雅思阅读真题（Part 3）
管理你的能量而非时间：托尼·施瓦茨的精力管理法
本篇也叫：管理能量而不是时间、精力管理、能量管理、Manage your energy not your time、托尼·施瓦茨 能量项目、超日节律
Part 3 · 考频：高频 · 最近考试：2026.4.29南京林业大学
本篇为雅思阅读真题（Part 3）《Manage your energy, not your time》，共 14 题，2026.4.29南京林业大学雅思考试真题回忆，页面提供完整原文、题目、答案与解析，并支持在线机考模式免费练习。本页同时提供 Markdown 版本 供 AI 助手与搜索引擎直接读取。
文章介绍托尼·施瓦茨和凯瑟琳·麦卡锡提出的精力管理理念，认为时间有限而能量可通过身体、情绪、思维和精神四个源泉系统扩展。以加里·法罗为例，说明改善饮食、锻炼、睡眠和短暂休息（如遵循90-120分钟的超日节律）能提升能量与专注力，并强调积极情绪对绩效的重要性。
by Tony Schwartz and Catherine McCarthy
A
At our company, the Energy Project, we have worked with thousands of executives and, with remarkable consistency, they tell us they're pushing themselves harder than ever to keep up. The problem with working longer hours is that time is a finite resource. However, energy is a different story. Energy comes from four main wellsprings: the body, emotions, mind and spirit and, in each area, energy can be systematically expanded.
B
Most organizations invest in developing employees' knowledge and competence but few help build and sustain their energy. In fact, greater energy makes it possible to get more done in less time at a higher level of engagement.
The Body
C
It is scarcely news that inadequate nutrition, exercise, and rest diminish our basic energy levels. Nonetheless, many executives don't practice healthy behaviors, given all the other demands in their lives. When Gary Faro, from Wachovia Bank, began our program, he was overweight, lacked an exercise routine and slept for five hours a night. That is not unusual among the leaders we see. Faro began cardiovascular training, started going to bed at a designated time and changed from two big meals a day to smaller meals every three hours. He lost weight, and his energy soared. 'I used to schedule tough projects for the morning, when I knew that I would be more focused,' Faro says. 'I don't have to do that anymore because I find that I'm just as focused now at 5 pm as I am at 8 am.' Faro also began taking brief breaks, leaving his desk at specific intervals. The value of such breaks is grounded in our physiology. 'Ultradian rhythms' are 90- to 120-minute cycles during which we move from a high-energy state into a physiological trough. Toward the end of each cycle, our systems crave recovery. The signals include restlessness and difficulty concentrating, but we often ignore them and keep working. Consequently, our energy reservoir burns down as the day wears on. While having breaks every hour or so goes against the culture of most organizations, their value is multifaceted.
The Emotions
D
Most people realize that they perform best when they feel positive. What surprises them is that they're not able to perform well when they're feeling any other way. Confronted with relentless demands, people slip into negative emotions often multiple times a day. This drains energy, causes friction between workers and makes it impossible to think clearly. Deep abdominal breathing is one way of defusing negative emotions. When we began working with Fujio Nishida, from Sony, he would light a cigarette when something stressful occurred - at least twice a day. Otherwise, he didn't smoke. The breathing exercise we taught him worked straight away: he no longer desired cigarettes. It wasn't the smoking that had relieved his stress but the relaxation from deep inhalation and exhalation.
E
Another ritual that fuels positive emotions is expressing appreciation, an action that seems to be as beneficial to the giver as the receiver - and the fuller and more precise it is, the higher the impact. Allocating time for this vastly increases the chances of success. Ben Jenkins, of Wachovia, has built his appreciation ritual into regular dinners with team members. He recognizes their accomplishments and talks with them about themselves and their aspirations, rather than their immediate work responsibilities.
The Mind
F
Many executives view multitasking as necessary but it actually undermines productivity. A temporary shift in attention - stopping to answer e-mails for instance - increases the time necessary to finish the primary task by as much as 25 per cent, a phenomenon known as 'switching time'. Dan Cluna, at Wachovia, now leaves his desk to go into a conference room whenever a task requires concentration and finishes reports in a third of the time they used to require.
G
Perhaps the most effective focus ritual executives can adopt is identifying each night the most important challenge for the next day and giving it priority the following morning. Jean Luc Desquesne, of Sony, used to answer e-mails as soon as he got to work. He now dedicates the first hour every day to the most important task and often emerges at 10 am feeling he's already had a productive day.
The Spirit
H
Most people live at such a furious pace that they rarely ask themselves what they stand for; external demands dictate their actions. We don't suggest that people explicitly define their values, because the results are usually too predictable. Instead, we ask questions, such as, 'What are the qualities you find most off-putting when you see them in others?' By describing what they can't stand, people unintentionally divulge what they stand for.
A New Focus
I
This new way of working depends on organizations adopting new behaviors. Organizational support entails shifts in policies and practices. However, one factor that hinders success is crisis mentality. Optimal candidates for our programs are feeling enough pain to be eager for new solutions but not so much that they're completely overwhelmed. At one organization where we had the active support of the CEO, the senior team couldn't tear their focus away from immediate survival - although taking time out might have allowed them to be more sustainably productive.
J
An explicit contract that benefits all parties will require organizations to shift their emphasis from getting more from people to investing more in them, so they bring more energy to work every day. For their part, individuals need to recognize the costs of energy-depleting behaviors and take responsibility for changing them.
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答案：FALSE
原文定位：The problem with working longer hours is that time is a finite resource. However, energy is a different story. Energy comes from four main wellsprings: the body, emotions, mind and spirit and, in each area, energy can be systematically expanded
同义替换：「finite resource」↔「systematically expanded」
答案：NOT GIVEN
原文定位：Ultradian rhythms' are 90- to 120-minute cycles during which we move from a high-energy state into a physiological trough. Toward the end of each cycle, our systems crave recovery. The signals include restlessness and difficulty concentrating, but we often ignore them and keep working
同义替换：「end of an energy cycle」↔「Toward the end of each cycle」
答案：TRUE
原文定位：While having breaks every hour or so goes against the culture of most organizations, their value is multifaceted
同义替换：「Taking regular breaks」↔「having breaks every hour or so」，「inappropriate in the majority of organisations」↔「goes against the culture of most organizations」
答案：NOT GIVEN
原文定位：This drains energy, causes friction between workers and makes it impossible to think clearly
答案：the human body requires regular downtime.
原文定位：Ultradian rhythms' are 90- to 120-minute cycles during which we move from a high-energy state into a physiological trough. Toward the end of each cycle, our systems crave recovery
同义替换：「requires regular downtime」↔「crave recovery」
答案：a pessimistic approach prevents them from reaching their potential.
原文定位：Most people realize that they perform best when they feel positive. What surprises them is that they're not able to perform well when they're feeling any other way
同义替换：「surprised to discover」↔「What surprises them is that」，「pessimistic approach」↔「feeling any other way」，「prevents them from reaching their potential」↔「not able to perform well」
答案：should be detailed in order to produce the best results.
原文定位：Another ritual that fuels positive emotions is expressing appreciation, an action that seems to be as beneficial to the giver as the receiver - and the fuller and more precise it is, the higher the impact
同义替换：「detailed」↔「fuller and more precise」，「produce the best results」↔「the higher the impact」
答案：considering what kind of behaviour offends them.
原文定位：Instead, we ask questions, such as, 'What are the qualities you find most off-putting when you see them in others?' By describing what they can't stand, people unintentionally divulge what they stand for
同义替换：「discover what their values are」↔「divulge what they stand for」，「behaviour offends them」↔「qualities you find most off-putting」
答案：those who want to change but are still in control of their situation.
原文定位：Optimal candidates for our programs are feeling enough pain to be eager for new solutions but not so much that they're completely overwhelmed
同义替换：「most suitable」↔「Optimal」，「want to change」↔「eager for new solutions」，「still in control of their situation」↔「not so much that they're completely overwhelmed」
答案：he no longer needs to complete challenging tasks at a certain time of day.
原文定位：I used to schedule tough projects for the morning, when I knew that I would be more focused,' Faro says. 'I don't have to do that anymore because I find that I'm just as focused now at 5 pm as I am at 8 am
答案：he could immediately adopt a positive technique to help him cope with pressure.
原文定位：The breathing exercise we taught him worked straight away: he no longer desired cigarettes. It wasn't the smoking that had relieved his stress but the relaxation from deep inhalation and exhalation
同义替换：「cope with pressure」↔「relieved his stress」，「immediately adopt a positive technique」↔「worked straight away」
答案：he acknowledges other people's achievements and discusses life outside the workplace.
原文定位：Ben Jenkins, of Wachovia, has built his appreciation ritual into regular dinners with team members. He recognizes their accomplishments and talks with them about themselves and their aspirations, rather than their immediate work responsibilities
同义替换：「established」↔「built」，「acknowledges other people's achievements」↔「recognizes their accomplishments」，「discusses life outside the workplace」↔「talks with them about themselves and their aspirations, rather than their immediate work responsibilities」
答案：he could complete challenging tasks more quickly.
原文定位：Dan Cluna, at Wachovia, now leaves his desk to go into a conference room whenever a task requires concentration and finishes reports in a third of the time they used to require
同义替换：「spend time in another part of the building」↔「leaves his desk to go into a conference room」，「complete challenging tasks more quickly」↔「finishes reports in a third of the time」
答案：he gets a sense of accomplishment early in the day.
原文定位：He now dedicates the first hour every day to the most important task and often emerges at 10 am feeling he's already had a productive day
同义替换：「gets a sense of accomplishment early in the day」↔「feeling he's already had a productive day」