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    Many teenagers feel that the most important people in their lives are their friends. They believe that their family members don't know them as well as their friends do. In large families, it is quite often for brothers and sisters to fight with each other and then they can only go to their friends for some ideas.

    It is very important for teenagers to have one good friend or a group of friends. Even when they are not with their friends, they usually spend a lot of time talking among themselves on the phone. This communication is very important in children's growing up, because friends can discuss something. These things are difficult to tell their family members.

    However, parents often try to choose their children's friends for them. Some parents may even stop their children from meeting their good friends. Have you ever thought of the following questions?

    Who chooses your friends?

    Do you choose your friends or your friends choose you?

    Have you got a good friend your parents don't like?

    Your answers are welcome.

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    Our most important institutions, our schools and our workplaces, are designed mostly for extroverts (性格外向者).

In the typical classroom, students are often divided into groups—four or five or more kids all facing each other. And kids are working on countless group assignments. Even in subjects like math and creative writing, which you think would depend on unaccompanied flights of thought, kids are now expected to act as committee members. As for the kids who prefer to go off by themselves or just to work alone, those kids are seen as outliers (局外人) often or, worse, as problem cases. And the vast majority of teachers believe that the ideal student is an extrovert as opposed to an introvert (性格内向者), even though introverts actually get better grades and are more knowledgeable, according to research.

The same thing is true in our workplaces. Now, most of us work in open plan offices, without walls, where we are subject to the constant noise and stare of our coworkers. And when it comes to leadership, introverts are routinely passed over for leadership positions, even though introverts tend to be very careful, much less likely to take outsize risks —which is something we might all favor nowadays. And interesting research by Adam Grant at the Wharton School has found that introverted leaders often deliver better outcomes than extroverts do, because when they are managing thoughtful employees, they're much more likely to let those employees run with their ideas.

    In fact, some of our great leaders in history have been introverts. I'll give you some examples. Eleanor Roosevelt, Rosa Parks, Gandhi -- all these people described themselves as quiet and soft-spoken and even shy. However, they all took the spotlight, even though every bone in their bodies was telling them not to. And this turns out to have a special power, because people could feel that these leaders were in control, not because they enjoyed directing others and not out of the pleasure of being looked at; they were there because they had no choice, because they were driven to do what they thought was right.

    On a rainy winter day, several decades ago, a British artist named Christopher got on a train in Oxford to go to London. When he began his journey, he never knew that it was the beginning of almost 40 years of accidents and near death experiences.

    During the journey, the train fell into an icy river, killing 12 passengers. Christopher managed to swim back to the river bank. He only had a broken leg.

    Two years later, Christopher was on a plane from London to Manchester when a door suddenly opened and he fell out. A few minutes later, the plane crashed; 27 people were killed. Christopher was so lucky that he landed in a haystack (干草堆).

    A few years later, he was hit by a bus, but again had no serious injuries. Then a year after that, he was driving on a mountain road when he saw a truck coming straight at him. He drove the car off the road, jumped out, landed in a tree — and watched his car fall 100 meters down the mountain.

    "There are two ways you can look at it," Christopher said. "I'm either the worlds unluckiest man, or the world's luckiest." When a reporter asked Christopher what he thought, he chose the "luckiest" one.

    Two years ago, aged 71, Christopher bought his first lottery ticket (彩票) in 50 years and won more than 2 million. After this, a TV company in America said they wanted him to make an advertisement. At first he accepted, but then he changed his mind. Christopher said he would not fly to Los Angeles for the filming, because he did not want to push his luck. Who knows? If he had accepted the invitation, maybe he would have had another accident. But Mr. Christopher is a lucky man. If he had had another accident, he probably would have survived that too!

The urgency and importance of Covid-19 over (he past year have driven almost everything else from most leaders5 minds. But since the vaccine is kicking in, Britain's government is once again beginning to think about the things that will matter later. Next week, it is expected to publish a 'plan for growth" to boost productivity, with innovation at its centre.

The world may be on the point of a technological boom with life sciences, at which Britain excels. Innovation is crucial to productivity, but on this front Britain's performance has lagged behind its competitors' in recent years. Its low spending on Research and Development (R&D) argues for a boost. Those who attributed the financial failure in the 1970s to the insufficiency of research funds may regard this as a threat to economic growth. Promoting innovation can quickly (um into an exercise in picking winners - or, as is more often the case, losers.

A second danger is that policy agendas get mixed up. The government has promised to "level up" poorer areas of the country, so deprived towns arc campaigning for more money for their universities. But trying to boost innovation by sending money to weak institutions is likely to make our leading universities lose their advantages, thus producing average ideas that could have been remarkable. Britain's research-funding system has always been elitist(精英主义的). It should stay that way.

The government's first move in boosting innovation was the announcement of a plan for an Advanced Research and Invention Agency (ARIA). ARlA's purpose is to fund high-risk, high-reward research. But money is not all that mailers. The successful translation of life science research into treatments during the pandemic suggests some inexpensive measures that can also make a difference.

One is to speed up governmental processes. The rapidity with which Britain's medical regulator moved during the pandemic is one reason why the vaccine rollout is racing through the population. Urgency is not unique lo pandemics. Getting things done quickly can make an investment worthwhile and determine where a businessman chooses as a base.

Another useful measure the government should use is its unique ability to overcome barriers. At the beginning of the pandemic. Covid-19 researchers were unable to gain access to different strands of health service data. The government eased restrictions on existing data and allowed researchers to ask people who had tested positive tor Covid-19 to join trials. Both were crucial to the effort.

A last principle is the value of connections between the government and the private sector. Kate Bingham, a venture capitalist who led the vaccine-purchase effort, understood how to deal with drug companies. Many of the civil servants working with her had commercial experience. The governments closeness to business during the pandemic has been criticized. But without it, the vaccine effort would not have succeeded.

Innovation took human beings from caves to computers. Good education, a welcoming immigration policy and a friendly business environment will do most to tend it. But a new sensible principles can help keep the flame burning.