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富有且默默无闻

Morgan Housel03-18专属内容

I think there’s an “ideal” net worth for everyone, when money not only stops bringing pleasure but becomes a social liability. And that number is probably lower than most people think.

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最好结果也是统计上的异常值

Shane Parrish03-17专属内容

There’s nothing wrong with hoping for the best. But the best-case scenario is rarely the one that comes to pass. Being realistic about what is likely to happen positions you for a range of possible outcomes and gives you peace of mind.

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作为一名菜鸟

Paul Graham03-15专属内容

It's not pleasant to feel like a noob. And the word 'noob' is certainly not a compliment. And yet today I realized something encouraging about being a noob: the more of a noob you are locally, the less of a noob you are globally.

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想要更多能量和更大的结果？停止问“如何”，开始问“谁”

Benjamin Hardy03-14专属内容

When most people have goals, they immediately begin thinking about HOW. Billionaires immediately begin thinking about WHO. WHO do you want to learn from? WHO is already doing what you want to be doing? WHO is where you want to be? WHO fascinates and/or inspires you? WHO do you want to collaborate with?WHO do you want to help? According to bestselling author Jeff Goins, “Success isn’t about who you know. Success is about who you help.”

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不要害怕授权，授权是自由

Newsweek03-13专属内容

One of the things that I find working with my clients is that we often talk about the importance of delegation. Often, my clients share they are afraid to delegate. There are many reasons why we fear delegation; fortunately, there are specific techniques leaders can use to address this fear.

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为什么在工作中假装自信可能会伤害到你

Benjamin Laker03-12专属内容

Confidence is one of the most valued traits in the workplace. Employees who project self-assurance are more likely to be promoted, trusted with leadership roles, and seen as capable, even when their skills are no better than their peers. This has fueled the rise of “fake it till you make it” advice. The idea is simple: Act confident, even if you aren’t, and eventually, you’ll become confident for real.

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投资：地球上最精彩的表演

Morgan Housel03-11专属内容

Let me share two quick stories that have nothing to do with investing. I want to convince you of something important and overlooked: Investing is a broader field than it looks, and there is so much to learn about it outside of the narrow lens of finance.

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效率是敌人

Shane Parrish03-10专属内容

If you ever find yourself stressed, overwhelmed, sinking into stasis despite wanting to change, or frustrated when you can’t respond to new opportunities, you need more slack in your life.

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如果没人看见你，就没人提拔你——被看见，被重视

Benjamin Laker03-09专属内容

At the end of the day, the employees who get ahead aren’t always the most skilled—they’re the ones who ensure their contributions are seen, heard, and tied to results. That may not seem fair, but it’s reality. Success isn’t about being the loudest; it’s about being consistently visible in a way that adds value.

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如何成就卓越

Paul Graham03-07专属内容

If you collected lists of techniques for doing great work in a lot of different fields, what would the intersection look like? I decided to find out by making it. Partly my goal was to create a guide that could be used by someone working in any field. But I was also curious about the shape of the intersection. And one thing this exercise shows is that it does have a definite shape; it's not just a point labelled "work hard."

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摆脱“我明天再开始”陷阱的 5 个步骤

Benjamin Hardy03-05专属内容

You’ve probably heard something similar to the following phrase: It’s better to spend 5 minutes per day learning a new language than 5 hours once per month. It’s better to do anything daily than sporadically. If you do something daily, your chances of mastering it are very high.

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审视自我：提升领导力的 20 个反思领域

Newsweek03-04专属内容

An organization's success is closely tied to the leadership skills of its executives, managers and department heads. It is crucial for leaders to self-reflect on the effectiveness of their leadership style, as this practice fosters empathy and continuous learning.

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有效沟通的秘诀：将“What”与“Why”结合

Jay Sullivan03-03专属内容

As leaders, when we share an initiative with our teams, we’re usually very good at communicating what we want done. We’re always good at telling people when it needs to be done. (Usually, yesterday.) What we often forget to share is the why of the initiative.

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聪明人的愚蠢一面

Morgan Housel03-01专属内容

How could someone possibly be too intelligent? How do you get to a point where you realize you could have been more successful if you had been a little dumber?

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描述如何引导理解

Shane Parrish02-28专属内容

Describing something with accuracy forces you to learn more about it. In this way, description can be a tool for learning.

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如何独立思考

Paul Graham02-27专属内容

There are some kinds of work that you can't do well without thinking differently from your peers. To be a successful scientist, for example, it's not enough just to be correct. Your ideas have to be both correct and novel. You can't publish papers saying things other people already know. You need to say things no one else has realized yet.

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如何在工作中更快晋升——领导者最关注的一项技能

Diane Hamilton02-26专属内容

Most people assume promotions are about experience and performance. But if that were the case, the hardest-working employees would always rise first—and we know that’s not how it works. Leaders don’t just promote the most capable person. They promote the person who shows they’re ready for the next level.

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如何处理不舒服的情绪并重塑身份

Benjamin Hardy02-25专属内容

Jack Canfield once said, “Everything you want is on the other side of fear.”And he’s right. But I’m going to take it one step further. Pain, discomfort, shock, boredom, impostor syndrome, awkwardness, fear, being wrong, failing, ignorance, looking stupid: your avoidance of these feelings is stopping you from a life beyond your wildest imagination.

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如何在职场中提出问题而不被贴上“难相处”的标签

Benjamin Laker02-24专属内容

Most employees know when something at work isn’t right. A flawed process, an unrealistic deadline, a leader making decisions without input—these issues happen in every workplace. But speaking up about them is tricky. Raise concerns the wrong way, and you risk being seen as negative, disruptive, or even difficult. Stay silent, and the problem persists while you get stuck dealing with the fallout.

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低期望

Morgan Housel02-23专属内容

Elon Musk said he had lunch with Charlie Munger in 2009. Munger allegedly told the whole table all the ways Tesla would fail. It “made me quite sad,” Musk tweeted last week. “But I told him I agreed with all those reasons & that we would probably die, but it was worth trying anyway.”

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