Conversely, the quite productive are happy to work hard, but with strict limits. For them, work is not everything. They know how to relax and unwind after work. They are able to leave their work in the office. They have close friends, a good family life, and can spend a lot of time with their children or loved ones.

  Choose a career you love

  My old classmate Jack really liked his job, which was editing children's books. For 30 years, he had to get out of bed five days a week to do a job he didn't love and that didn't pay as well as he thought it would.

  Garfield's research shows that accomplished people choose jobs they really love. They spend two-thirds of their working hours doing the work they like and less than one-third of their time doing the chores they don't like to do. They like internal satisfaction, not just external rewards, such as salary, promotion and power.

  Of course, they often get it all in the end. Because they appreciate what they do, the better they work, the higher the reward naturally.

  Before carrying out important tasks, the mind should be well prepared

  Before encountering difficult or major occasions, such as attending a committee, appearing in public, participating in critical tennis tournaments, etc., most of the people who have made it have to think over and over in their minds what to do. The famous golfer Jack Nicklas must first design the trajectory of his shot, the flight of the ball and the landing point before he hits the ball.

  Otherwise, he never hit the ball easily.

  Almost everyone fantasizes about a big event. However, fantasy is not the same as well thought out preparation. The preparation is in fact to think about the skills that will be used in the actual event.

  There was a pianist in China who was imprisoned for seven years during the Cultural Revolution. But as soon as he was released, he was able to play as well as ever. He explained, "I played in my head every day."

  The pursuit is to produce results, not perfection

  Many ambitious and hardworking people strive too much for perfection so that they don't produce many results. I knew a professor who spent ten years studying a playwright. For fear of missing something, she never sent the manuscript to be published.

  Meanwhile, the playwright who was so famous when she started her research was long forgotten. Even if the writer's paper was finally published, it would not have attracted much attention.

  The courage to take risks

  Many people stand in their "comfort zone" and seek safety, even if it is mediocre and boring, they are not willing to take chances. I know a soprano opera singer, she has a good voice, is a great actress. However, she only plays small roles. She said, "I don't want to take on important roles because then the whole evening will be about me and the audience will be watching my every note."

  However, those who make it are willing to take risks because they have carefully considered how to recover if they fail. A manager once told Garfield, "Before I'm ready to take a major move, I always give myself a picture of failure, consider the worst possible scenario, and then ask myself what to do. If it's simply irreversible, I don't take the risk."

  Don't underestimate your potential

  For years, everyone has known that it's impossible to run a mile in less than four minutes. Articles published in physiological journals also proved that human physical strength could not reach this limit. However, Roger Benest broke the four-minute record in 1954. Less than two years later, ten more athletes broke this record.

  This is not to say that there can be no limit to the speed of human running, or that there can be no limit to the weight one can lift, or that one can do any particular job well. I mainly want to show that we don't actually know exactly to what extent we have reached the limit. As a result, many people set limits for themselves that are often much lower than what they can actually achieve.

  Compete with yourself, not with others

  People who are productive tend to focus on how to build on their past. Rather than how to beat the other person. In fact, worrying about the competitor's ability (which can be very strong) tends to be self-defeating, because most achievers are interested in doing as well as possible by their own standards.

  They want to be "athletes on a team," not alone. They realize that the collective can solve complex problems better than the individual. Therefore, they are eager to let others take on some of the work. People who work alone tend to be overly concerned about their opponents and therefore cannot take on the burden of making decisions.

  Such people are limited, because they have to do everything by themselves.

  This is where the skills of the quite made person come in. If you do not want to bury their potential, if you want to give full play to their talents, then, please learn to use these skills.

  You can fail, but you can't be pessimistic

  Shakespeare said, "Adversity makes people rise, and if you've never had a failure, you should probably experience one for the sake of your career."

  Many people have made serious mistakes, been fired, demoted, or somehow failed - and then gotten back up again.

  Zieman is just one example; Walt Disney was fired by his boss once at the beginning of his employment, and both Disney and Henry Ford went bankrupt in business before their careers became successful.

  Even if you have never failed, there is no guarantee that you will not in the future. Today's business world is ever-changing, and one must act in the face of uncertainty - in other words, the occasional fall is inevitable. John Kotter, a professor at the Harvard Business Institute, said, "I can imagine that 20 years ago, when executives were discussing whether to hire someone for a senior position, if someone pointed out, 'This person had a fiasco at age 32,' the others said, 'That's good. , that was indeed a blemish.' I'm sure the same group of people today who are considering whether to hire a particular candidate would say, 'My concern is that this person has never failed.'"

  William Gates of Microsoft Computer has often failed. He likes to hire people who have made mistakes before. "That means they're willing to take risks," he says, "and you can see how those people will adapt by how they cope with things that go wrong."

  But why do some people fall down and then never recover, while others get back on their feet? Executives who have experienced setbacks and experts in leadership have analyzed these questions and offer answers that we can consider.

  Imagine winning a major victory next time

  When faced with defeat, the average person tends to lose confidence; the adaptable and indefatigable remain confident. Martin Selliman, a professor of psychology at Penn State University, has studied the performance of employees in 30 industries.

  "Those who can regain their strength are optimistic people, they think: I this problem is only temporary." , he said. "Pessimistic people usually can not rise again, they think they will be coated once they lose."

  Different attitudes determine different results, appropriate to give yourself hints, believe that the door to success will be open for you.

  The courage to take risks and make difficulties

  After Sigio Ziman left Coca-Cola due to a career setback, he didn't hang out with anyone at the company for 14 months. "It was a lonely time." He says. But he didn't cut off social contacts. He co-owned a consulting firm, based in the basement of his home in Atlanta, with simple equipment - a computer, a phone and a fax machine - and clients such as Microsoft Computer and Miller-Bruin, whose motto was to break with tradition and take risks.

Leave a comment

All blog comments are checked prior to publishing
You have successfully subscribed!Your discount is OFF20
This email has been registered
Recently Viewed