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• 是什么让巴菲特和老虎伍兹如此成功？

• 是什么使人成功？

   

        据《钱》杂志报道，研究表明，缺少天分与成功几乎没什么关系。成功的秘诀在于艰苦而严苛的训练和辛勤的工作。

      《财富杂志》(Fortune Magazine)——是什么令老虎伍兹成功？是什么使Berkshire Hathaway主席巴菲特成为全世界最成功的投资家？我们都以为自己知道答案：每个人都有其与生俱来的天赋，在某个方面具有特别的擅长。不久前，巴菲特本人也这样对《财富杂志》说：“我生来就善于从事资本分配，具有这种天分的人大约只有百万分之一。” 那么，你有没有这种天分呢？

       真的是靠天赋吗？答案并不这么简单。

       悲哀！你并不具备从事某项工作的天赋，因为这种所谓的“天赋”根本无人能有抱歉。抱歉，巴菲特，你也并非天生的投资家或者象棋大师！任何人的成功，不仅需要经过多年长期的努力工作，而且还必须把自己的精力集中于特定的专业，这当然是一件十分困难甚至痛苦的事情。巴菲特的成功不仅因为研究出了高明的投资原则，同样也因为花在研究财务报表和潜在投资标的的时间。

       不过，让我告诉你好消息——缺乏天赋也没关系，因为一个人的成就其实跟“天赋”没什么关系！你的成功取决于自己，而不是你的父母！没有天赋，你同样可以很成功！

       针对大范围的人群所做的长期科学研究发现，天赋并不意味着聪明、积极或者出色的个性品质。

       事实上，在所有的领域，大多数人最初的学习进步都很快，后来就会逐渐变慢，最终会完全停滞下来。只有少部分人可以坚持几年、甚至几十年，直到成为成功的专业人士。

       努力，无可替代！

      科学研究的第一个结论是：没有哪一个成功者没有付出艰苦的努力。如果你能发现自己做某件事情一上手就做得极为出色，这当然很幸运。但实际上没有任何一个高水平的成功人士有如此的幸运，他们都有艰苦的经历和实践。

       然而，有许多人经历了数年、数十年的努力，仍然没有成为成功人士。他们缺少了什么呢？

       百炼才能成钢

      任何领域的成功者都会把自己的大部分时间用于“有计划的特殊练习”，设定非常高的重复次数，并且持续地监测练习的效果。

      持续性是至关重要的。优秀的艺术表演者都必须坚持每天重复一定量的练习，周末也不例外。

      疑点重重

      并非所有的研究者都认为练习是成功的唯一因素。例如：两名运动员的练习时间可能相同，但是表现却有很大差别；音乐、背诵等方面，经常有“神童”的报道。但是，调查研究显示，这些神童通常都离不开父母的长时间培养。

       当然，有些特质是会遗传的。例如，身高、体重大差别会对人们从事不同专业有一定影响。但是，研究显示，城就越高的人，其后天训练的影响越大。

  The business side

  The evidence, scientific as well as anecdotal, seems overwhelmingly in favor of deliberate practice as the source of great performance. Just one problem: How do you practice business? Many elements of business, in fact, are directly practicable. Presenting, negotiating, delivering evaluations, deciphering financial statements - you can practice them all.

  Still, they aren't the essence of great managerial performance. That requires making judgments and decisions with imperfect information in an uncertain environment, interacting with people, seeking information - can you practice those things too? You can, though not in the way you would practice a Chopin etude.

  Instead, it's all about how you do what you're already doing - you create the practice in your work, which requires a few critical changes. The first is going at any task with a new goal: Instead of merely trying to get it done, you aim to get better at it.

  Report writing involves finding information, analyzing it and presenting it - each an improvable skill. Chairing a board meeting requires understanding the company's strategy in the deepest way, forming a coherent view of coming market changes and setting a tone for the discussion. Anything that anyone does at work, from the most basic task to the most exalted, is an improvable skill.

  Adopting a new mindset

  Armed with that mindset, people go at a job in a new way. Research shows they process information more deeply and retain it longer. They want more information on what they're doing and seek other perspectives. They adopt a longer-term point of view. In the activity itself, the mindset persists. You aren't just doing the job, you're explicitly trying to get better at it in the larger sense.

  Again, research shows that this difference in mental approach is vital. For example, when amateur singers take a singing lesson, they experience it as fun, a release of tension. But for professional singers, it's the opposite: They increase their concentration and focus on improving their performance during the lesson. Same activity, different mindset.

  Feedback is crucial, and getting it should be no problem in business. Yet most people don't seek it; they just wait for it, half hoping it won't come. Without it, as Goldman Sachs leadership-development chief Steve Kerr says, "it's as if you're bowling through a curtain that comes down to knee level. If you don't know how successful you are, two things happen: One, you don't get any better, and two, you stop caring." In some companies, like General Electric, frequent feedback is part of the culture. If you aren't lucky enough to get that, seek it out.

  Be the ball

  Through the whole process, one of your goals is to build what the researchers call "mental models of your business" - pictures of how the elements fit together and influence one another. The more you work on it, the larger your mental models will become and the better your performance will grow.

  Andy Grove could keep a model of a whole world-changing technology industry in his head and adapt Intel (Charts) as needed. Bill Gates, Microsoft's (Charts) founder, had the same knack: He could see at the dawn of the PC that his goal of a computer on every desk was realistic and would create an unimaginably large market. John D. Rockefeller, too, saw ahead when the world-changing new industry was oil. Napoleon was perhaps the greatest ever. He could not only hold all the elements of a vast battle in his mind but, more important, could also respond quickly when they shifted in unexpected ways.

  That's a lot to focus on for the benefits of deliberate practice - and worthless without one more requirement: Do it regularly, not sporadically.

  Why?

  For most people, work is hard enough without pushing even harder. Those extra steps are so difficult and painful they almost never get done. That's the way it must be. If great performance were easy, it wouldn't be rare. Which leads to possibly the deepest question about greatness. While experts understand an enormous amount about the behavior that produces great performance, they understand very little about where that behavior comes from.

  The authors of one study conclude, "We still do not know which factors encourage individuals to engage in deliberate practice." Or as University of Michigan business school professor Noel Tichy puts it after 30 years of working with managers, "Some people are much more motivated than others, and that's the existential question I cannot answer - why."

  The critical reality is that we are not hostage to some naturally granted level of talent. We can make ourselves what we will. Strangely, that idea is not popular. People hate abandoning the notion that they would coast to fame and riches if they found their talent. But that view is tragically constraining, because when they hit life's inevitable bumps in the road, they conclude that they just aren't gifted and give up.

  Maybe we can't expect most people to achieve greatness. It's just too demanding. But the striking, liberating news is that greatness isn't reserved for a preordained few. It is available to you and to everyone.

        Tip Sheet: Perfect Practice

  1. Approach each critical task with an explicit goal of getting much better at it.

  2. As you do the task, focus on what's happening and why you're doing it the way you are.

  3. After the task, get feedback on your performance from multiple sources. Make changes in your behavior as necessary.

  4. Continually build mental models of your situation - your industry, your company, your career. Enlarge the models to encompass more factors.

  5. Do those steps regularly, not sporadically. Occasional practice does not work.
• 标签： 成功   人生   薛斐  
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