1、成功无捷径成功无捷径一个青年职员平时工作懒懒散散，在转正前一个月他问老板：一个青年职员平时工作懒懒散散，在转正前一个月他问老板：“如果我兢兢业业工作一个月，我能转正吗？如果我兢兢业业工作一个月，我能转正吗？”老板答道：老板答道：“你你的问题让我想到一个冷房间的温度计，你用热手捂着它，能使表的问题让我想到一个冷房间的温度计，你用热手捂着它，能使表上显示温度上升，不过房间一点也不会温暖。上显示温度上升，不过房间一点也不会温暖。”今天的成就是因为昨天的积累，明天的成功则有今天的成就是因为昨天的积累，明天的成功则有赖于今天的努力。赖于今天的努力。其实真正的成功是一个过程，是将勤奋和努力融其实真正的成功
2、是一个过程，是将勤奋和努力融入每天的生活中，融入每天的工作中。这要靠我们的入每天的生活中，融入每天的工作中。这要靠我们的意志，但更重要的是建立一个良好的生活习惯和工作意志，但更重要的是建立一个良好的生活习惯和工作习惯。习惯。培训中有一句话：培训中有一句话：“因为你有选择，你主载自己因为你有选择，你主载自己的人生。的人生。”Be proactiveProactive/Take InitiativewProactive means that as human beings,we are responsible for our own lives.Our behavior is a function
3、 of our decisions,not our conditions.We can subordinate feelings to values.We have the initiative and the responsibility to make things happen.wThe word responsibility response-ability the ability to choose your response.wI am what I am today because of the choices I made yesterday,that person canno
4、t say,I choose otherwise.Proactive/Take InitiativewIts not what happens to us,but our response to what happens to us that hurts us.wThe problems we face fall in one of three areas:direct control(problems involving our own behavior);indirect control(problems involving other peoples behavior);or no co
5、ntrol(problems we can do nothing about,such as our past or situational realities).Proactive/Take InitiativeReactive LanguageProactive LanguageTheres nothing I can do.Thats just the way I am.He makes me so mad.They wont allow that.I have to do that.I cant.I must.If only.Lets look at our alternatives.
6、I can choose a different approach.I control my own feelings.I can create an effective presentation.I will choose an appropriate response.I choose.I prefer.I will.找问题找问题上初中时，老师给我们讲了一个故事：有三只猎狗追一只土上初中时，老师给我们讲了一个故事：有三只猎狗追一只土拨鼠，土拨鼠钻进了一个树洞。这只树洞只有一个出口，可不一会儿，拨鼠，土拨鼠钻进了一个树洞。这只树洞只有一个出口，可不一会儿，从树洞里钻出一只兔子。兔子飞快地向前
7、跑，并爬上一棵大树。兔子从树洞里钻出一只兔子。兔子飞快地向前跑，并爬上一棵大树。兔子在树上，仓皇中没站稳，掉了下来，砸晕了正仰头看的三只猎狗，最在树上，仓皇中没站稳，掉了下来，砸晕了正仰头看的三只猎狗，最后，兔子终于逃脱了。后，兔子终于逃脱了。故事讲完后，老师问：故事讲完后，老师问：“这个故事有什么问题吗？这个故事有什么问题吗？”我们说：我们说：“兔子不会爬树。兔子不会爬树。”，“一只兔子不可能同时砸晕三只猎狗。一只兔子不可能同时砸晕三只猎狗。”“还还有哪？有哪？”老师继续问。老师继续问。在追求人生目标的过程中，我们有时也会被途中的细枝末节在追求人生目标的过程中，我们有时也会被途中的细枝末节和
8、一些毫无意义的琐事分散精力，扰乱视线，以至中途停顿下来，或和一些毫无意义的琐事分散精力，扰乱视线，以至中途停顿下来，或是走上岔路，而放弃了自己原先追求的目标。是走上岔路，而放弃了自己原先追求的目标。不要忘了时刻提醒自己，土拨鼠哪去了？自己心目中的目标不要忘了时刻提醒自己，土拨鼠哪去了？自己心目中的目标哪去了？哪去了？Begin with the end in mind直到我们再找不出问题了，老师才说：直到我们再找不出问题了，老师才说：“可是还有一可是还有一个问题，你们都没有提到，土拨鼠哪里去了？个问题，你们都没有提到，土拨鼠哪里去了？”Begin with the End in Mindw T
9、o begin with the end in mind means to start with a clear understanding of your destination.It means to know where youre going so that you better understand where you are now and so that the steps you take are always in the right direction.w Begin with the End in Mind is based on the principle that a
10、ll things are created twice.Theres a mental or first creation,and a physical or second creation to all things.Begin with the End in Mindw To the extent to which we understand the principle of two creations and accept the responsibility for both,we act within and enlarge the borders of our Circle of
11、Influence.To the extent to which we do not operate in harmony with this principle and take charge of the first creation,we diminish it.Leadership and Management-The Two Creationsw Management is doing things right,leadership is doing the right things.w Management is efficiency in climbing the ladder
12、of success;Leadership determines whether the ladder is leaning against the right wall.w Effectiveness-often even survival-does not depend solely on how much effort we expand,but on whether or not the effort we expend is in the right jungle.And the metamorphosis taking place in most every industry an
13、d profession demands leadership first and management second.A Personal Mission Statementw A personal mission statement based on correct principles become the same kind of standard for individual.It becomes a personal constitution,the basis of making major,life-directing decisions,the basis for makin
14、g daily decisions in the midst of circumstances and emotions that affect our lives.It empowers individuals with the same timeless strength in the midst of change.At The CenterCENTERGuidancePowerSecurityWisdomWhatever is at the center of our life will be the source of our security,guidance,wisdom,and
15、 power.Identifying Your CenterPRINCIPLESFamily MoneyEnemy FriendSpouse WorkChurch PleasureSelf PossessionsPut first things firstPut First Things Firstw Effective management is Put First Things First.While leadership decides what first things are,it is management that puts them first,day-by-day,momen
16、t-by-moment.Management is discipline,carrying it out.w Time Management:Not to manage time,but to manage ourselves.Not focusing on things and time,but focusing on preserving and enhancing relationships and on accomplishing results.The Time Management MatrixUrgentNot UrgentImportantActivities:CrisesPr
17、essing problemsDeadline-driven projectsActivities:Prevention,PC activitiesRelationship buildingRecognizing new opportunitiesPlanning,recreationNot ImportantActivities:Interruptions,some callsSome meetings,repots,mailsProximate,pressing mattersPopular activitiesActivities:Trivia,busy workSome mails,c
18、allsTime wastersPleasant activitiesThe Time Management MatrixUrgentNot UrgentImportant Results:w Stressw Burnoutw Crisis managementw Always putting out firesNot ImportantThe Time Management MatrixUrgentNot UrgentImportantNot Important Results:w Short-term focusw Crisis managementw Reputation-chamele
19、on characterw See goals and plans as worthlessw Feel victimized,out of controlw Shallow or broken relationshipsThe Time Management MatrixUrgentNot UrgentImportantNot Important Results:w Total irresponsibilityw Fired from jobsw Dependent to others or institutions for basicsThe Time Management MatrixU
20、rgentNot Urgent Results:wVision,perspectivewBalancewDisciplinewControlwFew crises What It Takes to Say Now Be proactive to work on Quadrant because Quadrant and work on you.To say yes to important Quadrant priorities,and to have the courage pleasantly,smilingly,non-apologetically-to learn to say no
21、to other activities,sometimes apparently urgent things.What It Takes to Say Now If you were to fault yourself in one of three areas,which would it be:the inability to prioritizethe inability or desire to organize around those prioritiesor the lack of discipline to execute around them,to stay with yo
22、ur priorities and organization?The Quadrant Toolw A Quadrant organizer will need to meet six important criteria:CoherenceBalanceQuadrant focusA people dimensionFlexibilityPortabilityBecome A Quadrant Self-managerw Quadrant organizing involves four key activities.Identifying RolesSelecting GoalsSched
23、ulingDaily Adapting简单道理简单道理从前，有两个饥饿的人得到了一位长者的恩赐：一根鱼杆和一篓从前，有两个饥饿的人得到了一位长者的恩赐：一根鱼杆和一篓鲜活硕大的鱼。经过谈判，其中，一个人得到了一篓鱼，另一个鲜活硕大的鱼。经过谈判，其中，一个人得到了一篓鱼，另一个得到了一根鱼杆。得到鱼的人原地就用干柴搭起篝火煮起了鱼，得到了一根鱼杆。得到鱼的人原地就用干柴搭起篝火煮起了鱼，他狼吞虎咽，还没有品出鲜鱼的肉香，转瞬间，连鱼带汤就被他他狼吞虎咽，还没有品出鲜鱼的肉香，转瞬间，连鱼带汤就被他吃了个精光，不久，他便饿死在空空的鱼篓旁。另一个人则提着吃了个精光，不久，他便饿死在空空的鱼篓旁。
24、另一个人则提着鱼杆继续忍饥挨饿，一步步艰难地向海边走去，可当他已经看到鱼杆继续忍饥挨饿，一步步艰难地向海边走去，可当他已经看到不远处那片蔚蓝色的海洋时，他浑身的最后一点力气也使完了，不远处那片蔚蓝色的海洋时，他浑身的最后一点力气也使完了，他也只能眼巴巴地带着无尽的遗憾撒手人间。他也只能眼巴巴地带着无尽的遗憾撒手人间。又有两个饥饿的人，他们同样得到了长者恩赐的一根鱼杆和一篓又有两个饥饿的人，他们同样得到了长者恩赐的一根鱼杆和一篓鱼。只是经过谈判，他们并没有各奔东西，而是商定共同去找寻鱼。只是经过谈判，他们并没有各奔东西，而是商定共同去找寻大海，他俩每次只煮一条鱼，他们经过遥远的跋涉，来到了海边，
25、大海，他俩每次只煮一条鱼，他们经过遥远的跋涉，来到了海边，从此，两人开始了捕鱼为生的日子，几年后，他们盖起了房子，从此，两人开始了捕鱼为生的日子，几年后，他们盖起了房子，有了各自的家庭、子女，有了自己建造的渔船，过上了幸福安康有了各自的家庭、子女，有了自己建造的渔船，过上了幸福安康的生活。的生活。Win lost Win lost，Lose LoseLose Lose的想法，得到的终的想法，得到的终将是短暂的欢愉；将是短暂的欢愉；Win-win Win-win的想法，才有可能得到长久的欢愉；的想法，才有可能得到长久的欢愉；有时候，一个简单的道理，却足以给人意味悠长有时候，一个简单的道理，却足以
26、给人意味悠长的生命启示。的生命启示。Think win-winThink Win/Winw Win/Win is not a technique;its a total philosophy of human interaction.w Six paradigms of interaction are:Win/WinWin/LoseLose/WinLose/LoseWinWin/Win or No DealWin/Winw Win/Win is a frame of mind and heart that constantly seeks mutual benefit in all human
27、 interactions.w Win/Win means that agreements or solutions are mutually beneficial,mutually satisfying.w With a Win/Win solution,all parties feel good about the decision and feel committed to the action plan.w Win/Win sees life as a cooperative,not a competitive arena.Win/Win not your way or my way;
28、its a better way,a higher way.Win/Losew If I win,you lose.w Win/Lose is the authoritarian approach:I get my way,you dont get yours.w Win/Lose scripted by:family,peer group,academic word,athletic,lawCertainly there is a place for Win/Lose thinking in truly competitive and low-trust situation.But most
29、 of life is an interdependent,not an independent/a competition,reality.Lose/Winw I lose,you win.or Im a loser.Ive always been a loser.w Lose/Win is worse than Win/Lose because it has no standards-no demands,no expectations,no vision.w Lose/Win is seen ascapitulation:giving in or giving uppermissiven
30、ess or indulgencebeing a nice guyBoth Win/Lose and Lose/Win are week positions,based on persona insecurities.Lose/Win is weak and chaotic from the outset!Lose/Losew Lose/Lose is the philosophy of adversarial conflict,the philosophy of war.w Centered on an enemy,and totally obsessed with the behavior
31、 of another person that they become blind to everything except their desire for that person to lose,even if it means losing themselves.w If nobody ever wins,perhaps being a loser isnt no bad.Which Option is Best?w Win/Win,Win/Lose,Lose/Win,Lose/Lose,which is the most effective?The best choice,depend
32、s on reality.The challenge is to read that reality accurately and not to translate Win/Lose or other scripting into every situation.The answer is,It depends.Win/Win or No Dealw No Deal basically means that if we cant fond a solution that would benefit us both,we agree to disagree agreeably-No Deal.N
33、o expectations have been created,and no performance contracts established.w Win/Win or No Deal provides tremendous emotional freedom in family relationship and business relationship.w In many cases,its possible to go into negotiation with a full Win/Win or No Deal attitude.And the freedom in that at
34、titude is incredible.Remember that No Deal is always an option.Five Dimensions of Win/Win The principle of Win/Win is fundamental to success in all out interactions,and it embraces five interdependent dimensions of life.1Win/WinCharacter2Win/WinRelationships3Win/WinAgreementsSupportive System(4)and
35、Process(5)CharacterCharacter is the foundation of Win/Win,and everything else builds on that foundation.Integrity.Maturity.Abundance Mentality.Win/LoseLose/LoseWin/WinLose/WinLow HighCourageConsiderationLow HighRelationshipsw From the foundation of Character,we build and maintain Win/Win relationshi
36、p.w The relationship neither makes the issues any less real or important,nor eliminates the differences in perspective.But it does eliminate the negative energy normally focused on differences in personality and position and creates a positive,cooperative energy focus on thoroughly understanding the
37、 issues and resolving them in a mutually beneficial way.w Its important to realize that not all decisions need to be Win/Win,even when the Emotional Bank Account is high.Again,the key is the relationship.Agreementsw In the Win/Win agreement,the following five elements are made very explicit:Desired
38、results(not methods)identify what is to done and when.Guidelines specify the parameters(principles,policies,etc.)within which results are to be accomplished.Resources identify the human,financial,technical,or organizational support available to help accomplish the results.Accountability set up the s
39、tandards of performance and the time of evaluation.Consequences specify good and bad,natural and logical what does and will happen as a result of the evaluation.有两位武士不约而同的走入森林里，有两位武士不约而同的走入森林里，第一位武士在树下看到金色的盾牌，第一位武士在树下看到金色的盾牌，第二位武士在同一棵树下看到了银色的盾牌，第二位武士在同一棵树下看到了银色的盾牌，金盾牌银盾牌金盾牌银盾牌 两个人为此争吵不休，两个人为此争吵不休，气得
40、两人拔出剑来准备一决胜负。气得两人拔出剑来准备一决胜负。两人整整撕杀了几天都分不出胜负。两人整整撕杀了几天都分不出胜负。当两人累得坐在地上喘息时才发现，当两人累得坐在地上喘息时才发现，盾牌的正面是金色反面是银色，盾牌的正面是金色反面是银色，原来这是一个双面盾牌。原来这是一个双面盾牌。冲突冲突 一个坚持己见者将会失去通融性。一个坚持己见者将会失去通融性。Seek first to understand,then to be understood运用智慧运用智慧英国皇家海军有一次招考雇员，口试题目为：在一个大风雪的夜英国皇家海军有一次招考雇员，口试题目为：在一个大风雪的夜晚，你开着一辆车，经过一个
41、车站，有三个人在等车。一位是快晚，你开着一辆车，经过一个车站，有三个人在等车。一位是快病死的老太太、一位是救过你命的医生、一位是你梦寐以求的情病死的老太太、一位是救过你命的医生、一位是你梦寐以求的情人。你会载哪一位？说明你的理由。人。你会载哪一位？说明你的理由。载老太太，因为救人第一？载老太太，因为救人第一？载医生，因为知恩图报？载医生，因为知恩图报？载情人，因为可能一辈子再也碰不到？载情人，因为可能一辈子再也碰不到？二百多位应征者，录取的那位没有申论说明，只有答案：二百多位应征者，录取的那位没有申论说明，只有答案：“把车把车钥匙给医生，让医生载老太太去医院，我留下来陪梦寐以求的情钥匙给医生，
42、让医生载老太太去医院，我留下来陪梦寐以求的情人等车。人等车。”几乎每个人都认为这是最好的答案，但是居然没几乎每个人都认为这是最好的答案，但是居然没人能事先说出同样的答案。是因为我们思维习惯受限人能事先说出同样的答案。是因为我们思维习惯受限制？还是因为我们把持原有的利益，不愿放手（没想制？还是因为我们把持原有的利益，不愿放手（没想过要放弃自己的车）？过要放弃自己的车）？1+12 1+12，可能吗？，可能吗？Synergize师从大师师从大师一位音乐系的学生走进练习室，钢琴上，摆着一份全新的乐谱。一位音乐系的学生走进练习室，钢琴上，摆着一份全新的乐谱。“超高难度超高难度.”他翻动着，喃喃自语，感觉
43、自己对弹奏钢琴的信心似乎跌到了谷他翻动着，喃喃自语，感觉自己对弹奏钢琴的信心似乎跌到了谷底，消磨殆尽。已经三个月了！自从跟了这位新的指导教授之后，他不知道，为底，消磨殆尽。已经三个月了！自从跟了这位新的指导教授之后，他不知道，为什么教授要以这种方式整人。什么教授要以这种方式整人。勉强打起精神。他开始用十只手指头奋战、奋战、奋战勉强打起精神。他开始用十只手指头奋战、奋战、奋战.琴间盖住了练习室外琴间盖住了练习室外教授走来的脚步声。教授走来的脚步声。指导教授是个极有名的钢琴大师。授课第一天，他给自己的新学生一份乐谱。指导教授是个极有名的钢琴大师。授课第一天，他给自己的新学生一份乐谱。“试试看吧！试
44、试看吧！”他说。乐谱难度颇高，学生弹得生涩僵滞，错误百出。他说。乐谱难度颇高，学生弹得生涩僵滞，错误百出。“还不熟，还不熟，回去好好练习！回去好好练习！”教授在下课时，如此叮嘱学生。教授在下课时，如此叮嘱学生。学生练了一个星期，第二周上课时正准备让教授验收，没想到教授又给了他一份学生练了一个星期，第二周上课时正准备让教授验收，没想到教授又给了他一份难度更高的乐谱。难度更高的乐谱。“试试看吧试试看吧”！上星期的课，教授提也没提。学生再次挣扎于！上星期的课，教授提也没提。学生再次挣扎于更高难度的技巧挑战。第三周，更难的乐谱又出现了。同样的情形持续着，学生更高难度的技巧挑战。第三周，更难的乐谱又出现
45、了。同样的情形持续着，学生每次在课堂上都被一份新的乐谱所困扰，然后把它带回练习，接着再回到课堂上，每次在课堂上都被一份新的乐谱所困扰，然后把它带回练习，接着再回到课堂上，重新面临两倍难度的乐谱，却怎么样都追不上进度，一点也没有因为上周的练习重新面临两倍难度的乐谱，却怎么样都追不上进度，一点也没有因为上周的练习而有驾轻就熟的感觉。学生感到越来越不安、沮丧和气馁。而有驾轻就熟的感觉。学生感到越来越不安、沮丧和气馁。教授走进练习室。学生再也忍不住了。他必须向钢琴大师提出这三个月来何以不教授走进练习室。学生再也忍不住了。他必须向钢琴大师提出这三个月来何以不断折磨自己的质疑。断折磨自己的质疑。教授没开口
46、，他抽出了最早的第一份乐谱，交给学生。教授没开口，他抽出了最早的第一份乐谱，交给学生。“弹奏吧！弹奏吧！”他以坚定的他以坚定的眼神望着学生。眼神望着学生。不可思议的结果发生了，连学生自已都惊讶万分，他居然可以将这首曲子弹奏得不可思议的结果发生了，连学生自已都惊讶万分，他居然可以将这首曲子弹奏得如此美妙，如此精湛！教授又让学生试了第二堂课的乐谱，学生依然呈现超高水如此美妙，如此精湛！教授又让学生试了第二堂课的乐谱，学生依然呈现超高水准的表现准的表现.演奏结束，学生怔怔地看着老师，说不出话来。演奏结束，学生怔怔地看着老师，说不出话来。“如果，我任由你表现最擅长的部分，可能你还在练习最早的那份乐谱，
47、就不会如果，我任由你表现最擅长的部分，可能你还在练习最早的那份乐谱，就不会有现在这样的程度有现在这样的程度.”钢琴大师缓缓地说。钢琴大师缓缓地说。人，往往习惯于表现自己所熟悉、所擅长的领域。人，往往习惯于表现自己所熟悉、所擅长的领域。但如果我们愿意回首，细细检视，将会恍然大悟：面但如果我们愿意回首，细细检视，将会恍然大悟：面对紧锣密鼓的工作挑战，难度渐升的工作压力，持续对紧锣密鼓的工作挑战，难度渐升的工作压力，持续提升自我，不也就在不知不觉间养成了今日的诸般能提升自我，不也就在不知不觉间养成了今日的诸般能力吗？力吗？因为，人，确实有无限的潜力。因为，人，确实有无限的潜力。有了这层体悟与认识，会让我们更欣然乐意地面有了这层体悟与认识，会让我们更欣然乐意地面对未来更多的难题，不断磨练自己。对未来更多的难题，不断磨练自己。Sharpen the saw
