From: the 7 habits of highly effective people
作者：Stephen R Covey
翻譯：一切都還不晚
聲明：譯文僅供個(gè)人學(xué)習(xí)，不用于任何形式商業(yè)目的福侈，轉(zhuǎn)載請(qǐng)注明原作者酒来、文章來(lái)源、翻譯作者肪凛，版權(quán)歸原文作者所有役首。
As Horace Mann, the great educator, once said,Habits are like a cable. We weave a strand of it every day and soon it cannot be broken."I personally do not agree with the last part of his? expression. I know they can be broken. Habits can be learnedand unlearned. But I also know it isn't a quick fix. It involves a process and a tremendous commitment.
翻譯：就如偉大的教育家Horace Mann曾經(jīng)說(shuō)過(guò)的那樣：“習(xí)慣就像是一條繩子，我們每天往上編織一股的話显拜，就會(huì)變得難以斷裂衡奥。”但就我個(gè)人來(lái)說(shuō)远荠，我不同意他這后半部分的描述矮固，我知道習(xí)慣是能夠被打破的，習(xí)慣是能被記住和忘卻的譬淳，但是我也很確定的是這種修復(fù)并不能一蹴而就档址，這需要很長(zhǎng)的過(guò)程和巨大的努力。
個(gè)人感悟：柯維的這個(gè)觀點(diǎn)和《習(xí)慣的力量》這本書(shū)里提到的習(xí)慣不能被消滅邻梆，只能被改變類(lèi)似 守伸，我們的習(xí)慣里包含了如下4個(gè)科學(xué)知識(shí)：
1、暗示-獎(jiǎng)賞-慣常行為這三部分浦妄；
2尼摹、且科學(xué)家發(fā)現(xiàn)習(xí)慣的養(yǎng)成就是人的大腦當(dāng)中的一條神經(jīng)回路在不斷增強(qiáng)的過(guò)程；
3剂娄、當(dāng)我們不斷的做某個(gè)相同的行為時(shí)蠢涝，在傳導(dǎo)這一行為信息的神經(jīng)鏈就會(huì)越來(lái)越快，線條越來(lái)越粗阅懦，你的神經(jīng)鏈就在不斷增長(zhǎng)和二；
4、在此過(guò)程中耳胎，暗示惯吕、采取行動(dòng)惕它、進(jìn)行獎(jiǎng)勵(lì)能幫助刺激我們大腦中的神經(jīng)鏈，從而產(chǎn)生這個(gè)固定的行為废登；
Those of us who watched the lunar voyage of? Apollo 11 were transfixed as we saw the first men walk on the moon and return to earth. Superlatives such as fantastic and incredible? were inadequate to describe those eventful? days.But to get there, those astronauts literally had to break out of the tremendous gravity pull of the earth. More energy was spent in the first? few minutes of lift off,in the first few miles of? travel, than was usedover the next several days to travel half a millionmiles.
Habits, too, have tremendous gravity pullmore than most people realize or would admit. Breaking deeply imbedded habitual tendencies such as procrastination, impatience, criticalness, or selfishness that violate basic principles of human effectiveness involves more than a little willpower and a few minor changes in our lives."Lift off" takes a tremendous effort, but once we break out of the gravity pull, our freedom takes on a whole new dimension.
翻譯：當(dāng)阿波羅11號(hào)登陸月球時(shí)怠缸，我們目睹第一個(gè)人在月球上行走并返回地球，這一幕讓我們?yōu)橹@嘆不已钳宪。我們驚嘆于這個(gè)極具標(biāo)志性的一天揭北。但是，你可曾想過(guò)吏颖，這些宇航員為了到達(dá)月球不得不突破來(lái)自地球的巨大引力搔体，在飛船起飛的最初幾分鐘里、最初的幾英里的路途中它消耗的能量遠(yuǎn)遠(yuǎn)超過(guò)接下來(lái)幾天里飛過(guò)的幾百萬(wàn)英里路程半醉。
同樣疚俱，對(duì)于我們的習(xí)慣而言也存在這樣的巨大阻力，只是很多人沒(méi)有注意到或者不承認(rèn)這一點(diǎn)而已缩多。因此要想打破已經(jīng)根深蒂固于我們習(xí)性里的諸如：“拖延癥”呆奕、“缺乏耐心”、“吹毛求疵”亦或是“自私自利”這些有背于讓人們變得高效能的原則衬吆，那么一點(diǎn)點(diǎn)的自控力或者小改變是遠(yuǎn)遠(yuǎn)不夠的梁钾。“起飛”需要付出巨大的努力逊抡，但是一旦我們突破了巨大的阻力姆泻，我們就會(huì)獲得更大的自由，迎來(lái)更為巨大的廣闊天地冒嫡。
個(gè)人感悟：培養(yǎng)一個(gè)好習(xí)慣不容易拇勃，而一個(gè)壞習(xí)慣可能會(huì)很容易將你摧毀，要想獲得更為自由廣闊的天空孝凌，我們就要想法戰(zhàn)勝拖延方咆，培養(yǎng)耐心延遲滿足，這需要巨大的自控力蟀架。
"Habits Dfined" For our purposes, we will define a habit as the intersection of knowledge, skill, and desire.
Knowledge is the theoretical paradigm, the what to do and the why. Skill is the how to do. And desire is the motivation, the want to do. In order to make something a habit in our lives, we have to have all three.
On the maturity continuum, dependence is the paradigm of you—you take care of me; you come through for me; you didn't come through; I blame you for the results.
Independence is the paradigm of I—I can do it; I am responsible; I am self-reliant; I can choose.Interdependence is the paradigm of we—we can do it; we can cooperate; we can combine our talents and abilities and create something greater together.
Dependent people need others to get what they want.Independent people can get what they want through their own effort. Interdependent people combine their own efforts with the efforts of others to achieve their greatest success.
翻譯：為了方便討論瓣赂，本書(shū)將習(xí)慣定義為知識(shí)，技巧辜窑，以及意愿這三者相互交織的結(jié)果钩述。知識(shí)是理論范疇，引導(dǎo)做什么及為什么做穆碎；技巧是如何去做；意愿就是驅(qū)動(dòng)力讓你想去做职恳；為了在我們的日常生活中形成良好的習(xí)慣所禀，必須是三者都有方面，缺一不可。
在成熟模式圖里色徘，依賴(lài)屬于你的范疇恭金，核心是別人，要求別人照顧你褂策，依賴(lài)別人為你的所有負(fù)責(zé)横腿，假如別人沒(méi)有做到，你就就會(huì)責(zé)備他斤寂；獨(dú)立就是我的范疇耿焊，以我為核心-我能做，我為自己負(fù)責(zé)遍搞，我依靠我自己罗侯，我有選擇權(quán)；相互依賴(lài)就是我們的范疇溪猿，核心是我們钩杰，我們可以做到，我們可以將我們的天賦及能力組合到一起從而創(chuàng)造更大的成績(jī)诊县；依賴(lài)別人的人總希望別人能給他們想要的讲弄，獨(dú)立的人能夠依靠自己的力量得到自己想要的，而相互需要的人能夠依靠他們的共同努力去獲得更大的成功依痊；
個(gè)人感悟：是的垂睬，首先我們要學(xué)會(huì)獨(dú)立，不依靠別人抗悍。就好比個(gè)人不是出生在非富即貴的家庭里驹饺，父母把你養(yǎng)大就很不容易，不能給你更多你想要的東西缴渊，但是我們應(yīng)該懷著感恩的心去面對(duì)赏壹，然后依靠自己的努力去創(chuàng)造屬于自己的生活。
But as the story shows, true effectiveness is a function of two things: what is produced (the golden eggs) and the producing asset or capacity to produce (the goose）
If you adopt a pattern of life that focuses on golden eggs and neglects the goose, you will soon be without the asset that produces golden eggs. On the other hand, if you only take care of the goose with no aim toward the golden eggs, you soon won't have the wherewithal to feed yourself or the goose.
Effectiveness lies in the balance—what I call the P/PC Balance. P stands for production of desired results, the golden eggs. PC stands for production capability, the ability or asset that produces the golden eggs.
翻譯：隨著故事的繼續(xù)衔沼，真正的高效能應(yīng)該是如下兩個(gè)變量在起作用：產(chǎn)出什么以及生產(chǎn)資源或者是生產(chǎn)能力蝌借；
如果你拋棄一方轉(zhuǎn)而只重視產(chǎn)出而忽略產(chǎn)出資源或者能力，那么你將很快失去產(chǎn)出資源都保不住指蚁，同樣菩佑，假如你只是關(guān)注產(chǎn)出資源而忽視產(chǎn)出，那么你將連自己都養(yǎng)不活凝化。
高效能始終保持一種平衡稍坯，我稱(chēng)之為：P/PC平衡。P代表想要的結(jié)果，PC代表產(chǎn)出能力或者是產(chǎn)出資源瞧哟；
個(gè)人感悟：我們要學(xué)會(huì)做到產(chǎn)出和產(chǎn)出能力之間的平衡混巧，比如：我們要學(xué)會(huì)保護(hù)好自己的身體，經(jīng)常鍛煉身體勤揩，讓身體處于一個(gè)良好的狀態(tài)咧党，這樣我們才有了成功的最為必備的資源，身體不好了一切都是白搭陨亡，所以才有了身體是革命的本錢(qián)這種說(shuō)法傍衡。
Our most important financial asset is our own capacity to earn. If we don't continually invest in improving our own PC, we severely limit our options. We're locked into our present situation, running scared of our corporation or our boss's opinion of us,economically dependent and defensive. Again, it simply isn't effective.
翻譯：我們最重要的金融資本是我們賺錢(qián)的能力。如果我們不能持續(xù)的投資以增進(jìn)產(chǎn)出能力负蠕，我們的選擇將會(huì)受限蛙埂，我們將被困在當(dāng)前的環(huán)境而固步不前，擔(dān)心老板對(duì)我們印象不好虐急，經(jīng)濟(jì)上受制于人箱残，且擔(dān)心位置不保。同樣止吁，這也談不上效能被辑。
個(gè)人感悟：你只有不斷的給自己投資，那么才能適應(yīng)這個(gè)變化的時(shí)代敬惦，你的成長(zhǎng)是你的唯一資本盼理，無(wú)論平臺(tái)再大也不能迷失自己，學(xué)會(huì)提升自己的能力才能有更好的選擇俄删，更為廣闊的天空宏怔。
There are organizations that talk a lot about the customer and then completely neglect the people that deal with the customer—the employees. The PC principle is to always treat your employees exactly as you want them to treat your best customers.
翻譯：有些公司常常會(huì)探討如何發(fā)展客戶，卻忽略了和客戶直接打交道的員工畴椰。PC平衡原則就要求公司以對(duì)待客戶的方式對(duì)待自己的員工臊诊。
個(gè)人感悟：組織和組織成員之間的關(guān)系，我們既要持續(xù)以客戶為中心來(lái)謀求發(fā)展斜脂，同時(shí)也得注意不能忽視和客戶有千絲萬(wàn)縷聯(lián)系的員工抓艳，我想這也是我所在公司能在30年時(shí)間里從零起步發(fā)展到世界第一的最好詮釋。
You can buy a person's hand, but you can't buy his heart. His heart is where his enthusiasm, his loyalty is. You can buy his back, but you can't buy his brain.That's where his creativity is, his ingenuity, his resourcefulness.
PC work is treating employees as volunteers just as you treat customers as volunteers,because that's what they are. They volunteer the best part—their hearts and minds.
翻譯：你能夠用工資購(gòu)買(mǎi)員工的勞動(dòng)力帚戳，但是你不能買(mǎi)到員工的心玷或。員工的心才是他們的熱忱及忠誠(chéng)的根源；你能買(mǎi)到員工的背膀片任，但是你能買(mǎi)到員工的頭腦偏友，員工的頭腦才是他的創(chuàng)造力、天賦及智慧的根源对供。
PC 法則就要求像對(duì)待客戶一樣的去對(duì)待員工位他，因?yàn)閱T工才是企業(yè)的生命，員工在奉獻(xiàn)他們最為優(yōu)秀的東西-忠心和頭腦。
個(gè)人感悟：?jiǎn)T工是企業(yè)的根本棱诱，要想取得事業(yè)的成功泼橘，一方面我們要招攬人才并想辦法留住人才涝动，我們常常大談以客戶為中心迈勋，但是我們也不能忘記對(duì)員工的關(guān)懷，這也是我所在公司非炒姿冢看重的地方靡菇，也是企業(yè)不斷發(fā)展的秘訣。
史蒂芬 科維的這本《高效能人士的7個(gè)習(xí)慣》確實(shí)值得去好好閱讀米愿，并將書(shū)中提到的各種理念運(yùn)用到實(shí)際工作與生活中厦凤，我們首先要追求的不是獲得成功而是塑造性格，我們的效能來(lái)自實(shí)際生活中的方方面面育苟，不斷轉(zhuǎn)換自己的思維较鼓，突破自己思維的局限，你才有可能變得更加高效能违柏。
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