我读了感觉非常受用的一篇文章（上）

不要以为是标题党，有时间就读，相信你会认真读下去的。

因为要翻墙，且人人都能用英语上只有前半部分，我也想保存收藏作为笔记，所以就放在这里，希望你也有所收获。

文章很长，但句句精华。

The 2 Mental Shifts Highly SuccessfulPeople Make

因为超出了两万字，只好分别放在两片不同文章里了，第二部分请移步下一篇。

When you change the way you look atthings, the things you look at change.”— Max Planck, German quantum theoristand Nobel Prize winner

There are two primary mental shifts thatoccur in the lives of all highly successful people. Many make the first, butvery few make the second.

Both of these shifts require a great dealof mental stretching from conventional and societal ways of thinking. In manyways, these shifts require you to unlearn the negative and sabotagingprogramming from your youth, public education, and even adulthood.

The foundation of the first shift is thesublime power of choice and individual responsibility. Once a you make thisshift, you are empowered to pull yourself from poverty of time, finances, andrelationships. In other words, the first shift allows you to create a happy andprosperous life, where, for the most part, you control how and on what youinvest your time.

Unfortunately, the results of the firstshift can be overly-satisfying on one hand or paralyzing on the other. Thus,few people ascend to the second shift.

Hence, Greg McKeown, bestselling authorof Essentialism explains, “Success can become a catalyst for failure.”

For example, when a musician starts out,they write lots of music for the love of it. Their dreams are often huge. Ifthey end up becoming successful, in almost every case, they’ll begin producingless and less music overtime. This happens for one of two reasons:

Their focus shifts from why they’re writingmusic to what their music has brought them. Consequently, they are eithersatisfied with their results and no longer have the drive to write more. Or,they desire to make more music but the fire (their “why”) is gone, and thus,they can’t create the same depth and quality they once did.

They become perfectionist and paralyzed.They fear their best work is behind them. Elizabeth Gilbert describes herparalysis in her beautiful TED talk. After the mega-success of Eat, Pray, Love,Gilbert couldn’t get herself to write. She knew she wouldn’t be able toreplicate the results of Eat, Pray, Love. This paralysis is where many, manypeople get stuck.

However, Gilbert is different from most,because, as she explains in her TED talk, she continued forward in spite of hersuccess. In order to do so, she forced herself to fail a few times — just to “getit out of her system.” Once she did this, her emotional blocks were gone andshe was able to continue her creative career.

The foundation of the second shift istranscending your own independence, wherein your thinking stretches far beyondyourself. Thus, the second shift begins with 10x thinking and subsequentlyrequires you build a team/network that brings your ideas into physical form.

In this article, I explain the process ofexperiencing the first and second shift.

Let’s begin:

Shift 1: The Power of Choice

The following are the core components ofyour mental model after you’ve experienced the first shift:

You are responsible

“If it is to be, it is up to me.” — WilliamH. Johnsen, famed African-American painter

In order to make the first shift, you mustgo from an external locus of control to an internal locus of control. This isthe scientific way of saying: you stop playing the victim to externalcircumstances and take responsibility for your life.

You are responsible for how you respond tolife. No longer do you impulsively react. No longer do you blame others for anylack on your part.

You are 100% responsible for your marriage,for example. None of this 50/50 business. It’s all on you. If it fails, it wasyour fault. You made choices and now there are consequences. Of course othersmay be involved, but you can’t blame them for your choices.

In the book, Extreme Ownership: How U.S.Navy SEALs Lead and Win, authors Jocko Willink and Leif Babin explain thislevel of responsibility as fundamental to true leadership. Hence, there are nobad teams, only bad leaders.

Any negative outcomes of a team operation fallsquare on the leader. Any positive outcomes, conversely, are awarded primarilyto the team.

Self-leadership, similarly, involves thesame level of responsibility. If something doesn’t work out, who (or what) doyou blame? If anything but yourself, you’ll remain hostage to things outsideyour control.

Every choice has a cost and consequence

“Free-will” doesn’t exist.

You aren’t “free” to act however you want,unless you’re willing to accept the consequences of those actions. As StephenR. Covey explains, “We control our actions, but the consequences that flow fromthose actions are controlled by principles.”

The only way to avoid negative consequences,then, is to understand the principles governing natural consequences. Hence,highly successful people are continually learning and striving to betterunderstand the world around them.

You can’t be free to act if you don’tunderstand the consequences of your behavior. Ignorance is not bliss, butbondage to negative consequences without understanding the source and reasonfor those consequences. Combine this ignorance with a victim mentality and youhave a destructive cocktail.

Yet, once you realize that everychoice — even small ones — will yield an outcome, you can then decide whichoutcomes you want. No choice is free. Every choice is tied to an outcome. Thus,every choice has meaning.

The final consequence (and cost) of everychoice is TIME! You can’t get your time back. Of course, you can coursecorrect. You can learn from past mistakes. You can solve problems. But there isalways a cost. Once you realize that, you’re far more sensitive about spendingtime on non-essential activities.

Success (and happiness) is a choice

Success, health, and happiness are allconsequences. They are by-products.

They are effects, not causes.

You can’t control the effects; principlescontrol these. However, you can control the causes of these things, which areyour behaviors. Negative environmental factors? Change them.

A recent meta-analysis shows that mostpeople misunderstand confidence. Confidence doesn’t lead to high performance.Rather, confidence is a bi-product of previous performance.

For example, if you start your day well,you’re likely to have confidence throughout the rest of your day. If you startpoorly, that prior performance will sap your confidence, even subconsciously.

Get this clear: confidence is a directreflection of past performance. Hence, yesterday is more important than today.Luckily, today is tomorrow’s yesterday. So, even if your confidence today isn’toptimal, your confidence tomorrow is still within your control.

Once you’ve made the first mental shift,you know that your emotional state is your own responsibility and the productof your choices. If you want to be confident, that’s up to you. If you want tobe happy, that’s up to you. If you want to be successful, that’s up to you.

Momentum is essential

“When you experience positive momentum,you’ll never want it to stop.” — Dan Sullivan, founder of Strategic Coach

Finally, people who have experienced thisfirst mental shift really care about momentum. They’ve worked hard to developtheir momentum and know what it feels like to not have momentum.

Being without momentum is rough. It’s howmost people live their lives. And without momentum, results are minimal, evenwith lots of effort.

Consistency is key to developing momentum.You get it by putting intentional effort toward a singular goal or vision, andeventually the compound effect takes over. It’s as though several outsidesources are working for your good. Because, they are.

Keeping momentum once you have it, then,becomes very important. Hence, you must maintain a thirst for continuallearning and growth.

Most people get stuck at the first shift

If you take complete responsibility foryour life and choices, you will develop a love for learning. You’ll come tounderstand and live principles which will organically facilitate success inyour life.

However, there’s a far higher level beyondthis first shift, and most people never get there.

In the book, Tribal Leadership, authorsDave Logan, John King, and Halee Fischer-Wright explain the different culturesof organizations.

Most organizations operate in a “Stage 3”culture, where everyone is “out for themselves.” Thus, the goal of Stage 3cultures is competition rather than collaboration. Yet, this competitionactually occurs with the other people within the same organization. Everyone istrying to “get up the ladder.” Hence, there is sucking up, backstabbing,secrecy, and other nonsense.

People within these cultures don’t careabout the organization as a whole. They only care about what the organizationcan do for them. They also only engage in relationships so far as thoserelationships benefit them. It’s all about them. And for this reason, theysuffer. They can’t think beyond their own needs and wishes. Thus, their visionfor themselves and the world is actually quite small and limited.

The primary stumbling blocks for successfulpeople who have made the first shift are as follows:

It’s all about “them”

Their vision doesn’t extend beyond theirown needs and goals

They become satisfied with and distractedby their success

They stop doing the very things thatcreated their success (i.e., they stop learning and working)

They forget their “why”

They become perfectionist, and lose theirdrive to fail and learn

They over-attach themselves to theirsuccess and perceived identity

They go from offense to defense — ratherthan seeking more they focus their energy on maintaining what they’ve acquired

They become obsessed with constantaffirmation from themselves and others, and stop seeking genuine feedback

They don’t learn how to work well withothers

They think their way is the “right” way

They can’t trust other people enough todelegate or collaborate

If you are seeking a life of individualhappiness and prosperity, you need read no further.

However, if you want a much higher degreeof growth, relationships, and contribution, here’s how the second shift works:

如果你有条件，就去点阅读原文原网页读吧，阅读体验可能会好一点。