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We need to follow the lead of Britain's families and put in the hard work to renew the contract between the generations.You don't get a better Britain by chance-you have to build it.Nor are we likely to overcome the divides facing our country by accident-we have to unify it.But when it comes to ensuring that Britain works for all generations,young and old,as a society we too often leave il to chance,something families would never do.The giving and taking of the generational contract,in which we support young and old,feels like the natural order of things.Cont.ributing when we can and being looked after when in need is what we do every day as 14 million parents bring up their children.And just as that contract underpins our families,it has long underpinned our socieLy and welfare state.But this intergeneraLional conLiact is under pressure.We are already failing to provide the social care our older generations deserve,need and expect.And this is before the real pressures,and a~24bn bill,from delivering on our health and care obligations in an ageing society arrive in the next decade.Solution after solution has been panned,binned or pushed into the long grass by government after government.The need co renew our intergenerational conLract is clear and urgenl,bul doing so is far from easy.It requires new thinking and tough trade-offsPfrom how we deal wich the fiscal pressures of an ageing society in a way that is generationally fair,to how we deliver the housing young people need while respecting the communities everyone values.And the polit,ics are far from straightforward.Renewal should involve an agenda appealing to all generations,but voters'party preferences have never been so starkly divided by age.This state of affairs-with the Conservatives reliant on older people who are most likely to vote,and Labour sitting on a lead amongst younger generations who represent the fucure of British elections-is not desirable for the parties themselves or our counlry as a whole.We need our political leaders co rise to this challenge with an appeal to all generations.It can be done,as the forthcoming final report of the Incergenerational Comm]ssion will lay out.We can deliver the health and care older generations deserve,withoul simply asking younger workers to bear all the costs.We can do more to promote educacion and skills,especially for those who have not chosen on the university route.We can provide more security for yoimg people,from the jobs they do to the homes they renL.And we can show younger generations thal owning a home is a realit,y not a dislanl prospect in 21st-century Britain.Such an appeal across generations is che route to building a better Bricain-and a more united one,too.
The author suggests in the rirst paragraph chat
The author suggests in the rirst paragraph chat
A.Britain needs co build a new social contract ilistead of sitting idle
B.young people are offered che same prospects of previous generations
C.the divides between the baby boomers and millennials are more severe
D.Britain has been actively trying to improve intergenerational fairness
B.young people are offered che same prospects of previous generations
C.the divides between the baby boomers and millennials are more severe
D.Britain has been actively trying to improve intergenerational fairness
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参考解析
解析：细节题。根据题干信息可以定位到第一段。
更多 “We need to follow the lead of Britain's families and put in the hard work to renew the contract between the generations.You don't get a better Britain by chance-you have to build it.Nor are we likely to overcome the divides facing our country by accident-we have to unify it.But when it comes to ensuring that Britain works for all generations,young and old,as a society we too often leave il to chance,something families would never do.The giving and taking of the generational contract,in which we support young and old,feels like the natural order of things.Cont.ributing when we can and being looked after when in need is what we do every day as 14 million parents bring up their children.And just as that contract underpins our families,it has long underpinned our socieLy and welfare state.But this intergeneraLional conLiact is under pressure.We are already failing to provide the social care our older generations deserve,need and expect.And this is before the real pressures,and a~24bn bill,from delivering on our health and care obligations in an ageing society arrive in the next decade.Solution after solution has been panned,binned or pushed into the long grass by government after government.The need co renew our intergenerational conLract is clear and urgenl,bul doing so is far from easy.It requires new thinking and tough trade-offsPfrom how we deal wich the fiscal pressures of an ageing society in a way that is generationally fair,to how we deliver the housing young people need while respecting the communities everyone values.And the polit,ics are far from straightforward.Renewal should involve an agenda appealing to all generations,but voters'party preferences have never been so starkly divided by age.This state of affairs-with the Conservatives reliant on older people who are most likely to vote,and Labour sitting on a lead amongst younger generations who represent the fucure of British elections-is not desirable for the parties themselves or our counlry as a whole.We need our political leaders co rise to this challenge with an appeal to all generations.It can be done,as the forthcoming final report of the Incergenerational Comm]ssion will lay out.We can deliver the health and care older generations deserve,withoul simply asking younger workers to bear all the costs.We can do more to promote educacion and skills,especially for those who have not chosen on the university route.We can provide more security for yoimg people,from the jobs they do to the homes they renL.And we can show younger generations thal owning a home is a realit,y not a dislanl prospect in 21st-century Britain.Such an appeal across generations is che route to building a better Bricain-and a more united one,too. The author suggests in the rirst paragraph chatA.Britain needs co build a new social contract ilistead of sitting idle B.young people are offered che same prospects of previous generations C.the divides between the baby boomers and millennials are more severe D.Britain has been actively trying to improve intergenerational fairness” 相关考题
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Step Back in TimeDo you know that we live a lot longer now than the people who were born before us?One hundred years ago the average woman lived to be 45.But now,she can live until at least 80.One of the main reasons for people living longer is that we know how to look after ourselves better. We know which foods are good for us and what we have to eat to make sure our bodies get all the healthy things they need.We know why we sometimes get ill and what to do to get better again.And we know how important it is to do lots of exercise to keep our hearts beating healthily.But in order that we don't slip back into bad habits,let's have a look at what life was like 100 years ago.Families had between 15 and 20 children,although many babies didn't live long. Children suffered from lots of diseases , especially rickets（佝偻病）and scurvy（坏血病）, which are both caused by bad diets.This is because many families were very poor and not able to feed their children well.Really poor families who lived in crowded cities like London and Manchester often slept standing up,bending over a piece of string,because there was no room for them to lie down.People didn't have fridges until the 1 920s.They kept fresh food cold by storing it on windowsills（窗台板）,blocks of ice, or even burying it in the garden.Some children had to start work at the age of seven or eight to earn money for their parents. If you had lived 1 00 years ago , you might well be selling matchsticks（火柴杆）(a job done by many children)or working with your dad by now. Life was not easy for many children living 100 years ago.A:Right B:Wrong C:Not mentioned
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共用题干
Step Back in TimeDo you know that we live a lot longer now than the people who were born before us?One hundred years ago the average woman lived to be 45.But now,she can live until at least 80.One of the main reasons for people living longer is that we know how to look after ourselves better.We know which foods are good for us and what we have to eat to make sure our bodies get all the healthy things they need.We know why we sometimes get ill and what to do to get better again.And we know how important it is to do lots of exercise to keep our hearts beating healthily.But in order that we don't slip back into bad habits,let's have a look at what life was 100 years agoFamilies had between 15 and 20 children,although many babies didn't live long.from lots of diseases , especially rickets (佝偻病）and scurvy（坏血病）,which are bot diets.This is because many families were very poor and not able to feed their children well.Really poor families who lived in crowded cities like London and Manchester often slept standing up,bending over a piece of string,because there was no room for them to lie down.People didn't have fridges until the 1920s.They kept fresh food cold by storing it on windowsills（窗台板）,blocks of ice,or even burying it in the garden.Some children had to start work at the age of seven or eight to earn money for their pai lived 100 years ago,you might well be selling matchsticks（火柴杆）(a job done by many children）or working with your dad by now.People in the past preferred standing up to lying down when sleeping.A:Right B:Wrong C:Not mentioned
考题
共用题干
Step Back in TimeDo you know that we live a lot longer now than the people who were born before us?One hundred years ago the average woman lived to be 45.But now,she can live until at least 80.One of the main reasons for people living longer is that we know how to look after ourselves better. We know which foods are good for us and what we have to eat to make sure our bodies get all the healthy things they need.We know why we sometimes get ill and what to do to get better again.And we know how important it is to do lots of exercise to keep our hearts beating healthily.But in order that we don't slip back into bad habits,let's have a look at what life was like 100 years ago.Families had between 15 and 20 children,although many babies didn't live long. Children suffered from lots of diseases , especially rickets（佝偻病）and scurvy（坏血病）, which are both caused by bad diets.This is because many families were very poor and not able to feed their children well.Really poor families who lived in crowded cities like London and Manchester often slept standing up,bending over a piece of string,because there was no room for them to lie down.People didn't have fridges until the 1 920s.They kept fresh food cold by storing it on windowsills（窗台板）,blocks of ice, or even burying it in the garden.Some children had to start work at the age of seven or eight to earn money for their parents. If you had lived 1 00 years ago , you might well be selling matchsticks（火柴杆）(a job done by many children)or working with your dad by now. Poor diets can lead to such diseases as rickets and scurvy.A:Right B:Wrong C:Not mentioned
考题
共用题干
Step Back in TimeDo you know that we live a lot longer now than the people who were born before us?One hundred years ago the average woman lived to be 45.But now,she can live until at least 80.One of the main reasons for people living longer is that we know how to look after ourselves better. We know which foods are good for us and what we have to eat to make sure our bodies get all the healthy things they need.We know why we sometimes get ill and what to do to get better again.And we know how impor-tant it is to do lots of exercise to keep our hearts beating healthily.But in order that we don't slip back into bad habits,let',have a look at what life was like 100 yearsago.Families had between 15 and 20 children,although many babies didn'I live long. Children suffered from lots of diseases,especially rickets（佝偻病）and scurvy（坏血病）,which are both caused by bad diets.This is because many families were very poor and not able to feed their children well.Really poor families who lived in crowded cities like London and Manchester often slept standing up, bending over a piece of string,because there was no room for them to lie down.People didn't have fridges until the 1920s.They kept fresh food cold by storing it on windowsills（窗台板）,blocks of ice,or even burying it in the garden.Some children had to start work at the age of seven or eight to earn money for their parents.if you had lived 100 years ago,you might well be selling matchsticks（火柴杆）(a job done by many children) orworking with your dad by now.Life was not easy for many children living 100 years ago.A:RightB:WrongC:Not mentioned
考题
共用题干
Step Back in TimeDo you know that we live a lot longer now than the people who were born before us?One hundred years ago the average woman lived to be 45.But now,she can live until at least 80.One of the main reasons for people living longer is that we know how to look after ourselves better. We know which foods are good for us and what we have to eat to make sure our bodies get all the healthy things they need.We know why we sometimes get ill and what to do to get better again.And we know how impor-tant it is to do lots of exercise to keep our hearts beating healthily.But in order that we don't slip back into bad habits,let',have a look at what life was like 100 yearsago.Families had between 15 and 20 children,although many babies didn'I live long. Children suffered from lots of diseases,especially rickets（佝偻病）and scurvy（坏血病）,which are both caused by bad diets.This is because many families were very poor and not able to feed their children well.Really poor families who lived in crowded cities like London and Manchester often slept standing up, bending over a piece of string,because there was no room for them to lie down.People didn't have fridges until the 1920s.They kept fresh food cold by storing it on windowsills（窗台板）,blocks of ice,or even burying it in the garden.Some children had to start work at the age of seven or eight to earn money for their parents.if you had lived 100 years ago,you might well be selling matchsticks（火柴杆）(a job done by many children) orworking with your dad by now.Poor diets can lead to such diseases as rickets and scurvy.A:RightB:WrongC:Not mentioned
考题
共用题干
Step Back in TimeDo you know that we live a lot longer now than the people who were born before us?One hundred years ago the average woman lived to be 45.But now,she can live until at least 80.One of the main reasons for people living longer is that we know how to look after ourselves better. We know which foods are good for us and what we have to eat to make sure our bodies get all the healthy things they need.We know why we sometimes get ill and what to do to get better again.And we know how impor-tant it is to do lots of exercise to keep our hearts beating healthily.But in order that we don't slip back into bad habits,let',have a look at what life was like 100 yearsago.Families had between 15 and 20 children,although many babies didn'I live long. Children suffered from lots of diseases,especially rickets（佝偻病）and scurvy（坏血病）,which are both caused by bad diets.This is because many families were very poor and not able to feed their children well.Really poor families who lived in crowded cities like London and Manchester often slept standing up, bending over a piece of string,because there was no room for them to lie down.People didn't have fridges until the 1920s.They kept fresh food cold by storing it on windowsills（窗台板）,blocks of ice,or even burying it in the garden.Some children had to start work at the age of seven or eight to earn money for their parents.if you had lived 100 years ago,you might well be selling matchsticks（火柴杆）(a job done by many children) orworking with your dad by now.An Englishman invented the fridge in the 1920s.A:RightB:WrongC:Not mentioned
考题
共用题干
Step Back in TimeDo you know that we live a lot longer now than the people who were born before us?One hundred years ago the average woman lived to be 45.But now,she can live until at least 80.One of the main reasons for people living longer is that we know how to look after ourselves better.We know which foods are good for us and what we have to eat to make sure our bodies get all the healthy things they need.We know why we sometimes get ill and what to do to get better again.And we know how important it is to do lots of exercise to keep our hearts beating healthily.But in order that we don't slip back into bad habits,let's have a look at what life was 100 years agoFamilies had between 15 and 20 children,although many babies didn't live long.from lots of diseases , especially rickets (佝偻病）and scurvy（坏血病）,which are bot diets.This is because many families were very poor and not able to feed their children well.Really poor families who lived in crowded cities like London and Manchester often slept standing up,bending over a piece of string,because there was no room for them to lie down.People didn't have fridges until the 1920s.They kept fresh food cold by storing it on windowsills（窗台板）,blocks of ice,or even burying it in the garden.Some children had to start work at the age of seven or eight to earn money for their pai lived 100 years ago,you might well be selling matchsticks（火柴杆）(a job done by many children）or working with your dad by now.Poor diets can lead to such diseases as rickets and scurvy.A:Right B:Wrong C:Not mentioned
考题
共用题干
Step Back in Time Do you know that we live a lot longer now than the people who were born before us?One hundred years ago the average woman lived to be 45 .But now,she can live until at least 80. One of the main reasons for people living longer is that we know how to look after ourselves better. We know which foods are good for US and what we have to eat to make sure our bodies get all the healthy things they need.We know why we sometimes get ill and what to do to get better a-gain .And we know how important it is to do lots of exercise to keep our hearts beating healthily. But in order that we don't slip back into bad habits,let's have a look at what life was like 100 years ago. Families had between 15 and 20 children,although many babies didn't live long. Children suffered from lots of diseases, especially rickets (佝偻病）and scurvy（坏血病）,which are both caused by bad diets.This is because many families were very poor and not able to feed their chil-dren well. Really poor families who lived in crowded cities like London and Manchester often slept standing up,bending over a piece of string,because there was no room for them to lie down. People didn't have fridges until the 1920s.They kept fresh food cold by storing it on window-sills（窗台板）,blocks of ice , or even burying it in the garden. Some children had to start work at the age of seven or eight to earn money for their parents. If you had lived 100 years ago, you might well be selling matchsticks（火柴杆）(a job done by many children) or working with your dad by now. An Englishman invented the fridge in the 1920s.A: RightB:WrongC: Not mentioned
考题
共用题干
Step Back in TimeDo you know that we live a lot longer now than the people who were born before us?One hundred years ago the average woman lived to be 45.But now,she can live until at least 80.One of the main reasons for people living longer is that we know how to look after ourselves better.We know which foods are good for us and what we have to eat to make sure our bodies get all the healthy things they need.We know why we sometimes get ill and what to do to get better again.And we know how important it is to do lots of exercise to keep our hearts beating healthily.But in order that we don't slip back into bad habits,let's have a look at what life was 100 years agoFamilies had between 15 and 20 children,although many babies didn't live long.from lots of diseases , especially rickets (佝偻病）and scurvy（坏血病）,which are bot diets.This is because many families were very poor and not able to feed their children well.Really poor families who lived in crowded cities like London and Manchester often slept standing up,bending over a piece of string,because there was no room for them to lie down.People didn't have fridges until the 1920s.They kept fresh food cold by storing it on windowsills（窗台板）,blocks of ice,or even burying it in the garden.Some children had to start work at the age of seven or eight to earn money for their pai lived 100 years ago,you might well be selling matchsticks（火柴杆）(a job done by many children）or working with your dad by now.An Englishman invented the fridge in the 1920s.A:Right B:Wrong C:Not mentioned
考题
We need to follow the lead of Britain's families and put in the hard work to renew the contract between the generations.You don't get a better Britain by chance-you have to build it.Nor are we likely to overcome the divides facing our country by accident-we have to unify it.But when it comes to ensuring that Britain works for all generations,young and old,as a society we too often leave il to chance,something families would never do.The giving and taking of the generational contract,in which we support young and old,feels like the natural order of things.Cont.ributing when we can and being looked after when in need is what we do every day as 14 million parents bring up their children.And just as that contract underpins our families,it has long underpinned our socieLy and welfare state.But this intergeneraLional conLiact is under pressure.We are already failing to provide the social care our older generations deserve,need and expect.And this is before the real pressures,and a~24bn bill,from delivering on our health and care obligations in an ageing society arrive in the next decade.Solution after solution has been panned,binned or pushed into the long grass by government after government.The need co renew our intergenerational conLract is clear and urgenl,bul doing so is far from easy.It requires new thinking and tough trade-offsPfrom how we deal wich the fiscal pressures of an ageing society in a way that is generationally fair,to how we deliver the housing young people need while respecting the communities everyone values.And the polit,ics are far from straightforward.Renewal should involve an agenda appealing to all generations,but voters'party preferences have never been so starkly divided by age.This state of affairs-with the Conservatives reliant on older people who are most likely to vote,and Labour sitting on a lead amongst younger generations who represent the fucure of British elections-is not desirable for the parties themselves or our counlry as a whole.We need our political leaders co rise to this challenge with an appeal to all generations.It can be done,as the forthcoming final report of the Incergenerational Comm]ssion will lay out.We can deliver the health and care older generations deserve,withoul simply asking younger workers to bear all the costs.We can do more to promote educacion and skills,especially for those who have not chosen on the university route.We can provide more security for yoimg people,from the jobs they do to the homes they renL.And we can show younger generations thal owning a home is a realit,y not a dislanl prospect in 21st-century Britain.Such an appeal across generations is che route to building a better Bricain-and a more united one,too.
What does the real pressure that the inter-generational contract is facing refer to?A.The new contract is unable to unclerpin families in Britain.
B.Seniors can't recelve corresponding support from the government.
C.The impending aging society will lead to great expenditure.
D.The government can't find a satisfying solution to ils social conflicls.
考题
We need to follow the lead of Britain's families and put in the hard work to renew the contract between the generations.You don't get a better Britain by chance-you have to build it.Nor are we likely to overcome the divides facing our country by accident-we have to unify it.But when it comes to ensuring that Britain works for all generations,young and old,as a society we too often leave il to chance,something families would never do.The giving and taking of the generational contract,in which we support young and old,feels like the natural order of things.Cont.ributing when we can and being looked after when in need is what we do every day as 14 million parents bring up their children.And just as that contract underpins our families,it has long underpinned our socieLy and welfare state.But this intergeneraLional conLiact is under pressure.We are already failing to provide the social care our older generations deserve,need and expect.And this is before the real pressures,and a~24bn bill,from delivering on our health and care obligations in an ageing society arrive in the next decade.Solution after solution has been panned,binned or pushed into the long grass by government after government.The need co renew our intergenerational conLract is clear and urgenl,bul doing so is far from easy.It requires new thinking and tough trade-offsPfrom how we deal wich the fiscal pressures of an ageing society in a way that is generationally fair,to how we deliver the housing young people need while respecting the communities everyone values.And the polit,ics are far from straightforward.Renewal should involve an agenda appealing to all generations,but voters'party preferences have never been so starkly divided by age.This state of affairs-with the Conservatives reliant on older people who are most likely to vote,and Labour sitting on a lead amongst younger generations who represent the fucure of British elections-is not desirable for the parties themselves or our counlry as a whole.We need our political leaders co rise to this challenge with an appeal to all generations.It can be done,as the forthcoming final report of the Incergenerational Comm]ssion will lay out.We can deliver the health and care older generations deserve,withoul simply asking younger workers to bear all the costs.We can do more to promote educacion and skills,especially for those who have not chosen on the university route.We can provide more security for yoimg people,from the jobs they do to the homes they renL.And we can show younger generations thal owning a home is a realit,y not a dislanl prospect in 21st-century Britain.Such an appeal across generations is che route to building a better Bricain-and a more united one,too.
Which of the following could be a proper tide for the passage?A.How to Fix Intergenerational Unfairness in Britain
B.The Old in Britain are Facing a Cloomy Future
C.The Aging Society Blings Challenges to Britain
D.Young and Old Need a New Social Contract
考题
We need to follow the lead of Britain's families and put in the hard work to renew the contract between the generations.You don't get a better Britain by chance-you have to build it.Nor are we likely to overcome the divides facing our country by accident-we have to unify it.But when it comes to ensuring that Britain works for all generations,young and old,as a society we too often leave il to chance,something families would never do.The giving and taking of the generational contract,in which we support young and old,feels like the natural order of things.Cont.ributing when we can and being looked after when in need is what we do every day as 14 million parents bring up their children.And just as that contract underpins our families,it has long underpinned our socieLy and welfare state.But this intergeneraLional conLiact is under pressure.We are already failing to provide the social care our older generations deserve,need and expect.And this is before the real pressures,and a~24bn bill,from delivering on our health and care obligations in an ageing society arrive in the next decade.Solution after solution has been panned,binned or pushed into the long grass by government after government.The need co renew our intergenerational conLract is clear and urgenl,bul doing so is far from easy.It requires new thinking and tough trade-offsPfrom how we deal wich the fiscal pressures of an ageing society in a way that is generationally fair,to how we deliver the housing young people need while respecting the communities everyone values.And the polit,ics are far from straightforward.Renewal should involve an agenda appealing to all generations,but voters'party preferences have never been so starkly divided by age.This state of affairs-with the Conservatives reliant on older people who are most likely to vote,and Labour sitting on a lead amongst younger generations who represent the fucure of British elections-is not desirable for the parties themselves or our counlry as a whole.We need our political leaders co rise to this challenge with an appeal to all generations.It can be done,as the forthcoming final report of the Incergenerational Comm]ssion will lay out.We can deliver the health and care older generations deserve,withoul simply asking younger workers to bear all the costs.We can do more to promote educacion and skills,especially for those who have not chosen on the university route.We can provide more security for yoimg people,from the jobs they do to the homes they renL.And we can show younger generations thal owning a home is a realit,y not a dislanl prospect in 21st-century Britain.Such an appeal across generations is che route to building a better Bricain-and a more united one,too.
Which of the following sliould be considered in the new social COJitract according to the last paragraph?A.A new form of progressive properly Laxation.
B.Financial suppon for the young in higher education.
C.The responsibility for the young to support the old.
D.The improvement of the eniployment and rental securily.
考题
We need to follow the lead of Britain's families and put in the hard work to renew the contract between the generations.You don't get a better Britain by chance-you have to build it.Nor are we likely to overcome the divides facing our country by accident-we have to unify it.But when it comes to ensuring that Britain works for all generations,young and old,as a society we too often leave il to chance,something families would never do.The giving and taking of the generational contract,in which we support young and old,feels like the natural order of things.Cont.ributing when we can and being looked after when in need is what we do every day as 14 million parents bring up their children.And just as that contract underpins our families,it has long underpinned our socieLy and welfare state.But this intergeneraLional conLiact is under pressure.We are already failing to provide the social care our older generations deserve,need and expect.And this is before the real pressures,and a~24bn bill,from delivering on our health and care obligations in an ageing society arrive in the next decade.Solution after solution has been panned,binned or pushed into the long grass by government after government.The need co renew our intergenerational conLract is clear and urgenl,bul doing so is far from easy.It requires new thinking and tough trade-offsPfrom how we deal wich the fiscal pressures of an ageing society in a way that is generationally fair,to how we deliver the housing young people need while respecting the communities everyone values.And the polit,ics are far from straightforward.Renewal should involve an agenda appealing to all generations,but voters'party preferences have never been so starkly divided by age.This state of affairs-with the Conservatives reliant on older people who are most likely to vote,and Labour sitting on a lead amongst younger generations who represent the fucure of British elections-is not desirable for the parties themselves or our counlry as a whole.We need our political leaders co rise to this challenge with an appeal to all generations.It can be done,as the forthcoming final report of the Incergenerational Comm]ssion will lay out.We can deliver the health and care older generations deserve,withoul simply asking younger workers to bear all the costs.We can do more to promote educacion and skills,especially for those who have not chosen on the university route.We can provide more security for yoimg people,from the jobs they do to the homes they renL.And we can show younger generations thal owning a home is a realit,y not a dislanl prospect in 21st-century Britain.Such an appeal across generations is che route to building a better Bricain-and a more united one,too.
Which of the following is TRUE about renewing the contract?A.The new contract will be tailored to meet young people's needs.
B.The housing issue may be one of top priorities of the new contract.
C.The two parties may have different plans for the new contract.
D.The needs of all generations have been considerect in che new contract.
考题
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But l've also learned that if you don't have a strategy for making time for those bigger ambitions and your truly lofty goals, they'll simply never get done. And that means you won't make the progress that's really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it. You aren't cranking out work at absolute peak productivity for the entire day. Instead are likely certain times when you are at your most focused and other times when your energy wanes. That's normal. Maybe for you, it's bright and early in the morning, before anyone else arrive in the office, when you do your best work. Whenever it is, identity that when you feel your most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion-it isn't optional. That way you're guaranteed to have a regular, designed period when you can at least on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it's the people we work closest with whom we tend to put first-we want to be readily available if they need our help. But there are times you need to tune out the distractions and forces if you're going to get any meaningful work done.
One of the most effective methods l've found is to put physical barriers between us. I'll work from a conference room or even from home on accession in order to get some literal space from people needing "just one quick thing. "
What can be inferred from paragraph 3 ?A.You have to be readily available in the office.
B.People cannot work in a vacuum.
C.People in the office love helping others.
D.Sometimes we have to decline colleagues' requests.
考题
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.
One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”
The word “wanes” in paragraph 2 is closest in meaning to:A.increase
B.peak
C.diminish
D.disappear
考题
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But l've also learned that if you don't have a strategy for making time for those bigger ambitions and your truly lofty goals, they'll simply never get done. And that means you won't make the progress that's really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it. You aren't cranking out work at absolute peak productivity for the entire day. Instead are likely certain times when you are at your most focused and other times when your energy wanes. That's normal. Maybe for you, it's bright and early in the morning, before anyone else arrive in the office, when you do your best work. Whenever it is, identity that when you feel your most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion-it isn't optional. That way you're guaranteed to have a regular, designed period when you can at least on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it's the people we work closest with whom we tend to put first-we want to be readily available if they need our help. But there are times you need to tune out the distractions and forces if you're going to get any meaningful work done.
One of the most effective methods l've found is to put physical barriers between us. I'll work from a conference room or even from home on accession in order to get some literal space from people needing "just one quick thing. "
The word "wanes" in paragraph 2 is closest in meaning to:A.Increase
B.Peak
C.Diminish
D.Disappear
考题
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.
One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”
What can be inferred from paragraph 3?A.You have to be readily available in the office.
B.People cannot work in a vacuum.
C.People in the office love helping others.
D.Sometimes we have to decline colleagues’ requests.
考题
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But l've also learned that if you don't have a strategy for making time for those bigger ambitions and your truly lofty goals, they'll simply never get done. And that means you won't make the progress that's really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it. You aren't cranking out work at absolute peak productivity for the entire day. Instead are likely certain times when you are at your most focused and other times when your energy wanes. That's normal. Maybe for you, it's bright and early in the morning, before anyone else arrive in the office, when you do your best work. Whenever it is, identity that when you feel your most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion-it isn't optional. That way you're guaranteed to have a regular, designed period when you can at least on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it's the people we work closest with whom we tend to put first-we want to be readily available if they need our help. But there are times you need to tune out the distractions and forces if you're going to get any meaningful work done.
One of the most effective methods l've found is to put physical barriers between us. I'll work from a conference room or even from home on accession in order to get some literal space from people needing "just one quick thing. "
According to paragraph 2 , which of the following the "chunk of time" the author is talking about?
A.When you are most focused.
B.When there is no discussions.
C.Last at night.
D.Bright and early in the morning.
考题
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.
One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”
According to paragraph 2, which of the following the “chunk of time” the author is talking about?
A.When you are most focused
B.When there is no distractions
C.Late at night
D.Bright and early in the morning
考题
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.
One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”
What is the article mainly about?A.How to manage your time well
B.How to overcome different challenges in the office
C.How to win competitions and get promotions
D.How to prevent distractions and focus on big issues
考题
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.
One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”
What may the author discuss later?A.The author may talk about the administration system.
B.The author may teach the readers to make a timetable.
C.The author may put forward another suggestion.
D.The author may discuss the office environments.
考题
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But l've also learned that if you don't have a strategy for making time for those bigger ambitions and your truly lofty goals, they'll simply never get done. And that means you won't make the progress that's really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it. You aren't cranking out work at absolute peak productivity for the entire day. Instead are likely certain times when you are at your most focused and other times when your energy wanes. That's normal. Maybe for you, it's bright and early in the morning, before anyone else arrive in the office, when you do your best work. Whenever it is, identity that when you feel your most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion-it isn't optional. That way you're guaranteed to have a regular, designed period when you can at least on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it's the people we work closest with whom we tend to put first-we want to be readily available if they need our help. But there are times you need to tune out the distractions and forces if you're going to get any meaningful work done.
One of the most effective methods l've found is to put physical barriers between us. I'll work from a conference room or even from home on accession in order to get some literal space from people needing "just one quick thing. "
What may the author discuss later ?A.The author may like about the administration system.
B.The author may teach the readers to make a timetable.
C.The author may put forward another suggestion.
D.The author may discuss the office environments.
考题
资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But l've also learned that if you don't have a strategy for making time for those bigger ambitions and your truly lofty goals, they'll simply never get done. And that means you won't make the progress that's really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it. You aren't cranking out work at absolute peak productivity for the entire day. Instead are likely certain times when you are at your most focused and other times when your energy wanes. That's normal. Maybe for you, it's bright and early in the morning, before anyone else arrive in the office, when you do your best work. Whenever it is, identity that when you feel your most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion-it isn't optional. That way you're guaranteed to have a regular, designed period when you can at least on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it's the people we work closest with whom we tend to put first-we want to be readily available if they need our help. But there are times you need to tune out the distractions and forces if you're going to get any meaningful work done.
One of the most effective methods l've found is to put physical barriers between us. I'll work from a conference room or even from home on accession in order to get some literal space from people needing "just one quick thing. "
What is the article mainly about?
A.How to manage your time well.
B.How to overcome different challenges in the office.
C.How to win competitions and get promotions.
D.How to prevent distractions and focus on big issues.
考题
单选题Since it's raining hard now we had better to put off our sports meet till next week.A
SinceB
hardC
had better toD
till next week
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