成功需知：啥该做？啥不该做？

BBC(2023年10月6日)

作为领导者是否有成功的秘诀呢？有没有一个应做事项清单可以借鉴呢？或者有没有一个的禁止事项清单能避免陷入误区呢？

也许会有。这是职业社交网站“领英”（LinkedIn）的领英影响者社区本周讨论的一个话题。以下是他们中两位的看法。

• 企业家詹姆斯·阿图彻(James Altucher)

要理解成功，就必须要认识到失败者经常会犯的错误，阿图彻在其博文 《成功人士决不做的十件事》（10 Things Successful People Never Do）中这样表示。

他列出了一再导致人们完败的一些事情：

“他们迷信失败这个词。我们的寿命长度还不足以让我们失败，就像说某个星球存在40亿年还没有形成任何生命一样，我会将这样的星球称为失败，”阿图彻写道，“任何其他事情都是经验......犯错越多，收获就越多......犯错误时，你可以反复再来，直至自己做对。”

“失败者承诺低于预期，兑现超过预期。人人都听过这样的谎言：要成功就必须承诺低于预期，兑现超过预期。没有比这更不诚实了，”阿图彻写道。“你必须做出超预期的承诺，然后超预期地兑现承诺。超预期许诺将你与承诺不足的人区分开，也使你与按要求去做的人不同。稍微许诺多一些，兑现承诺时也稍微超乎要求一点，这并不难，因为没有别人会这么做。”

“失败者独占功劳。失败者有不安全感，”阿图彻写道。“时刻把功劳给予他人。这样，你就成了功劳的源泉。就像银行一样。功劳就像货币。如果你是银行，长远来看，你最终将获得所有真正的功劳。”

“他们没有笔记本。我总是随身携带记事本。我有100多本记事本，”他写道。“有多少次，你想到一个好主意，你认为‘这个主意真好，我永远不会忘掉它’，可实际上你转身就忘掉了？”

• 马歇尔·戈德史密斯（Marshall Goldsmith）作家及高管培训师

“随着人们对领导者的要求与日俱增，你用于为取得成功所需做出改变的时间也越来越少，”戈德史密斯在其博文成功领导者会做的八件事（8 Things Successful Leaders Do）中这样写道。“随着人们对你的期望不断提高，你会发现自己投入个人发展的时间越来越少，而提高领导技能却比任何时候都更为重要。”

他写道，为了把事情做好，你必须“善加利用周围的一切资源，向周围的人求助......你必须赢得他们的支持。”

为此，身为领导者应该坚持可持续发展。戈德史密斯认为必须采取八个步骤。排在前面的几条是：

“问。向人们提出这样的问题：‘我怎样才能成为更好的（经理、合作伙伴、团队成员等）？’”

“听。听取他们的回答。

“思。思考他们的意见。这些意见意味着什么呢？”

感谢人们提供他们自己的见解，并对此做出积极反馈。然后，你还必须：

“参与。让人们参与其中，支持你的改革努力。

“跟进。定期跟进，利益相关者就会注意到你根据他们的建议所采取的积极措施。”

戈德史密斯写道，这听起来似乎过于简单化，但不难付诸实践让“为做得更好而改变”更为容易。”

（责编：郱书）

Is there a checklist for success?

BBC,06 October 2024

Is there a magic formula for success as a leader? A sure-fire to-do list you could read and check off? Or how about a never-do-this list, just to avoid the pitfalls?

Maybe there is. It’s a topic several LinkedIn Influencers weighed in on this week. Here is what two of them had to say.

James Altucher, entrepreneur

To understand success, it’s important to be aware of the mistakes that people who fail regularly make, wrote Altucher in his post 10 Things Successful People Never Do. 

He listed some of the things that consummate failures do time and again:

“They believe in the word failure. We don’t live long enough to fail, like if a planet is around for 4 billion years and produces no life-forms, I would call that planet a failure,” Altucher wrote. “Everything else is an experiment… the more mistakes you make, the better you get… When you make a mistake, you repeat and repeat until you get it right.”

“Failures under-promise and over-deliver. Everybody is told a lie: to be a success you have to under-promise and over-deliver. This is the worst form of lack of integrity,” Altucher wrote. “You have to over-promise and over-deliver. Over-promise sets you apart from the people who under-promise. Over-deliver sets you apart from people who just delivered. It's easy to slightly over-promise and slightly over-deliver because nobody else is doing it.”

“Failures take all the credit.  Failures are insecure,” Altucher wrote. “Give others credit all the time. Then you are the source of credit. Just like a bank. Credit is like currency. If you're the bank, then in the long run you will end up with all the real credit.”

“They don’t have notebooks. I carry at all times a waiter’s pad. I have over 100 waiter’s pads,” he wrote. “How many times do you think of a great idea and you think, ‘this is so great I will never forget it’ and then you forget it?”

Marshall Goldsmith, author and executive coach

“As demands on leaders increase, there is less time to focus on making the changes you need to make to do the job successfully,” wrote Goldsmith in his post 8 Things Successful Leaders Do. “As more is expected of you, you find you have less time for development, and yet, improving your leadership skills is more important than ever.”

To get it right, he wrote, you have to “make the most of your surroundings and ask those around you for help… you have to enlist their support”.

To do this, and to keep developing as a leader, according to Goldsmith there are eight steps you must employ. The first several:

“Ask. Ask people ‘How can I be a better (manager, partner, team member, etc.)?’,” he wrote.

“Listen. Listen to their answers.

“Think. Think about their input What does it mean?”

Thank people for their insights and respond positively when they give it. Once you do that, he wrote, you must:

“Involve. Involve people to support your change efforts.

“Follow-up. Follow-up regularly and stakeholders will notice the positive actions you’re taking based on their input.”

It sounds simplistic, Goldsmith wrote, but it’s also easy to use which makes it easier to “change to be even better.”