Give you a company, see how you manage

Chapter 25 What exactly is a person's "motivation to do things"?
"Important" means "emotional", and "correct" means "rational".In general, people only do the "important" things, not the "right" things.In the previous article, we preliminarily discussed the interrelationship between the principles of "best" and "second best" in "Success Science".Here we try to discuss how to combine the "second best" principle with "practical operation".We already know that there are important differences between "elites" and "ordinary people."These differences ultimately determine their success versus our mediocrity.Among these differences, there are two most essential differences - one is "active" and the other is "persistence".That is to say, the "elites" often do things because they "want to do it", so they have "initiative", and therefore, they can "persist".

On the contrary, the reason why most of us can't do this is that in the final analysis, our "don't want to do it", or at least the desire to "want to do it" is not strong enough.In fact, if you think about it, no matter how mediocre you are, as long as you are a human being, you will have things you "want to do", such as playing online games, watching football games, etc. Everyone will always have their own hobbies , or even a hobby that fascinates me and is hard to extricate myself from.And among these hobbies, some will accompany me for a lifetime, that is, I can "persist" very well.The only difference is that the "elites" regard "learning", "thinking" and "working", which are indispensable elements in the workplace life, as this kind of "hobby".

And they are obsessed with these hobbies, it is difficult for such a person to fail (any kind of "addiction" will bring success in some aspect, imagine a video game fan's super confidence in his superb skills can understand this).Therefore, we often hear some old people complaining about their children, "This child is actually very talented, but he is useless in the right way."Everyone understands that the main energy and enthusiasm should be put on the right path.But why are there so few people who can actually do this?There is a very interesting psychological phenomenon here.That is, under what circumstances can people "do things" seriously, proactively, or with enthusiasm?One says "because it's the right thing" and the other says "because it's important".Which do you choose?You might automatically say "both are important".In fact, let me tell you that "correct" is far less important than "important".This sounds like a mouthful, but if I explain it in detail, you will understand.All of us instinctively choose to do the "important" thing over the "right" thing.It's just that many of the "important" things we do "coincidentally" are also the "correct" things.

To be more specific, "importance" is actually an "emotional" factor in many cases, a manifestation of the parties' instinctive and spontaneous desire to do things; while "correctness" is often a "rational" concept, which is the party's perception of things. "Rational cognition".Regrettably, this kind of "rational cognition" often fails to stimulate the desire and enthusiasm of the parties concerned.Of course, when these two factors coincide, they will bring the most perfect results, but in real life, the chance of them being "independent of each other" is often greater than the chance of "perfect coincidence".This is the crux of the matter.When we understand this point, we will understand that when we tell someone the "importance" of something "hardly", although we often succeed in making him recognize the "correctness" of the thing, But it is often not able to make him recognize its "importance".

Therefore, even if he can understand its "correctness", he will not do it with the enthusiasm and energy you expect.To give an exaggerated example, everyone knows that learning a foreign language is good for the future, and running 1000 meters every morning is good for the body, but few people can really do it.Because for these things, people only recognize their "correctness", but they don't feel their "importance".On the contrary, if you say to a girl who is about to graduate from high school, "Andy Lau will wait for you at a certain place at three o'clock in the afternoon one day, and sign for you", then, even if she will face an extremely important exam at that time, there are eight out of ten Nine would go out of their way to "skip class" for appointments—she would absolutely agree that it was "not right" to do so, but it was "important" to her.It's that simple.Speaking of this, I am afraid everyone will understand that people's desire to do things often has nothing to do with "rationality", or at least the correlation is very low; people's desire to do things is often only dominated by "sensibility".

Therefore, if we only think about educating people in terms of "rationality" and letting them understand the "correctness" of things, in fact, it often does not help or has little effect on stimulating their enthusiasm for "doing things".Therefore, an important means to achieve the "second best" principle is - since it is so difficult for people to be "active" (that is, to stimulate people's "perceptual perception" of the "importance" of things), it is better to simply give up ( Or at least greatly weakened) this kind of unnecessary effort, and put most of the energy into another important element-"persistence".Because people without "initiative" cannot achieve "persistence", "forced persistence" has become the only path.As a manager, only through the method of "forced" persistence can you let your employees go on the road of "forced" success.At this time, because the "second-best" principle greatly lowers the threshold of "persistence", you may let as many employees as possible cross this hurdle, reduce the "pain index" of "forced" persistence, and increase the number of employees. Probability of "forced" success.

(End of this chapter)