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As a CEO of a startup，you get used to hearing "no".You also face an endless continuation of what feels like shocking crises，like nearly running out of cash，losing a key customer，discovering a widespread product failure，or having to shut down operations because of a global pandemic.But it turns out that these disasters can actually be good for you.In fact，I'm not sure whether you can innovate without them.Here's what all our crises have taught me.
It's good to be uncomfortable.We once had a key customer request-a battery capability that we'd never developed before.The customer made it clear that if we couldn't develop this capability，they'd be less confident in our product.We wrestled with the risks，not least of which was the potential embarrassment if we couldn't meet the customer's needs.We knew we'd face many technical problems if we tried to go into operation.Yet we decided to try to satisfy the customer，even if it wasn't obvious at first how we could get it done.A few weeks later we delivered something beyond what the customer had asked for，and we've since grown this capability into a powerful sales tool and potential revenue stream-not to mention it strengthened our relationship with the customer.
Short-term failure is good.A few years ago，our company began to expand our manufacturing output in response to a customer's need.In the process we discovered something unusual we hadn't seen during smaller-scale production.Our team dived into failure analysis，and we finally put the problem down to a single material within the battery.We'd used this material for years，but now we needed a replacement.Once we made that change，the battery quality and reliability greatly improved.
It's okay to show weakness.One of my hardest days as CEO was the day when I found out I was pregnant.We were in the middle of raising a funding round，and I had been traveling nonstop for a year.Until that day，I had assumed that my role as CEO was to display strength and confidence.With the mounting pressure I was harder on myself than I needed to be，and now I had the added stress of being pregnant.I decided to acknowledge to my team that I was breaking down.They united together and found ways to operate more smoothly and communicate more effectively，supporting me to focus my time on most pressing goals.This gave me not only the space to plan for the company's future，but also to prepare for my own new normal：leading while becoming a first-time mother.
（1）What does the underlined word "them" in Paragraph 1 refer to？ DD
A．Frequent rejections.
B．Financial crises.
C．Global pandemics.
D．Endless disasters.
（2）What does the author want to convey in Paragraph 2？ BB
A．Customers' requests should be carefully evaluated.
B．Meeting challenges can bring about extra benefits.
C．The company should keep launching new products.
D．Innovation is the only way to win fierce competition.
（3）How does the author prove short-term failure is beneficial？ BB
A．By drawing a comparison.
B．By giving an example.
C．By challenging assumptions.
D．By doing an experiment.
（4）Which of the following might be the best title of the passage？ DD
A．Learn to let go
B．Make it as a CEO
C．Think deep sometimes
D．Make friends with crises
【答案】D；B；B；D
【解答】
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發(fā)布：2024/5/27 14:0:0組卷：0引用：1難度：0.5
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（2）What does "spearheaded" in paragraph 2 probably mean？
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