles to a halt.

•esoteric 極不尋常的；只有少數人（尤指內行）才懂的；限於小圈子的
•jargon 行話，行業術語
•a holistic approach 全面性的方法 ; 完整取向、全方位取向
•sports idioms 體育相關的成語，慣用語
•trickle to a halt 遂逐漸停止
•trickle 從…向下滴（或淌）

*hit/knock the ball out of the park 字面上的意思是「把球打出棒球場」，慣用語的意思則是「某事做的非常好，令人驚艷」。

結果，有個美國人走進房間。這位美國人說話很快，使用少數人才懂的的術語（「讓我們採用整全的方式」）以及與體育相關的成語（「你把球打出了公園！*」）。整場談話遂逐漸停止。

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Decades of research shows that when a native English speaker enters a conversation among nonnative speakers, understanding goes down. Global communication specialist Heather Hansen tells us that's because the native speaker doesn't know how to do what nonnative speakers do naturally: speak in ways that are accessible to everyone, using simple words and phrases.

•communication specialist 溝通專家
•accessible 可以理解的；易懂的

數十年的研究表明，當母語為英語的人參與非母語者之間的談話時，理解力會下降。全球溝通專家 Heather Hansen 告訴我們，這是因為母語者無法自然地以非母語者的方式來溝通：以大家都能接受的方式交談——使用簡單的詞彙與片語。

ᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯ

And yet, as Hansen points out, this more accessible way of speaking is often called "bad English." There are whole industries devoted to "correcting" English that doesn't sound like it came from a native British or American speaker. …It turns out that these definitions of "good" and "bad" English may be counterproductive if our goal is to communicate as effectively as possible.

•point sth out 指出
•turn out …地發生（或發展）；結果是（尤指出乎意料的結果）
•counterproductive 産生相反效果的；産生相反作用的；事與願違的，適得其反的

惟正如 Hansen 所指出，這種所謂更容易理解的說話方式，通常被稱為「破英語」。也有行業致力於「糾正」那些聽起來不像英國或美國母語者的英語。⋯⋯事實證明，如果我們的目標是盡可能地有效交流，那麼這些對「好」英語與「壞」英語的定義可能會適得其反。

ᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯᕯ

A balance needs to be struck. There is also a clear difference between helping students improve their English in a classroom and being overly judgmental in a business meeting (or on the Internet ><).

就我個人而言，我認為在這種情況下需探求一個平衡點。在課堂上幫助他人提高英語能力，以及在國際商務會議（或網路上）中過於苛刻，這兩者顯然有極大的區別。

However, if the goal is to communicate effectively with an international audience, native speakers could be more accommodating. At least, that's the view taken by the articles below.

但以下文章認為，若母語者的目標是有效地溝通，那麼在以英語與國際聽眾交流時，母語者應表現得更加隨和。

*accommodating 樂於助人的；與人方便的；通融的

完整ＮＰＲ報導：https://n.pr/3y6g9IM

ＢＢＣ相關報導：https://bbc.in/3h5MkCy

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圖片出處: https://bit.ly/3x2lr7X

【Pitching in the Age of COVID-19】

Pitching is a very fundamental skill that we help all of our founders develop. Whether it's to potential employees, clients, or investors, understanding your target audience and crafting your narrative accordingly is a ubiquitous art that is pivotal through all lifecycles of your startup.

But COVID19 has completely redefined the rules of the game. Subtle emotional cues that you would normally pick up through body language and facial expressions have now been washed out by pixelated screens and internet latency. Building rapport through prolonged pleasantries and adhoc chit chat have been mulled over by coronavirus talk and regimented back-to-back virtual meetings.

And if you had a hard time captivating the attention of your audience in person, those efforts are even more likely to be thwarted now with the handful of distractions they literally have at their fingertips from internet browsers to messaging clients to phones.

Having now sat through dozens of virtual pitches, I'd like to pass on 5 tips to keep your audience interested and engaged (specifically geared towards founders pitching investors):

1. Do your homework
I can't stress this enough. This applies both in a pre and post COVID19 world. Leave as much guess work out of the equation by doing as much research on the person you're meeting as possible. If it's an investor, understand the basics of their fund, including fund size, areas of interest, geographic coverage, as well as the investor's background (age, schooling, nationality, etc.). Use these data points as way to build rapport and tailor your pitch accordingly.

2. Send your deck early
A prospective investor may or may not read it. But you have to at least give them that option. For the ones that do, the conversations are guaranteed to become 2x more productive, with an initial field of understanding and questions having already been set. You typically only have 1 hour, so best make use of that time.

3. Streamline your deck
Often times slides are filled with a superfluous amount of information or too many graphics where the main point gets lost in translation. Make sure you can summarize each slide in a one-sentence takeaway, and that each slide helps illustrate either 1) the problem 2) your solution 3) your team 4) your traction. Generally 10 - 12 slides will suffice. Anything extra, put it in the appendix!

4. Insert Q&A breaks
Usually when someone is confused or skeptical, it shows on their face. Less evident on virtual meetings unfortunately. Strategically insert Q&A breaks in your pitch to make sure your audience is on the same page, rather than letting questions pile up till the end. This also helps make the pitch more dynamic, more engaging, and more of a conversation. Studies have also shown that people tend to tune out after 10 minutes, which is why Apple normally swaps out its speakers every 10 minutes or so at its annual WWDC.

5. Practice, practice, practice.
A lot of times it's not so much what you say, but how you say it. Early stage investors are often times betting on feeling as much as rational hypotheses. This means you need to exude a sense of confidence and passion, which may be hard to generate when you're speaking into a camera for 1 hour. Try recording yourself on camera to see how you actually come off and then adjust accordingly.

Furthermore, don't just practice the pitch in and of itself, but also Q&A where a lot of the "sale" actually occurs. This is when investors are testing your wit and execution, to really understand if you know your space and your business, and extracting any insights you may/should have. They're also looking to see if you have a true passion for the problem at hand. Startups are hard. Very hard. If you don't have a strong heart or "why", you will not make it.

5.5 This goes without saying, but when conducting virtual pitches, make sure you have good hygiene, dress appropriately, and are in a quiet place where you won't be distracted by pets, children, or loud chatter.

Happy pitching!

-Jun Wakabayashi
Analyst, AppWorks

If you're startup working in AI, blockchain, or SEA, be sure to apply to AW#21 to join the region's strongest founder community: https://bit.ly/3c1KEUK

【 一封 Co-founder & CEO Brian Chesky 的來信 (中英對照)】

早上晨讀時看到 Airbnb CEO Brian Chesky 宣布裁員 25% 的公開信。讀完覺得富有同理心並思考周到，很值得每位 CEO 參考。

其中一些對於離職員工的就業支持都很值得我們借鏡。雖然 Airbnb 有的資源比很多公司還多。但說不定有什麼是創業家們能參考的，為離職的夥伴多做一些。

為了讓更多人可以看到跟夥伴合作翻譯了一下，不通順的地方請見諒、歡迎在 google doc 提交修改建議。

Google Doc 中英對照版：https://docs.google.com/…/1ctHqdvPxi3USzT1sxzabkcJhFcWlfkg…/

原文：https://news.airbnb.com/a-message-from-co-founder-and-ceo-…/

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今天稍早，Airbnb 聯合創辦人兼執行長 Brian Chesky 向 Airbnb 員工發送了以下訊息。

Earlier today, Airbnb Co-Founder and CEO Brian Chesky sent the following note to Airbnb employees.

這是我第七次在我家裡與各位發表談話。過去每次我們談話時，有好消息也有壞消息，然而今天我不得不分享一些非常令人難過的消息。

This is my seventh time talking to you from my house. Each time we’ve talked, I’ve shared good news and bad news, but today I have to share some very sad news.

當你們問我關於裁員的問題時，我曾說過沒有什麼不可能發生的事。今天，我必須坦承，我們正在縮減 Airbnb 的員工規模。對於像我們這樣一家以歸屬感為使命的公司來說，這是非常難以面對的，對於那些不得不離開 Airbnb 的人來說更是難上加難。我將盡可能詳細地分享我是如何做出這個決定的、我們正在為那些離開的人做什麼、以及接下來會有哪些事發生。

When you’ve asked me about layoffs, I’ve said that nothing is off the table. Today, I must confirm that we are reducing the size of the Airbnb workforce. For a company like us whose mission is centered around belonging, this is incredibly difficult to confront, and it will be even harder for those who have to leave Airbnb. I am going to share as many details as I can on how I arrived at this decision, what we are doing for those leaving, and what will happen next.

先從我們是如何作出這項決定的開始。我們正在共同經歷我們一生中最痛苦的危機，隨著危機的開始，全球旅行業都陷入停滯。Airbnb 的業務受到了重大的打擊，今年的收入預計不到 2019 年的一半。為了應對這場危機，我們籌措了 20 億美元的資金、大幅削減了成本，幾乎觸及了 Airbnb 的每一個角落。

Let me start with how we arrived at this decision. We are collectively living through the most harrowing crisis of our lifetime, and as it began to unfold, global travel came to a standstill. Airbnb’s business has been hit hard, with revenue this year forecasted to be less than half of what we earned in 2019. In response, we raised $2 billion in capital and dramatically cut costs that touched nearly every corner of Airbnb.

採取這些行動是必要的，但很顯然，當我們面對兩個嚴峻的事實時，我們必須更進一步：

1. 我們不知道旅遊什麼時候會復甦。
2. 當旅遊業復甦時，將有截然不同的樣貌。

While these actions were necessary, it became clear that we would have to go further when we faced two hard truths:

1. We don’t know exactly when travel will return.
2. When travel does return, it will look different.

雖然我們知道 Airbnb 的業務終將恢復，但它所承受的變化不會是臨時或是短暫的。於是，我們需要對 Airbnb 做出更多根本性的改變，縮減人力規模以專注在更核心的商業策略。每天都有人們共享自己的房子、並提供各式各樣的體驗。

While we know Airbnb’s business will fully recover, the changes it will undergo are not temporary or short-lived. Because of this, we need to make more fundamental changes to Airbnb by reducing the size of our workforce around a more focused business strategy.

在我們 7500 名 Airbnb 員工中，近 1900 名成員將不得不離開 Airbnb，佔我們公司的 25% 左右。由於我們不能像過去那樣顧及每項業務，透過人力的裁減，我們將會更聚焦於特定的業務上。

Out of our 7,500 Airbnb employees, nearly 1,900 teammates will have to leave Airbnb, comprising around 25% of our company. Since we cannot afford to do everything that we used to, these cuts had to be mapped to a more focused business.

▍更聚焦的業務

未來在這世界旅行將截然不同，我們需要相對應地讓 Airbnb 進化改變。人們會希望有更像家、更安全、更經濟實惠的選擇。人們也會渴望某種感覺被奪走的東西——人與人之間的連結。當我們創立 Airbnb 時，它是建立於歸屬感和連結之上。這場危機使我們更加專注於根本、最基礎的事物、讓我們回到 Airbnb 真正的特別之處——每天都有人們共享自己的房子、並提供各式各樣的體驗。

這意味著，我們將需要減少對不直接支持我們的房東社區核心活動的投資。我們暫停了在運輸部門和 Airbnb Studio 方面的努力，我們不得不縮減在飯店和 Lux 的投資。

這些決定和這些團隊成員的表現無關，也不意味著這些團隊的每個人都會離開我們。除此之外，所有 Airbnb 的團隊都將受到影響。許多團隊的規模將根據他們與 Airbnb 的發展方向的對應程度進行縮減。

▍A more focused business

Travel in this new world will look different, and we need to evolve Airbnb accordingly. People will want options that are closer to home, safer, and more affordable. But people will also yearn for something that feels like it’s been taken away from them — human connection. When we started Airbnb, it was about belonging and connection. This crisis has sharpened our focus to get back to our roots, back to the basics, back to what is truly special about Airbnb — everyday people who host their homes and offer experiences.

This means that we will need to reduce our investment in activities that do not directly support the core of our host community. We are pausing our efforts in Transportation and Airbnb Studios, and we have to scale back our investments in Hotels and Lux.

These decisions are not a reflection of the work from people on these teams, and it does not mean everyone on these teams will be leaving us. Additionally, teams across all of Airbnb will be impacted. Many teams will be reduced in size based on how well they map to where Airbnb is headed.

▍我們如何進行縮編

重要的是，我們要有一套明確的原則，以我們的核心價值觀為指導，指導我們如何減少我們的勞動力。這些是我們的指導原則：

• 將所有縮減過的業務範疇和我們將需要的人手一一對應。
• 為那些受到影響的人盡可能提供協助。
• 在過程中持續地保持團隊多樣性。
• 為那些受影響的人提供一對一的溝通。
• 等到所有細節都確定後再進行決策溝通 —— 僅部分訊息的透明會讓事情變得更糟。

我已經盡了最大的努力來堅持這些原則。

▍How we approached reductions

It was important that we had a clear set of principles, guided by our core values, for how we would approach reductions in our workforce. These were our guiding principles:

• Map all reductions to our future business strategy and the capabilities we will need.
• Do as much as we can for those who are impacted.
• Be unwavering in our commitment to diversity.
• Optimize for 1:1 communication for those impacted.
• Wait to communicate any decisions until all details are landed — transparency of only partial information can make matters worse.
I have done my best to stay true to these principles.

▍還原決策過程

決策過程開始於建構一個更聚焦業務戰略的成本結構。我們評估了每個團隊如何適應我們的新戰略，並確定了每個團隊未來的規模和形式。緊接著，我們對每個團隊成員進行了全面地檢視，並根據關鍵技能以及這些技能與我們未來業務需求的匹配程度做出了決策。

結果是，我們將不得不與我們所熱愛和珍視的隊友們分道揚鑣。有很優秀的夥伴離開了 Airbnb，其他公司有他們的加入著實幸運。

為了照顧那些即將離開的員工，我們一一檢視了遣散、股權、醫療保健和就業支持，並盡最大努力以同理並周詳的方式對待每個人。

▍Process for making reductions

Our process started with creating a more focused business strategy built on a sustainable cost model. We assessed how each team mapped to our new strategy, and we determined the size and shape of each team going forward. We then did a comprehensive review of every team member and made decisions based on critical skills, and how well those skills matched our future business needs.

The result is that we will have to part with teammates that we love and value. We have great people leaving Airbnb, and other companies will be lucky to have them. To take care of those that are leaving, we have looked across severance, equity, healthcare, and job support and done our best to treat everyone in a compassionate and thoughtful way.

▍資遣費

Airbnb 在美國的員工將獲得 14 周的基礎工資，每滿一年額外增加一周。任期將四捨五入到最近的一年。例如，如果有人在 Airbnb 工作了 3 年 7 個月，他們將獲得額外 4 周的工資，或 18 周的總工資。在美國以外，所有員工都將獲得至少 14 周的工資，外加與其所在國家的具體做法一致的任期加薪。

▍Severance

Employees in the US will receive 14 weeks of base pay, plus one additional week for every year at Airbnb. Tenure will be rounded to the nearest year. For example, if someone has been at Airbnb for 3 years and 7 months, they will get an additional 4 weeks of salary, or 18 weeks of total pay. Outside the US, all employees will receive at least 14 weeks of pay, plus tenure increases consistent with their country-specific practices.

▍股權

我們將為過去一年內聘用的所有員工移除需待滿第一年的股權到期限制，這樣所有離職的員工，無論他們在公司工作了多長時間，都可以是 Airbnb 的股東。此外，所有離開的人都有資格以 5月25日作為行權日。

▍Equity

We are dropping the one-year cliff on equity for everyone we’ve hired in the past year so that everyone departing, regardless of how long they have been here, is a shareholder. Additionally, everyone leaving is eligible for the May 25 vesting date.

▍健康保險

在一場持續時間未知的全球健康危機中，我們希望限制醫療成本總負擔。在美國，我們將通過COBRA 覆蓋 12 個月的健康保險。在所有其他國家，我們將支付到 2020 年底的醫療保險費用。這是因為我們如非是在法律上不能繼續承保，就是我們目前的計劃將不允許延長。我們額外將透過 KonTerra 提供四個月的心理健康支持。

▍Healthcare

In the midst of a global health crisis of unknown duration, we want to limit the burden of healthcare costs. In the US, we will cover 12 months of health insurance through COBRA. In all other countries, we will cover health insurance costs through the end of 2020. This is because we’re either legally unable to continue coverage, or our current plans will not allow for an extension. We will also provide four months of mental health support through KonTerra.

▍就業支持

我們的目標是幫助離開 Airbnb 的隊友找到新的工作機會。以下是我們可以提供幫助的五種方式：

• 校友人才目錄 —— 我們將推出一個面向公眾的網站，幫助即將離職的隊友找到新工作。即將離職的員工可以選擇將個人資料、簡歷和工作樣本提供給潛在的雇主。
• 校友安置團隊 —— 在 2020 年的剩餘時間裡，Airbnb 招聘的很大一部分將成為校友安置團隊。留在 Airbnb 的招聘人員將為離職員工提供支持，幫助他們找到下一份工作。
• RiseSmart —— 我們通過 RiseSmart 公司提供四個月的職業服務，該公司專門提供職業轉換和就業安置服務。
• 員工提供校友支持 —— 我們鼓勵所有留下的員工選擇加入一個計劃，以幫助離職的隊友找到他們的下一個職位。
• 筆記型電腦 —— 電腦是找到新工作的重要工具，所以我們允許所有離職的人保留他們的蘋果筆電。

▍Job support

Our goal is to connect our teammates leaving Airbnb with new job opportunities. Here are five ways we can help:

• Alumni Talent Directory — We will be launching a public-facing website to help teammates leaving find new jobs. Departing employees can opt-in to have profiles, resumes, and work samples accessible to potential employers.
• Alumni Placement Team — For the remainder of 2020, a significant portion of Airbnb Recruiting will become an Alumni Placement Team. Recruiters that are staying with Airbnb will provide support to departing employees to help them find their next job.
• RiseSmart — We are offering four months of career services through RiseSmart, a company that specializes in career transition and job placement services.
• Employee Offered Alumni Support
We are encouraging all remaining employees to opt-in to a program to assist departing teammates find their next role.
• Laptops - A computer is an important tool to find new work, so we are allowing everyone leaving to keep their Apple laptops.

▍接下來會發生什麼呢？

我想盡快讓你們所有人知曉狀況。我們在 24 個國家/地區擁有員工，根據當地法律和慣例，提供清晰說明所需的時間各不相同。一些國家要求以非常具體的方式收到解僱通知。雖然我們的流程可能因國家而異，但我們在為每一位員工制定計劃時都力求做到深思熟慮。

在美國和加拿大，我可以提供直接的信息。在接下來的幾個小時內，即將離開 Airbnb 的人將收到一份日曆邀請函，邀請你們與本部門的一位高層領導參加離職會議。對我們來說，重要的是，在法律允許的範圍內，人們可以通過 1:1 的個人對話獲得信息。美國和加拿大離職員工的最後一個工作日將是 5月11日（星期一）。我們認為，週一將給人們時間開始採取下一步行動，並且有機會道別——我們理解並尊重這一點有多麼重要。

一些留下來的員工將賦予新的職位，並將收到主題為「新職位」的會議邀請，以瞭解更多相關信息。對於那些在美國和加拿大的 Airbnb 團隊成員，你將不會收到日曆邀請。

▍Here is what will happen next

I want to provide clarity to all of you as soon as possible. We have employees in 24 countries, and the time it will take to provide clarity will vary based on local laws and practices. Some countries require notifications about employment to be received in a very specific way. While our process may differ by country, we have tried to be thoughtful in planning for every employee. In the US and Canada, I can provide immediate clarity. Within the next few hours, those of you leaving Airbnb will receive a calendar invite to a departure meeting with a senior leader in your department.

It was important to us that wherever we legally could, people were informed in a personal, 1:1 conversation. The final working day for departing employees based in the US and Canada will be Monday, May 11. We felt Monday would give people time to begin taking next steps and say goodbye — we understand and respect how important this is.

Some employees who are staying will have a new role, and will receive a meeting invite with the subject “New Role” to learn more about it. For those of you in the US and Canada who are staying on the Airbnb team, you will not receive a calendar invite.

太平洋時間下午6點，我將為我們的亞太團隊主持一個 world@ 全球會議。太平洋時間上午12點，我將為我們的歐洲和中東團隊主持一個 world@ 全球會議。在每次會議之後，我們將根據當地的做法在每個國家開展下一步工作。

出於對我們受到影響的隊友的尊重，我已經要求所有
Airbnb 的負責人等到本週末再召集他們的團隊。我想給大家接下來的幾天時間來處理這個問題，我將在太平洋時間本週四下午 4 點再次主持一場 CEO 問答。

At 6pm pacific time, I will host a world@ meeting for our Asia-Pacific teams. At 12am pacific time, I will host a world@ meeting for our Europe and Middle East teams. Following each of these meetings, we’ll proceed with next steps in each country based on local practices.

I’ve asked all Airbnb leaders to wait to bring their teams together until the end of this week out of respect to our teammates being impacted. I want to give everyone the next few days to process this, and I’ll host a CEO Q&A again this Thursday at 4pm pacific time.

▍一些最後的話

正如我在過去八周所瞭解到的，危機讓你清楚什麼才是真正重要的。雖然我們經歷了一場旋風，但有些事情對我來說比以往任何時候都清楚。

首先，我要感謝 Airbnb 的每一個人。在這段痛苦的經歷中，你們所有人都激勵了我。即使在最糟糕的情況下，我也看到了我們最好的一面。世界現在比以往任何時候都更需要人與人之間的聯繫，我知道 Airbnb 會在這種時空背景下崛起。我相信這一點，正因為我相信你們。

第二，我對各位有一種深深的愛。我們的任務不僅僅是旅行。當我們創建 Airbnb 時，我們最初的口號是「像個人一般旅行」，人的部分總是比旅行的部分更重要。我們所關心的是歸屬感，而歸屬感的核心是愛。

▍Some final words

As I have learned these past eight weeks, a crisis brings you clarity about what is truly important. Though we have been through a whirlwind, some things are more clear to me than ever before.

First, I am thankful for everyone here at Airbnb. Throughout this harrowing experience, I have been inspired by all of you. Even in the worst of circumstances, I’ve seen the very best of us. The world needs human connection now more than ever, and I know that Airbnb will rise to the occasion. I believe this because I believe in you.

Second, I have a deep feeling of love for all of you. Our mission is not merely about travel. When we started Airbnb, our original tagline was, “Travel like a human.” The human part was always more important than the travel part. What we are about is belonging, and at the center of belonging is love.

對於留下來的你們，
我們向那些即將離開的人致敬的最重要方式之一，是讓他們知道他們的貢獻是重要的，他們將永遠是 Airbnb 故事中的一部分。我相信，他們的貢獻將繼續下去，就像我們的使命將持續不斷一般。

對於那些離開 Airbnb 的人，
我真的很抱歉。請知道這不是你的錯。世界永遠不會停止渴望你們帶給 Airbnb 的品質和才華……正是你們成就了 Airbnb。我衷心感謝你們與我們分享你們的天賦。

布萊恩

To those of you staying, One of the most important ways we can honor those who are leaving is for them to know that their contributions mattered, and that they will always be part of Airbnb’s story. I am confident their work will live on, just like this mission will live on.

To those leaving Airbnb, I am truly sorry. Please know this is not your fault. The world will never stop seeking the qualities and talents that you brought to Airbnb…that helped make Airbnb. I want to thank you, from the bottom of my heart, for sharing them with us.

Brian

Thank you so much for watching our video. We are starting a program called Real English Bootcamp. This will be the hub for Japanese professionals and any foreigners staying in Japan to meet casually in a business setting and learn and create new things together. Throughout the program, you will learn how to cooperate with Japanese people, gain cross cultural knowledge, and discover your strengths and weaknesses in a global team.

We are planning to have a meet up event for introducing Real English Bootcamp on 20th of March 2020. If you are interested in this program, then please join us to learn more about our program! On that day, Santi and Gabe will be there to answer your questions. A short demonstration will be held at the event.

☆☆Detail of Meet up event for Real English Bootcamp(REB)☆☆
・Date：20th of March（Friday）7PM〜9PM（Drinking party after the event）
・Place：To be announced　（via LINE, so please add Santi in your LINE as below）
・Fee：500yen（no tax）
・Anything else：Let's enjoy!

・Content：Introduction of RealEnglishBootcamp, a short demonstration with other participants for one hour.

・How to sign up：Add Santi on your LINE using this URL → https://lin.ee/BCPjAZa OR you can find Santi by searching on your LINE friend page by typing @santy. Send him "Request to join Meet up on March REB" and he will reply to you soon.

☆☆RealEnglishBootcamp 1st ☆☆
・Date：29th of March（Sunday）10:00am - 6pm (Drinks after the event)
・Place：To be announced via LINE（Add Santi in your LINE to get a notification）
・Fee：13,000 yen for Japanese and 2,000yen for non Japanese （Tax included, Fee for bank deposit isn't included.）
・Anything else：Smartphone, PC if you have

・How to apply：Add Santi on your LINE using this URL → https://lin.ee/BCPjAZa OR you can find Santi by searching on your LINE friend page by typing @santy. Send him "Request to join 1st REB on March" and he will reply soon.

・｟Screening process｠：After sending a message on LINE, we will decide on the interview (video chat) date and time. The interview takes about 10 minutes. You will be able to talk about yourself in English and explain why you are interested in the REB by video chat.

Interviews will be done by Santi or Gabe. The interview will be conducted using the Zoom app. So download please download the Zoom app. (Click here to download the zoom app for the meeting → https: //zoom.us/download)
#work 　 #Japan #jobs

【Santi: introduction]
・After graduating from State University of New York, he started his business in New York State.
・Worked in Emirates Airline's Cabin crew.
・ Lecturer and consultant at a major company as a lecturer on global human resource development.
・A part-time lecturer at Chukyo University.
・MBA from Trinity College Dublin.
・Launched a web startup in Dublin (Jobllin.com).


【Gabe: Introduction】
• From Dublin in Ireland.
•English teacher for Nova in Tokyo.
•Business English/travel English and general conversation English.
•Background in business management (Dublin City University)
•Experience in Irish national airline, Aer Lingus, as a data analyst.
•Now working with Santi on development and promotion of Real English Bootcamp.

【サンティVlog】不定期に午後6時（日本時間）に動画をアップしてます。