第一篇：比尔盖茨的经典话

比尔·盖茨的20条致富秘笈

1、关于把惧怕化为动力

“在这种情况下，一旦你意识到你已经身深困境时，可能为时已晚，已经来不及自救了。如果你一直都战战兢兢，那么你将不可救药了。”

2、关于心怀不满的客户

“那些心怀极大不满的客户将是你学习的最大源泉。”、关于自负

“世界不会关注你的自负。世界只希望你能够在自我感觉良好之前完成某些目标。”

4、关于令人讨厌的父母

“你在出生之前，父母并不像现在这样令人讨厌。他们之所以有点令人讨厌，主要还是源自于帮你支付帐单、洗衣服、并聆听你唠叨你自认为的良好感觉。因此，在你不想做父母的寄生虫之前，那就先尝试着整理好自己房间的衣柜吧。”

5、关于将自己与他人攀比

“不要将自己与世界的其他任何进行比较，如果你这样做了，那你就是在折磨自己。”

6、关于成功

“成功就像是一位令人讨厌的老师，会诱使那些精明的人士只想着不能失败。”

7、关于小人物

“对小人物好一点，机会来自于更多的人，而不仅仅来自于一个人。”

8、关于短期与中期目标

“我们总是过高地估计了未来两年内将发生的变化，并低估了未来10年内将要发生的变化。不要让自己陷入懒散的状态。”

1、发怒，是用别人的错误惩罚自己；

2、烦恼，是用自己的过失折磨自己；

3、后悔，是用无奈的往事摧残自己；

4、忧虑，是用虚拟的风险惊吓自己；

5、孤独，是用自制的牢房禁锢自己；

6、自卑，是用别人的长处抵毁自己。

摒弃这些，你就会轻松许多！

第二篇：比尔盖茨

忠告：给青年的11条忠告（首发于《时代》杂志）

1．生活是不公平的，你要去适应它。

2．这个世界并不会在意你的自尊，而是要求你在自我感觉良好之前先有所成就。

3．刚从学校走出来时你不可能一个月挣4万美元，更不会成为哪家公司的副总裁，还拥有一部汽车，直到你将这些都挣到手的那一天。

4．如果你认为学校里的老师过于严厉，那么等你有了老板再回头想一想。

5．卖汉堡包并不会有损于你的尊严。你的祖父母对卖汉堡包有着不同的理解，他们称之为“机遇”。

6．如果你陷入困境，那不是你父母的过错，不要将你理应承担的责任转嫁给他人，而要学着从中吸取教训。

7．在你出生之前，你的父母并不像现在这样乏味。他们变成今天这个样子是因为这些年来一直在为你付账单、给你洗衣服。所以，在对父母喋喋不休之前，还是先去打扫一下你自己的屋子吧。

8．你所在的学校也许已经不再分优等生和劣等生，但生活却并不如此。在某些学校已经没有了“不及格”的概念，学校会不断地给你机会让你进步，然而现实生活完全不是这样。

9．走出学校后的生活不像在学校一样有学期之分，也没有暑假之说。没有几位老板乐于帮你发现自我，你必须依靠自己去完成。

10．电视中的许多场景决不是真实的生活。在现实生活中，人们必须埋头做自己的工作，而非像电视里演的那样天天泡在咖啡馆里。

11.善待你所厌恶的人，因为说不定哪一天你就会同这样的一个人工作。

二、站在镁光灯下是堕落的，站在讲台上是堕落的；因为他们会让你觉得，你比别人更聪明。

三、他在哈佛的演讲全文

四、盖茨经典语录

1.机会大，并不等于你就会成功。

2.如果你相信每个生命都是平等的，那么当你发现某些生命被挽救了，而另一些生命被放弃了，你会感到无法接受。

3.从这个复杂的世界中找到解决办法，可以分为四个步骤：确定目标，找到最有效的方法，发现适用于这个方法的新技术，同时最聪明地利用现有的技术，不管它是复杂的药物，还是最简单的蚊帐。

4.除非你能够让人们看到或者感受到行动的影响力，否则你无法让人们激动。

5.网络的神奇之处，不仅仅是它缩短了物理距离，使得天涯若比邻。它还极大地增加了怀有共同想法的人们聚集在一起的机会，我们可以为了解决同一个问题，一起共同工作。

6.不要让这个世界的复杂性阻碍你前进。要成为一个行动主义者。将解决人类的不平等视为己任。它将成为你生命中最重要的经历之一。

7.与其做一株绿洲的小草，还不如做一棵秃丘中的橡树，因为小草毫无个性，而橡树昂首天穹。

盖茨如是说：“带着巨富而死，是一种耻辱”

盖茨与巴菲特出面发起多场富豪聚会，讨论慈善捐款缩水的影响，与会者包括高龄九十五的洛克菲勒家族掌门人大卫.洛克菲勒、纽约市长彭博、靠杠杆收购累积巨富的裴瑞曼、投资家索罗斯、脱口秀天后欧普拉与传播大亨透纳。这群向来乐善好施的富豪，在聚会中凝聚共识，“赠与誓言”于焉诞生。

盖茨与巴菲特的顾问史东席佛女士指出，地产与营建大亨布洛德、媒体钜子兰费斯特、硅谷创投教父道尔以及思科前董座莫格里奇等四对富豪夫妇，都已同意以公开声明响应赠与誓言。

身价五百三十亿美元的布洛德夫妇在声明中承诺，会在生前与往生后捐出75%财富，两人引用钢铁大王卡内基的名言：“带着巨富而死，是一种耻辱。”

第三篇：比尔盖茨

比尔盖茨十句经典名言

一：再烦，也别忘微笑；再急，也要注意语气；

二：再苦，也别忘坚持；再累，也要爱自己。三：低调做人，你会一次比一次 稳健；高调做事，你会一次比一次优秀；

四：成功的时候不要忘记过去；失败的时候不要忘记还有未来。五：有望得到的要努力，无望得到的不介意，则无论输赢姿态都会好看。

六：生活不是单行线，一条路走不通，你可以转弯。

七：泪水和汗水的化学成分相似，但前者只能为你换来同情，后者却可以为你赢的成功。

八：变老是人生的必修课，变成熟是选修课。九：以锻炼为本，学会健康；以修进为本，学会求知；

十：以进德为本，学会做人；以适应为本，学会生存。

第四篇：比尔盖茨

Graduation speech at Harvard University by Bill Gates

（202_/6/7）

Notice how personal and heartfelt it is.This grabs the audience.Take a good look at the speech and decide for yourself what you think are :

---the key messages

---the values the speaker is trying to put forward

---the key learning points for you

By taking a good look at other successful inspirational graduation speeches as well as the Bill Gates graduation speech, it hopefully will give you some ideas for your own.President Bok, former President Rudenstine, incoming President Faust, members of the Harvard Corporation and the Board of Overseers, members of the faculty, parents, and especially, the graduates:

I've been waiting more than 30 years to say this: “Dad, I always told you I'd come back and get my degree.” I want to thank Harvard for this timely honor.I'll be changing my job next year … and it will be nice to finally have a college degree on my resume.I applaud the graduates today for taking a much more direct route to your degrees.For my part, I'm just happy that the Crimson has called me “Harvard's most successful dropout.” I guess that makes me valedictorian of my own special class … I did the best of everyone who failed.But I also want to be recognized as the guy who got Steve Ballmer to drop out of business school.I'm a bad influence.That's why I was invited to speak at your graduation.If I had spoken at your orientation, fewer of you might be here today.Harvard was just a phenomenal experience for me.Academic life was fascinating.I used to sit in on lots of classes I hadn't even signed up for.And dorm life was terrific.I lived up at Radcliffe, in Currier House.There were always lots of people in my dorm room late at night discussing things, because everyone knew I didn't worry about getting up in the morning.That's how I came to be the leader of the anti-social group.We clung to each other as a way of validating our rejection of all those social people.Radcliffe was a great place to live.There were more women up there, and most of the guys were science-math types.That combination offered me the best odds, if you know what I mean.This is where I learned the sad lesson that improving your odds doesn't guarantee success.One of my biggest memories of Harvard came in January 1975, when I made a call from Currier House to a company in Albuquerque that had begun making the world's first personal computers.I offered to sell them software.I worried that they would realize I was just a student in a dorm and hang up on me.Instead they said: “We're not quite ready, come see us in a month,” which was a good thing, because we hadn't written the software yet.From that moment, I worked day and night on this little extra credit project that marked the end of my college education and the beginning of a remarkable journey with Microsoft.What I remember above all about Harvard was being in the midst of so much energy and intelligence.It could be exhilarating, intimidating, sometimes even discouraging, but always challenging.It was an amazing privilege – and though I left early, I was transformed by my years at Harvard, the friendships I made, and the ideas I worked on.But taking a serious look back … I do have one big regret.I left Harvard with no real awareness of the awful inequities in the world – the appalling disparities of health, and wealth, and opportunity that condemn millions of people to lives of despair.I learned a lot here at Harvard about new ideas in economics and politics.I got great exposure to the advances being made in the sciences.But humanity's greatest advances are not in its discoveries – but in how those discoveries are applied to reduce inequity.Whether through democracy, strong public education, quality health care, or broad economic opportunity – reducing inequity is the highest human achievement.I left campus knowing little about the millions of young people cheated out of educational opportunities here in this country.And I knew nothing about the millions of people living in unspeakable poverty and disease in developing countries.It took me decades to find out.You graduates came to Harvard at a different time.You know more about the world's inequities than the classes that came before.In your years here, I hope you've had a chance to think about how – in this age of accelerating technology – we can finally take on these inequities, and we can solve them.Imagine, just for the sake of discussion, that you had a few hours a week and a few dollars a month to donate to a cause – and you wanted to spend that time and money where it would have the greatest impact in saving and improving lives.Where would you spend it?

For Melinda and for me, the challenge is the same: how can we do the most good for the greatest number with the resources we have.During our discussions on this question, Melinda and I read an article about the millions of children who were dying every year in poor countries from diseases that we had long ago made harmless in this country.Measles, malaria, pneumonia, hepatitis B, yellow fever.One disease I had never even heard of, rotavirus, was killing half a million kids each year – none of them in the United States.We were shocked.We had just assumed that if millions of children were dying and they could be saved, the world would make it a priority to discover and deliver the medicines to save them.But it did not.For under a dollar, there were interventions that could save lives that just weren't being delivered.If you believe that every life has equal value, it's revolting to learn that some lives are seen as worth saving and others are not.We said to ourselves: “This can't be true.But if it is true, it deserves to be the priority of our giving.”So we began our work in the same way anyone here would begin it.We asked: “How could the world let these children die?” The answer is simple, and harsh.The market did not reward saving the lives of these children, and governments did not subsidize it.So the children died because their mothers and their fathers had no power in the market and no voice in the system.But you and I have both.We can make market forces work better for the poor if we can develop a more creative capitalism – if we can stretch the reach of market forces so that more people can make a profit, or at least make a living, serving people who are suffering from the worst inequities.We also can press governments around the world to spend taxpayer money in ways that better reflect the values of the people who pay the taxes.If we can find approaches that meet the needs of the poor in ways that generate profits for business and votes for politicians, we will have found a sustainable way to reduce inequity in the world.This task is open-ended.It can never be finished.But a conscious effort to answer this challenge will change the world.I am optimistic that we can do this, but I talk to skeptics who claim there is no hope.They say: “Inequity has been with us since the beginning, and will be with us till the end – because people just … don't … care.” I completely disagree.I believe we have more caring than we know what to do with.All of us here in this Yard, at one time or another, have seen human tragedies that broke our hearts, and yet we did nothing – not because we didn't care, but because we didn't know what to do.If we had known how to help, we would have acted.The barrier to change is not too little caring;it is too much complexity.To turn caring into action, we need to see a problem, see a solution, and see the impact.But complexity blocks all three steps.Even with the advent of the Internet and 24-hour news, it is still a complex enterprise to get people to truly see the problems.When an airplane crashes, officials immediately call a press conference.They promise to investigate, determine the cause, and prevent similar crashes in the future.But if the officials were brutally honest, they would say: “Of all the people in the world who died today from preventable causes, one half of one percent of them were on this plane.We're determined to do everything possible to solve the problem that took the lives of the one half of one percent.”

The bigger problem is not the plane crash, but the millions of preventable deaths.We don't read much about these deaths.The media covers what's new – and millions of people dying is nothing new.So it stays in the background, where it's easier to ignore.But even when we do see it or read about it, it's difficult to keep our eyes on the problem.It's hard to look at suffering if the situation is so complex that we don't know how to help.And so we look away.If we can really see a problem, which is the first step, we come to the second step: cutting through the complexity to find a solution.Finding solutions is essential if we want to make the most of our caring.If we have clear and proven answers anytime an organization or inpidual asks “How can I help?,” then we can get action – and we can make sure that none of the caring in the world is wasted.But complexity makes it hard to mark a path of action for everyone who cares — and that makes it hard for their caring to matter.Cutting through complexity to find a solution runs through four predictable stages: determine a goal, find the highest-leverage approach, discover the ideal technology for that approach, and in the meantime, make the smartest application of the technology that you already have — whether it's something sophisticated, like a drug, or something simpler, like a bednet.The AIDS epidemic offers an example.The broad goal, of course, is to end the disease.The highest-leverage approach is prevention.The ideal technology would be a vaccine that gives lifetime immunity with a single dose.So governments, drug companies, and foundations fund vaccine research.But their work is likely to take more than a decade, so in the meantime, we have to work with what we have in hand – and the best prevention approach we have now is getting people to avoid risky behavior.Pursuing that goal starts the four-step cycle again.This is the pattern.The crucial thing is to never stop thinking and working – and never do what we did with malaria and tuberculosis in the 20th century – which is to surrender to complexity and quit.The final step – after seeing the problem and finding an approach – is to measure the impact of your work and share your successes and failures so that others learn from your efforts.You have to have the statistics, of course.You have to be able to show that a program is vaccinating millions more children.You have to be able to show a decline in the number of children dying from these diseases.This is essential not just to improve the program, but also to help draw more investment from business and government.But if you want to inspire people to participate, you have to show more than numbers;you have to convey the human impact of the work – so people can feel what saving a life means to the families affected.I remember going to Davos some years back and sitting on a global health panel that was discussing ways to save millions of lives.Millions!Think of the thrill of saving just one person's life – then multiply that by millions.… Yet this was the most boring panel I've ever been on – ever.So boring even I couldn't bear it.What made that experience especially striking was that I had just come from an event where we were introducing version 13 of some piece of software, and we had people jumping and shouting with excitement.I love getting people excited about software – but why can't we generate even more excitement for saving lives?

You can't get people excited unless you can help them see and feel the impact.And how you do that – is a complex question.Still, I'm optimistic.Yes, inequity has been with us forever, but the new tools we have to cut through complexity have not been with us forever.They are new – they can help us make the most of our caring – and that's why the future can be different from the past.The defining and ongoing innovations of this age – biotechnology, the computer, the Internet – give us a chance we've never had before to end extreme poverty and end death from preventable disease.Sixty years ago, George Marshall came to this commencement and announced a plan to assist the nations of post-war Europe.He said: “I think one difficulty is that the problem is one of such enormous complexity that the very mass of facts presented to the public by press and radio make it exceedingly difficult for the man in the street to reach a clear appraisement of the situation.It is virtually impossible at this distance to grasp at all the real significance of the situation.”

Thirty years after Marshall made his address, as my class graduated without me, technology was emerging that would make the world smaller, more open, more visible, less distant.The emergence of low-cost personal computers gave rise to a powerful network that has transformed opportunities for learning and communicating.The magical thing about this network is not just that it collapses distance and makes everyone your neighbor.It also dramatically increases the number of brilliant minds we can have working together on the same problem – and that scales up the rate of innovation to a staggering degree.At the same time, for every person in the world who has access to this technology, five people don't.That means many creative minds are left out of this discussion--smart people with practical intelligence and relevant experience who don't have the technology to hone their talents or contribute their ideas to the world.We need as many people as possible to have access to this technology, because these advances are triggering a revolution in what human beings can do for one another.They are making it possible not just for national

governments, but for universities, corporations, smaller organizations, and even inpiduals to see problems, see approaches, and measure the impact of their efforts to address the hunger, poverty, and desperation George Marshall spoke of 60 years ago.Members of the Harvard Family: Here in the Yard is one of the great collections of intellectual talent in the world.What for?There is no question that the faculty, the alumni, the students, and the benefactors of Harvard have used their power to improve the lives of people here and around the world.But can we do more? Can Harvard dedicate its intellect to improving the lives of people who will never even hear its name?

Let me make a request of the deans and the professors – the intellectual leaders here at Harvard: As you hire new faculty, award tenure, review curriculum, and determine degree requirements, please ask yourselves: Should our best minds be dedicated to solving our biggest problems? Should Harvard encourage its faculty to take on the world's worst inequities? Should Harvard students learn about the depth of global poverty … the prevalence of world hunger … the scarcity of clean water …the girls kept out of school … the children who die from diseases we can cure? Should the world's most privileged people learn about the lives of the world's least privileged? These are not rhetorical questions – you will answer with your policies.My mother, who was filled with pride the day I was admitted here – never stopped pressing me to do more for others.A few days before my wedding, she hosted a bridal event, at which she read aloud a letter about marriage that she had written to Melinda.My mother was very ill with cancer at the time, but she saw one more opportunity to deliver her message, and at the close of the letter she said: “From those to whom much is given, much is expected.”

When you consider what those of us here in this Yard have been given – in talent, privilege, and opportunity – there is almost no limit to what the world has a right to expect from us.In line with the promise of this age, I want to exhort each of the graduates here to take on an issue – a complex problem, a deep inequity, and become a specialist on it.If you make it the focus of your career, that would be phenomenal.But you don't have to do that to make an impact.For a few hours every week, you can use the growing power of the Internet to get informed, find others with the same interests, see the barriers, and find ways to cut through them.Don't let complexity stop you.Be activists.Take on the big inequities.It will be one of the great experiences of your lives.You graduates are coming of age in an amazing time.As you leave Harvard, you have technology that members of my class never had.You have awareness of global inequity, which we did not have.And with that awareness, you likely also have an informed conscience that will torment you if you abandon these people whose lives you could change with very little effort.You have more than we had;you must start sooner, and carry on longer.Knowing what you know, how could you not? And I hope you will come back here to Harvard 30 years from now and reflect on what you have done with your talent and your energy.I hope you will judge yourselves not on your professional accomplishments alone, but also on how well you have addressed the world's deepest inequities … on how well you treated people a world away who have nothing in common with you but their humanity.Good luck.

第五篇：比尔盖茨

比尔盖茨

文章以比尔盖茨的一句名言开篇，引出比尔盖茨的简介，接着介绍了使他成功的一些个人品质。每段都采用了细节支持陈述的写作手法，之后用时间顺序介绍了他个人的发展史，最后予以总结。

我将从学习目的、预览、引入、文章大纲等方面进行文章介绍。

在学习目标方面，将着重于提高学生的基本技能。包括提高学生的朗读和写作能力，并关注他们的听、说方面的训练。

之后以图片导入的方式呈现问题“whoishe?”。比尔盖茨是微软公司的创始人，首屈一指的科技尖才，慈善家，环保人，与保罗艾伦创办微软公司，曾连续13年蝉联世界首富，曾任微软董事长、CEO首席软件设计师，并持有公司超过9%的普通股，也是公司最大的个人股东。

在初步了解背景知识后，在进行文章的浏览，并总结出文章的段落的划分。本篇文章可以划分为四个部分-----第一部分（1）比尔盖茨的总体介绍；第二部分（2--6）比尔盖茨的一些个人品质以及他成功的原因；第三部分（7--11）比尔盖茨的个人发展史；第四部分（12）总结部分，总结了比尔盖茨的未来希望以及听他未来的短期计划。在这一过程中，会呈现相应的问题，让学生迅速找到关键词以及答案，此目的在于锻炼学生的快速阅读能力。

在了解文章大意后，接着是单词的讲解。由于同学们已有相应的的知识积累，所以此部分只会进行相对重要的单词讲解。

最后，会以例子呈现重点短语的方式进行重点短语和句型的介绍，并带有相应的练习。首先是重点短语方面„„此环节会有相应的短语区分及例子介绍；再有是重点的句型„„。