Sect One: 职业发展与个人成功

Siva

目录

prologue

1 just because you have feathers

sect 1 finding happiness in your career

2 what makes us tick

3 the balance of calculation and serendipity

4 your strategy is not what you say it is

sect 2 finding happiness in your relationships

5 the ticking clock

6 what job did you hire that milkshake for

7 sailing your kids on theseus’s ship

8 the schools of experience

9 the invisible hand inside your family

sect 3 stadying out of jail

10 just this once

have much to celebrate. work in exotic locations, and have manage to marry spouses much better-looking than they were.

others were on their way to top spots in Fortune 500 companies.

事业有成但是不好的婚姻家庭和不开心等

他的reunion同学,还有他的学生 - personal dissatisfaction, family failures, professional struggles, even criminal behaviors

之前是怎么教 MBA course. buiding and sustaining a ...

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目录

prologue

1 just because you have feathers

sect 1 finding happiness in your career

2 what makes us tick

3 the balance of calculation and serendipity

4 your strategy is not what you say it is

sect 2 finding happiness in your relationships

5 the ticking clock

6 what job did you hire that milkshake for

7 sailing your kids on theseus’s ship

8 the schools of experience

9 the invisible hand inside your family

sect 3 stadying out of jail

10 just this once

have much to celebrate. work in exotic locations, and have manage to marry spouses much better-looking than they were.

others were on their way to top spots in Fortune 500 companies.

事业有成但是不好的婚姻家庭和不开心等

他的reunion同学,还有他的学生 - personal dissatisfaction, family failures, professional struggles, even criminal behaviors

之前是怎么教 MBA course. buiding and sustaining a successful enterprise. -

These theories are statements of what causes things to happen—and why. When the students understand these theories, we put them “on”—like a set of lenses—to examine a case about a company

案例分析等

the best of the insights my students and i have discuessed on that last day in class

not just when you are confronting a life-threating illness, as i was, but every day, for every one of us. to make their own way in the world was a remarkable experience

We’ve written in the first person, my voice, because it’s how I talk to my students—and my own children—about this thinking. But James and Karen have truly been coauthors in deed. 第一人称讲诉,其他作者也是

需要hard work - how will you measure your life

很多励志书籍和名人告诉过你要怎么生活。how do you know what is good advice - and what is bad

there are no quick fixes for the fundamental problems of life. offer you tools that i’ll call theories

讲在Intel发生的故事。 the only thing i can do is to explain the theory first, then we can look at the company through the lens that the theory offers.

“Look, I’ve got your model. Just tell us what it means for Intel.”

instead of telling him what to think, I taught him how to think. 授人以渔

- i don’t have an opinion, the theory has an opinion

当别人在问我问题时候。I’ll describe to them how the process in the model worked its way through an industry or situation different from their own, to help them visualize how it works. 这样后,他们会answer their question with more insight than i could possibly have.

theory的重要性。

I’ll describe to them how the process in the model worked its way through an industry or situation different from their own, to help them visualize how it works. 而是来自于空气动力学gone from correlation (wings and feathers) to causality (lift).

- the power of theory in our lives

The appeal of easy answers—of strapping on wings and feathers—is incredibly alluring. 但是真正要做的是: deep understanding of what causes what to happen.

you’ll see that without theory, we’re at sea without a sextant.

Each chapter of this book highlights a theory as it might apply to a particular challenge. But just as was true in understanding flight, problems in our lives don’t always map neatly to theories on a one-to-one basis.[需要融会贯通而不是单一死板的]

而不是借助于经验和别人的经历,而是借助于原理(based on a deep understanding of human endeavor - what causes what to happen, and why.)

# finding happiness in your career

the only way to be truly satisfied is to do what you believe is great work. and the only way to do great work is to love what you do. if you haven’t found it yet, keep looking.

工作占据了生活绝大部分时间(you’ll likely spend more of your waking hours at your job than in any other part of your life. it’s a compromise that will always eat away at you. - 不要妥协不要放弃重拾)

a strategy is what you want to achieve and how you will get there.

what’s most important to you in your career? 但是要注意The problem is that what we think matters most in our jobs often does not align with what will really make us happy. - to have that plan(如5年计划), and when it’s best to be emergent - to be open to the unexpected.

Good intentions are not enough—you’re not implementing the strategy that you intend if you don’t spend your time, your money, and your talent in a way that is consistent with your intentions. In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy. 好的intention不够,你需要花时间精力在上面,要注意一些紧急事务占用你的时间,一些及时行乐无长期收益的会消耗你的才能等等

# what makes us tick - 动力motivation

我们发现很多 stuck in unhanppy careers, unhappy lives. it is often the result of a fundamental misunderstanding of what reallt motivates us. 误解了什么是生活的动力

- the importance of getting motivation right

- do incentives make the world go round?

- a better theory of motivation

- motivation matters in places you might not expect

- if you find a job you love

a lot of the senior executives used to be engineers. During that period of their lives, they seemed to be motivated by the work itself. They didn’t need incentives—right? So then what happened? When they became executives

作者和两个孩子一起"spend weeks selecting the lumber, picking the shingles for the house, working our way up through the platform, the sides, the roof." - the feelings of accomplishment and of learning. of being a key player on a team that is achieving something meaningful.

作者是怎么看到manager的。you have the opportunity to frame each person's work so that, at the end of every day, your employees will go home feeling like Diana felt on her good day: living a life filled with motivators.

In order to really find happiness, you need to continue looking for opportunities that you believe are meaningful, in which you will be able to learn new things, to succeed, and be given more and more responsibility to shoulder.

老话说得好: find a job that you love and you'll never work a day in your life. - 这种使命感和充实,they throw their best effort into their jobs, and it makes them very good at what they do.

hygiene factors such as money, status, compensation, and job security are much more a by-product of being happy with a job rather than the cause of it. realizing this frees us to focus on the things that really matter.

工作的意义,发展的机会,学到新东西,有成就感,被赋予责任感。

a different set of questions than most of us are used to asking. Is this work meaningful to me? Is this job going to give me a chance to develop? Am I going to learn new things? Will I have an opportunity for recognition and achievement? Am I going to be given responsibility? These are the things that will truly motivate you. Once you get this right, the more measurable aspects of your job will fade in importance.

# the balance of calculation and serendipty

找到what makes us tick仅仅是第一步。但需要 balance the pursuit of aspirations and goals with taking advantage of unanticipated opportunities.

- Honda takes American… by accident

- balancing emergent and deliberate

- when the Wall Street Journal didn't respond

- what has to prove true for this to work

- before you take that job

- the importance of testing assumptions

Priced at a quarter of the cost of a big Harley, the Super Cubs were sold not to classic-motorcycle customers, but to an entirely new group of users that came to be called “off-road bikers.”

every strategy is formulated and subsequently evolves. ptions for your strategy spring from two very different sources. The first source is anticipated opportunities. The second source of options is unanticipated—usually a cocktail of problems and opportunities that emerges while you are trying to implement the deliberate plan or strategy that you have decided upon.

supposed to have their careers planned out, step by step, for the next five years. the implicit assumption that they should risk deviating from their vision only if things go horribly wrong. 之前只是说当前job搞砸后才会想的

we are constantly navigating a path by deciding between our deliberate strategies and the unanticipated alternatives that emerge. Each approach is vying for our minds and our hearts, making its best case to become our actual strategy.

But it’s rarely a case of sitting in an ivory tower and thinking through the problem until the answer pops into your head. Strategy almost always emerges from a combination of deliberate and unanticipated opportunities. What’s important is to get out there and try stuff until you learn where your talents, interests, and priorities begin to pay off. When you find out what really works for you, then it’s time to flip from an emergent strategy to a deliberate one. 持续寻找而不是空想[get out there and try stuff until you learn where your talents, interests, and priorities begin to pay off.]

就像作者从未也没拒绝可能性

I still wonder occasionally whether it is finally time to try to become editor of theWall Street Journal. Academia became my deliberate strategy—and will stay that way as long as I continue to enjoy what I’m doing. But I have not twisted shut the flow of emergent problems or opportunities. Just as I never imagined thirty years ago I’d end up here, who knows what might be just around the corner?

如何在deliberate strategy 和different strategy that is emerging中选择tradeoff

It forces you to articulate what assumptions need to be proved true in order for the strategy to succeed.

discovery-driven planning. 而传统公司做决策在于很少 test whether those initial projections are accurate

讲了迪士尼Paris的故事。In the other parks, Disney had built forty-five rides. This kept people happily occupied for three days. But Disneyland Paris opened its doors with only fifteen rides. You could do everything in just one day.

Once the company understands whether the initial important assumptions are likely to prove true, it can make a much better decision about whether to invest in this project or not. 看看那些假设是否成立从而辅助决策

Before you take a job, carefully list what things others are going to need to do or to deliver in order for you to successfully achieve what you hope to do. Ask yourself: “What are the assumptions that have to prove true in order for me to be able to succeed in this assignment?” List them. Are they within your control? 把你预期这份工作可以满足你什么预期有哪些假设等. Every time you consider a career move, keep thinking about the most important assumptions that have to prove true, and how you can swiftly and inexpensively test if they are valid. 并且知道怎么检验哪些你认为重要的~

if my students(希望在发展中国家investing的却被公司耗在U.S业务上) had listed out and found ways to test those assumptions, 就可以发现问题(找那些 firms that have a deep commitment to developing countries typically have capital tied to investment there. they have partners dedicated to the practice)

although it is hard to get it right at first, success doesn’t rely on this. Instead, it hinges on continuing to experiment until you do find an approach that works. 持续转变和发现。而不是一开始故步自封

While you are still figuring out your career, you should keep the aperture of your life wide open. Depending on your particular circumstances, you should be prepared to experiment with different opportunities[有机会去探索可能性], ready to pivot, and continue to adjust your strategy until you find what it is that both satisfies the hygiene factors and gives you all the motivators.

不要被现在的工作,have a clear vision of whether your life will take you is just wasting time. even worse, it may actually close your mind to unexpected opportunities.

# Your strategy is not what you say it is

- getting the measure of success wrong

- the paradox of resource allocation

- when individuals cause the problems

- the dangers of getting the time frame wrong

- allocating resources among your business

说说是没用的「mean nothing if you do not align those with where you actually expend your time, money, and energy」

watch where your resources flow, if they're not supporting the strategy you've decide upon. then you're not implementing that strategy at all.

两种设备被销售人员贩卖,Goodwin thought that he was giving clear instructions into the salesman’s ear. But the compensation system was shouting the opposite instructions into his other ear. The salespeople would need to sell five iLook handheld devices to generate the profits that a single Titan laptop would provide

冲突就是现营业务带来无脑利润但是新产品有风险大家不尝试。大家不聚焦。

what make sense to engineers - pushing the frontier of performance in the next product beyond the best of their current products, making them more sophisticated and capable, regardless of expense - was counter to the logic the company's strategy, which was to make the iLook even smaller and more affordable

when the right decision for the long term makes no sense for the short term

in the strategy process, resource allocation is where the rubber meets the road. 所有的vison, plans, opportunities 都需要priority, vying against one another to become the actual strategy the company implements.

SonoSite causes well-intended staff to go off in the wrong direction when the measures of success for employees are counter to those that will make the company successful.

Jobs brought Apple back to its roots: to make the best products in the world, change the way people think about using technology in their lives, and provide a fantastic user experience. Anything not aligned with that got scrapped; people who did not agree were yelled at, abased, or fired. Soon, people began to understand that if they didn’t allocate their resources in a way that was consistent with Apple’s priorities, they would land in hot water. 个人目标和公司目标对齐

长短期利益冲突

to understand a company's strategy, look at what they actually do rather than whay they say they will do.

Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. 惯性。your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process—and you have, in your brain, a filter for making choices about what to prioritize.

The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments. 尤其是那些忙碌的人 - moving foward. they ship a product, finish a design, help a patient, close a sales, tech a class, win a case, publish a paper, get paid, get promoted.

They prioritized things that gave them immediate returns—such as a promotion, a raise, or a bonus—rather than the things that require long-term work, the things that you won’t see a return on for decades, like raising good children.

Investing time and energy in these relationships doesn’t offer them that same immediate sense of achievement that a fast-track career does.

But as they keep allocating resources in this way—and although they often won’t realize it—they’re implementing a strategy vastly different from what they intend. 不要被习惯和不以小为恶.

如何做呢? watch where your resources flow - the resource allocation process. if the decisions you make about where you invest your blood, sweat, and tears are not consistent with the person you aspire to be, you’ll never become that person.

除此之外,在另外两个部分,作者提出了好钱与坏钱理论、客户需求理论、RPV理论(资源、程序和价值观理论)、经验学校理论、沙因组织文化理论、完全成本理论与边缘思维理论。这些理论如果单纯在术语中出现,一般读者难以理解,但是经过作者的再加工,以真实的案例分析,则易于理解。

这两部分待定再度!

PS:

作者初版过 创新者的困境 【Andy Grove chairman of Intel】

alumni

roll out

turnout 出席者

prosperous 繁荣

deteriorate 恶化

unravel 揭开了

blip - a kind of midlife crisis.

prescience

folly

bevy 一群

replenish

reservoir

illuminating 赋予启发的

mirage 海市蜃楼

pasttime 消遣

extol

not an inadvertent oversight 不是个意外忽视

vying 竞争的

flounder - move or struggle helplessly or clumsily; move with difficulty, as through mud or deep snow

become embittered toward her employer

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