（新）10 倍比 2 倍容易 _ 世界级企业家如何 -- Dan Sullivan、Dr

“As a 25-year student of Dan Sullivan’s, I have experienced firsthand how his teachings have 10x’d every aspect of my life. Dr. Benjamin Hardy has brilliantly captured and taught Dan’s 10x concept in this masterpiece. Every entrepreneur must read this book!”
“作为丹·沙利文（Dan Sullivan）的 25 年学生，我亲身体验了他的教诲如何使我生活的方方面面都增加了 10 倍。本杰明·哈迪博士在这部杰作中出色地捕捉并教授了丹的 10 倍概念。每个创业者都必须读这本书！

— Gino Wickman, author of Traction and The EOS Life
— Gino Wickman，《牵引力》和《EOS Life》一书的作者

“This book is not just a call to action, it’s also a road map. Dan Sullivan’s thinking is essential for your success.”
“这本书不仅仅是一个行动号召，它也是一个路线图。丹·沙利文的思想对你的成功至关重要。

— Chris Voss, CEO and founder of The Black Swan Group, author of Never Split the Difference
— Chris Voss，黑天鹅集团首席执行官兼创始人，《永不分差》一书的作者

“Dan is the master of 10x thinking. During this upcoming period of disruptive exponential growth, the lessons of this book are not only critical for survival, they are the road map for you to thrive.”
“丹是 10 倍思维的大师。在即将到来的颠覆性指数增长时期，这本书的教训不仅对生存至关重要，而且是你茁壮成长的路线图。

— Peter H. Diamandis, MD; founder of XPRIZE and Abundance360; New York Times best-selling author of Abundance, Bold, and The Future Is Faster Than You Think
— Peter H. Diamandis，医学博士;XPRIZE 和 Abundance360 的创始人; 《纽约时报》畅销书《丰盛、大胆和未来比你想象的要快》的作者

ALSO BY DAN SULLIVAN AND DR. BENJAMIN HARDY
同样作者：DAN SULLIVAN 和 BENJAMIN HARDY 博士

Books
书

The Gap and The Gain: The High Achievers’ Guide to Happiness, Confidence, and Success*
差距与收获：高成就者幸福、自信和成功指南*

Who Not How: The Formula to Achieve Bigger Goals through Accelerating Teamwork*
谁不如何：通过加速团队合作实现更大目标的公式*

Also by Dr. Benjamin Hardy
本杰明·哈迪博士也写

Be Your Future Self Now: The Science of Intentional Transformation*
现在做未来的自己：有意转型的科学*

Personality Isn’t Permanent: Break Free from Self-Limiting Beliefs and Rewrite Your Story
个性不是永久的：摆脱自我限制的信念，改写你的故事

Willpower Doesn’t Work: Discover the Hidden Keys to Success
意志力不起作用：发现隐藏的成功关键

*Available from Hay House
*可从 Hay House 购买

Please visit:
请访问：

Hay House USA: www.hayhouse.com®
美国干草屋：www.hayhouse.com®
Hay House Australia: www.hayhouse.com.au
澳大利亚干草屋：www.hayhouse.com.au
Hay House UK: www.hayhouse.co.uk
英国干草屋：www.hayhouse.co.uk
Hay House India: www.hayhouse.co.in
印度干草屋：www.hayhouse.co.in

◆ ◆ ◆

Published in the United States by: Hay House, Inc.: www.hayhouse.com® • Published in Australia by: Hay House Australia Pty. Ltd.: www.hayhouse.com.au • Published in the United Kingdom by: Hay House UK, Ltd.: www.hayhouse.co.uk • Published in India by: Hay House Publishers India: www.hayhouse.co.in
美国出版商：Hay House， Inc.：www.hayhouse.com® • 澳大利亚出版商：Hay House Australia Pty. Ltd.：www.hayhouse.com.au • 英国出版商：Hay House UK， Ltd.：www.hayhouse.co.uk • 印度出版商：Hay House Publishers 印度：www.hayhouse.co.in

Project editor: Melody Guy
项目编辑：Melody Guy

Indexer: Joan Shapiro
索引器：琼·夏皮罗

Cover design: Brad Foltz
封面设计：布拉德·福尔茨

Interior design: Julie Davison
室内设计：Julie Davison

Illustrations: Property of The Strategic Coach Inc.
插图：The Strategic Coach Inc. 的财产

Strategic Coach®, The Strategic Coach® Program, The Strategic Coach® Inc., The Gap and The Gain™, The Entrepreneurial Time System®, Self-Managing Company®, The 4 C’s Formula®, Unique Ability®, The 4 Freedoms™, Free Zone™, Free Zone Frontier®, The Largest Cheque®, Always Be The Buyer™, 10x Is Easier than 2x™, and Free Days, Focus Days, Buffer Days are trademarks of The Strategic Coach Inc., The Strategic Coach USA, Inc., and The Strategic Coach UK, Limited. All rights reserved.
战略教练 ®、战略教练 ® 计划、战略教练®公司、差距和收益™、创业时间系统 ®、自我管理公司 ®、4 C 公式 ®、独特能力 ®、4™ 自由、自由区™、自由区®前沿、最大的支票®、永远是买家™、10 倍比 2 倍™更容易，以及免费日、焦点日、缓冲日是战略的商标 Coach Inc.、The Strategic Coach USA， Inc. 和 The Strategic Coach UK， Limited。版权所有。

All rights reserved. No part of this book may be reproduced by any mechanical, photographic, or electronic process, or in the form of a phonographic recording; nor may it be stored in a retrieval system, transmitted, or otherwise copied for public or private use—other than for “fair use” as brief quotations embodied in articles and reviews—without prior written permission of the publisher.
版权所有。本书的任何部分均不得通过任何机械、摄影或电子过程或以录音的形式复制;未经出版商事先书面许可，也不得将其存储在检索系统中、传输或以其他方式复制用于公共或私人用途——除非用于文章和评论中体现的简短引用的“合理使用”。

The author of this book does not dispense business advice, only offers information of a general nature to help you in your quest for business success. This book is not designed to be a definitive guide or to take the place of advice from a qualified professional, and there is no guarantee that the methods suggested in this book will be successful, owing to the risk that is involved in business of almost any kind. Thus, neither the publisher nor the author assume liability for any losses that may be sustained by the use of the methods described in this book, and any such liability is hereby expressly disclaimed. In the event you use any of the information in this book for yourself, the author and the publisher assume no responsibility for your actions.
本书的作者不提供商业建议，仅提供一般性信息来帮助您寻求商业成功。本书并非旨在成为权威指南或取代合格专业人士的建议，并且由于几乎任何类型的业务都涉及风险，因此不能保证本书中建议的方法会成功。因此，出版商和作者均不对因使用本书中描述的方法而可能遭受的任何损失承担责任，特此明确否认任何此类责任。如果您将本书中的任何信息用于自己，作者和出版商对您的行为不承担任何责任。

Cataloging-in-Publication Data is on file at the Library of Congress
出版编目数据存档于美国国会图书馆

Hardcover ISBN: 978-1-4019-6995-0
精装 ISBN：978-1-4019-6995-0

E-book ISBN: 978-1-4019-6996-7
电子书 ISBN：978-1-4019-6996-7

Audiobook ISBN: 978-1-4019-7039-0
有声读物 ISBN：978-1-4019-7039-0

For Babs—
对于巴布斯来说——
who makes
谁制造
10x possible.
10 倍可能。

“When you shoot for 10 percent better, you’re in a smartness contest—you’re putting all of your people in a smartness contest with everyone else in the world. They’re not going to win. It doesn’t matter how much money you give them. . . If you shoot for ten times bigger instead of 10 percent bigger, it’s almost never a hundred times harder, and the payoff is a hundred times, so you already know that you’ve got a better return on your investment. But sometimes it’s literally easier, and the reason is because that perspective shift is actually cheap relative to being smarter than everyone around you.”
“当你争取提高 10% 时，你就在参加一场聪明竞赛——你让你所有的员工与世界上其他人一起参加一场聪明竞赛。他们不会赢。你给他们多少钱并不重要......如果你射门大十倍而不是大百分之十，它几乎永远不会难一百倍，回报是一百倍，所以你已经知道你的投资回报率更高。但有时这实际上更容易，原因是因为相对于比你周围的每个人更聪明，这种观点的转变实际上是廉价的。

— DR. ASTRO TELLER,
— ASTRO TELLER 博士，
CAPTAIN OF MOONSHOTS AND CEO OF X1
MOONSHOTS 的 CAPTAIN 和 X1 的首席执行官

CONTENTS
内容

Introduction: 10x Is the Opposite of What You’ve Been Told
简介：10 倍与你被告知的相反

PART 1: 10x PRINCIPLES
第 1 部分：10 个原则

Chapter 1: The Surprising Simplicity of 10x Growth—
第 1 章：10 倍增长的惊人简单性—
Why the 2x Mindset Is the Enemy of Results
为什么 2x 心态是结果的敌人

Chapter 2: 10x the Quality of Everything You Do—
第 2 章：你所做的一切质量提高 10 倍——
Shed Your 2x Identity and Relentlessly Raise Your Standards
摆脱你的 2x 身份，坚持不懈地提高你的标准

Chapter 3: 10x Embraces Abundance and Rejects Scarcity—
第 3 章：10x 拥抱丰富并拒绝稀缺—
Get Exactly What You Want, Experience Radical Freedom, and Realize Your Unique Ability
得到你想要的，体验彻底的自由，实现你的独特能力

PART 2: 10x APPLICATIONS
第 2 部分：10 倍应用

Chapter 4: Uncover Your 10x Past to Clarify Your 10x Future—
第 4 章：揭开你的 10 倍过去，澄清你的 10 倍未来——
You’ve Done It Before and You’ll Do It Again
你以前做过，你会再做一次

Chapter 5: Take 150+ “Free Days” Per Year—
第 5 章：每年获得 150+ 天“免费天数”—
Escape Factory Time and Open Your Schedule for “Kairos” Flow, Fun, and Transformation
逃离工厂时间，打开你的日程安排，享受“Kairos”的流程、乐趣和转变

Chapter 6: Build a Self-Managing Company—
第六章：建立自营公司——
Evolve from Micromanager to Transformational Leader
从微观管理者发展成为变革领导者

Conclusion: 10x Is Easier than 2x
结论：10 倍比 2 倍容易

Additional Resources from Strategic Coach
来自 Strategic Coach 的其他资源

Endnotes
尾注

Index
指数

Dan’s Acknowledgments
Dan 的致谢

Ben’s Acknowledgments
Ben 的致谢

About Dan Sullivan
关于丹·沙利文

About Dr. Benjamin Hardy
关于本杰明·哈迪博士

Empower You: Unlimited Audio Mobile App
赋予您力量：无限音频移动应用程序

INTRODUCTION
介绍

10x Is the Opposite of What You’ve Been Told
10 倍与你被告知的相反

◆ ◆ ◆

“What the caterpillar calls the end of the world, the master calls a butterfly.”
“毛毛虫所说的世界末日，主人所说的蝴蝶。”

— RICHARD BACH

At age 17, Michelangelo became fixated with secretly obtaining and dissecting human cadavers.
17 岁时，米开朗基罗开始痴迷于秘密获取和解剖人类尸体。

“Violating a corpse” was a crime punishable by death in Florence, Italy, in 1493.
1493 年，在意大利佛罗伦萨，“侵犯尸体”是一种可判处死刑的罪行。

“And if one were willing to risk it? How could it be gone about? Watch the poverty fields for burials?” he asked an elderly friend, Marsilio Ficino, whose father had been a prominent doctor. Ficino could not believe what he was hearing.
“如果有人愿意冒险呢？怎么可能消失呢？注意贫困田地的埋葬？“他问一位年长的朋友马西里奥·菲奇诺（Marsilio Ficino），他的父亲曾是一位著名的医生。费奇诺简直不敢相信他所听到的。

“My dear young friend, you cannot conceive of yourself as a grave robber.”1
“我亲爱的年轻朋友，你不能把自己想象成一个盗墓贼。”1

But Michelangelo was desperate.
但米开朗基罗很绝望。

Indeed, he would rob graves to get bodies if he could find no other option.
事实上，如果他找不到其他选择，他会盗墓来获取尸体。

Learning anatomy was essential to his aim.
学习解剖学对他的目标至关重要。

He’d just begun working on his first life-sized, three-dimensional sculpture: a nine-foot Hercules.
他刚刚开始创作他的第一个真人大小的三维雕塑：一个九英尺高的大力士。

Prompted by the recent death of his sponsor and mentor, Michelangelo planned to do the project to memorialize Lorenzo di Piero de’ Medici.
在他的赞助商和导师最近去世的推动下，米开朗基罗计划开展纪念洛伦佐·迪·皮耶罗·德·美第奇的项目。

Before attempting this Hercules, he’d done many smaller sculptures. None three-dimensional. And none he’d ever been directly paid for. This was his first major project with a professional mindset. He was no longer thinking or operating like a novice or an amateur.
在尝试这个大力神之前，他已经做过许多较小的雕塑。没有三维。而且他从未直接获得过报酬。这是他第一个具有专业思维的重大项目。他不再像新手或业余爱好者那样思考或作。

He convinced the foreman of the Florence Duomo Cathedral to sell him an old block of marble that had been sitting unused in the cathedral courtyard. He used most of his savings from working in the Medici palace the previous two years—five golden florins—to buy the marble.
他说服佛罗伦萨大教堂的工头卖给他一块旧的大理石，这块大理石一直闲置在大教堂庭院里。他用了前两年在美第奇宫工作的大部分积蓄——五弗罗林——购买了这颗大理石。

After Lorenzo’s death, Michelangelo had been forced to move back home with his poverty-stricken father, who was skeptical about his son becoming an artist and hoped he’d go into business instead.
洛伦佐去世后，米开朗基罗被迫与贫困的父亲一起搬回家，父亲对儿子成为一名艺术家持怀疑态度，希望他转而经商。

In order to earn his father’s blessing, he lied about his project, saying he’d been commissioned to make a sculpture and that the commissioner had already purchased the marble. He’d also said he would be paid a small amount each month while completing the project. This was a risky lie—if the project didn’t pay off, Michelangelo would likely have to concede to his father’s wishes of giving up his dream.
为了赢得父亲的祝福，他在自己的项目上撒了谎，说他受委托制作雕塑，而专员已经购买了大理石。他还表示，在完成项目期间，他每个月都会得到少量报酬。这是一个冒险的谎言——如果这个项目没有得到回报，米开朗基罗很可能不得不屈服于他父亲放弃梦想的愿望。

After setting up a spot in the Duomo workshop, Michelangelo began modeling a Hercules out of beeswax. He quickly concluded that he lacked requisite skill to create anything reflecting the true human form.
在大教堂工作室安顿下来后，米开朗基罗开始用蜂蜡塑造大力士。他很快得出结论，他缺乏必要的技能来创造任何反映真实人类形态的东西。

“How can I establish a figure, even the crudest outline, if I don’t know what I’m doing? How can I achieve anything but surface skin sculpture, exterior curves, outlines of bones, a few muscles brought into play? Effects. What do I know of the causes? The vital structure of a man that lies beneath the surface, and that my eye can’t see? How can I know what creates, from within, the shapes I see from without?”2
“如果我不知道自己在做什么，我怎么能建立一个人物，即使是最粗略的轮廓？除了表面皮肤雕塑、外部曲线、骨骼轮廓、一些肌肉之外，我怎么能实现任何东西？影响。我对原因了解多少？一个人的生命结构隐藏在表面之下，而我的眼睛看不到？我怎么知道是什么从内部创造了我从外部看到的形状？阿拉伯数字

He determined that the only way he’d be able to draw and sculpt the human form with living vibrancy would be to study the intricacies and functions of the body directly—outside and in.
他决定，他能够绘制和雕刻具有生机勃勃的人体形状的唯一方法是直接研究身体的复杂性和功能——外部和内部。

Where could he find available corpses?
他在哪里可以找到可用的尸体？

The dead of the rich were buried in family tombs—he couldn’t get those.
富人的死者被埋葬在家族的坟墓里——他无法得到这些。

The dead of the middle class were surrounded with religious ritual—that wouldn’t work.
中产阶级的死者被宗教仪式所包围——这是行不通的。

Which dead in Florence were unwatched and unwanted? Only the very poor, the orphaned, and the beggars. These people were taken to hospitals when they were sick. Specifically, church hospitals with free beds.
佛罗伦萨的哪些死者无人监视和不受欢迎？只有非常贫穷的人、孤儿和乞丐。这些人生病时被送往医院。具体来说，是拥有免费床位的教会医院。

Michelangelo now had to take another big risk if he was going to complete his ambitious project. Indeed, getting caught messing with corpses would, at the very the least, get him placed in prison. The worst case was that he could be sentenced to death.
米开朗基罗现在必须承担另一个巨大的风险，如果他要完成他雄心勃勃的项目。事实上，被抓到弄尸体至少会让他入狱。最坏的情况是，他可能会被判处死刑。

The charity hospital in Florence, Santo Spirito, claimed the largest free guesthouse. Michelangelo began awkwardly sneaking around Santo Spirito to discover where the dead were kept. He found the morgue where bodies were wrapped and held until their burial. He began slipping inside late at night and leaving before sunrise. When his candle began to flicker, Michelangelo knew the monks who baked the daily bread would be nearby soon.
佛罗伦萨的慈善医院圣斯皮里托（Santo Spirito）拥有最大的免费宾馆。米开朗基罗开始笨拙地在圣斯皮里托附近偷偷摸摸，寻找死者的存放地点。他找到了停尸房，尸体被包裹起来，直到埋葬。他开始在深夜溜进去，并在日出前离开。当他的蜡烛开始闪烁时，米开朗基罗知道每天烤面包的僧侣很快就会到来。

For the next several months, he taught himself human anatomy by dissecting dozens of corpses. He obsessed over the details—how the muscles flexed, the veins pumped, and tendons stretched. He held and cut into every organ. After a while, he became used to the smell of cadavers. He was intrigued that people could be so different, yet their brains looked and felt so similar.
在接下来的几个月里，他通过解剖数十具尸体自学人体解剖学。他痴迷于细节——肌肉如何弯曲、静脉如何泵送和肌腱如何伸展。他抓住并切入每一个器官。过了一段时间，他习惯了尸体的味道。他很好奇，人们可以如此不同，但他们的大脑看起来和感觉却如此相似。

Back home, he sketched what he learned. Anatomy, more than anything else, became Michelangelo’s discipline and mastery.3 To quote a future pupil of his:
回到家，他勾勒出他所学到的知识。解剖学，比其他任何事情都成为米开朗基罗的纪律和掌握。3 引用他未来的一个学生的话：

“Through dissection Michelangelo studied every known animal, and did so many human dissections that it outnumbers that of those who are professional in that field. This is a considerable influence that shows in his mastery in anatomy that is not matched by other painters . . . He worked on so many human anatomies that those who have spent their lives at it and made it their profession hardly know as much as he does.”4
“通过解剖，米开朗基罗研究了每一种已知的动物，并进行了如此多的人体解剖，以至于其数量超过了该领域的专业人士。这是一个相当大的影响，体现在他对解剖学的掌握上，这是其他画家无法比拟的......他研究了如此多的人体解剖学，以至于那些一生都在研究并以此为职业的人几乎没有他那么了解。4、

Michelangelo developed the skill and confidence to finish his Hercules. Conceptualizing and planning the design, he sketched version after version, to get a feel for Hercules’ posture and emotions.
米开朗基罗培养了完成他的大力士的技巧和信心。在构思和规划设计时，他绘制了一个又一个版本的草图，以感受赫拉克勒斯的姿势和情感。

Rather than creating an outspread figure as was typical of the hero, with wide legs and arms on the hips, Michelangelo designed a closed and compact figure closer to the Greek concept. His knowledge of anatomy inspired him to depict Hercules’ power as a uniting force between torso and limbs. Clothed in only a small loin skin, the bare-chested and strong Hercules leaned on his massive wooden club.
米开朗基罗没有像英雄那样塑造一个宽阔的双腿和臀部的手臂，而是设计了一个更接近希腊概念的封闭而紧凑的人物。他的解剖学知识启发他将赫拉克勒斯的力量描绘成躯干和四肢之间的团结力量。只穿着一张小腰皮，赤裸上身、强壮的大力士靠在他巨大的木棍上。

Drawing of Michelangelo’s statue of Hercules.5
米开朗基罗的赫拉克勒斯雕像的图画。5、

Michelangelo built a rough clay model, continually moving the weight and stance to find the best position. Knowing the interaction between mass and tension, he showed flexed back muscles in response to the extended arm on the club. Tendons stretched and contracted as the figure leaned. Ligaments strained. The hips and shoulder pivoted.
米开朗基罗制作了一个粗糙的粘土模型，不断移动重量和姿势以找到最佳位置。了解质量和张力之间的相互作用后，他表现出弯曲的背部肌肉以响应球杆上伸展的手臂。随着身影的倾斜，肌腱伸展和收缩。韧带拉伤。臀部和肩膀旋转。

All of this the artist could project with conviction and confidence because he understood human anatomy.
艺术家可以坚定地投射所有这些，因为他了解人体解剖学。

He used a flat stick to gauge how deep to cut to reach neck depth, armpit depth, the slope of the torso, the bended knee. He chiseled close to the surface like a plow cutting through a field. After penetrating the weathered outer skin of the Seravezza marble, his chisel found an interior like soft sand, the milky-white shavings disintegrating between his fingers. As he went further below the surface, the marble quickly became hard as iron, requiring all his strength to achieve his desired forms.
他用一根扁棍测量切多深才能到达颈部深度、腋窝深度、躯干的坡度、弯曲的膝盖。他像犁一样凿得靠近地表。在刺穿塞拉维扎大理石风化的外皮后，他的凿子发现了柔软的沙子般的内部，乳白色的刨花在他的手指间分解。当他进一步深入地表时，大理石很快就变得像铁一样坚硬，需要他所有的力量才能达到他想要的形状。

He nearly ruined his block of marble. He’d cut too deeply to free the neck, and now his strong chisel on the emerging shoulder muscles sent stressful vibrations into the head. If the marble cracked at the narrow point, Hercules would lose his head.
他差点毁掉他的大理石块。他切得太深了，无法释放脖子，现在他强壮的凿子在新出现的肩部肌肉上向头部发出了压力振动。如果弹珠在狭窄处破裂，赫拉克勒斯就会失去头颅。

Luckily, the head held and didn’t crack.
幸运的是，头部保持着，没有破裂。

To put the level of detail he wanted into every millimeter of Hercules, Michelangelo forged several fine-edged tools. Each blow of his hammer had equally distributed force as though it was his fingers rather than the chisels cutting through the crystals. Every few moments, he stepped back and circled the marble, wiping away the new layer of dust. He examined the work from a distance and then squinted to view it up close.
为了将他想要的细节水平融入大力士的每一毫米，米开朗基罗锻造了几种精细的工具。他的每一次锤子都均匀地分布着力量，就好像是他的手指而不是凿子在切割水晶一样。每隔片刻，他就会退后一步，绕着大理石转一圈，擦去新的灰尘层。他从远处审视着这幅作品，然后眯着眼睛近距离观看。

He made several other mistakes—such as making several blows chipping away the front section of Hercules. But he’d left himself enough spare marble at the back to push the entire figure deeper into the block than he’d planned.
他还犯了其他几个错误——比如几次击打，削掉了赫拉克勒斯的前部。但他在后面给自己留下了足够的备用弹珠，将整个人推入了比他计划的更深的地方。

His progress became faster. The anatomy of the marble began matching his clay model: the commanding chest, ripped forearms, and thighs like tree trunks.
他的进步变得更快了。大理石的解剖结构开始与他的粘土模型相匹配：威严的胸部、撕裂的前臂和像树干一样的大腿。

He carved carefully yet eagerly, using the hand drill to form nostrils and ears. With his finest-edged chisel, he rounded cheekbones, slowly twirling his hands with the slightest touch to give the eyes a clear, piercing look.
他小心翼翼地雕刻，但又急切地雕刻，用手钻塑造鼻孔和耳朵。他用最锋利的凿子将颧骨弄圆，轻轻一碰就慢慢地旋转双手，让眼睛看起来清晰、锐利。

As the project neared completion, he worked longer hours, forgetting to eat, and falling into bed exhausted.
随着项目接近完成，他工作时间更长，忘记吃饭，疲惫不堪地倒在床上。

Once finished, word spread about the Hercules.
完成后，关于大力神的消息就传开了。

Michelangelo was offered 100 golden florins—a large sum of money for a common Florentine—by the Strozzi family who wanted it in their palace courtyard.
斯特罗齐家族向米开朗基罗提供了 100 个金色弗罗林——对于一个普通的佛罗伦萨人来说是一笔不小的钱——他们想把它放在他们的宫殿庭院里。

When Hercules was finished, it was the spring of 1494 and Michelangelo was 19 years old.
赫拉克勒斯完成时，是 1494 年春天，米开朗基罗 19 岁。

To sculpt Hercules at the level he aspired, Michelangelo developed mastery of human anatomy to a degree no other sculptor ever had or would. Aiming for what seemed impossible, he made many mistakes, got serious and focused, took risks, and ultimately completed a tangible project that was beyond noteworthy.
为了将赫拉克勒斯雕刻到他所渴望的水平，米开朗基罗对人体解剖学的掌握达到了其他雕塑家从未有过或将不会达到的程度。为了实现看似不可能的事情，他犯了许多错误，变得认真而专注，承担风险，最终完成了一个非常值得关注的切实项目。

Michelangelo was not born a great artist. He became one and then ultimately reached legendary levels by continually pursuing what I call the 10x process.
米开朗基罗并不是天生的伟大艺术家。他成为了其中一员，然后通过不断追求我所说的 10 倍过程最终达到了传奇水平。

He set out to do something far beyond anything he’d ever done, and also something innovative and non-linear to the preestablished standard or norm of his field. To complete the project at the level he desired required a full-on transformation of not only his skills and creativity, but also of his commitment, convictions, and identity.
他开始做一些远远超出他做过的任何事情的事情，也是一些创新和非线性的事情，以达到他所在领域的预先建立的标准或规范。要以他想要的水平完成这个项目，不仅需要对他的技能和创造力进行全面转变，还需要对他的承诺、信念和身份进行全面转变。

He had to risk a great deal to even attempt his 10x project.
他不得不冒很大的风险才能尝试他的 10 倍项目。

He was required to learn and develop unique knowledge and perspectives, such as the intricacies of human anatomy and how to craft a life-sized and believable human statue.
他被要求学习和发展独特的知识和观点，例如人体解剖学的复杂性以及如何制作真人大小且可信的人类雕像。

Completing and selling the Hercules left him a qualitatively different person from his former 17-year-old self who began the project.
完成并出售大力神使他与开始该项目的 17 岁时的自己有了质的不同。

After selling the Hercules, he was now mentally and emotionally a different person, with radically extended skills and more confidence than his former self. But also, professionally, he was positioned far differently than his former self. He now had the reputation of having done something significant, which led people to become more interested in him as a person, but also led to others wanting to commission more of his work.
卖掉大力神后，他现在在精神上和情感上都变了一个人，比以前的自己拥有了根本性的扩展技能和更多的自信。而且，在职业上，他的定位与以前的自己大不相同。他现在拥有做了一件重要事情的声誉，这让人们对他这个人越来越感兴趣，但也导致其他人想要委托他的更多作品。

How did Michelangelo achieve such an impossible breakthrough?
米开朗基罗是如何实现如此不可能的突破的？

In psychology, there’s an increasingly crucial concept, psychological flexibility, which is defined as the ability to respond to obstacles successfully and in a way that is congruent with personal standards.6 Essentially, psychological flexibility is moving toward chosen goals even when it’s emotionally difficult. You acknowledge and accept your emotions, but they don’t control you.
在心理学中，有一个越来越重要的概念，即心理灵活性，它被定义为以符合个人标准的方式成功应对障碍的能力。6 从本质上讲，心理灵活性正在朝着选定的目标前进，即使情绪上很困难。你承认并接受你的情绪，但它们不会控制你。

Becoming more psychologically flexible enables you to expand and grow emotionally, and to live a more committed and congruent life, even when it’s hard.7,8,9
心理上变得更加灵活，使你能够在情感上扩展和成长，并过上更加忠诚和一致的生活，即使这很艰难。7 8 9

How does this work?
这是如何工作的？

A core aspect of psychological flexibility is viewing yourself as a context, rather than viewing yourself as content.10,11,12 This enables you to not overly identify with your thoughts and emotions, since you’re not your thoughts and emotions. Instead, you’re the context of your thoughts and emotions, and as you change the context, the content changes as well.
心理灵活性的一个核心方面是将自己视为一个背景，而不是将自己视为内容。10 11 12 这使你不会过度认同你的思想和情绪，因为你不是你的思想和情绪。相反，你是你的思想和情绪的背景，当你改变上下文时，内容也会发生变化。

When you view yourself as a context, rather than as content, then you are far more flexible and adaptive. Just as you can change the furniture or remodel a house, you can expand and transform yourself. By expanding yourself as a context—which involves a great deal of emotional development—you’re enabled to handle the complexity of bigger obstacles and opportunities without being overwhelmed. You can be humble yet resolved as you innovate new pathways toward increasingly exciting and compelling goals.
当你将自己视为一个环境而不是内容时，你就会更加灵活和适应性强。就像你可以改变家具或改造房子一样，你可以扩展和改造自己。通过将自己扩展为一个环境——这涉及大量的情感发展——你能够处理更大的障碍和机遇的复杂性，而不会不知所措。当你创新新的途径以实现越来越令人兴奋和引人注目的目标时，你可以谦虚但坚定不移。

Michelangelo was incredibly flexible. He continually envisioned grander and more profound visions, and he evolved himself emotionally and also in skills and abilities to realize his impossible visions. By doing so, he expanded his freedom and agency—the quality of who he was and how he lived fundamentally improved with each 10x jump he made, which was continuous throughout his life.
米开朗基罗非常灵活。他不断设想更宏伟、更深刻的愿景，他在情感上、技能和能力上不断发展自己，以实现他不可能的愿景。通过这样做，他扩大了自己的自由和能动性—— 他是谁的质量和生活方式随着他每跳 10 倍而从根本上提高，这在他的一生中都是持续的。

Michelangelo didn’t stop at Hercules.
米开朗基罗并没有止步于赫拉克勒斯。

With his new confidence and skills, he began his next 10x jump, which started with the carving of a small cupid statue quickly purchased for 200 florins by Cardinal Raffaele Riario of Rome. Riario was so inspired by the piece that he invited Michelangelo to move into his palace and work for him full-time.13
凭借新的信心和技能，他开始了下一次 10 倍跳跃，首先雕刻了罗马红衣主教拉斐尔·里亚里奥（Raffaele Riario）以 200 弗罗林的价格迅速购买了一尊小丘比特雕像。里亚里奥受到这件作品的启发，他邀请米开朗基罗搬进他的宫殿，全职为他工作。13

Leaving Florence, where he’d grown up and spent his entire life, Michelangelo arrived in Rome on June 25, 1496, at the age of 21. He quickly located a large piece of marble and began his most ambitious project yet. By the spring of 1497—eight or nine months later—the artist completed a life-sized statue of the Roman wine god, Bacchus, holding a vine of grapes at his side with a small child-satyr eating the grapes from behind.
米开朗基罗离开了他成长和度过一生的佛罗伦萨，于 1496 年 6 月 25 日抵达罗马，当时他 21 岁。他很快找到了一大块大理石，开始了他迄今为止最雄心勃勃的项目。到 1497 年春天，八九个月后，艺术家完成了一座真人大小的罗马酒神巴克斯雕像，他身边拿着一棵葡萄藤，一个小色狼从后面吃葡萄。

The banker, Jacopo Galli, who lived across the street from Cardinal Riario, became friends with Michelangelo and purchased the Bacchus for his courtyard. Galli helped Michelangelo get the commission to carve a Pietà statue for St. Peter’s Cathedral in November 1497.
住在红衣主教里亚里奥街对面的银行家雅各布·加利（Jacopo Galli）与米开朗基罗成为了朋友，并为他的庭院购买了酒神。 1497 年 11 月，加利帮助米开朗基罗获得为圣彼得大教堂雕刻圣母怜子图雕像的委托。

A sculpture depicting the Virgin Mary grieving over the body of Jesus, the Pietà took two years to complete. Michelangelo wanted this piece to be perfect and he pushed his creative and sculpting abilities to otherworldly heights.
《圣母怜子图》是一座描绘圣母玛利亚为耶稣的遗体而悲伤的雕塑，花了两年时间才完成。米开朗基罗希望这件作品完美无缺，他将自己的创造力和雕刻能力推向了超凡脱俗的高度。

Unlike any of the many other Pietàs at the time, he wanted Mary, not Jesus, to be the central figure. Rather than the middle-aged mother of a man in his 30s, Michelangelo reflected Mary as she would have looked as a young and radiant virgin mother. She holds and mourns over her now dead Savior-son. The beautiful body of Christ, mostly exposed, displays Michelangelo’s hard-earned mastery of human anatomy.
与当时许多其他圣母怜子图不同，他希望玛利亚而不是耶稣成为中心人物。米开朗基罗不是一个 30 多岁男人的中年母亲，而是将玛丽描绘成一个年轻而容光焕发的处女母亲。她抱着她已经死去的救世主儿子哀悼。基督美丽的身体大部分暴露在外，展示了米开朗基罗来之不易的人体解剖学掌握。

The completion of the Pietà was the culmination of another 10x jump for Michelangelo.
圣母怜子图的完成是米开朗基罗又一次跃升 10 倍的高潮。

Now 24 when he returned to live in Florence, he was not the same man who had left his hometown three years earlier. He’d lived abroad, met influential people, and completed two next-level projects—the Bacchus and Pietà. To this day, the Pietà is considered one of the greatest artistic masterpieces of all time.
当他回到佛罗伦萨生活时，他已经 24 岁了，他已经不是三年前离开家乡的那个人了。他曾在国外生活过，结识了有影响力的人，并完成了两个更高级的项目——《酒神》和《圣母怜子图》。时至今日，圣母怜子图仍被认为是有史以来最伟大的艺术杰作之一。

Michelangelo’s skills, creativity, and confidence following the completion of the Pietà were incomparably beyond where he was after his Hercules. It would almost be insulting to compare the two statues—they are in different stratospheres of quality, depth, and impact. Like comparing fast food to fine dining, or in this case, like comparing fine dining to the best meal ever crafted.
米开朗基罗在完成《圣母怜子图》后的技能、创造力和自信无与伦比地超出了他在《大力士》之后的水平。将这两座雕像进行比较几乎是一种侮辱——它们在质量、深度和影响方面处于不同的平流层。就像将快餐与美食进行比较，或者在这种情况下，就像将美食与有史以来最好的餐点进行比较。

In early 1501, Michelangelo began what would be his next 10x jump.
1501 年初，米开朗基罗开始了他的下一次 10 倍跳跃。

Already four statues into a 15-statue commission for the Cathedral of Sienna, he learned the Overseers of the Office of Works of Florence Cathedral (the Operai) were seeking a sculptor to complete their giant David statue.
他已经为锡耶纳大教堂制作了 15 座雕像的 15 座雕像，他得知佛罗伦萨大教堂（Operai）工程办公室的监督者正在寻找一位雕塑家来完成他们的巨型大卫雕像。

The 17-foot piece of marble had been sitting in the Florence Duomo courtyard incomplete and baking in the Mediterranean sun for more than 40 years. It had been abandoned and damaged by two separate sculptors decades earlier.
这块 17 英尺高的大理石在佛罗伦萨大教堂庭院中放置了 40 多年，不完整，在地中海的阳光下烘烤了 40 多年。几十年前，它被两位不同的雕塑家遗弃和损坏。

Michelangelo wanted this project more than anything else.
米开朗基罗最想要这个项目。

He saw it as a huge opportunity—a 10x opportunity.
他认为这是一个巨大的机会——一个 10 倍的机会。

He believed he could do something special with the David. Now 26, Michelangelo convinced the Operai that he was the sculptor to complete the David.14
他相信他可以用大卫号做一些特别的事情。现年 26 岁的米开朗基罗让歌剧院相信他是完成《大卫》的雕塑家。14

Unlike the many other David sculptures of his era—including Donatello’s—Michelangelo chose not to depict David standing victorious over Goliath’s severed head. He chose not to reflect David as a small and feminine character, as he was often portrayed. Michelangelo reflected on and studied David’s interaction with King Saul, in the book of Samuel, when young David convinced Saul that he could go up against the giant, Goliath. Reading about David who wrested and killed lions and bears, Michelangelo saw David as the perfect man.
与他那个时代的许多其他大卫雕塑（包括多纳泰罗的雕塑）不同，米开朗基罗选择不描绘大卫战胜歌利亚的头颅。他选择不像人们经常描绘的大卫那样将大卫塑造成一个小而女性化的角色。米开朗基罗在撒母耳记中反思并研究了大卫与扫罗王的互动，当时年轻的大卫说服扫罗，他可以对抗巨人歌利亚。米开朗基罗读到大卫与狮子和熊搏斗并杀死狮子和熊的故事，认为大卫是一个完美的人。

Rather than depict him after his great victory over the giant, Michelangelo would depict David just before the courageous encounter. His left hand over his shoulder holding his sling and right hand down by his side holding a stone, David’s face would express apprehension yet resolution.
米开朗基罗不会描绘他战胜巨人后的伟大胜利，而是描绘大卫在勇敢的遭遇之前。他的左手放在肩上，握着吊带，右手放在身旁，拿着一块石头，大卫的脸上会表达出忧虑和决心。

For nearly three years, Michelangelo pored over David.
近三年来，米开朗基罗一直在研究大卫。

And David transformed Michelangelo—completely.
大卫彻底改变了米开朗基罗。

When finished in early 1504, David was immediately recognized as a masterpiece. Michelangelo was just 29 years old.
1504 年初完成后，大卫立即被公认为杰作。米开朗基罗年仅 29 岁。

Michelangelo was paid 400 florins for the David statue, his biggest fee up until that point. A council of the most influential artists and politicians of the time came together to decide where the David would stand. It was placed in front of the Palazzo Vecchio—the town hall of Florence. David became the symbol of Florentine independence and liberty. Literally a turning point for the entire city, David renewed Florence’s courage and pride, and the people and the city began prospering greatly.
米开朗基罗为大卫雕像支付了 400 弗罗林，这是他迄今为止最大的费用。一个由当时最有影响力的艺术家和政治家组成的委员会聚集在一起，决定大卫的立场。它被放置在佛罗伦萨市政厅旧宫前。大卫成为佛罗伦萨独立和自由的象征。从字面上看，这是整个城市的转折点，大卫重新振作了佛罗伦萨的勇气和自豪感，人民和城市开始大繁荣。

With the completion of the David, Michelangelo’s fame rivaled that of Leonardo da Vinci. Having improved his abilities by another 10x level, he was given commissions by leaders of nations and governments.
随着《大卫》的完成，米开朗基罗的名气可与达芬奇相媲美。他的能力又提高了 10 倍，并得到了国家和政府领导人的委托。

In 1505 while working on his Battle of Cascina painting—which would be paired with Leonardo da Vinci’s Battle of Anghiari for the council chamber of the Palazzo Vecchio—he was forced to abandon the project. The newly elected Pope Julius II commissioned Michelangelo to build the Pope’s tomb.
1505 年，在创作他的《卡西纳战役》画作时 ——该画将与列奥纳多·达·芬奇的《安吉亚里战役》配对，用于旧宫的议事厅——他被迫放弃了这个项目。新当选的教皇朱利叶斯二世委托米开朗基罗建造教皇的陵墓。

You don’t say no to the Pope.
你不会对教皇说不。

Michelangelo moved to Rome and got to work.
米开朗基罗搬到了罗马并开始工作。

Three years later—in 1508—the Pope asked him to paint the Sistine Chapel, which he completed in 1512 at age 37.
三年后，即 1508 年，教皇请他绘制西斯廷教堂，并于 1512 年完成，当时他 37 岁。

Throughout his life, Michelangelo continued to take on projects far beyond—impossibly beyond—his skill level. Most people are afraid to commit fully to the 10x process because it inevitably requires letting go of your current identity, circumstances, and comfort zone.
在他的一生中，米开朗基罗继续承担远远超出他技能水平的项目——不可能超出他的技能水平。大多数人害怕完全投入 10 倍的过程，因为它不可避免地需要放弃你当前的身份、环境和舒适区。

Going 10x means you’re living based on the most intrinsic and exciting future you can imagine. That 10x future becomes your filter for everything you do, and most of your current life can’t make it through that 10x filter.
达到 10 倍意味着您生活在您能想象到的最内在、最令人兴奋的未来之上。这 10 倍的未来成为你所做的一切的过滤器，而你目前的大部分生活都无法通过这 10 倍的过滤器。

What got you here won’t get you there.
让你来到这里的东西不会让你到达那里。

To quote the actor Leonardo DiCaprio, “Every next level of your life will require a different you.”
引用演员莱昂纳多·迪卡普里奥的话，“你生活的每一个下一个层次都需要一个不同的你。

10x Is Simpler, Easier, and Better than You’ve Been Taught
10x 比您所教的更简单、更容易、更好

“But what about the quality of the work? It was in the marrow of his bones to create only the finest he could produce; to create far beyond his abilities because he could be content with nothing that was not new, fresh, different, a palpable extension of the whole of the art. He had never compromised with quality; his integrity as a man and an artist was the rock on which his life was built. If he split that rock by indifference, by giving less than the exhausting best of himself, if he were content merely to get by, what was left of him?”
“但是工作质量呢？在他的骨髓里，只创造他能生产的最好的东西;创造远远超出他能力的创作，因为他可以满足于任何不新鲜的、新鲜的、与众不同的、整个艺术的明显延伸。他从不在质量上妥协;他作为一个人和艺术家的正直是他生活的基石。如果他冷漠地劈开了那块石头，付出的比自己疲惫不堪的最好还要少，如果他只满足于过日子，那么他还剩下什么呢？

— IRVING STONE, THE AGONY AND THE ECSTASY15
— IRVING STONE，他 A GONYAND THE ECSTASY15

History’s greatest artists and entrepreneurs understand the difference between 10x and 2x thinking.
历史上最伟大的艺术家和企业家都了解 10 倍思维和 2 倍思维之间的区别。

You might be thinking: What about people who don’t ever make a 10x leap?
你可能会想：那些从未实现过 10 倍飞跃的人呢？

Most people reach for just a little bit more—a promotion, a little more money, a new personal record. Going for incremental progress is a 2x mindset, which at a fundamental level means you’re continuing or maintaining what you’re already doing. You’re letting the past dictate what you do and how you do it. 2x is linear, meaning you’re striving to double output by doubling effort. Do more of the same, just faster and harder.
大多数人只追求多一点——升职、多一点钱、新的个人记录。追求渐进式进步是一种 2 倍的心态，从根本上讲，这意味着你正在继续或维持你已经在做的事情。你让过去决定你做什么以及如何做。2x 是线性的，这意味着你正在努力通过加倍努力来使产出翻倍。做更多同样的事情，只是更快、更努力。

2x is exhausting and soul-defeating.
2 倍令人筋疲力尽，令人心碎。

It’s extremely difficult to put the pedal to the metal and grind away for inches of progress.
将踏板踩到金属上并磨削几英寸的进步是极其困难的。

By contrast, 10x is so big and seemingly impossible that it immediately forces you out of your current mindset and approach. You can’t work 10x harder or longer. Brute force and linear methods won’t get you to 10x.
相比之下，10 倍是如此之大，似乎不可能，以至于它立即迫使你摆脱当前的心态和方法。你不能努力工作 10 倍或更长时间。蛮力和线性方法不会让你达到 10 倍。

10x has become a trendy concept thrown around in entrepreneurial, financial, and self-help circles. Yet, most people radically misunderstand what 10x means and what it can do. In fact, most people understand 10x literally and exactly backward.
10x 已成为创业、金融和自助圈中的一个流行概念。然而，大多数人从根本上误解了 10 倍的含义以及它的作用。事实上，大多数人从字面上理解 10 倍，而且完全是倒退的。

Because most people have it backward, they struggle manifesting 10x in their lives. They get stuck in a 2x mindset. But even more, their quest for 10x leads them to seek the wrong thing, an endless race for more.
因为大多数人都有倒退，所以他们很难在生活中表现出 10 倍。他们陷入了 2 倍的心态。但更重要的是，他们对 10 倍的追求导致他们寻求错误的东西，一场无休止的竞赛。

10x isn’t about more. It’s about less.
10 倍并不意味着更多。这是关于更少的。

Michelangelo understood this clearly. When the Pope asked about the secret of his genius, particularly in regard to the statue of David, Michelangelo explained, “It’s simple. I just remove everything that is not David.”
米开朗基罗清楚地理解这一点。当教皇问及他天才的秘密，特别是关于大卫雕像的秘密时，米开朗基罗解释说：“这很简单。我只是删除了所有不是大卫的东西。

Going 10x is the simplification of your focus down to the core essential. Then you remove everything else.
达到 10 倍是将你的注意力简化为核心要素。然后你删除其他所有东西。

Steve Jobs was the master of extreme simplification, which is the essence of innovation.
史蒂夫·乔布斯是极度简化的大师，这是创新的本质。

When designing the iPod, he removed all aspects of owning music that people didn’t want and provided technology that made the experience of music 10x better and easier. Rather than having to go to the store and spend $12–15 for a full album when you really just wanted one song, now you could simply and easily purchase only the songs you wanted and have them all pocket-size in one easy place. No more lugging around hundreds of CDs containing 80 percent or more of songs you don’t even like.
在设计 iPod 时，他消除了人们不想要的拥有音乐的所有方面，并提供了使音乐体验更好、更容易 10 倍的技术。当您真的只想要一首歌时，不必去商店花 12-15 美元购买一张完整专辑，现在您可以简单轻松地只购买您想要的歌曲，并将它们全部放在一个方便的地方。不再需要拖着数百张 CD，其中包含 80% 或更多您甚至不喜欢的歌曲。

Just as 10x isn’t about more but less, 10x is also not about quantity. It’s about quality.
正如 10 倍不是关于更多而是更少一样，10 倍也与数量无关。这是关于质量的。

It’s not the quantity of work he did that makes Michelangelo legendary, but the almost unfathomable quality of what he did. Each time Michelangelo went 10x, he reached a near godly level of mastery and expression.
让米开朗基罗成为传奇的不是他所做的工作量，而是他所做的事情几乎深不可测的质量。米开朗基罗每达到 10 次，他的掌握和表达就达到了近乎神圣的水平。

Sure, he did a lot. A ridiculous amount, actually. But so do a lot of people. Many are busy yet unproductive. They do a lot but ultimately achieve little.
当然，他做了很多。实际上，这是一个荒谬的数目。但很多人也是如此。许多人很忙，但效率低下。他们做了很多，但最终收效甚微。

10x is a qualitative difference from before and after, a wholesale innovation and upgrade.
10倍是前后的质的差异，一次批发的创新升级。

10x is the equivalent of going from crawling to walking; from not knowing the alphabet to reading; from living in your parent’s basement to living on your own; from being awkward and shy to being a bold and emotionally intelligent leader.
10 倍相当于从爬行到行走;从不认识字母表到阅读;从住在父母的地下室到自己住;从笨拙害羞到成为一个大胆和高情商的领导者。

10x is tantamount to going from horse and buggy to a car. You may be in the same genre—such as transportation—but you’re not comparing apples to apples. A non-linear change has taken place. It’s fundamentally a qualitative shift, more than a quantitative one. The transformation occurs by operating from a seemingly impossible and imagined future, and takes you in a non-linear and radically different direction and approach than what you (and everyone else) have been doing up to this point.
10 倍相当于从马车变成汽车。您可能属于同一类型（例如交通），但您不是在比较苹果和苹果。发生了非线性变化。从根本上说，这是一种质的转变，而不是数量上的转变。这种转变是通过从一个看似不可能和想象的未来开始运作而发生的，并将你带到一个非线性的、与你（和其他人）迄今为止一直在做的事情完全不同的方向和方法。

2x is a focus on quantity. You just add a zero and do more of what you’re doing. It’s linear and non-creative. It’s brute force, not higher intelligence and leverage.
2 倍是注重数量。你只需加一个零，然后做更多你正在做的事情。它是线性的，没有创造性的。这是蛮力，而不是更高的智力和杠杆。

The most fundamental qualitative change is internal, your vision and identity. By changing these, everything else you’re doing simultaneously changes as well. You take your internal and emotional evolution and externalize that in the form of refined standards and results.
最根本的质变是内在的，你的愿景和身份。通过更改这些，您正在做的其他所有事情也会同时更改。你把你的内在和情感进化，并以精致的标准和结果的形式将其外化。

10x becomes your perceptual filter for everything you do.
10x 成为您所做的一切的感知过滤器。

Everything becomes either 10x or 2x.
一切都变成 10 倍或 2 倍。

Anything that’s not 10x doesn’t meet the filter and gets released from your attention. According to constraint theory, the greatest human bottleneck is attention. Our attention is our most finite resource, even more finite and valuable than our time. Indeed, the quality and depth of our attention determines the quality of our time. Most people’s attention is scattered, tugged, and seemingly never right here and right now.
任何不是 10 倍的东西都不符合过滤器并从您的注意力中释放出来。根据约束理论，人类最大的瓶颈是注意力。我们的注意力是我们最有限的资源，甚至比我们的时间更有限、更有价值。事实上，我们注意力的质量和深度决定了我们时间的质量。大多数人的注意力分散、被拉扯，似乎从来都不是此时此地。

Going 10x means your attention is directly on far less, but it’s insanely more potent and impactful because it’s focused rather than spread thin.
达到 10 倍意味着你的注意力直接集中在更少的注意力上，但它的威力和影响力却非常强大，因为它是集中的，而不是分散的。

Finally, 10x is not about any specific outcome. It’s about the process.
最后，10 倍与任何具体结果无关。这是关于过程的。

10x is a capability.
10 倍是一种能力。

It’s an operating system you deploy for:
它是您部署的作系统：

Dramatically expanding your vision and standards
极大地扩展您的视野和标准

Simplifying your strategy and focus
简化您的策略和重点

Identifying and removing non-essentials
识别和删除非必需品

Developing mastery in unique areas
培养对独特领域的掌握

Leading and empowering others who excitedly share your vision
领导和授权那些兴奋地分享你愿景的人

10x is the vehicle for transforming yourself and your life.
10x 是改变自己和生活的工具。

Every time you commit to 10x, that commitment takes you on a journey. That journey is the peeling away of more layers of the onion, discovering the essence of who you are. Each layer you peel away is the letting-go of your former self, transforming you increasingly into your truest self.
每次您承诺 10 倍时，该承诺都会带您踏上一段旅程。这段旅程是剥开更多层洋葱，发现你是谁的本质。你剥开的每一层，都是对曾经的自我的放下，让你越来越变成最真实的自己。

Committing to 10x and transforming yourself frees you.
承诺 10 倍并改变自己可以让你自由。

There are two levels of freedom—surface-level freedom and higher-level freedom. Surface-level freedom is external and more measurable. This is “freedom from”—where you’re freed from ignorance, poverty, and slavery. But there is a more abundant kind of freedom that is internal and qualitative. This is “freedom to”—which is where you take full ownership over your life.16
自由度有两个级别——表面自由度和更高层次的自由度。表面的自由度是外部的，更可衡量。这就是“摆脱”——你从无知、贫困和奴役中解脱出来。但还有一种更丰富的自由，它是内在的和定性的。这就是“自由”——这是你对自己的生活拥有完全所有权的地方。16

Higher-level freedom requires commitment and courage. You choose your standard and live based on that standard, regardless of the associated risks or costs. No one can give you this higher-level freedom. A matter of conscious choosing, freedom to is purely internal. You could have all the external freedoms imaginable and yet not be free.
更高层次的自由需要承诺和勇气。您选择您的标准并根据该标准生活，无论相关风险或成本如何。没有人能给你这种更高层次的自由。一个有意识的选择问题，自由纯粹是内在的。你可以拥有所有可以想象到的外部自由，但却不是自由的。

10x is the means, and freedom is the end.
10 倍是手段，自由是目的。

Every time you go 10x, you consciously choose to live your life at a particular level or standard, no matter how abnormal or seemingly impossible. You chose the standard. You commit to it. You live as you choose, transforming yourself and your world through your commitment.
每当你达到 10 倍时，你都会有意识地选择以特定的水平或标准生活，无论多么不正常或看似不可能。您选择了标准。你承诺它。你按照自己的选择生活，通过你的承诺改变你自己和你的世界。

The top entrepreneurial coach in the world and co-founder of Strategic Coach, Dan Sullivan, discovered four fundamental freedoms that 10x people seek:
世界顶级创业教练、Strategic Coach 联合创始人 Dan Sullivan 发现了 10 倍人寻求的四项基本自由：

Freedom of Time
时间自由

Freedom of Money
金钱自由

Freedom of Relationship
关系自由

Freedom of Purpose17
目的自由 17

Freedom is fundamentally qualitative and internal. You must choose it and embrace it. No one can give it to you or take it away.
自由从根本上说是定性的和内在的。你必须选择它并拥抱它。没有人可以给你，也没人能拿走。

Michelangelo expanded his four freedoms throughout his life. Freedom was the infinite game he lived, and he played finite games to further expand his internal freedom. Every time he went 10x by committing to and completing a seemingly impossible project, his freedoms expanded.
米开朗基罗一生扩大了他的四项自由。自由是他生活的无限游戏，他玩有限游戏，进一步扩大了内心的自由。每当他承诺并完成一个看似不可能的项目而达到 10 倍时，他的自由就会扩大。

His time was spent on better things and was valued more by himself and others. Thus, his Freedom of Time continually increased.
他的时间都花在了更好的事情上，也更受他自己和他人的重视。因此，他的时间自由不断增加。

He got bigger commissions, and those hiring him would give him lodging, pay for his materials, pay for servants, and pay for assistants to help him complete the projects. His Freedom of Money grew and stopped being a hindrance to how he lived and what he did.
他得到了更大的佣金，雇用他的人会给他住宿，支付他的材料费，支付仆人的费用，并支付助手的费用来帮助他完成项目。他的金钱自由不断增长，不再成为他生活方式和所做的事情的障碍。

He became well-known to the extent that the Pope hired him for projects that changed Michelangelo’s life and the direction of history and culture. His Freedom of Relationship continually expanded with each 10x jump—to the point where he had increasing access to nearly anyone he wanted, and where highly influential people regularly sought him out.
他因教皇聘请他参与改变米开朗基罗生活以及历史和文化方向的项目而广为人知。他的关系自由随着每跳跃 10 倍而不断扩大——以至于他几乎可以接触到任何他想要的人，并且有影响力的人经常找到他。

Freedom of relationship facilitates Freedom of Purpose because relationships open and close doors. Through a relationship, you can make non-linear and 10x jumps in options and opportunity, such as the person who gets the leadership role because he knows the person who owns the company. Those who despise this reality don’t understand the four freedoms and are limited by that fact. Rather than argue with reality, learn the rules so you can shape it to your wishes.
关系的自由促进了目的的自由，因为关系打开和关闭了大门。通过一段关系，你可以在选择和机会上实现非线性和 10 倍的跳跃，例如获得领导角色的人，因为他认识拥有公司的人。那些鄙视这一现实的人不了解四种自由，并受到这一事实的限制。与其与现实争论，不如学习规则，这样你就可以按照自己的意愿塑造它。

Michelangelo’s freedom of purpose reached an almost unbelievable level where he did projects that literally changed the direction of cultures, countries, and economies. With each 10x jump, his chosen and clarified purpose in life became dramatically bigger and more meaningful. How he defined his life exponentially expanded.
米开朗基罗的目标自由达到了几乎令人难以置信的水平，他所做的项目确实改变了文化、国家和经济的方向。每跳 10 倍，他选择和明确的人生目标就会变得越来越大、更有意义。他如何定义自己的生活呈指数级增长。

Expanding your freedom is the ultimate purpose of the entrepreneur’s journey, and there really is no end to how much freedom you can have or create.
扩大你的自由是创业者旅程的最终目的，你可以拥有或创造多少自由，真的是无穷无尽的。

Expanding your freedom is what Dr. James Carse would call the “infinite game,” which is about continually transforming yourself and the game you’re playing, and never getting caught or stuck within any finite game or set of rules.18
扩大你的自由是詹姆斯·卡斯博士所说的“无限游戏”，即不断改变你自己和你正在玩的游戏，永远不要陷入或陷入任何有限的游戏或一组规则中。18

Being 2x means you’re stuck in a finite game—a situation, perspective, objective, identity, etc. You’re not expanding your freedom to be, do, and have. You’re caught up in fear and paralysis. You’re maintaining the status quo of who you now are and what you’re now doing.
成为 2x 意味着你陷入了一个有限的游戏——一种情况、观点、目标、身份等。你没有扩大你存在、做和拥有的自由。你陷入了恐惧和瘫痪之中。你正在维持你现在是谁以及你现在正在做什么的现状。

10x is playing the infinite game of expanding your freedom.
10x 正在玩扩展自由的无限游戏。

Freedom isn’t cheap, though. It requires brutal honesty with yourself and others, which is terrifying yet liberating. There are no half-measures or half-commitments with 10x. To achieve freedom of purpose, you must let go of everything that isn’t 10x in your life. This is hard because most of your time is likely caught up in 2x work.
不过，自由并不便宜。它需要对自己和他人保持残酷的诚实，这既可怕又解放。10 倍没有半途而废或半承诺。为了实现目标的自由，你必须放弃生活中没有 10 倍的一切。这很难，因为您的大部分时间可能都花在了 2 倍的工作中。

Going 10x is the stripping away of everything that’s not “the David” of your core self and highest purpose.
达到 10 倍就是剥离一切不是你核心自我和最高目标的“大卫”的东西。

My 10x Journey
我的 10 倍旅程

This is a book for people interested in 10x level growth and transformation—and how you can achieve that for yourself.
这是一本为对 10 倍级别的增长和转型感兴趣的人准备的书，以及如何为自己实现这一目标。

I know this because I’ve experienced 10x transformations myself.
我知道这一点，因为我自己也经历了 10 倍的转变。

Many times.
很多次。

My name is Dr. Benjamin Hardy and I’m the writer of this book, along with my collaborator and primary co-author, Dan Sullivan.
我叫本杰明·哈迪博士，是这本书的作者，还有我的合作者和主要合著者丹·沙利文。

While I was pursuing my PhD in organizational psychology, my research focused on entrepreneurial courage and transformational leadership.19,20 In my research, I uncovered a radically novel concept, which I called the point of no return, that identified a core difference between wannabe entrepreneurs and successful ones. The point of no return is the moment of full commitment, wherein your identity and energy shift from avoiding what you fear to fully approaching what you most want. I also found how the most powerful leaders transform those who follow them, elevating their identity and behaviors to dramatically higher levels.
在我攻读组织心理学博士学位期间，我的研究重点是创业勇气和变革型领导力。19,20 在我的研究中，我发现了一个非常新颖的概念，我称之为 “不归路 ”，它确定了想成为企业家的人和成功企业家之间的核心区别。不归路是完全承诺的时刻，在这个时刻，你的身份和能量从逃避你害怕的事情转变为完全接近你最想要的东西。我还发现，最有权势的领导者如何改变那些追随他们的人，将他们的身份和行为提升到更高的水平。

While completing my PhD program—from 2014 to 2019—in addition to doing my research and getting my education, my blog posts were read by over 100 million people and were regularly published on platforms like Forbes, Fortune, and Psychology Today. For three years—from 2015 to 2018—I was the number one most read writer on the massive blogging platform Medium.com, based in Silicon Valley. I also published my first major book, Willpower Doesn’t Work, in 2018,21 and grew my online training business to seven-figures.
在完成我的博士课程期间（从 2014 年到 2019 年），除了进行研究和接受教育外，我的博客文章被超过 1 亿人阅读，并定期在《福布斯》、《财富》和《今日心理学》等平台上发表。从 2015 年到 2018 年的三年里，我一直是位于硅谷的大型博客平台 Medium.com 上阅读量最大的作家。我还在 2018 年出版了我的第一本重要著作《意志力不起作用》，21 并将我的在线培训业务增长到七位数。

Since completing my PhD in 2019, I’ve published another five books, three of which are co-authored with legendary entrepreneurial coach Dan Sullivan. Collectively my books have sold hundreds of thousands of copies and are quickly becoming staples in the business and psychology space.
自 2019 年完成博士学位以来，我又出版了五本书，其中三本是与传奇创业教练丹·沙利文（Dan Sullivan）合着的。我的书总共售出了数十万册，并迅速成为商业和心理学领域的主打书籍。

My wife and I have also made several 10x jumps. In 2015 during the first year of my PhD program, we became foster parents of three siblings, ages 3, 5, and 7. Over the next three years, Lauren and I fought the foster system in court, and in February of 2018, we were miraculously granted adoption. One month after the adoption, Lauren became pregnant with twin girls who were born in December of 2018.
我和我的妻子也做了几次 10 倍跳跃。2015 年，在我攻读博士课程的第一年，我们成为了三个兄弟姐妹的养父母，年龄分别为 3 岁、5 岁和 7 岁。在接下来的三年里，劳伦和我在法庭上与寄养制度抗争，2018 年 2 月，我们奇迹般地被收养。收养一个月后，劳伦怀上了 2018 年 12 月出生的双胞胎女孩。

Yes, in 2018, we technically went from zero to five kids.
是的，在 2018 年，从技术上讲，我们从零孩子变成了五个孩子。

10x transformation.
10 倍改造。

We’ve since had our sixth and final child, our epic and smiley boy Rex.
从那以后，我们有了第六个也是最后一个孩子，我们史诗般的笑脸男孩雷克斯。

There are many more 10x’s I’ve experienced that I could talk about. But that’s not the point. The point is that since the first time I experienced 10x in my life, I wanted to understand the intricacies of the process. Thus, over the past decade, I’ve excitedly studied the psychology and application of 10x growth and transformation.
我还有很多 10 倍可以谈谈。但这不是重点。关键是，自从我人生中第一次经历 10 倍以来，我想了解这个过程的复杂性。因此，在过去的十年里，我兴奋地研究了 10 倍增长和转型的心理学和应用。

My study led me to the work of Dan Sullivan, who over the past 50 years has personally coached more high-level entrepreneurs than anyone living today. His company, Strategic Coach, is the premier entrepreneurial coaching company in the entire world. Over the past 35 years, more than 25,000 high-level entrepreneurs have participated in the Strategic Coach Program.
我的学习使我接触到了丹·沙利文（Dan Sullivan）的工作，在过去的 50 年里，他亲自指导的高级企业家比当今任何人都多。他的公司 Strategic Coach 是全世界首屈一指的创业教练公司。35 年来，超过 25,000 名高层次企业家参与了战略教练计划。

I started studying Dan’s work in 2015 when I was first starting my own entrepreneurial endeavors, and while I was also researching entrepreneurial courage academically. Dan’s teaching blew my mind and influenced my own 10x jumps as an author and entrepreneur, enabling me to build a seven figure company from nothing in just a few years.
我从 2015 年开始研究 Dan 的工作，当时我刚开始自己的创业事业，同时我也在学术上研究创业勇气。Dan 的教学让我大吃一惊，并影响了我作为作家和企业家的 10 倍跃升，使我能够在短短几年内从无到有建立一家七位数的公司。

My love and appreciation of Dan’s teachings led me to collaborate with him, which has led to this and our two other books, Who Not How and The Gap and The Gain.22,23 As with our previous books, this book is written from my own perspective and in my own words. Using Dan’s language, “I’m the ‘Who’ that wrote this book because no one else could have or would have.”
我对丹教义的热爱和欣赏促使我与他合作，这导致了这本书和我们的另外两本书，谁不是如何和差距与收获。22,23 与我们以前的书一样，这本书是从我自己的角度和我自己的话写成的。用丹的语言来说，“我是写这本书的'谁'，因为没有其他人可以或不会拥有。

Even still, Dan’s teachings form the foundation of this project.
尽管如此，丹的教义还是构成了这个项目的基础。

Dan is truly a master.
丹确实是一位大师。

His ideas and thinking are so unique and counterintuitive that they fly in the face of conventional wisdom. Take for example, the notion that getting 10x bigger results is actually easier than going for 2x.
他的想法和思维是如此独特和违反直觉，以至于与传统智慧背道而驰。以获得 10 倍结果实际上比获得 2 倍结果更容易的想法为例。

When Dan’s entrepreneurs initially hear this idea, they scratch their heads in disbelief. Then Dan unravels radically simple yet profound insights and perspectives, making the truth of this concept so clear it can’t be misunderstood.
当丹的企业家最初听到这个想法时，他们难以置信地挠头。然后丹揭示了极其简单而深刻的见解和观点，使这个概念的真相如此清晰，以至于不会被误解。

Between Dan’s five decades of working directly with tens of thousands of outlier entrepreneurs and helping them go 10x, and my background in entrepreneurial and exponential psychology, we provide a perspective of 10x in this book that’s unlike anything presented on this wildly popular and even more wildly misunderstood topic.
在 Dan 直接与数以万计的异常企业家合作并帮助他们实现 10 倍的五十年，以及我在创业和指数心理学方面的背景之间，我们在这本书中提供了 10 倍的视角，这与关于这个广受欢迎甚至更被广泛误解的话题的任何内容都不同。

To bring the truth of 10x to you in this book—making it simple, mind-expanding, embarrassingly obvious, and immediately applicable—I delved down countless veins of the psychological literature, interviewed Dan for several hours, interviewed dozens of Dan’s top entrepreneurs whose stories have never been seen before now, and transformed my own life inside-and-out to prove the concepts.
为了在这本书中将 10 倍的真相带给你——让它变得简单、思维扩展、显而易见且立即适用——我深入研究了无数心理学文献，采访了丹几个小时，采访了数十位丹的顶级企业家，他们的故事从未见过，并从里到外改变了我自己的生活以证明这些概念。

When I initiated the collaboration with Dan in 2018, it was an experiment. I believed that by sharing Dan’s ideas in the form of mainstream business books, that people’s lives could be changed. I also believed high-level entrepreneurs that meet the requirements of Strategic Coach would realize the power and depth of Dan’s teachings and join Strategic Coach for continued and systematic 10x growth.
当我在 2018 年开始与 Dan 合作时，这是一个实验。我相信，通过以主流商业书籍的形式分享丹的想法，人们的生活可以改变。我还相信，符合战略教练要求的高层次企业家会意识到丹教义的力量和深度，并加入战略教练，实现持续和系统的 10 倍增长。

Our experiment worked.
我们的实验奏效了。

Our initial 10x ambition was explicitly stated in the introduction of Who Not How, our first book together. I wrote that our goal in writing that book was transforming the lives of hundreds of thousands of readers in addition to directly leading 500+ growth-oriented entrepreneurs to join Strategic Coach for direct training.
我们最初的 10 倍雄心壮志在我们合作的第一本书《Who Not How》的介绍中明确表示。我写道，我们写这本书的目标是改变数十万读者的生活，此外还直接引导 500+ 以增长为导向的企业家加入战略教练进行直接培训。

Less than two years since the publication of Who Not How, both of those objectives have been achieved. The book quickly became a cult classic and perennial seller in the entrepreneurial space, and high-level entrepreneurs are joining Strategic Coach on the daily in reaction to the liberating gut-punch of Dan’s teaching displayed on the silver platter of my writing.
自《谁不如何》出版以来不到两年，这两个目标都已经实现。这本书很快成为创业领域的经典之作和常年畅销书，高级企业家每天都在加入《战略教练》，以回应丹在我写作的银盘上展示的教学的解放性直击。

Our collaboration has produced a qualitative 10x transformation in both of our lives and businesses.
我们的合作为我们的生活和业务带来了 10 倍的质变。

At our new 10x level, we’ve recently re-imagined our next 10x jump, which is publishing dramatically better books that reach millions of readers and directly lead 5,000+ world-class entrepreneurs seeking 10x growth and freedom to join the Strategic Coach program. By joining Strategic Coach, these entrepreneurs receive direct access to the well from which this and our other books were drawn.
在我们新的 10 倍级别，我们最近重新构想了我们的下一个 10 倍跳跃，即出版更好的书籍，覆盖数百万读者，并直接引导 5,000+ 寻求 10 倍增长和自由加入战略教练计划的世界级企业家。通过加入 Strategic Coach，这些企业家可以直接访问这本书和我们的其他书籍的来源。

How This Book Will Change Your Life
这本书将如何改变你的生活

“Anything that is alive is in a continual state of change and movement. The moment that you rest, thinking that you have attained the level you desire, a part of your mind enters a phase of decay. You lose your hard-earned creativity and others begin to sense it. This is a power and intelligence that must be continually renewed, or it will die.”
“任何有生命的东西都处于不断变化和运动的状态。当你休息的那一刻，认为你已经达到了你想要的水平，你心的一部分就进入了一个腐烂的阶段。你失去了来之不易的创造力，其他人开始感觉到它。这是一种必须不断更新的力量和智慧，否则它就会消亡。

— ROBERT GREENE24
— ROBERT GREENE 24 岁

I was recently sharing the ideas in this book over a steak dinner with some friends and watched as the scales over their eyes began to fall off. They shook their head in disbelief, realizing how much of their lives were stuck in 2x mode.
我最近在与一些朋友的牛排晚餐上分享了这本书中的想法，并看到他们眼睛上的鳞片开始脱落。他们难以置信地摇了摇头，意识到他们的生活中有多少时间被困在 2x 模式中。

It became absurdly obvious they were needlessly maintaining so many situations, projects, and people that were 2x, not 10x.
很明显，他们不必要地维护了 2 倍而不是 10 倍的如此多的情况、项目和人员。

They were operating out of need not want; scarcity not abundance; security not freedom.
他们是出于需要而不是匮乏而运作的;稀缺不是丰富;安全而不是自由。

“We have to let go of [so and so client/project],” my friend said to his business partner—who was wolfing down a bite of his 32 oz. tomahawk steak—as he heard me sharing the principles you’re about to learn in this book.
“我们必须放弃[某某客户/项目]，”我的朋友对他的商业伙伴说——他正在狼吞虎咽地吃着他的 32 盎司战斧牛排——当他听到我分享你将要在这本书中学到的原则时。

Here’s the most surprising truth about this book. Counterintuitively, 10x is much, much easier than 2x.
这是这本书最令人惊讶的真相。与直觉相反，10 倍比 2 倍容易得多。

It’s much simpler than 2x.
它比 2 倍简单得多。

But “easy” and “simple” aren’t exactly what they seem. To quote American author T.S. Eliot, “A condition of complete simplicity. . . costing not less than everything.”25
但“简单”和“简单”并不完全像它们看起来的那样。引用美国作家 T.S. 艾略特的话，“完全简单的条件......成本不低于一切。25

To go for easy and simple, you’ll have to let go of everything in your life that is needlessly hard. More specifically, you’ll have to let go of everything you don’t truly want.
为了追求轻松和简单，你必须放弃生活中不必要的一切困难。更具体地说，你必须放弃你并不真正想要的一切。

10x filters-out literally everything that isn’t 10x, which is most things in your life.
10 倍几乎可以过滤掉所有不是 10 倍的东西，这是你生活中的大多数事情。

If you’re willing to commit and let everything go that you don’t really want, then your life will be infinitely easier, simpler, and more successful than it’s ever been.
如果你愿意承诺并放弃你并不真正想要的一切，那么你的生活将比以往任何时候都更加轻松、简单和成功。

Is this scary?
这可怕吗？

Yes.
是的。

Does it require 100 percent commitment?
它需要 100% 的承诺吗？

Absolutely.
绝对。

But like ripping off a Band-Aid, the hardest part is thinking about it. The shock factor may be real, but once you make the decision, everything changes. How you do anything is how you do everything. 10x becomes your filter and norm.
但就像撕掉创可贴一样，最困难的部分是思考它。震惊因素可能是真实的，但一旦你做出决定，一切都会改变。你如何做任何事情就是你如何做任何事情。10 倍成为您的过滤器和规范。

In this book, you will learn what 10x is and why it’s the most natural, exciting, and powerful way to live. You’re going to see yourself and the world entirely differently.
在本书中，您将了解什么是 10 倍，以及为什么它是最自然、最令人兴奋和最强大的生活方式。你会以完全不同的方式看待自己和世界。

You’re going to see your potential and every decision you make differently.
你会看到自己的潜力，以及你做出的每一个决定都不同。

Before you finish reading this book, you’ll imagine and clarify highly unique and personal 10x jumps that will transform your life. You’ll make 10x your new standard and identity, filtering-out past aspects of yourself that are 2x and holding you back.
在读完这本书之前，您将想象并阐明高度独特和个性化的 10 倍跳跃，这将改变您的生活。你将使你的新标准和身份成为 10 倍，过滤掉你过去的 2 倍方面并阻碍你前进。

There’s no end to 10x.
10 倍是没有尽头的。

There’s no end to freedom.
自由是无止境的。

It’s an inside game.
这是一场内线游戏。

It’s an infinite game.
这是一场无限的游戏。

It’s a game you can play again and again.
这是一款您可以反复玩的游戏。

Only you can decide how far you’ll go. Only you can decide how much you’ll transform into the truest expression of yourself and life’s purpose.
只有你才能决定你要走多远。只有你才能决定在多大程度上你会转变为你自己和人生目标的最真实表达。

If you decide to go 10x from where you are now, your 10x future self will be a different person than you are now. In a short time, you’ll have freedoms you can’t presently fathom. The 10x value and quality of your time, money, relationships, and purpose will seem impossible to you now but will be completely normal to your 10x future self.
如果你决定比现在的自己高出 10 倍，那么你未来的 10 倍的自己将是一个与现在不同的人。在很短的时间内，你将拥有你目前无法理解的自由。你的时间、金钱、人际关系和目标的 10 倍价值和质量现在对你来说似乎是不可能的，但对你未来的 10 倍的自己来说是完全正常的。

Every time you commit to 10x, you’ll be required to go through the same process. In the first chapter of this book, you will learn the details of this 10x process. You’ll begin to see exactly why 10x and 2x are direct opposites, and why 10x is far easier, simpler, and more exciting than 2x. This process is highly imaginative, strategic, and practical.
每次您承诺 10 倍时，您都需要经历相同的过程。在本书的第一章中，您将了解这个 10 倍过程的细节。您将开始确切地了解为什么 10 倍和 2 倍是直接相反的，以及为什么 10 倍比 2 倍更容易、更简单、更令人兴奋。这个过程非常富有想象力、战略性和实用性。

In the second chapter, you’ll learn how to commit to 10x and transform yourself and your identity through that commitment. This is the emotional aspect of the 10x process, which is where the rubber meets the road. Having 10x goals is one thing. But making 10x your standard, now that’s a different ball game, one that takes pure commitment and courage. That’s a game that will transform your entire life if you’re serious about it, but it’s also the only way to expand yourself and be free. Thus, you’ll learn to make 10x your standard and say “No” to increasingly great things, sharpening and refining your filter and identity.
在第二章中，您将学习如何承诺 10 倍，并通过这种承诺改变自己和您的身份。这就是 10 倍过程的情感方面，这是橡胶与道路相遇的地方。拥有 10 倍的目标是一回事。但是让 10 倍的标准，现在这是一场不同的球赛，需要纯粹的承诺和勇气。如果你认真对待它，这是一款将改变你整个生活的游戏，但它也是扩展自己和获得自由的唯一途径。因此，您将学会将标准提高 10 倍，并对越来越伟大的事情说“不”，从而锐化和完善您的过滤器和身份。

In the third chapter, you’ll learn the difference between wanting and needing. To go 10x, you shift all of your energy away from a “needing” perspective of life and the world. You don’t need to go 10x, you want to. The highest form of freedom is based on want, not need. Choosing what you want takes radical honesty, commitment, and courage. This is how you begin peeling away the layers and getting to the root and core of who you are. The more honest you get with yourself, the more you’ll clarify and develop your Unique Ability, which is your superpower as a person and entrepreneur, and it’s completely unique to you. Avoiding your Unique Ability leads to a life of frustration and mediocrity. Opening yourself up and developing your Unique Ability takes vulnerability, commitment, and courage—it’s like climbing a mountain and jumping off a cliff at the same time. The more layers you peel away by going 10x, the more you become your own version of the David, and the more valuable and purposeful your life will be.
在第三章中，您将了解想要和需要之间的区别。要达到 10 倍，你将所有的精力都从对生活和世界的“需要”的角度转移开。你不需要去 10 倍，你想这样做。自由的最高形式是基于需求，而不是需要。选择你想要的东西需要彻底的诚实、承诺和勇气。这就是你开始剥开层层并找到你是谁的根源和核心的方式。你对自己越诚实，你就越能澄清和发展你的独特能力，这是你作为一个人和企业家的超能力，它对你来说是完全独一无二的。避免你的独特能力会导致沮丧和平庸的生活。敞开心扉并发展你的独特能力需要脆弱、承诺和勇气——这就像爬山和跳崖一样。你通过 10 倍剥离的层层越多，你就越能成为你自己的大卫版本，你的生活就会变得更有价值和目标。

In the fourth chapter, you will be shown a different perspective of your own past, enabling you to better see and appreciate all the 10x jumps you’ve already made. You’ll connect the key dots that brought you to this point and use that throughline to lay out the next qualitative and non-linear 10x jumps your soul is most calling for. You’ll learn how to normalize 10x so that it becomes an increasingly natural way to live—seeing and feeling it through both your past and your future.
在第四章中，您将以不同的视角了解自己的过去，使您能够更好地看到和欣赏您已经完成的所有 10 倍跳跃。您将连接将您带到这一点的关键点，并使用该贯穿线来布置您的灵魂最需要的下一个定性和非线性 10 倍跳跃。您将学习如何将 10 倍正常化，使其成为一种越来越自然的生活方式——通过您的过去和未来来看待和感受它。

The fifth chapter will help you shift out of the linear and quantitative model of time that is taught in public education and continued in most of corporate America. This model is based on the industrial factory model of the 19th century and is radically ineffective for 10x growth and transformation. You’ll learn the time system Dan has developed over decades to help his entrepreneurs become 10x and often 100x more productive, happy, and successful. Rather than operating in quantitative time, you’ll learn to leverage time qualitatively, wherein you have far more flow, fun, and transformation. You’ll be less scheduled. Your time will be less thinly-sliced and fragmented. You’ll have bigger and wider blocks of freedom for deep work, active recovery, and peak experiences.
第五章将帮助您摆脱公共教育中教授并在美国大多数企业中继续使用的线性和定量时间模型。这种模式基于 19 世纪的工业工厂模式，对于 10 倍的增长和转型完全无效。您将了解 Dan 几十年来开发的时间系统，以帮助他的企业家提高 10 倍，通常是 100 倍的生产力、快乐和成功。您将学会定性地利用时间，而不是在定量时间中运作，其中您拥有更多的流动、乐趣和转变。你的日程安排会更少。您的时间将不那么细切和分散。您将拥有更大、更广泛的自由度，用于深度工作、主动恢复和巅峰体验。

The sixth chapter takes all the building blocks of the previous chapters and challenges you to create a Self-Managing Company, where you create a culture of freedom. You’ll have a self-managing and self-multiplying team to handle all aspects of your business. As a Transformational Leader, you’ll be totally free to embrace the few things that matter most—innovating, strategizing, visioning, collaborating, evolving. Your vision will become so compelling and exciting that the right people will see multiple 10x futures for themselves in your vision. You’ll equip everyone around you to be better leaders and evolve beyond their current roles, leading them to bring on new “Whos” and free themselves up for the next stage of 10x growth. This is Unique Ability Teamwork. This is how you have an operating system of 10x all around you, while your own personal life gets simpler, slower, deeper, and more powerful.
第六章采用了前几章的所有组成部分，并挑战您创建一家自我管理公司，在那里您可以创造一种自由的文化。您将拥有一个自我管理和自我繁殖的团队来处理您业务的各个方面。作为变革型领导者，您将完全自由地接受最重要的几件事——创新、战略制定、愿景、协作、发展。您的愿景将变得如此引人注目和令人兴奋，以至于合适的人会在您的愿景中看到多个 10 倍的未来。您将使周围的每个人都成为更好的领导者，并超越他们当前的角色，引导他们带来新的“谁”，并为下一阶段的 10 倍增长腾出时间。这就是独特的能力团队合作。这就是您周围拥有 10 倍作系统的方式，而您自己的个人生活变得更简单、更慢、更深入、更强大。

Are you ready to go 10x?
你准备好 10 倍了吗？

Let’s begin.
让我们开始吧。

CHAPTER 1
第一章

THE SURPRISING SIMPLICITY OF 10x GROWTH
10 倍增长的惊人简单性

Why the 2x Mindset Is the Enemy of Results
为什么 2x 心态是结果的敌人

◆ ◆ ◆

“The road to hell is paved with the pursuit of volume. Volume leads to marginal products, marginal customers, and greatly increased managerial complexity . . . Hard work leads to low returns. Insight and doing what we want leads to high returns . . . Strive for excellence in few things, rather than good performance in many . . . It is not shortage of time that should worry us, but the tendency for the majority of time to be spent in low-quality ways . . . The 80/20 principle says that if we doubled our time on the top 20 percent of activities, we could work a two-day week and achieve 60 percent more than now.”
“通往地狱的路，就是靠对体积的追求铺就的。数量导致边际产品、边际客户，并大大增加管理复杂性......努力工作导致回报低。洞察力和做我们想做的事会带来高回报......在少数事情上追求卓越，而不是在许多事情上取得好成绩......我们应该担心的不是时间不足，而是大部分时间花在低质量上...... 80/20 原则说，如果我们将前 20% 的活动时间增加一倍，我们就可以每周工作两天，并比现在多取得 60% 的成就。

— RICHARD KOCH1
— RICHARD K 和 1

“If you wanted to improve your profits by ten percent, how would you do it?”
“如果你想将利润提高百分之十，你会怎么做？”

I once attended marketing expert Joe Polish’s entrepreneur mastermind group, where he presented this and several other questions.
我曾经参加过营销专家乔·波利什（Joe Polish）的企业家策划小组，他在那里提出了这个问题和其他几个问题。

After taking 5 to 10 minutes to think through Joe’s questions, we had a group discussion. Dr. Alan Barnard, one of the world’s leading experts on constraint theory and decision-making, happened to be in the group that day.
在花了 5 到 10 分钟思考 Joe 的问题后，我们进行了小组讨论。世界领先的约束理论和决策专家之一艾伦·巴纳德博士当天恰好在小组中。

“This is actually a really bad question,” stated Dr. Barnard. He then continued:
“这实际上是一个非常糟糕的问题，”巴纳德博士说。然后他继续说：

“There are literally infinite things I could do to grow my profits by ten percent. The goal isn’t big enough to create focus and specificity. If, however, you asked, ‘If you wanted to grow your profits by ten times, how would you do it?’ that would be a much better question because there are likely to be very FEW, maybe even only ONE way to create 10x growth. Indeed, almost nothing you’re currently doing would get you there. To separate the signal from the noise, you need to make the goal big enough to weed-out most paths or strategies. Impossible goals help you identify the ONE or FEW conditions that have the highest possible upside. Those are the areas to focus your scarcest resource - your limited attention on.”
“我可以做无穷无尽的事情来将我的利润增长 10%。目标不够大，无法创造重点和具体性。然而，如果你问，“如果你想将利润增长十倍，你会怎么做？”那将是一个更好的问题，因为创造 10 倍增长的方法可能很少，甚至可能只有一种。事实上，你目前正在做的几乎没有任何事情能让你实现这一目标。要将信号与噪声分开，您需要使目标足够大，以剔除大多数路径或策略。不可能的目标可帮助您确定具有最大上升空间的一种或少数条件。这些是你最稀缺的资源需要集中的领域——你有限的注意力。

To make a goal effective, you’ve got to test its outer-limits. Push it out as far as you can. Only once you make your goal impossible will you stop operating based on your current assumptions and knowledge. You’ll be open to new ideas, and you’ll entertain different paths that you’ve never considered.2
为了使目标有效，你必须测试它的外部限制。尽可能地把它推出去。只有一旦你使你的目标成为不可能，你才会停止基于你当前的假设和知识进行作。你会对新想法持开放态度，你会开启你从未考虑过的不同道路。阿拉伯数字

Operating non-linearly based on past assumptions and norms: 2x.
基于过去的假设和规范进行非线性作：2 倍。

Operating non-linearly based on an exciting and seemingly impossible vision: 10x.
基于令人兴奋且看似不可能的愿景进行非线性作：10 倍。

Dr. Barnard encourages people to make their goal so big that they believe it’s impossible.
巴纳德博士鼓励人们将他们的目标定得如此之大，以至于他们认为这是不可能的。

For instance, if an entrepreneur wants to make $1,000,000 profits in the next 12 months, Dr. Barnard asks, “Do you believe that’s possible?”
例如，如果一位企业家想在未来 12 个月内赚取 1,000,000 美元的利润，巴纳德博士会问：“你认为这可能吗？

The entrepreneur answers, “Yes.”
企业家回答说：“是的。

“What about making $10,0000,000 profit in the next 12 months,” Dr. Barnard suggests. “Do you believe that’s possible?”
“在未来 12 个月内赚取 10,000,000 美元的利润怎么样，”巴纳德博士建议道。“你相信这有可能吗？”

“I don’t think so,” the entrepreneur responds.
“我不这么认为，”这位企业家回答道。

“That goal,” Dr. Barnard presses, “It would be impossible, unless. . ? What conditions need to be true for $10,000,000 profit in the next 12 months. Then ask yourself how can you create these ‘unless’ conditions to make the impossible, possible.”
“这个目标，”巴纳德博士追问道，“这是不可能的，除非......未来 12 个月内 10,000,000 美元的利润需要满足哪些条件。然后问问自己，你如何才能创造这些'除非'条件，让不可能成为可能。

The entrepreneur lists conditions that need to be present for that impossible goal to become believably possible.
企业家列出了实现不可能的目标所需的条件。

Dr. Barnard points out those conditions and strategies are where the entrepreneur should focus if they want the highest return on time and energy. Everything else they’re doing is noise.
巴纳德博士指出，如果企业家想要获得最高的时间和精力回报，这些条件和策略是他们应该关注的地方。他们所做的其他一切都是噪音。

Seemingly impossible or massive goals are highly practical because they immediately separate what works from what won’t, illuminating the few paths that have the greatest efficacy.
看似不可能或巨大的目标非常实用，因为它们立即将有效与无效区分开来，阐明了具有最大功效的少数路径。

Small goals are unable to clarify effective pathways because they are too marginal or linear from your current location.
小目标无法阐明有效的途径，因为它们与您当前的位置相比过于边缘或线性。

This is a fundamental reason why 10x goals and vision are simpler, easier, and more practical than 2x goals. With a 2x goal, there are too many potential pathways to reach the desired destination. This creates paralysis-by-analysis and makes it extremely difficult to know where to focus your best energy and effort.
这就是为什么 10 倍目标和愿景比 2 倍目标更简单、更容易、更实用的根本原因。对于 2 倍的目标，有太多的潜在途径无法到达所需的目的地。这会造成分析瘫痪，并极难知道将最好的精力和精力集中在哪里。

Conversely, with a 10x goal, only a limited number of strategies or paths will work.
相反，对于 10 倍的目标，只有有限数量的策略或路径会起作用。

Take my son Kaleb for example. He’s an avid tennis player and wants to play in college. Recently, his coach asked, “Why don’t you just go for professional?”
以我的儿子卡勒布为例。他是一名狂热的网球运动员，想在大学打球。最近，他的教练问道：“你为什么不直接去职业呢？

Surprised, Kaleb had never thought that was a possibility.
卡莱布很惊讶，他从未想过这是有可能的。

Driving home from practice, Kaleb and I discussed what his coach had said. “What if you committed to going for professional, would that change anything about what you’re doing now?”
训练结束后开车回家，卡莱布和我讨论了他教练所说的话。“如果你致力于成为职业球员，这会改变你现在所做的事情吗？”

“Maybe,” he replied.
“也许吧，”他回答。

“Do you think your current trajectory would get you to pro?”
“你认为你目前的发展轨迹会让你成为职业选手吗？”

“No.”
“没有。”

“If we went for pro, do you think we could find a path for that?”
“如果我们选择职业选手，你认为我们能找到一条道路吗？”

“Probably.”
“大概吧。”

“Do you think it would be different from a college path?”
“你认为这和大学道路有什么不同吗？”

“Yeah.”
“是啊。”

The goal determines the process.
目标决定了过程。

“The only way to make your present better,” said Dan Sullivan, “is by making your future bigger.”
“让你的现在变得更好的唯一方法，”丹·沙利文说，“就是让你的未来变得更大。

Chunking-up the goal to its next quantum level up and making it 10x bigger forces you to find different pathways to get where you want to go. You ask different questions to different people.
将目标放大到下一个量子水平并将其放大 10 倍，迫使您找到不同的途径来到达您想去的地方。你向不同的人提出不同的问题。

There are many paths to 2x or linear progress, which is one reason it’s ineffective and overly complex to go 2x. There are few paths leading to 10x, making the goal simple and highly effective. Again, almost nothing will work for 10x, which is why it’s so useful.
通往 2 倍或线性进步的途径有很多，这也是 2 倍无效且过于复杂的原因之一。通往 10 倍的路径很少，使目标简单且高效。同样，几乎没有任何东西可以用于 10 倍，这就是它如此有用的原因。

There are many coaches in the Orlando area where we live that could likely get Kaleb to the college tennis level. However, there are extremely few coaches that could realistically guide Kaleb to the pro level.
我们居住的奥兰多地区有许多教练可能会让 Kaleb 达到大学网球水平。然而，能够真正引导卡莱布达到职业水平的教练却寥寥无几。

If we committed to the pro level, we’d have to change Kaleb’s training process dramatically.
如果我们致力于职业水平，我们就必须极大地改变卡莱布的训练过程。

Ironically, Kaleb’s best chance at even reaching his college goal would be chunking-up his goal to the pro level, because at least then we’d start being far more discerning and pickier about everything he’s doing. In other words, the easiest way to get 2x growth is by going for 10x, because 10x forces you to stop almost everything you’re doing, which is ultimately a waste of time anyway. As the old Norman Vincent Peale quote states, “Shoot for the Moon. Even if you miss, you’ll land among the stars.”
具有讽刺意味的是，卡莱布实现大学目标的最佳机会就是将他的目标提升到职业水平，因为至少到那时我们会开始对他所做的一切更加挑剔和挑剔。换句话说，获得 2 倍增长的最简单方法是追求 10 倍，因为 10 倍会迫使你停止几乎所有正在做的事情，无论如何，这最终都是浪费时间。正如诺曼·文森特·皮尔（Norman Vincent Peale）的一句话所说，“为月球而战。即使你错过了，你也会降落在星辰之间。

The same is true of 10x and 2x.
10x 和 2x 也是如此。

If you’re shooting for 2x, you probably won’t land much farther from where you are now and you’ll exhaust enormous energy grinding inches forward. There’s not enough distinction to force clarity about which direction to go. There’s also not enough difference to discern what among the many things you’re now doing is ultimately a waste.
如果你要射击 2 倍，你可能不会降落在离你现在的位置更远的地方，你会消耗巨大的能量向前磨削几英寸。没有足够的区别来迫使人们明确该往哪个方向走。也没有足够的差异来辨别你现在正在做的许多事情中，哪些最终是浪费。

10x separates the signal from the noise.
10x 将信号与噪声分开。

Almost nothing works for 10x growth, which means if you take it seriously, you’ll have to be a lot more honest about everything you’re now doing. You’ll also have to be far more choosey about the paths you take forward, because only an extremely limited set of approaches or conditions have any connection or efficacy for such a transformation.
几乎没有什么能实现 10 倍的增长，这意味着如果你认真对待它，你将不得不对你现在所做的一切更加诚实。你还必须对你前进的道路更加挑剔，因为只有极其有限的方法或条件与这种转变有任何联系或功效。

In psychology, pathways thinking is an attribute of high-hope people—those who are highly committed to specific goals. These high-hope people are continually learning and iterating their process and path toward their goal. They take feedback from hitting obstacles and not achieving their goals to learn and get better and to adjust their path.3,4,5,6,7,8,9
在心理学中，路径思维是高希望的人的属性——那些高度致力于特定目标的人。这些寄予厚望的人正在不断学习和迭代他们的过程和实现目标的道路。他们从遇到障碍和没有实现目标中获取反馈，以学习和变得更好，并调整自己的道路。3 4 5 6 7 8 9

When an objective has a large spectrum of possible pathways or solutions, then it’s not a useful tool. Goals are a filtration-tool, filtering the signal from the noise, clarifying where to focus for the highest impact.
当一个目标有大量可能的途径或解决方案时，它就不是一个有用的工具。目标是一种过滤工具，从噪声中过滤信号，明确关注哪里以获得最大的影响。

10x is simple. Very few paths will get you there.
10 倍很简单。很少有道路能让你到达那里。

The higher and more specific your goals and standards become, the fewer options you have—which counterintuitively, actually makes them easier to achieve. Bigger and more specific goals immediately axe almost everything you’re now doing, making all sorts of space for exploring and scanning much better options.
你的目标和标准越高、越具体，你的选择就越少——这与直觉相反，实际上使它们更容易实现。更大、更具体的目标会立即削减您现在正在做的几乎所有事情，为探索和扫描更好的选择腾出各种空间。

If you want a really nice house, you have fewer options for furniture. The more specific you get about what you want, the fewer designers there may be who fit your desires. Conversely, if you have “low” or non-specific standards for your house, then there are seemingly endless options for furniture.
如果你想要一个非常漂亮的房子，你的家具选择就更少了。你对自己想要的东西越具体，符合你愿望的设计师可能就越少。相反，如果你对你的房子有“低”或不具体的标准，那么家具似乎有无穷无尽的选择。

When you’re trying to solve highly complex and particular problems, you’ll need a specialist, not a generalist, to solve your problem. You can’t just go to any doctor to reach optimal health.
当您尝试解决高度复杂和特殊的问题时，您需要一位专家，而不是通才来解决您的问题。你不能只去看任何医生来达到最佳健康状态。

Almost everything is noise.
几乎一切都是噪音。

Almost everything you’re now doing is a distraction from 10x.
你现在所做的几乎所有事情都会分散对 10 倍的注意力。

The 10x vs. 2x Framework:
10 倍与 2 倍框架：
Why 10x and 2x Are Literally Opposites
为什么 10x 和 2x 实际上是相反的

“If we didn’t have ambition—some big goal we are after—how would we know what little things, what distractions, to say no to?”
“如果我们没有雄心壮志——我们追求的某个大目标——我们怎么会知道要拒绝哪些小事、哪些干扰？”

— RYAN HOLIDAY10

How could it be that top performing entrepreneurs get better results by taking a simpler, although counterintuitive, path?
表现最好的企业家怎么可能通过走一条更简单但有悖常理的道路来获得更好的结果？

Only by living with a 10x frame of reference do you become highly critical of everything you place your time and energy on.
只有生活在 10 倍的参考系中，你才会对你投入时间和精力的一切变得高度挑剔。

Having a 10x mindset means you know and understand that to accomplish more, you must actually do and focus on increasingly less.
拥有 10 倍的心态意味着你知道并理解，要完成更多工作，你必须真正做并专注于越来越少的事情。

You know that working more hours does not equate to better results, but on the contrary, working more hours usually means you’re grinding your wheels on not innovating your thinking enough.
你知道工作时间长并不等于更好的结果，相反，工作时间长通常意味着你在思维创新不够上磨蹭蹭。

Working too many hours means you’re living 2x, not 10x. It means you’re focused on effort, not transformation.
工作时间过长意味着你的生活是 2 倍，而不是 10 倍。这意味着您专注于努力，而不是转型。

Economists and statisticians have clarified a crucial and well-understood concept for this exact phenomenon: the 80/20 Rule or Pareto Principle, which specifies that 80 percent of consequences come from 20 percent of the causes, asserting an unequal relationship between inputs and outputs.
经济学家和统计学家已经为这一现象阐明了一个关键且广为人知的概念：80/20 规则或帕累托原则，它规定 80% 的后果来自 20% 的原因，断言投入和产出之间存在不平等关系。

Bluntly, 20 percent of your focus is producing 80 percent of your best and most desired results. This “20 percent” consists of the activities you do and particular relationships you have. Just a few things you’re investing in are making up almost all the results. Conversely, 80 percent of your focus is producing a mere 20 percent or less of your best results, meaning you’re investing lots of time and energy into stuff that’s literally holding you back, greatly.
坦率地说，你 20% 的注意力正在产生 80% 的最佳和最想要的结果。这“20%”包括你所做的活动和你拥有的特定关系。您投资的几件事几乎构成了所有结果。相反，你 80% 的注意力只产生了 20% 或更少的最佳结果，这意味着你投入了大量的时间和精力在那些真正阻碍你的事情上，这在很大程度上阻碍了你。

But here’s where it gets interesting. There is a crucial distinction that hasn’t been clearly spelled-out until now.
但这就是它变得有趣的地方。直到现在，还有一个关键的区别还没有明确说明。

The all-important question, if you’re someone who wants to live a meaningful and intention life, is: How do you distinguish the 20 percent that matters and the 80 percent that doesn’t?
如果你是一个想要过上有意义和有目的的生活的人，最重要的问题是：你如何区分 20% 的重要和 80% 不重要的？

There are two things you must do, and most people stop only after the first. However, if you only stop after the first step, then you likely won’t be able to separate the 20 from the 80. The first step is necessary, but not sufficient.
你必须做两件事，大多数人只在第一件事之后才停止。但是，如果您只在第一步后停止，那么您可能无法将 20 与 80 分开。第一步是必要的，但还不够。

So, what is the first step?
那么，第一步是什么？

In order to clarify what matters from what doesn’t, you need to specify your goal.
为了明确什么是重要的，什么是不重要的，你需要指定你的目标。

Without knowing your goal, it’s impossible to find an effective path forward. In Lewis Carroll’s children’s book Alice’s Adventures in Wonderland, Alice asks the Cheshire Cat which way she should go when she reaches a fork in the road.
如果不知道你的目标，就不可能找到一条有效的前进道路。在刘易斯·卡罗尔的儿童读物《爱丽丝梦游仙境》中，爱丽丝问柴郡猫，当她到达岔路口时，她应该走哪条路。

“That depends a good deal on where you want to get to,” said the Cat.
“这在很大程度上取决于你想去哪里，”猫说。

“I don’t much care where—” said Alice.
“我不太在乎在哪里——”爱丽丝说。

“Then it doesn’t matter which way you go,” said the Cat.
“那你走哪条路就没关系了，”猫说。

Without a clear goal, you can’t define the 20 percent that will effectively get you there and the 80 percent that’s taking you some other direction. Even still, when a goal isn’t much different from your current position, then you won’t need to change much to get there. Thus, you won’t need to separate the 80 from the 20, because when the destination or transformation is minor, then very little needs to change about what you’re now doing. This makes it difficult to pin-point where to focus your efforts and change and also stops you from identifying the 80 percent you’re still maintaining that isn’t serving you.
如果没有明确的目标，你就无法定义 20% 能有效地让你实现目标，而 80% 会带你走向其他方向。即便如此，当一个目标与你目前的位置没有太大区别时，你不需要做出太多改变就可以到达那里。因此，您不需要将 80 与 20 分开，因为当目的地或转换很小时，您现在正在做的事情几乎不需要改变。这使得你很难确定你的努力和改变应该集中在哪里，也阻止你识别你仍在维持的 80% 对你没有帮助。

Small goals don’t require 80/20 thinking, because small goals don’t require much adjustment from your current approach.
小目标不需要 80/20 的思维，因为小目标不需要从您当前的方法中进行太多调整。

Thus, the second requirement for separating the 20 percent that matters and the 80 that’s taking you some other way is setting much bigger goals. This goes straight to the research on decision-making and hope we’ve just covered, including some of Dr. Barnard’s crucial insights on impossible goals. Only by stretching your goal far enough out can you parse-out the 80 percent of your current activities and focus that won’t get you there.
因此，将重要的 20% 和带你走其他方式的 80% 分开的第二个要求是设定更大的目标。这直接涉及到我们刚刚介绍的决策和希望的研究，包括巴纳德博士对不可能目标的一些重要见解。只有将你的目标延伸得足够远，你才能解析出你当前 80% 的活动和注意力，这些活动和注意力无法让你实现目标。

Only when you make the goal big enough—10x bigger—does it become absurdly and even comically obvious which strategies, relationships, or behaviors won’t work (the 80 percent).
只有当你把目标定得足够大——大 10 倍——哪些策略、关系或行为行不起作用（80%）才会变得荒谬甚至滑稽地明显。

This brings us to the 10x vs. 2x framework developed by Dan Sullivan.
这让我们想到了 Dan Sullivan 开发的 10 倍与 2 倍框架。

Put simply, if you’re going for 2x growth, then you can keep or maintain 80 percent of your existing life, or what you’re now doing. And in fact, when you’re going for 2x or linear growth, that’s exactly what you’re doing.
简而言之，如果你想实现 2 倍的增长，那么你可以保留或维持现有生命的 80%，或者你现在正在做的事情。事实上，当你追求 2 倍或线性增长时，这正是你正在做的事情。

2x is operating from the past, primarily continuing the path you’ve already been on.
2x 从过去开始运作，主要是延续你已经走过的道路。

2x is linear. You’re not doing anything radically different. You’re mostly just trying to do more of what you’re now doing with as few changes as possible.
2x 是线性的。你没有做任何完全不同的事情。你主要只是试图用尽可能少的改变来做更多你现在正在做的事情。

10x is the opposite of 2x.
10x 与 2x 相反。

Going for 10x requires letting go of 80 percent of your current life and focus and going all-in on the crucial 20 percent that’s relevant and high-impact.
追求 10 倍需要放弃当前生活的 80% 并专注于关键的 20%，即相关且影响很大。

Every time you go 10x, this same process will occur. It applies every time you make a 10x jump, no matter how many 10x jumps you’ve made to this point. This framework is the foundation of 10x or 2x thinking: in order to achieve 10x, you cannot rely on your past self’s thinking.
每次你去 10 倍时，都会发生同样的过程。每次你进行 10 倍跳跃时，无论你到目前为止已经进行了多少次 10 倍跳跃，它都适用。这个框架是 10 倍或 2 倍思维的基础：为了实现 10 倍，你不能依赖过去的自己的想法。

What got you here won’t get you there.
让你来到这里的东西不会让你到达那里。

To go 10x from where you now are, only 20 percent will scale. The rest will be filtered out. Only by clarifying and identifying with your 10x vision will it become obvious the 80 percent that is holding you back.
要比现在的水平提高 10 倍，只有 20% 会扩展。其余的将被过滤掉。只有澄清并认同你的 10 倍愿景，才会发现阻碍你的 80% 的愿景变得明显。

10x is fundamentally and qualitatively different from what your life looks like now. It’s a complete transformation, not simply re-arranging the furniture.
10 倍与你现在的生活在根本上和质量上都不同。这是一个彻底的改造，而不是简单地重新布置家具。

Everything in your world, including yourself, will look different at 10x.
你世界上的一切，包括你自己，在 10 倍时看起来都会有所不同。

Dan Sullivan has helped countless entrepreneurs double down on their 20 percent and let go of their 80 percent. One of the thinking tools he has his entrepreneurs utilize in Strategic Coach is to identify the top 20 percent of their current clients—the ones that provide 80 percent of the revenue and excitement—and draw a line separating the top 20 percent from the bottom 80 percent.
丹·沙利文（Dan Sullivan）帮助无数企业家在 20% 的股份上加倍投入，放弃了 80% 的股份。他让他的企业家在 Strategic Coach 中使用的思维工具之一是确定他们当前客户中的前 20%——那些提供 80% 的收入和兴奋的客户——并划出一条线将前 20% 和后 80% 分开。

“What would happen if you immediately eliminated the bottom 80 percent? How long would it take you to get back to your current level of revenue?”
“如果你立即淘汰底层 80% 的人会发生什么？您需要多长时间才能恢复到目前的收入水平？

After they consider the question, a common answer from Dan’s entrepreneurs is “Between two to three years.”
在他们考虑了这个问题之后，丹的企业家们的共同回答是“两到三年之间”。

That’s not very long.
这不是很长。

It’s actually crazy how short that is, considering many of these entrepreneurs spent decades building their companies.
考虑到这些企业家中的许多人花了几十年的时间建立他们的公司，这实际上是疯狂的。

A funny and popular meme describes why focusing on the top 20 percent is easier than maintaining the 80 percent:
一个有趣而流行的模因描述了为什么关注前 20% 比保持 80% 更容易：

The $500 client: “I just feel as though with this investment I am about to make in you, that we should understand how our lives are about to change and I need the results and you need to bring them, I am entrusting you with our livelihood and our lives.”
这位 500 美元的客户：“ 我只是觉得，通过我即将对你进行的这项投资，我们应该了解我们的生活即将发生怎样的变化，我需要结果，你需要带来它们，我把我们的生计和生活托付给你。

The $50,000 client: “Money sent, thanks.”
50,000 美元的客户：“ 钱寄了，谢谢。

10x people are easier than 2x people.
10 倍的人比 2 倍的人容易。

Take Carson Holmquist, for instance. Carson is the co-founder and CEO of Stream Logistics, a construction transportation company he started in 2012 at 26 years old. Stream Logistics provides transportation and logistics (i.e., trucks and trailers) for construction companies.
以卡森·霍姆奎斯特为例。Carson 是 Stream Logistics 的联合创始人兼首席执行官，这是一家建筑运输公司，他于 2012 年创办，当时他 26 岁。Stream Logistics 为建筑公司提供运输和物流（即卡车和拖车）。

From 2012 to 2017, Stream Logistics grew quickly, going from 3 to 30 team members. It was around this time that Carson joined Strategic Coach to further understand how he could help his company go 10x from where it was. One of the first things he learned was that in order to go 10x, he needed to make his company self-managing to free himself up to innovate, strategize, and evolve himself and his thinking.
从 2012 年到 2017 年，Stream Logistics 发展迅速，团队成员从 3 人增加到 30 人。大约在这个时候，Carson 加入了 Strategic Coach，以进一步了解他如何帮助他的公司比现在的水平提高 10 倍。他学到的第一件事是，为了实现 10 倍，他需要让他的公司自我管理，以腾出时间进行创新、制定战略和发展自己和他的思维。

At that point in time, Carson was working 50 hours per week and was involved in all aspects of this business. Admittedly, he was micro-managing and realized he was the bottleneck that literally everything in the business had to pass through.
当时，卡森每周工作 50 小时，并参与了这项业务的各个方面。诚然，他正在进行微观管理，并意识到他是业务中几乎所有东西都必须通过的瓶颈。

Carson was busy but non-productive.
卡森很忙，但效率低下。

Listening to Dan’s 10x teachings, he saw how he was holding the team back from effectively growing and working autonomously without him.
听了 Dan 的 10x 教导，他看到他如何在没有他的情况下阻碍团队有效成长和自主工作。

He was also holding himself back because his time and attention were too absorbed in the day-to-day details of his business. He was dealing with constant and daily urgent battles such that he didn’t have any time to think about the future of the company.
他还抑制了自己，因为他的时间和注意力过于专注于他业务的日常细节。他每天都在应对持续不断的紧急战斗，以至于他没有时间考虑公司的未来。

Dan Sullivan sees entrepreneurs falling into this trap all the time, warning them that tightly scheduled entrepreneurs cannot transform themselves.
丹·沙利文（Dan Sullivan）看到企业家总是陷入这个陷阱，并警告他们，时间紧迫的企业家无法改变自己。

2x is working in the business. 10x is working on yourself and working on the business.
2x 在业务中工作。10x 正在为自己工作，也在业务上工作。

2x is trying to optimize the horse and buggy, getting millimeters and inches for your efforts. 10x is stepping back and inventing the car, like Henry Ford did, where you’re getting miles for the same efforts.
2x 正在尝试优化马和越野车，为您的努力获得毫米和英寸。10x 正在退后一步，像亨利·福特那样发明汽车，同样的努力也能获得里程。

Without transforming himself, his vision, and his thinking, Carson was repetitiously grinding away in 2x-mode.
卡森没有改变自己、他的愿景和思维，而是在 2x 模式下反复磨砺。

Carson invested the next 18-24 months into hiring and training a new leadership team to take over everything he was doing. By 2019, Stream Logistics had grown to around 40 team members and was entirely self-managing.
卡森在接下来的 18-24 个月里投资于招聘和培训一个新的领导团队来接管他所做的一切。到 2019 年，Stream Logistics 已发展到大约 40 名团队成员，并且完全自我管理。

Carson had nothing on his schedule.
卡森的日程安排上什么都没有。

He entirely freed himself up to begin dissecting his company, evolving himself as a person and leader, and re-thinking the direction of the company.
他完全解放了自己，开始剖析他的公司，将自己发展为一个人和领导者，并重新思考公司的方向。

That year, he joined the highest-level program within Strategic Coach, the Free Zone Frontier program, which teaches entrepreneurs how to think 100x bigger by forming unique collaborations and competition-free niches. Carson learned one of Dan’s higher-level models, Who Do You Want to Be a Hero To?11 The idea is simple—clarify with precision the exact types of people you want to work with, who also appreciate and value what you do most.
那一年，他加入了战略教练的最高级别项目—— 自由区前沿项目，该项目教企业家如何通过形成独特的合作和无竞争的利基市场来思考 100 倍。卡森学习了丹的高级模型之一，你想成为谁的英雄？11 这个想法很简单——精确地澄清你想与哪些人一起工作，他们也最欣赏和重视你所做的事情。

Carson thought hard about this and started reflecting on the different types of clients he had. He dug into the numbers and accounting in his business and realized there were two separate types of clients they worked with at Stream Logistics, which Carson categorized as “Routine Freight” clients and “High Stakes Freight” clients.
卡森认真思考了这个问题，并开始反思他拥有的不同类型的客户。他深入研究了自己业务中的数字和会计，并意识到他们在 Stream Logistics 合作的客户有两种不同类型的客户，Carson 将其归类为“日常货运”客户和“高风险货运”客户。

At that time, in 2019, the Routine Freight clients made up 95 percent of their clientele. By Routine Freight, these were the projects that were, well, routine, meaning there was nothing crazy or unique about the needs of these clients. Mostly, these clients just wanted their equipment moved from point A to B via a logistics and transportation company. This was where Stream Logistics spent most of their time, working with clients that wanted a simple and ubiquitous service.
当时，在 2019 年，Routine Freight 客户占其客户的 95%。通过常规货运，这些项目是例行公事，这意味着这些客户的需求没有什么疯狂或独特的。大多数情况下，这些客户只是希望通过物流和运输公司将他们的设备从 A 点运送到 B 点。这是 Stream Logistics 花费大部分时间的地方，与想要简单而无处不在的服务的客户合作。

Thinking through it, Carson saw the writing on the wall. There was nothing extremely unique Stream Logistics provided to these routine clients. Sure, they provided a very high-quality service—above the quality of most of their competition, which was vast. Yet, these routine clients weren’t overly focused on quality. They didn’t have specific needs or challenges. Because there was so much competition in the construction logistics space, everything ultimately came down to price. Whoever gave the best price got the business. Thus, it was a constant race to the bottom.
想了想，卡森看到了墙上的字。Stream Logistics 没有为这些日常客户提供任何非常独特的东西。当然，他们提供了非常高质量的服务——高于大多数竞争对手的质量，而竞争对手的质量是巨大的。然而，这些常规客户并不过分关注质量。他们没有特定的需求或挑战。由于建筑物流领域的竞争如此激烈，一切最终都归结为价格。谁给了最好的价格，谁就得到了生意。因此，这是一场不断的逐底竞赛。

These clients weren’t loyal to Stream Logistics. Sure, they liked Stream. But if they found a better deal, they’d take it.
这些客户对 Stream Logistics 并不忠诚。当然，他们喜欢 Stream。但如果他们找到更好的交易，他们就会接受。

While dissecting his business and thinking bigger picture, Carson also realized that the company’s growth would continue being linear with their current model. Although they’d grown fast to that point, their growth had been steadily plateauing, reaching a ceiling or cap for how much more they could do with their particular model.
在剖析他的业务和思考更大的前景时，卡森还意识到公司的增长将继续与他们当前的模式保持线性关系。尽管他们已经发展得很快，但他们的增长一直在稳步停滞，达到了他们可以用他们的特定模型做更多事情的上限或上限。

The company had grown fast because they hired fast. If they wanted to grow their revenue by 20 percent, they’d need to add 20 percent more team members to operate and handle the various projects and workloads. That was the only way they could continue growing with their current model and focus.
公司发展迅速，因为他们招聘得很快。如果他们想将收入增长 20%，他们需要增加 20% 的团队成员来运营和处理各种项目和工作负载。这是他们能够以当前的模式和重点继续发展的唯一途径。

The reason for their linear growth became obvious—they weren’t providing high-leverage and niche services. Almost all of their service was broad to broad clients.
他们线性增长的原因变得显而易见——他们没有提供高杠杆和利基服务。他们几乎所有的服务都广泛地面向广泛的客户。

In reflecting on his High Stakes Freight clients, Carson saw that these made up only 5 percent of their clientele but accounted for 15 percent of the company’s profits. These were also the clients that appreciated Stream Logistics services the most, paid the most money, and were the most exciting clients to work with for the team and company.
在回顾他的高风险货运客户时，卡森发现这些客户仅占其客户的 5%，但占公司利润的 15%。这些客户也是最欣赏 Stream Logistics 服务、支付最多钱的客户，并且是团队和公司最令人兴奋的合作客户。

High Stakes had highly complex, specific, and challenging logistics and transportation needs. With these particular clients, everything needed to be perfect—the shipment had to be at the exact place at the exact time in the exact way. The consequences were “high stakes” if the logistics and transportation wasn’t perfect.
High Stakes 具有高度复杂、具体和具有挑战性的物流和运输需求。对于这些特定的客户，一切都需要完美——货物必须以确切的方式到达确切的时间、确切的地点。如果物流和运输不完美，后果是“高风险”。

Sometimes, these types of logistical situations require more than five oversized load trailers, police escorts to surround the load while traveling on roads and free-ways, etc. It can get dicey and intense.
有时，这些类型的后勤情况需要五辆以上的超大负载拖车，在公路和高速公路上行驶时有警察护送包围负载等。它可能会变得危险和激烈。

Carson believed that if Stream Logistics shifted all of their future efforts to High Stakes Freight clients, as a company, they could do something unique and special. He also knew that the profitability of working with these clients was asymmetrical and non-linear, meaning that by adding 5 percent more effort, you don’t get 5 percent more return but 15 percent or more. For every dollar you invest, you get three or more back. For every minute you invest, you gain five. Thus, by focusing all future energy on these types of clients, he believed the profitability of the company would grow exponentially.
Carson 相信，如果 Stream Logistics 将他们未来的所有努力转移到 High Stakes Freight 客户身上，作为一家公司，他们可以做一些独特而特别的事情。他还知道，与这些客户合作的盈利能力是不对称和非线性的，这意味着通过增加 5% 的努力，你不会获得 5% 的回报，而是 15% 或更多。您每投资一美元，您就会获得三美元或更多返还。每投资一分钟，您就会获得五分钟。因此，通过将未来的所有精力集中在这些类型的客户身上，他相信公司的盈利能力将呈指数级增长。

He presented the idea of focusing all efforts on High Stakes Freight clients and putting no efforts into adding anymore Routine Freight clients to his team.
他提出了将所有精力集中在高风险货运客户身上的想法，而不是再将常规货运客户添加到他的团队中。

Initially, the team resisted the idea.
最初，该团队拒绝了这个想法。

It made logical sense to them what Carson was explaining. They already knew that the High Stakes Freight clients were their best, most profitable and exciting clients and projects. But the idea of abandoning 95 percent of their clients and 85 percent of their profits seemed too risky.
对他们来说，卡森所解释的内容是合乎逻辑的。他们已经知道 High Stakes Freight 客户是他们最好、最赚钱和最令人兴奋的客户和项目。但放弃 95% 的客户和 85% 的利润的想法似乎风险太大。

The sales reps particularly resisted the idea, as focusing on High Stakes Freight clients would dramatically cut their call lists from about 300–400 active prospects down to maybe 30–40. The sales reps couldn’t see how they could realistically make a living with so few prospects, even knowing they made more money with each High Stakes prospect.
销售代表特别抵制这个想法，因为专注于高风险货运客户会将他们的呼叫列表从大约 300-400 个活跃潜在客户大幅减少到 30-40 个。销售代表无法理解他们如何在如此少的潜在客户的情况下真正谋生，即使知道他们通过每个高风险潜在客户赚了更多的钱。

It took six months for the team to fully buy in and for the company as a whole to make the shift to 100 percent energy and focus on High Stakes Freight clients. For the first few months, Carson would catch the sales reps continuing to call Routine Freight prospects, trying to get more business there. He’d encourage them to stop and to focus their efforts solely on the High Stakes Freight.
团队花了六个月的时间才完全接受，整个公司也花了六个月的时间转向 100% 的能源并专注于高风险货运客户。在最初的几个月里，Carson 会发现销售代表继续打电话给 Routine Freight 潜在客户，试图在那里获得更多业务。他会鼓励他们停下来，把精力集中在高风险的货运上。

By focusing more of their efforts on High Stakes Freight prospects, a few things happened. First, as an entire team, they realized there were way more of these types of clients than they initially believed. And the specific needs of these clients were more complex than they previously thought.
通过将更多精力集中在高风险货运前景上，发生了一些事情。首先，作为整个团队，他们意识到此类客户比他们最初想象的要多得多。这些客户的具体需求比他们之前想象的要复杂得多。

As the sales reps got more and more High Stakes Freight sales, they saw the power of quality over quantity. For Routine Freight clients, the profit was $260-280 per shipment. With the High Stakes Freight clients, the profit was $700+ per shipment, sometimes multiples of that.
随着销售代表获得越来越多的高风险货运销售，他们看到了质量胜于数量的力量。对于日常货运客户，每批货物的利润为 260-280 美元。对于高风险货运客户，每批货物的利润为 700+ 美元，有时是这个数字的数倍。

In 2019, 95 percent of Stream Logistics’ clients were Routine Freight.
2019 年， Stream Logistics 95% 的客户是常规货运。

At the present writing, October 2022, less than 25 percent of their clients are Routine Freight.
截至撰写本文时，即 2022 年 10 月，只有不到 25% 的客户是日常货运。

Over the past 2.5 years, they have put no energy into adding new Routine Freight clients. They maintain the ones they have but won’t fight to keep them.
在过去的 2.5 年里，他们没有投入任何精力来增加新的日常货运客户。他们保留他们拥有的，但不会为保留它们而战。

In 2019, Stream Logistics had an annual revenue of $22 million.
2019 年，Stream Logistics 的年收入为 2200 万美元。

In 2022, Stream Logistics will have an annual revenue exceeding $36 million.
2022 年，Stream Logistics 的年收入将超过 3600 万美元。

But more importantly, Stream Logistics as a company is over 4x more profitable than they were in 2019, and they haven’t had to add any new team members.
但更重要的是，Stream Logistics 作为一家公司的利润是 2019 年的 4 倍以上，而且他们不必增加任何新的团队成员。

They still have around 40 employees.
他们仍然有大约 40 名员工。

By focusing their energy on High Stakes Freight clients, their team is less spread thin and strapped. Carson told me they can still grow another 50-100 percent in profitability with the current team without needing to add any additional team members.
通过将精力集中在高风险货运客户身上，他们的团队可以减少分散和束缚。卡森告诉我，他们仍然可以在现有团队中再增长 50-100% 的盈利能力，而无需增加任何额外的团队成员。

“We’ve shifted to a quality over quantity mindset,” he told me.
“我们已经转向质量重于数量的心态，”他告诉我。

Higher quality, less quantity.
更高的质量，更少的数量。

10x is qualitative, not quantitative—it’s about different and better, not more. The more different and better you are for a highly specific type of person, the more asymmetric the upside in everything you do.
10 倍是定性的，而不是定量的 ——它是关于不同和更好的，而不是更多。对于高度特定类型的人来说，你越不同、越好，你所做的一切的好处就越不对称。

Stream Logistics has far fewer clients than it previously did but is making almost 2x more revenue and almost 4x more profits, in just 2.5 years.
Stream Logistics 的客户数量比以前少得多，但在短短 2.5 年内，收入增加了近 2 倍，利润增加了近 4 倍。

Moreover, the future is enormously bigger and more exciting with their new model and focus.
此外，随着他们的新模式和重点，未来将更加大而令人兴奋。

Back in 2019 when the business was mostly built around Routine Freight clients, the team was getting pretty complacent. By doing mostly routine tasks, they’d reached a level of efficiency and weren’t being challenged much. However, when they shifted to High Stakes Freight clients, which are all unique and highly challenging, the operations team was being tested again and learning and growing like they did when they were first starting.
早在 2019 年，当业务主要围绕日常货运客户建立时，该团队就变得相当自满。通过主要执行日常任务，他们已经达到了一定的效率水平，并且没有受到太多挑战。然而，当他们转向高风险货运客户时，这些客户都是独特且极具挑战性的，运营团队再次受到考验，并像刚开始时一样学习和成长。

Research shows that in order to activate a flow and high-performance state, a given task requires three things: 1) clear and specific goals, 2) immediate feedback, and 3) the challenge is above and outside the current skill-level.12,13,14,15
研究表明，为了激活心流和高性能状态，给定的任务需要三件事：1）明确而具体的目标，2）即时反馈，以及 3）挑战高于或超出当前技能水平。12 13 14 15

One of the reasons “flow” has been so thoroughly studied in extreme sports like rock climbing, motocross, and snowboarding is that these activities are “high stakes.” The consequences for failure are immediate and sometimes deadly. The challenge-to-skills ratio is insane, wherein the athletes continue pushing the boundaries far beyond what had previously been considered “possible.”
在攀岩、越野摩托车和单板滑雪等极限运动中，“心流”被如此彻底研究的原因之一是这些活动是“高风险”。失败的后果是立竿见影的，有时甚至是致命的。挑战与技能的比例是疯狂的，运动员们继续突破界限，远远超出了以前认为的“可能”。

Despite being the same size, the whole team at Stream Logistics is qualitatively different and better than they were 2.5 years ago.
尽管规模相同，但 Stream Logistics 的整个团队与 2.5 年前相比有质的不同和更好。

Like comparing Michelangelo’s Hercules with his Pietà, you really can’t make the comparison. They are in two totally different worlds of quality, focus, and depth.
就像将米开朗基罗的《赫拉克勒斯》与他的《圣母怜子图》进行比较一样，你真的无法进行比较。他们处于两个完全不同的质量、焦点和深度世界。

Since Carson’s team is entirely self-managing, and since their team continues evolving and becoming 10x better and more specific in what they offer to increasingly quality clients, there is constant innovation happening in the company. They’re continually learning what their clients need and investing in new ways to provide unique and top-of-line service for these types of clients.
由于 Carson 的团队完全是自我管理的，并且由于他们的团队不断发展，并在为日益优质的客户提供的产品方面变得更好和更具体 10 倍，因此公司不断创新。他们不断了解客户的需求，并投资于新的方式，为这些类型的客户提供独特和顶级的服务。

For instance, one challenge with moving huge loads, such as the apartment modules, is getting access to trailers big enough to move the loads. Thus, Carson’s team is in the process of having 75 massive new trailers built to alleviate this constraint, making their service even more unique and valuable.
例如，移动大负载（例如公寓模块）的一个挑战是使用足够大的拖车来移动负载。因此，Carson 的团队正在建造 75 辆大型新拖车，以缓解这一限制，使他们的服务更加独特和有价值。

10x simplifies.
10x 简化。

2x keeps things complex and muddled.
2x 让事情变得复杂和混乱。

When you make 10x your target, 80 percent of your current clients and relationships become impediments. Also, 80 percent of your current activities, habits, and mindsets become impediments.
当您将目标提高 10 倍时，您当前 80% 的客户和关系就会成为障碍。此外，您当前 80% 的活动、习惯和心态都会成为障碍。

Letting go of the 80 percent isn’t easy, because the 80 percent is your comfort zone. To go 2x, you can keep 80 percent of your comfort zone. You only need to make minor and subtle tip-toe adjustments along the way to go 2x. Letting go of the 80 percent may feel as extreme as literally killing something you love. As Jim Collins put it in Good to Great:
放下 80% 并不容易，因为 80% 是你的舒适区。要达到 2 倍，您可以保留 80% 的舒适区。您只需要在此过程中进行微小而细微的脚尖调整即可达到 2 倍。放弃 80% 可能会让人感觉就像扼杀你所爱的东西一样极端。正如吉姆·柯林斯（Jim Collins）在《从优秀到卓越》中所说：

“Good is the enemy of great . . . The good-to-great companies did not focus principally on what to do to become great; they focused equally on what not to do and what to stop doing. . . If you have a cancer in your arm, you’ve got to have the guts to cut off your arm.”16
“善良是伟大的敌人......从优秀到优秀的公司并不主要关注如何才能变得伟大;他们同样关注什么不该做，什么应该停止。如果你的手臂上有癌症，你必须有勇气砍掉你的手臂。16

Once you define the 10x jump you most want, you’ll quickly distinguish the 20 percent from the 80 percent. When you eliminate the 80 percent, 10x growth becomes organic and accelerated.
一旦你定义了你最想要的 10 倍跳跃，你就会很快区分 20% 和 80%。当你消除 80% 时，10 倍的增长就会变得有机并加速。

Going all-in on your 20 percent makes you and your life 10x better, simpler, and more exciting.
全力以赴 20% 会让您和您的生活变得更好、更简单、更令人兴奋 10 倍。

What about you?
你呢？

What is your 20 percent that if you went all-in on, you’d become 10x more valuable and impactful?
如果你全力以赴，你的 20% 会变得更有价值和影响力 10 倍？

What are the few things you do and the few people you work with that produce most of your success and excitement?
你做的几件事和与你一起工作的少数人是什么让你取得了大部分成功和兴奋？

What is your 80 percent that is keeping you grinding away, and ultimately a distraction for your biggest future jumps?
你的 80% 是什么让你不断磨砺，并最终分散你未来最大跳跃的注意力？

How to Make Continuous 10x Jumps and Create Exponential Freedom
如何连续 10 倍跳跃并创造指数自由

“A 2x goal would involve doing the same things you’re doing now, only more of them. But a 10x goal jumps you out of that, beyond that. 10x requires operating in an entirely different way that bypasses the stresses and complications of a 2x goal.”
“2 倍的目标将涉及做你现在正在做的事情，只是做更多的事情。但 10 倍的目标会让你摆脱困境，超越这一点。10 倍需要以完全不同的方式运作，绕过 2 倍目标的压力和复杂性。

— DAN SULLIVAN17
— DAN S ULLIVAN17 岁

In 1983, one year after getting married, Linda McKissack and her husband, Jimmy, took out a massive loan to start a restaurant similar to Dave and Busters. Jimmy had worked in the restaurant business for nearly a decade and felt he could succeed. After a year of running the business, the market crashed, taking the business down with it.
1983 年，结婚一年后，琳达·麦基萨克（Linda McKissack）和她的丈夫吉米（Jimmy）获得了巨额贷款，开了一家类似于 Dave and Busters 的餐厅。吉米在餐饮业工作了近十年，觉得自己可以成功。经营一年后，市场崩盘，业务也随之倒闭。

They had to sell it for $600,000 less than they owed on it, and from one night to the next, they went from having no money to now being $600,000 in debt.
他们不得不以比欠款低 600,000 美元的价格出售它，从一个晚上到下一个晚上，他们从没有钱到现在负债 600,000 美元。

Linda was in her early 20s and had zero business background. She didn’t even know what the word “economy” meant. But she knew they were in a bad situation financially, and she felt the stress because Jimmy wasn’t sleeping at night. He told her, “I don’t want to go to bed because bankers call in the morning so when I go to bed, it becomes morning too soon.”
琳达当时 20 岁出头，商业背景为零。她甚至不知道“经济”这个词是什么意思。但她知道他们的经济状况很糟糕，而且她感受到了压力，因为吉米晚上没有睡觉。他告诉她，“我不想上床睡觉，因为银行家早上打电话，所以当我上床睡觉时，早上变得太早了。

Then Jimmy got really vulnerable and honest with Linda.
然后吉米对琳达变得非常脆弱和诚实。

“I need your help.”
“我需要你的帮助。”

“You know I’m a hard worker. In our family, one job isn’t enough, we always have two,” she replied.
“你知道我是一个勤奋的人。在我们家，一份工作是不够的，我们总是有两份工作，“她回答道。

“A mentor of mine once told me a long time ago that if you want to make a lot of money, real estate is the way to do it,” he said.
“很久以前，我的一位导师曾经告诉我，如果你想赚很多钱，房地产是实现这一目标的方法，”他说。

Growing up, Linda had never lived in a home that was owned.
在成长过程中，琳达从未住过自有房屋。

“I don’t even know what real estate is. How do I go into real estate?” she asked.
“我什至不知道什么是房地产。我该如何进入房地产领域？

“You take some of your college credits, take a test, and go get a license,” he told her.
“你修了一些大学学分，参加考试，然后去拿执照，”他告诉她。

So that’s what Linda did.
这就是琳达所做的。

She got licensed as a real estate agent and began her business. In the beginning, it started slow and wasn’t making much money at all. Her first year she made $3,000 gross revenue. Jimmy said of her $3,000 first year that it was “real gross.”
她获得了房地产经纪人的执照并开始了她的事业。一开始，它起步缓慢，根本赚不到多少钱。她的第一年总收入为 3,000 美元。吉米谈到她第一年的 3,000 美元时说，这是“真正的恶心”。

Two years into being an agent, in 1986, Linda started attending real estate seminars in California. Speakers would go on stage who were running real estate businesses that blew her mind. Within a year of going to seminars and advancing her mindset, network, and training, she was doing about 30 real estate transactions and making around $40,000 in commission revenue annually in her business.
成为经纪人两年后，1986 年，琳达开始参加加利福尼亚的房地产研讨会。演讲者会上台，他们经营着房地产业务，这让她大吃一惊。在参加研讨会并提升她的思维方式、网络和培训后的一年内，她进行了大约 30 笔房地产交易，每年在她的业务中赚取约 40,000 美元的佣金收入。

One thing she noticed while listening to the successful real estate agents at the seminars was that the top agents in big cities had their own personal assistants. This was intriguing to her because none of the agents in her own city had an assistant.
在研讨会上听成功的房地产经纪人讲话时，她注意到的一件事是，大城市的顶级经纪人都有自己的私人助理。这对她来说很有趣，因为她所在城市的特工都没有助手。

Within a year of attending the seminars, Linda pulled the trigger and became the first agent in her city with her own assistant. This was both exciting and terrifying. Although her business was growing, she didn’t know how she would pay the assistant’s $350 per week salary.
参加研讨会后不到一年，琳达扣动了扳机，成为她所在城市的第一位拥有自己助手的特工。这既令人兴奋又令人恐惧。尽管她的生意在增长，但她不知道如何支付助理每周 350 美元的工资。

Quickly, Linda felt the incredible freedom of no longer doing all the detail work, which she both hated and was terrible at. Her assistant handled all the paperwork, logistics, scheduling, etc.
很快，琳达感受到了不再做所有细节工作的不可思议的自由，她既讨厌又不擅长。她的助手处理了所有的文书工作、后勤、日程安排等。

Linda had freed herself from literally dozens of hours per week of “job work”—her then 80 percent—that drained her energy and wasn’t the linchpin of her biggest results. Releasing her 80 percent created a surge of commitment and excitement to go all in on her 20 percent, which was working directly with people who either wanted to list and sell houses or people looking to buy houses.
琳达已经将自己从每周数十小时的“工作工作”中解放出来——当时是她 80%——这耗尽了她的精力，并不是她最大成果的关键。释放她的 80% 引起了一股承诺和兴奋，全力投入她的 20%，这是直接与想要挂牌出售房屋或希望购买房屋的人合作。

This surge of commitment and excitement came from a few psychological sources.
这种承诺和兴奋的激增来自一些心理来源。

Firstly, by making the commitment and hiring her assistant, she now had to figure out how to increase her revenue such that she could confidently pay her assistant. Necessity is the mother of invention. The needed supply always follows psychological demand—when the “why” is strong enough, you’ll find the “how.”
首先，通过做出承诺并雇用她的助理，她现在必须弄清楚如何增加她的收入，以便她可以放心地支付她的助理。需求是发明之母。所需的供应总是跟随心理需求——当“为什么”足够强大时，你就会找到“如何”。

Dan Sullivan regularly says, “Nothing happens until after you commit.”
丹·沙利文（Dan Sullivan）经常说：“在你做出承诺之前，什么都不会发生。

Only after you’re committed are you in a psychological position (i.e., felt necessity) to find or create solutions and pathways to higher levels of productivity. This was precisely what I found in my research on point of no return.18 After a person’s perceived point of no return—which was the moment of commitment often involving financial investment—their focus, motivation, and insights skyrocketed. As one entrepreneur I interviewed in my research told me, “It’s like I become Neo in the Matrix and can dodge bullets.”
只有在你做出承诺之后，你才会处于心理位置（即觉得有必要）来寻找或创造解决方案和通往更高水平生产力的途径。这正是我在研究不归路 18 之后，在一个人感知到的不归路之后——这是通常涉及金融投资的承诺时刻——他们的注意力、动力和洞察力猛增。正如我在研究中采访的一位企业家告诉我的那样，“这就像我变成了黑客帝国中的尼奥，可以躲避子弹。

This also makes sense in light of the growing body of research on hope, described earlier in this chapter.19,20,21,22 A core aspect of hope is pathways thinking,23 meaning highly hopeful people continually adjust their pathway until they ultimately find and create a way to their goal, even in the direst of circumstances.24
鉴于本章前面描述的关于希望的研究越来越多，这也是有道理的。 19,20,21,22 希望的一个核心方面是路径思维，23 这意味着充满希望的人会不断调整他们的路径，直到他们最终找到并创造一条实现目标的道路，即使在最严峻的情况下也是如此。24

The second surge Linda got by hiring her assistant, in addition to the boost she got by committing, was that now her mind and time were freed up to focus on her 20 percent, which excited her. She became greatly relieved from what psychologists call decision fatigue,25,26,27 which occurs when you’re making numerous decisions and task switches regularly. By outsourcing literally hundreds or even thousands of micro-decisions and tasks each day to her assistant, such as answering and writing emails, writing up contracts, finding specific information, answering calls, etc., Linda’s mind and attention both relaxed and expanded dramatically.
琳达通过聘请她的助理获得的第二个激增，除了她通过承诺获得的推动力之外，现在她的思想和时间可以腾出时间专注于她的 20%，这让她很兴奋。她从心理学家所说的决策疲劳中得到了极大的缓解，25,26,27 当你定期做出大量决定和任务切换时，就会发生这种疲劳。通过每天将数百甚至数千个微决策和任务外包给她的助手，例如回复和撰写电子邮件、撰写合同、查找特定信息、接听电话等，琳达的思想和注意力都得到了放松和显着扩展。

Hiring her assistant was one decision that simultaneously freed her from hundreds or thousands of daily decisions that wore out her energy and willpower and bogged down her attention. She could excel in the few areas that excited her and was mentally free of busyness.
雇用她的助理是一个决定，同时将她从成百上千的日常决定中解放出来，这些决定消耗了她的精力和意志力，并使她的注意力陷入困境。她可以在少数让她兴奋的领域表现出色，并且在精神上没有忙碌。

Within a year of having her assistant, Linda doubled her revenue.
在拥有助理后的一年内，琳达的收入翻了一番。

Her first assistant eventually became overwhelmed with all the tasks required of her, especially with the rapid growth the business experienced that year. Consequently, Linda and her assistant divided up the tasks of the role and had the assistant choose the aspects of her job she loved. Then, they hired another assistant to take over the rest.
她的第一助理最终被要求她完成的所有任务所淹没，尤其是在那一年业务经历的快速增长的情况下。因此，琳达和她的助理分工了这个角色的任务，让助理选择她喜欢的工作方面。然后，他们聘请了另一名助手来接手其余的工作。

With the second assistant, the revenue doubled again the next year.
有了第二个助手，第二年的收入再次翻了一番。

“Every time we hired an assistant, our business doubled the next year,” Linda told me.
“每次我们雇用一名助理，我们的业务都会在第二年翻一番，”琳达告诉我。

Linda continued going to seminars and further found that the top agents specialized even further, hiring other agents to take aspects of the business they didn’t love. Linda didn’t love working with the buyers but totally loved listing new properties. She decided she’d become a top listing agent and hire a buyers’ agent to handle the buyers.
琳达继续参加研讨会，并进一步发现顶级经纪人更加专业化，聘请其他经纪人来处理他们不喜欢的业务方面。琳达不喜欢与买家合作，但非常喜欢挂牌新房产。她决定成为一名顶级上市代理，并聘请一名买家代理来处理买家。

“The listings are where all the leverage is,” Linda told me, “Because all my listing could sell in a single day. By working with the buyers, though, I could only do one sale at a time. So, becoming the top listing agent gave me tons of leverage.”
“房源是所有杠杆所在，”琳达告诉我，“因为我所有的房源都可以在一天内售出。不过，通过与买家合作，我一次只能进行一次销售。因此，成为顶级上市代理给了我巨大的影响力。

She hired a buyers’ agent who she passed all her buyers off to, and they split the commission 50–50. This was a huge relief for Linda, because working with buyers took up an enormous part of her day. By hiring a buyers’ agent, she immediately freed-up another couple dozen hours per week, which she previously spent working directly with the buyers.
她聘请了一位买家代理，她将所有买家都转交给了他，他们以 50-50 的比例平分佣金。这对琳达来说是一个巨大的解脱，因为与买家合作占据了她一天的很大一部分时间。通过聘请买家代理，她立即每周又腾出了几十个小时，而她以前直接与买家合作。

Freeing herself from the 80 percent of detail and busy work with one and then two assistants was a huge jump for Linda.
将自己从 80% 的细节和与一名和两名助手的繁忙工作中解放出来，这对琳达来说是一个巨大的飞跃。

Freeing herself from the 80 percent working with buyers to delve into the 20 percent—solely listing properties—was Linda’s next big jump.
将自己从与买家合作的 80% 中解放出来，深入研究 20%（仅列出房产）是琳达的下一个重大飞跃。

By focusing on her 20 percent and listing more and better positioned properties, her business grew so much that she hired another buyers’ agent and eventually another after that. She also hired a marketing person to expand the reach of their business even more.
通过专注于她的 20% 并列出更多、位置更好的房产，她的业务增长如此之快，以至于她聘请了另一位买家代理，并最终聘请了另一名买家代理。她还聘请了一名营销人员来进一步扩大他们的业务范围。

Linda made 10x jumps by increasingly applying Who Not How.28 Rather than staying caught in the 80 percent she didn’t love, she invested in “Whos” to handle the 80 percent, as well as to organize and manage increasing aspects of her business. Dan and I wrote an entire book called Who Not How, which I strongly suggest you read or re-read. Who Not How is a fundamental principle you’ll need to master if you want to make 10x a way of life. You can’t go 10x by getting stuck in the endless “Hows” of running a business.
琳达通过越来越多地应用 Who Not How 实现了 10 倍的跳跃。28 她没有停留在她不喜欢的 80% 中，而是投资于“谁”来处理这 80%，并组织和管理她业务中越来越多的方面。丹和我写了一整本书，名为《谁不如何》，我强烈建议您阅读或重读。谁不如何是如果你想让 10 倍成为一种生活方式，你需要掌握的一个基本原则。你不可能因为陷入经营企业的无休止的“方法”而获得 10 倍。

You need Whos, not Hows, to go 10x.
你需要谁，而不是 Hows，才能达到 10 倍。

As Linda got more and better Whos on her team, and as she focused on an increasingly concentrated 20 percent that excited her, her business exploded. She was leading a powerful team and continually expanding her vision of what she could do.
随着琳达对团队中的成员越来越好，并且当她专注于让她兴奋的越来越集中的 20% 时，她的业务呈爆炸式增长。她领导着一支强大的团队，并不断扩大她对自己能做的事情的愿景。

She began investing in her marketing and branding, and became extremely well-known throughout her city.
她开始投资于她的营销和品牌推广，并在整个城市变得非常有名。

By 1992, Linda was the number one real estate agent in her city. Her business had gone more than 10x since 1986. She was now doing over $500,000 in commission revenue.
到 1992 年，琳达已成为她所在城市的第一大房地产经纪人。自 1986 年以来，她的业务增长了 10 倍以上。她现在的佣金收入超过 500,000 美元。

Despite experiencing rapid growth, Linda was also starting to get frustrated with her current brokerage. Not only did they take a huge chunk of her earnings—20 percent, which was now over $100,000—they also continually put roadblocks in the way of the growth she wanted.
尽管经历了快速增长，琳达也开始对她目前的经纪业务感到沮丧。他们不仅拿走了她收入的很大一部分——20%，现在已经超过 100,000 美元——而且还不断在她想要的增长上设置障碍。

Linda wanted to monopolize the real estate market in her city. She wanted everyone in her city to think of her when they thought of real estate. But her brokerage told her she couldn’t use her own phone number in her marketing. She couldn’t put her own name on the signs in front of the houses she was listing.
琳达想垄断她所在城市的房地产市场。她希望她所在城市的每个人在想到房地产时都会想到她。但她的经纪公司告诉她，她不能在营销中使用自己的电话号码。她无法在她列出的房屋前的标志上写上自己的名字。

Her brokerage was being 2x and stuck in the past way of doing things. Ironically, the brokerage also wanted Linda to stay 2x herself. Her 10x mindset was threatening the status quo and her company did everything they could to box in Linda’s innovation and expansion.
她的经纪业务是 2 倍，并停留在过去的做事方式。具有讽刺意味的是，经纪公司还希望琳达自己留下 2 倍。她的 10 倍心态正在威胁现状，她的公司竭尽全力遏制琳达的创新和扩张。

The term for someone like Linda, who has a 10x mindset in a 2x organization or industry, is Rate-Buster.29,30 This expression originated in factory work when a pieceworker radically outproduced the established norm leading to extreme opposition by fellow workers who feared the rate-buster’s high productivity may either lead to a reduction in the piece rate or in a higher expectation of required output.
像琳达这样在 10 倍的组织或行业中拥有 2 倍心态的人的术语是 Rate-Buster。29 30 这种说法起源于工厂工作，当时计件工人的产量大大超过了既定标准，导致了工同工的极端反对，他们担心费率破坏者的高生产率可能导致计件工资的降低或对所需产出的更高期望。

No one likes the rate-buster because the rate-buster makes them look bad and establishes a new standard and norm.
没有人喜欢利率破坏者，因为利率破坏者让他们看起来很糟糕，并建立了新的标准和规范。

The rate-buster makes the 2x people around them uncomfortable.
速率破坏者让他们周围的 2 倍的人感到不舒服。

Why do they need to achieve so much?
为什么他们需要取得如此多的成就？

Why are they always pushing against the status quo?
为什么他们总是反对现状？

Why don’t they just let things be?
他们为什么不顺其自然呢？

Interestingly, entire organizations and industries, despite claiming they want growth, can get defensive against rate-busters who may be the very linchpin to going 10x. Even still, when you’re operating at 2x your objective isn’t to evolve but to maintain.
有趣的是，尽管整个组织和行业声称他们想要增长，但可能会对利率破坏者采取防御措施，而利率破坏者可能是实现 10 倍的关键。即便如此，当你以 2 倍的速度运行时，你的目标不是发展，而是保持。

When you’re 2x, you don’t want to rock the boat. You don’t want to face hard truths in the mirror. You’re committed to your 80 percent, which is your comfort zone, culture, and habitual way of operating.
当你是 2 倍时，你不想摇摆不定。你不想面对镜子里的残酷事实。你致力于你的 80%，这是你的舒适区、文化和习惯性的运作方式。

That same year, while Linda was bumping her head against the ceiling of her 2x situation, the real estate company Keller Williams was going throughout the United States recruiting all the top agents in each city. They knocked on Linda’s door and made a compelling offer that excited Linda.
同年，当琳达将头撞到她 2 倍情况的天花板上时，房地产公司凯勒威廉姆斯正在美国各地招募每个城市的所有顶级经纪人。他们敲开了琳达的门，提出了一个令人信服的提议，这让琳达兴奋不已。

One of the benefits of shifting to Keller Williams was that they had a cap on what they took from each agent, which at the time was $21,000. Rather than penalizing growth as her brokerage did, Keller Williams incentivized growth.
转向凯勒威廉姆斯的好处之一是，他们从每个经纪人那里收取的金额都有上限，当时为 21,000 美元。凯勒·威廉姆斯没有像她的经纪公司那样惩罚增长，而是激励增长。

Linda decided to join Keller Williams despite having to walk away from 52 of her current listings, because those listings were owned by her old brokerage, not her. At that point, Linda was already paying her broker over $100,000 annually in her commissions. She knew she’d quickly make the money back from the 52 lost listing lots more on top by shifting over to Keller Williams.
琳达决定加入凯勒·威廉姆斯，尽管不得不放弃她目前的 52 个房源，因为这些房源归她的旧经纪公司所有，而不是她自己。那时，琳达每年已经向她的经纪人支付了超过 100,000 美元的佣金。她知道，通过转向凯勒·威廉姆斯，她很快就会从丢失的 52 个房源中赚回更多钱。

Even still, 48 of those listings ended up telling the old broker that “if she’s leaving, we’re leaving with her.” She ended up completing those 48 under Keller Williams.
尽管如此，其中 48 个房源最终还是告诉老经纪人，“如果她要离开，我们就和她一起离开。她最终在凯勒·威廉姆斯的带领下完成了这 48 场比赛。

Over the next six years—from 1992 to 1998—the Keller Williams franchise (i.e., single office housing dozens of agents) which Linda worked at went from being insignificant and unknown in her city to becoming the top producing real estate office in the city. Linda also became the #1 agent in all of Keller Williams throughout the country, doing 200–300 transactions yearly and making over $800,000 in commission revenue.
在接下来的六年里——从 1992 年到 1998 年——琳达工作的凯勒·威廉姆斯特许经营权（即容纳数十名经纪人的单一办公室）从她所在的城市微不足道和默默无闻，变成了该市产量最高的房地产办公室。Linda 还成为全国所有 Keller Williams 的 #1 代理商，每年进行 200-300 笔交易，佣金收入超过 800,000 美元。

That year, in 1998, the woman who owned the franchise Linda worked at decided not to renew her franchise. She wanted to move on to a different company. This led Gary Keller, the owner of Keller Williams, to directly reach out to Linda and Jimmy. He told them:
那一年，即 1998 年，拥有琳达工作的特许经营权的女性决定不再续签她的特许经营权。她想跳槽到另一家公司。这导致凯勒威廉姆斯的老板加里·凯勒直接联系了琳达和吉米。他告诉他们：

“I think you guys are the next likely owners of a Keller Williams franchise. With the previous owner going to Century 21, that frees up this territory to be owned by someone new.”
“我认为你们是凯勒威廉姆斯特许经营权的下一个可能所有者。随着前任所有者前往 21 世纪，这腾出这片领土由新人拥有。

After a few months of temporarily being closed due to the change in ownership, Linda and Jimmy re-opened the same Keller Williams franchise but this time as the owners, not as agents working within it.
在因所有权变更而暂时关闭几个月后，琳达和吉米重新开设了凯勒威廉姆斯特许经营权，但这次是作为所有者，而不是作为在其中工作的代理人。

By this point, Linda had already gone 10x several times: from growing herself as a solo real estate agent to getting her first assistant, then several assistants, and eventually hiring other agents and a marketing team.
到此时，琳达已经成长了好几倍：从成长为一名独立的房地产经纪人，到得到她的第一个助理，然后是几个助理，最后聘请了其他经纪人和一个营销团队。

Each time she let go of her 80 percent to pursue her next-level 20 percent, she was going through the process of a 10x jump.
每次她放弃 80% 的努力去追求更上一层楼的 20% 时，她都会经历 10 倍的跳跃过程。

Each time she did this process, she did so by getting more capable Whos on her team while she herself became uniquely skilled in her increasingly niche 20 percent.
每次她做这个过程时，她都是通过让团队中更有能力的人来做到这一点的，而她自己则在她日益利基的 20% 中变得独一无二。

Now, being a franchise owner of Keller Williams represented the beginning of a new 10x for Linda. This was a new level with new possibilities. This new context and 10x zone shifted her previous 20 percent of listing properties to her 80 percent, which she’d mostly let go of to reach her next 10x.
现在，成为凯勒·威廉姆斯的特许经营权所有者代表着琳达新 10 倍的开始。这是一个具有新可能性的新水平。这个新的背景和 10 倍区域将她之前 20% 的房产挂牌房产转移到了 80%，她大部分时间都放弃了这些房产以达到下一个 10 倍。

Her new 20 percent became recruiting all of the best agents around the city and building a powerful culture in her franchise. Rather than getting commissions solely on her own business, she’d now get commissions for every commission in her franchise. She continued some of her own listing work to be in the trenches and remain a leader-by-example among those led.
她的新 20% 招募了全市所有最好的经纪人，并在她的特许经营权中建立了强大的文化。她现在不再仅仅通过自己的业务获得佣金，而是为她特许经营权中的每项佣金获得佣金。她继续自己的一些上市工作，并在被领导的人中保持榜样。

Even still, more and more of her time became dedicated to teaching and training other agents her best mindsets and methods and helping them to grow their businesses as she had. She was increasingly becoming a leader and a total giver, and this attracted tons of incredible talent to join her office. Her teaching had validity and relevance because she was teaching from her own experience, not just theory.
即便如此，她越来越多的时间都致力于教授和培训其他经纪人她最好的心态和方法，并帮助他们像她一样发展业务。她越来越多地成为领导者和完全奉献者，这吸引了大量令人难以置信的人才加入她的办公室。她的教学具有有效性和相关性，因为她是根据自己的经验进行教学，而不仅仅是理论。

Over the next 18 months—from 1998 to 1999—they grew rapidly and even opened a second office 30 minutes from the first office. Growing meant being a rate-buster in the city and altering the perceptions many of the agents held. For example, the average office usually maxed out at about 30 agents. Linda shattered the myth that with more agents there’d be more competition and thus less growth for each agent, showing that with a bigger office the agents got access to better training and resources. It wasn’t a zero-sum game. Success is created. Her zest, Transformational Leadership, and culture attracted dozens of new agents and top talent.
在接下来的 18 个月里——从 1998 年到 1999 年——他们发展迅速，甚至在距离第一个办公室 30 分钟路程的地方开设了第二个办公室。成长意味着成为该市的利率破坏者，并改变许多经纪人的看法。例如，平均办公室通常最多可容纳 30 名代理。Linda 打破了代理越多，竞争就越激烈，每个代理的增长就越少的神话，这表明办公室越大，代理就越能获得更好的培训和资源。这不是一场零和游戏。成功被创造。她的热情、变革型领导力和文化吸引了数十名新经纪人和顶尖人才。

In 1999, Linda got another call from Gary Keller. He told her about an opportunity to start a new region up in Ohio, Indiana, and Kentucky, where she’d become an owner of the entire region, which she’d grow to consist of having dozens of offices.
1999 年，琳达又接到了加里·凯勒的电话。他告诉她有机会在俄亥俄州、印第安纳州和肯塔基州建立一个新地区，在那里她将成为整个地区的所有者，她将发展成为拥有数十个办事处的地区。

Becoming a regional owner would make her direct partners with Gary Keller. She’d split the royalties of every transaction throughout the entire region 50-50 with Gary.
成为区域所有者将使她成为加里·凯勒的直接合作伙伴。她会与加里以 50-50 的比例平分整个地区每笔交易的版税。

This became Linda’s next 10x opportunity.
这成为琳达的下一个 10 倍机会。

But it would require her to start flying up to Ohio, Kentucky, and Indiana regularly to recruit new franchise owners throughout the region, and then help those new franchise owners get their new offices off-the-ground by recruiting solid agents to join the office.
但这需要她开始定期飞往俄亥俄州、肯塔基州和印第安纳州，在整个地区招募新的特许经营权所有者，然后通过招募可靠的代理商加入办公室来帮助这些新的特许经营权所有者启动他们的新办公室。

She’d need to let go of her current 20 percent, which became her 80 percent given the next 10x jump. She hired her brother-in-law, Brad, who’d been a successful sales manager for several companies and wanted to be in real estate to manage her businesses.
她需要放弃目前的 20%，考虑到下一个 80 倍的跳跃，这将成为她的 10%。她聘请了她的姐夫布拉德，他曾在多家公司担任成功的销售经理，并希望从事房地产行业来管理她的业务。

Linda told Brad, “Hey, how about you join my team and run my company. We will pay you a base salary to run it, plus you’ll have incentives and get percentages of what you grow it to. This will free me up to get on a plane and fly up to Ohio, Kentucky, and Indiana.”
琳达告诉布拉德：“嘿，你加入我的团队并经营我的公司怎么样。我们将向您支付基本工资来运营它，此外，您还将获得激励并获得您发展到的百分比。这将使我腾出时间登上飞机，飞往俄亥俄州、肯塔基州和印第安纳州。

For the next 8 months, Brad shadowed Linda and watched everything she did, from listing houses to closing deals to recruiting talent and building up the culture of her offices.
在接下来的 8 个月里，布拉德跟随琳达，观察她所做的一切，从上市到完成交易，再到招聘人才和建立办公室文化。

They also transitioned the mindset of her clients, helping them get comfortable working with Brad rather than Linda directly. They called him her “Listing Partner.” Initially, some of her clients were concerned about working with someone besides her. But over time, they stopped worrying about it because the level of service was the same.
他们还转变了客户的思维方式，帮助他们适应与布拉德而不是直接与琳达合作。他们称他为她的“上市合作伙伴”。最初，她的一些客户担心与她以外的人合作。但随着时间的推移，他们不再担心它，因为服务水平是一样的。

This is a core Who Not How obstacle that causes many people to stumble, whether in real estate or any form of entrepreneurship—believing others can’t do your job for you. Also, believing your clients need you and only you to be the one manually performing the job. This is a myth born of fear and ignorance. When you test it, and let your Who take over and fully own the how, you re-train both yourself and your customers to see you and your work differently, and better. It becomes less about Whos doing it and more about the end result. Overtime, the 10x clients will love you for evolving and growing yourself and the 2x clients will leave, bothered, because you disrupted their status quo and comfort zone.
这是一个核心障碍，导致许多人绊倒，无论是在房地产还是任何形式的创业中——相信别人不能为你完成你的工作。此外，相信您的客户需要您，而且只有您才能手动执行工作。这是一个因恐惧和无知而产生的神话。当你测试它，让你的 Who 接管并完全拥有如何做时，你会重新训练你自己和你的客户，以不同的方式看待你和你的工作，甚至更好。它不再关乎谁在做这件事，而更多地关乎最终结果。随着时间的推移，10 倍的客户会喜欢你自己的发展和成长，而 2 倍的客户会因为你破坏了他们的现状和舒适区而感到困扰而离开。

Linda fully handed her company to Brad in early 2000 and started spending lots of time in Ohio, Kentucky, and Indiana. Initially, this was a financial step-back, because now she was paying Brad a large salary to run the business.
2000 年初，琳达将她的公司完全交给了布拉德，并开始在俄亥俄州、肯塔基州和印第安纳州度过大量时间。最初，这是财务上的倒退，因为现在她要向布拉德支付一大笔薪水来经营这家公司。

“It was a step back to step way forward,” Linda told me.
“这是退一步到前进的一步，”琳达告诉我。

Hiring Whos to free-up your 80 percent isn’t a cost, but a massive investment in yourself and your business. This is another major Who Not How obstacle stopping many from 10x growth—the belief that hiring talented and capable Whos is a cost they can’t afford to make, rather than an investment they can’t afford not to make. It’s an investment because it frees you up to concentrate on a more high-impact 20 percent, which enables non-linear returns on investment. It’s also an investment in you because now the 80 percent gets done by someone who loves the work that has become old to you. The results get done in a more systematic way without you having to think or worry about it.
雇用谁来释放你 80% 的资金不是成本，而是对你自己和你的企业的巨大投资。这是阻止许多人实现 10 倍增长的另一个主要障碍——他们认为雇用有才华和能力的人是他们无法承受的成本，而不是他们无法不承担的投资。这是一项投资，因为它可以让您腾出时间专注于更具影响力的 20%，从而实现非线性投资回报。这也是对你的投资，因为现在 80% 是由热爱对你来说已经过时的工作的人完成的。结果以更系统的方式完成，而无需您思考或担心。

Getting the first person to open a franchise was a bear. It took Linda over three years to get the first franchise up and running in Ohio. Her whole focus during those three years was finding and recruiting the right people to start the franchises with. To do this, she taught classes and seminars throughout the first city she would grow, Columbus, Ohio. She made tons of phone calls to top agents, helping them see the vision and possibilities. She spoke with all of the biggest lenders in Columbus, seeing who were the biggest and best players they were working with.
让第一个开设特许经营权的人是一只熊。琳达花了三年多的时间才在俄亥俄州建立并运行第一个特许经营权。在这三年里，她的全部重点是寻找和招募合适的人来开始特许经营权。为此，她在她发展的第一个城市俄亥俄州哥伦布市教授课程和研讨会。她给顶级经纪人打了大量电话，帮助他们看到愿景和可能性。她与哥伦布所有最大的贷方进行了交谈，看看谁是与他们合作的最大和最好的参与者。

During those three years, she wasn’t making any money directly from her efforts, and was in fact investing large portions of her own income to keep it going. But she knew this was an opportunity worth investing in, and that the long-term payoff would be 10x or 100x bigger than had she remained where she was at. She knew that to succeed at this next level, as with each of her previous levels, that she’d need to evolve herself and her capabilities. She needed to become 10x better and more capable at her new 20 percent, which stretched her greatly.
在那三年里，她并没有直接从自己的努力中赚到任何钱，事实上，她正在投资自己收入的很大一部分来维持下去。但她知道这是一个值得投资的机会，而且长期回报将比她留在原地时大 10 倍或 100 倍。她知道，要在下一个级别取得成功，就像她之前的每个级别一样，她需要发展自己和自己的能力。她需要在新的 10% 上变得更好、更有能力，这让她得到了极大的扩展。

Transforming herself through her 10x jumps excited her. It’s what she lived for. And every time she did it, she became freer and more expanded as a person, with qualitatively better and more time, money, relationships, and overall purpose.
通过 10 次跳跃改变自己让她兴奋不已。这就是她活下来的目的。而每一次她这样做，她作为一个人都变得更加自由和扩展，拥有质量上更好、更多的时间、金钱、人际关系和整体目标。

Once she finally got someone to start a franchise, Linda helped the new franchise owner build out the franchise by recruiting top producing agents to join the office. Linda’s primary role from there was simply supporting and encouraging the new franchise owner to go and grow it, since they were now invested and had great financial incentive to succeed as well.
一旦她终于找到人来开办特许经营权，琳达就通过招募顶级制作代理加入办公室来帮助新的特许经营权所有者建立特许经营权。琳达从那里开始的主要作用只是支持和鼓励新的特许经营权所有者去发展它，因为他们现在已经投资了，并且也有很大的经济动机来取得成功。

After the first one, Linda became quicker and better at getting more and more franchises started with better-fitting partners. After getting the first three franchises up in Columbus, she moved on to to Indianapolis and then to Dayton. She progressively got better and faster at getting multiple franchises up in a particular city or territory, popping up more and more offices throughout her region.
在第一次之后，琳达变得更快、更好地让越来越多的特许经营权与更合适的合作伙伴开始。在哥伦布获得前三支球队后，她搬到了印第安纳波利斯，然后搬到了代顿。她在某个特定城市或地区建立多个特许经营权方面逐渐变得更好更快，在她所在的地区开设了越来越多的办事处。

Her 20 percent was recruiting the right franchise partners, helping them get up and going, and stabilizing the office by helping recruit the initial top agents to support the office. She’d also provide ongoing training and support to all of her franchise owners, helping them overcome challenges, setbacks, and obstacles, and continually raising their mindsets for what they could be and do.
她的 20% 是招募合适的特许经营合作伙伴，帮助他们启动和行动，并通过帮助招募最初的顶级代理来支持办公室来稳定办公室。她还将为所有特许经营权所有者提供持续的培训和支持，帮助他们克服挑战、挫折和障碍，并不断提高他们对自己可以成为和做什么的心态。

In 2011, Linda hired a regional team to replace her, who would find new people to start and build-up franchises within the region. Since then, Linda’s 20 percent shifted to continually expanding herself as a leader and training her regional team, helping them become better leaders themselves. Like Michelangelo, Linda has continually made 10x jumps as a person. Obviously and importantly, no two people’s 10x jumps will look the same. Even still, the core principles and process will always be there.
2011 年，琳达聘请了一个区域团队来接替她，他们将寻找新人在该地区创办和建立特许经营权。从那时起，琳达的 20% 转向不断扩展自己作为领导者的地位，并培训她的区域团队，帮助他们自己成为更好的领导者。和米开朗基罗一样，琳达作为一个人也不断跳跃 10 倍。显然，重要的是，没有两个人的 10 倍跳跃看起来是一样的。即便如此，核心原则和流程将永远存在。

Each 10x jump brings you closer to becoming world-class within that 20 percent. Then, leveraging the growth and freedoms you’ve now created, you make another seemingly impossible next jump.
每跳跃 10 倍，你就会在这 20% 内更接近成为世界级。然后，利用你现在创造的成长和自由，你又进行了一次看似不可能的下一次跳跃。

Every time you go 10x by letting go of a previous 80 percent and going all-in on a new, more expansive 20 percent, you become more of a master, innovator, and leader. Over time, with enough 10x jumps, you increasingly become the leader to other leaders, wherein you’re directly influencing fewer people but the overall impact and ripples of your influence spread exponentially.
每当你放弃之前的 10% 并全力以赴购买新的、更广泛的 20% 来实现 80 倍时，你就会成为一个大师、创新者和领导者。随着时间的推移，有了足够多的 10 倍跳跃，你就会越来越多地成为其他领导者的领导者，其中你直接影响的人更少，但你的影响力的整体影响和涟漪呈指数级传播。

At the writing of this book in 2022, Linda’s business has expanded to two regions spread throughout Ohio, Indiana, and Kentucky, with 28 active offices and over 5,000 active real estate agents within those 28 offices.
在 2022 年撰写本书时，Linda 的业务已扩展到分布在俄亥俄州、印第安纳州和肯塔基州的两个地区，拥有 28 个活跃的办事处，这 5,000 个办事处内有 28 多名活跃的房地产经纪人。

In talking about passing her business to Brad in 1999 and then passing off regional leadership to her regional team, Linda told me, “By letting go of that, and being willing to go all-in on growing and developing regions, I now have an organization that, in 2021, did over $14 billion in revenue.”
在谈到 1999 年将她的业务移交给 Brad，然后将区域领导权移交给她的区域团队时，Linda 告诉我，“通过放弃这一点，并愿意全力以赴地发展和发展区域，我现在拥有了一个在 2021 年收入超过 140 亿美元的组织。

As a shared owner of both her regions and each of the franchises within those regions, Linda gets a piece of every single one of those transactions.
作为她所在地区和这些地区内每个特许经营权的共同所有者，琳达从每笔交易中分得一杯羹。

Fourteen billion dollars in gross revenue is gargantuan when compared to the $3,000 gross revenue she did her first year as a real estate agent!
与她担任房地产经纪人第一年的 3,000 美元总收入相比，140 亿美元的总收入是巨大的！

She’s 10x’d the overall revenue of her business more than six times since she started her real estate career.
自从她开始她的房地产职业生涯以来，她的企业总收入增长了 10 倍多六倍多。

Each of those 10x jumps first involved a qualitative shift within Linda, wherein she expanded her vision and her identity of who she could be. Then, with her elevated vision, she made a qualitative and non-linear shift in her focus and strategy, focusing on her new 20 percent and letting go of her then 80 percent.
这 10 倍的跳跃中的每一次首先都涉及琳达内部的质变，她扩大了自己的视野和对自己可能成为什么样的人的身份。然后，随着她更高的视野，她在关注点和策略上进行了质的、非线性的转变，专注于她新的 20%，然后放弃了她当时的 80%。

Her first non-linear shift and 20 percent focus was becoming a real estate agent and letting go of attending college classes, which she was doing part-time when Jimmy’s Dave and Busters-like restaurant went bust.
她的第一个非线性转变和 20% 的重点是成为一名房地产经纪人，并放弃上大学课程，当 Jimmy's Dave 和 Busters 式餐厅破产时，她正在兼职上大学课程。

Then the 20 percent narrowed as she got better and more experienced as an agent, letting go of administrative tasks. Then letting go of working directly with buyers. Then letting go of listing, which had been her bread-and-butter for huge 10x jumps. Then she let go of building out, recruiting, and leading her own franchises. Now, she even mostly let go of going out and recruiting and directly supporting new franchise partners.
然后，随着她作为经纪人的表现越来越好，经验越来越丰富，放弃了行政任务，这 20% 的比例缩小了。然后放弃直接与买家合作。然后放弃了上市，这是她 10 倍大幅跳跃的生计。然后她放弃了建立、招募和领导自己的特许经营权。现在，她甚至基本上放弃了外出招募和直接支持新的特许经营合作伙伴。

As a shared owner of both regions she’s built, Linda gets a piece of every single one of the transactions in her business, which now does over $14 billion in revenue!
作为她所建立的两个地区的共同所有者，琳达从她企业的每一笔交易中分得一杯羹，现在的收入超过 140 亿美元！

Her personal annual income has gone up 10x again and again, from four figures, to five, to six, and now to high seven. Not only that, her overall net worth over these years has grown 10x several times as well. Over the three decades of working in the real estate industry, she and Jimmy were also investing in their own properties, which came to include full-on corporate buildings. Her net worth is now approaching nine figures.
她的个人年收入一次又一次地增长了 10 倍，从四位数到五位数，再到六位数，现在又达到了七位数。不仅如此，这些年来她的整体净资产也增长了 10 倍。在房地产行业工作的三十年里，她和吉米还投资了自己的房产，其中包括完整的公司大楼。她的净资产现在接近九位数。

Linda made these 10x jumps by following the 10x process. She elevated and expanded her vision to seemingly impossible levels, utilized her vision to zero-in on the core 20 percent that would get her there, and let go of the 80 percent that would keep her where she’s at.
琳达按照 10 倍的过程完成了这 10 倍的跳跃。她将自己的视野提升和扩展到看似不可能的水平，利用她的视野将使她实现目标的核心 20% 归零，并放弃让她保持现状的 80%。

She did this again and again, and continues doing so today.
她一次又一次地这样做，直到今天还在继续这样做。

Each 10x jump is non-linear from the last.
每次 10 倍跳跃从上一次开始都是非线性的。

Each 10x jump transforms and evolves Linda dramatically, enabling her with more specialized and unique capability and wisdom. Moreover, each 10x jump also enables her to have dramatically more and better of each of the four freedoms: time, money, relationships, and purpose.
每跳 10 倍都会使琳达发生巨大变化和进化，使她拥有更专业、更独特的能力和智慧。此外，每跳 10 倍还使她能够显着地拥有四种自由中的每一种：时间、金钱、人际关系和目标。

Before interviewing Linda for this book, I had her read a really rough initial draft. Here’s what she said:
在为这本书采访琳达之前，我让她读了一份非常粗略的初稿。她是这样说的：

“When I look at it, I see my whole life’s trajectory. I’m like, ‘Oh my gosh! I had no idea this is what was happening!’ Also, it makes so much sense how you’re explaining it, that 2x is so much harder. I tell my agents all the time, ‘Why won’t you let go of what you have to go get something bigger?’ But realtors especially just want to hang on to what they’re working on. It’s just so limiting. . . This book is just so good! Because no one really gives you the fundamentals of a path to 10x. They just talk about 10x. And it’s a hard concept. Honestly, it’s always been a hard concept for me and others to get our arms around. In the real estate world, people are like, ‘Oh my, the 2x was so hard! Now you want me to do 10x?!’ So they see it like, ‘Gosh, you’re asking me to do something when this was already so hard.’ They don’t realize that 10x is something totally different. 2x was just the launching pad to 10x, where you’re now doing something totally different than you were before, and you’ve let go of what you were previously doing to go all-in on something bigger.”
“当我看到它时，我看到了我一生的轨迹。我想，'天哪！我不知道这就是正在发生的事情！此外，你解释它的方式非常有意义，2 倍要难得多。我总是告诉我的经纪人，'你为什么不放弃你必须的东西去做更大的东西呢？但房地产经纪人尤其只想坚持他们正在做的事情。这太有限了。。。这本书太好了！因为没有人真正给你通往 10 倍之路的基础知识。他们只是谈论 10 倍。这是一个很难的概念。老实说，对于我和其他人来说，这一直是一个很难理解的概念。在房地产界，人们会说，'天哪，2 倍太难了！现在你想让我做 10 倍？！所以他们认为，'天哪，当这已经很困难的时候，你却要求我做点什么。他们没有意识到 10 倍是完全不同的东西。2x 只是 10x 的跳板，你现在正在做一些与以前完全不同的事情，你已经放弃了你以前所做的事情，全力以赴做更大的事情。

Linda nailed it.
琳达做到了。

This concept of “10x” has never been spelled-out and distilled in such clear-cut and accurate terms until this book.
直到本书之前，“10x”的概念从未被如此清晰和准确的术语阐明和提炼。

In each chapter of this book, you will learn the most simple, clear, repeatable, and actionable path to going 10x in your life again and again.
在本书的每一章中，您都将一次又一次地学习最简单、清晰、可重复和可作的人生 10 倍路径。

You will gain the knowledge and tools for continually expanding and clarifying your desired 10x jump, as well as how to hone in on your 20 percent again and again.
您将获得不断扩展和澄清您想要的 10 倍跳跃的知识和工具，以及如何一次又一次地磨练您的 20%。

You will learn to continually strip away your 80 percent and embrace higher and higher levels of personal freedom, wherein you become the most powerful version of yourself—your own Unique version of “The David.”
你将学会不断剥离你的 80%，拥抱越来越高的个人自由，在那里你成为最强大的自己——你自己独特的“大卫”版本。

Chapter Takeaways
章节要点

Seemingly impossible goals are more practical than possible goals because impossible goals force you outside your current level of knowledge and assumptions.
看似不可能的目标比可能的目标更实际，因为不可能的目标迫使你超出当前的知识和假设水平。

Very few pathways create 10x. With genuine reflection, a 10x target spotlights the few pathways—the high-leverage strategies and relationships—with extreme upside.
很少有途径能产生 10 倍。通过真正的反思，10 倍的目标突出了少数具有极大上行空间的途径——高杠杆策略和关系。

10x goals enable you to clearly identity the 20 percent of things and people in your life that are producing most of your results, and the 80 percent of things and people in your life that are holding you back.
10 倍目标使您能够清楚地识别生活中 20% 的事物和人产生了大部分结果，以及生活中 80% 的事物和人阻碍了您。

Going for 2x growth means you can keep 80 percent of your existing clients, roles, behaviors, and mindsets. Only minor tweaks are needed.
实现 2 倍的增长意味着您可以保留 80% 的现有客户、角色、行为和心态。只需要进行一些小的调整。

Going for 10x growth means you must eliminate 80 percent of your existing clients, roles, behaviors, and mindsets. 10x requires a full-scale transformation of yourself as well as everyone and everything around you.
实现 10 倍的增长意味着您必须消除 80% 的现有客户、角色、行为和心态。10 倍需要对自己以及周围的每个人和一切进行全面转变。

2x is linear—to continue growing requires more effort. It’s working harder, not smarter. It’s quantitatively focused—you’re just doing more of what you’re now doing without respect to quality, uniqueness, or transformation.
2 倍是线性的——继续增长需要更多的努力。它更努力地工作，而不是更聪明。它以数量为重点——你只是在做更多你现在正在做的事情，而不考虑质量、独特性或转型。

10x is non-linear—enormous growth does not require more effort, but often requires less, but better. It’s qualitatively focused—you’ve elevated your vision and focus such that you’re now transforming the value and impact of what you do for increasingly specific people.
10 倍是非线性的——巨大的增长不需要更多的努力，但通常需要更少，但更好。它是定性的 ——你已经提升了你的愿景和焦点，所以你现在正在改变你为越来越具体的人所做的事情的价值和影响。

Every time you make a 10x jump, you do so by letting go of your current 80 percent and going deeper into a more powerful and concentrated 20 percent. Letting go of your 80 percent generally involves hiring Whos to take over your 80 percent, and to systemize and organize what is repeatable so you can innovate what isn’t repeatable.
每次你进行 10 倍的跳跃时，你都会放弃当前的 80%，并更深入地进入更强大、更集中的 20%。放弃你的 80% 通常涉及雇用谁来接管你的 80%，并将可重复的东西系统化和组织起来，这样你就可以创新不可重复的东西。

Every time you go 10x by letting go of the 80 percent and going all-in on your desired 20 percent, you dramatically increase your quality and quantity of your freedoms as a person—which are time, money, relationships, and purpose.
每当你放弃 80% 并全力以赴实现你想要的 20% 时，你就会显着提高你作为一个人的自由的质量和数量——即时间、金钱、人际关系和目标。

To get additional resources on clarifying your next 10x jump, visit www.10xeasierbook.com
要获取有关澄清下一次 10 倍跳跃的其他资源，请访问 www.10xeasierbook.com

CHAPTER 2
第二章

10x THE QUALITY OF EVERYTHING YOU DO
您所做的一切质量提高 10 倍

Shed Your 2x Identity and Relentlessly Raise Your Standards
摆脱你的 2x 身份，坚持不懈地提高你的标准

◆ ◆ ◆

“How you do anything is how you do everything.”
“你如何做任何事情就是你如何做任何事情。”

— ATTRIBUTED TO MARTHA BECK1
— 归因于 MARTHA BECK 1

Fresh out of college, Chad Willardson was 24 years old when he was accepted into the financial advisor training at Merrill Lynch. Chad was one of 100 trainees in Southern California who started the program and one of two who completed the program successfully.
刚从大学毕业的查德·威拉德森（Chad Willardson） 24 岁时，他被美林证券（Merrill Lynch）的财务顾问培训录取。查德是南加州启动该计划的 100 名学员之一，也是成功完成该计划的两名学员之一。

It was a brutal and intense growth curve.
这是一条残酷而激烈的增长曲线。

The purpose of the training was to teach aspiring new advisors how to both invest in and attract new clients, as well as to reach $15 million under management within 18 months. Anyone who did not achieve all the certifications plus the $15 million hurdle was dropped from the program without a job.
培训的目的是教有抱负的新顾问如何投资和吸引新客户，并在 18 个月内达到 1500 万美元的管理规模。任何没有获得所有认证以及 1500 万美元门槛的人都会被从该计划中剔除，没有工作。

Trainees were young and most investors preferred an experienced wealth advisor. Who was willing to let an inexperienced young kid manage their money?
受训者很年轻，大多数投资者更喜欢经验丰富的财富顾问。谁愿意让一个没有经验的小孩子来管理他们的钱？

Early in this process, Chad told his manager and some of the senior advisors at the firm that he would aim to only work with clients with more than $100,000 to invest. His manager replied that getting any client willing to invest $100,000 would be literally impossible. No one with that amount of money (this was 20 years ago) would trust someone Chad’s age.
在这个过程的早期，查德告诉他的经理和公司的一些高级顾问，他的目标是只与投资超过 100,000 美元的客户合作。他的经理回答说，让任何客户愿意投资 100,000 美元几乎是不可能的。没有人有那么多钱（这是 20 年前的事了）会相信像查德这样年纪的人。

Focused on his own standards rather than someone else’s, Chad committed to himself that he wouldn’t work with anyone with less than $100,000 for him to manage.
查德专注于自己的标准而不是别人的标准，他向自己承诺，他不会与任何收入低于 100,000 美元的人合作。

For months, Chad was the first person in the office each day, arriving to work before sunrise, and the last to leave. He spent hours studying and passing big exams and certifications, reaching out to countless business owners in the area to build relationships, and reading business, wealth management, and personal development books. While the other advisors and trainees were at the bar drinking and partying on their nights and weekends, Chad was putting in that extra work.
几个月来，查德是每天第一个进入办公室的人，在日出前到达上班，也是最后一个离开的人。他花了几个小时学习并通过大型考试和认证，接触该地区无数企业主建立关系，并阅读商业、财富管理和个人发展书籍。当其他顾问和实习生在晚上和周末在酒吧喝酒和聚会时，查德却投入了额外的工作。

For his first six months he made hundreds of calls every day and experienced nothing but rejection. He didn’t land a single new client.
在他的前六个月里，他每天打数百个电话，除了被拒绝之外什么也没经历。他没有获得一个新客户。

Six months into the training program, Chad received a surprising phone call from a man Chad had cold-called six months previously. Ready to retire, the caller had over $600,000 to roll over into a retirement investment account. Remembering their positive phone conversation and Chad’s multiple follow-up outreaches, he wanted Chad to be his wealth advisor.
培训计划开始六个月后，查德接到了一个令人惊讶的电话，来自查德六个月前打过一个冷电话的人。准备退休后，来电者有超过 600,000 美元可以转入退休投资账户。记得他们积极的电话交谈和查德的多次后续外展，他希望查德成为他的财富顾问。

Chad’s first client had $600,000, six times more than what his manager said would be an impossible minimum standard. This boosted Chad’s confidence and resolve to keep going. During the next several months, Chad took on plenty of clients—all with more than $100,000 for him to manage.
查德的第一个客户有 600,000 美元，是他的经理所说的不可能的最低标准的六倍。这增强了乍得的信心和继续前进的决心。在接下来的几个月里，查德接管了大量客户——所有客户都有超过 100,000 万美元供他管理。

Shortly after his first year in the program, he raised his minimum standard for new clients from $100,000 to $250,000.
在参加该计划的第一年后不久，他将新客户的最低标准从 100,000 美元提高到 250,000 美元。

From that moment forward, he would not take on anyone with less than $250,000 to invest.
从那一刻起，他就不会接受任何投资金额低于 250,000 美元的人。

He got what he focused on.
他得到了他所关注的东西。

He developed mastery at the level of his standard and focus.
他在自己的标准和专注水平上发展了精通。

By the time the 18-month program ended in 2005, Chad had more than doubled the trainee graduation hurdle and had $30 million under management.
到 2005 年为期 18 个月的计划结束时，乍得的学员毕业门槛增加了一倍多，管理着 3000 万美元。

During the next seven years, Chad added another $280 million under management, reaching the top 2 percent of advisors (and one of the fastest-growing) with Merrill Lynch. At that point, companies like Morgan Stanley, Goldman Sachs, and UBS were recruiting Chad and offering more than $4 million cash as a signing bonus!
在接下来的七年里，乍得又增加了 2.8 亿美元的管理，达到了美林证券排名前 2% 的顾问（也是增长最快的顾问之一）。当时，摩根士丹利、高盛和瑞银等公司正在招募乍得，并提供超过 400 万美元的现金作为签约奖金！

But Chad sensed the future of advising high-wealth entrepreneurs would not be under the umbrella of any of those firms, including the one he worked for.
但查德意识到，为高财富企业家提供咨询的未来将不会受到任何这些公司的保护，包括他工作的公司。

Chad’s spectacular 10x growth occurred by developing a unique level of mastery in understanding and supporting his entrepreneurial clients. He wanted to 10x this level of mastery even further, with even higher-level clients with bigger challenges to support. He saw that the only way he’d have the freedom to help the level of clients he wanted at the level of service he wanted—offering them options and solutions beyond a specific firm’s umbrella—was to open his own private fiduciary wealth advisory firm.
Chad 的 10 倍惊人增长是由于在理解和支持他的创业客户方面培养了独特的掌握水平。他希望将这种掌握水平进一步提高 10 倍，为更高级别的客户提供支持，并面临更大的挑战。他看到，他可以自由地以他想要的服务水平帮助他想要的客户——为他们提供特定公司保护伞之外的选择和解决方案——的唯一方法是开设自己的私人信托财富咨询公司。

Already in the elite class of a nationwide financial firm after nine years, he summoned the commitment and courage to completely start over and go back to zero. He let go of a cushy and prestigious position that had become 2x, not 10x.
九年后，他已经跻身一家全国性金融公司的精英阶层，他鼓起决心和勇气，彻底重新开始，回到零。他放弃了一个轻松而有声望的职位，这个职位已经变成了 2 倍，而不是 10 倍。

When Chad opened Pacific Capital in 2011, he committed his focus to working exclusively with high-growth entrepreneurs who were millionaires or multimillionaires. He committed to become more niche and specific in who he served and how he helped them.
当查德于 2011 年开设太平洋资本时，他致力于专门与百万富翁或千万富翁的高增长企业家合作。他致力于在为谁服务以及如何帮助他们方面变得更加小众和具体。

Starting again from scratch, Chad focused on quality, not quantity.
乍得从头开始，专注于质量，而不是数量。

To provide the best and most nuanced support, he couldn’t cast a wide net. He had to clarify the specific whales he wanted to help, and how he would create 10x value for them differently from any other financial firm.
为了提供最好、最细致的支持，他不能撒下一张大网。他必须澄清他想要帮助的具体鲸鱼，以及他将如何以与任何其他金融公司不同的方式为它们创造 10 倍的价值。

The minimum standard at Pacific Capital’s inception was entrepreneurs with a minimum of $1 million to invest and grow.
太平洋资本成立之初的最低标准是企业家至少有 100 万美元的投资和发展。

Chad’s goal shaped his focus and mastery. His 20 percent now was radically different and more specific than the 20 percent of his previous 10x jumps that had gotten him here. Rather than cold-calling, hosting seminars, or walking business to businesses as he had before, he joined networks of entrepreneurs who were already successful and leveraged the reputation he had built in the industry.
查德的进球塑造了他的专注力和掌握能力。他现在的 20% 与他之前让他来到这里的 20 倍跳跃中的 10% 完全不同，也更具体。他没有像以前那样打推销电话、举办研讨会或向企业介绍业务，而是加入了已经成功的企业家网络，并利用了他在行业中建立的声誉。

From 2012–2017, Chad went from starting over to having $300+ million in assets under management. As of this writing, Chad personally manages over $1 billion, with a very strict focus on eight- and nine-figure entrepreneurs. He 10x’d by continually raising his minimum standard and by elevating himself and his value to the level of his rising standards.
从 2012 年到 2017 年，乍得从重新开始管理着 300+ 百万美元的资产。截至撰写本文时，乍得个人管理着超过 10 亿美元，非常严格地关注八位数和九位数的企业家。通过不断提高他的最低标准，并将自己和他的价值提升到他不断提高的标准水平，他提高了 10 倍。

In 2021, he rose his minimum standard new client from $1,000,000 to $2,500,000.
2021 年，他将最低标准新客户从 1,000,000 美元提高到 2,500,000 美元。

In 2022, he rose his minimum standard new client from $2,500,000 to $5,000,000.
2022 年，他将最低标准新客户从 2,500,000 美元提高到 5,000,000 美元。

In 2023, he rose his minimum standard new client from $5,000,000 to $10,000,000.
2023 年，他将最低标准新客户从 5,000,000 美元提高到 10,000,000 美元。

His focus and optimization are getting clearer and clearer.
他的重点和优化越来越清晰。

Chad reaches impossible goals by continually eliminating his 80 percent.
查德通过不断消除他的 80% 来达到不可能的目标。

Chad doesn’t just raise the standard for his clients. He also raises the standard for himself. Each year, he takes on fewer clients, but the value of each client is 10x the average of his former clients. Moreover, the value and impact Chad provides these whales is far more unique and precise than when he was working with a broader range of clients. He knows that achieving more does not mean doing more.
查德不仅提高了客户的标准。他还提高了自己的标准。每年，他接客的客户都会减少，但每个客户的价值是他以前客户平均水平的 10 倍。此外，乍得为这些鲸鱼提供的价值和影响比他与更广泛的客户合作时更加独特和精确。他知道，取得更多成就并不意味着做更多。

Similar to Linda McKissack in the previous chapter, a crucial aspect of Chad’s ascension and ability to 10x is his momentum. Unlike many financial advisors, Chad is also an entrepreneur, with multiple companies, ventures, and investments. He’s continually 10xing himself such that even his biggest clients are simply trying to keep up with Chad’s exponentially elevating lifestyle and financial standards. He’s living by example, not offering broad and cookie-cutter theory or products.
与前一章中的琳达·麦基萨克类似，查德的提升和能力达到 10 倍的一个关键方面是他的动力。与许多财务顾问不同，查德也是一位企业家，拥有多家公司、企业和投资。他不断地将自己提高 10 倍，以至于即使是他最大的客户也只是试图跟上乍得指数级提高的生活方式和财务标准。他以身作则，没有提供广泛而千篇一律的理论或产品。

All the while, Chad figures out how to do less. Throughout Chad’s 10x growth and evolution, he hired a full-time executive assistant and a large team of financial specialists to support him and his clients. His executive assistant took over all of his email, scheduling, phone calls, and all other logistical aspects of Chad’s business and personal life. Chad’s team of experts at Pacific Capital took over all client meetings, day-to-day operations, investment management, and strategic financial planning for clients.
一直以来，查德都在想办法减少工作。在 Chad 10 倍的增长和发展过程中，他聘请了一名全职行政助理和一支庞大的财务专家团队来支持他和他的客户。他的行政助理接管了他所有的电子邮件、日程安排、电话以及乍得商业和个人生活的所有其他后勤方面。乍得在太平洋资本的专家团队接管了客户的所有客户会议、日常运营、投资管理和战略财务规划。

Chad used to spend over 200 long days in the office each year. Now he doesn’t even have his own office inside the Pacific Capital building. He goes in about 30 days per year to connect with the team, share vision, and provide any support he can.
乍得过去每年在办公室度过 200 多天。现在，他在太平洋资本大楼内甚至没有自己的办公室。他每年大约有 30 天与团队联系，分享愿景，并提供任何他能提供的支持。

Chad’s time used to be spent on literally dozens of different tasks and activities. Now it’s invested in a limited few, which he does uniquely better than anyone else in the world.
查德的时间过去花在了几十种不同的任务和活动上。现在它投资于有限的少数人，他在这方面做得比世界上任何其他人都好。

Higher quality, less quantity.
更高的质量，更少的数量。

Yet, despite doing less, Chad’s productivity—meaning his tangible results—has shot through the roof. He’s nearly doubling his business each year while working less. He’s published three books in the past three years and taken more vacations in the past few years than he did in the previous few decades.
然而，尽管做得更少，查德的生产力——这意味着他有形的成果 ——已经飙升了。他每年的生意几乎翻了一番，而工作却减少了。他在过去三年中出版了三本书，过去几年休假的次数比前几十年还要多。

To quote the 10x thinker, Greg McKeown, “An Essentialist produces more—brings forth more—by removing more instead of doing more.”2
引用 10 倍思想家格雷格·麦基翁（Greg McKeown）的话，“本质主义者通过删除更多而不是做更多来产生更多——带来更多。阿拉伯数字

To go 10x, you simplify your focus by continually letting go of everything that doesn’t meet your 10x filter. Each time you go 10x, the filter gets finer and finer, letting less pass through.
要达到 10 倍，您可以通过不断放弃所有不符合 10 倍过滤器的东西来简化您的注意力。每进行 10 倍，过滤器就会变得越来越细，通过的过滤器越来越少。

Most entrepreneurs don’t achieve the same kind of growth because they shut down when they encounter resistance. When Chad stopped handholding his clients through the day-to-day, a few of his clients and friends questioned the decision. They wondered why Chad wasn’t involved at every touch point and some legacy long-time clients were bothered by the initial changes. They wanted Chad to keep things as they had always been. They didn’t like Chad elevating his standards and vision. These clients were 2x, not 10x.
大多数企业家没有实现同样的增长，因为他们在遇到阻力时就会关闭。当查德不再每天牵着他的客户时，他的一些客户和朋友对这个决定提出了质疑。他们想知道为什么 Chad 没有参与每个接触点，而一些传统长期客户对最初的变化感到困扰。他们希望查德保持一如既往的样子。他们不喜欢查德提高他的标准和愿景。这些客户是 2 倍，而不是 10 倍。

Ironically, Chad had actually made himself more available by removing the 80 percent of minutia that kept him absurdly busy and without space to connect and be present. Continually freeing himself from his 80 percent enables him to focus on his highest form of contribution—helping his clients elevate their vision and commitment, and supporting them when they began to falter from that commitment.
具有讽刺意味的是，查德实际上通过消除 80% 的细节让自己变得更加可用，这些细节让他变得荒谬地忙碌，没有空间联系和存在。不断将自己从 80% 的贡献中解放出来，使他能够专注于他的最高贡献形式——帮助他的客户提升他们的愿景和承诺，并在他们开始放弃该承诺时为他们提供支持。

Chad’s 10x clients recognized and appreciated Chad’s evolution because they felt its effects. He was helping them expand their own vision and standards, and they were becoming far more successful and happier by following his example and guidance.
乍得的 10 倍客户认可并赞赏乍得的演变，因为他们感受到了它的影响。他正在帮助他们扩展自己的视野和标准，通过遵循他的榜样和指导，他们变得更加成功和快乐。

Anytime someone wants you to remain as you are, they do so for their own self-preservation. Your evolution threatens their current security, and they want that security more than the freedom that you seek. It’s plain uncomfortable at first. This is one of the most common reasons people and entrepreneurs don’t go 10x. They know it will make those around them feel uncomfortable for a time. To avoid this discomfort in themselves and those closest to them, people opt for 2x, not 10x.
每当有人希望你保持原样时，他们这样做是为了自己的自我保护。你的进化威胁到他们当前的安全，他们更想要这种安全感，而不是你寻求的自由。一开始很不舒服。这是人们和企业家没有实现 10 倍增长的最常见原因之一。他们知道这会让周围的人感到一段时间不舒服。为了避免自己和最亲近的人出现这种不适，人们选择 2 倍，而不是 10 倍。

As you radically evolve through the 10x process, many people in your life won’t comprehend the evolution you’ve experienced. It will defy logic and reality to them, and therefore they will disregard or entirely avoid seeing the changes you’ve made. 10x can indeed repel 2x.
当你在 10 倍过程中从根本上进化时，你生活中的许多人不会理解你所经历的进化。对他们来说，这将违背逻辑和现实，因此他们会无视或完全避免看到你所做的改变。10 倍确实可以击退 2 倍。

By embracing the 10x process, you’ll evolve internally and externally far more than the average person, although the 10x process is available to all people who choose freedom over security.
通过接受 10 倍过程，您的内部和外部发展将远远超过普通人，尽管 10 倍过程适用于所有选择自由而不是安全的人。

Most people are afraid to shed old standards and strategies—especially ones that worked. What makes Chad different?
大多数人害怕摆脱旧的标准和策略——尤其是那些行之有效的标准和策略。乍得有何不同？

Chad exhibits a quality that only the world’s top achievers do: the ability to rapidly accept a new identity.
乍得表现出只有世界顶尖成就者才有的品质：快速接受新身份的能力。

He let go of being the guy who made hundreds of cold calls a day. He let go of being the first in the office and the last to leave. He let go of being one of the top dogs at one of the biggest financial firms in the world. He let go of needing to always be available and look fancy in a suit. He let go of being the guy who answered his own emails, attended client meetings, or even had his own office. He let go of seeing busyness as a status symbol. He let go of trying to please anyone that wasn’t in his 20 percent.
他放弃了每天打数百个推销电话的人。他放弃了第一个进入办公室和最后一个离开的人。他放弃了世界上最大的金融公司之一的顶尖人物之一。他放弃了总是有空的需要，穿着西装看起来很花哨。他放弃了那个回复自己的电子邮件、参加客户会议，甚至拥有自己的办公室的人。他放弃了将忙碌视为身份的象征。他放弃了取悦任何不属于他 20% 的人的努力。

None of the things he let go of were bad. Indeed, many of them were crucial aspects in Chad getting where he had gotten. Yet, to continually expand and 10x himself, he had to evolve beyond his then identity (the 80 percent) and embrace a new vision and standard (the 20 percent).
他放弃的东西都不是坏事。事实上，其中许多是乍得取得成就的关键方面。然而，为了不断扩展和提高 10 倍，他必须超越当时的身份（80%），并接受新的愿景和标准（20%）。

Committing fully to your next 20 percent is embracing a 10x identity wherein you transform yourself and your life through an exciting future.
完全致力于你的下一个 20% 就是拥抱一个 10 倍的身份，你通过一个令人兴奋的未来改变自己和你的生活。

Holding on to the 80 percent is embracing a 2x identity wherein you avoid major changes and maintain your status quo.
坚持 80% 就是拥抱 2 倍身份，避免重大变化并维持现状。

To go 10x again and again, Chad shed the identity that got him here for the identity that would get him there.
一次又一次地达到 10 倍，查德摆脱了让他来到这里的身份，转而选择让他到达那里的身份。

Once something became 2x, he let that 80 percent go, passing it off to a capable Who or eliminating it altogether. He further simplified his life down to the 10x standard which most excited him, choosing an increasingly niche and nuanced 20 percent focus and mastery.
一旦某件事变成 2 倍，他就会放弃这 80%，将其传递给有能力的 Who 或完全消除它。他进一步将自己的生活简化到最让他兴奋的 10 倍标准，选择了越来越小众和细致入微的 20% 的专注和掌握。

Your identity is fundamentally two things: it’s 1) the story or narrative you have for yourself, and it’s 2) the standards or commitments you hold for yourself.3 The scientific definition of identity is “a well-organized conception of the self, consisting of values and beliefs to which the individual is solidly committed.”4
你的身份从根本上是两件事：1）你为自己的故事或叙述，2）你为自己持有的标准或承诺。3 身份的科学定义是“一种组织良好的自我概念，由个人坚定地致力于的价值观和信念组成”。4、

Put simply, your identity as a person is what you’re most committed to. It’s the story about yourself you’re committed to, and it’s the personal standards you’re most committed to.
简而言之，你作为一个人的身份是你最致力于的。这是你致力于的关于你自己的故事，也是你最致力于的个人标准。

A standard is a level of quality and norm you set for yourself. When something is truly a standard, it’s a commitment. You rarely if ever go outside or below your floor or minimum standard; otherwise it wouldn’t be a standard.
标准是您为自己设定的质量和规范水平。当某件事真正成为标准时，它就是一种承诺。你很少（如果从来没有）外出或低于你的地板或最低标准;否则它就不会成为标准。

We are all committed to standards that we’ve set for ourselves, even if we don’t realize it. Take for example, my friend who is an avid World of Warcraft player. He invests about 16 hours per day playing and is one of the top players on his online server. Recently, he told me he left his guild, the online community he was a part of.
我们都致力于为自己设定的标准，即使我们没有意识到这一点。以我的朋友为例，他是一位狂热的魔兽世界玩家。他每天投入大约 16 个小时玩游戏，是他的在线服务器上的顶级玩家之一。最近，他告诉我，他离开了他的公会，他所属的在线社区。

“Why did you leave?” I asked.
“你为什么离开？”我问。

“They weren’t up to my standard,” he replied. “I want to play with more serious players.”
“他们没有达到我的标准，”他回答道。“我想和更认真的球员一起打球。”

Although you may not be interested in online video games, and neither am I, the point is that we all have standards we choose for ourselves. We choose the standards we care about as well as the level we hold those standards to. For instance, two people may be equally committed to tennis though one may be professional and the other an amateur—the pro having much higher standards for their playing than the other.
虽然您可能对在线视频游戏不感兴趣，我也不感兴趣，但关键是我们都有为自己选择的标准。我们选择我们关心的标准以及我们坚持这些标准的水平。例如，两个人可能同样致力于网球，尽管一个可能是职业选手，另一个可能是业余选手——职业选手的打球标准比另一个人高得多。

Elevating and committing to specific standards is how you evolve your identity. Elevating your standards and 10xing yourself involves a process outlined in Dan Sullivan’s The 4 C’s Formula:
提升和遵守特定标准是您发展身份的方式。提高你的标准并让自己 10 倍涉及丹·沙利文（Dan Sullivan）的 4 C 公式中概述的过程：

Commitment
承诺

Courage
勇气

Capability
能力

Confidence
信心

Nothing happens until you commit.
在你承诺之前什么都不会发生。

As you commit to a specific standard far above your current capability and confidence, it pushes you outside your knowledge and comfort zone: hence, courage.
当你致力于一个远远超过你当前能力和信心的特定标准时，它会把你推到你的知识和舒适区之外：因此，勇气。

Through courageously adapting toward your commitment, you experience many “losses” and failures along the way, which you can utilize as feedback and learning. By adapting and applying your learning, you develop capabilities and skills you previously didn’t have, which you would not have developed without having fully made the commitment.
通过勇敢地适应你的承诺，你会在此过程中经历许多“损失”和失败，你可以将其用作反馈和学习。通过调整和应用所学知识，您可以培养以前不具备的能力和技能，如果没有充分做出承诺，您就不会发展这些能力和技能。

Commitment leads to mastery, wherein you’ve normalized the new standard. At this level, you have a higher degree of confidence.5
承诺导致掌握，其中你已经将新标准化。在这个级别，你的信心程度更高 5

You’re now your 10x self, and it’s completely normal to you, despite the fact that both who you now are and your normal life are unfathomable to your past self. With a higher degree of confidence, you now see and attract bigger and better opportunities, which previously weren’t available to you, enabling you to start the 4C’s cycle anew by making the next level 10x commitment.
你现在是 10 倍的自己，这对你来说是完全正常的，尽管事实上，现在的你和你的正常生活都对过去的自己深不可测。有了更高的信心，您现在可以看到并吸引更大更好的机会，而这些机会以前是您无法获得的，使您能够通过做出下一个级别的 10 倍承诺来重新开始 4C 的周期。

Letting go of 80 percent of your identity (including activities, situations, and people) can feel like an enormous loss. Letting go of who you’ve been, how people have seen you, and how others have related to you can feel like you’re losing a big part of yourself.
放弃 80% 的身份（包括活动、情况和人）可能会感觉像是一种巨大的损失。放下你曾经是谁，人们如何看待你，以及别人如何与你建立联系，会让人觉得你正在失去自己的很大一部分。

According to Prospect Theory, humans have an enormous aversion to loss.6 We fear and avoid loss far more than we seek gain. Loss aversion primarily manifests itself in three specific forms—1) continuing to invest in something unprofitable simply because you’ve already invested in it (i.e., sunk cost bias),7,8 2) overvaluing something you own, believe, or have created simply because it’s yours (i.e., endowment effect),9,10,11 and 3) continuing to do something you’ve previously done in order to be viewed by yourself and others as consistent (i.e., consistency principle).12,13,14
根据前景理论，人类对损失有极大的厌恶 6 我们害怕和避免损失远远超过我们寻求收益。损失厌恶主要表现在三种特定形式上——1）仅仅因为你已经投资了而继续投资于无利可图的东西（即沉没成本偏差）7 8 2）仅仅因为你拥有、相信或创造的东西（即捐赠效应）而高估它 9 10 113）继续做你以前做过的事情，以便被你自己和他人视为一致（即一致性原则）。12 13 14

All of these loss aversion tactics make it extremely hard to let go of the 80 percent. Thus, it’s hard to let go of your current or former identity.
所有这些损失厌恶策略使得放弃 80% 的人变得极其困难。因此，很难放弃你现在或以前的身份。

Elevating your standards is not easy by any means. It’s certainly much, much easier than continuing on a path just because that’s what you’ve been doing (i.e., 2x thinking).
无论如何，提高你的标准并不容易。这当然比仅仅因为这就是你一直在做的事情（即 2 倍思考）而继续走一条路要容易得多。

To go 10x, you live based on freedom. You choose the standards you want because that’s what you intrinsically want, and you’re not worried about other people’s opinions. You flexibly evolve your identity, letting go of things that once made up a core component of who you were.
要达到 10 倍，你就生活在自由的基础上。你选择你想要的标准，因为这是你内在想要的，你不担心别人的意见。你可以灵活地发展你的身份，放弃那些曾经构成你是谁的核心组成部分的东西。

It takes enormous commitment and courage to raise your minimum standard, yet it’s how you evolve yourself as a person. As Chad did when he committed to only working with clients with $100,000 or more to invest, for a period of time, you’ll struggle reaching and clawing toward your new commitment, with many bumps and bruises along the way. This is the commitment and courage phase of Dan’s 4C’s. But over time, you’ll evolve yourself, your knowledge, and your capabilities until it becomes second nature to you.
提高你的最低标准需要巨大的承诺和勇气，但这是你作为一个人发展自己的方式。就像查德承诺只与投资 100,000 美元或以上的客户合作时所做的那样，在一段时间内，你将难以达成和抓住你的新承诺，一路上会遇到许多坎坷和瘀伤。这是 Dan 的 4C 的承诺和勇气阶段。但随着时间的推移，你会发展自己、你的知识和你的能力，直到它成为你的第二天性。

Elevating your identity and standards is primarily emotional and thus qualitative, which is why psychological flexibility is so crucial to 10xing. To be psychologically flexible, you become increasingly comfortable and adaptive to situations and challenges which are initially uncomfortable to you. You see yourself as a context, not the content of your thoughts and emotions. As you evolve and expand yourself as a context, the content of your life—inside and out—simultaneously changes as well.15,16
提升你的身份和标准主要是情感上的，因此是定性的，这就是为什么心理灵活性对 10xing 如此重要。为了在心理上保持灵活性，你会变得越来越自在，并适应最初让你感到不舒服的情况和挑战。你把自己看作是一个背景，而不是你的想法和情感的内容。随着你作为一个环境的发展和扩展自己，你生活的内容——内外——也会同时发生变化。15 16

You commit to the standards you want, even when it’s uncomfortable for a brief time. By embracing your emotions rather than suppressing them, your identity quickly adapts to your new standards and you reach a place of acceptance.17,18,19,20 You’ve emotionally evolved and expanded as a person, wherein you feel comfortable and natural at the new standard. As the prominent and prolific spiritual and emotional teacher and scientist Dr. David Hawkins stated:
你承诺遵守你想要的标准，即使它会在短暂的一段时间内感到不舒服。通过拥抱而不是压抑你的情绪，你的身份会很快适应你的新标准，你会达到一个接受的地方 17 18 19,20 作为一个人，你在情感上已经进化和扩展，在新的标准下你会感到舒适和自然。正如杰出且多产的精神和情感教师和科学家大卫·霍金斯博士所说：

“The unconscious will allow us to have only what we believe we deserve. If we have a small view of ourselves, then what we deserve is poverty. And our unconscious will see to it that we have that actuality.”21
“无意识会让我们只拥有我们认为自己应得的东西。如果我们对自己有小看法，那么我们应得的就是贫穷。我们的无意识会确保我们拥有这种现实。21

To make something a new standard, you stop saying yes to the 80 percent—your now 2x identity and standards—that no longer fits. You embrace rejection and learning at the new standard until you reach a place of capability and confidence at the new standard.
要使某件事成为新的标准，你就不再对不再适合的 80%—— 你现在的 2 倍身份和标准 ——说“是”。你接受拒绝和学习新标准，直到你达到新标准的能力和信心。

For instance, if you’re a professional speaker and your current speaking fee is $25,000, raise your minimum fee to $50,000 and see what happens. Over the next few months, you may get a dozen speaking inquiries, and all of them but one reject your new fee of $50,000. Thus, you got 1/12 at the new standard. Getting this one yes at $50,000 is 10x more valuable to your identity and confidence than getting 12/12 yeses at the $25,000 level, even though in the short-run you’d be leaving a nice chunk of money on the table.
例如，如果您是一名专业演讲者，并且您目前的演讲费为 25,000 美元，请将您的最低费用提高到 50,000 美元，看看会发生什么。在接下来的几个月里，您可能会收到十几个口头询问，除了一个之外，所有询问都拒绝了您 50,000 美元的新费用。因此，您在新标准下得到了 1/12。以 50,000 美元的价格获得这个“是” 对你的身份和信心的价值是 10 美元，比在 12 美元的水平上获得 12/12 “是”更有价值，尽管从短期来看，你会留下一大笔钱在桌面上。

Over time, you’ll normalize your new standard—first emotionally within, but then externally as your reputation, positioning, and level of mastery. As you do this, you re-train the outside world to see you in a new light. Your standards are the inner-filter through which you operate, but also by which aligned people can know how to operate and collaborate with you.
随着时间的推移，你会使你的新标准正常化——首先是内在的情感上，然后是外在的，比如你的声誉、定位和掌握水平。当你这样做时，你会重新训练外部世界，以新的眼光看待你。你的标准是你运作的内在过滤器，也是协调一致的人知道如何运作和与你合作的内部过滤器。

With Chad’s story and your new understanding of shedding your 2x identity by elevating your minimum standards, the remainder of this chapter will deepen your understanding of the next-level application of the 10x process, which is enhancing the quality and decreasing the quantity of everything you’re doing.
随着查德的故事和你对通过提高最低标准来摆脱 2 倍身份的新理解，本章的其余部分将加深你对 10 倍过程的下一级应用的理解，即提高质量并减少你正在做的一切的数量。

How you do anything is how you do everything.
你如何做任何事情就是你如何做任何事情。

What about you?
你呢？

What are the standards you hold for yourself?
你对自己有什么标准？

Were your standards chosen by you, or adopted by the norms of those outside of you?
你的标准是由你选择的，还是被你之外的人的规范所采用的？

What are your own minimum standards that you’re focused on and committed to?
您关注并致力于的最低标准是什么？

What would happen if you dramatically elevated your standards? How can you move toward your 20 percent focus and mastery? What 80 percent would have to go?
如果你大幅提高你的标准会发生什么？你怎样才能达到 20% 的专注和掌握？80%的人必须去吗？

As you embrace the 10x process, you’ll continually be doing and focusing on less. Yet, decreasing the number of things you do will increase the quality, depth, and impact by 10x. By focusing on quality over quantity, such as Carson, Linda, and Chad did, you will experience exponential and non-linear results.
当您接受 10 倍过程时，您将不断做并专注于更少的事情。然而，减少你做的事情的数量会使质量、深度和影响力提高 10 倍。通过关注质量而不是数量，就像 Carson、Linda 和 Chad 所做的那样，您将体验到指数级和非线性的结果。

Let’s do this.
让我们这样做。

Set Unreachable Goals and 10x the Quality of What You Do
设定遥不可及的目标，将工作质量提高 10 倍

“Ninety-nine percent of people in the world are convinced they are incapable of achieving great things, so they aim for the mediocre. The level of competition is thus fiercest for ‘realistic’ goals, paradoxically making them the most time and energy-consuming. It’s easier to raise $1,000,000 than it is $100,000. It’s easier to pick up the one perfect 10 in the bar than the five 8s.”
“世界上百分之九十九的人都相信自己没有能力成就伟大的事情，所以他们以平庸为目标。因此，对于“现实”目标，竞争水平最为激烈，矛盾的是，它们成为最耗时和最耗力的目标。筹集 1,000,000 美元比筹集 100,000 美元更容易。在酒吧里捡到一个完美的 10 比捡到五个 8 更容易。

— TIM FERRISS22
— T 在 FERRISS22

Jimmy Donaldson has shed his 2x-identity again and again, never seeming to get stuck or plateaued in one place for too long. Jimmy displays a rare degree of psychological flexibility, in that nothing seems too big or too much of a stretch for him. Nothing seems out of reach.
吉米·唐纳森一次又一次地摆脱了他的 2x 身份，似乎从未在一个地方停留或停滞太久。吉米表现出一种罕见的心理灵活性，因为对他来说没有什么太大或太大的牵强。似乎没有什么是遥不可及的。

In 2015, Jimmy was 17 years old. He was living at his mom’s house in rural North Carolina. He was a middle-class white kid with few skills who made mediocre YouTube videos in his bedroom. Even still, he had high aspirations for himself, including becoming the number one YouTuber in the world.23,24
2015 年，吉米 17 岁。他住在北卡罗来纳州农村的妈妈家。他是一个中产阶级白人孩子，几乎没有什么技能，在卧室里制作了平庸的 YouTube 视频。即便如此，他仍然对自己抱有很高的抱负，包括成为世界第一的 YouTuber。23,24

Fast-forward seven years to 2022 and Jimmy, now age 23, has nearly achieved his goal of becoming the number one YouTuber in the world. Known by his alter ego and brand, MrBeast, Jimmy now had hundreds of millions of subscribers across his various social media channels, he’s become the fastest-rising Internet sensation in the world, he has a team of over 150 people, and he leads or is involved in an umbrella of businesses which do nearly a billion dollars in annual revenue.
快进七年到 2022 年，现年 23 岁的吉米几乎实现了成为世界第一 YouTuber 的目标。吉米以他的另一个自我和品牌 MrBeast 而闻名，现在他的各种社交媒体渠道拥有数亿订阅者，他已成为世界上崛起最快的互联网红人，他拥有一支由 150 多人组成的团队，他领导或参与了年收入近 10 亿美元的企业保护伞。

In March of 2022, Jimmy was interviewed on the Joe Rogan podcast. Joe asked Jimmy, “Do you have a lot of guys ask you for advice? like ‘Hey, I want to be like MrBeast.’”
2022 年 3 月，吉米接受了乔·罗根播客的采访。乔问吉米：“你有很多人向你请教吗？比如'嘿，我想成为像野兽先生一样的人。

The question excited Jimmy. He asked Joe to open his Twitter feed, where he showed the 10x results of someone he’d recently mentored.
这个问题让吉米兴奋不已。他要求乔打开他的推特提要，在那里他展示了他最近指导过的人的 10 倍结果。

“Before I started mentoring him, he was doing 4.6 million views on YouTube per month, making $24 grand. Probably seven to eight months later, we got him up to 45 million views, and he had a $400,000 month!”25
“在我开始指导他之前，他每月在 YouTube 上的观看次数为 460 万次，赚了 24 美元。大概七到八个月后，我们让他的观看次数达到了 4500 万次，他有一个 40 万美元的月！25

Blown away, Joe asked, “What kind of advice did you give that makes such an exponential change?”
乔大吃一惊，问道：“你给了什么样的建议，能带来如此指数级的变化？

Read Jimmy’s next response very carefully. It clarifies how he applies the 10x process to achieve exponential results by intentionally doing less. Here’s his response:
非常仔细地阅读吉米的下一个回应。它阐明了他如何应用 10 倍过程，通过有意减少工作来实现指数级结果。以下是他的回应：

“As weird as it sounds, it’s much easier getting five million views on one video than 100-thou-sand views on 50 videos. . . You could upload one great video per year and get more views than if you uploaded 100 mediocre videos. It’s very exponential. To do well on YouTube, you just need people to click your videos and watch them. . . If you get people to click your video ten percent more, and watch your video ten percent longer than mine, you don’t get ten percent more views, you get like four-times the views. You have to think exponentially. A ten percent better video gets four-times the views, not ten percent more views. Once you understand that, you funnel your energy better, and really hyper-obsess over these videos. Triple the amount of time you’re putting into that video cause you’re not going the get triple the views, you’re going to 10x the views. So [I help those I mentor] make their videos really good, and also help them build out a team, like an editor. Cause if you’re doing five jobs, then you can only put 20 percent of your time into each. If you hire an editor, that editor can put 100 percent of his time into that. You can’t spend ten hours per day editing, but he can.”
“尽管听起来很奇怪，但一个视频获得 500 万次观看比 50 个视频获得 100 万次观看要容易得多。与上传 100 个平庸视频相比，您每年可以上传一个精彩的视频并获得更多的观看次数。这是非常指数级的。要在 YouTube 上取得好成绩，您只需要人们点击您的视频并观看它们。。。如果你让人们点击你的视频多 10%，观看你的视频的时间比我的多 10%，你不会获得 10% 的观看次数，而是观看次数的四倍。你必须以指数方式思考。一个好 10% 的视频获得四倍的观看次数，而不是多 10% 的观看次数。一旦你理解了这一点，你就会更好地集中精力，并且真的会非常痴迷于这些视频。你在视频中投入的时间增加三倍，因为你不会获得三倍的观看次数，而是会获得 10 倍的观看次数。因此，[我帮助我指导的人]制作出非常好的视频，并帮助他们建立团队，例如剪辑师。因为如果你做五份工作，那么你只能把 20% 的时间投入到每项工作上。如果你聘请一位编辑，该编辑可以投入 100% 的时间。你不能每天花十个小时进行编辑，但他可以。

Straight from the mouth of MrBeast himself. 10x is literally that simple. As Jimmy explained, you’ve got to think exponentially. You can’t think linearly if you want 10x results. To think exponentially, you must think qualitatively, not quantitatively. It’s not about more volume and more effort. That’s 2x-thinking, which is linear, slow, and can never produce the exponential results Jimmy is describing.
直接出自 MrBeast 本人之口。10 倍就是这么简单。正如吉米所解释的那样，你必须以指数方式思考。如果你想要 10 倍的结果，你就不能线性思考。要呈指数级思考，您必须进行定性思考，而不是定量思考。这不是关于更多的数量和更多的努力。这就是 2 倍思维，它是线性的、缓慢的，并且永远无法产生吉米所描述的指数结果。

When you begin thinking in terms of quality over quantity, you funnel your energy better. You stop burning yourself out pumping out more and more, or doing a million different jobs as a rugged individualist.
当你开始从质量而不是数量的角度思考时，你就会更好地集中精力。你不再精疲力尽地抽出越来越多的精力，或者作为一个粗犷的个人主义者做一百万种不同的工作。

Instead, you focus on your 20 percent and get really, really good at what you do. You build a team around you to handle what would have been your 80 percent. However, for your team members, their role is not their 80 percent, since you’re hiring pros who love doing the other aspects of the work, whether that be logistics, editing, etc.
相反，你专注于你的 20%，并非常非常擅长你所做的事情。你围绕你建立一个团队来处理你 80% 的事情。但是，对于您的团队成员来说，他们的角色并不是他们的 80%，因为您正在雇用喜欢做工作其他方面的专业人士，无论是后勤、编辑等。

Summing up Jimmy’s insights on 10x thinking in three bullets:
将 Jimmy 对 10 倍思维的见解总结为三个项目符号：

Think exponentially, which means thinking both much bigger and non-linearly.
指数思维，这意味着既要大得多，又要非线性地思考。

Hyper focus on quality over quantity, and get really good at what you do.
高度关注质量而不是数量，并真正擅长你所做的事情。

Build a team to handle everything else so you can focus on achieving quality in your craft.
建立一个团队来处理其他一切，这样您就可以专注于实现工艺质量。

To go 10x bigger, you focus on getting 10x better.
要扩大 10 倍，您需要专注于变得更好 10 倍。

To get 10x better, you continually elevate the vision and standards of what you do. You commit to your 20 percent, hyper focusing on quality over quantity. You let go of the 80 percent, knowing that effort alone is not what produces exponential results.
为了提高 10 倍，您需要不断提高您工作的愿景和标准。你承诺你的 20%，高度关注质量而不是数量。你放弃了 80%，因为你知道仅靠努力并不能产生指数级的结果。

It’s crucial to note that being able to do something well, even exceptionally well, doesn’t usually translate to the level of quality Jimmy is describing, which produces exponential results.
值得注意的是，能够做好某件事，即使是特别好，通常不会转化为 Jimmy 所描述的质量水平，从而产生指数级的结果。

To reach the level of quality that produces exponential results, you need to think exponentially bigger and different. You’ve got to have a vision and standards big enough, and specific enough, that the quality you’re creating is funneled toward that.
为了达到产生指数级结果的质量水平，您需要思考指数级的更大和不同。你必须有一个足够大、足够具体的愿景和标准，你正在创造的质量才能朝着这个方向发展。

If your goal is small, such as 2x, then your efforts will mostly be wasted. You’re not being stretched. You may technically be getting more proficient at what you’re doing. But you’re not evolving or innovating. You’re just deepening your habitual grooves, which doesn’t mean you’re actually getting better.
如果你的目标很小，比如2倍，那么你的努力大部分都会白费。你没有被拉长。从技术上讲，您可能越来越熟练地掌握自己正在做的事情。但你没有进化或创新。你只是在加深你的习惯性状态，这并不意味着你实际上正在变得更好。

It’s not effort that matters, but where that effort is directed.
重要的不是努力，而是努力的方向。

Whatever you focus on and commit to, you become the master of.
无论你专注于什么并致力于什么，你都会成为主人。

It is for this reason that the proposed “10,000 rule” presented by pop-psychologist Malcolm Gladwell26 is phony baloney. “It isn’t 10,000 hours that creates outliers,” said entrepreneur and angel investor Naval Ravikant. “It’s 10,000 iterations.”27
正是出于这个原因，流行心理学家马尔科姆·格拉德威尔（Malcolm Gladwell）提出的“10,000 规则”（26 岁）是虚假的。“不是 10,000 小时会产生异常值，”企业家兼天使投资人 Naval Ravikant 说。“这是 10,000 次迭代。”27

Yes, reps matter. But only when those reps are directed toward a 10x upgrade.
是的，代表很重要。但前提是这些代表被引导到 10 倍升级。

Without a 10x goal that your reps are directed to, you’ll just be repeating the same form and errors over and over. You’ll be optimizing for more of what you’ve already got, not something of an entirely new and different quality.
如果没有代表所针对的 10 倍目标，您将一遍又一遍地重复相同的形式和错误。您将针对更多已经拥有的内容进行优化，而不是全新的和不同的质量。

Most people miss the gold coins around them because they’re focused on finding the bronze coins. They’re committed to the bronze coins. Their identity is wrapped up in the bronze coins. They’re optimizing themselves and their lives for bronze coins.
大多数人怀念周围的金币，因为他们专注于寻找青铜币。他们致力于青铜币。他们的身份被包裹在青铜币中。他们正在优化自己和自己的生活，以获得青铜币。

You get what you’re focused on.
你得到了你所关注的东西。

You master at the level of your focus and standards.
你掌握了你的专注和标准水平。

Does this mean reps and quantity effort don’t matter? Of course not.
这是否意味着次数和数量工作无关紧要？当然不是。

Jimmy has made or produced literally thousands of YouTube videos at this point. That’s a lot of reps. The difference between Jimmy and the millions of other people who have also made hundreds, thousands, or even tens of thousands of YouTube videos is that Jimmy’s vision and standards are impossibly bigger than anyone else’s. Indeed, he was very intent on becoming the number one YouTuber in the world, and he wasn’t private about it. To reach that standard, he needed to become uniquely brilliant at creating videos that hundreds of millions of people watched. To do that, he needed a growing team of committed people to help him.
Jimmy 目前已经制作或制作了数千个 YouTube 视频。这是很多代表。吉米和其他数百万人之间的区别在于，吉米的愿景和标准比其他人的要大得多，他们也制作了数百、数千甚至数万个 YouTube 视频。事实上，他非常渴望成为世界第一的 YouTuber，而且他对此并不保密。为了达到这一标准，他需要在制作数亿人观看的视频方面变得独一无二。为此，他需要一支由忠诚的人组成的不断壮大的团队来帮助他。

He never got trapped in the 80 percent.
他从未被困在 80% 的范围内。

He is laser-focused on his 20 percent, and getting better at what he does.
他专注于自己的 20%，并且在他所做的事情上做得更好。

He’s always upping his game, always raising his standards for himself.
他总是在提高自己的水平，总是提高自己的标准。

The quality of Jimmy’s videos is ultimately why we know who he is. If his videos weren’t any good, he could have millions of videos with zero views. He developed the ability to produce the quality of videos he does because he commits himself to impossibly high goals and holds himself and the work he does to impossibly high standards.
吉米视频的质量最终是我们知道他是谁的原因。如果他的视频不好，他可能会有数百万个视频的观看次数为零。他发展了制作视频质量的能力，因为他致力于实现不可思议的高目标，并要求自己和他所做的工作达到不可思议的高标准。

His transformation and evolution weren’t accidental.
他的转变和进化并非偶然。

They were purposeful.
他们是有目的的。

As Aristotle stated, “It is absurd to suppose that purpose is not present because we do not observe the agent deliberating.”28 The philosophical term for “purpose” is teleology, which means that all human action is driven toward or caused by a specific aim. The word télos means “the end or cause of a thing.”29,30
正如亚里士多德所说，“假设目的不存在是荒谬的，因为我们没有观察到代理人在深思熟虑。28 “目的”的哲学术语是目的论，这意味着人类的所有行为都是朝着特定目标驱动或引起的。télos 这个词的意思是“事物的目的或原因”。29 30

Everything we do as people is driven by our goals or standards.31,32,33 You become whatever you’re striving for. Your goal shapes your process. Your goal also shapes your personal development and evolution.
我们作为人所做的一切都是由我们的目标或标准驱动的。31 32 33 你成为你所追求的一切。您的目标塑造了您的流程。您的目标也会影响您的个人发展和进化。

Here’s where it gets really interesting, though, when you dissect what Jimmy is explaining, and honestly, when you simply break down the core message of this book: despite the fact that all people are driven by their goals, and that we all form a level of proficiency in whatever we focus on, the counterintuitive truth is that massive ambitions are easier than average goals.
不过，当你剖析吉米所解释的内容时，老实说，当你简单地分解这本书的核心信息时，它就会变得非常有趣：尽管事实上所有人都受到他们的目标的驱动，而且我们都对我们关注的任何事情都形成了一定程度的熟练程度，但违反直觉的事实是，巨大的抱负比一般目标更容易。

In other words, 10x is easier than 2x.
换句话说，10 倍比 2 倍容易。

As Jimmy described, when you think exponentially, it’s no longer about the amount of effort you put in. Instead, it’s about where your effort is directed, and what your effort is directed toward. When you’re thinking 2x, you’re actually exhausting far more energy and effort than the person thinking 10x. The 10x thinker is allowing their 10x vision to guide them in radically innovative and different directions, which the 2x-thinker could never consider nor comprehend.
正如吉米所描述的，当你以指数方式思考时，它不再与你付出的努力量有关。相反，这是关于你的努力指向哪里，以及你的努力指向什么。当你思考 2 倍时，你实际上比思考 10 倍的人消耗了更多的精力和精力。10 倍思考者允许他们的 10 倍愿景引导他们走向彻底创新和不同的方向，这是 2 倍思考者永远无法考虑或理解的。

As Dan Sullivan explained, “When 10x is your measuring stick, you immediately see how you can bypass what everyone else is doing.”
正如丹·沙利文（Dan Sullivan）所解释的那样，“当 10 倍成为你的衡量标准时，你会立即看到如何绕过其他人正在做的事情。

Furthermore, the 10x thinker is solving a far more nuanced and niched problem. Rather than thinking broadly, they are thinking deeply and narrowly. They’re deep in their 20 percent and have freed themselves of the cognitive load of the 80 percent. They aren’t trying to do 100 things decently. They’re trying to do one thing at a level that’s never been seen before.
此外，这位 10 倍思考者正在解决一个更加微妙和小众的问题。他们不是广泛地思考，而是深入而狭隘地思考。他们已经深入了 20%，并且已经摆脱了 80% 的认知负担。他们并没有试图体面地做 100 件事。他们正试图以前所未有的水平做一件事。

Taking this idea further—that focusing on exponential goals is easier than linear goals because exponential goals produce a much different and more specific form of quality—Dr. Alan Barnard, the expert on constraint theory referenced in Chapter 1, gave me the following example: if you’re trying to make $10 million, rather than solving 100 problems at $100,000 each, it’s much easier attempting to solve a single $30 million problem.
更进一步，关注指数目标比线性目标更容易，因为指数目标会产生一种截然不同且更具体的质量形式——第一章中提到的约束理论专家艾伦·巴纳德博士给了我以下例子：如果你想赚 1000 万美元，而不是以每个问题 100,000 美元解决 100 个问题，尝试解决一个价值 3000 万美元的问题要容易得多。

For multiple reasons.
出于多种原因。

First, by pouring your attention into the $30 million problem, you develop learning and expertise at that level. The level of quality and depth to solve that single problem will be fundamentally different than the quality and depth to solve 100 cheaper and broader problems.
首先，通过将注意力投入到 3000 万美元的问题上，您可以发展该级别的学习和专业知识。解决该单个问题的质量和深度水平将与解决 100 个更便宜、更广泛的问题的质量和深度有根本的不同。

Another reason it’s easier focusing on quality over quantity, Dr. Barnard explains, is that by trying to solve a $30 million problem, you don’t have to be perfect. You’ve given yourself a huge margin for error that even if you only achieve one-third of the goal, you’ll reach your $10 million standard.
巴纳德博士解释说，关注质量而不是数量更容易的另一个原因是，通过尝试解决一个价值 3000 万美元的问题，你不必做到完美。你给自己带来了巨大的错误余地，即使你只实现了目标的三分之一，你也会达到 1000 万美元的标准。

It’s easier to find one person to pay you $1 million than to find 10 people who will pay $100,000. It’s exponentially easier to find one person to pay you $1 million than to find 100 people to pay $10,000.
找一个人付给你 100 万美元比找 10 个人付 100,000 美元更容易。找一个人付给你 100 万美元比找 100 个人付 10,000 美元要容易得多。

In real estate, it’s easier to get one property worth $10 million than 20 properties each worth $500,000. Once acquired, the management of the single property is infinitely easier and less time-consuming than managing the 20.
在房地产领域，获得一处价值 1000 万美元的房产比获得 20 处价值 500,000 美元的房产更容易。一旦获得，单一财产的管理比管理 20 处要容易得多，耗时也更省时。

In the 1959 classic book The Magic of Thinking Big, Dr. David Schwartz wrote:
在 1959 年的经典著作《远大思考的魔力》中，大卫·施瓦茨博士写道：

“A personnel selection executive told me that he receives 50 to 250 times as many applicants for jobs that pay $10,000 per year as for jobs that pay $50,000 a year. This is to say that there is at least 50 times as much competition for jobs on Second Class Street as for jobs on First Class Avenue. First Class Avenue, U.S.A., is a short, uncrowded street.”34
“一位人事选拔主管告诉我，他收到的年薪 10,000 美元工作的申请人数量是年薪 50,000 美元工作的 50 到 250 倍。也就是说，二等街的工作竞争至少是一等大道工作竞争的 50 倍。美国的头等大道是一条短而人烟稀少的街道。34

Although the income levels are outdated in Dr. Schwartz’s analysis, the concept remains ironclad. In all aspects of life, the competition is highest for average goals.
尽管施瓦茨博士的分析中的收入水平已经过时，但这个概念仍然是铁定的。在生活的方方面面，平均目标的竞争最激烈。

Not only is the competition highest, but the excitement is lowest and the pathway forward is dramatically more complex and confusing with small and linear goals.
不仅竞争最高，而且兴奋度最低，前进的道路也更加复杂，而且目标小而线性，令人困惑。

With unrealistic, impossible, or “10x”-level goals, the competition is lowest, the excitement is highest, and the pathway forward becomes simple and non-linear. You stop following the crowd. You shift toward quality rather than quantity and stop competing with anyone.
对于不切实际的、不可能的或“10 倍”级别的目标，竞争最低，兴奋度最高，前进的道路变得简单和非线性。你不再随波逐流。你转向质量而不是数量，不再与任何人竞争。

What about you?
你呢？

Are you living exponentially or linearly?
你是指数生活还是线性生活？

Are you focused on effort or volume, or are you creating something qualitatively different and better than anything else out there?
你是专注于努力还是数量，还是在创造一些质上不同、比其他任何东西都更好的东西？

Are you spread thin, doing five or more different jobs, or do you have a growing team of people handling your former 80 percent?
你是分散在五种或更多不同的工作中，还是你有一个不断壮大的团队来处理你以前的 80%？

10x Often and Become the Best at What You Do
经常 10 倍，成为你所做的事情中的佼佼者

“In a world that relentlessly races to the bottom, you lose if you also race to the bottom. The only way to win is to race to the top. . . . The only way to be indispensable is to be different. . . . Expertise gives you enough insight to reinvent what everyone else assumes is the truth. . . . You can train yourself to matter. . . . You are not your résumé. You are your work.”
“在一个无情地奔向底部的世界里，如果你也竞争到底部，你就输了。获胜的唯一方法就是冲向顶峰。不可或缺的唯一方法就是与众不同。专业知识给你足够的洞察力来重塑其他人认为是真理的东西。你可以训练自己变得重要......你不是你的简历。你就是你的作品。

— SETH GODIN35
— SETH GODIN 35

The author James Clear is an outlier at focusing on the 20 percent that will move him toward his 10x future and removing the 80 percent that got him here.
作者詹姆斯·克利尔（James Clear）是一个异类，他专注于将推动他走向 10 倍未来的 20%，而去除让他走到这里的 80%。

By focusing on his 20 percent, which for several years was blogging, Clear was able to grow a massive email list and become a professional author—which was a major 10x jump for him. Then, after going 10x, he found a new 20 percent, which was spending nearly three years writing his book Atomic Habits. Once the book was written and nearing publication, he shifted his 20 percent fully to spreading and marketing the book.
通过专注于他的 20%，几年来一直在写博客，Clear 能够扩大一个庞大的电子邮件列表并成为一名专业作家——这对他来说是 10 倍的重大飞跃。然后，在达到 10 倍之后，他找到了新的 20%，这花了近三年的时间写他的书《原子习惯》。这本书写完并接近出版后，他将 20% 的全部资金用于传播和营销这本书。

By flexibly shifting his 20 percent focus toward his evolving standards, like Chad and Jimmy mentioned earlier in this chapter, Clear has become a rare master of shedding his 2x-identity the moment it’s no longer serving him. He doesn’t get stuck or plateaued in any single stage or process longer than is needful. As he stated in Atomic Habits:
通过灵活地将他 20% 的注意力转移到他不断发展的标准上，就像本章前面提到的查德和吉米一样，克利尔已经成为一位罕见的大师，当他的 2x 身份不再为他服务时，他就摆脱了它。他不会在任何一个阶段或过程中陷入困境或停滞不前，时间超过必要的时间。正如他在《原子习惯》中所说：

“Your behaviors are usually a reflection of your identity. What you do is an indication of the type of person you think you are—either consciously or nonconsciously.”36
“你的行为通常反映了你的身份。你的所作所为表明了你认为自己是什么样的人——无论是有意识的还是无意识的。36

Since November of 2018 when Atomic Habits was published, it has sold nearly 10 million copies at the current writing (October 2022) and has been the highest-selling nonfiction book in the world for the previous two years. To put this in proper perspective, out of the millions of books published each year, less than 20 will go on to sell over one million copies.37 The average U.S. book sells less than 200 copies per year and less than 1,000 copies over its lifetime.38
自 2018 年 11 月出版《原子习惯》以来，该书在目前（2022 年 10 月）的写作中已售出近 1000 万册，并且在过去两年中一直是全球销量最高的非小说类书籍。从正确的角度来看，在每年出版的数百万本书中，只有不到 20 本书的销量超过 100 万册。37 美国书籍平均每年销量不到 200 册，在其生命周期内销量不到 1,000 册。38

In his blogs and book, Clear helps his readers optimize for “the beginning” of a particular objective, such as losing weight, by making the task as basic and friction-free as possible. Rather than doing 500 push-ups, do 5. Rather than writing a chapter of your book, write one sentence. His writing and teachings are designed to help the common man make small changes that compound over time to big results.
在他的博客和书中，Clear 通过使任务尽可能基本和无摩擦，帮助他的读者优化特定目标的“开始”，例如减肥。与其做 500 个俯卧撑，不如做 5 个。与其写书的一章，不如写一句话。他的写作和教义旨在帮助普通人做出小的改变，随着时间的推移，这些改变会产生巨大的成果。

But Clear himself is not a common man, and his results are even further from common.
但克利尔本人并不是一个普通人，他的成绩与普通人相去甚远。

In a world where most people’s advice is often superior to their actions, he’s one of the few people where you’re actually better-off following what he does than what he says.
在一个大多数人的建议往往优于他们的行动的世界里，他是少数几个你实际上听从他所做的事情比他说的更好的人之一。

You won’t get 10x results by doing five push-ups.
做五个俯卧撑不会得到 10 倍的结果。

You won’t write a blockbuster book by writing one sentence.
你不会通过写一句话来写出一本轰动一时的书。

Yes, 10x starts with five push-ups and writing one sentence, but to reach the level of focus, quality, and mastery needed to 10x, you must go all-in. You can’t see yourself as an amateur nor be satisfied with amateurish commitment and outcomes. As the quote just referenced by Clear explained, you must evolve your identity and thus your standards to a higher level or your behaviors will remain mediocre.
是的，10 倍从五个俯卧撑和写一句话开始，但要达到 10 倍所需的专注力、质量和掌握水平，你必须全力以赴。你不能将自己视为业余爱好者，也不能满足于业余的承诺和结果。正如 Clear 刚刚引用的引言所解释的那样，你必须将你的身份和标准发展到更高的水平，否则你的行为将保持平庸。

When you actually study what James Clear did to produce the insane results he has, it’s obvious that he himself is a master of optimizing for “the end” of a particular objective, more than the beginning. He optimizes for the end of an objective by clarifying and committing 100 percent to his end goal, eliminating the 80 percent, and refining the quality of his work—the 20 percent.
当你真正研究詹姆斯·克利尔（James Clear）为产生他所拥有的疯狂结果所做的工作时，很明显，他本人是针对特定目标的 “结束”进行优化的大师，而不是开始。他通过澄清并 100% 致力于他的最终目标，消除 80% 并完善他的工作质量——20%，从而优化目标的最终目标。

More than habits, it’s his commitment to holding himself and his work to an unbelievably high standard wherein he polishes his work from 95 or more percent “done” to as close to 100 percent as he can—until it becomes exceptional.
不仅仅是习惯，他致力于将自己和他的工作保持在令人难以置信的高标准，他将自己的作品从 95% 或更高的“完成”到尽可能接近 100%，直到它变得异常。

As Clear wrote in a 2021 post:
正如 Clear 在 2021 年的一篇文章中所写：

“The difference between good and great is often an extra round of revision. The person who looks things over a second time will appear smarter or more talented, but actually is just polishing things a bit more. Take the time to get it right. Revise it one extra time.”39
“好与伟之间的区别往往是一轮额外的修改。再看一遍的人会显得更聪明或更有才华，但实际上只是在打磨更多的东西。花点时间把它做好。多修改一次。39

Each time Clear reached a significant milestone, he immediately focused on raising the bar even higher for himself. Increasing the quality of his work, constantly and relentlessly, is the secret to his results. First, he continually honed the quality of his blog posts. Then, his book. Finally, he perfected the quality of his storytelling and marketing strategy for his book.
每当 Clear 达到一个重要的里程碑时，他都会立即专注于提高自己的标准。不断、不懈地提高他的工作质量，是他取得成果的秘诀。首先，他不断磨练博客文章的质量。然后，他的书。最后，他完善了书的故事讲述和营销策略的质量。

It’s helpful to review Clear’s process even further to better understand his 10x results. Luckily for us, each year for several years he published an end-of-year review describing what worked and what didn’t for him that particular year. You will see in Clear’s Annual Reviews an enhanced commitment to his 20 percent, the letting go of his 80 percent, and a consistent focus on quality over quantity.
进一步回顾 Clear 的过程以更好地了解他的 10 倍结果会很有帮助。对我们来说幸运的是，几年来，他每年都会发表年终评论，描述当年哪些对他有效，哪些无效。你会在 Clear 的年度评论中看到对 20% 的承诺得到加强，放弃他的 80%，以及始终如一地注重质量而不是数量。

In his 2014 Annual Review, after a few years of successfully blogging about habits and growing a sizable email list, Clear discusses his desire to write a book (his next 10x ambition). As he stated:
在他的 2014 年年度回顾中，在成功地写了几年关于习惯的博客并扩大了相当大的电子邮件列表之后，Clear 讨论了他写一本书的愿望（他的下一个 10 倍抱负）。正如他所说：

“What am I focused on? Going pro as a writer. I’ve been a full-time entrepreneur for four years now. I’ve started four different businesses (two of which succeeded) and a number of smaller projects. . .More than anything I’ve done, I love writing my articles each week and helping people build habits that stick. So, it’s time to phase out other projects and turn pro. Mostly, that means finishing my first book. And 2015 is the year to do it.”40
“我专注于什么？成为一名职业作家。我成为一名全职企业家已经四年了。我创办了四家不同的企业（其中两家成功了）和一些较小的项目......比起我做过的任何事情，我都喜欢每周写文章，帮助人们养成坚持的习惯。所以，是时候逐步淘汰其他项目并成为专业人士了。大多数情况下，这意味着完成我的第一本书。2015 年就是这样做的一年。40

In his 2015 Annual Review, he stated that he got his book deal for what became Atomic Habits.41 At that point, writing the book became his number one focus (his new 20 percent). He still maintained his blog and other activities, but those were subtly becoming part of his 80 percent, which he was phasing out to focus on his next 10x jump. He also mentioned hiring his first full-time employee to manage much of his online business while he wrote the book.
在他的 2015 年年度评论中，他表示他获得了后来的《原子习惯》的书约。41 那时，写这本书成为他的首要关注点（他新的 20%）。他仍然保持着他的博客和其他活动，但这些活动正在巧妙地成为他 80% 的一部分，他正在逐步取消这些活动，以专注于他的下一个 10 倍跳跃。他还提到在写这本书时雇用了他的第一位全职员工来管理他的大部分在线业务。

In his 2016 Annual Review, Clear describes the challenge he faced transitioning from world-class blogger to writing a world-class book:
在他的 2016 年年度回顾中，Clear 描述了他从世界级博主过渡到撰写世界级书籍所面临的挑战：

“What didn’t go so well this year? Book writing. Plain and simple, 2016 was the worst year of writing of my young career. I haven’t been at this very long, but I’ve been at it long enough to know that this year was a total disaster from a writing standpoint. . . It all started at the end of 2015 when I signed a major book deal with Penguin Random House. As soon as the book became a reality, my perfectionism kicked into high gear. . . Looking back now, I realize that I spent a large part of 2016 learning how to create a new style of work. For the three years prior, I was writing a new article every Monday and Thursday. The focus was on creating great work that was usually 1,500 words or less. Now, my writing ambitions have grown and I’m working to create a remarkable book of 50,000 words or more. This transition from rapid work to deep work has been hard for me—much harder than I expected. I’m just now learning what it takes to create something of that scope and do it well.”42
“今年有什么不顺利的？写书。简单明了，2016 年是我年轻职业生涯中写作最糟糕的一年。我从事这项工作的时间并不长，但我已经从事了足够长的时间，知道从写作的角度来看，今年是一场彻头彻尾的灾难。这一切都始于 2015 年底，当时我与企鹅兰登书屋签署了一份重要的图书协议。这本书一成为现实，我的完美主义就开始了。。。现在回想起来，我意识到我在 2016 年的大部分时间里都在学习如何创造一种新的工作风格。在之前的三年里，我每周一和周四都会写一篇新文章。重点是创作通常不超过 1,500 字的优秀作品。现在，我的写作抱负越来越大，我正在努力创作一本 50,000 字或更多的非凡书。从快速工作到深度工作的转变对我来说很艰难——比我预期的要困难得多。我现在才刚刚学习如何创造这种范围的东西并把它做好。42

Each time you go 10x, the quality and magnitude of what you’re doing gets higher. Rather than making fast food, you’ve shifted to fine dining, which requires a much higher degree of mastery and focus. You can’t continue juggling as much. You need more time to connect bigger dots.
每达到 10 倍，你所做的事情的质量和规模就会更高。你不再做快餐，而是转向高级餐饮，这需要更高程度的掌握和专注。你不能继续玩那么多杂耍。您需要更多时间来连接更大的点。

Inevitably, going 10x requires becoming a leader and hiring Whos to support the 80 percent. 10x requires you to become uniquely masterful in a narrowing 20 percent wherein you produce something innovative, valuable, and of rare quality.
不可避免地，要达到 10 倍，需要成为领导者并聘请支持这 80% 的人。10 倍要求您在 20% 的范围内变得独一无二，从而生产出创新、有价值且质量稀有的东西。

People make the leap of hiring far too late. By hiring even a personal or digital assistant, as Clear did, you can immediately free up space for your 20 percent, which work is higher value and higher leverage than the 80 percent busy tasks. The longer you wait to get a Who, the slower your progress will be because you’ll be mired in the 80 percent. This not only keeps you split focused, but slows your mastery of the 20 percent.
人们为时已晚。甚至像 Clear 那样雇用个人或数字助理，您可以立即为 20% 的工作腾出空间，这些工作比 80% 的繁忙任务具有更高的价值和更高的杠杆作用。你等待获得 Who 的时间越长，你的进度就会越慢，因为你会陷入 80% 的泥潭。这不仅可以让你保持分裂的专注，而且会减慢你对 20% 的掌握速度。

In his 2017 Annual Review, Clear describes lasering almost all of his energy and effort into writing Atomic Habits while his business ran almost entirely without him:
在他的 2017 年年度评论中，克利尔描述了他几乎所有的精力和精力都投入到撰写《原子习惯》上，而他的业务几乎完全没有他：

“What went well this year? Okay, here’s where I succeeded this year. Book writing. I wrote a book! (Well, mostly.) Naturally, completing the manuscript became my primary area of focus for 2017. I finished the first draft of the manuscript in November, and we’re working on edits now. There are still many improvements to make and, truthfully, a few months of work left, but it feels really good to see literally years of work all coming together… Systems building. Because I spent nearly all of my time writing the book, I had virtually no time to work on the other aspects of my business, which, you can imagine, also happen to be fairly important. Thankfully, my business still had a great year because, with the help of my assistant Lyndsey, we have built a variety of systems that enable the business to run without constant attention from me.”43
“今年有什么进展顺利？好吧，这就是我今年成功的地方。写书。我写了一本书！（嗯，大部分。自然而然地，完成手稿成为我 2017 年的主要关注领域。我在 11 月完成了手稿的初稿，我们现在正在进行编辑。还有很多改进需要做，说实话，还剩下几个月的工作，但看到多年的工作汇集在一起，感觉真的很好......系统建设。因为我几乎把所有的时间都花在了写这本书上，所以我几乎没有时间处理我业务的其他方面，你可以想象，这也恰好相当重要。值得庆幸的是，我的企业仍然度过了美好的一年，因为在我的助手 Lyndsey 的帮助下，我们建立了各种系统，使企业能够在没有我持续关注的情况下运行。43

10x requires letting go of increasing distractions.
10 倍需要放下越来越多的干扰。

Every time you go 10x, you become more focused and less broad.
每当你达到 10 倍时，你就会变得更加专注，而不是那么广泛。

You have higher ambitions with greater and deeper scope, requiring more and better of your attention. To make something 10x better involves deep, deep work. Innovation occurs as you break everything down and put it back together in a simpler, easier, and better form.
你有更高的抱负，范围更大更深，需要你更多更好的关注。要让东西变得更好 10 倍，需要深入、深入的工作。当你分解所有东西并以更简单、更容易、更好的形式重新组合起来时，创新就会发生。

This is what James Clear spent three years doing. He was solving a highly complex problem teaching a model of habits that was compelling, useful, and accurate. He was striving to provide an innovative solution to habits—a universal human challenge he felt to be incredibly important—in a far superior manner than anything currently on the market.
这就是詹姆斯·克利尔花了三年时间所做的。他正在解决一个高度复杂的问题，教授一种引人注目、有用且准确的习惯模型。他正在努力为习惯提供一种创新的解决方案——他认为这是人类普遍面临的挑战，这是他认为非常重要的——比目前市场上的任何产品都要优越得多。

He succeeded.
他成功了。

Innovation happens by focusing on the 20 percent that’s most relevant to the problem you’re trying to solve.
创新是通过关注与您要解决的问题最相关的 20% 来实现的。

You can’t be involved in the great many tasks or decisions you were previously involved in. Your focus must be on higher quality and less quantity. This is why applying Who Not How is essential, wherein you simply enable capable and committed people, like Clear’s full-time assistant, to handle everything else in your life and business.
你不能参与你以前参与的许多任务或决定。您的重点必须放在更高的质量和更少的数量上。这就是为什么应用 Who Not How 至关重要，您可以在其中简单地让有能力和忠诚的人（例如 Clear 的全职助理）来处理您生活和业务中的其他一切。

In Chapter 6 of this book, you’ll learn the four-stage model every entrepreneur must go through if they want ongoing 10x jumps in their life and business. The third and final stage of this is creating what Dan Sullivan calls a Self-Managing Company, wherein the day-to-day operations and even management of the business is done by someone other than the entrepreneur.
在本书的第 6 章中，您将了解每个企业家如果希望在生活和业务中持续实现 10 倍的飞跃，就必须经历的四阶段模型。第三阶段也是最后一个阶段是创建丹·沙利文（Dan Sullivan）所说的自我管理公司，其中企业的日常运营甚至管理都由企业家以外的人完成。

Although Clear only had one full-time employee while writing Atomic Habits, he was still applying the principle of the Self-Managing Company. As he stated, his assistant managed nearly all the affairs of his day-to-day business while he wrote his book.
尽管克利尔在撰写《原子习惯》时只有一名全职员工，但他仍然在应用自我管理公司的原则。正如他所说，在他写书的时候，他的助手几乎管理了他日常事务的所有事务。

Importantly, your team actually relies on you enabling them to be self-managing, for at least two crucial reasons. First, for your team to operate both at its best and for the individual members to thrive, research shows that autonomy and a sense of ownership are essential (i.e., self-determination theory).44,45 Without feeling and having autonomy and ownership in what they’re doing, your team will be handicapped in their own growth and motivation.
重要的是，您的团队实际上依赖您使他们能够自我管理，至少有两个关键原因。首先，为了让您的团队以最佳状态运作并让个别成员茁壮成长，研究表明自主权和主人翁意识至关重要（即自决理论）。44 45 如果对他们正在做的事情没有自主权和主人翁意识，你的团队就会在自己的成长和动力方面受到阻碍。

Second, your team relies on you enabling them to be self-managing so that you, as the entrepreneur and visionary, can spend most of your time in your 20 percent genius zone. It’s essential and crucial for the ongoing success of your business and team that you continually evolve and innovate what you’re doing—for you to become 10x better and more valuable in what you offer. This can’t happen if you’re overly involved in the 80 percent, either micromanaging or just simply doing it all on your own. Staying in the 80 percent is how you get caught in the mire of mediocrity and quickly race to the bottom of quality and uniqueness. It’s how you stay 2x.
其次，您的团队依靠您使他们能够自我管理，这样您作为企业家和有远见的人，就可以将大部分时间花在 20% 的天才区。对于您的业务和团队的持续成功来说，不断发展和创新您正在做的事情至关重要，这样您才能在您提供的产品中变得更好和更有价值。如果你过度参与 80%，要么是微观管理，要么只是自己做这一切，这就不会发生。保持在 80% 的水平是你陷入平庸泥潭并迅速在质量和独特性方面奔跑到谷底的方式。这就是你保持 2 倍的方式。

In his 2018 Annual Review, Clear discusses the publication and initial success of his book:
在他的 2018 年年度评论中，Clear 讨论了他的书的出版和初步成功：

“What went well this year? Atomic Habits. I feel like I’ve told everyone within earshot at this point, but in case you haven’t heard: I published a book this year! . . . I was still working on the manuscript in January and February of this year. If you had tapped me on the shoulder in the middle of my frantic final edits and told me the book would become a bestseller before the year ended, I almost certainly would have cried with relief. As 2018 draws to a close, Atomic Habits has been out for 11 weeks (published on October 16, 2018). I did every single thing I could to make this book a success (starting with spending 3 years writing the best book possible), but the reception has outpaced even my high hopes.”46
“今年有什么进展顺利？原子习惯。我觉得我已经告诉了所有听得见的人，但如果你还没有听说过：我今年出版了一本书！. . .今年一月和二月，我还在写稿子。如果你在我疯狂的最后编辑过程中拍了拍我的肩膀，告诉我这本书会在年底前成为畅销书，我几乎肯定会如释重负地哭泣。随着 2018 年接近尾声，《原子习惯》已经出版了 11 周（2018 年 10 月 16 日出版）。我尽我所能让这本书取得成功（从花 3 年时间写出最好的书开始），但反响甚至超出了我的厚望。46

With his book now published, Clear’s 20 percent shifted to spreading the message as far as he possibly could. He upped his 10x standard and identity again. As he stated in his 2019 Annual Review:
随着他的书的出版，克利尔的 20% 的人转向尽可能地传播信息。他再次将自己的标准和身份提高了 10 倍。正如他在 2019 年年度回顾中所说：

“What went well this year? Book sales. Atomic Habits launched in October 2018, which meant that 2019 was the first full calendar year it had been available. I came in with big aspirations, but I think it’s fair to say that book sales have outpaced my expectations. As of December 2019: Over 1.3 million copies sold worldwide; 12 consecutive months on the New York Times bestseller list . . . Speaking. I delivered 31 paid keynote speeches in 2019. This is far and away the most I’ve ever given in a calendar year. Obviously, this is tied directly to the success of Atomic Habits.”47
“今年有什么进展顺利？图书销售。Atomic Habits 于 2018 年 10 月推出，这意味着 2019 年是它推出的第一个完整日历年。我带着远大的抱负进来，但我认为可以公平地说，图书销量超出了我的预期。截至 2019 年 12 月：全球销量超过 130 万册;连续 12 个月登上《纽约时报》畅销书排行榜......说。我在 2019 年发表了 31 场付费主题演讲。这无疑是我在一个日历年中捐赠的最多。显然，这与 Atomic Habits 的成功直接相关。47

10x is about quality, not quantity.
10 倍是关于质量，而不是数量。

James Clear understood this, and now he has the most successful non-fiction book in the world.
詹姆斯·克利尔明白这一点，现在他拥有世界上最成功的非小说类书籍。

10x is committing to your ambitious vision and making that vision your standard. You do this by locking into the 20 percent that will get you there and letting go of the 80 percent that got you here.
10x 致力于实现您雄心勃勃的愿景，并将该愿景作为您的标准。你通过锁定能让你到达那里的 20% 并放弃让你到达这里的 80% 来做到这一点。

The completion of each 10x process requires the comprehensive transformation of yourself and your entire life. The whole system and model of who you are and even your very business look unrecognizably different at 10x. The initial 80 percent becomes literally non-existent. The initial 20 percent becomes your new 100 percent—it’s now your normal life, identity, and reality.
每一个 10x 过程的完成，都需要对自己和整个人生进行全面的转变。你是谁的整个系统和模型，甚至你的业务在 10 倍时看起来都面目全非。最初的 80% 实际上变得不存在。最初的 20% 变成了你新的 100%——它现在是你的正常生活、身份和现实。

Just as Jimmy Donaldson (MrBeast) described in making successful YouTube videos, getting 10x or 100x bigger results doesn’t mean your video—or whatever you’re creating—needs to be 10x better than everything else out there. Rather, Jimmy said your video or product only needs be 10 or 20 percent better and, importantly, different, to get 4-10x the results of even the “best stuff.”
正如吉米·唐纳森（MrBeast）在制作成功的 YouTube 视频时所描述的那样，获得 10 倍或 100 倍的结果并不意味着您的视频（或您正在创建的任何视频）需要比其他所有视频好 10 倍。相反，吉米说，你的视频或产品只需要好 10% 或 20%，重要的是，与众不同，即使是“最好的东西”也能获得 4-10 倍的结果。

Being both better and different is essential and points directly to the fact that 10x is fundamentally qualitative, not quantitative. 10x means an evolution has occurred, and what you’re now doing is actually incomparable to what others are doing, or what you were previously doing.
既更好又与众不同是必不可少的，它直接指出了这样一个事实，即 10 倍从根本上来说是定性的，而不是定量的。10 倍意味着已经发生了进化，你现在正在做的事情实际上与别人正在做的事情或你以前所做的事情无法相比。

Because 10x is qualitative and transformational, it’s also non-competitive. It’s not about you doing or being better than anyone else. Rather, you’re being increasingly unique and different from what everyone else is doing. Your work is innovative and distinct from what the masses of 2x’ers are up to.
因为 10 倍是定性和变革性的，所以它也是非竞争性的。这不是关于你比其他人做得更好或变得更好。相反，你变得越来越独特，与其他人正在做的事情不同。你的工作是创新的，与大众 2x 的人所做的事情不同。

10x quality and transformation is how you race to the top.
10 倍的质量和转型是您竞相顶峰的方式。

2x quantity and competition is how you race to the bottom.
2 倍的数量和竞争是你竞相垫底的方式。

Atomic Habits isn’t 10x better than other similar self-help books, but it is 10-20 percent better and different than the best self-help books. It’s a clear qualitative improvement. Consequently, it gets 10x or 100x the results of even the outliers.
《原子习惯》并不比其他类似的自助书籍好 10 倍，但它比最好的自助书籍好 10-20%，也不同。这是一个明显的质的改进。因此，它甚至得到的甚至是异常值结果的 10 倍或 100 倍。

Despite not being 10x better than the competition, it is safe and important to say that Chad Willardson, Jimmy Donaldson, and James Clear are all 10x better than their former selves. They aren’t playing a 2x-game of continuing what they’d done before. They aren’t competing with anyone else. Instead, they’re choosing their own standards for themselves, committing to their 20 percent, and building a team around them to manage the rest.
尽管没有比竞争对手好 10 倍，但可以肯定且重要的是，查德·威拉德森、吉米·唐纳森和詹姆斯·克利尔都比以前的自己好 10 倍。他们不是在玩继续他们以前所做的事情的 2 倍游戏。他们没有与其他任何人竞争。相反，他们为自己选择自己的标准，承诺达到 20%，并围绕他们建立一个团队来管理其余的。

When you focus on quality over quantity—as Chad, Jimmy, and Clear have done—you can become the best in the world at what you do. By becoming the best at what you do, you get radically outsized returns on the investment of your time and energy.
当你专注于质量而不是数量时——就像查德、吉米和克利尔所做的那样——你就可以在你所做的事情上成为世界上最好的。通过成为你所做的事情中的佼佼者，你可以从你的时间和精力的投入中获得巨大的回报。

In the book The Dip, Seth Godin explains the importance and benefits of becoming the best in the world at what you do. As Godin explains in The Dip:
在《The Dip》一书中，塞斯·戈丁（Seth Godin）解释了在你所做的事情上成为世界上最好的人的重要性和好处。正如戈丁在《The Dip》中解释的那样：

“The rewards are heavily skewed, so much so that it’s typical for #1 to get ten times the benefit of #10, and a hundred times the benefit of #100.”48
“奖励严重偏斜，以至于 #1 通常获得 #10 的十倍收益和 #100 的一百倍收益。”48

In order to become the best, you must embrace the art of quitting. Those who become the best don’t hold on to any 80 percent activity or identity for too long.
为了成为最好的，你必须接受戒烟的艺术。那些成为最好的人不会太久地坚持任何 80% 的活动或身份。

Godin explains that quitting the wrong stuff takes huge guts. It’s scary letting go of the 80 percent because the 80 percent is your comfort zone. It’s your security blanket. It’s what you’ve already mastered and can basically do on autopilot. It’s your paycheck. It’s your identity and how you’re known. It’s your story and your habits.
戈丁解释说，戒掉错误的东西需要巨大的勇气。放弃 80% 是可怕的，因为 80% 是你的舒适区。这是你的安全毯。这是您已经掌握的并且基本上可以在自动驾驶仪上完成的事情。这是你的薪水。这是你的身份以及你如何被认识。这是你的故事和你的习惯。

The longer you hold on to the 80 percent out of fear, the slower your 10x transformation will occur.
你因为恐惧而坚持 80% 的时间越长，你的 10 倍转变就会越慢。

The faster you let go of the 80 percent out of commitment and courage, the faster your 10x transformation will occur.
你越快放弃 80% 的承诺和勇气，你的 10 倍转变就会越快发生。

Every great leader must face the dilemma of quitting the wrong stuff—even the stuff that’s been your bread and butter for years or decades—to become the best at what you do and realize 10x results.
每个伟大的领导者都必须面对戒掉错误的事情的困境——即使是那些多年来一直作为你生计的东西——才能成为你所做的事情中的佼佼者并实现 10 倍的成果。

For instance, in the classic book Good to Great, Jim Collins describes what he calls Level 5 Leaders. These are people so committed to the cause they care about that they courageously yet happily let go of aspects of their business which are good, but not great.49 An example Collins uses is Darwin Smith, who was the CEO from 1971 to 1991 of Kimberly-Clark Corporation, a multinational company that produces paper-based consumer goods like toilet paper and Kleenex.
例如，在经典著作《从优秀到卓越》中，吉姆·柯林斯描述了他所谓的 5 级领导者。这些人如此致力于他们关心的事业，以至于他们勇敢而快乐地放弃了他们业务中好的方面，但并不伟大。49 柯林斯举的一个例子是达尔文·史密斯，他于 1971 年至 1991 年担任金佰利公司的首席执行官，该公司是一家生产卫生纸和 Kleenex 等纸质消费品的跨国公司。

When Smith became the CEO, he saw a huge problem for the ultimate success of Kimberly-Clark. The vast majority of revenue came from the traditional coated-paper mills. These produced paper for magazines and writing pads and had been the core business of the company for over 100 years. But Smith and his leadership team had conviction that the best path to greatness for Kimberly-Clark lay in the consumer business, where the company had demonstrated a best-in-the-world capability in its building of the Kleenex brand.
当史密斯成为首席执行官时，他看到了金佰利-克拉克最终成功的巨大问题。绝大多数收入来自传统的铜版纸厂。这些公司生产杂志和写字板的纸张，100 多年来一直是公司的核心业务。但 Smith 和他的领导团队坚信，Kimberly-Clark 走向伟大的最佳途径在于消费者业务，该公司在打造 Kleenex 品牌方面展示了世界上最好的能力。

They believed this was the crucial 20 percent, and that the paper mills, which had been Kimberly-Clark’s bread and butter for over 100 years, was now the 80 percent.
他们认为这是关键的 20%，而造纸厂 100 多年来一直是金佰利-克拉克的生计，现在是 80%。

You can’t be great if you’re content being good.
如果你满足于做好，你就不可能变得伟大。

You can be good maintaining the 80 percent, but in order to become great, you must go all-in on the 20 percent and commit to greatness. As Collins wrote:
你可以很好地保持 80%，但为了变得伟大，你必须全力以赴 20% 并致力于伟大。正如柯林斯所写：

“If Kimberly-Clark remained principally a paper-mill business, it would retain a secure position as a good company. But its only shot at becoming a great company was to become the best paper-based consumer company—if it could take on such companies as Procter & Gamble and Scott Paper Co. and beat them. That meant it would have to ‘stop doing’ paper mills. So, in what one director called ‘the gutsiest decision I’ve ever seen a CEO make,’ Darwin Smith sold the mills. He even sold the mill in Kimberly, Wisconsin. Then he threw all the money into a war chest for an epic battle with Procter & Gamble and Scott Paper. Wall Street analysts derided the move, and the business press called it stupid. But Smith did not waver. Twenty-five years later, Kimberly-Clark emerged from the fray as the number-one paper-based consumer-products company in the world, beating P&G in six of eight categories and owning its former archrival Scott Paper outright. For the shareholder, Kimberly-Clark under Darwin Smith beat the market by four times, easily outperforming such great companies as Coca-Cola, General Electric, Hewlett-Packard, and 3M.”
“如果金佰利仍然主要是一家造纸厂企业，它将保持作为一家好公司的稳固地位。但它成为一家伟大公司的唯一机会是成为最好的纸质消费公司——如果它能够与宝洁公司和斯科特纸业公司等公司竞争并击败它们。这意味着它必须“停止做”造纸厂。因此，在一位董事所说的“我见过的首席执行官做出的最勇敢的决定”中，达尔文·史密斯卖掉了工厂。他甚至卖掉了威斯康星州金伯利的工厂。然后他把所有的钱都扔进了一个战争基金，用于与宝洁公司和斯科特·佩尔进行一场史诗般的战斗。华尔街分析师嘲笑此举，商业媒体称其愚蠢。但史密斯并没有动摇。25 年后，金佰利从竞争中脱颖而出，成为世界排名第一的纸质消费品公司，在八个类别中的六个类别中击败了宝洁，并完全拥有了其前主要竞争对手斯科特纸业。对于股东来说，达尔文·史密斯领导下的金佰利公司跑赢了市场四倍，轻松跑赢了可口可乐、通用电气、惠普和 3M 等伟大公司。

The rewards for higher and unique quality aren’t linear, but exponential.
更高和独特的质量的回报不是线性的，而是指数级的。

10x is easier than 2x.
10 倍比 2 倍容易。

10x is qualitative and takes you down a totally non-linear pathway of mastery and freedom.
10 倍是定性的，带你走上一条完全非线性的掌握和自由之路。

To go 10x requires committing fully to the 20 percent you most resonate with and eliminate everything that can’t or won’t go 10x with you.
要达到 10 倍，需要完全致力于你最能引起共鸣的 20%，并消除所有不能或不会与你共鸣 10 倍的东西。

You quit everything that can’t go 10x from here, even if that means eliminating the best of what got you here.
你放弃了一切无法从这里开始 10 倍的东西，即使这意味着消除让你来到这里的最好的东西。

Chapter Takeaways
章节要点

Going 10x involves the continuous process of increasing the quality and decreasing the quantity of everything you do.
达到 10 倍涉及提高质量和减少您所做的一切数量的持续过程。

How you do anything is how you do everything.
你如何做任何事情就是你如何做任何事情。

Shedding your 2x-identity can be difficult, because as people we have the tendency to avoid loss, overvalue what we currently own, and desire to be seen as consistent.
摆脱你的 2x 身份可能很困难，因为作为人，我们倾向于避免损失，高估我们目前拥有的东西，并希望被视为一致。

Your identity is the story you believe about yourself and the standards you hold for yourself.
你的身份是你相信的关于自己的故事以及你对自己的标准。

Defining and choosing your own minimum standards, no matter how seemingly impossible to yourself and others, is fundamental to experiencing a 10x transformation.
定义和选择自己的最低标准，无论对自己和他人来说似乎多么不可能，都是体验 10 倍转变的基础。

Evolving yourself to the level of a higher minimum standard requires commitment and courage, which eventually leads to the development of new capabilities and confidence (Dan’s 4C’s formula).
将自己发展到更高的最低标准水平需要承诺和勇气，这最终会导致新能力和信心的发展（Dan 的 4C 公式）。

Jimmy Donaldson’s three ingredients to his 10x process are: 1) thinking exponentially and non-linearly bigger, 2) hyper-focusing on quality over quantity, and 3) building a team to handle the 80 percent so you can focus and improve in your craft.
吉米·唐纳森（Jimmy Donaldson）的 10 倍流程的三个要素是：1）指数级和非线性地思考，2）高度关注质量而不是数量，以及 3）建立一个团队来处理 80%，这样你就可以专注于和改进你的手艺。

10x goals are easier than 2x goals for many reasons. 10x goals are less competitive. 10x goals require you to focus on very few things rather than many, which improves your brain’s ability to focus—research shows that continual task switching makes flow and high performance basically impossible.50,51 10x goals promote non-linear approaches which produce novel, innovative, and competition-free solutions. Finally, 10x goals foster leadership and teamwork, wherein you stop doing everything yourself, managing others, or needing to be right.
出于多种原因，10 倍目标比 2 倍目标更容易。10 倍目标的竞争力较小。10 倍目标要求你专注于很少的事情而不是很多事情，这会提高大脑的专注能力——研究表明，持续的任务切换使流程和高性能基本上不可能。50 51 10 倍目标提倡非线性方法，产生新颖、创新和无竞争的解决方案。最后，10 倍目标可以培养领导力和团队合作精神，即您停止自己做所有事情、管理他人或需要正确。

Creating 10x results doesn’t require you to be 10x better than everyone else. Even being 10–20 percent better (and different) from everything else can produce 10x bigger results than even the outliers of a particular niche or field.
创造 10 倍的结果并不要求你比其他人好 10 倍。即使与其他所有东西相比，比其他所有东西好 10-20%，也可以产生比特定利基或领域的异常值大 10 倍的结果。

CHAPTER 3
第 3 章

10x EMBRACES ABUNDANCE AND REJECTS SCARCITY
10x 拥抱丰富，拒绝稀缺

Get Exactly What You Want, Experience Radical Freedom, and Realize Your Unique Ability
得到你想要的，体验彻底的自由，实现你的独特能力

◆ ◆ ◆

“The world is divided into two types of people: those who are ‘needers’ and those who are ‘wanters.’ Needers compete for scarce resources and opportunities, while wanters are involved in the continual expansion of cooperation among abundance-minded individuals.”
“世界分为两类人：'需要者'和'需要者'。有需要的人争夺稀缺的资源和机会，而有需要的人则参与了有丰富思想的人之间不断扩大合作。

— DAN SULLIVAN1
— DAN S ULLIVAN1

On August 15, 1978, when Dan Sullivan was 34 years old, he got divorced and went bankrupt all on the same day.
1978 年 8 月 15 日，丹·沙利文 34 岁时，他在同一天离婚并破产。

This was an insanely low and sobering moment for him. The extreme pain of his divorce and bankruptcy helped him realize that he wasn’t taking 100 percent responsibility for his life.
这对他来说是一个极其低落和发人深省的时刻。离婚和破产的极度痛苦帮助他意识到，他并没有对自己的生活承担 100% 的责任。

Crucially, Dan realized that he hadn’t been embracing or fully owning what he truly wanted. Instead, he’d been opting more for the 80 percent of his life, which he felt he needed due to scarcity and loss aversion—including a bad marriage, a busy schedule, low- or no-paying clients, etc.
至关重要的是，丹意识到他并没有拥抱或完全拥有他真正想要的东西。相反，他更多地选择了自己生命中 80% 的时间，因为稀缺和厌恶损失，他觉得自己需要这些时间 ——包括糟糕的婚姻、繁忙的日程、低薪或无薪客户等。

Near the end of that year—1978—he decided that every day moving forward, he would write in his journal exactly what he wanted. He wanted to train himself to live life based on wants not needs, freedom not security, and abundance not scarcity.
那一年接近年底——1978 年——他决定每天在日记中写下他想要的东西。他想训练自己过基于想要而不是需求、自由而不是安全、丰富而不是匮乏的生活。

On New Year’s Eve 2003—25 years later—Dan went to dinner with two close friends and his new wife, Babs. Side note, Babs was one of the things Dan wrote in his journal that he really wanted. He told his friends at that dinner:
2003 年新年前夜——25 年后——丹与两位密友和他的新婚妻子巴布斯共进晚餐。顺便说一句，巴布斯是丹在日记中写的他真正想要的东西之一。他在那次晚宴上告诉他的朋友们：

“Today I’ve reached a milestone. I’ve completed a project. Every day, except for 12 (out of 9,131), during the last 25 years, I’ve done this exercise of writing down what I want. Twenty-five years later, I can tell you I’m a really powerful wanter.”
“今天我达到了一个里程碑。我已经完成了一个项目。在过去的 25 年里，除了 12 次（共 9,131 次）之外，我每天都会做这样的练习，写下我想要的东西。二十五年后，我可以告诉你，我是一个非常强大的想要者。

Dan learned to stop justifying what he wanted. He stopped being constrained by needs or rationalizations. He stopped worrying of others’ opinions about his goals.
丹学会了停止为他想要的东西辩护。他不再受到需求或合理化的约束。他不再担心别人对他目标的看法。

Instead of chasing what he thought he needed or what others thought he needed, Dan went 10x over and over—from getting his new business off the ground coaching entrepreneurs one-on-one to now having a global company training tens of thousands of entrepreneurs—by embracing only that which he sincerely wanted.
Dan 没有追逐他认为自己需要的东西或其他人认为他需要的东西，而是一遍又一遍地追求 10 倍——从启动他的新业务，一对一地指导企业家，到现在拥有一家培训数万名企业家的全球性公司——只拥抱他真诚想要的东西。

Wanting and needing are two completely different things.
想要和需要是两件完全不同的事情。

Entrepreneurs who operate out of need won’t accomplish 10x goals because no one needs to reach them. You can survive just fine living a 2x lifestyle. Rather, 10x achievements are highly personal—they are goals you intrinsically want to reach.
出于需要而运营的企业家不会实现 10 倍的目标，因为没有人需要实现这些目标。你可以过着 2 倍的生活方式。相反，10 倍成就是高度个人化的——它们是你内在想要达到的目标。

In this chapter, you’re going to learn how to let go of scarcity and competition-based needing and replace it with abundance and creativity-based wanting.
在本章中，您将学习如何放弃稀缺性和基于竞争的需求，并用丰富和基于创造力的需求取而代之。

By becoming comfortable and unapologetic about wanting what you want—which is a skill you continually enhance—you also learn how to identify and develop what Dan calls your Unique Ability. When you embrace your Unique Ability, you stop worrying about what other people are doing. You stop competing entirely. But also, you realize in the realest sense who you truly are. You carve away everything that’s not “The David” and transform yourself into your most powerful, valuable, and genuine self-expression.
通过对想要自己想要的东西变得自在和毫无歉意——这是你不断增强的技能——你还学会了如何识别和发展丹所说的你的独特能力。当你拥抱你的独特能力时，你就不再担心别人在做什么。你完全停止竞争。而且，你在最真实的意义上意识到你是谁。你剥离了一切不是“大卫”的东西，把自己变成最强大、最有价值、最真诚的自我表达。

Let’s begin.
让我们开始吧。

Escape the Scarcity of Needing and Embrace the Abundance of Wanting
逃离匮乏，拥抱匮乏的丰富

A crucial aspect of “wanting what you want” is that you absolutely do not need to justify your desires to anyone.
“想要你想要的”的一个关键方面是，你绝对不需要向任何人证明你的愿望是合理的。

There is no justification of wants. If someone asks why you want something, you don’t need to explain yourself.
没有理由想要。如果有人问你为什么想要某样东西，你不需要解释自己。

You simply want it because you want it.
你只是想要它，因为你想要它。

That’s why.
这就是为什么。

Having a purely wanting approach to life is unthinkable and even incomprehensible for most people because culture and society program people—in school and as employees—to chase a certain set of needs, especially money, as an end in itself. The things we seek are seen as limited and scarce resources which we shouldn’t want an abundance of, because if we got more than we “should,” then someone else would be left without.
对于大多数人来说，纯粹想要的生活方式是不可想象的，甚至是无法理解的，因为文化和社会将人们——无论是在学校还是作为雇员——都编程为追求某种需求，尤其是金钱，这本身就是目的。我们寻求的东西被视为有限和稀缺的资源，我们不应该想要丰富的资源，因为如果我们得到的比我们“应该”多“，那么其他人就会没有。

As Dan further said in his book Wanting What You Want:
正如丹在他的书《想要你想要的》中进一步说的那样：

“When you’re in the world of needing, you always have to justify what you need because the needing world is one of scarcity. If you need something scarce, you have to rationalize why you should have it rather than someone else. Not only do you have to justify what you need to yourself, but you have to justify it to everyone else as well. Someone who is a lifetime needer spends a great deal of daily thinking and communication in a never-ending process of justification. But if you cross the line and go into the world of wanting, there’s no justification. Ever. . . There’s a stand entrepreneurs have to take to not give in to their previous need to justify. Some courage is required here. You have to be committed to living in a world of wanting and not falling back into a life of needing. When somebody asks you, ‘Why do you need that?’ (because they’ll say need rather than want), there’s a temptation to slip back into previous language and begin to justify. You mustn’t give in to that. Say, ‘First of all, I don’t need it; I want it.’ And then, ‘The reason I want it is because I want it.’ This is not easily understood by everyone because, for most people, everything in their needing world has to have a justifying reason. When you’re dealing with scarcity, you probably are taking someone else’s scarce resource. But in the world of wanting, there’s no scarcity, because it’s a world of innovation—not of taking. Wanters are creating things that didn’t exist before. You’re creating something new that in no way requires taking something from someone else.”2
“当你处于需要的世界时，你总是必须证明你需要的东西是合理的，因为需要的世界是一个稀缺的世界。如果你需要稀缺的东西，你必须合理化为什么你应该拥有它而不是别人。你不仅要向自己证明你需要的东西是合理的，而且你还必须向其他人证明它是合理的。一个终生需要的人每天都会在永无止境的辩解过程中花费大量的思考和交流。但如果你越界进入匮乏的世界，那就没有理由了。曾。。。企业家必须采取立场，以免屈服于他们以前的合理性需求。这里需要一些勇气。你必须致力于生活在一个匮乏的世界里，而不是回到需要的生活。当有人问你，'你为什么需要那个？（因为他们会说需要而不是想要），有一种诱惑，想回到以前的语言并开始辩护。你不能屈服于此。说，'首先，我不需要它;我想要它。然后，'我想要它的原因是因为我想要它。这并不是每个人都容易理解的，因为对于大多数人来说，他们需要帮助的世界里的一切都必须有一个正当的理由。当你处理稀缺性时，你可能正在夺走别人的稀缺资源。但在匮乏的世界里，没有稀缺性，因为这是一个创新的世界，而不是索取的世界。想要者正在创造以前不存在的东西。你正在创造一些新的东西，绝不需要从别人那里拿走东西。阿拉伯数字

There are two critically important points Dan is making about wanting, which most people don’t grasp. Because they don’t grasp these two points, people opt for a life of needing, wherein they compete for scarce resources which they must justify seeking. Here are Dan’s two core points:
丹在谈论想要时提出了两个至关重要的观点，但大多数人没有理解这一点。因为他们没有掌握这两点，所以人们选择了一种需要的生活，他们争夺稀缺资源，他们必须证明寻求这些资源是合理的。以下是丹的两个核心观点：

Wanting is about abundance and creation. Creativity is not a scarce resource and takes nothing away from anyone else. Rather, creativity actually creates new resources and opportunities which previously didn’t exist and which would not have existed without someone proactively creating them.
匮乏是关于丰富和创造的。创造力不是一种稀缺资源，不会从其他人那里夺走任何东西。相反，创造力实际上创造了以前不存在的新资源和机会，如果没有有人主动创造它们，这些资源和机会就不会存在。

Wanting requires no justification. When you want something, you don’t need to justify that want to anyone else. This will be particularly vexing to the self-righteous needers among us who will attempt to manipulate and guilt you into doing what they believe you should be doing, based on their scarcity frame of reference. To go 10x, as well as to live the life you are uniquely suited to live, you can’t pay heed to the scarcity-mongers.
想要不需要任何理由。当你想要某样东西时，你不需要向其他人证明这种想要是合理的。这对我们当中自以为是的需要者来说尤其令人烦恼，他们会根据他们的稀缺性参考系，试图纵和内疚你做他们认为你应该做的事情。为了达到 10 倍，以及过上你特别适合的生活，你不能理会那些散播稀缺性的人。

I’m going to dissect both of these points in turn. Let’s start with the creation of new resources, which shouldn’t be confused with stealing limited resources.
我将依次剖析这两点。让我们从创建新资源开始，这不应与窃取有限资源相混淆。

In a 2004 essay entitled How to Make Wealth, entrepreneur Paul Graham explains the difference between money and wealth. They are not the same thing, but often get confused because money is the typical way of moving wealth.
在 2004 年一篇题为《如何致富》的文章中，企业家保罗·格雷厄姆解释了金钱和财富之间的区别。它们不是一回事，但经常被混淆，因为金钱是转移财富的典型方式。

As Graham explains:
正如格雷厄姆所解释的那样：

“Wealth is the fundamental thing. Wealth is stuff we want: food, clothes, houses, cars, gadgets, travel to interesting places, and so on. You can have wealth without having money. If you had a magic machine that could on command make you a car or cook you dinner or do your laundry, or do anything else you wanted, you wouldn’t need money. Whereas if you were in the middle of Antarctica, where there is nothing to buy, it wouldn’t matter how much money you had. Wealth is what you want, not money. But if wealth is the important thing, why does everyone talk about making money? It is a kind of shorthand: money is a way of moving wealth, and in practice they are usually interchangeable. But they are not the same thing, and unless you plan to get rich by counterfeiting, talking about making money can make it harder to understand how to make money.”54
“财富是根本。财富是我们想要的东西：食物、衣服、房子、汽车、小玩意、去有趣的地方旅行等等。不用钱，也可以拥有财富。如果你有一台神奇的机器，可以根据命令为你制造一辆汽车，或者给你做晚饭，或者洗衣服，或者做任何你想做的事，你就不需要钱了。而如果你在南极洲中部，那里没有什么可买的，那么你有多少钱并不重要。财富是你想要的，而不是金钱。但如果财富才是最重要的，为什么大家都在谈论赚钱呢？这是一种速记：金钱是一种转移财富的方式，在实践中它们通常是可以互换的。但它们不是一回事，除非你打算通过造假致富，否则谈论赚钱会让人更难理解如何赚钱。54

Money alone is not worth chasing—and if money is all you’re after, you will struggle building wealth—which is valuable assets, skills, and creations.
仅靠金钱不值得追逐——如果你追求的是金钱，你将很难积累财富——这是宝贵的资产、技能和创造。

When you view money as wealth, then it can be easy to fall for what Graham calls “The Pie Fallacy,” which is believing there is a finite amount of wealth available at any one time, and if one person has a lot of the wealth then that takes away from someone else. However, when you realize that wealth and money are not the same thing, and that wealth is actually created, then you realize there is no finite pie.
当你将金钱视为财富时，很容易陷入格雷厄姆所说的“馅饼谬误”，即相信在任何时候都有有限数量的财富，如果一个人拥有大量财富，那么就会从其他人那里夺走。然而，当你意识到财富和金钱不是一回事，财富实际上是创造出来的，那么你就会意识到没有有限的馅饼。

Money is an abstraction, it’s a finite game.
金钱是一种抽象，是一种有限的游戏。

Wealth is reality, it’s an infinite game.
财富就是现实，是一场无限的博弈。

There’s no scarcity of wealth.
财富并不稀缺。

Wealth is the byproduct of choosing freedom, and you can create as much wealth as you want.
财富是选择自由的副产品，你可以创造多少财富，想创造多少就创造多少。

Graham further explains:
格雷厄姆进一步解释道：

“Suppose you own a beat-up old car. Instead of sitting on your butt next summer, you could spend the time restoring your car to pristine condition. In doing so you create wealth. The world is—and you specifically are—one pristine old car the richer. And not just in some metaphorical way. If you sell your car, you’ll get more for it. In restoring your old car you have made yourself richer. You haven’t made anyone else poorer. So there is obviously not a fixed pie. And in fact, when you look at it this way, you wonder why anyone would think there was.”
“假设你有一辆破旧的旧车。明年夏天，您可以花时间将汽车恢复到原始状态，而不是坐在屁股上。这样做，你创造了财富。世界是——尤其是你——一辆原始的旧车，越富有。而不仅仅是以某种隐喻的方式。如果你卖掉你的车，你会得到更多。在修复旧车的过程中，你让自己变得更加富有。你没有让其他人更穷。所以显然没有一个固定的馅饼。事实上，当你这样看时，你会想知道为什么有人会认为有。

In simple terms: wealth is value.
简单来说：财富就是价值。

Wealth is something that someone wants—whether that be a physical commodity, information or knowledge, or some form of service.
财富是某人想要的东西 —— 无论是实物商品、信息或知识，还是某种形式的服务。

Value is qualitative and subjective, not quantitative and objective like money is. You can become 10x more valuable and thus wealthy without directly having 10x more money. And indeed, money follows wealth.
价值是定性的和主观的，而不是像金钱那样定量和客观的。你可以变得有价值 10 倍，从而变得富有，而无需直接拥有 10 倍的钱。事实上，金钱跟随财富。

The quantitative follows the qualitative.
定量遵循定性。

10x is qualitative. . .
10 倍是定性的。。。

10x occurs as you create more wealth, or value. You do this by creating value that is qualitatively different and better (i.e., innovative) than what currently exists in the market.
当您创造更多财富或价值时，就会发生 10 倍。您可以通过创造与目前市场上存在的价值质量不同且更好（即创新）的价值来做到这一点。

The more specific and specialized the value you can create, the wealthier you can become. You’re creating things that no one else can or would. You’re providing an incredibly useful service that is not only desired but transformative for someone who wants it.
你能创造的价值越具体、越专业，你就能变得越富有。你正在创造其他人无法或不会创造的东西。您正在提供一项非常有用的服务，对于需要它的人来说，它不仅是理想的，而且是变革性的。

Wealth and freedom are exactly the same thing. Wealth is qualitative and so is freedom.
财富和自由是一回事。财富是定性的，自由也是定性的。

Wealth and freedom are about value.
财富和自由是关于价值的。

In his program for high-level entrepreneurs, Dan teaches 4 Freedoms that are about value:
在他的高级企业家计划中，Dan 教授了 4 项关于价值的自由：

The value and quality of your time
您时间的价值和质量

The value and quality of your money
您的资金的价值和质量

The value and quality of your relationships
关系的价值和质量

The value and quality of your overall purpose
总体目标的价值和质量

You can 10x the value and quality of your time, money, relationships, and purpose. And that’s really what 10x is all about.
您可以将时间、金钱、人际关系和目标的价值和质量提高 10 倍。这正是 10 倍的意义所在。

10x is the means, freedom is the end.
10倍是手段，自由是目的。

This is where most people have gotten the entire notion of 10x wrong. They’ve equated 10x solely with money, making it a finite game with a beginning and an end, with winners and losers.
这就是大多数人对 10 倍的整个概念都错误的地方。他们将 10 倍等同于金钱，使其成为一个有开始和结束、有赢家和输家的有限游戏。

10x is a qualitative game of increasing the value of your freedoms—and to do so by creating the wealth (skills, knowledge, products, etc.) you intrinsically want to create, and then sharing that wealth with the specific people who increasingly value and appreciate your value.
10 倍是一种增加自由价值的定性游戏 ——通过创造你内在想要创造的财富（技能、知识、产品等），然后与越来越重视和欣赏你的价值的特定人分享这些财富来做到这一点。

When you play 10x as a qualitative game, then you focus on building transformational relationships, not transactional ones. Everything you do is about transforming yourself and the unique value you can bring and providing your increasingly unique value to those you want to form transformational relationships with.
当你把 10x 作为定性游戏来玩时，你就会专注于建立转型关系，而不是交易关系。你所做的一切都是为了改变自己和你可以带来的独特价值，并为那些你想与之建立变革性关系的人提供你越来越独特的价值。

Increasing your value involves becoming more specific and specialized in what you create for specific types of people. As you become increasingly valuable, people will pay you increasing amounts of money in exchange for your value.
增加你的价值需要变得更加具体和专业地为特定类型的人创造的东西。随着你的价值越来越高，人们会向你支付越来越多的钱来换取你的价值。

To quote Graham again:
再次引用格雷厄姆的话：

“The people most likely to grasp that wealth can be created are the ones who are good at making things, the craftsmen. Their hand-made objects become store-bought ones. But with the rise of industrialization there are fewer and fewer craftsmen. One of the biggest remaining groups is computer programmers. A programmer can sit down in front of a computer and create wealth. A good piece of software is, in itself, a valuable thing. There is no manufacturing to confuse the issue. Those characters you type are a complete, finished product. If someone sat down and wrote a web browser that didn’t suck (a fine idea, by the way), the world would be that much richer.”
“最有可能掌握财富可以创造的人是那些擅长制造东西的人，即工匠。他们的手工制品变成了商店购买的物品。但随着工业化的兴起，工匠越来越少。剩下最大的群体之一是计算机程序员。程序员可以坐在电脑前创造财富。一个好的软件本身就是一件有价值的东西。没有制造来混淆这个问题。您键入的那些字符是完整的成品。如果有人坐下来写一个不烂的网络浏览器（顺便说一句，这是一个好主意），世界会变得更加丰富。

When you live life based on want, rather than need, you’re playing an infinite game. You see that reality is created and chosen—and is based on wealth, freedom, and value. You recognize that each of these things is qualitative, individual, and personal. You’re not competing with anyone else. Instead, you’re collaborating with other abundance-minded creators.
当你过着基于需求而不是需要的生活时，你就是在玩一场无限的游戏。你会看到现实是被创造和选择的——并且基于财富、自由和价值。你认识到这些事情中的每一个都是定性的、个人的和个人的。你不是在与其他任何人竞争。相反，您正在与其他思想丰富的创作者合作。

When you live life based on need, you’re stuck playing a finite game. When you play a finite game, you’re driven and controlled by external forces. You’re competing for scarce resources. You’re focused on and worried about what other people are doing. You’re not clear on who you really are and you’re certainly not peeling the layers of the David away.
当你根据需要生活时，你就会陷入有限的游戏。当你玩有限游戏时，你会受到外力的驱动和控制。你正在争夺稀缺资源。你专注于并担心别人在做什么。你不清楚你到底是谁，你当然也没有剥开大卫的层层。

Are you a needer or wanter?
你是需要的人还是想要的人？

Are you playing the infinite game of freedom or are you stuck in some finite game?
你是在玩无限的自由游戏，还是陷入了某种有限的游戏中？

Are you building qualitative wealth and value, or are you competing for scarce money?
你是在积累定性的财富和价值，还是在争夺稀缺的钱？

According to Dan, there are four distinct differences between needers and wanters:
根据 Dan 的说法，需要者和想要者之间有四个明显的区别：

Needing is extrinsically motivated, whereas wanting is intrinsically motivated.
需要是外在动机，而想要是内在动机。

Needing is security-driven, whereas wanting is freedom-driven.
需要是安全驱动的，而想要是自由驱动的。

Needing is scarcity-minded, whereas wanting is abundance-minded.
需要是匮乏的，而匮乏是丰富的。

Needing is reactive, whereas wanting is creative.3
需要是被动的，而想要是创造性的。3、

Committing to what you want most is the only way to be free.
致力于你最想要的东西是获得自由的唯一途径。

If you do anything out of perceived need or compulsion, then you don’t feel it is really your own choice, but rather, you feel the choice is being made for you. You’re being the victim or byproduct of something external.
如果你出于感知到的需要或强迫而做任何事情，那么你并不觉得这真的是你自己的选择，而是你觉得这个选择是为你做出的。你是外部事物的受害者或副产品。

When you live based on wants, you’re living intrinsically. You’re living on purpose—your purpose. You’re living without need to rationalize or justify. You’re being, doing, and having what you want simply because you want it, regardless of external opinions or expectations. You’re creating the life you want by creating the value you want.
当你根据需求生活时，你就是在内在生活。你活在有目的的地方—— 你的目的。你活着不需要合理化或辩解。你只是因为你想要它而存在、做和拥有你想要的东西，而不管外界的意见或期望如何。你正在通过创造你想要的价值来创造你想要的生活。

This brings us to the second critical point to dissect from Dan’s quotation above: when you live based on wanting, you don’t need to rationalize or justify what you want, to anyone.
这就把我们带到了第二个关键点，要从丹的上面的引文中剖析：当你基于想要而生活时，你不需要对任何人合理化或证明你想要的东西。

You do what you want, because you want to.
你做你想做的事，因为你想做。

That’s enough.
够了。

Wanting is intrinsic. It requires no justification, even though others (the needers among us) will try to force you to rationalize what you want.
想要是内在的。它不需要任何理由，即使其他人（我们当中的需要的人）会试图强迫你合理化你想要的东西。

Let’s clear this up one more time: you don’t need it. . .You want it. And you wanting whatever you want takes nothing away from someone else, because you’re creating wealth and freedom, and that actually makes things better for the world, not worse.
让我们再澄清一次：你不需要它。。。你想要它。你想要任何你想要的东西不会从别人那里夺走任何东西，因为你正在创造财富和自由，这实际上使世界变得更好，而不是更糟。

When you operate in the world of needs, you always have to rationalize and justify what you’re doing. You can’t simply do something because you want to. You may want a new house, or to go on a six-week vacation, or to chase some dream. Yet, if you’re operating based on need, you likely won’t do any of these things because they can be hard to rationalize.
当你在需求世界中运作时，你总是必须合理化和证明你正在做的事情是合理的。你不能简单地因为你想做某事。你可能想要一套新房子，或者去度假六周，或者追逐一些梦想。然而，如果你根据需要进行作，你可能不会做这些事情，因为它们很难合理化。

When you are in a needing frame-of-mind, you can easily be manipulated by other people. Others strive to make you feel guilty for not doing what they think you “need to be” or “should be” doing.
当你处于需要的心态中时，你很容易被其他人纵。其他人则努力让你因为没有做他们认为你“需要”或“应该”做的事情而感到内疚。

A public controversial example highlights this perfectly.
一个公开有争议的例子完美地凸显了这一点。

In a recent interview, Tim Ferriss asked Coinbase cofounder and CEO Brian Armstrong about dealing with scrutiny and criticism. Specifically, Tim asked Brian about his decision to offer severance packages to employees who disagreed with his stance that Coinbase was a mission-driven company and wouldn’t over-involve itself in cultural, political issues.4,5
在最近的一次采访中，蒂姆·费里斯（Tim Ferriss）向 Coinbase 联合创始人兼首席执行官布莱恩·阿姆斯特朗（Brian Armstrong）询问了如何应对审查和批评。具体来说，蒂姆询问了布莱恩，他决定向不同意他的立场的员工提供遣散费，即 Coinbase 是一家使命驱动型公司，不会过度参与文化、政治问题。4 5

Brian explained that during the beginning of the Covid pandemic in 2020, the tumultuous news cycle, mostly dominated by the tragic murder of George Floyd and the Black Lives Matter movement, created a sense of division across the country—and his team began feeling less connected and cohesive as a result.
布莱恩解释说，在 2020 年 Covid 大流行开始期间，动荡的新闻周期主要以乔治·弗洛伊德（George Floyd）的悲惨谋杀案和“黑人的命也是命”运动为主，在全国范围内造成了一种分裂感，他的团队开始感到联系和凝聚力降低因此。

As division spread internally within the Coinbase team, the employee culture became political and tense. During bi-weekly town hall meetings, Coinbase employees began asking political and social questions that pressured the company to take a stance on issues like police brutality that fell outside the scope of its mission. As many similarly influential companies publicly took bold stances on social issues, Brian and his team knew they had to respond.
随着 Coinbase 团队内部的分歧蔓延，员工文化变得政治化和紧张。在每两周一次的市政厅会议上，Coinbase 员工开始提出政治和社会问题，迫使公司对警察暴行等超出其使命范围的问题采取立场。由于许多具有类似影响力的公司在社会问题上公开采取大胆立场，Brian 和他的团队知道他们必须做出回应。

During a closed-door meeting with his leadership team, Brian decided to double down on his company values. At first, he decided that while Coinbase’s mission is not political, he needed to follow the tech trends and make a public statement supporting the BLM movement.
在与领导团队的闭门会议上，Brian 决定加倍努力实现他的公司价值观。起初，他认为虽然 Coinbase 的使命不是政治性的，但他需要紧跟技术趋势并发表支持 BLM 运动的公开声明。

However, after learning more about the organization, he discovered BLM had other objectives beyond racial equality, such as defunding the police in America, which he didn’t think Coinbase could support.
然而，在对该组织有了更多的了解后，他发现 BLM 除了种族平等之外还有其他目标，例如取消对美国警察的资助，他认为 Coinbase 无法支持这些目标。

He realized he had made a mistake, getting swept up in the hype of the cultural moment—at the expense of Coinbase’s mission: increasing economic freedom in the world with crypto. This, he discovered, was the mistake of operating from a place of fear, scarcity, and needing. He knew he had to re-focus his and the company’s energy and culture on the mission at hand.
他意识到自己犯了一个错误，被文化时刻的炒作所淹没——以牺牲 Coinbase 的使命为代价：通过加密货币增加世界的经济自由度。他发现，这是在恐惧、稀缺和需要的地方运作的错误。他知道他必须将他和公司的精力和文化重新集中在手头的使命上。

A few months after he released his initial statement, Brian released a new public statement informing everyone on his team, as well as the outside world, that Coinbase is a mission-driven company. To quote Stephen Covey, “The main thing is to keep the main thing the main thing.”6
在他发表最初声明几个月后，Brian 发布了一份新的公开声明，告知他团队中的每个人以及外界，Coinbase 是一家以使命为导向的公司。引用斯蒂芬·柯维的话，“最重要的是保持主要的事情是最重要的。6、

In the Tim Ferriss interview, Brain explained how he broke the news and made the committed clarification to Coinbase:
在 Tim Ferriss 的采访中，Brain 解释了他是如何爆料并向 Coinbase 做出承诺澄清的：

“This is the direction we’re going in. If you’re not okay with that, I totally get it. I didn’t make it clear up front, that’s my fault. We’re going to give this great severance package. Five percent of the company left. It created a bunch of drama for a few months, a couple journalists wrote hit pieces on us and things like that, but afterwards it was better. It was one of the best things I’ve ever done for the company to be honest. Because now we’re fully aligned, we’re making faster progress, everybody who joins the company knows what they’re signing up for. And it was an incredibly important leadership moment for me because I was terribly scared to do it, I didn’t want the controversy, I knew people were going to hate it.”
“这就是我们前进的方向。如果你对此不满意，我完全理解。我没有提前说清楚，那是我的错。我们将提供这笔丰厚的遣散费。公司百分之五的人离开了。它创造了几个月的戏剧性事件，几个记者写了关于我们的热门文章之类的东西，但后来情况更好了。老实说，这是我为公司做过的最好的事情之一。因为现在我们已经完全一致，我们取得了更快的进展，每个加入公司的人都知道他们要签约什么。这对我来说是一个非常重要的领导时刻，因为我非常害怕这样做，我不想引起争议，我知道人们会讨厌它。

Brian Armstrong did something courageous. He did what he wanted, not what others thought he needed to do.
布莱恩·阿姆斯特朗做了一些勇敢的事情。他做了他想做的事，而不是别人认为他需要做的事。

Living based on want requires courage.
以匮乏为生，需要勇气。

Living based on want is how you live your life how you want to, not how others want you to.
基于需求的生活是你如何按照你想要的方式生活，而不是别人希望你如何生活。

Wanting what you want is intrinsically motivated. It’s doing something for the sake of it, not because you have to rationalize it. Brian simply wanted to make a company that brought forth economic freedom through crypto. He didn’t need to rationalize that want. He didn’t need any ulterior motives or reasons.
想要你想要的东西是内在动机。它是为了它而做某事，而不是因为你必须合理化它。布莱恩只是想建立一家通过加密货币带来经济自由的公司。他不需要合理化这种需求。他不需要任何别有用心或理由。

Wanting what you want requires a great deal of self-honesty. It takes making a committed stand about who you are and what you’re about, regardless of the repercussions.
想要你想要的东西需要大量的自我诚实。这需要对你是谁以及你是为了什么而坚定地表明立场，无论后果如何。

Tim Ferriss responded to Brain’s story by saying that a “hallmark of good leadership” is making “unpopular decisions.”
蒂姆·费里斯（Tim Ferriss）回应了 Brain 的故事，称“良好领导力的标志”是做出“不受欢迎的决定”。

Eliminating the 80 percent—whatever that looks like for you—will be unpopular for many people in your world. It will certainly be unpopular for the needers in your world—those who don’t understand the infinite game of freedom and wealth creation you’re playing.
消除 80%——无论这对你来说是什么样子——对你们世界的许多人来说都是不受欢迎的。对于你们世界中的有需要的人来说，它肯定是不受欢迎的——那些不了解你们正在玩的无限自由和财富创造游戏的人。

Indeed, as stated previously, a primary reason people don’t go for the 10x upgrades they want is because in the end, they’re too afraid of making those around them who simply wouldn’t get it uncomfortable. They end up buying into the loud agenda of culture and those around them who say they shouldn’t want more than they need. They settle for 2x over 10x and, internally, they can’t overcome the frustration and suppression this creates. Even more, they fail to realize who they truly could have become, the 10x version of themselves that transformed again and again, the David.
事实上，如前所述，人们不去他们想要的 10 倍升级的一个主要原因是，最终，他们太害怕让周围那些根本不会感到不舒服的人感到不舒服。他们最终接受了文化和周围那些说他们不应该想要超过他们需要的东西的人的喧闹议程。他们满足于 2 倍而不是 10 倍，在内部，他们无法克服由此产生的挫败感和压抑感。更重要的是，他们没有意识到自己真正可以成为谁，一个一次又一次转变的 10 倍版本的自己，大卫。

There is enormous external pressure to keep the 80 percent in your life, because the 80 percent represents security but not freedom. Even still, the greatest pressure you’ll face is internal.
在你的生活中保留 80% 的压力是巨大的外部压力，因为 80% 代表安全而不是自由。即便如此，您将面临的最大压力是内部压力。

Freedom is ultimately internal.
自由归根结底是内在的。

Do you have the courage to let go of the 80 percent and go all-in on what you truly want?
你有勇气放下80%，全力以赴，为自己真正想要的东西而努力吗？

Being free means you let go of everything you think you need and only choose that which you absolutely want.
自由意味着你放弃了你认为你需要的一切，只选择你绝对想要的东西。

Wanting is based on freedom.
想要是建立在自由的基础上的。

Needing is based on security, fear, and worry of other people’s judgements.
需要是基于安全感、恐惧和对他人评判的担忧。

People don’t get what they want because they’re too busy seeking what they believe they need. They become busy chasing means rather than directly choosing and living their desired end.
人们得不到他们想要的东西，因为他们太忙于寻找他们认为自己需要的东西。他们变得忙于追逐手段，而不是直接选择和实现他们想要的目标。

There are two core types of freedom:
自由有两种核心类型：

Freedom from—which is externally escaping from what you don’t want, and is avoidance-motivated.
自由 ——这是从外部逃避你不想要的东西，并且是回避动机。

Freedom to—which is internally committing to and courageously choosing what you most want, and is approach-motivated.7,8
自由—— 这是在内心承诺并勇敢地选择你最想要的东西，并且是以方法为动机的。7 8

You could have all the external freedoms in the world but not be free. Similarly, you could be free even if all of your external freedoms are taken. As Viktor Frankl said in Man’s Search for Meaning, “Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”9
你可以拥有世界上所有的外部自由，但不能自由。同样，即使你所有的外部自由都被剥夺了，你也可以获得自由。正如维克多·弗兰克尔（Viktor Frankl）在《人类对意义的探索》中所说，“在刺激和反应之间有一个空间。在这个空间里，我们有权选择我们的回应。我们的回应是我们的成长和自由。9.

Freedom is ultimately an internal choice and commitment, regardless of the finite game you find yourself in any particular moment.
自由最终是一种内在的选择和承诺，无论你在任何特定时刻发现自己处于怎样的有限游戏。

Freedom and wanting both transcend context. They operate above context. They aren’t defined by the rules of a given context. Instead, they utilize a higher plane to transform the context and game (i.e., reality) entirely.
自由和想要都超越了上下文。它们在上下文之上运行。它们不是由给定上下文的规则定义的。相反，他们利用更高的层面来完全改变背景和游戏（即现实）。

You know internally whether you’re free. You’re free when you choose what you want and you go for it, rather than accepting what you think you need.
你内心知道你是否自由。当你选择你想要的东西并去争取它时，你就自由了，而不是接受你认为你需要的东西。

Nothing happens until after you commit, and it’s only after you commit that you know what freedom feels like. As the popular saying goes, “Everything you want is on the opposite side of fear.”10
在你做出承诺之前，什么都不会发生，只有在你做出承诺之后，你才知道自由是什么感觉。俗话说：“你想要的一切都在恐惧的对立面。10

An obvious challenge people face is that they don’t know what they want. They’re far too busy justifying what they think they need. They haven’t learned to be brutally honest with themselves and others. They’re still living in fear.
人们面临的一个明显挑战是他们不知道自己想要什么。他们太忙于证明他们认为自己需要的东西的合理性。他们还没有学会对自己和他人残酷诚实。他们仍然生活在恐惧中。

Learning to clarify what you want without justification or apology is vital to going 10x since 10x is based on want, not need. Indeed, no one needs to go 10x.
学会在没有理由或道歉的情况下澄清你想要什么对于达到 10 倍至关重要，因为 10 倍是基于想要，而不是需要。事实上，没有人需要去 10 倍。

Elon Musk doesn’t need to go to Mars, he wants to.
埃隆·马斯克不需要去火星，他想去。

Martin Luther King Jr. didn’t need to rally for racial equality and freedoms, he wanted to.
马丁·路德·金不需要为种族平等和自由而集会，他想这样做。

You don’t need that new car, you want it. Or you don’t. It’s okay either way.
你不需要那辆新车，你想要它。或者你不这样做。无论哪种方式都没关系。

Wanting is based on freedom and abundance.
匮乏是建立在自由和富足的基础上的。

Wanting is based on honesty with yourself and the whole world—you’re no longer trying to pose and posture based on what others think. You’re living your life how you want, and you’re being yourself.
想要是基于对自己和整个世界的诚实——你不再试图根据别人的想法来摆姿势和姿势。你正在按照你想要的方式生活，你正在做你自己。

As the Alcoholics Anonymous founder Bill W. stated, “All progress starts by telling the truth.”
正如匿名者协会创始人比尔·W.所说，“所有的进步都始于说实话。

To be free, you can’t keep lying to yourself.
要自由，你不能一直对自己撒谎。

Living in a world of needs and rationalizations is prison. It locks you into relationships and situations you don’t want but maintain out of fear and perceived security or obligation.
生活在一个充满需求和合理化的世界里就是监狱。它将你锁定在你不想要但出于恐惧和感知安全感或义务而维持的关系和情况中。

To be free, you must first be completely honest with yourself. Being honest with yourself starts by admitting to yourself what you want most.
要获得自由，你必须首先对自己完全诚实。对自己诚实首先要承认自己最想要什么。

Not what you think you want.
不是你认为你想要的。

Not what you think you need.
不是你认为你需要的。

But what you truly—at your core—want.
但你真正——你的核心——想要什么。

Until you can admit and commit to what you want, then you’re not free.
除非你能够承认并承诺你想要的东西，否则你就没有自由。

When you live based on freedom and want, then your life starts transforming in qualitative and non-linear ways. You stop operating in the finite-minded world of other people’s goals and rules.
当你生活在自由和需求之上时，你的生活就会开始以定性和非线性的方式转变。你不再在他人目标和规则的有限思维世界中运作。

You stop being like anyone else entirely.
你不再像其他人一样。

You start fully embracing the uniqueness that is you. And you are unique. No one else is like you and no one else can or truly wants to be like you. The best thing you can do is embrace and value your uniqueness. Then live that out in the world in your highest and purest form by helping others in the way only you can.
你开始完全拥抱你的独特性。你是独一无二的。没有其他人像你一样，也没有其他人可以或真正想成为像你一样的人。你能做的最好的事情就是拥抱和重视你的独特性。然后，通过以只有你自己才能做到的方式帮助他人，以你最高、最纯粹的形式在世界上活出这一点。

You develop your unique mastery by going 10x again and again, choosing freedom over security, and going all-in on the 20 percent that both excites and terrifies you. You peel away the 80 percent and become your own David, which is unique and like no one else.
你通过一次又一次地追求 10 倍，选择自由而不是安全，并全力以赴地追求让你既兴奋又害怕的 20%，从而发展出你独特的掌握能力。你剥掉 80%，成为你自己的大卫，这是独一无二的，与众不同。

It all boils down to wanting what you want.
这一切都归结为想要你想要的东西。

What do you truly want, more than anything else?
你真正想要的是什么，比什么都重要？

What would excite you more than anything else to be, do, and have?
什么比成为、做和拥有的一切更让你兴奋？

What would you be and do if you weren’t afraid of what others thought or the repercussions?
如果你不害怕别人的想法或后果，你会做什么？

How would it feel to be more honest and real with yourself and the world?
对自己和世界更加诚实和真实会是什么感觉？

The highest and Fourth of Dan’s 4 Freedoms is Freedom of Purpose—doing what you most want to do, which is the highest and purest expression of yourself—your purpose for being.
丹的四大自由中最高的第四项是目的的自由 ——做你最想做的事，这是你自己最高、最纯粹的表达——你存在的目的。

As you continue evolving as a person, your sense of vision and purpose for yourself and your life will expand to unbelievable levels. You’ll progressively want to give more and more of yourself and your resources to the betterment of the world, in your own unique way.
随着你作为一个人的不断发展，你对自己和生活的愿景和目标感将扩展到令人难以置信的水平。你会逐渐想要以自己独特的方式，为改善世界贡献越来越多的自己和资源。

Clarify and Define Your Unique Ability
明确并定义您的独特能力

“Unique Ability requires you to determine what you personally like and dislike doing, and decide that others’ opinions about it are irrelevant. The basis of Unique Ability is to continually be conscious of the activities and the settings you like and that energize you—and the things that don’t. This is where freedom starts: with the understanding that your own judgments about your own experience are 100 percent valid… Unique Ability is really amazing. And I have to tell you, it never is a lot of different activities. It’s only a few activities. People say, ‘Well, I have a Unique Ability in 10 different areas. And I say, ‘Well, that might be good for the next 90 days. But you’re going to notice at the end of 90 days that seven of those someone else could do. There’s just 2–3 that are really yours.’ I’ve been on this now for 25–30 years and it’s interesting that you think you’ve gotten to the end of it. But I find, because I’m always doing new things, that what I thought was my Unique Ability before I started taking on a bigger challenge and producing a bigger result, you can fine-tune it even more.”
“独特能力要求你确定你个人喜欢和不喜欢做什么，并决定别人对它的看法是无关紧要的。独特能力的基础是不断意识到你喜欢的活动和环境，它们能让你充满活力——以及那些不喜欢的事物。这就是自由开始的地方：了解你自己对自己经历的判断是 100% 有效的......独特的能力真的很神奇。我必须告诉你，它从来都不是很多不同的活动。这只是一些活动。人们说，'嗯，我在 10 个不同的领域拥有独特的能力。'我说，'好吧，这对接下来的 90 天来说可能是件好事。但你会在 90 天结束时注意到，其他人可以做到其中的 7 天。只有 2-3 个真正属于你。我现在已经从事这项工作 25 到 30 年了，有趣的是，你认为你已经走到了尽头。但我发现，因为我总是在做新的事情，在我开始接受更大的挑战并产生更大的结果之前，我认为我的独特能力，你可以进一步微调它。

— DAN SULLIVAN11
— DAN S ULLIVAN11

In May of 2014, Nike released the “P-ROD 8,” American skateboarder Paul Rodriguez’s eighth signature shoe.
2014 年 5 月，耐克发布了“P-ROD 8”，这是美国滑板运动员保罗·罗德里格斯的第八款签名鞋。

When the shoe was released, Nike informed P-Rod that he was only one of four athletes to ever release eight unique signature shoes. The other three athletes were Kobe Bryant, Michael Jordan, and LeBron James . . .
当这双鞋发布时，耐克告诉 P-Rod，他只是发布八款独特签名鞋的四名运动员之一。其他三名运动员是科比·布莱恩特、迈克尔·乔丹和勒布朗·詹姆斯......

Having a signature shoe with Nike is an extremely rare feat. Over the company’s 40-plus-year history, less than one percent of Nike’s athletes have received the coveted honor. To have a Nike shoe that carries your own name or nickname on it, though, that’s even rarer still. Consider the football legend Bo Jackson, whose signature Nike shoe was called the Air Trainer SC. It wasn’t called The Bo.
拥有耐克的签名鞋是一项极其罕见的壮举。在公司 40 多年的历史中，只有不到 1% 的耐克运动员获得了这一令人垂涎的荣誉。不过，拥有一双印有自己名字或昵称的耐克鞋，这种情况就更为罕见了。以足球传奇人物博·杰克逊为例，他的标志性耐克鞋被称为 Air Trainer SC。它不叫 The Bo。

Back in 2005, Nike was making its second attempt to succeed in the skateboarding market and subculture. The 21-year-old P-Rod was one of the world’s top skateboarders at the time, and Nike made P-Rod an amazing offer to join the Nike team. Despite being an incredible opportunity, P-Rod had long dreamed of having his own signature skate-shoe, and Nike did not make him that offer.
早在 2005 年，耐克就第二次尝试在滑板市场和亚文化中取得成功。21 岁的 P-Rod 是当时世界顶级滑板手之一，耐克向 P-Rod 提出了加入耐克团队的惊人报价。尽管这是一个难以置信的机会，但 P-Rod 长期以来一直梦想拥有自己的标志性滑板鞋，而耐克并没有向他提出这个提议。

In his 2022 interview—20 and Forever—reflecting on 20 years of skateboarding and his career as a whole, P-Rod stated:
在 2022 年的采访《20 and Forever》中，P-Rod 回顾了 20 年的滑板生涯和他的整个职业生涯，他表示：

“My dream when I started skateboarding was to have a signature board and a signature shoe. To me, that’s wholly completing the pro skater dream. So, if I didn’t get a shoe, I feel like my dream would be incomplete. My manager was talking to [Nike], negotiating, and said to me, ‘Okay, here’s what they want to offer. Here’s what the terms of the deal are.’ And I was like, ‘That all sounds good, but what about a pro shoe? What about a signature shoe?’ She’s like, ‘They didn’t mention anything about it.’ So, she went back to Nike and called me back, ‘They’re not planning to do signature shoes.’ I was literally like, ‘Nope! I’m perfectly happy where I’m at.’ I wasn’t planning on leaving [éS, his previous shoe sponsor]. I was just young and stubborn and stuck to my guns.”12
“当我开始玩滑板时，我的梦想是拥有一块签名板和一双签名鞋。对我来说，这完全完成了职业滑冰运动员的梦想。所以，如果我没有买鞋，我觉得我的梦想将不完整。我的经理正在与 [耐克] 交谈，进行谈判，并对我说，'好吧，这就是他们想要提供的东西。这是交易条款。我当时想，'这听起来不错，但是职业鞋呢？那一双签名鞋呢？她说，'他们没有提到任何关于这件事的事情。所以，她回到耐克，给我回了电话，'他们不打算做签名鞋。我真的想，'不！我对自己所处的位置非常满意。我不打算离开 [éS，他以前的鞋类赞助商]。我只是年轻、固执，坚持自己的立场。12

Looking back, P-Rod is sometimes freaked out by the implications of that moment in time. In 2022, he released his tenth signature shoe with Nike, and his shoes have been among the top selling of all skateboard shoes since 2005, selling millions of pairs. He says,
回想起来，P-Rod 有时会被那一刻的影响吓坏了。2022 年，他与耐克一起发布了第十款签名鞋，自 2005 年以来，他的鞋子一直是所有滑板鞋中销量最高的鞋款之一，售出了数百万双。他说，

“I literally think about that story and can’t believe it. What if they had just come back and said, ‘Okay, nope.’ What would have happened? I’m just grateful they came back and believed in me that much. And there we went, 10 signature shoes later.”
“我真的想到了那个故事，简直不敢相信。如果他们刚刚回来说，'好吧，不行'怎么办。会发生什么？我只是很感激他们回来并如此相信我。然后我们就去了，10 双签名鞋。

P-Rod is one of the best skateboarders to ever touch a board. He’s unique and technical. His style precise and powerful. He’s innovated and transformed what “skateboarding” means to hundreds of thousands of skaters.
P-Rod 是有史以来最好的滑板手之一。他很独特，技术精湛。他的风格精确而有力。他创新并改变了“滑板”对数十万滑手的意义。

P-Rod is a 10x person that has had an extremely long career for a skateboarder. He’s never plateaued or gotten stuck but has continually evolved and innovated himself, his focus, and his craft.
P-Rod 是一个 10 倍的人，在滑板运动员的职业生涯中拥有极长的职业生涯。他从未停滞不前或陷入困境，而是不断发展和创新自己、他的专注和他的手艺。

At age 14, after just a few years of skating, P-Rod submitted his first “Sponsor Me” video to Andy Netkin, the manager of a local skateboard shop named One Eighteen in Los Angeles. Netkin immediately saw P-Rod as a future superstar.13
14 岁时，在滑冰仅几年后，P-Rod 向洛杉矶当地一家名为 One Eighteen 的滑板店的经理 Andy Netkin 提交了他的第一个“赞助我”视频。Netkin 立即将 P-Rod 视为未来的超级巨星。13

At age 16, P-Rod got sponsored as an amateur by the skateboard company City Stars, and two years later premiered in their long-awaited skate video Street Cinema.14 He even got the closing part of the video, which is usually reserved for one of the most esteemed pros on the team.15
16 岁时，P-Rod 作为业余爱好者获得了滑板公司 City Stars 的赞助，两年后在他们期待已久的滑板视频中首映街头电影院 14 他甚至得到了视频的结尾部分，这通常是为团队中最受尊敬的职业选手之一保留的。15

At 19, P-Rod was featured in the prestigious Transworld Skateboarding 2002 video In Bloom. In the beginning montage of his video part, there is commentary from skateboarding legend Eric Koston, who describing P-Rod stated:
19 岁时，P-Rod 出现在著名的 Transworld Skateboarding 2002 视频 In Bloom 中。在他的视频部分的开头蒙太奇中，滑板传奇人物埃里克·科斯顿（Eric Koston）对 P-Rod 的描述如下：

“His whole deal is natural, like it’s hard for him to fall. He’s just manufacturing tricks out like a conveyer belt. Cause it comes way too easy for him. He’s got something going on that’s pretty good. That’s for sure. Cause it works. He learns so fast. Whatever it is he does, it looks like he was meant to anyways. Beware of the flare. Just watch out.”16
“他的整个交易是自然的，就像他很难摔倒一样。他只是像传送带一样制造技巧。因为这对他来说太容易了。他正在发生一些非常好的事情。这是肯定的。因为它有效。他学得真快。不管他做什么，看起来他无论如何都是命中注定的。当心耀斑。小心点。16

A crucial reason for P-Rod’s continued evolution and success is that he’s been operating within his Unique Ability.
P-Rod 持续进化和成功的一个关键原因是他一直在自己的独特能力范围内运作。

Your Unique Ability is the purest and most honest expression of yourself. It’s the center of who you are—“the David”. . . the “20 percent” of any particular 10x jump.
你的独特能力是你自己最纯粹、最诚实的表达。它是你是谁的中心——“大卫”......任何特定 10 倍跳跃的“20%”。

Your Unique Ability is how you create value and wealth that is unique and specialized. It’s your radically unique way of doing what you do, such that no one else can compete with you even if they wanted to. Your Unique Ability is also your unique vision and purpose—your “why” for what you’re doing.
您的独特能力是您创造独特且专业的价值和财富的方式。这是你做事的根本独特的方式，这样即使其他人想与你竞争，也没有人可以与你竞争。你的独特能力也是你独特的愿景和目的——你正在做的事情的“原因”。

After coaching tens of thousands of entrepreneurs for nearly 50 years, Dan Sullivan has seen that those who take their Unique Ability seriously, meaning they take themselves seriously, are the ones who make the biggest 10x leaps.
在指导了数以万计的企业家近 50 年后，丹·沙利文（Dan Sullivan）看到，那些认真对待自己独特能力的人，即认真对待自己，是实现最大 10 倍飞跃的人。

The reason is simple: Unique Ability is qualitative and individual, it’s extremely unique value that only you can create. It’s not just what you do, but how you do it. P-Rod doesn’t just skateboard with an extreme degree of skill but also an extreme degree of uniqueness—which is actually a core component of mastery.
原因很简单：独特的能力是定性的和个性化的，它是只有你才能创造的极其独特的价值。这不仅仅是你做什么，而是你如何做。P-Rod 不仅具有极高的技巧，而且具有极高的独特性 ——这实际上是掌握滑板的核心组成部分。

Your Unique Ability is where you have superior skills, where you’re completely intrinsically motivated and thus energized and engaged, and it’s also where you see never-ending possibility for improvement.
你的独特能力是你拥有卓越技能的地方，你完全有内在动机，从而充满活力和投入，也是你看到永无止境的改进可能性的地方。

When most entrepreneurs begin working with Strategic Coach, they find that far less than 20 percent of their time is focused within their Unique Ability. Instead, they’re investing their time, energy, and focus all over the place. They’re caught up in the 80 percent where they may be good or even excellent, but they’re not in their Unique Ability.
当大多数企业家开始与战略教练合作时，他们发现只有不到 20% 的时间集中在他们的独特能力上。相反，他们将时间、精力和注意力投入到各处。他们陷入了 80% 的人，他们可能很好，甚至很优秀，但他们没有达到他们的独特能力。

As someone takes their Unique Ability seriously and shifts the majority of their time to developing it, 10x and non-linear jumps follow.
当有人认真对待他们的独特能力并将大部分时间转移到发展它上时，10 倍和非线性跳跃就会随之而来。

An obvious and important question that comes up with Unique Ability is whether it’s nature or nurture. The not-so-satisfying answer is that it’s both.
独特能力提出的一个明显而重要的问题是它是先天还是后天。不太令人满意的答案是两者兼而有之。

We all have a Unique Ability—the purest and freest expression of our self and our purpose—but not everyone commits to and develops their Unique Ability.
我们都有一种独特的能力——我们自我和目标的最纯粹、最自由的表达——但并不是每个人都致力于并发展他们的独特能力。

Your Unique Ability is personal and internal. Therefore, it takes being honest with yourself about what you most want.
你的独特能力是个人的和内在的。因此，需要对自己诚实地了解自己最想要什么。

What you most want and your Unique Ability are connected. You must embrace that you yourself are a unique individual. You’ve got to value your own uniqueness, which also means valuing and appreciating the uniqueness of everyone else.
你最想要的东西和你的独特能力是相连的。你必须接受你自己是一个独特的个体。你必须重视自己的独特性，这也意味着重视和欣赏其他人的独特性。

Committing to your Unique Ability—the thing you want to do and which excites you most—takes extreme commitment and courage. It takes not worrying about what anyone else thinks about what you do and how you live.
致力于你的独特能力——你想做的、最让你兴奋的事情——需要极大的承诺和勇气。这需要不用担心别人对你所做的事情和生活方式的看法。

You’ve got to fully bet on yourself.
你必须完全押注于自己。

Although Unique Ability may come “naturally” to you, that is misleading. Committing to your Unique Ability is the hardest and most intense thing you will ever do.
尽管独特能力可能对你来说是“自然”的，但这是误导性的。致力于你的独特能力是你做过的最困难、最激烈的事情。

It’s pure commitment and courage.
这是纯粹的承诺和勇气。

It’s never-ending.
这是永无止境的。

It’s freedom and how you build your most unique value, which the right people will immediately recognize and appreciate beyond what you can presently imagine.
这是自由，以及你如何建立你最独特的价值，合适的人会立即认识到并欣赏它，这超出了你目前的想象。

The more you commit to your Unique Ability—which is the 20 percent of a chosen 10x jump—the more you and your life will transform.
你对你的独特能力（即所选 10 倍跳跃的 20%）的投入越多，你和你的生活就会发生越多的变化。

You’re not being inhibited by what other people think.
你不会被别人的想法所抑制。

You’re not avoiding what you ultimately want to do.
你并没有回避你最终想做的事情。

This is why things come easier for you when you’re in your Unique Ability than they come for other people. It’s not that things are “easy” for you. It’s that you’re going all-in on what you most want to do, and because you’re all-in, you grow and transform at non-linear and exponential levels.
这就是为什么当你处于独特能力时，事情对你来说比对其他人来说更容易。这并不是说事情对你来说“容易”。而是你全力以赴做你最想做的事情，因为你全力以赴，所以你会在非线性和指数级的层面上成长和转型。

You learn 10x faster than most people.
你学习的速度比大多数人快 10 倍。

You progress 10x faster than seems normal.
你的进步比正常情况快 10 倍。

You make leaps in your progression, skills, and results that are otherworldly.
你在进步、技能和结果方面取得了超凡脱俗的飞跃。

When you embrace your Unique Ability, work becomes play. As you follow your curiosity and interests, you become open to new potential and possibilities.
当你拥抱你的独特能力时，工作就会变成娱乐。当你追随你的好奇心和兴趣时，你就会对新的潜力和可能性持开放态度。

You reach outside and above your current skill-level, which enables greater flow and higher performance. You’re continually elevating your standards within your domain, making them higher and more nuanced and unique. No one else is competing with you. You’re in your own world of creativity and innovation.
您可以超越当前的技能水平，从而实现更大的流程和更高的绩效。您不断提高领域内的标准，使其更高、更细致、更独特。没有其他人在与你竞争。你正处于自己的创造力和创新世界中。

For you, because you’re continually pushing your boundaries, it’s intense and hard, but it’s also extremely liberating. To not be free is much harder than being free. Despite being excruciatingly scary and hard, it’s much easier than the alternative. And the freedom, wealth, and benefits of embracing your Unique Ability are 10x or more than the grind of just doing something because you can, or because you believe you should.
对你来说，因为你不断突破自己的界限，这是紧张而艰难的，但它也非常自由。不自由比自由难得多。尽管非常可怕和困难，但它比替代方案容易得多。拥抱你的独特能力所带来的自由、财富和好处，比仅仅因为你可以或因为你相信你应该做某事而付出的苦差事要多 10 倍或更多。

When you’re operating in Unique Ability, you’re always raising the stakes and attempting things you’ve never done before. You’re always seeing how far you can possibly go. Because you’re in flow and beyond your current capability and confidence, you’re courageously elevating beyond where you’ve previously been.
当你在独特能力中运作时，你总是在提高赌注并尝试你以前从未做过的事情。你总是看到你能走多远。因为你处于心流状态，超出了你目前的能力和信心，所以你正在勇敢地超越你以前所处的位置。

You’re continually letting your most exciting future dictate what you commit to, and you go all-in. You don’t become complacent and content with what you’ve done in the past. You don’t settle for 2x.
你不断地让你最激动人心的未来决定你的承诺，然后你全力以赴。你不会对过去所做的事情感到自满和满足。你不会满足于 2 倍。

As Robert Greene explained in Mastery:
正如罗伯特·格林在《精通》中所解释的那样：

“The great Masters in history. . . they excel by their ability to practice harder and move faster through the process, all of this stemming from the intensity of their desire to learn and from the deep connection they feel to their field of study. And at the core of this intensity of effort is in fact a quality that is genetic and inborn—not talent or brilliance, which is something that must be developed, but rather a deep and powerful inclination toward a particular subject. This inclination is a reflection of a person’s uniqueness. This uniqueness is not something merely poetic or philosophical—it is a scientific fact that genetically, every one of us is unique; our exact genetic makeup has never happened before or will never be repeated… With those who stand out by their later mastery, they experience this inclination more deeply and clearly than others. They experience it as an inner calling. It tends to dominate their thoughts and dreams. They find their way, by accident or sheer effort, to a career path in which this inclination can flourish. This intense connection and desire allows them to withstand the pain of the process—the self-doubts, the tedious hours of practice and study, the inevitable setbacks, the endless barbs from the envious.”17
“历史上伟大的大师......他们擅长的是能够更努力地练习并更快地完成整个过程，所有这些都源于他们强烈的学习欲望以及他们与研究领域的深厚联系。这种努力强度的核心实际上是一种遗传的和与生俱来的品质——不是必须培养的天赋或才华，而是对特定主题的深刻而强大的倾向。这种倾向反映了一个人的独特性。这种独特性不仅仅是诗意或哲学的东西——这是一个科学事实，从基因上讲，我们每个人都是独一无二的;我们确切的基因构成以前从未发生过，也永远不会重复......对于那些因后来的掌握而脱颖而出的人，他们比其他人更深刻、更清楚地体验到这种倾向。他们将其视为一种内在的召唤。它往往会主导他们的思想和梦想。他们通过偶然或纯粹的努力找到了一条可以蓬勃发展的职业道路。这种强烈的联系和渴望使他们能够承受这个过程的痛苦——自我怀疑、繁琐的练习和学习时间、不可避免的挫折、嫉妒者无休止的倒刺。17

Your Unique Ability is not linear or static. Just as the 20 percent of each 10x jump will be different, the expression and focus of your Unique Ability will also be different in each 10x jump. Just because something was a Unique Ability activity in the past doesn’t mean it still is.
你的独特能力不是线性的或静态的。正如每次 10 次跳跃的 20% 会有所不同一样，每次 10 次跳跃中独特能力的表达和焦点也会有所不同。仅仅因为某件事过去是独特能力活动并不意味着它现在仍然是。

Your Unique Ability is always evolving and directed at your most exciting future.
你的独特能力总是在不断发展，并指向你最激动人心的未来。

It’s always taking you to the core of who you are and your highest purpose—the David.
它总是带你进入你是谁和你的最高目标的核心——大卫。

There’s no end to peeling away the layers.
层层剥离是无止境的。

Each 10x jump you make will non-linearly and qualitatively transform you as a person.
你每跳 10 倍，就会非线性和质地改变你作为一个人。

Each 10x jump will take you and your life in surprising directions. Take for example, Michelangelo, who went from drawing human bodies to sculpting the 17-foot David to painting the Sistine Chapel to becoming the lead architect of the massive dome of St. Peter’s Cathedral.
每一次 10 倍的跳跃都会将你和你的生活带向令人惊讶的方向。以米开朗基罗为例，他从绘制人体到雕刻 17 英尺高的大卫，再到绘制西斯廷教堂，再到成为圣彼得大教堂巨大圆顶的首席建筑师。

None of these 10x jumps were linear, but each were completely intrinsic and intuitive to Michelangelo. Each 10x jump he made required him to renovate the foundation he’d built in his previous 10x cycles, often in a lateral or non-linear direction that only made sense when “connecting the dots backward.”
这些 10 倍跳跃都不是线性的，但对米开朗基罗来说，每一个都是完全内在和直观的。他每进行一次 10 倍跳跃都需要他翻新他在之前的 10 倍循环中建立的基础，通常是横向或非线性方向，只有在“向后连接点”时才有意义。

As P-Rod stated in his 20 and Forever interview:
正如 P-Rod 在他的 20 and Forever 采访中所说：

“The one saying that my dad told me when I was younger was, ‘What got you there will keep you there.’ He was trying to prove the point that just because you think you’ve made it, doesn’t mean it’s time to take it easy. It means it’s time to keep it going.”18
“我年轻时我父亲告诉我的一句话是，'让你到达那里的东西会让你留在那里。'他试图证明这一点，仅仅因为你认为你已经成功了，并不意味着是时候放松一下了。这意味着是时候继续下去了。18

Your life’s objective is to develop mastery in and fully express your Unique Ability. There’s nothing more important to master. There’s nothing more important to dedicate yourself to. It’s your work. Your life’s work, and if you don’t do it, no one else will.
你的人生目标是掌握并充分表达你的独特能力。没有什么比掌握更重要的了。没有什么比全身心投入更重要的了。这是你的工作。你一生的工作，如果你不做，别人不会做。

A simple, profound, and somewhat comical story highlights the importance of dedicating yourself to your Unique Ability and purpose above that of anything else. While working on his seminal research on “flow,” Dr. Mihaly Csikszentmihalyi, the originator of the concept, emailed the management master Peter Drucker, seeking to interview him about creativity. Drucker’s response blew Csikszentmihalyi’s mind so much that he included it in his book:
一个简单、深刻且有些滑稽的故事强调了将自己奉献给自己独特的能力和目标的重要性，高于其他任何事情。在进行关于“心流”的开创性研究时，该概念的创始人 Mihaly Csikszentmihalyi 博士给管理大师彼得·德鲁克发了电子邮件，试图就创造力采访他。德鲁克的回应让西克森特米哈伊大吃一惊，以至于他将其收录在他的书中：

“I am greatly honored and flattered by your kind letter of February 14th — for I have admired you and your work for many years, and I have learned much from it. But, my dear Professor Csikszentmihalyi, I am afraid I have to disappoint you. I could not possibly answer your questions. I am told I am creative — I don’t know what that means. . . I just keep on plodding. . . I hope that you will not think me presumptuous or rude if I say that one of the secrets of productivity (in which I believe whereas I do not believe in creativity) is to have a VERY BIG waste paper basket to take care of ALL invitations such as yours—productivity in my experience consists of NOT doing anything that helps the work of other people but to spend all one’s time on the work that Good Lord has fitted one to do, and to do well.”19
“我对你 2 月 14 日的善意来信感到非常荣幸和受宠若惊——因为多年来我一直钦佩你和你的工作，我从中学到了很多东西。但是，我亲爱的 Csikszentmihalyi 教授，恐怕我不得不让你失望了。我不可能回答你的问题。有人告诉我我很有创造力——我不知道这意味着什么......我只是继续蹒跚前行......如果我说生产力的秘诀之一（我相信，而我不相信创造力）是有一个非常大的废纸篮来处理所有像你这样的邀请——根据我的经验，生产力包括不做任何有助于他人工作的事情，而是把所有的时间都花在工作上，我希望你不会认为我自以为是或粗鲁善良的主已经适合一个人去做，而且要做好。19

The more you explore and refine your Unique Ability, the more you’re doing your work, not someone else’s. You’ll reach a level of unique mastery that becomes increasingly obvious and impactful to yourself and those around you, the more your life’s work begins to feel like a sacred calling. Your Unique Ability defines and clarifies your Mastery—what you and you alone are uniquely suited to do.
你探索和完善你的独特能力越多，你就越是在做你的工作，而不是别人的工作。你将达到一个独特的掌握水平，你的一生的工作开始变得越像是一种神圣的召唤，这种掌握水平对你自己和你周围的人来说变得越来越明显和有影响力。你的独特能力定义并阐明了你的精通 ——你和你自己唯一适合做的事情。

Research shows that when someone subjectively feels their work is a calling—meaning they have a sense of purpose, and that they’re doing what they are meant to do—that they experience greater overall subjective well-being or happiness as well as greater career success than those who view their work as a job or career.20 Viewing your work as a “calling” need not be tied to any religious belief system, though it can be.
研究表明，当一个人主观地觉得他们的工作是一种使命时——这意味着他们有一种使命感，并且他们正在做他们应该做的事情 ——他们比那些将工作视为工作或职业的人体验到更大的整体主观幸福感或幸福感以及更大的职业成功。20 把工作看作一种“呼召”，不必与任何宗教信仰体系挂钩，尽管可以。

Research has found a consistent link between feeling a sense of calling and heightened levels of career maturity, career commitment, work meaning, job satisfaction, life meaning, and life satisfaction. These links appear most robust when people are actually living out their calling at work.21
研究发现，感觉使命感与职业成熟度、职业承诺、工作意义、工作满意度、生活意义和生活满意度水平的提高之间存在一致的联系。当人们在工作中真正践行他们的使命时，这些联系显得最牢固。21

Other research shows that individuals who have a sense of calling are more likely to ignore career advice from mentors or advisors, particularly advice suggesting more secure or mainstream options.22 This doesn’t mean they don’t listen or take advice, but that in the end, they ultimately trust their inner voice and make their own decisions.
其他研究表明，有使命感的人更有可能忽视导师或顾问的职业建议，尤其是建议更安全或更主流选择的建议。22 这并不意味着他们不倾听或接受建议，而是最终，他们最终会相信自己内心的声音并做出自己的决定。

At the end of the day, no one can make your decisions for you.
归根结底，没有人可以为您做决定。

No one is you.
没有人是你。

No one has your unique vision or way of approaching life.
没有人有你独特的愿景或对待生活的方式。

No one has your Unique Ability.
没有人拥有你的独特能力。

Thus, other people’s advice can only take you so far.
因此，其他人的建议只能带你到此为止。

This reality hit me hard while writing this book. I was experiencing a great desire to go 10x in various areas of my life and work. But in order to do so, I had to have some difficult and uncomfortable conversations, which were high-stakes and had huge consequences. Many of my greatest mentors and advisors suggested I don’t have these uncomfortable conversations, but instead, to play it safe.
在写这本书时，这个现实对我打击很大。我非常渴望在生活和工作的各个领域实现 10 倍。但为了做到这一点，我不得不进行一些困难和不舒服的对话，这些对话风险很高，后果也很大。我许多最伟大的导师和顾问建议我不要进行这些不舒服的对话，而是要谨慎行事。

I was told by multiple people that I’d lose my greatest opportunities, current and future, if I went forward with what I felt in my heart I wanted to do. In the end, I listened to myself and made important adjustments in various relationships and situations, and rather than destroying the relationship, my honesty built greater trust, commitment, and freedom for all.
很多人告诉我，如果我继续做我内心想做的事情，我将失去我现在和未来最好的机会。最后，我听从了自己的意见，并在各种关系和情况下做出了重要的调整，我的诚实并没有破坏这段关系，而是为所有人建立了更大的信任、承诺和自由。

Trusting yourself and forging your unique path is actually what Robert Greene calls the “X factor” of mastery. As he explains:
相信自己并开辟自己独特的道路实际上是罗伯特·格林所说的精通的“X 因素”。正如他解释的那样：

“Mastery is not a function of genius or talent. It is a function of time and intense focus applied to a particular field of knowledge. But there is another element, an X factor that Mastery inevitably possess, that seems mystical but is accessible to us all. Whatever field of activity we are involved in, there is generally an accepted path to the top. . . But Masters have a strong inner guiding system and a high level of self-awareness. Inevitably, these Masters, as they progress in their career paths, make a choice at a key moment in their lives: they decide to forge their own route, one that others will see as unconventional, but that suits their own spirit and rhythms and leads them closer to discovering the hidden truths of their object of study. This key choice takes self-confidence and self-awareness—the X factor that is necessary for attaining mastery.”
“精通不是天才或天赋的功能。它是时间和对特定知识领域的高度关注的函数。但还有另一个元素，即精通不可避免地拥有的 X 因素，它看似神秘，但我们所有人都可以理解。无论我们参与什么活动领域，通常都有一条公认的通往顶峰的途径。但明师拥有强大的内在引导系统和高度的自我意识。不可避免地，这些大师在职业道路上的进步，在他们人生的关键时刻做出选择：他们决定开辟自己的道路，一条别人会认为非常规的道路，但这符合他们自己的精神和节奏，并引导他们更接近发现他们研究对象的隐藏真相。这个关键选择需要自信和自我意识——这是获得精通所必需的 X 因素。

Mastery is not just the ability to do something well. It’s the ability to do something uniquely well. If it’s not unique, innovative, and uninhibited self-expression, then it’s not true mastery. Mastery and uniqueness are inseparable.
精通不仅仅是把某件事做好的能力。这是把某件事做得独特的能力。如果它不是独特、创新和不羁的自我表达，那么它就不是真正的掌握。精湛与独特是密不可分的。

Thus, for you to reach your highest level of mastery and personal calling, you do so by taking your Unique Ability seriously and fully developing and expressing it. You develop your Unique Ability by:
因此，为了达到你的最高水平的掌握和个人使命，你通过认真对待你的独特能力并充分发展和表达它来做到这一点。您可以通过以下方式发展您的独特能力：

Being increasingly honest with yourself and other people about what you most want for yourself and your life. Don’t justify your wants to anyone. No one else is you. No one else wants what you want. No one else has your Unique Ability and your unique vision and desires.
对自己和他人越来越诚实，了解你最想要的自己和你的生活。不要向任何人证明你想要的合理性。没有其他人是你。没有其他人想要你想要的东西。没有其他人拥有你的独特能力以及你独特的愿景和愿望。

Expanding your vision and thinking exponentially bigger for yourself about what you can be, do, and have. Continually hone your Unique Ability—that which excites you, energizes you, and which you see potential for never-ending improvement—and utilize your Unique Ability to bring forth your 10x vision. Become increasingly clear on who you are and what makes you unique and different from everyone else on this planet.
扩大你的视野，为自己思考自己可以成为什么、做什么和拥有什么。不断磨练你的独特能力——让你兴奋、激励你、你看到永无止境改进的潜力——并利用你的独特能力来实现你的 10 倍愿景。越来越清楚你是谁，是什么让你与众不同，与这个星球上的其他人不同。

Clarifying your ideal future self and what they would be doing. Be very specific about this. What context are they in? What mission are they fulfilling? What is the cause they are about? What Unique Ability does your future self have, which they are utilizing to dramatically impact and advance what they most care for? What are the unique standards your future self lives by and has normalized, even though they may seem unfathomable and unrealistic to current you?
澄清你理想的未来自己以及他们会做什么。对此要非常具体。他们处于什么背景下？他们在履行什么使命？他们是关于什么原因的？你未来的自己有什么独特的能力，他们正在利用这些能力来极大地影响和推进他们最关心的事情？你未来的自己遵循并正常化了哪些独特的标准，尽管它们对现在的你来说可能看起来深不可测和不切实际？

Clarifying the 20 percent that if you develop greater mastery in, you’ll experience your desired 10x jump in freedom of time, money, relationships, and overall purpose.
澄清 20%，如果你更好地掌握，你将在时间、金钱、人际关系和总体目标的自由方面体验到你想要的 10 倍跃升。

Letting go of the 80 percent and allowing yourself to explore your curiosities and interests.
放下 80%，让自己探索自己的好奇心和兴趣。

Each time you go 10x and transform yourself and your life, you’ll be clearer on your Unique Ability.
每次你达到 10 倍并改变自己和你的生活时，你都会更加清楚你的独特能力。

For example, I could say, “My Unique Ability is to learn, understand, and distill complex ideas in a compelling, simple, and useful manner.” However, I could be even more specific than this, defining my Unique Ability to position the highly nuanced value I provide to highly specific people. For instance, I could say, “My Unique Ability is to clarify and conceptualize highly complex ideas in the form of compelling, story-driven, and science-based books.”
例如，我可以说，“我的独特能力是以令人信服、简单和有用的方式学习、理解和提炼复杂的想法。然而，我可以比这更具体，定义我的独特能力，以定位我为高度具体的人提供的高度细致入微的价值。例如，我可以说，“我的独特能力是以引人入胜、故事驱动和基于科学的书籍的形式澄清和概念化高度复杂的想法。

A word of warning when it comes to defining your Unique Ability. It’s much, much bigger than anything you specifically do. More directly, your Unique Ability is the unique way you approach what you do when you’re living at your best. It’s not tied to any specific activity, although you can frame it that way strategically and thoughtfully if you’d like.
在定义你的独特能力时，有一句警告。它比你具体做的任何事情都要大得多。更直接地说，你的独特能力是你在最佳状态下处理你所做的事情的独特方式。它与任何特定活动无关，但如果您愿意，您可以战略性地、深思熟虑地以这种方式构建它。

There’s danger in defining your Unique Ability based on a specific skill, such as writing. 10x jumps are often require a great evolution in your Unique Ability, so you want to avoid putting yours in a box.
根据特定技能（例如写作）定义您的独特能力存在危险。10 倍跳跃通常需要你的独特能力得到很大的进化，所以你要避免把你的独特能力放在盒子里。

As decision-making expert Annie Duke stated in her book Quit: “When your identity is what you do, then what you do becomes hard to abandon, because it means quitting who you are.”23
正如决策专家安妮·杜克（Annie Duke）在她的《退出》一书中所说：“当你的身份是你所做的事情时，那么你所做的事情就变得很难放弃，因为这意味着放弃你是谁。23

It’s best to chunk your Unique Ability beyond any finite game to the higher and more infinite game—which is beyond context or any specific activity. This is you at your essence, and what you’re ultimately doing beneath any specific activity. In this way, I may define my Unique Ability as, “Connecting with truth, internalizing and being transformed by it, and teaching it in such a way that it transforms those who hear it.”
最好将你的独特能力从任何有限游戏中分块到更高、更无限的游戏——这超出了上下文或任何特定活动。这就是你的本质，以及你在任何特定活动之下最终要做的事情。通过这种方式，我可以将我的独特能力定义为，“与真理联系，内化并被它改变，并以它改变那些听到它的人的方式教导它。

Given that Unique Ability is at the core of who you are and thus highly personal, it requires extreme commitment and courage to connect with, develop, and utilize your Unique Ability.
鉴于独特能力是你的核心，因此是高度个人化的，它需要极大的承诺和勇气来连接、发展和利用你的独特能力。

If it doesn’t feel like you’re radically exposing yourself, then it’s not Unique Ability.
如果感觉你没有彻底暴露自己，那么它就不是独特能力。

If it’s not transforming you rapidly, it’s not Unique Ability.
如果它不能快速改变你，那就不是独特能力。

If it doesn’t feel like play and raw creativity, it’s not Unique Ability.
如果感觉不像游戏和原始创造力，那就不是独特能力。

If the rabbit hole doesn’t go far down, it’s not Unique Ability.
如果兔子洞没有深入很远，那就不是独特能力。

If you’re not innovating, breaking rules, and changing boundaries for what “reality” means in a particular discipline or craft, then it’s not Unique Ability.
如果你没有创新、打破规则并改变“现实”在特定学科或工艺中意味着什么的界限，那么它就不是独特能力。

The scariest and most exciting thing you’ll ever do is be your truest self, holding nothing back, and with no apology. This is how you develop mastery in your Unique Ability.
你做过的最可怕、最令人兴奋的事情就是做最真实的自己，毫不掩饰，不道歉。这就是你掌握独特能力的方式。

What about you?
你呢？

What is your Unique Ability?
你的独特能力是什么？

What is the unique value you provide to others, which no one else can?
您为他人提供的独特价值是什么，而其他人无法做到？

What is the 10x jump that excites you most, which requires you go all-in on your Unique Ability to realize?
最让你兴奋的 10 倍跳跃是什么，它需要你全力以赴地发挥你的独特能力来实现？

What’s the 80 percent of your life keeping you busy but unproductive, because it’s keeping you outside your Unique Ability?
你生命中 80% 的时间让你忙碌但效率低下，因为它让你超出了你的独特能力？

Create Transformational Relationships Where All Parties Are “The Buyer”
建立变革性关系，让各方都是“买家”

“The only man I know who behaves sensibly is my tailor; he takes my measurements anew each time he sees me. The rest go on with their old measurements and expect me to fit them.”
“我认识的唯一一个行为明智的人是我的裁缝;每次看到我时，他都会重新测量我的尺寸。其余的人继续他们的旧尺寸，并希望我能适应它们。

— GEORGE BERNARD SHAW

When P-Rod was offered the initial sponsorship with Nike, he knew what he wanted. He wanted to have a signature pro-model shoe as part of the deal.
当 P-Rod 获得耐克的最初赞助时，他知道自己想要什么。作为交易的一部分，他想拥有一双标志性的职业模特鞋。

Even though getting a highly lucrative opportunity with Nike was a life-changing opportunity, if P-Rod didn’t get that signature shoe as part of the deal, he was happy to walk away.
尽管在耐克获得一个利润丰厚的机会是一个改变生活的机会，但如果 P-Rod 没有得到那双签名鞋作为交易的一部分，他很乐意离开。

P-Rod knew what he wanted.
P-Rod 知道他想要什么。

He wasn’t desperate.
他并没有绝望。

He was operating out of want, not need.
他是出于匮乏，而不是需要。

He was clear on the standards he held for himself, which he himself chose, irrespective of what anyone else thought or suggested.
他很清楚自己对自己的标准，这是他自己选择的，而不管其他人怎么想或建议。

Because P-Rod’s Unique Ability as a skateboarder and artist was becoming so valuable, he was confident calling the shots in his life. He had that confidence. He knew what he brought to the equation. He knew what he could do. He knew there was no competition.
因为 P-Rod 作为滑板手和艺术家的独特能力变得如此宝贵，他有信心在自己的生活中发号施令。他有这种信心。他知道自己给等式带来了什么。他知道自己能做什么。他知道没有竞争。

He’d gone 10x multiple times before.
他之前已经多次达到 10 倍。

He’d transformed himself and his life again and again—watching his Unique Ability become profound, undeniable, and exciting.
他一次又一次地改变了自己和他的生活——看着他的独特能力变得深刻、不可否认和令人兴奋。

He was playing his own game.
他在玩自己的游戏。

He was playing the infinite game.
他在玩无限的游戏。

He was free.
他自由了。

He continually applied the 10x process to transform his life, evolve his Unique Ability, and expand his freedom. As a result, he could be increasingly “choosey” and selective about what worked for him and what didn’t. He wasn’t desperate to be in any partnerships or relationships, because he understood the value of his Unique Ability and he was operating based on want, not need.
他不断应用 10 倍过程来改变他的生活，发展他的独特能力，并扩大他的自由。因此，他可能会越来越“挑剔”，选择什么对他有用，什么对他无效。他并不迫切地想要建立任何伙伴关系或关系，因为他了解自己独特能力的价值，而且他是根据需求而不是需要来运作的。

This takes us one level further into Dan Sullivan’s strategic mindsets, which he teaches only the highest level of entrepreneurs. This next concept is one Dan calls Always Be the Buyer.24 There is a fundamental and crucial distinction between what Dan calls a “Buyer” or a “Seller.”
这让我们进一步了解了丹·沙利文的战略思维，他只教给最高水平的企业家。下一个概念是 Dan 称之为 Always Be the Buyer。24 丹所说的“买方”或“卖方”之间有一个根本而关键的区别。

Being the Buyer means you have clear standards for yourself, and you know what you want. The opposite is being a Seller, where you’re desperate to be in a particular situation because you think you need it.
成为买家意味着您对自己有明确的标准，并且您知道自己想要什么。相反的是成为卖家，你迫切希望处于特定情况下，因为你认为你需要它。

As the Seller, you’ll twist yourself into uncomfortable shapes to be accepted. You’re unclear on and uncommitted to your intrinsically crafted standards. You continually lower or change your standards to “get the sale.”
作为卖家，你会把自己扭曲成不舒服的形状才能被接受。你不清楚，也不致力于你内在制定的标准。你不断降低或改变你的标准以“获得销售”。

In every social situation, you’re either being a Buyer or a Seller.
在每种社交场合，您要么是买家，要么是卖家。

The difference between a Buyer and a Seller is the Buyer can walk away.
买方和卖方之间的区别在于买方可以走开。

The Buyer is not desperate to be there.
买方并不迫切希望在那里。

The Buyer is the one who does the rejecting, whereas the Seller is the one who gets rejected.
买方是拒绝的人，而卖方是被拒绝的人。

P-Rod was totally willing to walk away from Nike if he didn’t get exactly what he wanted.
如果 P-Rod 没有得到他想要的东西，他完全愿意离开耐克。

P-Rod was the Buyer.
P-Rod 是买家。

Together, he and Nike formed a transformational relationship and collaboration that has now spanned 17 years, 10 signature shoes, and millions of sold pairs. Together, both P-Rod and Nike have innovated and evolved many times, expanding far beyond what they initially considered or planned when the partnership was formed.
他和耐克共同建立了一种变革性的关系和合作，至今已有 17 年，推出了 10 款签名鞋，并售出了数百万双鞋。P-Rod 和耐克共同经历了多次创新和发展，远远超出了他们在建立合作伙伴关系时最初考虑或计划的范围。

The only reason they’ve continued to evolve and expand so much is because P-Rod was the Buyer. Had he been the Seller, he would have lost his confidence and conviction toward what he most wanted. This would have impacted everything he did, even his skating. Since how you do anything is how you do everything.
他们继续发展和扩张如此之多的唯一原因是因为 P-Rod 是买家。如果他是卖家，他就会对自己最想要的东西失去信心和信念。这会影响他所做的一切，甚至是他的滑冰。因为你做任何事情的方式就是你做每件事的方式。

Once you allow yourself to be the Seller, then you’re selling yourself short. You’re letting some finite game define who you are and what you can do. You’re being externally, not internally, driven. You’re operating based on perceived need, not want.
一旦你允许自己成为卖方，那么你就是在卖空自己。你让一些有限的游戏来定义你是谁以及你能做什么。你是由外部驱动的，而不是内部驱动的。你是根据感知到的需求而不是想要来运作的。

To go 10x, you must be the Buyer.
要获得 10 倍，您必须是买家。

Then, as the Buyer, you form transformational collaborations with other Buyers—wherein the whole becomes infinitely different and better than the sum of all parts.
然后，作为买家，您与其他买家形成变革性合作——其中整体变得无限不同，并且比所有部分的总和更好。

As Dan Sullivan explains:
正如丹·沙利文（Dan Sullivan）所解释的那样：

“When you have a buyer mindset, you continually use your best learning from all of your experiences to create standards about what will be useful to your future and what won’t be. You always want to be upgrading your present based on the best standards you’ve created. There are always a lot of possibilities, and you have a bigger and better future plan, and that’s why you have to use the standards you’ve built to determine the best opportunities, including who will be useful for you to collaborate with. Potential collaborators have to be resonant with where you’ve determined you’re going and with how you’re developing yourself out of higher levels of capability. Your bigger commitments are going to require courage, and while you’re going through a stage that requires courage, you’ll want to be in relationships with people who are also committed and in a courage stage—people who are always growing.”25
“当你有买家心态时，你就会不断地从所有经验中学到最好的东西来制定标准，说明什么对你的未来有用，什么对你的未来没有用。您总是希望根据您创建的最佳标准来升级您的礼物。总是有很多可能性，你有一个更大更好的未来计划，这就是为什么你必须使用你建立的标准来确定最佳机会，包括谁对你有用与你合作。潜在的合作者必须与你确定要去的地方以及你如何从更高水平的能力中发展自己产生共鸣。你更大的承诺将需要勇气，当你正在经历一个需要勇气的阶段时，你会希望与同样忠诚且处于勇气阶段的人建立关系——那些总是在成长的人。25

In transformational relationships where everyone is the Buyer, payoffs are not necessarily equal for all parties, but the payoffs are uniquely exciting and 10x from the perspective of each person involved.
在每个人都是买家的转型关系中，各方的回报不一定是平等的，但从每个人的角度来看，回报是独特的令人兴奋的，是 10 倍的。

These types of relationships are “compelling offers” for all parties involved.
这些类型的关系对所有相关方来说都是“令人信服的报价”。

If being in the relationship isn’t a compelling offer, one that offers 10x transformation and growth, then it’s a no-go for a Buyer.
如果建立这种关系不是一个令人信服的提议，一个能提供 10 倍转型和增长的提议，那么这对买家来说是不行的。

All participants bring different and unique value to the table. They are positioned differently and ultimately want different things from the collaboration. Trying to make the payoffs equal or “fair” is a transactional approach and fails to appreciate the uniqueness of each participant’s individual context, vision, and desires.
所有参与者都为餐桌带来了不同和独特的价值。他们的定位不同，最终希望从合作中得到不同的东西。试图使回报平等或“公平”是一种交易方法，无法理解每个参与者的个人背景、愿景和愿望的独特性。

You know a relationship is transformational when neither party feels they are losing, and neither party feels they are getting the “upper hand” in the deal.
你知道，当双方都不觉得自己在输，也没有觉得自己在交易中占据“上风”时，一段关系就是变革性的。

When someone feels they are “losing,” they’re being a Seller.
当有人觉得自己“输了”时，他们就是卖家。

In transformational relationships, there are no losers. Everyone wins in the ways they want, and no justification is required for what each party wants.
在变革关系中，没有失败者。每个人都以自己想要的方式获胜，每一方想要什么都不需要任何理由。

In these types of relationships, everyone wins if the relationship continues transforming from 10x jump to 10x jump. Everyone loses if the relationship ends because one or both parties shift from 10x to 2x. When momentum shifts to keeping things status quo, 10x transformation halts.
在这些类型的关系中，如果关系继续从 10 倍跳跃转变为 10 倍跳跃，每个人都会获胜。如果关系结束，每个人都会输，因为一方或双方从 10 倍转变为 2 倍。当势头转向维持现状时，10 倍转型就会停止。

To requote Dr. James Carse in Finite and Infinite Games:
重复引用詹姆斯·卡斯博士在《有限游戏与无限游戏》中的话：

“A finite game is played for the purpose of winning, an infinite game for the purpose of continuing the play. . . Finite players play within boundaries; infinite players play with boundaries. . . Only that which can change can continue.”26
“有限游戏是为了获胜而进行的，无限游戏是为了继续游戏。有限玩家在边界内玩 ;无限玩家玩边界 ......只有能够改变的东西才能继续下去。26

When you’re in a finite game, you’re playing the game.
当你在有限的游戏中时，你就是在玩游戏。

When you’re in the infinite game, you’re continuously changing the game.
当你在无限游戏中时，你就会不断改变游戏。

Being an infinite-player means you’re striving to continue playing and transforming the game.
作为一名无限玩家意味着您正在努力继续玩和改变游戏。

Only that which can continue can compound and grow exponentially.
只有能够继续下去的东西才能复合并呈指数级增长。

Only that which can change can continue.
只有能够改变的东西才能继续下去。

Only that which effectively adapts can successfully evolve and not be filtered-out.
只有有效适应的才能成功进化，而不是被过滤掉。

Evolution and compounding go hand-in-hand.
进化和复利是相辅相成的。

If something comes to an end, then so do the compounding effects. The only way for something to continue, and thus experience compounding and transformational results, is by effectively evolving.
如果某件事结束了，那么复合效应也会结束。让某件事继续下去，从而体验复合和变革结果的唯一途径是有效地发展。

If something stops evolving, it will eventually stop compounding.
如果某物停止进化，它最终会停止复利。

As Naval Ravikant said, “Play long-term games with long-term people. All returns in life, whether in wealth, relationships, or knowledge, come from compound interest.”27
正如海军拉维坎特所说，“与长期的人进行长期游戏。人生的所有回报，无论是财富、人际关系还是知识，都来自复利。27

This is why the infinite game is so crucial.
这就是为什么无限博弈如此重要的原因。

Infinite players are continually transforming and elevating themselves and their Unique Ability based on want, not need. They then form 10x or 100x synergistic and compounding relationships that transform and elevate all parties in desired ways.
无限玩家不断根据需求而不是需要来改造和提升自己和他们的独特能力。然后，他们形成 10 倍或 100 倍的协同和复合关系，以所需的方式改变和提升各方。

Chapter Takeaways
章节要点

Society trains people to believe freedom and creativity are scarce resources to compete for. This is not true because money is a finite resource, while wealth is an infinite resource.
社会训练人们相信自由和创造力是可供竞争的稀缺资源。事实并非如此，因为金钱是一种有限的资源，而财富是一种无限的资源。

When you choose freedom over security, then you embrace a life where you choose exactly what you want, rather than vying for what you think you need.
当你选择自由而不是安全时，你就会拥抱一种生活，你选择你想要的东西，而不是争夺你认为你需要的东西。

Living a life based on intrinsic wants enables an abundance mindset that allows you to create the wealth and life you want, without needing to justify to anyone why you want what you want.
过着基于内在需求的生活可以带来丰富的心态，让你创造你想要的财富和生活，而不需要向任何人证明你为什么想要你想要的东西。

Living a life based on external needs enables a scarcity mindset that causes you to compete for the limited resources you believe you need. People who live based on need feel they have to justify their actions so that others will accept them.
基于外部需求的生活会产生一种稀缺心态，导致你争夺你认为自己需要的有限资源。以需要为生的人觉得他们必须为自己的行为辩护，以便其他人接受他们。

You must make a choice here and now: Will you continue living in the “needing” world where you must compete for scarce resources and justify everything you do, or will you embrace the “wanting” world where you freely choose, create, and get what you want?
你必须此时此地做出选择：你是继续生活在“需要”的世界里，你必须争夺稀缺资源并证明你所做的一切是合理的，还是会拥抱“想要”的世界，在那里你可以自由选择、创造和得到你想要的东西？

You can only go 10x by embracing a purely wanting approach to life, because 10x isn’t inherently something anyone needs, but only something you can have if you choose the freedom to want and create it.
你只能通过接受一种纯粹想要的生活方式来达到 10 倍，因为 10 倍本质上不是任何人都需要的东西，而只有当你选择想要和创造它的自由时你才能拥有的东西。

Your Unique Ability is a central and core aspect of who you are, which can only be uncovered and developed by embracing what you most want.
你的独特能力是你是谁的核心和核心方面，只有通过拥抱你最想要的东西才能发现和发展。

Your Unique Ability is the way in which you provide the most value for other people, which no one else could ever replicate even if they wanted to.
你的独特能力是你为他人提供最大价值的方式，即使其他人想复制，也无法复制。

Your Unique Ability is more valuable and exciting than any specific industry or skill, though it can be utilized effectively toward specific activities such as teaching, leading, strategizing, etc. Overly linking your Unique Ability to any single activity, such as teaching, will inhibit your ability to evolve both yourself and your Unique Ability to higher levels. Your Unique Ability is what drives your best and most exciting performance.
您的独特能力比任何特定行业或技能更有价值和令人兴奋，尽管它可以有效地用于教学、领导、战略制定等特定活动。将你的独特能力与任何单一活动（例如教学）过度联系起来，会抑制你将自己和你的独特能力发展到更高层次的能力。你的独特能力是推动你最好、最令人兴奋的表现的动力。

Being in a flow state occurs when you embrace your Unique Ability because you’re not overly editing yourself based on external approval, attachment to outcomes, etc. Instead, you’re just purely free to be and do and create as you want and in the way you want. You’re completely free and energized as a result and the byproduct is inspired creativity. This is also why and how you transform and expand your Unique Ability to otherworldly levels, wherein you become uniquely skilled and masterful at what you do.
当你拥抱自己的独特能力时，就会出现心流状态，因为你没有根据外部认可、对结果的依恋等过度编辑自己。相反，你只是纯粹自由地随心所欲地做事和创造。因此，你完全自由和充满活力，副产品是激发创造力。这也是你为什么以及如何将你的独特能力转化和扩展到超凡脱俗的水平，在那里你在你所做的事情上变得独特的技能和精通。

To become a true master at what you do, you can’t merely be an expert at something. Expertise is the ability to do something well. Mastery is the ability to do something uniquely well. A master is someone who can never be replicated, they can only be learned from. Embracing your Unique Ability is how you develop Mastery as a person, and become the highest and most genuine version of yourself.
要成为你所做的事情的真正大师，你不能仅仅是某件事的专家。专业知识是把某件事做好的能力。精通是把某件事做得独特的能力。大师是永远无法复制的人，他们只能向他们学习。拥抱你的独特能力是你发展作为一个人的精通，并成为最高和最真实的自己的方式。

When you embrace and take your Unique Ability seriously, you immediately remove yourself from ever competing with anyone again. You appreciate the truth that you and everyone else are unique individuals who can never be replicated. Rather than trying to be like other people, your objective becomes to peel away the layers impeding you from being the most expansive and evolved version of yourself—the “David.”
当你接受并认真对待你的独特能力时，你会立即不再与任何人竞争。你明白这样一个事实，即你和其他人都是永远无法复制的独特个体。你的目标不是试图变得像其他人一样，而是剥开阻碍你成为最广阔、最进化的自己——“大卫”的层层。

Your Unique Ability is never a finished product and evolves dramatically with each 10x jump you make.
你的独特能力从来都不是成品，它会随着你每跳 10 倍而显着发展。

Letting go of the 80 percent and fully embracing the 20 percent that most excites (and most scares) you will take you much closer to your Unique Ability.
放下 80% 并完全拥抱最令人兴奋（和最害怕）的 20%，您将更接近您的独特能力。

As you develop your Unique Ability to profound levels, you’ll have increased freedom to dictate the situations and opportunities in your life. Rather than desperately being in situations you don’t truly want, you only embrace the situations and opportunities where your Unique Ability is valued, but also, where your Unique Ability can be most transformed and expanded.
当你将你的独特能力发展到深刻的水平时，你将有更多的自由来决定你生活中的情况和机会。与其拼命地处于你并不真正想要的境地，不如只拥抱你的独特能力受到重视的情况和机会，也拥抱你的独特能力可以得到最大转化和扩展的地方。

To get additional resources on clarifying and developing your Unique Ability, visit www.10xeasierbook.com
要获取有关澄清和发展您的独特能力的其他资源，请访问 www.10xeasierbook.com

CHAPTER 4
第4章

UNCOVER YOUR 10x PAST TO CLARIFY YOUR 10x FUTURE
揭开你的 10 倍过去，澄清你的 10 倍未来

You’ve Done It Before and You’ll Do It Again
你以前做过，你会再做一次

◆ ◆ ◆

“You can’t connect the dots looking forward, you can only connect them looking backwards. So, you have to trust that the dots will somehow connect in your future. You have to trust in something: your gut, destiny, life, karma, whatever. Because believing that the dots will connect down the road will give you the confidence to follow your heart, even when it leads you off the well-worn path.”
“你无法将向前看的点连接起来，你只能向后看将它们连接起来。因此，您必须相信这些点会在您的未来以某种方式连接起来。你必须相信一些东西：你的直觉、命运、生命、业力等等。因为相信这些点会在路上连接起来，会让你有信心追随自己的内心，即使它会让你偏离陈旧的道路。

— STEVE JOBS1
— STEVE JOBS 1

While writing this book, I asked my friends, family, and clients to read the early drafts.
在写这本书时，我请我的朋友、家人和客户阅读早期草稿。

One friend, a relatively small entrepreneur, mentor, and dear friend of mine, told me that he loved the concepts but ultimately, he didn’t believe the book was for him. “I’m not looking for the level of transformation and commitment you’re describing in this book, Ben. I guess I prefer 2x over 10x as a way of life.”
一位朋友，一位相对较小的企业家、导师和我的好朋友，他告诉我，他喜欢这些概念，但最终，他不相信这本书适合他。“我不是在寻找你在这本书中描述的转变和承诺水平，本。我想我更喜欢 2 倍而不是 10 倍作为一种生活方式。

I saluted this dear friend of mine, agreeing that this book is not for everyone. And that’s completely fine. 10x as a way of life may not be for you. If you’ve made it this far into this book, you’re probably clear whether 10x is for you.
我向我这位亲爱的朋友致敬，同意这本书并不适合所有人。这完全没问题。10x 作为一种生活方式可能不适合你。如果你已经读到这本书，你可能很清楚 10 倍是否适合你。

Or maybe you’re still on the fence.
或者也许你仍然持观望态度。

If the idea of 10x perplexes or discourages you, continue reading. This chapter will help.
如果 10 倍的想法让您感到困惑或气馁，请继续阅读。本章会有所帮助。

Another one of my friends who read the first 100 pages while the book was still a rough draft was both inspired and frustrated by what he read. It’s not that he disagreed with the premise. On the contrary, he said the concept of 10x was actually incredibly clear and simple.
我的另一个朋友在这本书还是草稿时读了前 100 页，他对他所读的内容既受到启发又感到沮丧。这并不是说他不同意这个前提。相反，他说 10 倍的概念实际上非常清晰和简单。

The concept frustrated him because he realized he wanted to live a 10x life—but to do so, he’d need to make some serious changes. He’d need to completely alter the trajectory of his career.
这个概念让他感到沮丧，因为他意识到自己想要过上 10 倍的生活——但要做到这一点，他需要做出一些重大的改变。他需要彻底改变自己的职业生涯轨迹。

Here’s what he said when I asked what he thought of the book:
当我问他对这本书的看法时，他是这样说的：

“I come at it from two different places: my personal life and my career. For me personally, the concept of 10x is inspiring and I feel like something I could really get behind to improve my life and my relationships. I particularly appreciate how you frame it as qualitative rather than quantitative. It’s not about the numbers but how you fundamentally transform. But from the view of a middle manager at a Fortune 500, publicly traded company, I can’t help but be completely frustrated. Not by your writing or the 10x concept itself, but from the complete impracticality of actually trying to implement it from where I sit. There are so many layers of bureaucracy that make change in a large organization so difficult. So really what I take from reading those first 100 pages is another nudging that I need to make a career shift. I just haven’t been able to figure out what I would like to shift to. Coming full circle, I need to better define what I want.”
“我来自两个不同的地方：我的个人生活和我的事业。就我个人而言，10 倍的概念很鼓舞人心，我觉得我真的可以支持它来改善我的生活和人际关系。我特别欣赏你如何将其描述为定性而不是定量。这与数字无关，而是你如何从根本上转变。但从财富 500 强上市公司的中层管理人员的角度来看，我不禁感到完全沮丧。不是因为你的写作或 10 倍概念本身，而是因为从我所处的位置实际尝试实现它完全不切实际。有如此多的官僚主义层次使得大型组织中的变革变得如此困难。因此，我从阅读前 100 页中得到的真正好处是我需要进行职业转变的另一种推动。我只是无法弄清楚我想转向什么。绕了一圈，我需要更好地定义我想要什么。

To be clear, this book was written with high-level entrepreneurs in mind, who not only have a great deal of freedom in their lives but also who continually seek and create greater freedom in their lives and trajectories.
需要明确的是，这本书是为高水平企业家而写的，他们不仅在生活中拥有很大的自由，而且在自己的生活和轨迹中不断寻求和创造更大的自由。

10x is fundamentally about freedom.
10 倍从根本上讲是关于自由的。

The freedom to be, live, and create what you want and how you want.
自由地成为、生活和创造你想要的和你想要的方式。

Freedom obviously isn’t free. It requires extreme self-honesty, commitment, and courage. It requires peeling away the layers of fear and attachment that would keep you 2x and living a life based on need, not want. It takes owning the consequences of your wins and losses, as well as the consequences of not being understood by many of those around you.
自由显然不是免费的。它需要极度的自我诚实、承诺和勇气。它需要剥去恐惧和依恋的层层，这些恐惧和依恋会让你保持 2 倍，过着基于需要而不是匮乏的生活。这需要承认你的输赢的后果，以及你周围许多人不理解的后果。

Therefore, my friend, who is not an entrepreneur, isn’t the directly intended audience of this book. That said, my response to him is the same as if I was talking to a high-level entrepreneur: Wherever you are now, going 10x from here will require a total remodeling of both yourself and your business.
因此，我的朋友不是企业家，不是本书的直接目标受众。也就是说，我对他的回应就像我和一位高级企业家交谈一样：无论你现在身在何处，从这里开始增长 10 倍都需要对你自己和你的企业进行彻底的重塑。

You can’t go 10x with the same model you have now. This includes not only your business and strategic model but also your mental models and identity as well.
你不能用你现在拥有的相同型号来达到 10 倍。这不仅包括您的业务和战略模型，还包括您的心智模型和身份。

Going 10x will transform everything in your life if you fully embrace it.
如果你完全接受 10 倍，它将改变你生活中的一切。

If you want to 10x, you have to radically change 80 percent of your life. This is a scary thought.
如果你想实现 10 倍，你必须从根本上改变你生活的 80%。这是一个可怕的想法。

How could you mentally survive such a sacrifice?
你怎么能在精神上幸存下来？

In our book The Gap and The Gain, Dan Sullivan and I present a counterintuitive mindset shift that makes letting go of your 80 percent not only possible, but fun.
在我们的书中差距与收获，丹·沙利文和我提出了一种违反直觉的思维方式转变，它使放弃 80% 不仅成为可能，而且变得有趣。

If you stay stuck in what Dan calls “the gap,” 10x won’t be an enjoyable experience for you. 10x will actually be detrimental to your mental and physical well-being, as well as all of your relationships, if you say in the gap.
如果你一直停留在 Dan 所说的“差距”中，那么 10 倍对你来说将不是一种愉快的体验。如果你说在间隙中，10 倍实际上会损害你的身心健康，以及你所有的关系。

You may be able to go 10x a time or two while in the gap. But frankly, you’ll be a shell of who you could have become, because the gap keeps you living for external rewards, rather than your intrinsic desires. It keeps you chasing, not living. It keeps you feeling awful about yourself, not confident and with momentum.
在间隙中，您也许可以一两次进行 10 次。但坦率地说，你将成为你本可以成为的人的外壳，因为这种差距让你为外在的回报而活，而不是你内在的欲望。它让你继续追逐，而不是活下去。它让你对自己感觉很糟糕，不自信，没有动力。

Only by learning to live and embrace “the gain” will 10x become a truly enjoyable and ongoing journey for you. But not only that, by being in the gain, you’ll also take far more from every experience you have in life—the good, bad, and ugly. You’ll learn to take every experience and turn it to your gain such that you’re constantly and quickly getter better and wiser, and never plateauing.
只有学会生活并拥抱“收获”，10x 才会成为您真正愉快且持续的旅程。但不仅如此，通过获得收益，你还会从生活中的每一次经历中获得更多的东西 ——好的、坏的和丑陋的。你将学会利用每一次经历并将其转化为你的收获，这样你就会不断快速地变得更好、更明智，并且永远不会停滞不前。

After helping you more fully understand the difference between the gap and the gain, and why being in the gain is vital for living a 10x life, this chapter will help you recontextualize your past from a gain perspective. Specifically, you’ll learn a simple technique for better seeing and appreciating the 10x jumps you’ve already made as a person and entrepreneur to get where you are now.
在帮助您更充分地理解差距和收益之间的区别，以及为什么处于收益中对于过上 10 倍的生活至关重要之后，本章将帮助您从收益的角度重新了解您的过去。具体来说，您将学习一种简单的技巧，以更好地看到和欣赏您作为个人和企业家已经取得的 10 倍跳跃，以达到现在的位置。

After helping you frame your previous 10x jumps, we will then dive into two powerful models that will help you clarify, in extreme specificity and excitement, the next 10x jumps you want to make. By clarifying your next 10x jumps, you’ll also clarify where you want to more fully develop and transform your Unique Ability.
在帮助您构建之前的 10 倍跳跃之后，我们将深入研究两个强大的模型，它们将帮助您以极其具体和兴奋的方式阐明您想要进行的下一个 10 倍跳跃。通过阐明你接下来的 10 倍跳跃，你还将阐明你想在哪些方面更充分地发展和转化你的独特能力。

Let’s begin.
让我们开始吧。

The Gap and The Gain
差距和收益

“Your level of capability in the future depends upon your measurement of achievements in the past. You can’t move forward and grow until you’ve acknowledged how far you’ve come and have properly measured your gains.”
“你未来的能力水平取决于你对过去成就的衡量。除非你承认自己已经走了多远并正确衡量你的收益，否则你无法前进和成长。

— DAN SULLIVAN2
— DAN S ULLIVAN2

While leading a Strategic Coach workshop over 25 years ago—in the mid 1990s—Dan Sullivan made an important realization. He noticed that despite having objectively achieved a lot over the previous 3–12 months, many of his entrepreneurial clients de-valued that progress. Said another way, they were dissatisfied and even emotionally negative toward what they’d accomplished.
25 年前（即 1990 年代中期）在领导战略教练研讨会时，丹·沙利文（Dan Sullivan）做出了一个重要的认识。他注意到，尽管在过去 3-12 个月中客观上取得了很大成就，但他的许多创业客户却贬低了这一进步。换句话说，他们对自己所取得的成就感到不满，甚至在情感上消极。

One client in particular was so negative that Dan came up with a model that became The Gap and The Gain. Dan was asking the group of entrepreneurs to reflect on and discuss the progress they’d made personally and as a business the previous 90 days, since their last workshop.
特别是一位客户非常消极，以至于丹想出了一个模型，后来成为 “差距”和“收益 ”。Dan 要求这群企业家反思和讨论自上次研讨会以来，他们在过去 90 天内个人和企业所取得的进展。

This client was insistent that absolutely nothing positive had occurred since they’d last met.
这位客户坚持认为，自从他们上次见面以来，绝对没有发生任何积极的事情。

“Nothing?” Dan asked.
“什么都没有？”丹问道。

“Yes, absolutely nothing,” the man replied.
“是的，绝对没有，”那个人回答。

“Well didn’t you say you’d gotten a new client, and that your team was working on some important projects?”
“嗯，你不是说你得到了一个新客户，而且你的团队正在做一些重要的项目吗？”

“Yes, but that stuff doesn’t matter because we missed a lot of opportunities we should have had. We should be a lot further along than we are now.”
“是的，但这些东西并不重要，因为我们错过了很多我们应该拥有的机会。我们应该比现在走得更远。

This man was in the gap.
这个人就在缝隙里。

The gap is a lens by which you measure what is against what could be. In the gap, you’re measuring what is against what you believe should be.
差距是一个镜头，你用它来衡量什么是与可能的。在差距中，你正在衡量什么与你认为应该是什么相悖。

When you’re in the gap, you’re measuring yourself or your situation against an ideal.
当你处于差距中时，你是在根据理想来衡量你自己或你的处境。

This happens so much that it’s the conventional mode of operating for most people. Take for example, my children, who come to the dinner table when it’s time to eat. Sometimes they’ll get to the table and let out a huge sigh of disappointment that dinner isn’t something else.
这种情况发生得如此之多，以至于这是大多数人的常规作模式。以我的孩子们为例，他们在吃饭时间时来到餐桌前。有时他们会走到餐桌旁，对晚餐不是别的，感到失望的巨大叹息。

Rather than appreciating the meal mom worked hard to make, and the fact that they have a nice home, a nice family, and a warm dinner to eat, they devalue the whole experience because they’re measuring it against some arbitrary ideal in their mind.
他们没有欣赏妈妈辛辛苦苦做的饭菜，没有欣赏他们有一个美好的家、一个美好的家庭和一顿温暖的晚餐可以吃的事实，而是贬低了整个体验，因为他们正在根据他们脑海中的一些武断理想来衡量它。

Now, let me be really clear, because this is a highly nuanced yet simple idea, which can be easily misunderstood.
现在，让我非常清楚，因为这是一个非常微妙但简单的想法，很容易被误解。

Being in the gain—which we will go into more in a moment—isn’t simply about being grateful for what you have and where you are. Despite not being gratitude, being in the gain does trigger an enormous amount of gratitude among other things, including confidence, wisdom, inspiration, and excitement.
获得收益 ——我们稍后会详细讨论——不仅仅是对你所拥有的和你所处的位置心存感激。尽管不是感恩，但获得收益确实会引发大量的感激之情，包括自信、智慧、灵感和兴奋。

The gap and the gain aren’t about gratitude or lack of gratitude.
差距和收获与感激或缺乏感激无关。

Being in either the gap or the gain is purely about how you’re measuring yourself and your experiences. I’ll detail the effects of measuring yourself in the gap first, then explain the positively transformative effects of measuring yourself (and everything else) in the gain.
处于差距或收益中纯粹取决于你如何衡量自己和你的经历。我将首先详细介绍在差距中衡量自己的效果，然后解释在增益中衡量自己（和其他一切）的积极变革效果。

Dan’s client was measuring himself, his life, his wife, and his business against an ideal in his mind. He was upset and frustrated that he wasn’t where he thought he should be. By measuring himself against his ideal, not only was he devaluing where he currently was, but he was also devaluing his entire past.
丹的客户正在根据他心中的理想来衡量他自己、他的生活、他的妻子和他的生意。他感到沮丧和沮丧，因为自己没有达到他认为自己应该去的地方。通过用他的理想来衡量自己，他不仅贬低了自己目前所处的位置，而且还贬低了他的整个过去。

When you’re in the gap, then your past becomes a problem. It becomes a nightmare because your past isn’t what it should have been.
当你处于差距中时，你的过去就会成为一个问题。它变成了一场噩梦，因为你的过去不是它应该的样子。

You’re not where you “should” be as a person.
作为一个人，你没有“应该”在的地方。

Having a problematic past doesn’t support creating a bigger future. On the contrary, having negative energy, emotions, and created meaning about your past only perpetuates the fact that your future won’t be any different.
拥有有问题的过去并不支持创造更大的未来。相反，对你的过去拥有负能量、情绪和创造的意义只会延续你的未来不会有任何不同这一事实。

Not surprisingly, this client’s gap mindset ended up corroding and destroying everything he claimed mattered to him, leading to his inevitable divorce and loss of ambition. Eventually, chasing ideals stops being fun when you’ve made it your habit to measure yourself against them, feeling the burden again and again (and again. . .) of never being enough.
毫不奇怪，这位客户的差距心态最终腐蚀和摧毁了他声称对他来说重要的一切，导致他不可避免地离婚并失去雄心壮志。最终，当你养成了与理想进行比较的习惯，一次又一次地（一次又一次）感受到永远不够的负担时，追逐理想就不再有趣了。

When my children were upset about the dinner on the table, they were measuring their experience against an ideal in their mind. As a result, they not only devalued the benefit they’d just received, but they were also worse-off emotionally for having gotten dinner.
当我的孩子们对餐桌上的晚餐感到不安时，他们正在根据他们脑海中的理想来衡量他们的经历。结果，他们不仅贬低了刚刚获得的福利，而且还因为吃了晚饭而在情感上变得更糟。

That’s the disturbing part of being in the gap. You’ve technically made progress but you feel worse as a result, because of the framing you’ve placed on that progress—measuring it against what it should be.
这就是处于间隙中令人不安的部分。你在技术上取得了进步，但结果你感觉更糟，因为你对这种进步的框架——用它应该的来衡量它。

You can be in the gap about anything, and usually people who tend to be in the gap are in the gap a lot. Perhaps the most destructive form the gap can take is when you’re in the gap about other people, wherein you only see where those who support you—like your employees—are not measuring up.
你可以在任何事情上处于差距中，通常倾向于处于差距中的人经常处于差距中。也许这种差距可能采取的最具破坏性的形式是当你对其他人处于差距中时，你只看到那些支持你的人——比如你的员工—— 没有达到标准的地方。

While writing The Gap and The Gain, this point particularly hit me hard. I’m a father of six kids and I realized how often I’m in the gap about my kids, especially the ones we adopted a few years back through the foster system. When I’m in the gap about my kids, I’m measuring them against ideals for where I think they should be. Most sadly, though, when I’m in the gap about my kids, I’m not seeing all the ways they’ve actually grown and progressed—either short-term or long-term—which are substantial.
在写《差距与收获》时，这一点对我打击特别大。我是六个孩子的父亲，我意识到我经常对我的孩子感到不满，尤其是几年前我们通过寄养系统收养的孩子。当我对我的孩子感到不满时，我会根据我认为他们应该在的地方理想来衡量他们。然而，最可悲的是，当我对我的孩子感到不满时，我没有看到他们实际成长和进步的所有方式——无论是短期的还是长期的——这些都是实质性的。

By putting my kids in the gap, not only do I devalue them, but I teach them to devalue themselves. I teach them that their success and happiness are an unreachable ideal, which they can forever pursue but will never indeed realize.
通过让我的孩子陷入困境，我不仅贬低了他们的价值，而且教会了他们贬低自己的价值。我告诉他们，他们的成功和幸福是一个遥不可及的理想，他们可以永远追求，但永远不会真正实现。

Measuring yourself against ideals is a losing battle, even for the most positive and idealistic among us. The reason is simple: ideals aren’t stable. They’re constantly changing based on where you’re presently at.
用理想来衡量自己是一场失败的战斗，即使对于我们当中最积极、最理想主义的人来说也是如此。原因很简单：理想不稳定。它们会根据您当前所处的位置不断变化。

Ideals are like the horizon in the desert.
理想就像沙漠中的地平线。

No matter how many steps you take toward the horizon, it continues extending out ahead of you.
无论你向地平线迈出多少步，它都会继续在你面前延伸。

When you’re measuring yourself against ideals, it’s like measuring yourself against the moving horizon and then being mad at yourself for not being at the horizon.
当你用理想来衡量自己时，就像用移动的地平线来衡量自己，然后因为自己不在地平线上而生气。

News flash: You can’t ever reach the horizon.
新闻快讯：你永远无法到达地平线。

Similarly, you can’t reach your ideals because no matter how far you go, your ideals will always stretch way, way beyond where you’re now at.
同样，你无法实现你的理想，因为无论你走多远，你的理想总是会延伸，远远超出你现在所处的位置。

This doesn’t mean you shouldn’t have ideals. It doesn’t mean ideals aren’t useful. On the contrary, ideals are incredibly useful for providing direction to set spatial and specific goals to progress toward.
这并不意味着你不应该有理想。这并不意味着理想没有用。相反，理想对于为设定空间和具体目标提供方向非常有用。

However, even after you’ve set clear, specific, and measurable goals, it’s still easy to go into the gap. You can go in the gap if you didn’t hit the goal, measuring your progress against the target and feeling like a loser for not having “succeeded.” You can also go into the gap if you did hit the target, measuring your progress against some different ideal beyond or different from the target itself.
然而，即使您设定了明确、具体且可衡量的目标，仍然很容易进入差距。如果你没有达到目标，你可以进入差距，衡量你对目标的进度，并因为没有“成功”而感觉自己像个失败者。如果您确实达到了目标，您也可以进入差距，根据超出目标本身或不同的一些不同理想来衡量您的进步。

Both are destructive.
两者都是破坏性的。

Both are painful.
两者都是痛苦的。

Both corrode the joy you could experience by being in the gain.
两者都会腐蚀你通过获得收益而体验到的快乐。

Fundamentally, the gap is an unhealthy need you’ve placed on something outside of yourself to avoid facing the truth within.
从根本上说，差距是你对自己之外的事物施加的不健康的需求，以避免面对内在的真相。

When you’re in the gap, you think you need the ideal—you need that new car, need that deal, need that new client, need the weather to be better, that bestseller, etc. etc. etc.
当你处于差距中时，你认为你需要理想——你需要那辆新车，需要那笔交易，需要那个新客户，需要天气好一点，那本畅销书等等等等。

No matter how much you achieve or consume, if you’re in the gap, your endless “needing” won’t go away. It will only get worse. The gap can never be satisfied externally even though you may spend your life chasing that mirage.
无论你取得多少成就或消费，如果你处于差距中，你无尽的“需要”不会消失。情况只会变得更糟。这种差距永远无法从外部得到满足，即使你可能一生都在追逐海市蜃楼。

Take, for example, the actor Matthew Perry who starred as Chandler Bing in the television show Friends. In his memoir, Friends, Lovers, and the Big Terrible Thing, Perry describes his lifetime of chasing fame, women, alcohol, and drugs to ultimately fill a gap inside. As he describes:
以演员马修·佩里（Matthew Perry）为例，他在电视节目《老友记》中饰演钱德勒·宾（Chandler Bing）。在他的回忆录《朋友、恋人和可怕的大事》中，佩里描述了他一生追逐名声、女人、酒精和毒品，以最终填补内心空白。正如他所描述的：

“I was pretty sure fame would change everything, and I yearned for it more than any other person on the face of the planet. I needed it. It was the only thing that would fix me. I was certain of it. . . But the magic never lasts; whatever holes you’re filling seem to keep opening back up. (It’s like Whac-A-Mole.) Maybe it was because I was always trying to fill a spiritual hole with a material thing.”3
“我很确定成名会改变一切，我比地球上任何其他人都更渴望它。我需要它。这是唯一能解决我问题的方法。我确信这一点......但魔法永远不会持久;无论你正在填补什么洞，似乎都会不断重新打开。（这就像打地鼠一样。也许是因为我总是试图用物质的东西来填补精神上的空洞。3、

Being in the gap, like any addiction, is a sickness. Entrepreneurs may experience a lifetime of achievement, yet their self-confidence will decrease with every win. Many successful people who adopt this mindset take extreme measures to numb their pain.
像任何成瘾一样，处于间隙中是一种疾病。企业家可能会经历一生的成就，但他们的自信心会随着每一次胜利而下降。许多采用这种心态的成功人士会采取极端措施来麻痹他们的痛苦。

Spoiler alert: The gain is the antidote. But we’ll get to that in a second.
剧透警告：收获是解药。但我们稍后会谈到这一点。

If you stay in the gap, going for 10x will be traumatic. Instead of being motivated by your goals, your goals will burn you out.
如果你停留在差距中，追求 10 倍将是创伤性的。你的目标不会被你的目标所激励，而是会让你筋疲力尽。

Hilariously, many gap-minded entrepreneurs rationalize their mindset, saying it’s the reason they’re successful. Because they’re “never satisfied,” they’re always stretching and reaching for more. All the while, they miss the point that they’re missing the point. Usually not until after it’s too late do they realize they paid too heavy a price to continually chase their ideals, missing this moment right here and right now.
搞笑的是，许多有差距的企业家将他们的心态合理化，说这是他们成功的原因。因为他们“永远不满足”，所以他们总是在伸展并伸手去追求更多。一直以来，他们都错过了他们错过的重点。通常，直到为时已晚，他们才会意识到自己付出了太沉重的代价，无法继续追逐自己的理想，错过了此时此地的这一刻。

Does this mean you shouldn’t go for 10x?
这是否意味着您不应该选择 10 倍？

Does this mean you should let go of all ambitions and goals?
这是否意味着你应该放下所有的野心和目标？

Although that’s the knee-jerk reaction and conclusion many come to—that you should just let go of goals, dreams, and 10x altogether—that’s not what being in the gain is about.
尽管这是许多人得出的下意识反应和结论——你应该完全放弃目标、梦想和 10 倍——但这并不是获得收益的意义所在。

Letting go of your dreams isn’t the answer.
放弃梦想不是答案。

Your life will be bleak and purposeless without massive and stretching 10x goals and meanings to fulfill.
你的生活将是黯淡和毫无目的的，如果没有 10 倍的巨大目标和意义来实现。

So, then what does it mean to be in the gain?
那么，那么获得收益意味着什么呢？

And how can you possibly have both—where you’re stretching and transforming toward huge dreams yet fully happy and satisfied with where you now are?
你怎么可能同时拥有这两者——你正在向着巨大的梦想伸展和转变，但又对你现在所处的位置感到完全快乐和满意？

Again, it all comes down to how you measure yourself and your experiences.
同样，这一切都取决于你如何衡量自己和你的经历。

The gap is a reactive and external approach to measuring yourself and your experiences.
差距是一种被动的外部方法来衡量你自己和你的经历。

The gain is a proactive, creative, and internal approach to measuring yourself and your experiences.
收获是一种积极主动、创造性和内部方法来衡量你自己和你的经历。

When you’re in the gain, you’re never measuring yourself against anything external. You’re only measuring yourself against yourself. More directly, you’re measuring yourself against where you were before.
当你处于收益中时，你永远不会用任何外部的东西来衡量自己。你只是在衡量自己。更直接地说，你是在衡量自己之前的情况。

While in the gain, you have ideals as well as clear and specific goals you’re stretching toward—even 10x goals. But you’re not measuring yourself against those ideals or even against your goals. Instead, you’re only measuring yourself backward against where and who you were before.
在获得收益的同时，你有理想以及你正在努力实现的明确而具体的目标—— 甚至是 10 倍的目标。但你并没有根据这些理想甚至你的目标来衡量自己。相反，你只是在根据你以前的位置和身份来衡量自己。

As Dan states:
正如丹所说：

“The only way to measure the distance you’ve traveled is by measuring from where you are back to the point where you started, not from where you are toward the horizon.”4
“测量你行进的距离的唯一方法是测量从你所在的位置回到你开始的地方，而不是从你向地平线的位置开始。”4、

By measuring yourself backward, you’re actually seeing and appreciating your progress, which is your own. By seeing and appreciating your progress, you feel enormously better and clearer on who you are and where you’re at.
通过向后衡量自己，你实际上是在看到和欣赏你的进步，这是你自己的。通过看到和欣赏自己的进步，你会感觉自己是谁以及自己所处的位置会好得多，也更清楚。

This feeling of confidence and momentum is essential to going 10x. It helps you keep proper perspective of where you’re at and what’s going on. The truth is, you’re making far more progress than it sometimes feels like. Regularly reflecting on, appreciating, and measuring that progress immediately lightens the weight of 10x. It boosts you forward on your best and worst days.
这种自信和动力对于达到 10 倍至关重要。它可以帮助您正确了解自己所处的位置和正在发生的事情。事实是，你取得的进步比有时感觉的要多得多。定期反思、欣赏和衡量这些进步会立即减轻 10 倍的重量。它会在最好和最坏的日子里推动你前进。

But there’s something deeper than merely recognizing and measuring your progress regularly. By regularly measuring yourself backward, you begin to view your past differently. You begin to see “wins” and gains you normally wouldn’t consider “progress.” You start to glean more from your experiences, the good and bad. You squeeze more juice out of your experiences because while in the gain, you’re the one defining what your experiences mean.
但还有比仅仅定期识别和衡量你的进步更深层次的东西。通过定期向后衡量自己，你开始以不同的方式看待自己的过去。你开始看到你通常不会认为“进步”的“胜利”和收获。你开始从你的经历中收集更多，无论好坏。你从你的经历中榨取更多的汁液，因为在获得收益的同时，你是定义你的经历意味着什么的人。

While in the gap, your experiences are driving you. If things aren’t how you ideally want them to be, then you’re the victim.
在差距中，你的经历正在驱使你。如果事情不是你理想中想要的那样，那么你就是受害者。

In the gain, you’re antifragile. Everything happens for you, not to you. Every experience has something to offer. Every moment you learn and become better, not bitter as a result.
在收益中，你是反脆弱的。一切都发生在你身上，而不是发生在你身上。每一种体验都有一些东西可以提供。每时每刻你都在学习并变得更好，而不是因此而痛苦。

Regularly refencing your own progress also helps you truly embrace your own game in life. You’re not competing with anyone. You’re on your own unique path. You’re having your own unique experiences and converting those experiences into new insights, standards, and growth.
定期回顾自己的进步也有助于您真正拥抱自己的生活游戏。你不是在与任何人竞争。你走在自己独特的道路上。您拥有自己独特的体验，并将这些体验转化为新的见解、标准和成长。

Loads of research in psychology and neuroscience backs up Dan’s gain concept. I’ll list just a few:
心理学和神经科学方面的大量研究支持了丹的增益概念。我只列出几个：

Research shows that happiness and positive emotions—especially gratitude—lead to more creative thinking, better decision making, higher performance, and self-determination.5,6,7,8,9,10,11,12 Being in the gain radically boosts positive emotions, gratitude, and appreciation. The emotional signature of the gain is dopamine (i.e., happiness, motivation, and excitement). The emotional signature of the gap is cortisol (i.e., stress and frustration) which hurts performance.
研究表明，幸福和积极的情绪——尤其是感激之情——会带来更多的创造性思维、更好的决策、更高的绩效和自决。5 6 7 8 9 10 11 12 处于收益中会从根本上增强积极情绪、感激和欣赏。收益的情绪特征是多巴胺（即幸福、动力和兴奋）。差距的情绪特征是皮质醇（即压力和沮丧），这会损害表现。

Research shows that confidence is the byproduct of past successes, more than the cause of future success.13 Being in the gain continually boosts your confidence by allowing you to reference your progress. While in the gap, you don’t and can’t appreciate the progress you’ve already made. You can’t see where you’re now at because you’re referencing yourself against continually adjusting external criteria. Only by measuring backward against a clear starting point can you see not only how you got to where you’re at but also where you’re now at. By clarifying and appreciating your progress, your confidence increases, which boosts your imagination and motivation to see and create more gains.
研究表明，信心是过去成功的副产品，而不是未来成功的原因 13 处于收获之中可以让你参考自己的进步，从而不断增强你的信心。当处于差距中时，你不会也无法欣赏你已经取得的进步。你看不到你现在所处的位置，因为你是在参考自己，反对不断调整外部标准。只有根据一个明确的起点向后衡量，您不仅可以看到您是如何到达现在的位置的，还可以看到您现在所处的位置。通过澄清和欣赏你的进步，你的信心会增加，从而增强你的想象力和动力，去看到和创造更多的收获。

Research shows that highly hopeful and motivated people continually take feedback from not achieving their goals to iterate or adjust their pathway forward.14,15 High-hope people take every experience they have as a learning opportunity—no matter the experience. Everything happens for them, not to them. They utilize every experience to improve how they live and approach life. This is pathways thinking, which is taking every experience you have and using it for learning and iteration. Every experience is a perpetual goldmine filled with more and more lessons.
研究表明，充满希望和积极进取的人不断从未能实现目标中获得反馈，以迭代或调整他们的前进道路 14 15 高希望的人将他们的每一次经历都视为学习机会——无论经历如何。一切都发生在他们身上，而不是发生在他们身上。他们利用每一种经历来改善他们的生活方式和生活方式。这就是路径思维，它利用你拥有的每一个经验，并将其用于学习和迭代。每一次经历都是一座永恒的金矿，充满了越来越多的教训。

Practicing a gain mindset is very simple. At the end of each day, you could write down three “wins” you had that day. Those wins could be things you learned (even from things that didn’t go well). They could be literal progress you made toward your goals, even if it was minor progress. It could be experiences you had, such as spending time with your kids.
练习增益心态非常简单。在每天结束时，你可以写下你当天的三个“胜利”。这些胜利可能是你学到的东西（即使是从进展不顺利的事情中学到的）。它们可能是你朝着目标取得的字面意义上的进步，即使它是微小的进步。这可能是您的经历，例如与孩子共度时光。

Whatever you focus on expands.
无论你关注什么，都会扩展。

Whatever you see, you create more of.
无论你看到什么，你都会创造更多。

By focusing on the gains in your life, you’ll begin to feel like you’re always winning. You’ll begin to see and create more gains from every day and every experience. Consequently, you’ll be able to create more gains from every day.
通过专注于生活中的收获，你会开始觉得自己总是在赢。您将开始从每一天和每一次经历中看到并创造更多收获。因此，您将能够从每一天创造更多的收益。

You can measure your gains for all different timeframes. Here are a few questions you could reflect on simply to get yourself into the gain:
您可以衡量所有不同时间范围内的收益。您可以反思以下几个问题，只是为了让自己获得收益：

How have you grown as a person over the past three years?
在过去的三年里，你作为一个人是如何成长的？

What are the biggest things you’ve learned in the past 12 months?
在过去的 12 个月里，你学到的最重要的东西是什么？

What are 10 important things you’ve accomplished in the past 12 months?
在过去的 12 个月里，你完成了哪 10 件重要的事情？

What meaningful experiences have you had in the past 90 days?
在过去的 90 天里，您有哪些有意义的经历？

How are you clearer on your goals and vision than you were 90 days ago?
与 90 天前相比，您的目标和愿景如何更加清晰？

In what ways is your life different and better than it was 30 days ago?
你的生活在哪些方面与 30 天前不同和更好？

What important progress have you made the past seven days?
在过去的七天里，你们取得了哪些重要进展？

What progress have you made in the past 24 hours?
在过去的 24 小时内，您取得了哪些进展？

No matter where you’re currently at in your 10x process, you’re making gains. You’re making more gains than you actually realize. Regularly referencing your gains enables you to see and feel that progress. Taking ownership of your experiences also enables you to transform your experiences into more gains. By learning more from every experience you have, you’ll stop repeating needless errors. You’ll never plateau as a person.
无论您目前处于 10 倍流程的哪个阶段，您都在获得收益。你获得的收益比你实际意识到的要多。定期参考您的收获可以让您看到并感受到这种进步。掌握体验的所有权还使您能够将体验转化为更多收益。通过从您的每一次经历中学到更多，您将不再重复不必要的错误。作为一个人，你永远不会停滞不前。

Even if externally it appears you’ve gone backward, like Dan going bankrupt and getting divorced on the same day, you can turn any experience into a gain. In the gain, rather than being the victim to your experiences and situations, you gratefully learn from every experience and get better.
即使从外表上看，你已经倒退了，比如丹在同一天破产和离婚，你也可以将任何经验转化为收获。在收获中，你不会成为你的经历和处境的受害者，而是感激地从每一次经历中学习并变得更好。

Even something truly terrible could happen—you get hit by a car and become paralyzed. You lose a loved one. Or like the Biblical prophet Job, you seemingly lose everything. All of these things can be for your experience, profit, and learning.
即使是真正可怕的事情也可能发生——你被车撞到瘫痪。你失去了亲人。或者像圣经中的先知约伯一样，你似乎失去了一切。所有这些都可以为您的经验、利润和学习服务。

Turning seeming losses into gains is how you grow and evolve as a person. Once again, humans have an extreme aversion to loss. It’s why we hold on to our 80 percent far longer than we should. Rather than feeling a “loss” whenever you proactively let go of the 80 percent, whatever that may be, now you can better recognize it as a gain.
将看似的损失转化为收益是你作为一个人成长和进化的方式。再一次，人类对失去有极度的厌恶。这就是为什么我们坚持 80% 的时间比我们应该保留的时间要长得多。与其在主动放弃 80% 时感到“损失”，无论那是什么，现在你可以更好地将其视为一种收获。

You’re letting go of something that once brought you value but no longer does so you can now make room for something better.
你正在放弃一些曾经给你带来价值但不再有价值的东西，所以你现在可以为更好的东西腾出空间。

Every time you let go of the 80 percent, you’re gaining massively.
每次你放弃 80% 的人，你都会获得巨大的收益。

A friend recently told me that he’d let go of alcohol as part of his 80 percent that no longer fit his 10x future self. He didn’t see letting go of alcohol as a loss, but a huge gain.
一位朋友最近告诉我，他已经戒掉了酒精，作为他 80% 的一部分，这不再适合他 10 倍的未来自己。他不认为戒酒是一种损失，而是一种巨大的收获。

I believe this perspective of “gaining” by letting go is important because I’ve often seen people overly dramatize and ritualize the letting go of their past identity, past successes, certain activities, or even addictions.
我相信这种通过放手来“获得”的观点很重要，因为我经常看到人们过度戏剧化和仪式化放手他们过去的身份、过去的成功、某些活动，甚至成瘾。

Instead, just embrace the reality that you’re taking a major step forward by letting this thing go—even if it’s something amazing, like a lucrative aspect of your business. It’s literally holding you back at this point! Go forth, my friend, into your 20 percent and let’s see how insane your 10x transformation can be!
相反，只要接受这样一个现实，即通过放弃这件事，你正在向前迈出一大步 ——即使它是令人惊奇的事情，比如你业务的一个有利可图的方面。在这一点上，它确实阻碍了你！我的朋友，继续进入你的 20%，让我们看看你的 10 倍转变有多疯狂！

When you’re in the gain, everything happens for you.
当你处于收益中时，一切都会为你而发生。

You become antifragile.
你变得反脆弱。

Every experience is valuable.
每一次经历都是宝贵的。

You continually learn from every experience.
你不断地从每一次经历中学习。

You’re always getting better, always learning, always taking nuggets from even the most mundane.
你总是在变得更好，总是在学习，总是从最平凡的事情中汲取金块。

You’ve Gone 10x Before: Review Your 10x Jumps and the “20 Percent” of Those Jumps
你以前已经跳过 10 倍了：回顾一下你的 10 倍跳跃和这些跳跃的“20%”

“Time travel backward to the point in your life where you made only one-tenth of what you’re making now. Looking back, could you ever have imagined being where you are right now? Probably not. Just as you probably can’t imagine going 10x in the future. But look at your past, and you can see that you’ve already done it at least once. And you can do it again.”
“时间旅行倒退到你生命中的那个点，你只赚了现在的十分之一。回想起来，你能想象过自己现在的样子吗？可能不会。就像您可能无法想象未来会上涨 10 倍一样。但看看你的过去，你就会发现你至少已经做过一次了。你可以再做一次。

— DAN SULLIVAN16
— DAN S ULLIVAN16

Now that we’ve laid out some of the groundwork of the gain, it’s time to review and reframe your past to better appreciate all the times you’ve gone 10x before.
现在我们已经奠定了一些收益的基础，是时候回顾和重新构建你的过去，以更好地欣赏你之前增长 10 倍的所有时间了。

By seeing 10x more clearly in your own past, you’ll also be able to more clearly see it in your future.
通过在自己的过去中看得更清楚 10 倍，你也将能够在未来更清楚地看到它。

You’ve gone 10x many times.
你已经去了很多次 10 倍了。

Anytime you’ve committed to something you wanted and transformed through that commitment, you went 10x. You made a fundamental and qualitative upgrade that permanently expanded your freedoms and agency.
每当你承诺做你想要的东西并通过这个承诺进行转变时，你就会得到 10 倍。你进行了根本性的质的升级，永久地扩大了你的自由和能动性。

When you went from crawling to walking, you went 10x. You committed and transformed yourself. You can look back and see that at one point, you weren’t able to do something and then you made the transformation.
当你从爬行到行走时，你增加了 10 倍。你承诺并改变了自己。你可以回顾过去，发现在某一时刻，你无法做某事，然后你做出了转变。

When you learned how to speak, you went 10x.
当你学会如何说话时，你增加了 10 倍。

When you learned how to read, you went 10x.
当你学会如何阅读时，你提高了 10 倍。

When you learned how to make friends, you went 10x.
当你学会如何交朋友时，你增加了 10 倍。

Anytime you committed to something beyond what you’d done and transformed through that commitment, you went 10x.
每当你承诺做超出你所做的事情并通过该承诺进行转变时，你就会得到 10 倍。

Learning to drive a car (or fly a plane) is a 10x jump.
学习驾驶汽车（或驾驶飞机）是 10 倍的跳跃。

Becoming an entrepreneur is a 10x jump.
成为一名企业家是 10 倍的飞跃。

Anytime you go 10x, you no longer operate as the same person you did prior to the 10x. You’ve altered your identity, mental models, and way of being. You’ve expanded your Unique Ability.
任何时候你达到 10 倍，你就不再像 10 倍之前那样运作。你已经改变了你的身份、心智模型和存在方式。你已经扩展了你的独特能力。

As a powerful exercise, take some time to reflect back on your previous 10x jumps. Also, reflect on the core 20 percent of each of those jumps—the things that remained when you were one-tenth of where you’re at now. Also reflect on the 80 percent you let go of in each jump you made.
作为一项强大的练习，花一些时间回顾一下你之前的 10 倍跳跃。此外，反思每次跳跃的核心 20%——当你达到现在的十分之一时剩下的东西。还要反思一下你在每次跳跃中放弃了 80%。

By clarifying the 20 percent in each stage, you’ll see how you’ve continually refined your Unique Ability to create 10x freedoms in your life.
通过澄清每个阶段的 20%，您将看到您如何不断完善您的独特能力，从而在您的生活中创造 10 倍的自由。

I’ll provide a few of my last 10x jumps as an example.
我将提供我最近 10 倍跳跃中的一些作为示例。

Committing to serve a two-year church mission was a 10x jump for me. I left on that mission in 2008, and it took almost two years to get myself to a place where I was ready to go.
委身于为期两年的教会宣教对我来说是 10 倍的飞跃。我于 2008 年离开了那个任务，花了将近两年的时间才让自己到达一个我准备好去的地方。

My 20 percent for this 10x jump of getting on my mission was letting go of the trauma and pain of my past, connecting with my own future, connecting to God, and living my life based on my own standards and decisions rather than succumbing to my current situation or peer group.
我对这 10 倍的传教跳跃的 20% 是放下过去的创伤和痛苦，与自己的未来联系，与上帝联系，并根据我自己的标准和决定过我的生活，而不是屈服于我目前的处境或同龄人群体。

My 80 percent for this 10x jump was anything and everything that took me away from that 20 percent. Specifically, my 80 percent was holding on to the grudge and anger against my parents for decisions or mistakes they’d made, many of my high school friends, and all other addictions or distractions that were keeping me 2x at that stage in my life, such as video games.
我对这 80 倍跳跃的 10% 是让我远离这 20% 的任何东西。具体来说，我 80% 的人对我的父母所做的决定或错误、我的许多高中朋友以及所有其他让我在人生的那个阶段保持 2 倍的成瘾或分心的怨恨和愤怒，例如电子游戏。

After returning from that mission, which transformed my life forever, my next 10x jump was getting into Brigham Young University. Given that I’d barely graduated high school before my mission and had no college credits, this was an unrealistic or “impossible” goal, just as getting on my mission was unrealistic considering what I went through in my childhood. BYU is as competitive as many Ivy League universities. You need straight As and elite test scores. I started at Salt Lake Community College in 2010 with the commitment of attending BYU.
从那次永远改变我生活的传教回来后，我的下一个 10 倍跳跃是进入杨百翰大学。鉴于我在传教前才刚刚高中毕业，也没有大学学分，这是一个不切实际或“不可能”的目标，就像考虑到我童年时期所经历的事情，执行任务是不现实的一样。杨百翰大学与许多常春藤盟校一样具有竞争力。您需要全 A 和精英考试成绩。我于 2010 年开始在盐湖社区学院学习，并承诺就读杨百翰大学。

My 20 percent for getting into BYU was becoming an excellent student, taking full responsibility for my results and grades, learning how to navigate systems and politics, and increasing my commitment to my own goals and standards, rather than getting stuck and content with where I was, which is 2x.
我进入杨百翰大学的 20% 是成为一名优秀的学生，对自己的成绩和成绩承担全部责任，学习如何驾驭系统和政治，并增加我对自己目标和标准的承诺，而不是陷入困境并满足于我所处的位置，这是 2 倍。

My 80 percent for this 10x jump was defaulting to old habits, not taking my work and grades seriously, letting my friends dictate my direction, and peer pressure from my employers and others to stay where I was at.
我对这 10 倍跳跃的 80% 默认了旧习惯，不认真对待我的工作和成绩，让我的朋友决定我的方向，以及来自我的雇主和其他人的同伴压力，要求我留在原地。

When I got to BYU in the Fall of 2011, my next 10x was getting married and getting into a PhD program to better my understanding and mastery of psychology—advancing my life and career.
当我在 2011 年秋天进入杨百翰大学时，我接下来的 10 次是结婚并进入博士课程，以更好地理解和掌握心理学——推进我的生活和事业。

The 20 percent was becoming the type of person who could identify and attract my 10x life partner, Lauren, as well as learning psychology and philosophy at an extremely high level. It also became important to learn how to write and research at a PhD level.
这 20% 的人正在成为那种能够识别和吸引我的 10 倍生活伴侣劳伦的人，并以极高的水平学习心理学和哲学。在博士水平上学习如何写作和研究也变得很重要。

The first time I applied to graduate school, I got rejected by 15 different programs. I turned this into a major gain by looking in the mirror and committing to get better, rather than being bitter as a victim.
我第一次申请研究生院时，被 15 个不同的项目拒绝了。我通过照照镜子并承诺变得更好，而不是作为受害者感到痛苦，将这变成了重大收获。

My commitment to learning and getting better enabled me to find a young professor who became one of my greatest friends and mentors, Dr. Nate Lambert. Nate taught me how to research and write with confidence—skills I’m still using to write this book. Together, Nate and I submitted over 15 academic papers for publication, which easily enabled me to get into the best PhD program for me—organizational psychology at Clemson University.
我对学习和变得更好的承诺使我找到了一位年轻的教授，他成为我最好的朋友和导师之一，内特·兰伯特博士。内特教会了我如何自信地研究和写作——我至今仍在用这些技能来写这本书。内特和我一起提交了超过 15 篇学术论文以供发表，这使我很容易进入最适合我的博士课程——克莱姆森大学的组织心理学。

Once at Clemson in the Fall of 2014, my next 10x was growing our family, completing my PhD, and becoming a professional author. Specifically, I committed to getting a six-figure book contract from a major publisher. This was my keystone goal—the one outcome I believed would create much of the freedom and opportunity I wanted. Achieving this one goal would enable me to provide for my family doing what I loved.
2014 年秋天来到克莱姆森大学后，我的下一个 10 倍是壮大我们的家庭、完成我的博士学位并成为一名专业作家。具体来说，我承诺从一家主要出版商那里获得一份价值六位数的图书合同。这是我的主要目标 ——我相信这个结果将创造我想要的大部分自由和机会。实现这一目标将使我能够做我喜欢的事情来养家糊口。

The 20 percent of this 10x was overcoming my fears and anxieties of sharing my ideas and writing publicly, learning to write effectively, learning to write virally, and learning how to build a massive audience and email list of people who wanted more of my writing.
这 10 倍中的 20% 是克服了我对分享我的想法和公开写作的恐惧和焦虑，学习有效地写作，学习病毒式写作，以及学习如何建立大量受众和电子邮件列表，这些人想要更多我的写作。

I started blogging online in Spring of 2015 and wrote hundreds of blog posts. Over the next 18 months, my blogs were read by tens of millions of people and I grew my email list to over 100,000 people. In February of 2017, I got a $220,000 book deal from Hachette, one of the Big-5 New York publishers. Willpower Doesn’t Work, my first major book, was published in March of 2018. One month earlier, in February of 2018, Lauren and I were granted adoption of the three children we’d been fostering the previous three years. Lauren also gave birth to twin girls in December of 2018. In April of 2019, I completed my PhD.
我从 2015 年春天开始在线写博客，并写了数百篇博客文章。在接下来的 18 个月里，我的博客被数千万人阅读，我的电子邮件列表增加到超过 100,000 人。2017 年 2 月，我从纽约五大出版商之一的阿歇特那里获得了价值 220,000 美元的图书合同。《意志力不起作用》是我的第一本重要著作，于 2018 年 3 月出版。一个月前，即 2018 年 2 月，劳伦和我获准收养了我们在过去三年中寄养的三个孩子。劳伦还在 2018 年 12 月生下了双胞胎女孩。2019 年 4 月，我完成了博士学位。

I’m writing these words near the end of 2022 and have gone 10x again since completing my PhD three and a half years ago. Since completing my PhD, I’ve published five bestselling books, including three with Dan Sullivan. I’ve 10xed the amount of money I invest toward retirement. Lauren and I have 10xed our emotional development and maturity toward our children.
我在 2022 年底写下这些话，自三年半前完成博士学位以来，我又增加了 10 倍。自从完成博士学位以来，我出版了五本畅销书，其中包括丹·沙利文（Dan Sullivan）的三本畅销书。我为退休投资的金额增加了 10 倍。劳伦和我对孩子的情感发展和成熟度提高了 10 倍。

My 80 percent of the past three and a half years has been letting go of people-pleasing, saying “Yes” to opportunities or situations I already know aren’t interesting to me, and needing to be right. I’ve also let go of needing to always be productive. I’ve embraced recovery and relaxing, and slowing time down.
在过去的三年半里，我 80% 的时间都在放弃取悦他人，对我已经知道对我不感兴趣的机会或情况说“是”，并且需要是正确的。我也放弃了始终保持高效的工作。我已经接受了恢复和放松，并放慢了时间。

That brings me to the current 10x jump I’m still in the middle of, which I’ve been in the past year or so. My 10x process right now is focused on becoming an amazing and loving husband and father to my six children, writing 10x better and more impactful books that sell millions of copies, and 10xing my financial freedom.
这让我想到了目前我仍然处于中间的 10 倍跳跃，这是我在过去一年左右的时间里一直处于的。我现在的 10 倍过程专注于成为我六个孩子的一个了不起和充满爱心的丈夫和父亲，写出 10 倍更好、更有影响力的书籍，销量达数百万册，并使我的财务自由增加 10 倍。

This is what I personally want.
这是我个人想要的。

Other people’s opinions of my 10x goals don’t really matter.
其他人对我的 10 倍目标的看法并不重要。

This doesn’t mean I don’t listen. It doesn’t mean I’m locked-in and inflexible, or unchangeable. It simply means that I want what I want.
这并不意味着我不听。这并不意味着我被锁定、不灵活或不可改变。这只是意味着我想要我想要的东西。

The same is true for you.
你也是如此。

You get to choose the 10x process and focus you most want in your life, based on the standards and freedoms you want to experience for yourself.
您可以根据您想要亲身体验的标准和自由，选择您生活中最想要的 10 倍过程和专注力。

You don’t have to justify your 10x dreams.
你不必证明你的 10 倍梦想是合理的。

At every 10x stage, there is a 20 percent you’re to focus on and master and an 80 percent that will stop at nothing to keep you where you’re at.
在每个 10 倍阶段，有 20% 的你要专注于和掌握，还有 80% 的你会不惜一切代价让你保持原样。

At each 10x stage, the 20 percent will stack and build upon each 20 percent of your previous 10x stages. Your Unique Ability will continue to develop, often in non-linear and surprising ways.
在每个 10x 阶段，20% 将堆叠并建立在您之前 10x 阶段的每 20% 的基础上。你的独特能力将继续发展，通常是以非线性和令人惊讶的方式。

At each 10x level, your life will get better and freer, yet the 80 percent will not go away, it will only be different. You’ll be tempted and even pressured to shift from 10x to 2x, wherein you allow the continually spawning 80 percent to distract you from going all-in on the next 20 percent.
在每 10 倍的级别上，你的生活会变得更好、更自由，但 80% 不会消失，只会有所不同。你会受到诱惑，甚至有压力从 10 倍转向 2 倍，其中你允许不断生成的 80% 分散你的注意力，让你无法全力以赴接下来的 20%。

Now it’s your turn:
现在轮到你了：

Identify five of your past 10x jumps.
找出你过去 10 次跳跃中的五次。

Give each of your previous 10x jumps a name and a timeline. For example, mine could be named: Getting on the mission (2006-2008), getting into BYU (2010-2011), getting married and into a PhD program (2011-2014), growing my family and becoming a well-paid professional author (2014-2019), 10xing as an author and evolving emotionally as a person (2019-present).
给你之前的 10 次跳跃中的每一次命名和时间线。例如，我的作品可以命名为：开始传教（2006-2008 年）、进入杨百翰大学（2010-2011 年）、结婚并攻读博士课程（2011-2014 年）、壮大我的家庭并成为一名高薪专业作家（2014-2019 年）、作为一名作家和作为一个人在情感上发展（2019 年至今）。

Clarify the 20 percent of each of your 10x jumps, as well as the 80 percent that you let go of at each level.
澄清你每次 10 次跳跃的 20%，以及你在每个级别放弃的 80%。

As you reflect on the 20 percent of each 10x jump you’ve made, reflect on how that 20 percent helped you further develop your Unique Ability.
当你反思你每跳 10 倍的 20% 时，反思这 20% 如何帮助你进一步发展你的独特能力。

Make mapping your previous 10x jumps a habit. Review and further contextualize them regularly. As you study and expand your past, you’ll learn more and more from it, which will better enable you to clarify your 10x future.
让绘制您之前的 10 倍跳跃成为一种习惯。定期审查并进一步了解它们。随着你研究和扩展你的过去，你会从中学到越来越多的东西，这将使你能够更好地阐明你的 10 倍未来。

Staying in the gain is essential fuel, perspective, and happiness that will not only carry you forward on your 10x quests, but it will also ensure you’re making the right 10x jumps moving forward. By “right” 10x jumps, I mean the 10x jumps that you most want, rather than seeking what society, culture, social media, or anyone else has trained you to think you want or need.
保持收益是必不可少的燃料、视角和快乐，它们不仅会推动你完成 10 倍的任务，还会确保你在前进时做出正确的 10 倍跳跃。我所说的“正确”的 10 倍跳跃，是指你最想要的 10 倍跳跃，而不是寻求社会、文化、社交媒体或其他任何人训练你认为你想要或需要的东西。

Being in the gain supports living the life you want, and it helps you appreciate where you are now. You can continue advancing 10x as you want, but you don’t need 10x to be happy or worthy.
获得收益有助于过上你想要的生活，它可以帮助你欣赏你现在所处的位置。你可以随心所欲地继续进步 10 倍，但你不需要 10 倍才能快乐或值得。

You’re in the gain. You’re already happy and worthy.
你正在获益。你已经很快乐了，很值得。

Continuing to go 10x and transform your Unique Ability will simply enrich the happiness you already have.
继续提高 10 倍并改变你的独特能力只会丰富你已经拥有的幸福。

As Thich Nhat Hahn said, “There is no way to happiness—happiness is the way.”
正如一行禅师所说：“ 幸福是没有办法——幸福就是道路。

Take a deep breath.
深吸一口气。

Exhale.
呼气。

You’re in the gain.
你正在获益。

You’re making amazing progress.
你正在取得惊人的进步。

You’re exactly where you should be.
你正是你应该在的地方。

Measuring your gains enables you to frame your past effectively. It also enables you to make your past more concrete and measurable—where you can actually see and appreciate all the progress and growth you’ve made. You’re not the same person you were even last week.
衡量你的收益使你能够有效地构建你的过去。它还使您能够使您的过去更加具体和可衡量——在那里您可以真正看到和欣赏您所取得的所有进步和成长。你甚至不是上周的那个人。

By reflecting on your gains and valuing your progress, you’re now in a better place to think forward about the next 10x jumps you want to make. For the remainder of this chapter, we will dive into two specific ways you can begin conceptualizing your next 10x jump.
通过反思您的收获并重视您的进步，您现在可以更好地考虑您想要进行的下一个 10 倍跳跃。在本章的其余部分，我们将深入探讨两种具体方法，您可以开始构思下一次 10 倍跳跃。

The first is a concept known as “fitness function”—which helps you get hyper-clear and specific about who you want to become.
第一个是被称为“健身功能”的概念——它可以帮助您非常清晰和具体地了解自己想成为什么样的人。

The second concept is a classic tool Dan Sullivan uses to help his entrepreneurs envision 10x, which is imagining your “Dream Check.” Both of these applications—fitness function and Dream Check—will help you better clarify your next 20 percent focus, and where you will use your Unique Ability.
第二个概念是丹·沙利文（Dan Sullivan）用来帮助他的企业家设想 10 倍的经典工具，即想象你的“梦想支票”。这两个应用程序——健身功能和梦境检查——将帮助您更好地明确接下来的 20% 的重点，以及您将在哪里使用您的独特能力。

Define Your “Fitness Function”—You Become What You Focus On
定义你的“健身功能”——你成为你关注的东西

“The biggest understanding and capability you gain from transforming your past experiences into lessons is being able to define your standards. You know what’s acceptable and what’s unacceptable, and this knowledge is what matters most. You create powerful filters of high personal standards by which you determine which ongoing experiences are best for growth.”
“将过去的经验转化为教训，你获得的最大理解和能力是能够定义你的标准。你知道什么是可以接受的，什么是不可接受的，而这些知识是最重要的。你创建了高个人标准的强大过滤器，通过这些过滤器来确定哪些持续的体验最适合成长。

— DAN SULLIVAN
— DAN S ULLIVAN

In computer and evolutionary sciences, fitness function means clarifying the qualities and measurement of a specific objective. Put simply, fitness function clarifies what you’re optimizing for—your chosen standards—and the “fitness” or developmental path required to live those standards.
在计算机和进化科学中，适应度函数意味着阐明特定目标的质量和测量。简而言之，健身功能阐明了您要优化的内容（您选择的标准）以及实现这些标准所需的“健身”或发展路径。

This is vitally important, and understanding fitness function will enable you to better clarify your 20 percent and next-level Unique Ability. It helps you get highly specific about what you want, as well as the specific growth and value you’ll experience.
这一点至关重要，了解健身功能将使您能够更好地阐明您的 20% 和更高级别的独特能力。它可以帮助您非常具体地了解您想要什么，以及您将体验到的具体增长和价值。

Fitness function is similar to looking at the direction and destination of an airplane. A slight tweak in direction—even a few degrees different—over a long enough period of time leads to massive differences. Even being one degree off for a long enough period of time will lead you hundreds or thousands of miles away from your desired destination.
健身功能类似于观察飞机的方向和目的地。在足够长的时间内，方向上的轻微调整——即使是几度不同——都会导致巨大的差异。即使偏离 1 度足够长的时间也会让您远离您想要的目的地数百或数千英里。

The famed German pilot Dieter Utchdorf has explained this principle with the tragic 1979 plane crash in Antarctica. It was a large passenger jet with 257 people on board that left New Zealand for a sightseeing flight to Antarctica and back.
著名的德国飞行员迪特·乌奇多夫（Dieter Utchdorf）用 1979 年南极洲的悲惨飞机失事解释了这一原则。这是一架载有 257 人的大型客机，离开新西兰前往南极洲并返回观光航班。

As Utchdorf explains:
正如 Utchdorf 所解释的那样：

“Unknown to the pilots, however, someone had modified the flight coordinates by a mere two degrees. This error placed the aircraft 28 miles (45 km) to the east of where the pilots assumed they were. As they approached Antarctica, the pilots descended to a lower altitude to give the passengers a better look at the landscape. Although both were experienced pilots, neither had made this particular flight before, and they had no way of knowing that the incorrect coordinates had placed them directly in the path of Mount Erebus, an active volcano that rises from the frozen landscape to a height of more than 12,000 feet (3,700 m). As the pilots flew onward, the white of the snow and ice covering the volcano blended with the white of the clouds above, making it appear as though they were flying over flat ground. By the time the instruments sounded the warning that the ground was rising fast toward them, it was too late. The airplane crashed into the side of the volcano, killing everyone on board. It was a terrible tragedy brought on by a minor error—a matter of only a few degrees.”17
“然而，飞行员不知道的是，有人只修改了两度的飞行坐标。这一错误将飞机置于飞行员假设的位置以东 28 英里（45 公里）处。当他们接近南极洲时，飞行员下降到较低的高度，以便乘客更好地观察风景。尽管两人都是经验丰富的飞行员，但以前都没有进行过这次特殊的飞行，他们也无法知道不正确的坐标将他们直接置于埃里伯斯山的路径上，埃里伯斯山是一座活火山，从冰冻的景观上升到超过 12,000 英尺（3,700 米）的高度。当飞行员继续飞行时，覆盖火山的冰雪的白色与头顶云层的白色融为一体，使他们看起来仿佛在平坦的地面上飞行。当仪器发出地面向他们快速上升的警告时，为时已晚。飞机坠毁在火山的一侧，机上所有人遇难。这是一个小错误造成的可怕悲剧——只有几度的问题。17

Similar to airplanes, but with even greater implications, your fitness function points in the direction you’re ultimately going and simultaneously who you’re ultimately becoming. Even a slight tweak in direction and destination will lead you to become a radically different person than you would have been.
与飞机类似，但具有更大的影响，您的健身功能指向您最终要去的方向，同时指向您最终要成为的人。即使方向和目的地稍作调整，也会让你成为一个与你原本截然不同的人。

The details matter here.
细节在这里很重要。

Your own fitness function will be unique to you, because what you most want and the specific standards by which you define success are also unique to you.
您自己的健身功能对您来说是独一无二的，因为您最想要的东西和定义成功的具体标准对您来说也是独一无二的。

By defining your fitness function, you’ll know where to focus your energy. You’ll know the 20 percent to go all-in on. And you’ll know when you’re being successful.
通过定义您的健身功能，您将知道将精力集中在哪里。你会知道要全力以赴的 20%。你会知道你什么时候成功了。

No one else has the exact same goals or standards you do. Therefore, measuring yourself against someone else’s results or standards is a losing game because you’re not ultimately optimizing for the same thing. You’re not playing the same game . . .
没有其他人有与您完全相同的目标或标准。因此，根据别人的结果或标准来衡量自己是一场失败的游戏，因为你最终并没有针对同一件事进行优化。你不是在玩同一个游戏......

Your standards aren’t the same as anyone else’s.
你的标准和其他人的标准不同。

Your objective isn’t the same.
你的目标不一样。

Your Unique Ability and calling aren’t the same.
你的独特能力和召唤是不一样的。

There is no external competition.
没有外部竞争。

Therefore, measuring yourself against someone else’s results and standards is a sure path to becoming average or good, but never uniquely great, one-of-a-kind, and world-class. You can’t beat someone else at being them, just like someone else cannot beat you at being you.
因此，根据别人的结果和标准来衡量自己是成为平均或优秀的必经之路，但绝不是独一无二的伟大、独一无二的和世界一流的。你无法在成为他们时击败别人，就像其他人无法在成为你时击败你一样。

The scariest and most courageous thing you’ll ever do is to be yourself.
你做过的最可怕、最勇敢的事情就是做你自己。

I’m still learning this lesson, as I often find myself measuring and comparing myself with other authors. Yet, in a recent conversation with my friend and artificial intelligence expert and entrepreneur Howard Getson, I was reminded that my fitness function (what I’m optimizing for—my Unique Ability and calling) is radically different than those other authors’. What they’re going for and what I’m going for are totally different, especially in terms of who we’re becoming.
我仍在学习这一课，因为我经常发现自己正在衡量自己与其他作者进行比较。然而，在最近与我的朋友、人工智能专家和企业家霍华德·盖森的一次谈话中，我被提醒，我的健身功能（我正在优化的东西——我的独特能力和使命）与其他作者的完全不同。他们想要的和我想要的完全不同，尤其是在我们要成为什么样的人方面。

Sure, we may use similar metrics like book sales to measure our progress. But if “book sales” was purely the fitness function of what I was going for, I’d most certainly be writing different books. So, number of books sold isn’t my primary fitness function, though it’s certainly part of what I’m optimizing for.
当然，我们可能会使用类似的指标（例如图书销售）来衡量我们的进度。但如果“图书销售”纯粹是我想要的健身功能，我肯定会写不同的书。因此，售出的书籍数量并不是我的主要健身功能，尽管它肯定是我优化功能的一部分。

My fitness function is different from anyone else’s and highly specific.
我的健身功能与其他人不同，而且非常具体。

So is yours.
你的也是如此。

What are you ultimately going for?
你最终要做什么？

What are you “optimizing” for?
你“优化”的目的是什么？

What level of capability and results do you want to develop and master?
您想发展和掌握什么水平的能力和结果？

What are the standards you want to refine and actualize?
您想要完善和实现哪些标准？

Defining your fitness function is as simple as defining the specific standards or criteria you want to grow into. The criteria you feel called to and want to create.
定义您的适应度函数就像定义您想要成长的特定标准或标准一样简单。你感到被召唤并想要创造的标准。

The more specific your fitness function, the more specialized, nuanced, and valuable you will become.
您的健身功能越具体，您就会变得越专业、越细致、越有价值。

Your agency as a person is based on what you choose to develop yourself into.
你作为一个人的能动性是基于你选择发展自己的样子。

We all will become someone.
我们都会成为某个人。

It’s your responsibility to define what you want and to direct your focus and attention toward that.
你有责任定义你想要什么，并将你的注意力和注意力集中在它上面。

Your fitness function is your filter. It filters not only what’s important and what’s not important. It also filters what you see and what you don’t see—your selective attention.18,19
您的健身功能就是您的过滤器。它不仅过滤重要和不重要的内容。它还过滤你看到的东西和你看不到的东西——你的选择性注意力 18 19

As you clarify the specific 10x transformation you want, that 10x becomes your filter of the world. Over time as you get more committed to it, you not only become more optimized and specialized for that particular thing, but you also begin filtering everything else out.
当你明确你想要的具体 10 倍转换时，这个 10 倍就会成为你对世界的过滤器。随着时间的推移，随着你更加投入，你不仅会变得更加优化和专业化，而且还开始过滤掉其他所有东西。

The economic term for this is opportunity cost.
这方面的经济术语是机会成本。

The evolutionary or biological term for this is atrophy.
进化或生物学术语是萎缩。

You will atrophy and become increasingly unaware in the areas outside your filter.
你会萎缩，并且越来越不注意过滤器之外的区域。

By getting committed to something specific—a chosen fitness function—you become an increasingly specific and unique type of person. You stop seeing, noticing, and paying attention to anything that isn’t relevant to your perceptual filter.
通过致力于特定的事情——选定的健身功能——你会成为一个越来越具体和独特的人。你不再看到、注意到和关注任何与你的感知过滤器无关的东西。

Whatever you focus on expands.
无论你关注什么，都会扩展。

Whatever you focus on, you create more of.
无论你关注什么，你都会创造更多。

Whatever you focus on, you become.
无论你关注什么，你都会成为。

Whatever you focus on, you develop a finer, more nuanced, and more specific understanding of. As author Robert Kiyosaki stated, “Intelligence is the ability to make finer distinctions.”20
无论你关注什么，你都会对它产生更精细、更细致、更具体的理解。正如作家罗伯特·清崎所说，“智力是做出更精细区分的能力。20

“Finer distinctions” describes a finer and more nuanced understanding of a particular thing. The more you pay attention to and focus on something, the finer the distinctions you develop for that particular thing. Take football, for example. Someone who is merely a casual fan watching a game isn’t watching the same game as someone who really understands the game.
“更精细的区别”描述了对特定事物的更精细、更细致的理解。你越关注和关注某件事，你对该特定事物的区别就越精细。以足球为例。一个只是一个看比赛的普通球迷和真正了解比赛的人看的比赛不同。

The person who understands the game will see far more nuance and meaning—finer distinctions—within every facet of the game than the casual watcher. They’ll recognize important subtleties that the casual observer won’t notice, such as whether or not the left tackle on one team is the starter or the backup. The implications of even the seemingly smallest details will be gargantuan to the person making finer distinctions. The person with greater understanding sees and understands the situation more systemically, recognizing that even small tweaks to even small individual parts can create massive and non-linear changes to the overall whole.
与不经意的观察者相比，了解游戏的人会在游戏的各个方面看到更多的细微差别和意义—— 更精细的区别。他们会识别出不经意的观察者不会注意到的重要细微之处，例如一支球队的左截锋是首发还是替补。即使是看似最小的细节，对于做出更精细区分的人来说，其影响也是巨大的。理解力更强的人会更系统地看待和理解情况，认识到即使是对单个部分的微小调整也会对整体造成巨大的非线性变化。

The scientific term for this level of systemic thinking is the Butterfly Effect, a concept initially developed by mathematician and meteorologist Edward Norton Lorenz, who used the analogy of the exact time and path of a tornado being influenced by minor vibrations such as a distant butterfly flapping its wings several weeks earlier.21,22,23,24
这种系统思维水平的科学术语是蝴蝶效应，这个概念最初由数学家和气象学家爱德华·诺顿·洛伦兹提出，他使用了龙卷风的确切时间和路径受到微小振动影响的类比，例如远处的蝴蝶几周前拍打翅膀。21,22,23,24

Seeing finer distinctions is the difference between high definition and low definition—the difference between mastery and excellence, or less. One has far more detail and precision. But also, one has unique angles and connections made through study and commitment, whereas the other person only has a surface-level perspective.
看到更精细的区别是高清和低清晰度之间的区别——精通和卓越或更少之间的区别。一个具有更多的细节和精确度。而且，一个人通过学习和承诺建立了独特的角度和联系，而另一个人只有表面的观点。

Consider driving: When you first learn, your conscious mind is required to pay extreme attention to each little aspect, such as signaling when changing lanes. But as you drive more and more, you group multiple aspects of driving together in your memory such that you can unconsciously perform literally hundreds of individual tasks at the same time. The parts have integrated into a new whole.
考虑开车：当你第一次学习时，你的意识需要对每一个小方面都给予极大的关注，比如变道时发出信号。但是随着你开车的次数越来越多，你会在记忆中将驾驶的多个方面组合在一起，这样你就可以无意识地同时执行数百项单独的任务。这些部分已经融入了一个新的整体。

When viewing a particular situation—such as a car accident—the experienced driver has a better understanding of what may have occurred than a newbie driver who will have a surface-level and likely inaccurate understanding of the what and why of a particular situation.
在查看特定情况（例如车祸）时，经验丰富的司机比新手司机更了解可能发生的事情，新手司机对特定情况的内容和原因有表面的、可能不准确的理解。

The author and learning expert Josh Waitzkin describes this idea of finer distinctions and developing a more granular and systemic level of mastery in his book The Art of Learning.25
作者兼学习专家乔什·维茨金（Josh Waitzkin）在他的《学习的艺术》一书中描述了这种更精细的区分和发展更精细和系统化的掌握水平的想法。25

Josh grew up a chess prodigy and went on to become a chess champion. He then shifted his interests to various forms of martial arts, wherein he also went on to become world champion.
乔什从小就是国际象棋神童，后来成为国际象棋冠军。然后，他将兴趣转向各种形式的武术，并继续成为世界冠军。

“Making Smaller Circles” is how Josh describes cultivating finer distinctions—which is a process of zooming further and further into something. The better you understand and experience something, the more your brain chunks your understanding together with other things. The psychological term for this is automaticity and it’s how you go from consciously doing something to mastering it on the unconscious level.26,27
“制作更小的圆圈”是乔什描述培养更精细的区别的方式——这是一个越来越深入某事的过程。你对某件事的理解和体验越好，你的大脑就越能将你的理解与其他事物结合在一起。心理学术语是自动性，它是你如何从有意识地做某事到在无意识层面上掌握它。26,27

As Josh describes:
正如乔什所描述的：

“Most people would be surprised to discover that if you compare the thought process of a Grandmaster to that of an expert (a much weaker, but quite competent chess player), you will often find that the Grandmaster consciously looks at less, not more. That said, the chunks of information that have been put together in his mind allow him to see much more with much less conscious thought. So he is looking at very little and seeing quite a lot. . . Now think of me, Josh, competing against a less refined martial artist. Let’s say I am in the process of instigating a throw that involves six technical steps. My opponent will experience an indecipherable flurry of action, while for me the six external steps of the throw are just the outer rim of a huge network of chunks. Our realities are very different. I am ‘seeing’ much more than he is seeing. . . Experientially, because I am looking at less, there are, within the same unit of time, hundreds of frames in my mind, and maybe only a few for my opponent (whose conscious mind is bogged down with much more data that has not yet been internalized as unconsciously accessible). I can now operate in all those frames that he doesn’t even see.”
“大多数人会惊讶地发现，如果你将特级大师的思维过程与专家（一个弱得多但相当称职的国际象棋棋手）的思维过程进行比较，你经常会发现特级大师有意识地看得更少，而不是更多。也就是说，在他脑海中拼凑的大量信息让他能够用更少的有意识的思考看到更多。所以他看的很少，看到的却很多......现在想想我，乔什，正在与一位不太精致的武术家竞争。假设我正在发起涉及六个技术步骤的投掷。我的对手会经历一连串难以辨认的动作，而对我来说，投掷的六个外部步骤只是一个巨大的块网络的外缘。我们的现实非常不同。我“看到”的比他看到的要多得多......从经验上讲，因为我看的更少，所以在相同的时间单位内，我的脑海中有数百帧，而对于我的对手来说，也许只有几帧（他们的意识被更多的数据所困扰，这些数据尚未被内化为无意识地可访问）。我现在可以在他甚至看不到的所有画面中进行作。

What does all of this have to do with 10x and clarifying your 20 percent?
所有这些与 10 倍和澄清你的 20% 有什么关系？

Put bluntly, as a person, you are now in the process of becoming someone specific. You are optimizing for something—whatever your standards are—even if that something isn’t well defined or intentioned. You’re making finer distinctions and developing expertise in whatever you’re focusing on. In our world of distraction, many people are developing finer distinctions and expertise in random things like celebrities’ lives, video games, etc.
坦率地说，作为一个人，你现在正处于成为特定人物的过程中。你正在针对某件事进行优化 ——无论你的标准是什么——即使那个东西没有明确定义或意图。你正在做出更精细的区分，并在你所关注的任何事情上发展专业知识。在我们这个分心的世界里，许多人正在对名人的生活、电子游戏等随机事物发展出更精细的区别和专业知识。

Whatever you focus on expands.
无论你关注什么，都会扩展。

Whatever you focus on, you develop finer distinctions in.
无论你关注什么，你都会在其中发展出更精细的区别。

Whatever you focus on, you create more of.
无论你关注什么，你都会创造更多。

Whatever you focus on, you become in an increasingly specific way to the exclusion of all else.
无论你关注什么，你都会以一种越来越具体的方式变得排除其他一切。

The number one goal of life is developing mastery in your Unique Ability and thus living out your unique calling and purpose at the highest possible level. There is no end or ultimate “arrival” to this process. It’s a continuing process of developing higher value and quality of freedom in all key areas, and doing so in your own unique way.
人生的首要目标是掌握你的独特能力，从而在尽可能高的水平上实现你独特的使命和目标。这个过程没有终点或最终的“到来”。这是一个持续的过程，在所有关键领域发展更高的价值和质量的自由，并以您自己独特的方式做到这一点。

The more specific you get in what you want, the clearer will be the 20 percent rabbit hole you go down.
你对你想要的东西越具体，你掉进去的 20% 的兔子洞就会越清楚。

Whatever you pay most attention to becomes your filter to the world. Your attention filters what you see and what you don’t see. It also reflects who you will eventually become.
无论你最关注什么，都会成为你通往世界的过滤器。你的注意力过滤了你看到的东西和你没有看到的东西。它还反映了你最终会成为什么样的人。

Your continued focus develops extremely fine distinctions and expertise in whatever you commit yourself to. Thus, in defining your 10x, you want to be as specific as possible about how you define and measure success (i.e., your “standards”).
你的持续专注会在你致力于的任何事情上发展出极其精细的区别和专业知识。因此，在定义你的 10x 时，你希望尽可能具体地定义和衡量成功（即你的“标准”）。

Your standards will be your own.
你的标准将是你自己的。

Your 10x transformation will also be your own.
你的 10 倍转变也将是你自己的。

Who you become will be incomparable and unique to anyone else.
你成为的人将是其他人无法比拟和独一无二的。

Your 10x transformation will become highly specific. It will also make you into someone more specific—and more valuable and unique.
你的 10 倍转变将变得非常具体。它还会让你成为更具体、更有价值、更独特的人。

What about you?
你呢？

What are you optimizing for?
您针对什么进行优化？

What do you ultimately want to be and do?
你最终想成为什么样的人，做什么？

What standards do you want to create and realize?
您想创建和实现哪些标准？

What minimum standards—such as the level of client you work with or time it takes to run a marathon—will help you adapt and evolve to where you want to be?
哪些最低标准 ——例如与您合作的客户水平或跑马拉松所需的时间——将帮助您适应并发展到您想要达到的目标？

What is your fitness function—the capabilities and results you want to be able to produce and master?
你的健身功能是什么——你希望能够产生和掌握的能力和结果？

Define Your “Dream Check”
定义你的“梦想支票”

“To get rich you need to get yourself in a situation with two things, measurement and leverage. You need to be in a position where your performance can be measured, or there is no way to get paid more by doing more. And you have to have leverage, in the sense that the decisions you make have a big effect . . . I think everyone who gets rich by their own efforts will be found to be in a situation with measurement and leverage. Everyone I can think of does: CEOs, movie stars, hedge fund managers, professional athletes. A good hint to the presence of leverage is the possibility of failure. Upside must be balanced by downside, so if there is big potential for gain there must also be a terrifying possibility of loss. CEOs, stars, fund managers, and athletes all live with the sword hanging over their heads; the moment they start to suck, they’re out. If you’re in a job that feels safe, you are not going to get rich, because if there is no danger there is almost certainly no leverage.”
“要致富，你需要让自己处于两件事的境地，衡量和杠杆。你需要处于一个可以衡量你的绩效的位置，否则就没有办法通过做更多的事情来获得更多的报酬。而且你必须有影响力，从某种意义上说，你所做的决定会产生很大的影响......我想，每一个靠自己的努力致富的人，都会发现处于有衡量和杠杆的境地。我能想到的每个人都这样做：首席执行官、电影明星、对冲基金经理、职业运动员。杠杆存在的一个很好的提示是失败的可能性。上行必须与下行相平衡，因此，如果有很大的收益潜力，也必须有可怕的损失可能性。首席执行官、明星、基金经理和运动员都活着，剑悬在头上;当他们开始吸吮的那一刻，他们就出局了。如果你从事一份感觉安全的工作，你就不会致富，因为如果没有危险，几乎肯定没有筹码。

— PAUL GRAHAM28

Despite growing up so poor that for a time his family lived in their Volkswagen van on a relative’s lawn, Jim Carrey believed in his future. Every night in the late 1980s, Carrey would drive way up into the Hollywood Hills that looked down over Los Angeles. He would park his car, look down over the city, and visualize directors valuing his work. At the time, he was a broke and struggling young comic.
尽管金凯瑞从小就很穷，有一段时间他的家人住在亲戚草坪上的大众面包车里，但他相信自己的未来。在 1980 年代后期，每天晚上，凯瑞都会开车前往俯瞰洛杉矶的好莱坞山。他会停好车，俯瞰整个城市，想象导演们对他的作品的重视。当时，他是一个破产且苦苦挣扎的年轻喜剧演员。

One night in 1990, while looking down on Los Angeles and dreaming of his future, Carrey wrote himself a check for $10 million and put in the notation line “for acting services rendered.” He dated the check for Thanksgiving 1995 and stuck it in his wallet.
1990 年的一个晚上，凯瑞俯视洛杉矶并梦想着自己的未来，给自己写了一张 1000 万美元的支票，并写上了“为提供的表演服务”的符号。他将支票日期记在 1995 年感恩节，并将其塞进钱包。

He gave himself five years to become the type of person whose Unique Ability was valued at that price.
他给了自己五年的时间，成为那种以这种价格看重独特能力的人。

Just before Thanksgiving of 1995, he got paid $10 million for Dumb and Dumber.
就在 1995 年感恩节之前，他凭借《阿呆与阿瓜》获得了 1000 万美元的片酬。

Jim Carrey was highly specific in the standards he set for himself. His wasn’t a random evolution but a highly conscious and specific one, based on the fitness function he chose for himself.
金凯瑞为自己设定的标准非常具体。他不是随机进化，而是基于他为自己选择的健身功能而高度自觉和具体的进化。

As a person and actor, he went 10x many times.
作为一个人和演员，他多次达到 10 倍。

He transformed himself and his Unique Ability over and over through full commitment to his dream and calling.
他通过完全致力于自己的梦想和使命，一次又一次地改变了自己和他的独特能力。

He became a true master of his craft. No one else could do what he did.
他成为了真正的手艺大师。没有其他人能做到他所做的事情。

One way Dan Sullivan helps entrepreneurs clarify their next 10x, and thus illuminates where to develop their Unique Ability further, is what he calls the “Dream Check.” Jim Carrey applied this principle—writing a Dream Check of $10 million to do a single movie—to become one of the most unique and successful comedian actors of his time.
丹·沙利文（Dan Sullivan）帮助企业家澄清他们的下一个 10 倍，从而阐明在哪些方面进一步发展他们的独特能力，这就是他所说的“梦想检查”。金·凯瑞运用这一原则——写一张 1000 万美元的梦想支票来拍一部电影——成为他那个时代最独特、最成功的喜剧演员之一。

There is good money and bad money.
有好钱，也有坏钱。

Freedom of Money is about quality money, wherein you’re making money in the most exciting, energizing, and transformational way possible—by utilizing and further mastering your Unique Ability.
金钱自由是关于优质货币的，通过利用和进一步掌握您的独特能力，您可以以最令人兴奋、最充满活力和最具变革性的方式赚钱。

Think about the largest check you were ever paid to do something that you felt was exciting, and ultimately play.
想想你做一些你觉得令人兴奋的事情，并最终玩了，你收到了最大的支票。

You got paid to do something you would have done for free.
你通过做一些你本来可以免费做的事情而获得报酬。

Being paid for your Unique Ability is living your dream. It’s also increasingly important if you want to make bigger 10x leaps, individually and as a business. If an entrepreneur doesn’t 10x the value and impact of their Unique Ability, the whole business will falter and struggle. Moreover, the whole team will follow the entrepreneur’s lead and be caught-up in the busy 80 percent that isn’t energizing and isn’t where they can be their best.
为您的独特能力获得报酬就是实现您的梦想。如果您想实现更大的 10 倍飞跃，无论是个人还是企业，这一点也变得越来越重要。如果企业家不能将其独特能力的价值和影响力提高 10 倍，那么整个企业就会步履蹒跚和挣扎。此外，整个团队将追随企业家的领导，陷入忙碌的 80% 中，这并不令人振奋，也不是他们可以发挥最佳水平的地方。

The more you develop your Unique Ability, the higher the value the right people will place on it.
你发展得越多，合适的人就会对它给予更高的价值。

The more you invest in your Unique Ability, the more 10x transformations you will make. Your Unique Ability is how you transform yourself again and again into the most unique, valuable, and true form of yourself. Unique Ability is how you create unique wealth and value, which others will happily pay increasing amounts of finite money for.
你对独特能力的投入越多，你进行的 10 倍转变就越多。你的独特能力是你如何一次又一次地将自己转变为最独特、最有价值和最真实的自己。独特能力是你创造独特财富和价值的方式，其他人会很乐意为此付出越来越多的有限金钱。

Your Dream Check can point the way to what you focus on and optimize yourself for. It clarifies your 20 percent that you’ll go all-in on. By going all-in, you’ll become 10x more capable in that 20 percent, which is highly specific and nuanced, not broad.
您的梦想检查可以为您指明关注点并优化自己的目标。它阐明了你将全力以赴的 20%。通过全力以赴，你将在这 20% 的能力提高 10 倍，这是高度具体和细致入微的，而不是广泛的。

Having a Dream Check also gamifies 10x, making it a fun adventure.
拥有梦想检查还可以将游戏化 10 倍，使其成为一次有趣的冒险。

Your Dream Check shows you exactly the Unique Ability you are to develop, such that being paid the seemingly unrealistic or absurd amount of money is actually not crazy at all. With the level of Unique Ability you acquire, it actually feels totally normal and natural to be paid at that level, even though right now it seems and feels unfathomable.
你的梦想支票准确地向你展示了你要发展的独特能力，因此获得看似不切实际或荒谬的金额实际上一点也不疯狂。以你获得的独特能力水平，在那个水平上获得报酬实际上感觉完全正常和自然，尽管现在它看起来和感觉深不可测。

What is your Dream Check?
你的梦想支票是什么？

Michelangelo continued getting bigger and more exciting commissions to do projects that not only resonated with his Unique Ability, but were a profoundly challenging yet exciting opportunity to further develop and expand it.
米开朗基罗继续获得更大、更令人兴奋的委托，以完成项目，这些项目不仅与他的独特能力产生共鸣，而且是一个极具挑战性但令人兴奋的机会，可以进一步发展和扩展它。

For me, my dream check would be being paid $15 million to write a highly niched and specialized book with the right collaborator. Fifteen million dollars is almost exactly 10x the check I’ve been paid to write a book that excited, scared, and energized me.
对我来说，我梦想的支票是获得 1500 万美元，与合适的合作者一起写一本高度小众和专业化的书。1500万美元几乎正好是我写一本让我兴奋、害怕和充满活力的书所得到的支票的10倍。

Here’s the key question I’d have to ask myself to take my Dream Check seriously:
这是我必须问自己的一个关键问题，以便认真对待我的梦想支票：

“What kind of value would I need to provide wherein it would be a total no-brainer and extreme bargain to the right person to pay me $15 million to write a book for/with them?”
“我需要提供什么样的价值，对于合适的人来说，付给我 1500 万美元为他们/与他们一起写一本书，这完全是理所当然的、极端的讨价还价？”

Just being honest about myself. If I were to legitimately be paid $15 million to write a book, a few things would need to be true. For it to make sense, the value would need to be 5–10x the price, so it would need to translate to at least $75–150 million in value. To do that, the book would need to bring that level of positioning and business to the person or organization I’m collaborating with.
只是对自己诚实。如果我要合法地获得 1500 万美元来写一本书，那么有几件事需要是真实的。为了使其有意义，价值需要是价格的 5-10 倍，因此它需要至少转化为 75-1.5 亿美元的价值。为此，这本书需要将这种级别的定位和业务带到与我合作的个人或组织中。

If I was collaborating just with a book publisher, that would mean I’d need to sell 5–10 million copies of the book, since each book provides only a few bucks profit for the publisher. This is why celebrities like the Obamas can get a $60 million book deal.29 The expectation is that millions of copies will be sold and thus it’s a no-brainer for the publisher.
如果我只与图书出版商合作，那就意味着我需要卖出 5-1000 万册这本书，因为每本书只为出版商提供几美元的利润。这就是为什么像奥巴马夫妇这样的名人可以获得 6000 万美元的图书交易。29 预计会售出数百万册，因此这对出版商来说是理所当然的。

If I was collaborating with a high-end business leader, I might only need to sell a few thousand of the right copies. This particular business may charge hundreds of thousands or even millions of dollars for their specialized service, and thus, they only need dozens or potentially hundreds of “sales” to make the $15 million investment a no-brainer.
如果我与高端商业领袖合作，我可能只需要卖出几千份合适的副本。这家特定的企业可能会为他们的专业服务收取数十万甚至数百万美元的费用，因此，他们只需要数十或可能数百次“销售”就可以使 1500 万美元的投资变得轻而易举。

This brings us back to fitness function.
这让我们回到健身功能。

It also begs a question Dan encourages you to ask yourself: Who do you want to be a hero to?
这也引出了一个问题，丹鼓励你问自己：你想成为谁的英雄？

Ask yourself your own version of this question, for it illuminates your fitness function, 20 percent, and the focus of your Unique Ability development.
问问自己这个问题的你自己版本，因为它阐明了你的健身功能，20%，以及你独特能力发展的重点。

First, you define your Dream Check.
首先，您定义您的梦想支票。

This Dream Check should be ballpark 10x what you’ve been paid to this point for a Unique Ability project. This is a massive, even absurd, amount of money to be paid for something that would ultimately be extreme play and transformational for you to do.
这个梦想检查应该是你迄今为止为独特能力项目获得的报酬的 10 倍。这是一笔巨大的、甚至荒谬的钱，要为最终对你来说是极限游戏和变革性的事情支付。

Then you ask yourself these two questions:
然后你问自己这两个问题：

What specific value would I need to provide such that my Dream Check would be a no-brainer and extreme bargain for the person who would happily pay me?
我需要提供什么具体价值，以便我的梦想支票对于愿意付钱给我的人来说是一个不费吹灰之力且极度划算的交易？

What would need to be true of my Unique Ability to be valuable enough that someone would see it as a no-brainer and extreme bargain to write and pay me my Dream Check?
我的独特能力需要什么才足够有价值，以至于有人会认为写并支付我的梦想支票是理所当然的、极端的讨价还价？

In order to provide that level of value, you would have to become 10x better and more specific in your Unique Ability. You’d have to be able to produce 10x value for the person who wants it—whatever specific results those are.
为了提供这种价值水平，你必须在独特能力上变得更好、更具体。你必须能够为想要它的人创造 10 倍的价值 ——无论具体结果是什么。

Who do you want to collaborate with?
你想和谁合作？

Who do you want to create specialized value with and for?
您想与谁一起为谁创造专业价值？

What kind of Unique Ability would you need to have for you to get that Dream Check?
你需要什么样的独特能力才能获得梦想支票？

What specialized skills and abilities and results do you want to create and develop?
您想创造和发展哪些专业技能、能力和成果？

10x is about better, not bigger.
10 倍是更好的，而不是更大的。

Hence, to get your Dream Check, you’d become 10x better and more valuable in some unique and specific way to whomever you want to be a hero to.
因此，为了获得你的梦想支票，你会以某种独特而具体的方式变得更好，对任何你想成为英雄的人来说都更有价值。

What would your 20 percent be—where you’d go all-in to further master your Unique Ability and transform yourself into the kind of person where getting that Dream Check isn’t just crazy, but feels completely natural?
你的 20% 会是什么——你会全力以赴进一步掌握你的独特能力，并将自己转变为那种获得梦想支票不仅疯狂，而且感觉完全自然的人？

If the idea of “Dream Check” doesn’t resonate with you—then think of some specific mountain top or peak experience that does. For example, maybe you want to have some year-round family trip, or finish an ultra-marathon in a particular time, or complete some other massive achievement or adventure that is far more relevant and important to you than money.
如果“Dream Check”的想法没有引起您的共鸣，那么想想一些特定的山顶或山峰体验。例如，也许您想进行一些全年的家庭旅行，或者在特定时间完成超级马拉松，或者完成其他一些比金钱更相关和更重要的重大成就或冒险。

The point is: Is this a 10x adventure that would also develop your Unique Ability and transform your life?
关键是：这是一次 10 倍的冒险，同时也能发展你的独特能力并改变你的生活吗？

Is this what you most want to do, regardless of what other people think?
这是你最想做的事情吗，不管别人怎么想？

Chapter Takeaways
章节要点

Many high achievers are prone to being in “the gap,” wherein they constantly measure themselves and their experiences against unreachable ideals. This makes them feel terrible and unsuccessful, regardless of what they’ve achieved.
许多高成就者容易陷入“差距”，他们不断地根据遥不可及的理想来衡量自己和自己的经历。这让他们感到糟糕和不成功，无论他们取得了什么成就。

Ideals are like a horizon in the desert. They provide illumination and direction but are unreachable. No matter how many steps you take toward the horizon, it will continually move out of reach. Ideals are the same. They are useful for direction, but you shouldn’t measure yourself against them.
理想就像沙漠中的地平线。它们提供照明和方向，但无法到达。无论你向地平线走多少步，它都会不断地遥不可及。理想是一样的。它们对方向很有用，但你不应该用它们来衡量自己。

Being in the gain is a twofold concept that enables you to effectively measure your progress and transform every experience you have into greater learning, meaning, and growth.
获得收益是一个双重概念，它使您能够有效地衡量您的进步，并将您拥有的每一次经历转化为更大的学习、意义和成长。

To be in the gain, you only measure your progress backward against where you were before. You never measure yourself against anything external—whether that be your own ideals or other people.
为了获得收益，你只能根据之前的水平向后衡量你的进步。你从不用任何外部事物来衡量自己——无论是你自己的理想还是其他人。

If you’re living in “the gap,” then going for 10x growth will be a nightmare for you and everyone around you. Firstly, you won’t recognize, value, or appreciate the progress you’re making along the way, since you’ll be measuring yourself against continually moving and unreachable ideals. Secondly, being in the gap alienates you from those around you, making life a drag and “success” an impossibility for them and you. Third, without transforming every experience you have along the way into learning and growth, you won’t continually get 10x better and more unique, which is what 10x is fundamentally all about.
如果你生活在“差距”中，那么追求 10 倍的增长对你和你周围的每个人来说都是一场噩梦。首先，你不会认识、重视或欣赏你一路走来取得的进步，因为你将根据不断变化和遥不可及的理想来衡量自己。其次，处于差距中会让你与周围的人疏远，使生活成为拖累，让他们和你都无法“成功”。第三，如果不将你一路上的每一次经历转化为学习和成长，你就不会不断变得更好和更独特，而这正是 10 倍的根本意义所在。

People tend to have an inflated aversion to loss, which can make letting go of your 80 percent feel painful. However, when you see it properly from a gain perspective, you realize that letting go of your 80 percent—whatever that may be—is actually a huge gain! Letting go of something that’s no longer serving you is a massive step forward!
人们往往对失去有过度的厌恶，这会让你的 80% 感到痛苦。然而，当你从增益的角度正确地看待它时，你就会意识到放弃你的 80%——无论那是什么——实际上是一个巨大的收获！放弃不再为你服务的东西是向前迈出的一大步！

One application of a “gain” mindset is reviewing your previous 10x jumps. In so doing, you can also clarify the 20 percent of each stage, as well as the 80 percent you powerfully let go of.
“增益”心态的一种应用是回顾你之前的 10 倍跳跃。通过这样做，您还可以澄清每个阶段的 20%，以及您有力地放弃的 80%。

By reflecting on your previous jumps and “connecting the dots backward,” you’ll firstly see that you’ve gone 10x many times before. This will normalize 10x for you, helping you see that you can continue going 10x in the future, as you have in the past. Additionally, in examining the 20 percent of each 10x jump, you’ll be able to see and appreciate how you’ve been developing your Unique Ability to this point.
通过反思你之前的跳跃并“向后连接点”，你首先会看到你之前已经跑了 10 倍很多次了。这将为您标准化 10 倍，帮助您看到未来可以像过去一样继续提高 10 倍。此外，在检查每 20 次跳跃的 10% 时，您将能够看到并欣赏到目前为止您是如何发展您的独特能力的。

Accurately and powerfully measuring your progress backward enables you to more fully understand and appreciate your own past. This also helps you better clarify and contextualize your future—the non-linear 10x jumps you now feel most excited and ready to make.
准确而有力地衡量你的倒退进步，使你能够更充分地理解和欣赏自己的过去。这也可以帮助您更好地阐明和背景化您的未来——您现在感到最兴奋并准备好进行的非线性 10 倍跳跃。

In reflecting on your next 10x jump, one helpful concept is called fitness function—which asks the question: What are you optimizing for? Fitness function clarifies the qualities you want to develop and the standards by which you measure progress and success. Whatever you focus on you become.
在反思你的下一次 10 倍跳跃时，一个有用的概念称为健身函数——它提出了一个问题：你优化的目的是什么？健身功能阐明了您想要培养的品质以及衡量进步和成功的标准。无论你专注于什么，你都会成为。

Think about your “Dream Check”—a 10x level opportunity that someone in the future will happily pay you because you’ve become that uniquely valuable.
想想你的“梦想支票”——一个 10 倍的机会，未来的某个人会很乐意付给你，因为你已经变得如此有价值。

What would your Unique Ability need to involve—in terms of capability and results—to attract your 10x Dream Check?
你的独特能力需要涉及什么——就能力和结果而言——才能吸引你的 10 倍梦想支票？

CHAPTER 5
第五章

TAKE 150+ “FREE DAYS” PER YEAR
每年有 150+ 个“免费天数”

Escape Factory Time and Open Your Schedule for “Kairos” Flow, Fun, and Transformation
逃离工厂时间，打开你的日程安排，享受“Kairos”的流程、乐趣和转变

◆ ◆ ◆

“If we want to live a Wholehearted life, we have to become intentional about cultivating sleep and play, and about letting go of exhaustion as a status symbol.”
“如果我们想过上全心全意的生活，我们必须有意识地培养睡眠和玩耍，并放下疲惫作为身份的象征。”

— BRENÉ BROWN1
— BRENÉ BROWN 1

In the knowledge working and digital world we now live in, the traditional 9 to 5 workday is poorly structured for high productivity. Although this may be obvious given people’s mediocre performance, addiction to stimulants, lack of engagement, and the fact that most people hate their jobs, it’s impossible to ignore the evidence.
在我们现在生活的知识工作和数字世界中，传统的朝九晚五的工作日结构不佳，无法实现高生产力。尽管考虑到人们表现平庸、对兴奋剂成瘾、缺乏敬业度以及大多数人讨厌工作的事实，这可能是显而易见的，但不可能忽视这些证据。

The entrepreneurs who make the fastest and biggest 10x jumps escape the soul-sucking corporate or bureaucratic model of time.
实现最快和最大的 10 倍跳跃的企业家逃脱了吸人吸魂的企业或官僚时间模式。

This bureaucratic model of time is how children are trained in the public education system of the 21st century and is based on the organizational and factory systems of the early 20th century. When students come out of the 9–5-style public education system, most of them are then funneled into corporate jobs that are based on the same premise of time.
这种官僚时间模式是儿童在 21 世纪公共教育体系中接受培训的方式，并基于 20 世纪初的组织和工厂体系。当学生从朝九晚五的公共教育系统中走出来时，他们中的大多数人就会被转移到基于相同时间前提的公司工作中。

The emphasis of a quantitative model of time is filling time with menial tasks and effort. The emphasis is not on creativity, innovation, and results.
时间定量模型的重点是用琐碎的任务和努力来填补时间。重点不是创造力、创新和结果。

As Seth Godin explains, “Every year, we churn out millions of workers who are trained to do 1925-style labor.”2
正如塞斯·戈丁（Seth Godin）所解释的那样，“每年，我们都会培养出数百万受过 1925 年式劳动培训的工人。阿拉伯数字

To go 10x, you approach time qualitatively, not quantitatively. This is actually what Einstein’s relatively theories are based on and it’s a more accurate view of time than the outdated and mechanical Newtonian models.
要达到 10 倍，您需要定性而不是定量地对待时间。这实际上是爱因斯坦相对理论所基于的，它比过时的机械牛顿模型更准确地看待时间。

Newtonian time, which is inaccurate, views time as abstract, fixed, and linear—the past is behind us, the present is now, and the future is in front of us. Newtonian time also views time in absolute terms, meaning time is the same for everyone, everywhere, and in every situation. Twenty-four hours for you is the same as 24 hours for me.3
牛顿时间是不准确的，它认为时间是抽象的、固定的和线性的 ——过去在我们身后，现在在现在，未来在我们面前。牛顿时间也从绝对角度看待时间，这意味着时间对于每个人、任何地方和每种情况来说都是相同的。你的 24 小时和我的 24 小时是一样的。3、

Einstein’s relativity theories of time, in addition to modern research in psychology and neuroscience, shatter Newtonian views of time, providing a much more compelling and transformational approach to time.
爱因斯坦的时间相对论，以及心理学和神经科学的现代研究，打破了牛顿的时间观，提供了一种更具说服力和变革性的时间方法。

Einstein time is subjective, qualitative, non-linear, and flexible, not fixed. Put simply, time is not the same from one situation to another, nor from one perspective to another.4
爱因斯坦时间是主观的、定性的、非线性的、灵活的，而不是固定的。简而言之，时间从一种情况到另一种情况并不相同，从一个角度到另一个角度也不相同。4、

No two people are having the same experience of time.
没有两个人对时间有相同的体验。

Twenty-four hours for me and 24 hours for you are not the same.
我的 24 小时和你的 24 小时是不一样的。

Time expands or contracts based on the speed and distance an object moves through space in a given direction. The faster an object moves, the slower the times goes for that object relative to other objects. Time dilation is the term describing the “slowing down” of time as an object increases in velocity through space.
时间根据物体在给定方向上在空间中移动的速度和距离而膨胀或收缩。对象移动得越快，该对象相对于其他对象的时间就越慢。时间膨胀是描述随着物体在空间中速度增加而时间“减慢”的术语。

The more you can experience in a given amount of time, the further you’ve traveled and the more your time has dilated or stretched. As entrepreneur and innovator Peter Diamandis said, “The faster you go, the slower time passes, the longer you live.”
在给定的时间内，你能体验到的越多，你旅行的距离就越远，你的时间扩张或延长得越多。正如企业家和创新者彼得·迪亚曼迪斯所说，“你走得越快，时间流逝得越慢，你的寿命就越长。

In the 1800s, many pioneers spent 8-12 months walking across the plains pulling handcarts to get from the East to the West of the United States. Today, you can cover the same distance in 4-6 hours on an airplane. Thus, we have essentially dilated time by multiples in the thousands by covering the same distance in a fraction of the time.
在 1800 年代，许多先驱者花了 8 到 12 个月的时间，拉着手推车步行穿过平原，从美国东部到达西部。今天，您可以在飞机上 4-6 小时内走完相同的距离。因此，我们通过在很短的时间内覆盖相同的距离，基本上将时间延长了数千倍。

The ancient Greeks had two words for time: kairos and chronos.5,6 While chronos refers to chronological or sequential time, kairos signifies a period or season, a moment of indeterminate time in which an event of significance happens.
古希腊人有两个词来表示时间：kairos 和 chronos5 6 chronos 指的是按时间顺序或顺序排列的时间，而 kairos 表示一个时期或季节，即发生重要事件的不确定时间时刻。

Chronos is quantitative.
Chronos 是定量的。

Kairos has a qualitative, permanent nature.
Kairos 具有定性的、永久的性质。

Kairos is an ancient Greek word meaning the right or opportune moment. Kairos is what many philosophers and mystics would refer to as “deep time” or “alive time.” In kairos-time, the world seems to stop entirely. It can be measured in long exhales, a shared laugh, a colorful sunset, a courageous moment. It is qualitative time where you move forward in the present, untethered by any moving clock or calendar.
Kairos 是一个古希腊词，意思是正确或合适的时机。凯罗斯是许多哲学家和神秘主义者所说的“深层时间”或“活着的时间”。在凯罗斯时间，世界似乎完全停止了。它可以用长长的呼气、共同的笑声、五颜六色的日落、勇敢的时刻来衡量。这是你在当下前进的定性时间，不受任何移动的时钟或日历的束缚。

A transformation has occurred.
转变已经发生。

Distance of either meaning or progress occurred.
意义或进步的距离发生了。

When you embrace kairos or relative time, you stop drawing fine lines of separation between the past, present, and future. Rather than time being sequential and literal, time becomes wholistic, flexible, and transformative.7 As Einstein is attributed with writing, “People like us who believe in physics know that the distinction between past, present, and future is only a stubbornly persistent illusion.”8
当你拥抱 kairos 或相对时间时，你就不再在过去、现在和未来之间划清界限。时间不是连续的和字面的，而是变得整体的、灵活的和变革性的。7 正如爱因斯坦所写的那样，“像我们这样相信物理学的人知道，过去、现在和未来之间的区别只是一种顽固的持续幻觉。8

If you’re in kairos, you can tap into higher levels of being, connection, and inspiration. If you’re in chronos, time will pass you by. You’ll be caught in paralysis-by-analysis or busyness but not real movement.
如果你在凯罗斯，你可以利用更高层次的存在、联系和灵感。如果你在时间上，时间会流逝。你会陷入分析瘫痪或忙碌，但不会真正动起来。

The University of Chicago professor and theologian William Schweikert described kairos as “A moment in which we can deploy our greatest powers to humane purposes or allow this moment to swallow hopes and ideals.”9
芝加哥大学教授兼神学家威廉·施韦克特（William Schweikert）将 kairos 描述为“一个我们可以将我们最强大的力量用于人道目的的时刻，或者让这一刻吞下希望和理想。9.

Chronos-time passes whether you’re conscious or not. But kairos-time can only be experienced when you’re fully absorbed in the moment. The more you live in kairos, the more in flow you’ll be. The more peak experiences you’ll have. The more awe, self-expansion, and meaning you’ll experience.
无论你是否有意识，时间都会流逝。但只有当你全神贯注于当下时，才能体验到 kairos-time。您在凯罗斯住得越多，您就会越有流量。您将拥有的巅峰体验越多。你会体验到更多的敬畏、自我扩展和意义。

A few moments in kairos will advance and transform you more than a lifetime of chronos.
在 kairos 中的几个时刻将使你进步和改变，而不是一生的时间。

For the remainder of this chapter, you’ll learn to approach time qualitatively. You’ll learn a kairos-based time system Dan developed years ago to enable entrepreneurs to stretch and transform their experience of time and achieve time freedom.
在本章的其余部分，您将学习定性地对待时间。您将学习 Dan 多年前开发的基于 kairos 的时间系统，使企业家能够扩展和改变他们的时间体验并实现时间自由。

You’ll learn to transform yourself more in a day than you previously did in a decade.
你将在一天内学会比以前十年更多地改变自己。

Your time will slow down, and you’ll become more still and present. Your time will also slow down because you’ll advance toward your 10x dreams far more quickly while being far less busy.
你的时间会放慢，你会变得更加静止和活在当下。你的时间也会变慢，因为你会更快地实现你的 10 倍梦想，同时不那么忙碌。

Advancement is kairos.
进步是凯罗斯。

Busy is chronos.
忙碌是时间。

Let’s begin.
让我们开始吧。

Become a 10x Performer: Free Days, Focus Days, Buffer Days
成为 10 倍表现者：空闲日、专注日、缓冲日

“Most people don’t have boundaries in their time system. The majority of entrepreneurs have the attitude that any one of the 365 days in a year can be a workday if there’s an opportunity. Their mindsets practically guarantee that work is always going to be favored over anything in their lives—and everyone in their lives. But when you structure your time according to The Entrepreneurial Time System of Free, Focus, and Buffer Days, you have the freedom to make and carry out all your commitments, personal and professional.”
“大多数人的时间系统没有界限。大多数企业家的态度是，如果有机会，一年 365 天中的任何一天都可以成为工作日。他们的心态实际上保证了工作总是比他们生活中的任何事情都更受青睐——以及他们生活中的每个人。但是，当您根据自由日、专注日和缓冲日的创业时间系统安排时间时，您可以自由地做出和履行所有个人和职业承诺。

— DAN SULLIVAN
— DAN S ULLIVAN

In his 20s, Dan was an actor working in the entertainment business. He learned that the actors and entertainers designated a different type of task to complete each day. For example, on performance days, entertainers gave 100 percent energy and effort into their performance—such as acting in a play, shooting the scenes of a movie, or as an athlete, playing the actual game.
20 多岁时，丹是一名从事娱乐业的演员。他了解到演员和艺人每天指定了不同类型的任务要完成。例如，在表演日，艺人会在表演中投入 100% 的精力和精力——例如在戏剧中表演、拍摄电影场景，或者作为运动员参加实际比赛。

Every aspect of the entertainer’s work and time was to give increasingly valuable performances that people would pay for.
艺人工作和时间的方方面面都是为了提供越来越有价值的表演，人们愿意付费。

The actual length of a particular performance wasn’t very long—maybe 3-4 hours max such as a football game, concert, or filming day.
特定表演的实际长度不是很长——最多可能 3-4 小时，例如足球比赛、音乐会或拍摄日。

As the performer develops increasingly rare levels of mastery in their craft, they are paid exponentially higher and higher amounts of money for their performances. Payment is for unique value and performance—i.e., leverage—not time and effort.
随着表演者在他们的技艺上越来越罕见的掌握水平，他们的表演报酬呈指数级增长，越来越高。付费是为了独特的价值和性能——即杠杆——而不是时间和精力。

Dan found that there are fundamentally three different types of days for entertainers, which enable them to create higher and higher valued performances:
Dan 发现，艺人基本上有三种不同类型的日子，这使他们能够创造出越来越高价值的表演：

Performance days
演出天数

Practice or rehearsal days
练习或排练日

Rejuvenation days
回春日

On practice or rehearsal days, the entertainers practice and hone their performances so that they can give increasingly valuable performances when the spotlight turns on.
在练习或排练日，艺人们会练习和磨练他们的表演，以便在聚光灯亮起时能够做出越来越有价值的表演。

“We talking bout practice?” the NBA star, Allen Iverson, once asked in frustration to a reporter who questioned his continual absence at team practices.
“我们谈论的是练习？” NBA 球星阿伦·艾弗森（Allen Iverson）曾沮丧地问一位记者，记者质疑他一直缺席球队训练。

Yes, Allen, we talking ’bout practice.
是的，艾伦，我们谈论的是练习。

Those who take full advantage of their preparation days experience dramatic rises in results on their performance days, while those who don’t practice plummet in their performances.
那些充分利用准备日的人在表演日的成绩会急剧上升，而那些不练习的人则在表演中一落千丈。

Consider the difference between two NBA stars, Denver Nuggets center Nikola Jokić and Los Angeles Lakers center Anthony Davis.
考虑一下两位 NBA 球星之间的区别，丹佛掘金队中锋尼古拉·约基奇和洛杉矶湖人队中锋安东尼·戴维斯。

During the 2019–2020 season, both players were ranked among the top 10 players of the entire NBA. That season, the Nuggets played the Lakers in the playoffs and Davis totally outclassed Jokić. The Lakers dominated the Nuggets and went on to win the championship that year. Davis seemed to be ascending to new peaks in his abilities.
2019-2020 赛季，两位球员均跻身整个 NBA 前十名。那个赛季，掘金队在季后赛中对阵湖人队，戴维斯完全超越了约基奇。湖人队统治了掘金队，并在那一年继续夺得总冠军。戴维斯的能力似乎正在上升到新的高峰。

Yet, just two years later, it’s mind-bending how much better Jokić had become and similarly mind-blowing how much worse Davis had become.
然而，仅仅两年后，约基奇变得如此之好，同样令人震惊的是戴维斯变得如此糟糕。

Jokić developed several sides of his game he previously didn’t have, such as his improved shooting ability and defense. He went from already being one of the best players in the world to making a quantum leap to another stratosphere of performance, showing that no matter how great you already are, there are several more levels you could go, if you apply the 10x process.
约基奇在比赛中发展了几个他以前没有的方面，比如他不断提高的投篮能力和防守能力。他已经是世界上最好的球员之一，到实现了另一个性能平流层的巨大飞跃，这表明无论你已经多么伟大，如果你应用 10 倍过程，你还可以达到更多水平。

Davis obviously has been caught-up in the 80 percent and became 2x. After winning the championship, it’s as though he stopped having a 10x future to stretch him. He stopped applying the power of kairos performance time—wherein he leveraged more practice and performance days and embraced his rejuvenation or recovery days. He was plagued by injuries and a lack of motivation.
戴维斯显然已经被追上了 80% 并变成了 2 倍。赢得冠军后，他似乎不再有 10 倍的未来来伸展他。他不再使用 kairos 表演时间的力量——在这种时间里，他利用了更多的练习和表演日，并拥抱了他的恢复或恢复日。他饱受伤病和缺乏动力的困扰。

His chronos-time is speeding up because his kairos-progress is slowing down.
他的时空时间正在加快，因为他的凯罗斯进度正在减慢。

When you’re not making big progress, time speeds up for you. The years pass by and you aren’t really going anywhere. Conversely, when you are transforming and making huge progress, your time dilates and slows down. You advance and transform more in a year than is normal for a decade.
当你没有取得太大进步时，时间会加速。岁月流逝，你真的不会去任何地方。相反，当你转型并取得巨大进步时，你的时间会膨胀并变慢。你在一年内进步和转变的次数比十年的正常情况还要多。

In kairos-time, you’re operating with different rules than those in chronos-time. It’s not even comparable.
在 kairos-time 中，您使用的规则与 chronos-time 中的规则不同。它甚至没有可比性。

As a performer, if you utilize your practice and rejuvenation days, your performance days will take on increasingly rare quality and value. Your qualitative time will translate to qualitative Unique Ability and performance. As a result, you will continually 10x your freedom of time, money, relationship, and purpose.
作为一名表演者，如果您利用练习和恢复活力的日子，您的表演日将呈现出越来越稀有的质量和价值。您的定性时间将转化为定性的独特能力和表现。因此，您的时间、金钱、关系和目标自由度将不断增加 10 倍。

The final type of day for an entertainer is rejuvenation days where the entertainer takes a break to rest and recover. The definition of the word rejuvenation is “to make young or youthful again: to give new vigor to.” Rejuvenation is about making yourself, your enthusiasm, your excitement, and your ambitions young again.
艺人的最后一种一天是恢复活力的日子，艺人休息一下休息和恢复。“年轻化”一词的定义是“让年轻或再次年轻：赋予新的活力”。年轻化就是让自己、你的热情、你的兴奋和你的抱负再次年轻。

When new entrepreneurs join Strategic Coach, most are operating on the industrial or 9–5 model of time where they are busy but not productive. They’re overly aware of everything going on in their business and overly managing their team. They’re in chronos-time and they’re not making massive progress. They’re 2x at best.
当新企业家加入 Strategic Coach 时，大多数人都在工业或朝九晚五的时间模式上运作，他们很忙但没有生产力。他们过度了解业务中发生的一切，并过度管理他们的团队。他们处于时空时间，并没有取得巨大的进步。他们充其量是 2 倍。

They are focused on linear time and effort. They’re not continually freeing themselves up to hone their vision, creativity, and results.
他们专注于线性时间和精力。他们不会不断地释放自己来磨练自己的愿景、创造力和结果。

Dan helps his entrepreneurs shift to a qualitative and non-linear model of time, where they’re focused on creating increasingly powerful results with less time and effort: more kairos-time.
Dan 帮助他的企业家转向定性和非线性的时间模型，他们专注于以更少的时间和精力创造越来越强大的结果：更多的 kairos-time。

In order to create 10x non-linear results, these entrepreneurs need to transform themselves. To help them do that, Dan encourages them to upgrade and segment their time like a world-class entertainer would, where they are continually optimizing around higher and higher performances. The objective is to get increasingly larger checks for the same amount of work.
为了创造 10 倍的非线性结果，这些企业家需要自我转型。为了帮助他们做到这一点，Dan 鼓励他们像世界级艺人一样升级和细分他们的时间，他们不断围绕越来越高的表现进行优化。目标是在相同数量的工作中获得越来越大的支票。

An entrepreneur may be making $500 per day when they are focused and performing. But over time, they can jump to $5,000 per day, then $50,000, and even $500,000+.
当企业家专注并表现出色时，他们每天可能赚 500 美元。但随着时间的推移，他们可能会跃升至每天 5,000 美元，然后是 50,000 美元，甚至 500,000 美元+。

Just think about yourself: Have you 10xed the value and price of your best performances—even if the amount of time working technically didn’t change?
想想你自己：你有没有将最佳表演的价值和价格提高 10 倍——即使技术上的工作时间没有改变？

If you want to 10x the quality and value of your performance, you’ll need to transform how you approach your time. Nineteenth-century factory worker and chronos-time won’t do. Being busy isn’t how you become world-class.
如果你想把你的表演质量和价值提高 10 倍，你需要改变你对待时间的方式。19 世纪的工厂工人和时间是行不通的。忙碌并不是你成为世界级学生的方式。

You’ve got to approach time qualitatively and non-linearly—where you’re increasingly freeing yourself up to transform yourself, your perspectives, your vision, your insights, and your relationships.
你必须以定性和非线性的方式对待时间——在那里你越来越多地释放自己来改变你自己、你的观点、你的愿景、你的洞察力和你的人际关系。

Dan has reframed the three “entertainer days” to the following:
丹将三个“艺人日”重新定义为以下内容：

Free Days (rejuvenation days)
免费日（恢复活力日）

Focus Days (performance days)
焦点日（表演日）

Buffer Days (organization and preparation days)
缓冲日（组织和准备日）

Free Days Part 1: Make Recovery Your First Priority
空闲日第 1 部分：将康复作为您的首要任务

At the beginning of every calendar year, Babs fills in all the Free Days (180 days) on Dan’s calendar before anything else. Those are non-negotiable. Nothing gets in the way of that.
在每个日历年开始时，巴布斯都会先填写丹日历上的所有空闲日（180 天）。这些都是不容谈判的。没有什么能阻碍这一点。

The more successful you become, the more recovery takes the front seat to everything else. Research shows that recovery is essential for flow and increased high performance.10,11,12,13,14,15
你变得越成功，恢复就越能优先于其他一切。研究表明，回收对于流动和提高高性能至关重要。10 11 12 13 14 15

For example, LeBron James is notorious for the investment he’s put into his body—millions of dollars annually—which has enabled him to play at an elite level for longer than any basketball player in history. He’s also known for sleeping at minimum 8-10 hours per day, and often upward of 12 hours per day. Tim Ferriss once interviewed LeBron James and Mike Mancias, LeBron’s long-time (over 15 years) athletic trainer and recovery specialist.
例如，勒布朗·詹姆斯因对身体的投入而臭名昭著——每年数百万美元——这使他能够比历史上任何篮球运动员都更长时间地在精英水平上打球。他还以每天至少睡 8-10 小时而闻名，通常每天睡 12 小时以上。蒂姆·费里斯（Tim Ferriss）曾采访过勒布朗·詹姆斯（LeBron James）和迈克·曼西亚斯（Mike Mancias），他们是勒布朗的长期（超过 15 年）运动教练和康复专家。

The first question Tim asked in the interview, speaking to both LeBron and Mike, but ultimately directed at Mike, focused on recovery:
蒂姆在采访中问的第一个问题是与勒布朗和迈克交谈，但最终针对迈克，重点是康复：

“Mike, I’d love to dig into recovery and injury prevention. . . LeBron, you’re a bit of a unicorn in the sense that you’ve played more than, as I understand it, 50,000 minutes in your career. Most hit a wall and deteriorate after 40,000. So, you’re defying all the predictions of player decline. So, Mike, maybe you can give us a window into some of that. Could you walk us through some of the tools of the trade and the approaches that you use to help with recovery in between games?”16
“迈克，我很想深入研究恢复和伤害预防。。。勒布朗，从某种意义上说，你有点像独角兽，据我了解，你职业生涯的出场时间超过了 50,000 分钟。大多数人在 40,000 人后碰壁并恶化。所以，你违背了所有关于玩家衰退的预测。所以，迈克，也许你可以给我们一个了解其中的一些窗口。您能向我们介绍一些交易工具以及您用来帮助在比赛之间恢复的方法吗？16

Mike replied:
迈克回答：

“I think with any elite athlete the one thing that we all, as trainers and therapists, have to keep in mind is that recovery never ends. Recovery never stops. If LeBron plays 40 minutes one night, if he plays 28 minutes one night, we’re still going to keep recovery as our number one focus, whether that be in nutrition, whether that be in hydration, more flexibility exercises, stuff in the weight room. It’s a never-ending process, really. And I think that’s the approach that we must take in order for us to be successful and provide longevity for these guys.”
“我认为对于任何精英运动员来说，作为教练和治疗师，我们所有人都必须牢记的一件事是，康复永无止境。恢复永无止境。如果勒布朗一晚打 40 分钟，如果他一晚打 28 分钟，我们仍然会将恢复作为我们的首要关注点，无论是在营养方面，还是在补水方面，无论是在更多的灵活性练习中，还是在举重室里做的事情。这真的是一个永无止境的过程。我认为这是我们必须采取的方法，以便我们取得成功并为这些人提供长寿。

Recovery is crucial for being fresh, operating at your best, as well as career and life longevity.
恢复对于保持新鲜感、以最佳状态运作以及职业和寿命至关重要。

There’s now an entire subsection of occupational psychology growing around the importance of work-recovery called psychological detachment from work.17,18,19,20 True psychological detachment occurs when you completely refrain from work-related activities as well as obsessive thoughts during nonwork time.
现在，职业心理学有一整部分围绕着工作恢复的重要性而发展，称为 “ 心理脱离工作”17 18 19,20 当你在非工作时间完全避免与工作相关的活动和强迫性想法时，就会出现真正的心理超然。

Research has found that people who psychologically detach from work experience:
研究发现，心理上脱离工作经验的人：

Less work-related fatigue and procrastination.21
减少与工作相关的疲劳和拖延。21

Increased physical health and increased engagement (vigor, dedication, and flow) at work, especially during highly demanding times.22
增加身体健康并增加工作投入度（活力、奉献精神和心流），尤其是在要求很高的时期。22

Greater marital satisfaction even with a heavy workload.23
即使工作量大，婚姻满意度也会更高。23

Increased overall quality of life.24
提高整体生活质量。24

Greater mental health.25
更好的心理健康。25

If you’re never fully unplugged, you’re also never in the zone.
如果你从未完全拔掉插头，那么你也永远不会进入这个区域。

Your ability to turn 100 percent “on” and work in a flow state is in equal proportion to your ability to turn 100 percent “off” and fully release and let go.
你 100% “打开”并在心流状态下工作的能力与你 100% “关闭”并完全释放和放手的能力成等比例。

Focus is contraction.
重点是收缩。

Recovery is expansion.
复苏就是扩张。

To achieve flow and higher performance, you want to engage in active recovery activities that also generate flow.26 For instance, LeBron’s recovery isn’t just sitting on the couch, although I’m sure he does a lot of that as well. Massage, compression, hot tubs, sauna, cold plunges, and other forms of therapy. How you do anything is how you do everything. If you want 10x better flow and performance and work, you’ll want 10x better and more restorative recovery.
为了实现流和更高的性能，您需要参与主动恢复活动，同时产生流。26 例如，勒布朗的康复不仅仅是坐在沙发上，尽管我相信他也做了很多这样的事情。按摩、按压、热水浴缸、桑拿、冷水浴和其他形式的治疗。你如何做任何事情就是你如何做任何事情。如果您想要 10 倍的流量、性能和工作，您将需要 10 倍更好、更具恢复性的恢复。

10x is about quality, more than quantity.
10 倍关乎质量，而不是数量。

Quality in all things—your standards in all important (i.e., 10x) things evolve. The nutrition and food in your body. The quality of your sleep and environment. The quality of your recovery. The quality of your experiences—including peak and novel experiences that are purely for fun and connection.
所有事物的质量 ——您在所有重要（即 10 倍）事物上的标准都在不断发展。你体内的营养和食物。您的睡眠质量和环境。您的康复质量。您的体验质量——包括纯粹为了乐趣和联系的巅峰体验和新奇体验。

The ultimate form of healing and therapy is healthy and close relationships. Creating more meaningful and playful connections with those who are most important to you.
治疗和治疗的最终形式是健康和亲密的关系。与对您最重要的人建立更有意义、更有趣的联系。

Given that my work is mostly mental and relational—reading books, having conversations, and writing—physical activity, such as heavy weight-training and even long walks are amazing active recovery for me. Not only does it give my mind a rest, but increasing my fitness increases the blood flow to my brain. The quality of my work always increases after active recovery.
鉴于我的工作主要是精神和关系——读书、交谈和写作——体育活动，如大重量训练，甚至长途步行，对我来说都是惊人的积极恢复。它不仅让我的大脑得到休息，而且提高我的健康水平可以增加流向我大脑的血液。积极康复后，我的工作质量总是提高。

Free Days Part 2: Higher Stakes Means You Need More Space
免费天数第 2 部分：更高的赌注意味着您需要更多空间

With growing success and mastery, recovery becomes increasingly important because the decisions you make at higher levels have 10x or 10,000x the impact and consequence your previous decisions did. As Naval Ravikant said, “In an age of infinite leverage, judgement is the most important skill.”
随着越来越成功和掌握，恢复变得越来越重要，因为你在更高层次上做出的决定的影响和后果是你之前决定的 10 倍或 10,000 倍。正如海军拉维坎特所说，“在一个杠杆无限的时代，判断力是最重要的技能。

The more leverage and influence behind your actions, the more judgement and discernment matter.
你的行为背后的影响力和影响力越大，判断力和洞察力就越重要。

Sound judgment and thinking through bigger and more complex challenges or opportunities require more brain power, more time, more fermentation. You can’t do this if you’re always busy at work. You can’t do this by jumping from task to task.
正确判断和思考更大、更复杂的挑战或机遇需要更多的脑力、更多的时间和更多的发酵。如果你总是忙于工作，你就无法做到这一点。你不能通过从一个任务跳到另一个任务来做到这一点。

Being busy is 2x.
忙碌是 2 倍。

It speeds time up with little transformation in between.
它加快了时间，中间几乎没有转换。

One study found that only 16 percent of respondents reported getting creative insight while at work.27 Ideas generally came while the person was at home or in transportation, or during recreational activity. “The most creative ideas aren’t going to come while sitting in front of your monitor,” says Scott Birnbaum, a vice president of Samsung Semiconductor.
一项研究发现，只有 16% 的受访者表示在工作中获得了创造性的洞察力。27 这个人通常在家里、在交通工具上或娱乐活动中产生想法。“最有创意的想法不会在坐在显示器前出现，”三星半导体副总裁斯科特·伯恩鲍姆（Scott Birnbaum）说。

When you’re working directly on a task, your mind is tightly focused on the problem at hand (i.e., direct reflection). Conversely, when you’re not working and fully recovering, your mind loosely wanders (i.e., indirect reflection).
当你直接处理一项任务时，你的注意力会紧紧地集中在手头的问题上（即直接反思）。相反，当你不工作并完全恢复时，你的思绪会松散地走神（即间接反思）。

While driving or doing some form of recreation, the external stimuli in your environment (like the buildings or landscapes around you) subconsciously prompt memories and other thoughts. Because your mind is wandering both contextually (on different subjects) and temporally between past, present, and future, your brain will make distant and distinct connections related to the problem you’re trying to solve (eureka!).
在开车或进行某种形式的娱乐活动时，环境中的外部刺激（如您周围的建筑物或景观）会下意识地引发记忆和其他想法。因为你的思想在过去、现在和未来之间徘徊在上下文（关于不同的主题）和时间上，所以你的大脑会与你试图解决的问题建立遥远而独特的联系（尤里卡！

Creativity and innovation are about making unique and sometimes distant connections. This involves new and interesting inputs as well as the indirect reflection and fermentation process that can only happen when you have space and time.
创造力和创新是关于建立独特的、有时是遥远的联系。这涉及新的和有趣的输入，以及只有当你有空间和时间时才能发生的间接反射和发酵过程。

As David Keith Lynch explained in his book Catching the Big Fish: Meditation, Consciousness, and Creativity, ideas and opportunities are like fish.28 If you stay at the surface level, you will only be aware of the small fish. It is only by going deep into the water that you catch the big fish.
正如大卫·基思·林奇（David Keith Lynch）在他的《捕捉大鱼：冥想、意识和创造力》一书中所解释的那样，想法和机会就像鱼一样。28 如果你停留在水面，你只会注意到小鱼。只有深入水中，才能钓到大鱼。

Being busy is staying at the surface.
忙碌就是停留在表面。

To find big ideas, you need lots of free time. But also, higher quality time.
要找到伟大的想法，您需要大量的空闲时间。而且，还有更高质量的时间。

Lots of time where you’re rested, relaxed, and open.
很多时间你休息、放松和开放。

This is one fundamental reason why recovery is so essential. Your best and most innovative ideas will occur while you’re unplugged from the busyness of work and able to really expand and contract your thinking—going hyper-micro and hyper-macro—expanding the vision, coming up with new ideas, etc.
这是恢复如此重要的一个根本原因。当你从繁忙的工作中解脱出来，能够真正扩展和收缩你的思维时，你最好和最具创新性的想法就会产生——走向超微观和超宏观——扩大视野，提出新想法等。

This is how Bill Gates famously got most of the big ideas that led to Microsoft’s exponential growth in the 1990s and early 2000s. He would take “Think Weeks” where he’d totally disappear for a few weeks, totally unreachable by anyone and without distraction, and just read countless articles and books.29 He’d then just think, reflect, ponder, visualize, and ultimately get incredible ideas and breakthroughs. Doubtlessly involved in this process were a select few people he could bounce his ideas back-and-forth with, which was essential to iterating his thinking and ideas.
这就是比尔盖茨获得导致 Microsoft 在 1990 年代和 2000 年代初呈指数级增长的大部分伟大想法的方式。他会参加“思考周”，在那里他会完全消失几个星期，任何人都完全无法联系到，也不会分心，只是阅读无数的文章和书籍。29 然后，他就会思考、反思、沉思、想象，并最终获得不可思议的想法和突破。毫无疑问，参与这一过程的少数人是他可以与他来回交流他的想法的人，这对于迭代他的思想和想法至关重要。

Dan teaches, “Tightly scheduled entrepreneurs cannot transform themselves.”
丹教导说，“时间紧迫的企业家无法改变自己。

There are two modes of experimentation: Explore and Exploit
有两种实验模式：探索和利用

To go 10x, you’ll want both.
要达到 10 倍，您需要两者兼而有之。

Exploring happens on Free Days. It’s when you’re detached from the stress and strain of work, and have the freedom and openness of mind to relax, think, and explore. I call this recovery-flow or kairos-recovery. Exploring is about learning new things via reading books or studying ideas way outside your discipline. But also, in exploring, you can look for new opportunities beyond what you’re currently doing. You’re testing and exploring new things that you’ll eventually commit to and exploit.
探索发生在自由日。当你摆脱工作的压力和紧张，拥有自由和开放的心态来放松、思考和探索的时候。我称之为恢复流或 kairos-恢复。探索就是通过阅读书籍或研究学科之外的想法来学习新事物。而且，在探索过程中，你可以寻找超越你目前正在做的事情的新机会。你正在测试和探索你最终会承诺和利用的新事物。

Exploiting happens on Focus Days. This is when you’re in focus-flow or kairos-focus and getting stuff done. You’re totally in the focus cave and executing on what you’re fully committed to.
剥削发生在焦点日。这是当你处于专注流或凯罗斯专注并完成工作时。你完全处于专注的洞穴中，并执行你完全致力于的事情。

By giving yourself more space to recover, think, and innovate—you increase the value of your own time. You transform yourself enormously, while others are on the chronos-hamster wheel.
通过给自己更多的空间来恢复、思考和创新，您可以增加自己时间的价值。你极大地改变了自己，而其他人则在时间仓鼠轮上。

10x entrepreneurs understand this, and 2x entrepreneurs don’t.
10 倍的企业家明白这一点，而 2 倍的企业家则不明白。

2x entrepreneurs think they need to get all their ducks in a row before they can start taking more time off. They believe they need to have the perfect team in place.
2x 企业家认为他们需要先把所有的鸭子都排成一排，然后才能开始休息更多时间。他们认为他们需要拥有一支完美的团队。

Even when there were only three employees, Dan and Babs would schedule and take their 180 rejuvenation days each year. During those Free Days, their team was not to contact them in any way.
即使只有三名员工，Dan 和 Babs 每年也会安排并安排 180 天的恢复活力日。在那些空闲日，他们的团队不得以任何方式联系他们。

It’s counterintuitive, but in order to go 10x, you need to work less, not more.
这有悖常理，但为了达到 10 倍，您需要减少工作，而不是更多。

10x is easier than 2x.
10 倍比 2 倍容易。

10x is about innovation and results. It’s a qualitative and non-linear approach to time.
10x 是关于创新和结果的。这是一种定性和非线性的时间方法。

2x is about busyness and effort. It’s a quantitative and linear approach to time.
2x 是关于忙碌和努力的。这是一种定量和线性的时间方法。

Free Days Part 3: Your Team Can’t Grow and Evolve Unless They Manage Themselves
空闲日第 3 部分：除非他们管理自己，否则您的团队无法成长和发展

Increased “free time” isn’t just about you.
增加“空闲时间”不仅仅与你有关。

By taking more time away from work, you also improve your team, your process, and systems.
通过从工作中抽出更多时间，您还可以改进您的团队、流程和系统。

Most entrepreneurs learn this lesson way too late: You never know how good your team is until you go away.
大多数企业家学到这个教训太晚了：在你离开之前，你永远不知道你的团队有多好。

But also, they’ll never know how good they can be if you’re constantly managing them.
而且，如果你不断管理他们，他们永远不会知道他们能有多好。

It is by freeing yourself up and being away from the team that your team evolves, takes full ownership, and learns to manage the ship without you. This is what Dan calls a Self-Managing Company, and it’s essential to 10x growth.
正是通过释放自己并远离团队，您的团队才能发展，拥有完全的所有权，并学会在没有您的情况下管理这艘船。这就是 Dan 所说的自我管理公司，它对于 10 倍的增长至关重要。

As Dan explains:
正如 Dan 解释的那样：

“Expanding your freedom of time is essential to having a Self-Managing Company. The more you’re freed up to concentrate totally on what fascinates and motivates you, the more your company can grow.”30
“扩大你的时间自由对于拥有一家自我管理公司至关重要。你越能腾出时间完全专注于让你着迷和激励你的事情，你的公司就能发展得越多。30

Your company and vision won’t grow 10x if you’re too busy dealing with daily fires. Going 10x requires having 10x better ideas and innovations, which requires depth of focus-flow and depth of recovery-flow.
如果您忙于处理日常火灾，您的公司和愿景不会增长 10 倍。达到 10 倍需要有 10 倍更好的想法和创新，这需要焦点流的深度和恢复流的深度。

You can’t focus if you’re always at work.
如果你总是在工作，你就无法集中注意力。

But also, if you’re too afraid to step away from the team, then you’re overly managing them. You’re actually slowing them down. You’re stopping them from self-determination and you’re stopping yourself from evolving.
而且，如果你太害怕离开团队，那么你就过度管理他们了。你实际上是在减慢他们的速度。你正在阻止他们自决，你正在阻止你自己进化。

You’ve got to step away and give the reins of the ship to someone else.
你必须离开，把船的缰绳交给别人。

That’s not your role anymore.
这不再是你的角色了。

Attempting to stay in that role keeps not only you 2x, but your entire team and company.
试图继续担任这个角色不仅可以让你保持 2 倍，而且可以让你的整个团队和公司保持 2 倍。

Chapter 6 of this book is entirely focused on showing you how to become a transformational leader and build a self-managing and self-expanding team.
本书的第 6 章完全专注于向您展示如何成为变革型领导者并建立一个自我管理和自我扩展的团队。

Focus Days and Buffer Days: How to Structure Your Day for 10x Transformation and Results
焦点日和缓冲日：如何安排你的一天以实现 10 倍的转变和结果

For years, Dan’s Focus Days and Buffer Days were pretty equal—approximately 90 to 95 days each. However, as Dan has increasingly applied Who Not How31 and grown his team, the majority of his workdays—around 150—are now Focus Days. On Focus Days, he’s coaching his entrepreneur clients, creating new tools and models, or collaborating on his podcasts or other projects. His team increasingly handles the preparation.
多年来，丹的专注日和缓冲日几乎相等——大约每天 90 到 95 天。然而，随着 Dan 越来越多地应用 Who Not How31 并壮大他的团队，他的大部分工作日（大约 150 天）现在都是焦点日。在 Focus Days 上，他正在指导他的企业家客户，创建新的工具和模型，或者在他的播客或其他项目上进行合作。他的团队越来越多地处理准备工作。

Even still, Buffer Days are super important. Dan still has around 35 Buffer Days per year where he’s meeting with his team, organizing, and planning. These keep everyone on the same page and feeling connected to each other.
即便如此，缓冲日仍然非常重要。Dan 每年仍有大约 35 个缓冲日，在那里他与他的团队会面、组织和计划。这些使每个人都在同一页面上，并感觉彼此联系在一起。

For each person, Focus Days and Buffer Days will be different.
对于每个人来说，焦点日和缓冲日都会有所不同。

Your Buffer Days are for any form of preparation or organization—whether that be meeting with key collaborators, working with consultants or coaches, meeting with your team, or preparing notes or resources you’ll later use on your Focus Days.
您的缓冲日适用于任何形式的准备或组织——无论是与主要合作者会面、与顾问或教练合作、与您的团队会面，还是准备您稍后将在焦点日中使用的笔记或资源。

Focus Days, conversely, are all about creating results. On Focus Days, entrepreneurs do nothing outside their 20 percent most high impact tasks. Focus Days are for the highest paying activities, which continually go up as you go 10x in your Unique Ability.
相反，焦点日都是为了创造结果。在焦点日，企业家除了 20% 最具影响力的任务之外什么都不做。焦点日适用于收入最高的活动，随着您的独特能力提高 10 倍，这些活动会不断增加。

To structure your Focus and Buffer Days for the biggest bang for your buck:
要安排您的专注日和缓冲日，以获得最大的收益：

Structure your week for high performance and stack similar activities and meetings next to each other on the same day. Switching from different types of tasks, such as creative tasks to administrative tasks, is ineffective.
安排您的一周以实现高绩效，并在同一天将类似的活动和会议并排放置。从不同类型的任务（例如创意任务）切换到管理任务是无效的。

Stop running around like a chicken with your head chopped off.
别再像被砍头的鸡一样跑来跑去。

Rather than trying to do several different activities each day during your week, have days solely focused for specific types of activities. By simply having a meeting later in your day, your mind will continually think about it. You’ll use it as an anchor to everything you’re doing. It will distract and derail your ability to go into the focus cave because you know you’ll have to come out prematurely.
与其在一周内尝试每天进行几项不同的活动，不如让几天只专注于特定类型的活动。只需在一天晚些时候开会，您的大脑就会不断思考它。您将使用它作为您正在做的一切的锚点。它会分散你的注意力并破坏你进入焦点洞穴的能力，因为你知道你必须过早出来。

If you’re going to have meetings in your week, stack them together on one or two days of the week. Leave several work days in your week wide open for your most important work.
如果你要在一周内开会，请在一周中的一两天把它们堆叠在一起。在一周中留出几个工作日来处理最重要的工作。

This has been massive for me. In the past I’d have meetings scattered everyday throughout my week. Now, I only allow meetings on Fridays except rare and important exceptions. My Mondays through Thursdays are meeting free so I can concentrate on writing, learning, connecting with important people, thinking, and whatever I want.
这对我来说意义重大。过去，我每周每天都会开会。现在，我只允许在周五开会，但极少数和重要的例外情况除外。我的周一到周四都是免费开会的，这样我就可以专注于写作、学习、与重要的人联系、思考以及任何我想做的事情。

Your schedule and role will likely be totally different than mine as a writer. Your Unique Ability and 10x objective are different than mine. Apply the principle to yourself and your situation. Stack similar activities and meetings together on the same days. Don’t scatter meetings throughout your week. Open more of your days for doing your best work and getting 10x better at your craft. Do this for even a short period of time and others will be shocked by how radical your progress and transformation are.
你的日程安排和角色可能与我作为作家的完全不同。你的独特能力和 10 倍目标与我的不同。将该原则应用于您自己和您的情况。在同一天将类似的活动和会议堆叠在一起。不要在一周内分散会议。腾出更多时间来做最好的工作，让你的手艺提高 10 倍。即使只是很短的时间，其他人也会对你的进步和转变的激进程度感到震惊。

Most people are not giving themselves the space to 10x their flow and craft. They’re living 2x, caught up in the 80 percent, and are living a linear and busy model of time.
大多数人没有给自己 10 倍的流量和工艺空间。他们活着 2 倍，被 80% 的人所困扰，并且生活在线性和忙碌的时间模型中。

The Philadelphia Eagles quarterback Jalen Hurts is a brilliant example of tapping into kairos-time and 10xing his skills and results in a very short time. He’s a total 10x person and will likely become one of the most elite quarterbacks in the NFL.
费城老鹰队四分卫杰伦·赫茨（Jalen Hurts）是利用凯罗斯时间并在很短的时间内将他的技能和成绩提高 10 倍的绝妙例子。他总共是 10 倍的人，很可能会成为 NFL 中最精英的四分卫之一。

At the current writing in November of 2022, we are nine weeks into the 2022–2023 NFL season. It’s Jalen’s third year in the league and second as a starter. The Eagles are currently undefeated and Hurts is the leading MVP candidate.
在 2022 年 11 月撰写本文时，我们距离 2022-2023 NFL 赛季已经过去了九周。这是杰伦在联盟的第三年，也是作为首发球员的第二年。老鹰队目前保持不败，赫茨是 MVP 的主要候选人。

In a recent interview, sports commentator Colin Cowherd asked Super Bowl Champion quarterback Trent Dilfer “What am I seeing in Jalen Hurts?” Trent replied,
在最近的一次采访中，体育评论员科林·考赫德问超级碗冠军四分卫特伦特·迪尔弗“我在杰伦·赫茨身上看到了什么？特伦特回答说：

“I think you’re seeing the product of a lot of lonely work. Jalen Hurts, I remember when he was 17 years old, he was mature like a 25-year-old. He’s an old soul. He’s also an incredibly hard worker and he’s done a lot of the lonely work—the boring, monotonous stuff that no one gets credit for. You don’t post it on Instagram. You don’t post it on Twitter. You don’t pat yourself on the back and say, ‘Look at me working hard.’ You just go to work, and you work on the nuance of your game. You work on the technique. You work on film-study. You lock yourself in because you could be doing a lot of other things. You have a lot of money and a lot of fame. Instead, you decide to do the hard thing, which is lock yourself in a room and study yourself, study your opponent, work on every aspect of your game. I talked to Quincy Avery (the quarterback developer) about Jalen’s off-season regimen. It was intensive. He did say ‘No’ to a lot of the luxuries of life so he could get better. And you’re seeing the payoff of that right now. He’s playing at as high of a level as anybody and he’s not just doing it as a great athlete like everyone thought he would do it. He’s doing it as a true nuanced quarterback in the NFL. My hat’s off to him because I think of all the people in the NFL, you’ve got to look at Jalen Hurts as the guy who’s made the biggest stride from last year to this year and he’s become a bonafide superstar.”32
“我认为你看到的是许多孤独工作的产物。杰伦·赫茨，我记得他 17 岁的时候，他像 25 岁一样成熟。他是一个老灵魂。他也是一个非常勤奋的人，他做了很多孤独的工作——无聊、单调的事情，没有人得到赞誉。你不会在 Instagram 上发布它。你不会把它发布在推特上。你不会拍拍自己的背说，'看看我努力工作。你只是去工作，你会研究你比赛的细微差别。你研究技术。你从事电影研究。你把自己锁在里面，因为你可以做很多其他事情。你有很多钱，也有很多名气。相反，你决定做一件艰难的事情，那就是把自己锁在一个房间里，研究自己，研究你的对手，在比赛的各个方面工作。我和昆西·艾弗里（四分卫开发人员）谈到了杰伦的休赛期养生法。这是密集的。他确实对生活中的许多奢侈品说“不”，这样他就可以变得更好。你现在正在看到它的回报。他的比赛水平与任何人一样高，而且他不仅仅是像每个人都认为的那样作为一名伟大的运动员做到这一点。他作为 NFL 中真正细致入微的四分卫来做到这一点。我向他致敬，因为我想到了 NFL 中的所有人，你必须将杰伦·赫茨视为从去年到今年取得最大进步的人，他已经成为真正的超级巨星。32

Jalen Hurts proves that with serious focus and commitment, even at the highest level such as the NFL, you can completely elevate yourself and grow to totally ridiculous levels in a seemingly short span of time. But not if you’re living 2x.
杰伦·赫茨（Jalen Hurts）证明，只要认真专注和承诺，即使在 NFL 等最高级别，你也可以在看似很短的时间内完全提升自己并成长到完全荒谬的水平。但如果你活了 2 倍，那就不是了。

You’ve got to have a 10x future and you’ve got to be continually transforming yourself.
你必须有一个 10 倍的未来，你必须不断改变自己。

You’ve got to spend increasing amounts of time in kairos—where you’re evolving at quantum level. Kairos-focus and kairos-recovery is a way of life.
你必须在 kairos 上花费越来越多的时间 ——在那里你正在量子层面上进化。 Kairos-focus 和 kairos-recovery 是一种生活方式。

Create bigger blocks of open space for deep work. To get 10x better at what you’re doing, adopt what Y Combinator cofounder Paul Graham calls a “Maker Schedule.”33 Here’s how he explains it:
为深度工作创造更大的开放空间。为了在你正在做的事情上做得更好 10 倍，请采用 Y Combinator 联合创始人 Paul Graham 所说的“Maker Schedule”。33 他是这样解释的：

“There are two types of schedules, which I’ll call the manager’s schedule and the maker’s schedule. The manager’s schedule is for bosses. It’s embodied in the traditional appointment book, with each day cut into one-hour intervals. You can block off several hours for a single task if you need to, but by default you change what you’re doing every hour. When you use time that way, it’s merely a practical problem to meet with someone. Find an open slot in your schedule, book them, and you’re done. But there’s another way of using time that’s common among people who make things, like programmers and writers [and performers]. They generally prefer to use time in units of half a day at least. You can’t write or program well in units of an hour. That’s barely enough time to get started. When you’re operating on the maker’s schedule, meetings are a disaster. A single meeting can blow a whole afternoon, by breaking it into two pieces each too small to do anything hard in. Each type of schedule works fine by itself. Problems arise when they meet.”
“有两种类型的时间表，我称之为经理的时间表和制造商的时间表。经理的日程安排是给老板的。它体现在传统的预约簿中，每天被缩短为一小时的间隔。如果需要，您可以为单个任务阻止几个小时，但默认情况下，您每小时更改一次正在执行的作。当你以这种方式利用时间时，与某人会面只是一个实际问题。在您的日程安排中找到一个空闲时间，预订它们，然后您就完成了。但还有另一种利用时间的方式，这在制作东西的人中很常见，比如程序员、作家 [和表演者]。他们通常更喜欢至少以半天为单位使用时间。你不能在一小时的单位内很好地编写或编程。这几乎不够开始。当您按照制造商的时间表进行作时，会议是一场灾难。一次会议可以把它分成两部分，每部分都太小，无法做任何艰难的事情，从而浪费了整个下午。每种类型的时间表本身都运行良好。当他们相遇时，问题就会出现。

Tim Ferris suggests creating blocks of space of at least four hours when you’re working on and trying to solve a massive challenge or creative task.34 If you’re going 10x, your time will need to be far less segmented. Far less thinly-sliced. More wide-open days and more blocks of increasing size, like four or more hours without meetings or distractions.
蒂姆·费里斯（Tim Ferris）建议，当你在工作并尝试解决一项巨大的挑战或创造性任务时，创造至少四个小时的空间块。34 如果你要达到 10 倍，你的时间就需要少得多。远没有那么薄片。更开放的日子和更多规模不断扩大的区块，例如四个小时或更长时间，没有会议或分心。

Taking Ferris’ advice a step further, the important work happens in kairos-time: not only do you create bigger blocks of time to either explore or exploit—either focus or recover—you actually expand that outward in your weeks and months. You have focus weeks and recovery weeks, focus months and recovery months. You’re taking on bigger projects that require high attention. Yet, you also slip away for weeks or months at a time for kairos recovering and exploring—expanding and transforming.
更进一步，Ferris 的建议是重要的工作发生在 kairos-time 中：你不仅创造了更大的时间块来探索或利用——无论是集中注意力还是恢复——你实际上在几周和几个月内向外扩展了它。你有专注周和恢复周、专注月和恢复月。您正在承担需要高度关注的更大项目。然而，你也会一次溜走数周或数月，等待凯罗斯的恢复和探索——扩张和转变。

Kairos-focus and kairos-recovery are how you live decades of experience and growth in a single year. It’s how you slow time while everyone else’s time is accelerating.
Kairos-focus 和 kairos-recovery 是您在一年内获得数十年经验和成长的方式。这是你如何在其他人的时间加速时放慢时间的方式。

This is how you become the David. This is how you develop extreme Unique Ability. This is how you do and create things that others could never imagine, because others are up closer to the surface—busy, distracted, linear, segmented, 2x.
这就是你成为大卫的方式。这就是你发展极端独特能力的方式。这就是你做事和创造别人无法想象的事情的方式，因为其他人更接近表面——忙碌、分心、线性、分段、2 倍。

It’s also crucial to note that if you’re going 10x, you’re not a manager. . . Managers don’t go 10x. You’re a visionary and Transformational Leader. Leaders don’t manage. They build teams of leaders that manage themselves.
同样重要的是要注意，如果你要达到 10 倍，你就不是经理。。。经理不会达到 10 倍。您是一位有远见的变革型领导者。领导者不管理。他们建立管理自己的领导者团队。

No more than three personal objectives each day (important and designed for flow). Former United States president Dwight Eisenhower said,
每天不超过三个个人目标（重要且专为流程而设计）。美国前总统德怀特·艾森豪威尔说，

“I have two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent.”
“我有两种问题：紧急问题和重要问题。紧急的事情并不重要，重要的也从来都不紧急。

The 20 percent of activities—your Unique Ability—are important but not urgent. The 80 percent of activities are urgent. At this point, you should probably already be weary of the 80 percent.
20% 的活动——你的独特能力——很重要，但并不紧急。80% 的活动是紧急的。在这一点上，您可能已经厌倦了 80%。

When it comes to planning your day, you’re going for impact and progress, not busyness. You’re also going for quality over quantity. If you have 10 items of your to-do list, you’re going shallow. You’re not going 10x.
在计划你的一天时，你追求的是影响和进步，而不是忙碌。你还追求质量而不是数量。如果你的待办事项清单中有 10 项，那么你就很浅了。你不会达到 10 倍。

Each day, go for no more than three important results. Once you’re done with those three, call it a day. Celebrate and recover. Make sure those three activities are 10x, not 2x. They are the highest and most enjoyable use of your time.
每天，不超过三个重要结果。一旦你完成了这三个，就收工了。庆祝并恢复。确保这三项活动是 10 倍，而不是 2 倍。它们是对您时间的最高和最愉快的利用。

Research shows that there are three essential preconditions of being in a flow state:
研究表明，处于心流状态有三个基本先决条件：

Clear and specific goals.
明确而具体的目标。

Immediate feedback.
即时反馈。

The challenge and/or risk of the activity is beyond your current skill or knowledge level.35
活动的挑战和/或风险超出了您当前的技能或知识水平。35

Make sure your three daily goals are clear and specific, so that you can know where to focus. Make sure your three goals involve some form of feedback, which is, to use Seth Godin’s language, “a collision between your work and the outside world.”36
确保您的三个每日目标清晰具体，以便您知道该关注哪里。确保你的三个目标涉及某种形式的反馈，用塞斯·戈丁的话来说，就是“你的工作与外部世界之间的碰撞”。36

Feedback has consequences.
反馈会产生后果。

It takes courage and vulnerability to get direct and quality feedback. You’ve got to be completely honest that “this” is where you’re currently at. There’s risk in getting feedback, but only if you need to be right. If you’re more interested in getting it right, then you’ll regularly seek feedback as a forcing function to produce and transform your thinking.
获得直接和高质量的反馈需要勇气和脆弱性。你必须完全诚实，“这个”就是你目前所处的位置。获得反馈是有风险的，但前提是你需要是正确的。如果你对把事情做好更感兴趣，那么你会定期寻求反馈作为产生和改变你思维的强制功能。

Finally, have your three daily activities be beyond your current skill or knowledge level, so that you’re exercising commitment and courage. This is how you grow and transform yourself, developing new capabilities and confidence (think Dan’s 4 Cs). This is how you get one or more percent better every day. No repetition or autopilot.
最后，让你的三项日常活动超出你当前的技能或知识水平，这样你就可以锻炼承诺和勇气。这就是你成长和转变自己、发展新能力和信心的方式（想想 Dan 的 4 C）。这就是您每天进步百分之一或百分之几的方式。没有重复或自动驾驶仪。

Completely unplug when you’re done and actively recover. Don’t work longer than is necessary, unless you’re on some extreme deadline like a kairos-focus week or month. Achieve your core objectives. Be bold. Then, when it’s time to be done, let it go.
完成后完全拔掉电源并积极恢复。不要工作超过必要的时间，除非你在某个极端的截止日期前，比如以凯罗斯为重点的一周或一个月。实现您的核心目标。大胆一点。然后，当该完成时，就放手了。

Unplug.
拔开。

Psychologically detach from work.
心理上脱离工作。

Go actively recover and expand the other important areas of your life, because how you do anything is how you do everything. If you’re going 10x in one area, you’ll 10x all other important areas of your life as well. Emphasis on the word “important.”
去积极恢复并扩展你生活的其他重要领域，因为你做任何事情的方式就是你做一切的方式。如果你在一个领域达到 10 倍，那么你生活中所有其他重要领域也会增加 10 倍。强调“重要”一词。

The simplest evening routine for transformation. In The Gap and The Gain, Dan and I dedicated an entire chapter to mastering the final hour of your day, which also happens to be the highest-impact hour of your day.37
最简单的晚间改造例行公事。在《The Gap and The Gain》中，Dan 和我用了整整一章来掌握你一天中的最后一个小时，这也恰好是你一天中影响最大的时刻。37

The final hour of your day determines the quality of your sleep as well as the quality of your next day. Over 90 percent of people are 2x at night, where they fall to unhealthy habits and consumption, especially random Internet scrolling.38
一天的最后一个小时决定了您的睡眠质量以及第二天的质量。超过 90% 的人在晚上会吸 2 次，他们会陷入不健康的习惯和消费，尤其是随机浏览互联网。38

For 10x sleep, put your phone on airplane mode at least 30-60 minutes before bed. Pull out your journal for 3-5 minutes and write down three wins you had that day. These wins will be any forms of learning or progress you had, even if they weren’t planned.
要获得 10 倍的睡眠，请在睡前至少 30-60 分钟将手机置于飞行模式。拿出你的日记 3-5 分钟，写下你当天的三场胜利。这些胜利将是您获得的任何形式的学习或进步，即使它们没有计划。

Then, after you’ve framed the day as a “win”—which is how you want your entire past framed—choose and commit to the three goals or “wins” you’ll get tomorrow. Pray and or meditate and then commit to sleep. Be excited and happy to fully shut it down.
然后，在你将这一天定为“胜利”之后——这就是你希望你的整个过去的框架——选择并致力于你明天将获得的三个目标或“胜利”。祈祷和/或冥想，然后承诺睡觉。兴奋和高兴地完全关闭它。

Chapter Takeaways
章节要点

The public education system and traditional corporate structure are based on a quantitative and linear model of time, which is focused on busyness and effort, not flow, creativity, and results.
公共教育体系和传统企业结构基于定量和线性的时间模型，该模型侧重于忙碌和努力，而不是流动、创造力和结果。

To go 10x, you approach time qualitatively and non-linearly.
要达到 10 倍，您需要定性和非线性地处理时间。

Entertainers have different segments of time, which are optimized for helping them develop higher levels of mastery in their increasingly valuable performances.
艺人有不同的时间段，这些时间段经过优化，以帮助他们在越来越有价值的表演中提高更高的掌握水平。

To go 10x, adopt an entertainer or performance model of time, which is focused on quality, not quantity. It’s also focused on you becoming 10x better in your craft, which involves hyper-focused days, preparation days, and recovery days.
要达到 10 倍，请采用艺人或表演时间模型，它注重质量，而不是数量。它还专注于您在手艺上提高 10 倍，其中包括高度专注的日子、准备的日子和恢复的日子。

The more you go 10x, the more recovery and large blocks of open time for novelty, relaxation, fun, and connection are essential.
你走 10 倍的次数越多，恢复的时间就越多，并且大块的新奇、放松、乐趣和联系的开放时间是必不可少的。

Commit to scheduling Free Days throughout your week, month, and year. Choose the number of Free Days that scares you a little bit. You’ll be surprised that you achieve more and better results by doing less.
承诺在您的一周、一个月和一年中安排免费日。选择让您有点害怕的免费天数。您会惊讶地发现，您通过做更少的事情取得了更多更好的结果。

Working less is essential to making more money and going 10x.
减少工作对于赚更多的钱和实现 10 倍至关重要。

Freeing yourself up is a purpose of your team, especially when you evolve to a self-managing company.
解放自己是您团队的目标，尤其是当您发展成为一家自我管理的公司时。

You’ll never know how good your team is until you go away. Also, they’ll never know how good they can be until you let them manage themselves.
在你离开之前，你永远不会知道你的团队有多好。此外，在你让他们自己管理之前，他们永远不会知道他们能有多好。

Structure your week for high performance and flow. Stack and schedule similar activities like meetings on the same day. Only have meetings on various days of the week. Have several days per week where nothing is scheduled.
安排您的一周，以实现高性能和流畅性。堆叠和安排类似的活动，例如在同一天举行的会议。只在一周中的不同日子开会。每周有几天没有安排任何事情。

Adopt a maker schedule, where you have huge time blocks dedicated for deep work and innovation. This is how you’ll get 10x better. Apply focus-flow and recovery-flow at an even higher level, where you not only have focus and Free Days, but you have focus and free weeks, and even focus and free months.
采用创客时间表，其中您有大量的时间段专门用于深度工作和创新。这就是您将获得 10 倍好转的方式。在更高的层次上应用专注流和恢复流，你不仅有专注和空闲日，而且有专注和空闲周，甚至专注和空闲几个月。

Stop working when you’ve completed your three important tasks. Don’t work longer than is necessary. Productive and busy are opposites. Be in the gain, not the gap.
完成三项重要任务后停止工作。不要工作超过必要的时间。高效和忙碌是相反的。处于收益中，而不是差距。

Optimize your evening routine for increasingly quality sleep.
优化您的晚间例行公事，提高睡眠质量。

To get additional resources on utilizing Dan’s time system, visit www.10xeasierbook.com.
要获取有关利用 Dan 时间系统的其他资源，请访问 www.10xeasierbook.com。

CHAPTER 6
第6章

BUILD A SELF-MANAGING COMPANY
建立一家自我管理的公司

Evolve from Micromanager to Transformational Leader
从微观管理者发展成为变革领导者

◆ ◆ ◆

“As soon as I remove myself as a bottleneck, profits increase by 40 percent. What on earth do you do when you no longer have work as an excuse to be hyperactive and avoid the big questions? Be terrified and hold on to your ass with both hands apparently.”
“一旦我消除自己作为瓶颈，利润就会增加 40%。当你不再有工作作为过度活跃和回避大问题的借口时，你到底会怎么做？害怕，显然用双手抓住你的屁股。

— TIM FERRISS1
— T 在 FERRISS1

In early 2017, Susan Kichuk was five months into a yearlong sabbatical when she got an unexpected phone call from a headhunter.
2017 年初，苏珊·基丘克（Susan Kichuk）在为期一年的休假五个月后接到了猎头公司的意外电话。

The headhunter had been struggling to find someone for this particular gig, because it was the most specific job description he’d ever seen. He was telling a friend of his about the impossibility of finding the right person for this particular job, and the friend immediately thought of Susan and made the introduction.
猎头一直在努力寻找适合这份特定工作的人选，因为这是他见过的最具体的工作描述。他正在告诉他的一个朋友，不可能为这份特定的工作找到合适的人选，这位朋友立即想到了苏珊并进行了介绍。

The problem was Susan wasn’t looking for a job.
问题是苏珊没有找工作。

She was, frankly, fried from working non-stop for nearly 30 years—from getting a PhD in business administration in her early 20s, to raising kids, to spending over 25 years helping structure and scale multiple large organizations.
坦率地说，她因不停地工作了近 30 年而感到沮丧——从 20 岁出头获得工商管理博士学位，到抚养孩子，再到花费超过 25 年的时间帮助构建和扩展多个大型组织。

She’d just spent the previous 17 years as a senior executive for a global organization. Hers was the job of continually developing and improving the organization and ensuring the completion of endless high priority projects.
在过去的 17 年里，她刚刚在一家全球组织担任高级管理人员。她的工作是不断发展和改进组织，并确保完成无穷无尽的高优先级项目。

But as she listened to the headhunter explain the particulars of the job being offered, she was surprised by how interesting and exciting the prospect seemed. It was so interesting that she immediately wanted to get to work and end her sabbatical pre-maturely.
但当她听猎头解释所提供工作的细节时，她对这个前景看起来如此有趣和令人兴奋感到惊讶。这太有趣了，以至于她立即想开始工作并提前结束她的休假。

It was a life insurance brokerage called Targeted Strategies Limited that was based on an innovative and brilliant idea. At the time, Targeted Strategies Limited was making millions per year, but it wasn’t sustainable. The CEO and founder, Garnet Morris, had finally reached his wits end. He realized that in order to go 10x, he’d need the right Who—someone other than himself—to run and build the company.
这是一家名为 Targeted Strategies Limited 的人寿保险经纪公司，它基于一个创新和绝妙的想法。当时，Targeted Strategies Limited 每年赚取数百万美元，但并不可持续。首席执行官兼创始人加内特·莫里斯（Garnet Morris）终于到了理智的尽头。他意识到，为了实现 10 倍，他需要合适的 Who——除了他自己之外的人——来经营和建立公司。

Before getting interviewed, Susan went through a battery of testing and was selected as one of a few candidates for the CEO position. During her interview with Garnet and his board of directors, Susan was bold and direct. She spoke straight to Garnet and said, “I know what you’re trying to do and I can help you do it. I’ve done it many times before. What scares you about hiring me?”
在接受面试之前，苏珊经过了一系列测试，并被选为首席执行官职位的少数候选人之一。在接受加内特及其董事会采访时，苏珊大胆而直接。她直接对加内特说：“我知道你想做什么，我可以帮助你做到。我以前做过很多次了。你为什么害怕雇用我？

Garnet began listing 4-5 concerns he had about Susan. For starters, she had no experience in the life insurance business. As Susan clearly and boldly dismantled each of his concerns, Garnet eventually turned to his board and said, “I like her the best. Let’s hire her.”
加内特开始列出他对苏珊的 4-5 个担忧。首先，她没有人寿保险业务的经验。当苏珊清晰而大胆地消除他的每一个担忧时，加内特最终转向他的董事会说：“我最喜欢她。让我们雇用她吧。

Susan’s job was neither simple nor easy. She had the twofold task of:
苏珊的工作既不简单也不容易。她有双重任务：

Gaining Garnet’s trust so that he would get out of her way and focus on his Unique Ability: innovating financial solutions for their clients.
获得加内特的信任，这样他就可以摆脱她的障碍，专注于他的独特能力：为客户创新金融解决方案。

Structuring, optimizing, and scaling a business that had stagnated for years.
构建、优化和扩展停滞多年的业务。

During the first month on the job, Susan carefully assessed the situation top-to-bottom.
在工作的第一个月，苏珊从上到下仔细评估了情况。

She dug into the finances.
她深入研究了财务状况。

How much money are we making?
我们赚了多少钱？

Are we receiving all the money we should be?
我们是否收到了我们应该得到的所有钱？

Where does all the money go?
所有的钱都去哪儿了？

She dug into the life insurance policies they sold, trying to figure out where they came from and where they were located. “Not surprisingly,” she told me, “they were not all in one place.”
她深入研究了他们出售的人寿保险单，试图弄清楚它们来自哪里以及它们位于哪里。“毫不奇怪，”她告诉我，“他们并不都在一个地方。

She dug into the systems and processes, trying to figure out what had yet to be systemized to free up the people from redundant tasks.
她深入研究了系统和流程，试图弄清楚哪些东西尚未系统化，以将人们从冗余任务中解放出来。

After better understanding the current state of the business and organization, she critically assessed which roles and tasks were actually needed, and who the right people were to fill those tasks.
在更好地了解业务和组织的现状后，她批判性地评估了实际需要哪些角色和任务，以及谁是合适的人来完成这些任务。

She found that Garnet was the sole person on the team generating sales for the company.
她发现 Garnet 是团队中唯一为公司创造销售额的人。

She also found that many of the current team were legacy people who either weren’t filling what the company truly needed, or weren’t the best for the job. Many of these legacy team members fit the definition of 2x, meaning they wanted things to mostly remain how they were. They didn’t want the 10x changes Garnet wanted and that ultimately Susan was in the process of creating.
她还发现，目前的许多团队都是传统人员，他们要么没有满足公司真正需要的东西，要么不是最适合这份工作的人。这些传统团队成员中的许多人都符合 2x 的定义，这意味着他们希望事情基本上保持原样。他们不想要 Garnet 想要的 10 倍变化，而 Susan 最终正在创造。

Of course, Susan was a rate-buster. She was actually hired by Garnet to be a rate-buster, shattering the 2x-problems keeping the business stuck. She was raising the standard and structuring the business and team to go 10x.
当然，苏珊是一个利率破坏者。她实际上被 Garnet 聘为利率破坏者，打破了使业务陷入困境的 2 倍问题。她正在提高标准，并构建业务和团队，使其增长 10 倍。

Some of her initial and simple questions were:
她最初的一些简单问题是：

What needs to be done?
需要做什么？

Who is doing it now?
现在谁在做？

Is this this right Who?
这是对的吗？

For the next four years—from 2017 to 2021—Susan went through her 4-step process that ultimately led Targeted Strategies Limited to achieve 10x results. They are are currently posed for another 10x jump over the next 4-5 years. Susan’s four steps are:
在接下来的四年里，从 2017 年到 2021 年，Susan 经历了她的 4 步流程，最终带领 Targeted Strategies Limited 取得了 10 倍的成果。他们目前准备在未来 10-4 年内再增长 5 倍。苏珊的四个步骤是：

Stabilize
稳定

Optimize
优化

Grow
成长

Transform
变换

Stabilizing was about making the business functional and compliant. This required Susan to scrutinize the business so she could better understand how it actually makes money. She assessed the policies the company sold, sales, money, the team, and all of the company’s gaping holes.
稳定就是让业务正常运作并合规。这需要苏珊仔细检查业务，以便她更好地了解它实际上是如何赚钱的。她评估了公司销售的保单、销售额、资金、团队以及公司的所有漏洞。

Optimizing was about standardizing key processes and diversifying revenue, so that Garnet was no longer the only person selling. Susan went to the insurance companies and banks that did business with Targeted Strategies and found that all of them hated doing business with Targeted. The reason was simple: There were no clear processes or systems in place.
优化就是标准化关键流程和实现收入多元化，这样 Garnet 就不再是唯一销售的人。苏珊去找了与 Targeted Strategies 有业务往来的保险公司和银行，发现他们都讨厌与 Targeted 做生意。原因很简单：没有明确的流程或系统。

Growing was about building relationships and connections with other parties who would sell Targeted Strategies policies, based on Garnet’s innovative structuring and perspectives. Garnet’s brilliance is creating radically innovative solutions to life insurance, removing all the undesired aspects and simplifying life insurance to become a valuable and growing asset you can utilize while you’re alive, not just when you’re dead. He’s constantly coming up with incredible intellectual property (IP), which Susan helps him filter and execute.
Growing 是关于与其他将销售目标策略政策的各方建立关系和联系，基于 Garnet 的创新结构和观点。石榴石的才华在于为人寿保险创造了彻底创新的解决方案，消除了所有不需要的方面，并简化了人寿保险，使其成为一种宝贵且不断增长的资产，您可以在活着时使用，而不仅仅是在您死后使用。他不断想出令人难以置信的知识产权（IP），苏珊帮助他过滤和执行这些知识产权。

Susan began nurturing relationships with several Principals who were senior members of accounting firms that worked with ultra-high-net-worth individuals, who were the types of people Targeted Strategies also worked with. She recruited many of these Principals to join their team and become the primary sales people, because these Principals understood the business, had the networks, and could speak the language of those they were selling to.
苏珊开始与几位负责人建立关系，他们是与超高净值人士合作的会计师事务所的高级成员，这些人也与 Targeted Strategies 合作。她招募了许多这些负责人加入他们的团队并成为主要销售人员，因为这些负责人了解业务，拥有网络，并且会说他们销售对象的语言。

Structuring and organizing the business and then getting the best Whos possible was Susan’s objective. As she increasingly got more and better Whos, they continually found more avenues and referrals for selling life insurance policies in the innovative way Garnet had structured them.
构建和组织业务，然后尽可能做到最好是苏珊的目标。随着她越来越好，他们不断找到更多以 Garnet 构建人寿保险单的创新方式销售人寿保险单的途径和推荐。

After four years, Susan and Garnet grew Targeted Strategies 10x together.
四年后，Susan 和 Garnet 共同将 Targeted Strategies 增长了 10 倍。

Now that they’ve gone 10x, they’ve reached Susan’s fourth stage: Transformation. To go 10x again, a few things have changed. First, Garnet has left Targeted Strategies and even the entire Canadian insurance business. He has gone on to start a new company that adds value to clients in other ways.
现在他们已经增长了 10 倍，他们已经达到了苏珊的第四个阶段：转型。为了再次达到 10 倍，一些事情发生了变化。首先，Garnet 已经离开了 Targeted Strategies，甚至整个加拿大保险业务。他继续创办了一家新公司，以其他方式为客户增加价值。

Susan and Garnet still situationally and strategically collaborate together. However, at this point, Susan controls Targeted Strategies and owns it with a few other key people.
苏珊和加内特仍然在情境和战略上合作。然而，在这一点上，Susan 控制着 Targeted Strategies，并与其他一些关键人物一起拥有它。

Susan told me that if they’re going to go 10x again, it’s not going to happen working with Principals, as the last 10x did. “To go 10x from here,” Susan told me, “we’re going to need to capitalize on our amazing insurance service platform.”
苏珊告诉我，如果他们要再次达到 10 倍，那么与校长合作就不会像过去的 10 倍那样发生。“要从这里开始增长 10 倍，”苏珊告诉我，“我们需要利用我们令人惊叹的保险服务平台。

To get to this point, Garnet created a Self-Managing Company led by Susan. For Garnet to be his best, he had to free his mind of everything going on in the day-to-day of the organization. Susan freed him up and then utilized her skills and passion to stabilize, optimize, and grow the company 10x. All the while, Garnet was free to focus on his Unique Ability and passion of learning, growing, and innovating.
为了达到这一点，加内特创建了一家由苏珊领导的自我管理公司。为了让加内特做到最好，他必须将自己的思想从组织的日常中发生的一切中解放出来。苏珊让他自由了，然后利用她的技能和热情将公司稳定、优化和发展了 10 倍。一直以来，Garnet 都可以自由地专注于他的独特能力和学习、成长和创新的热情。

Every time you go 10x, your freedom of purpose and sense of calling or mission also expand, exponentially.
每增加 10 倍，你的目标自由和使命感或使命感也会呈指数级增长。

If you’re going to go 10x again and again—meaning you become 10x better and more innovative in your Unique Ability—then it’s essential you create a Self-Managing Company.
如果你要一次又一次地提高 10 倍——这意味着你在独特能力方面变得更好 10 倍，更具创新性——那么你必须创建一个自我管理公司。

Having a Self-Managing Company is exactly what it sounds like. It’s a company and team that manages themselves. You’re no longer involved in the day-to-day. You have a team that works for you—without being dependent on you. Again, this doesn’t mean you’re not the visionary and leader. But you’re leading in your proper sphere, where you’re innovating and transforming yourself—and continually exploring and exploiting radically new and exciting opportunities.
拥有一家自我管理公司顾名思义。这是一个自我管理的公司和团队。你不再参与日常工作。你有一个为你工作的团队——而不是依赖你。同样，这并不意味着您不是有远见的人和领导者。但你正在你适当的领域处于领先地位，在那里你正在创新和改变自己——并不断探索和利用全新的和令人兴奋的机会。

You’re no longer the bottleneck, involved in or managing the team, system, or structure of the business. Instead, you’ve brought on world-class Whos that are better suited for managing the affairs of the system, processes, and team.
您不再是瓶颈，参与或管理业务的团队、系统或结构。相反，您聘请了更适合管理系统、流程和团队事务的世界级人才。

You set the vision, your team makes it happen.
你设定愿景，你的团队让它成为现实。

As you continually evolve and transform yourself, your thinking, mindset, and identity are always upgrading. You translate your upgrades to your leadership team and they translate that to the rest of the team.
随着你不断发展和转变自己，你的思维、心态和身份总是在升级。您将升级转化为领导团队，他们将其转化为团队的其他成员。

In this chapter, you’ll learn the fundamentals of building a Self-Managing Company, and even going beyond that to where you have a self-expanding Unique Ability Team.
在本章中，您将学习建立自我管理公司的基础知识，甚至超越这一点，让您拥有一支自我扩展的独特能力团队。

There is a progression every entrepreneur goes through of being a rugged individual who does everything themselves, to one who becomes a leader applying Who Not How in all aspects of their life and business. Eventually, you go from being the leader to replacing yourself with even more capable leaders who run your company for you, freeing you up to go all-in on your Unique Ability and the next exciting evolutions beyond.
每个企业家都会经历一个进步，从成为一个自己做所有事情的粗犷的人，到成为在生活和业务的各个方面应用 Who Not How 的领导者。最终，你从领导者变成了更有能力的领导者，他们为你经营你的公司，让你腾出时间全力以赴地发挥你的独特能力和下一个令人兴奋的进化。

Specifically, there are four levels you’ll evolve through as an entrepreneur if you continue going 10x to 10x, which this chapter will walk you through. The four levels are as follows:
具体来说，如果您继续提高 10 倍到 10 倍，作为一名企业家，您将通过四个级别，本章将引导您完成这些级别。四个级别如下：

Level 1 to Level 2 Entrepreneurship: Level one entrepreneurship is being a rugged individual who either does everything themselves or micromanages the few Whos they have. Level two entrepreneurship is where you evolve beyond How-focused rugged individualism to Who-focused leadership, applying Who Not How in all areas of your life and business.
1 级到 2 级创业：一级创业是一个粗犷的人，要么自己做所有事情，要么对他们拥有的少数人进行微观管理。第二级创业是你从以如何为中心的粗犷个人主义发展到以谁为中心的领导力，将 Who Not How 应用于你生活和业务的各个领域。

Level 2 to Level 3 Entrepreneurship: Going from level two entrepreneurship of being a leader applying Who Not How to level three entrepreneurship means you’ve replaced yourself with better-fit leaders who run your Self-Managing Company. You’re now freed-up from the day-to-day operations to fully focus on exploring new possibilities, innovating the best 20 percent of what you’re now doing, expanding vision, and collaborating within your Unique Ability.
2 级创业精神到 3 级创业精神：从成为领导者的二级创业精神应用 Who Not How 到三级创业精神意味着您已经用更合适的领导者来管理您的自我管理公司。您现在可以从日常运营中解放出来，完全专注于探索新的可能性，创新您现在正在做的事情中最好的 20%，扩展视野，并在您的独特能力范围内进行协作。

Level 3 to Level 4 Entrepreneurship: Going from level three entrepreneurship of having a Self-Managing Company to level four entrepreneurship means everything happening around you, including in your business, operates as Self-Multiplying Unique Ability Teamwork. In a Self-Multiplying Unique Ability Team, all individuals are encouraged to continually and autonomously refine their own roles down to their 20 percent. All right-fit Whos embrace the freedom of being intrinsically motivated and transforming their Unique Ability toward the shared 10x vision that excites them. As each Who more fully embraces their Unique Ability, they continually let go of their 80 percent and replace themselves with a new and better-fit Who to take on that 80 percent. The team continually multiplies itself and everyone is getting exponentially better and more valuable.
3 级至 4 级创业：从拥有一家自我管理公司的三级创业到四级创业意味着你周围发生的一切，包括你的企业，都以自我繁殖的独特能力团队合作的形式运作。在自我繁殖的独特能力团队中，鼓励所有人不断自主地将自己的角色完善到 20%。所有合适的人都喜欢内在动机的自由，并将他们的独特能力转化为让他们兴奋的 10 倍共同愿景。当每个 Who 更充分地接受他们的独特能力时，他们会不断放弃 80%，并用一个新的、更适合的 Who 来承担这 80% 的人。团队不断壮大，每个人都成倍地变得更好、更有价值。

Now, let’s dive into these stages.
现在，让我们深入了解这些阶段。

Level 1 to Level 2 Entrepreneurship: From Rugged Individual to Leader Applying Who Not How
1 级到 2 级创业：从粗犷的个人到应用谁不如何的领导者

“You can’t have an innovative, increasingly more profitable company unless you have a Self-Managing Company. With the day-to-day activities of running your business managed by your team, you’re free to look at the big picture vision, continually innovate greater and greater value, and even transform your marketplace.”
“除非你有一家自我管理公司，否则你不可能拥有一家创新、利润越来越高的公司。通过由您的团队管理的日常业务活动，您可以自由地着眼于大局，不断创新越来越大的价值，甚至改变您的市场。

— DAN SULLIVAN2
— DAN S ULLIVAN2

In 1997, Tim Schmidt was a young mechanical engineer from West Bend, Wisconsin, who started a small business with three employees. As a business, they lacked clarity. In Tim’s words, “We would do anything people would pay for.” One thing they did was take designs of in-store displays, such as a PlayStation console display in a toy store, and convert the design to make the physical construction possible to complete.
1997 年，蒂姆·施密特（Tim Schmidt）是一位来自威斯康星州西本德的年轻机械工程师，他创办了一家拥有三名员工的小企业。作为一家企业，他们缺乏清晰度。用蒂姆的话说，“我们愿意做任何人们愿意付出的代价。他们所做的一件事是采用店内展示的设计，例如玩具店中的 PlayStation 游戏机展示，并转换设计以使物理结构能够完成。

By 2007—10 years later—Tim’s company still had three employees and was doing about $300,000 in revenue, not much more than when he started it a decade earlier.
到 2007 年——10 年后——蒂姆的公司仍然有三名员工，收入约为 300,000 美元，比他十年前创办时多多少。

Tim barely experienced 2x growth between 1997-2007, even though he was “working his ass off.”
蒂姆在 2 年至 1997 年间几乎没有经历 2007 倍的增长，尽管他正在“努力工作”。

Compare that decade to the last 10 years—2011 to 2022—wherein his current company, U.S. Concealed Carry Association (USCCA), went from $3-4 million in revenue to now over $250 million in revenue, with over 615 employees throughout the United States, and over 700,000 renewing members. Rather than “working his ass off” in 2x-mode, Tim increasingly adds leaders and teams to accelerate the growth of USCCA.
将这十年与过去 10 年（2011 年至 2022 年）进行比较，他现在的公司美国隐蔽携带协会（USCCA）的收入从 3-400 万美元增长到现在的超过 2.5 亿美元，在美国拥有超过 615 名员工，超过 700,000 名续约会员。蒂姆没有在 2x 模式下“拼命工作”，而是越来越多地增加领导者和团队来加速 USCCA 的发展。

Yes, it’s been hard work.
是的，这是一项艰苦的工作。

But it’s also been a fun and transformational adventure of increased freedom and success.
但这也是一次有趣且变革性的冒险，增加了自由度和成功。

What was the difference in those two decades?
这二十年有什么不同？

What was the difference in Tim?
蒂姆有什么不同？

How did he go from starting a new organization to now impacting literally millions of lives annually?
他是如何从创办一个新组织到现在每年影响数百万人的生活的？

Let’s explore Tim’s story. It will help you better understand the progression of going from rugged individual to becoming a Transformational Leader.
让我们来探讨一下蒂姆的故事。它将帮助您更好地了解从粗犷的人到成为变革型领导者的过程。

In 1998, Tim held his newborn first child, Timmy Jr., for the first time. In that moment, he thought to himself, “It’s my job to protect and defend this guy, and I don’t know what I’m doing.”
1998 年，蒂姆第一次抱着他刚出生的第一个孩子小蒂米。那一刻，他心想：“保护和捍卫这个家伙是我的工作，我不知道自己在做什么。

Despite having grown up around guns, and his dad having taught him to shoot a gun when he was 12 years old, at that point Tim was 28 years old and didn’t own a firearm.
尽管蒂姆在枪支周围长大，而且他的父亲在他 12 岁时教他开枪，但那时蒂姆已经 28 岁了，还没有枪支。

Holding his newborn son spurred Tim to learn about self-defense. In this process, he was a bit shocked by his initial reception to the fire arm industry.
抱着刚出生的儿子促使蒂姆学习自卫。在这个过程中，他对自己最初对枪支行业的接受感到有些震惊。

Being the engineer and researcher he was, Tim spent a ton of front-end time researching different types of guns until he felt confident about the first handgun he wanted to buy. He drove to the Gun World Gander Mountain store in German-town, Wisconsin, walked into the store, and went to the back where all the glass cases filled with guns were. He walked up to the glass counter and there was a big rough dude standing behind the counter staring at him, who didn’t say a word.
作为一名工程师和研究员，蒂姆花费了大量的前端时间研究不同类型的枪支，直到他对他想购买的第一把手枪充满信心。他开车来到威斯康星州德国镇的枪支世界甘德山商店，走进商店，走到后面，那里都是装满枪支的玻璃柜。他走到玻璃柜台前，柜台后面站着一个粗犷的大个子盯着他看，他一言不发。

He just stared at Tim.
他只是盯着蒂姆。

“Excuse me, sir, can I look at that gun right there?” Tim said, pointing to one of the guns.
“对不起，先生，我能看看那把枪吗？”蒂姆指着其中一把枪说。

Folding his arms, the man looked Tim up and down, then impolitely and cynically asked, “What would a guy like you want with a gun like that?”
那个人抱着双臂，上下打量了蒂姆一眼，然后不礼貌而愤世嫉俗地问道：“像你这样的人拿着这样的枪会想要什么？

Startled, Tim replied, “I don’t know, dude! That’s why I’m asking for help.”
蒂姆吓了一跳，回答说：“我不知道，伙计！这就是我寻求帮助的原因。

Needless to say, it wasn’t a positive experience.
不用说，这不是一次积极的经历。

This led Tim down the rabbit hole of gun ownership, education, and protection. He studied these topics intensely on the side for a few years while he was running his engineering business.
这导致蒂姆陷入了枪支所有权、教育和保护的兔子洞。在经营工程业务的同时，他同时深入研究了这些主题几年。

In 2003, Tim started USCCA from his kitchen table. His idea was to publish a print magazine, The Concealed Carry Magazine, sharing gun ownership and defense education and stories.
2003 年，蒂姆在厨房的餐桌上创办了 USCCA。他的想法是出版一本印刷杂志《The Concealed Carry Magazine》，分享枪支所有权和国防教育和故事。

It took him six months to create the initial magazine. He took out a $100,000 business line of credit out of his engineering business, without asking the bank, and invested all of it into printing and mailing 30,000 copies of his magazine. He got the addresses from a company that provided list referrals of various demographics.
他花了六个月的时间才创作了第一本杂志。他没有询问银行，就从他的工程业务中取出了 100,000 美元的商业信贷额度，并将其全部投资于印刷和邮寄 30,000 份杂志。他从一家提供不同人口统计数据的列表推荐的公司获得了地址。

Within that first magazine was a call to action to join USCCA for ongoing education, which at that time was essentially a subscription to get a new magazine every six weeks.
在第一本杂志中，呼吁加入 USCCA 进行继续教育，这在当时基本上是每六周订阅一本新杂志。

Out of those initial 30,000 copies mailed, 1,000 people subscribed to USCCA for $47 annually.
在最初邮寄的 30,000 份副本中，有 1,000 人以每年 47 美元的价格订阅了 USCCA。

Now Tim had put himself into a sticky situation. He now had 1,000 people who expected him to create a new magazine every six weeks, which was a ton of work and required a lot of capital!
现在蒂姆已经把自己置于一个棘手的境地。他现在有 1,000 人希望他每六周创建一本新杂志，这是一项艰巨的工作，需要大量资金！

From 2003 to 2007, growth was linear and fairly slow for USCCA. Tim wasn’t yet much of a leader. He didn’t know how to apply Who Not How. He was controlling and mostly did everything himself, because he didn’t trust other people and thought they would screw everything up. Whenever he’d hire someone, they’d become miserable.
从 2003 年到 2007 年，USCCA 的增长是线性的，而且相当缓慢。蒂姆还不是一个领导者。他不知道如何应用“谁不如何”。他控制欲强，大部分时间都是自己做，因为他不信任别人，认为他们会把一切都搞砸。每当他雇用某人时，他们就会变得痛苦。

Despite Tim’s lack of trust and leadership, the U.S. Concealed Carry Association was growing steadily, and by 2007, the company was profitable, doing nearly $1 million in annual revenue with $200,000 in profits. There were four to five employees, half of whom were disgruntled. Yet, USCCA was starting to gain traction.
尽管蒂姆缺乏信任和领导，但美国隐蔽携带协会仍在稳步发展，到 2007 年，该公司实现了盈利，年收入近 100 万美元，利润为 20 万美元。有四到五名员工，其中一半心怀不满。然而，USCCA 开始受到关注。

Seeing that the company was showing strong signs of growth, Tim had a few realizations. Firstly, he knew that USCCA was exactly what he wanted to dedicate himself to. Secondly, he realized that in order for the company to grow, “Tim would have to work on Tim” and become a true leader.
看到公司显示出强劲的增长迹象，蒂姆有一些意识到。首先，他知道 USCCA 正是他想要奉献的。其次，他意识到，为了公司的发展，“蒂姆必须在蒂姆身上工作”，成为一名真正的领导者。

He sold his engineering company and went all-in on USCCA.
他卖掉了他的工程公司，并全力以赴地投资了 USCCA。

They purchased a small office building.
他们购买了一栋小型办公楼。

Tim began reading lots of business and leadership books and began getting coaching from the Entrepreneurial Operating System (EOS)—a global entrepreneurial training program that also collaborates with Strategic Coach—where he learned how to systemize and operationalize a business and to develop cultural aspects like core values.
蒂姆开始阅读大量商业和领导力书籍，并开始从创业作系统（EOS）接受指导—— 这是一个全球创业培训计划，也与战略教练合作——在那里他学会了如何将企业系统化和运营，并发展核心价值观等文化方面。

From 2007 to 2011, the company went from just under $1 million revenue to $4 million, with 20 employees. The business was still basically built around the magazine, which provided education but also, being a member of an “Association,” provided status and identity.
从 2007 年到 2011 年，该公司的收入从不到 100 万美元增加到 400 万美元，拥有 20 名员工。该业务基本上仍然是围绕杂志建立的，该杂志提供教育，但作为“协会”的成员，也提供了地位和身份。

The year 2011 marked the next crucial inflection point for Tim and USCCA. It was at this point that Tim became committed to building a truly world-class team. He got committed to taking the magazine to the next level, making it more powerful, interesting, and useful.
2011 年是 Tim 和 USCCA 的下一个关键转折点。正是在这一点上，蒂姆开始致力于建立一支真正的世界级团队。他致力于将杂志提升到一个新的水平，使其更加强大、有趣和有用。

Tim also came to a really important insight during a private business coaching session he was having, wherein he considered adding self-defense liability insurance as an integral benefit for being a part of USCCA. Rather than just being an organization focused on defense education and training, they would also provide insurance and protection as part of membership.
蒂姆在一次私人商业辅导课程中还得出了一个非常重要的见解，其中他考虑增加自卫责任保险作为成为 USCCA 一员的一项不可或缺的好处。他们不仅是一个专注于国防教育和培训的组织，还将作为会员的一部分提供保险和保护。

This was unique, since at the time and even still today for many people, the legalities of self-defense aren’t popular nor embraced.
这是独一无二的，因为在当时甚至今天，对许多人来说，自卫的合法性并不受欢迎，也不被接受。

Thus, Tim began to develop a core philosophy and framework for membership in the USCCA, which is an association for responsible gun-ownership. The three pillars of USCCA are:
因此，蒂姆开始制定 USCCA 会员的核心理念和框架，USCCA 是一个负责任的枪支所有权协会。USCCA 的三大支柱是：

Mental Preparation: Focused on education and training.
心理准备：注重教育和培训。

They are provided mental training, plus members get the Concealed Carrier Magazine every six weeks.
他们接受心理训练，此外，会员每六周获得一次隐蔽携带者杂志。

They get access to thousands of hours of online training in the Protector Academy, “the Netflix for gun training.”
他们可以在保护者学院（Protector Academy）获得数千小时的在线培训，“枪支培训的 Netflix”。

They also get access to hundreds of guides, checklists, and eBooks that have been created over the years.
他们还可以访问多年来创建的数百份指南、清单和电子书。

Physical Preparation: Focused on physical training and actual gun use.
身体准备：专注于体能训练和实际枪支使用。

There are over 5,000 active USCCA-certified instructors throughout the United States who provide tangible gun use training for members.
美国各地有 5,000 多名活跃的 USCCA 认证教官，他们为会员提供切实的枪支使用培训。

USCCA has an official partnership with 1,500+ gun ranges nationwide, which have banners saying “Official partner of USCCA.”
USCCA 与全国 1,500+ 个枪支靶场建立了官方合作伙伴关系，这些靶场的横幅上写着“USCCA 的官方合作伙伴”。

As a member, you also get all sorts of discounts on ammo and gear.
作为会员，您还可以获得弹药和装备的各种折扣。

Legal Preparation: Insurance and training about the legalities and preparation for the aftermath of gun use, whether in self-defense or otherwise.
法律准备：有关合法性和枪支使用后果准备的保险和培训，无论是出于自卫还是其他目的。

USCCA offers a 24/7 legal response team to answer any questions, challenges, or situations.
USCCA 提供 24/7 全天候法律响应团队来回答任何问题、挑战或情况。

They have a team of 1,000+ criminal defense attorneys that is available on call 24/7.
他们拥有一支由 1,000+ 刑事辩护律师组成的团队，24/7 全天候待命。

You get an up to $2 million annual liability insurance policy to protect yourself.
您可以获得高达 200 万美元的年度责任保险单来保护自己。

With his increasing clarity, direction, and commitment, Tim decided to do something bold.
随着他的清晰度、方向和承诺的不断提高，蒂姆决定做一些大胆的事情。

Since 2003 when he initially launched the magazine, the price of annual membership had remained $47. But with the improved team and customer service; the three-pillared focus of education and training mentally, physically, and legally; and the added benefit of self-defense liability insurance, Tim decided to increase the price nearly 4x for membership in USCCA. It was approximately $200 annually for membership.
自 2003 年他最初创办该杂志以来，年度会员价格一直保持在 47 美元。但随着团队和客户服务的改进;精神、身体和法律教育和培训的三支柱重点;以及自卫责任保险的额外好处，蒂姆决定将 USCCA 会员的价格提高近 4 倍。会员费每年约为 200 美元。

Immediately half of the members left.
立即有一半的成员离开了。

USCCA went from 50,000 renewing members to 25,000 in a single day.
USCCA 在一天内从 50,000 名续签会员增加到 25,000 名。

“It felt great,” Tim told me, about cutting his customer base in half and focusing on quality over quantity.
“感觉很棒，”蒂姆告诉我，他将客户群减少一半，注重质量而不是数量。

Even after cutting their clients in half, the business was now making more than double what it was before and was far more profitable.
即使在将客户减少一半之后，该企业现在的收入仍是以前的两倍多，而且利润也高得多。

Higher quality, less quantity.
更高的质量，更少的数量。

Laser focus and clarity of mission and purpose.
激光聚焦和使命和目的的清晰度。

Rather than trying to be everything for a large group of people, USCCA narrowed in on a niche, targeted group of people. As Tim explained to me, “Go for the fringes of the bell curve. Going for the middle is death to growing a culture, community, and business.”
USCCA 并没有试图为一大群人提供一切，而是将范围缩小到一个小众的、有针对性的人群。正如蒂姆向我解释的那样，“选择钟形曲线的边缘。走中间是发展文化、社区和业务的死亡。

Since 2011 when they added the insurance, clarified the mission and focus of USCCA, and focused on quality over quantity members, the company has skyrocketed, going from $3-4 million to over $250 million in annual revenue.
自 2011 年他们增加保险、明确 USCCA 的使命和重点、注重质量而不是数量会员以来，该公司的年收入猛增，从 3-400 万美元增加到超过 2.5 亿美元。

Over these past 10-11 years, Tim has focused on developing himself as a leader, as well as developing everyone in his organization. He’s continually getting coaching and educating himself, and he now spends a large portion of his time educating and training his team.
在过去的 10-11 年里，Tim 一直专注于将自己培养成领导者，并培养组织中的每个人。他不断接受教练和自我教育，现在他把大部分时间都花在了教育和培训他的团队上。

It was terrifying for Tim initially taking on that $100,000 line of credit from his engineering business and pouring all of it into the initial shipment of 30,000 magazines.
蒂姆最初从他的工程业务中获得了 100,000 美元的信贷额度，并将其全部投入到最初的 30,000 本杂志中，这很可怕。

It was terrifying raising the price 4x within a short period of time, knowing he’d lose a huge chunk of his customers.
在短时间内将价格提高 4 倍是可怕的，因为他知道他会失去大量客户。

Tim has faced his fears again and again—letting go of the 80 percent to go all-in on his 10x vision and purpose.
蒂姆一次又一次地面对他的恐惧——放弃 80% 的恐惧，全力以赴实现他的 10 倍愿景和目标。

He had to let go of needing to control how everything got done in his business.
他必须放弃控制他业务中一切如何完成的需要。

He invested in tons of coaching, education, and support to improve his thinking to the level where he could build out USCCA into something unique and innovative. He worked with speaking coaches to help him improve his communication and speaking so he could better get the message out there.
他投入了大量的指导、教育和支持，以提高他的思维水平，使他能够将 USCCA 打造成独特和创新的东西。他与口语教练合作，帮助他改善沟通和口语，以便更好地传达信息。

He grew himself as a leader and visionary, and continually expands the vision and mindsets of everyone involved with USCCA. To this day, his number one focus is evolving and improving himself such that he can transfer that mindset and growth to his team and the entire population of now 700,000+ USCCA members.
他成长为一名领导者和有远见的人，并不断扩大参与 USCCA 的每个人的视野和思维方式。直到今天，他的首要关注点是发展和提高自己，以便他可以将这种心态和成长转移到他的团队和现在 700,000+ USCCA 成员的全体人口中。

Tim’s goal is growing the association to over four million members by 2030.
蒂姆的目标是到 2030 年将协会会员人数增加到 400 多万。

In a recent talk Tim gave at Joe Polish’s Genius Network group, Tim provided seven principles he’s applied to grow USCCA as he has. These principles reflect much of the science on Transformational Leadership theory.3 Therefore, I’ll share Tim’s seven principles and also distill connections to the science of Transformational Leadership.
在蒂姆最近在乔·波兰的天才网络小组上发表的一次演讲中，蒂姆提供了他用来发展 USCCA 的七项原则。这些原则反映了变革型领导理论的大部分科学 3 因此，我将分享蒂姆的七项原则，并提炼出与变革型领导科学的联系。

In posing the question, “Why do people join the USCCA?” Tim initially pointed to the three pillars—mental, physical, and legal preparation and training—and all the benefits of being a member. But then he continued:
在提出“人们为什么加入 USCCA”的问题时？蒂姆最初指出了三大支柱——心理、身体和法律准备和培训——以及成为会员的所有好处。但随后他继续说：

“Let me be clear, people do not join USCCA because of all these benefits. Sure, these benefits are amazing. But they aren’t the real and deeper reason people become members. The truth is, most people don’t directly want all of the benefits we offer. They just want an easy-button that provides those for them. The reason people join any organization or association is psychographic alignment. All humans have a deep desire to feel a sense of belonging and connection to a group of people with shared beliefs and culture.”
“让我明确一点，人们加入 USCCA 并不是因为所有这些好处。当然，这些好处是惊人的。但它们并不是人们成为会员的真正和更深层次的原因。事实是，大多数人并不直接想要我们提供的所有好处。他们只是想要一个简单的按钮来为他们提供这些按钮。人们加入任何组织或协会的原因是心理上的一致性。所有人都渴望与一群具有共同信仰和文化的人产生归属感和联系。

This has been the backbone to everything Tim has developed over the past 20 years at USCCA. Everything they do, from publishing the magazine to having large events, is to create psychographic alignment and a sense of belonging and community among their members. Thus, Tim’s seven principles are centered around building psychographic alignment and belonging. These seven principles are:
这是蒂姆在过去 20 年里在 USCCA 发展的一切的支柱。他们所做的一切，从出版杂志到举办大型活动，都是为了在成员之间创造心理一致性、归属感和社区感。因此，蒂姆的七项原则以建立心理一致性和归属感为中心。这七项原则是：

The Story: Your organization, association, or business needs a powerful origin story. “Ideally a true story,” Tim added, laughing. Tim loves the story of the reluctant hero who nervously advances toward what they believe to be a calling or mission. They’re continually stretching themselves to fulfill that mission, facing and overcoming obstacles, and getting their butt kicked along the way. This reflects Joseph Campbell’s hero’s journey,4 and every good organization or association centers the client as the hero of the story.
故事：您的组织、协会或企业需要一个强大的起源故事。“理想情况下是一个真实的故事，”蒂姆笑着补充道。蒂姆喜欢这个不情愿的英雄的故事，他紧张地朝着他们认为的使命或使命前进。他们不断地伸展自己来完成这一使命，面对和克服障碍，并一路上受到刺激。这反映了约瑟夫·坎贝尔的英雄之旅 4，每个好的组织或协会都以客户为故事的英雄。

An Ideology: “There needs to be a mission and purpose in your organization that gives people goose bumps,” Tim said. Timeless ideologies are based on principles, not politics. The definition of principle is “a fundamental truth or proposition that serves as the foundation for a system of belief or behavior or for a chain of reasoning.” The definition of politics is, “the debate or conflict among individuals or parties having or hoping to achieve power.” Despite being an organization focused on guns and gun safety, nearly 40 percent of USCCA members are Democrat, because the organization isn’t focused on politics, but instead principles, which are relevant to people of all political backgrounds.
意识形态：“ 你的组织中需要有一个让人们起鸡皮疙瘩的使命和目的，”蒂姆说。永恒的意识形态是基于原则，而不是政治。原则的定义是“作为信仰或行为体系或推理链的基础的基本真理或命题”。政治的定义是，“拥有或希望获得权力的个人或政党之间的辩论或冲突”。尽管是一个专注于枪支和枪支安全的组织，但近 40% 的 USCCA 成员是民主党人，因为该组织不关注政治，而是关注与所有政治背景的人相关的原则。

A Symbol: The organization or association needs a strong-sounding and clear name, as well as a symbol or logo people can associate with the organization, like the Nike swoosh symbol. When Tim first started USCCA when he was the only employee and had zero customers, he called it the United States Concealed Carry Association (USCCA). It sounded official and important from the beginning. The symbol should be professionally created, look amazing, and be wearable. A good logo and brand is something that some people are even willing to tattoo on themselves, like Harley-Davidson’s or Apple’s.
符号：组织或协会需要一个听起来有力且清晰的名称，以及人们可以与组织联系起来的符号或徽标，例如耐克 swoosh 符号。当蒂姆第一次创办 USCCA 时，他是唯一的员工并且客户为零，他称其为美国隐蔽携带协会（USCCA）。这听起来从一开始就很正式且重要。该符号应该是专业创建的，看起来很棒，并且是可穿戴的。一个好的标志和品牌是有些人甚至愿意在自己身上纹身的东西，比如哈雷戴维森或苹果。

Shared Rituals: A ritual can be any activity that is unique and consistent, which triggers a sense of meaning and belonging. These rituals strengthen the individual’s commitment to the organization and its ideology. At their annual expo, 15-20 thousand USCCA members converge at a specific location, where there are booths, trainings, and other forms of community events. To be admitted into the events, and several times throughout the events, the members are required to show their USCCA membership card. This is one of the rituals they’ve created at USCCA: the pulling out and proudly showing of your membership card. One way to spread and enhance the rituals is to regularly publish content, whether by a blog, YouTube videos, a magazine, etc., highlighting stories of the members engaging in the rituals of the organization and the benefits they get out of that.
共同仪式：仪式可以是任何独特且一致的活动，它会触发意义感和归属感。这些仪式加强了个人对组织及其意识形态的承诺。在他们的年度博览会上，15-20,000 名 USCCA 成员聚集在一个特定地点，那里有展位、培训和其他形式的社区活动。要参加活动，并在整个活动期间多次参加，会员必须出示他们的 USCCA 会员卡。这是他们在 USCCA 创造的仪式之一：取出并自豪地出示您的会员卡。传播和加强仪式的一种方法是定期发布内容，无论是通过博客、YouTube 视频、杂志等，突出成员参与组织仪式的故事以及他们从中获得的好处。

The Enemy: “You have to have an enemy,” Tim said. Interestingly, it’s often easier for people to bond on what they don’t like than what they do. This taps into in-groups and out-groups, where you can clearly point to something and say, “That’s not us.” The enemy, whether a group of people, a set of behaviors, etc., is an inherent aspect of the ideology. At Strategic Coach, one of the “enemies” is the idea of retirement. In this book, the enemy is 2x thinking, which is where you’ve stopped betting your present (the 80 percent) on a bigger future which excites you (going all-in on your 20 percent Unique Ability).
敌人：“ 你必须有一个敌人，”蒂姆说。有趣的是，人们通常更容易在他们不喜欢的事情上建立联系，而不是他们喜欢的东西。这利用了内群体和外群体，在那里你可以清楚地指着某物说：“那不是我们。敌人，无论是一群人、一套行为等，都是意识形态的固有方面。在战略教练，“敌人”之一是退休的想法。在这本书中，敌人是 2 倍思维，即你不再将现在（80%）押注在让你兴奋的更大未来上（全力以赴）20% 的独特能力）。

The Language: Every sticky organization has a shared insider language, with unique words, acronyms, and shared meanings which are continually used in conversation and presented in education materials. When you go to a Strategic Coach meeting, you’ll hear people talking about Who Not How, VOTA, DOSS, Gap and Gain, etc. You can tell someone is an insider and part of the group when they speak the language and understand the intricacies of the shared meanings.
语言：每个粘性组织都有一种共享的内部语言，具有独特的单词、首字母缩略词和共同含义，这些词、首字母缩略词和共同含义在对话中不断使用并在教育材料中呈现。当你去参加战略教练会议时，你会听到人们谈论 Who Not How、VOTA、DOSS、Gap and Gain 等。当某人说这种语言并理解共同含义的复杂性时，你可以看出他们是内部人士和群体的一部分。

The Leader: Every organization, association, or movement has a leader. This leader is seen as an attractive character and a servant. They are not the hero of the story; each individual member is the hero. The leader is simply there to serve, guide, and support all the members. The leader takes the customer or member along the journey, helping them through the transformation and process of their own hero’s journey, which the association provides.
领导者：每个组织、协会或运动都有一位领导者。这位领导者被视为一个有吸引力的角色和仆人。他们不是故事的主人公;每个成员都是英雄。领导者只是在那里服务、引导和支持所有成员。领导者带领客户或会员沿着旅程前进，帮助他们完成协会提供的自己英雄旅程的转变和过程。

Tim’s story shows someone who went from rugged individual to a Transformational Leader. As a transformational leader, he began investing in and developing himself. He expanded his own vision and sense of purpose for himself and the cause he was leading, USCCA.
蒂姆的故事展示了一个人从粗犷的人变成了变革型领导者。作为一名变革型领导者，他开始投资和发展自己。他扩大了自己的视野和对自己和他所领导的事业 USCCA 的使命感。

Rather than stifling his team as he previously had, micromanaging and overcontrolling, he applied Transformational Leadership principles of expanding and elevating his team. Some of the core principles of Transformational Leadership, which is the most studied and science-based theory and application of leadership, include:
他没有像以前那样扼杀他的团队，进行微观管理和过度控制，而是应用了变革型领导原则来扩大和提升他的团队。变革型领导力是研究最多、基于科学的领导力理论和应用，其一些核心原则包括：

Idealized Influence: Transformational leaders are role models who, through their actions and values, inspire those who follow them. They take risks and commit to chosen values and display convictions that create a sense of confidence in those they lead.
理想化的影响：变革型领导者是榜样，他们通过自己的行动和价值观激励那些追随他们的人。他们承担风险，致力于所选择的价值观，并表现出信念，为他们所领导的人创造一种信心。

Inspirational Motivation: Transformational leaders inspire inspiration and a sense of purpose in those they lead. They articulate a vision and communicate expectations and confidence in the team. They communicate with clarity and conviction and shift seemingly negative or challenging circumstances into opportunities for gains and growth. They are gain oriented, not gap minded.
鼓舞人心的动机：变革型领导者会激发他们所领导的人的灵感和使命感。他们阐明愿景并传达对团队的期望和信心。他们以清晰和坚定的态度进行沟通，并将看似消极或具有挑战性的环境转化为获得收益和成长的机会。他们以收益为导向，而不是以差距为导向。

Intellectual Stimulation: Transformational leaders value creativity and autonomy among each team member. The leader involves members in the decision-making process and stimulates creative thinking. They challenge assumptions and create an environment where healthy conflict can arise. They change how their followers think about and frame problems and obstacles, empowering them to take ownership of decisions and results.
智力刺激：变革型领导者重视每个团队成员的创造力和自主权。领导者让成员参与决策过程并激发创造性思维。他们挑战假设并创造一个可能产生健康冲突的环境。他们改变了追随者对问题和障碍的看法和框架，使他们能够对决策和结果负责。

Individualized Consideration: Transformational leaders know that each member of the team is a unique individual, with unique goals and a Unique Ability. Transformational leaders remove friction and anxiety and provide an environment where each unique individual feels free and autonomous to be their best selves and to openly and honestly communicate their challenges, wishes, and perspectives.5,6,7,8
个性化考虑：变革型领导者知道团队中的每个成员都是独特的个体，具有独特的目标和独特的能力。变革型领导者消除摩擦和焦虑，并提供一个环境，让每个独特的个体都能感到自由和自主，做最好的自己，并公开和诚实地交流他们的挑战、愿望和观点。5 6 7 8

In addition to growing into a Transformational Leader, Tim also began enabling the Whos on his team to operate autonomously—leading themselves, taking ownership, and deciding how they would fulfill their individual roles and responsibilities, rather than being helicoptered over by a manager, not a leader.
除了成长为变革型领导者之外，Tim 还开始让团队中的人员能够自主运作——领导自己，承担责任，并决定他们如何履行各自的角色和责任，而不是由经理而不是领导者直升机飞越。

Tim also developed his own philosophy and ideology—and put it into a clear framework—which not only guided the direction and vision of the company and team but also provided psychographic clarity and alignment for the end customer and community.
Tim 还发展了自己的理念和意识形态，并将其放入一个清晰的框架中，这不仅指导了公司和团队的方向和愿景，而且还为最终客户和社区提供了心理上的清晰度和一致性。

As a Transformational Leader, Tim provided principles, training, language, rituals, and community for people who want to responsibly own guns. He provided a culture for people to attach and build as a part of their identity.
作为一名变革型领导者，蒂姆为想要负责任地拥有枪支的人们提供了原则、培训、语言、仪式和社区。他为人们提供了一种文化，让他们可以依附和建立，作为他们身份的一部分。

He also provided a maturity model, including an initial level that ascends as the client learns, evolves, and applies USCCA.
他还提供了一个成熟度模型，包括随着客户学习、发展和应用 USCCA 而上升的初始级别。

Tim consciously and humbly went from rugged individualist to Transformational Leader. He stopped needing to control the Hows and instead began investing in himself by getting increasingly high-quality Whos. He let those Whos operate in their Unique Ability and increasingly manage themselves, rather than control their every movement.
蒂姆有意识地、谦逊地从粗犷的个人主义者变成了变革型领导者。他不再需要控制 Hows，而是开始通过获得越来越高质量的 who's 来投资自己。他让那些以独特能力运作的人越来越多地管理自己，而不是控制他们的一举一动。

He became a leader, evolving and expanding himself, his vision, his philosophy, and the unique value he brought to his team and clients.
他成为了一名领导者，不断发展和扩展自己、他的愿景、他的理念以及他为团队和客户带来的独特价值。

At each stage of Tim’s development, he had to let go of the 80 percent that got him there, which was now holding him back from making his next 10x jump.
在蒂姆发展的每个阶段，他都必须放弃让他到达那里的 80%，这现在阻碍了他进行下一次 10 倍的跳跃。

With Tim’s story now behind us, I will go into some of the core “Who Not How” principles and applications. These are also the core areas people get stuck attempting to apply Who Not How, which stop them from going 10x and keep them stuck in 2x-mode.
随着 Tim 的故事过去，我将讨论一些核心的“谁不如何”原则和应用。这些也是人们在尝试应用 Who Not How 时遇到的核心领域，这阻止了他们达到 10 倍并让他们陷入 2 倍模式。

WHO NOT HOW FAQ
谁不如何常见问题解答

Question: Who is the first “Who” that young entrepreneurs should get?
问：谁是年轻创业者应该得到的第一个“Who”？

Get an administrative assistant of some sort, whether in-person or digital. Another word for this, using the language of Gino Wickman and the Entrepreneurial Operating System (EOS), is “integrator.” Susan Kichuk is an extremely high-level application of this role, though you can also start small by simply getting a digital assistant who immediately frees-up 20+ hours of your time, the “80 percent” including scheduling, email, logistics, etc.
获得某种行政助理，无论是面对面的还是数字的。用 Gino Wickman 和创业作系统（EOS）的语言来说，另一个词是“集成商”。Susan Kichuk 是这个角色的极高水平应用，尽管您也可以从小处着手，只需获得一个数字助理，他会立即释放您 20+ 小时的时间，“80%”包括日程安排、电子邮件、物流等。

Their job is to organize you, make your life easy and simple, and handle mundane and daily tasks. The goal is that your mind is increasingly freed to focus on what you do best, whatever that may be. As the popular saying goes, “Frank Sinatra doesn’t move his own pianos.”
他们的工作是组织你，让你的生活变得轻松简单，并处理平凡和日常的任务。目标是让你的思想越来越自由，专注于你最擅长的事情，无论那是什么。俗话说：“弗兰克·辛纳屈不会移动自己的钢琴。

Similarly, Dan advises his entrepreneurs to “Never show up on your own and without a team supporting you.” To be blunt, you simply don’t look high-level if you’re the one answering your own emails and inquiries, and seemingly handling the operations side of your work. You look like a one-person show, which calls into question the level of service and quality, as well as professionalism and results, you can provide.
同样，丹建议他的企业家“永远不要独自出现，没有团队支持你。坦率地说，如果你是回答自己的电子邮件和询问的人，并且似乎在处理你工作的运营方面，那么你根本就不会显得高水平。你看起来像一个单人秀，这让人质疑你可以提供的服务水平和质量，以及专业精神和结果。

Never show up without a team.
永远不要在没有团队的情况下出现。

Whenever you’re facing a client or prospect, have that outward facing initial contact and systemized process be handled by a Who, not you. Let your Who organize you and set the stage for you so that you can show up and perform your best work. Not only does this enable you to focus on what you do best, but it also positions you far better for those you serve.
每当您面对客户或潜在客户时，让面向外部的初始联系和系统化流程由 Who 而不是您处理。让您的 Who 组织您并为您搭建舞台，以便您可以出现并发挥您最好的工作。这不仅使您能够专注于您最擅长的事情，而且还可以让您更好地为您服务的人提供服务。

In addition to having your Who “set the stage” for the actual work you do, enabling you to just show up, they can and should set the stage for everything else in your life, making it increasingly easier. For example, they can set the stage for your day and week—helping you know where to focus your best energy and efforts and filtering out all the noise so you can keep your mind and attention on the highest-leverage Unique Ability activities.
除了让你的 Who 为你所做的实际工作“搭建舞台”，让你能够出现之外，他们还可以而且应该为你生活中的其他一切奠定基础，让它变得越来越容易。例如，它们可以为您的一天和一周奠定基础——帮助您知道将最好的精力和精力集中在哪里，并过滤掉所有噪音，以便您可以将注意力和注意力集中在杠杆率最高的独特能力活动上。

Question: What if I’m scared of being a jerk and bossing someone else around?
问题：如果我害怕成为一个混蛋并指使别人发号施令怎么办？

Clarity in the beginning about what your standards and success criteria are is crucial. However, you can always reconnect and reclarify your standards anytime. If it’s a strong relationship, and if you’re constantly learning and growing, then your standards and processes will always be updating and improving. It should be a continuous and iterative process.
一开始就明确您的标准和成功标准是什么至关重要。但是，您可以随时重新连接并重新阐明您的标准。如果这是一种牢固的关系，并且您不断学习和成长，那么您的标准和流程将始终更新和改进。它应该是一个持续和迭代的过程。

For example, as someone who regularly goes on podcasts to promote my books, I’m regularly communicating to Chelsea, my assistant and implementer, about the standards for the podcasts I go on. It’s never a one-time thing, but an ongoing process of tightening up the filter, which she helps me apply to achieve desired results.
例如，作为一个经常在播客上宣传我的书的人，我定期与我的助手和实施者切尔西沟通我所播放的播客的标准。这从来都不是一次性的事情，而是一个持续收紧过滤器的过程，她帮助我应用过滤器以达到预期的结果。

The more you apply Who Not How and empower your Whos to take ownership, and the more you experience the freedom of being in your 20 percent, the less you’ll feel like a jerk.
你越是应用“谁不是如何”并授权你的谁拥有所有权，你越是体验到属于你 20% 的自由，你就越不会觉得自己是个混蛋。

You’re a leader.
你是一个领导者。

They have a job they are excited to support you in. This is their job. Get people who want to work, and who want to be successful. As Jim Collins stated in Good to Great,
他们有一份他们很高兴支持你的工作。这是他们的工作。找一个想工作、想成功的人。正如吉姆·柯林斯（Jim Collins）在《从优秀到卓越》中所说，

“If you have the right people on the bus, the problem of how to motivate and manage people largely goes away. The right people don’t need to be tightly managed or fired up; they will be self-motivated by the inner drive to produce the best results and to be a part of creating something great.9 ”
“如果你在公共汽车上有合适的人，那么如何激励和管理人们的问题就会在很大程度上消失。合适的人不需要受到严格管理或激发;他们将受到内在动力的自我激励，以产生最好的结果并成为创造伟大事物的一部分。9 英寸

Question: What if you can’t afford a Who?
问题：如果你买不起 Who 怎么办？

You can’t afford not to get Whos. Don’t see them as a cost. Getting a Who is an investment in yourself and your results. The longer you wait to get a Who, the more of your time and energy will be sucked up in the 80 percent that only produces 20 percent of your results. Moreover, by being overly spread thin and busy, you’re experiencing very little flow and depth, which is how you produce 10x higher quality results.
你不能不得到谁的。不要将它们视为成本。获得 Who 是对您自己和您的结果的投资。你等待获得 Who 的时间越长，你的时间和精力就会被占用在 80% 上，而这只会产生你 20% 的结果。此外，由于过度分散和忙碌，您的流量和深度非常小，这就是您产生 10 倍质量结果的方式。

When you invest in a Who, not only will you free yourself up by dozens of hours, hours you can spend on the 20 percent of activities that are 10x more valuable, but you’ll flow and focus while you’re doing that 20 percent. All the while, your new Who will be more focused on their role and will more consistently produce the desired results of their role, which you were lackluster and inconsistently producing before. Everything immediately gets better, especially your own psychology and focus, which are foundational to going 10x.
当你投资一个 Who 时，你不仅会腾出几十个小时，你可以花在 20% 的有价值的 10% 的活动上，而且你会在做这 20% 的活动时保持心流和专注。一直以来，你的新谁将更加专注于他们的角色，并且会更一致地产生他们角色的预期结果，而你以前表现得乏善可陈且不一致。一切都会立即变得更好，尤其是你自己的心理和注意力，这是达到 10 倍的基础。

Question: How do you find the right Whos?
问题：你如何找到合适的人选？

Who Not How is a continuous process that you’ll progressively get better at with time. It’s like any other skill. In the beginning, you won’t be that great at it. You won’t have the best clarity and filters you’ll use to find highly specific Whos.
Who Not How 是一个持续的过程，随着时间的推移，你会逐渐变得更好。这就像任何其他技能一样。一开始，你不会那么擅长。您将无法获得最佳的清晰度和过滤器来查找高度具体的人物。

You’ll also probably not have the funds to get the most specialized and capable Whos you can. As with all things, start small. But just start.
您也可能没有资金来获得最专业、最有能力的人。与所有事情一样，从小事做起。但只是开始。

Get your first assistant to take 20 hours of logistical and operational work off your plate. You can find a digital assistant overseas or even a person in the United States for less than $15 per hour to take this role, and you’ll actually be surprised at the level of talent you can find for this role.
让您的第一助理从您手中省去 20 小时的后勤和运营工作。你可以在海外甚至美国以每小时不到 15 美元的价格找到一个数字助理来担任这个角色，你实际上会对你能找到这个职位的人才水平感到惊讶。

As you start seeing the power of Who Not How, you’ll stop resisting it so much. You’ll feel the power of having someone handle a ton of work for you, and you’ll have more bandwidth to produce more in your 20 percent, which is the unique value you bring to the market place, which also brings you energy, flow, and joy.
当你开始看到 Who Not How 的力量时，你就会不再那么抗拒它。你会感受到有人为你处理大量工作的力量，你将有更多的带宽来生产更多的 20%，这是你为市场带来的独特价值，也给你带来能量、流动和快乐。

There are limitless places you can find a Who—even social media. I found my first two assistants asking my Facebook friends if they knew anyone who wanted a part-time job as my personal assistant. I literally got dozens of applications and both of the women I hired were amazing for that stage of my career.
您可以在无数的地方找到名人录——甚至是社交媒体。我发现我的前两个助手问我的 Facebook 朋友，他们是否认识任何想要兼职工作作为我的私人助理的人。我真的收到了几十份申请，我雇用的两位女性在我职业生涯的那个阶段都很棒。

Eventually, I stopped finding my own Whos, enabling my assistant to do that for me. I just give her clear directions on the type of results I’m looking for (i.e., my vision and standards) and let her find and interview the Who she feels best about.
最终，我不再寻找自己的人，让我的助手能够为我做这件事。我只是给她明确的指导，说明我正在寻找的结果类型（即我的愿景和标准），让她找到并采访她觉得最好的人。

The more specialized you become, the more specific the Whos you’ll need to help you get your desired results, which actually makes them easier to find since there are far fewer of them. As an example, to get this book where I wanted it, I knew I needed an editor that really knew business books. It took me less than an hour to think of Helen, who is a top-tier editor of business books like these and has worked on huge titles with household-name-level authors.
你变得越专业，你需要的人员就越具体，以帮助你获得你想要的结果，这实际上使他们更容易找到，因为他们的数量要少得多。例如，为了让这本书达到我想要的地方，我知道我需要一位真正了解商业书籍的编辑。我只用了不到一个小时就想到了海伦，她是此类商业书籍的顶级编辑，曾与家喻户晓的作家合作过大型书籍。

Question: What happens if I get the wrong Who and waste tons of money?
问题：如果我弄错了谁并浪费了大量金钱会怎样？

This happens regularly. Get in the gain, not the gap. Everything happens for you, not to you. The reason you got the wrong Who is because you weren’t clear on what you wanted, and you weren’t being a great “Buyer,” using Dan Sullivan’s language. When you’re a “Buyer” rather than a “Seller,” you’re very clear on the results you want to create, you have high standards for everything you do, and you only work with increasingly high-impact players who are proven and committed.
这种情况经常发生。进入收益，而不是差距。一切都发生在你身上，而不是发生在你身上。你弄错了《谁》的原因是因为你不清楚自己想要什么，而且你不是一个伟大的“买家”，用丹·沙利文的语言来说。当你是“买家”而不是“卖家”时，你非常清楚你想要创造的结果，你对你所做的一切都有很高的标准，并且你只与经过验证和承诺的越来越有影响力的参与者合作。

Even still, this is a progression we all go through, and even after you’ve built an amazing team and group of collaborators, there’s never a time you’ll arrive and be completely free of the wrong Whos. The main thing is having a system in place where you filter out the wrong people faster and also course correct faster once you’ve realized the wrong Who is in place.
即便如此，这是我们都会经历的进步，即使在你建立了一支了不起的团队和一群合作者之后，你也永远不会到达并完全摆脱错误的人。最重要的是有一个系统，你可以更快地过滤掉错误的人，一旦你意识到错误的人就位，你也能更快地纠正方向。

Often, you’ll “lose money” on the wrong Whos. Even writing this book, I went through multiple editors and consultants who couldn’t get me and this book where I wanted it to go. But I’m in the gain, not the gap. Therefore, I’m turning my experiences into growth and learning, wherein I’m clearer and clearer, and my system is better in the future for finding Whos than it was in the past.
通常，你会在错误的人身上“赔钱”。即使在写这本书时，我也经历了多个编辑和顾问，他们无法让我和这本书达到我想要的方向。但我是在收获，而不是差距。因此，我正在将我的经历转化为成长和学习，其中我越来越清晰，我的系统在未来比过去更好地寻找谁。

Who Not How is not a skill set you’re taught even in business school. Stay in the gain and keep getting better. Over time, the Whos around you will blow you away, and the system will be increasingly self-managing.
谁不如何不是你即使在商学院也学到的技能。保持收益并不断变得更好。随着时间的推移，你周围的人会让你大吃一惊，系统将越来越自我管理。

Question: Is it possible to overdo Who Not How?
问题：有没有可能过度使用“谁不如何”？

Not really. The more you place your focus and energy into your 20 percent Unique Ability and get more consistent at producing 10x quality results, the more valuable your time and results will become. Your revenue and income will go 10x again and again, enabling you to get more Whos in all areas of your life.
没有。你越是把注意力和精力投入到你 20% 的独特能力上，并且越能持续产生 10 倍质量的结果，你的时间和结果就会变得越有价值。您的收入和收入将一次又一次地增长 10 倍，使您能够在生活的各个领域获得更多人。

10x is about depth and quality. To become a master at what you do, you can’t have a million things on your mental plate sapping your cognitive load. Focus on higher quality and less quantity of things. This also applies in your personal life. If you can get someone to come and clean your house, do various tasks like laundry and dishes, run errands, etc., the higher the quality and depth you’ll have with your family.
10 倍是关于深度和质量的。要成为你所做的事情的大师，你不能有一百万件事在你的脑海盘子上消耗你的认知负荷。专注于更高的质量和更少的数量。这也适用于您的个人生活。如果你能找人来打扫你的房子，做各种任务，如洗衣和洗碗、跑腿等，你与家人的质量和深度就越高。

The personal side can be a big jump mentally for people. But again, this is about leadership and depth. It took years to convince my wife to get a “Mother’s Helper” for 20 hours per week. But Cony has become a crucial member of our family. She watches our little kids—4-year-old twin girls and 2-year-old boy—so Lauren can focus on the older kids who are getting homeschooled. Cony also helps keep our house clean. More so, she also brings a calming and peaceful energy to our home.
个人方面对人们来说可能是一个巨大的精神飞跃。但同样，这是关于领导力和深度的。花了数年时间才说服我的妻子每周 20 小时的“母亲帮手”。但科尼已经成为我们家庭的重要成员。她照顾我们的小孩子——4 岁的双胞胎女孩和 2 岁的男孩——这样劳伦就可以专注于在家上学的大孩子。Cony 还有助于保持我们的房子清洁。更重要的是，她还给我们的家带来了一种平静祥和的能量。

Level 2 to Level 3 Entrepreneurship: From Leader Applying Who Not How to Self-Managing Company
2 级到 3 级创业：从领导者应用谁不如何到自我管理公司

“Taking your business 10x is only possible by ensuring that you and everyone on your team is operating as quickly as possible within a Self-Managing Company.”
“只有确保您和团队中的每个人都在自我管理公司内尽快运营，才能使您的业务增长 10 倍。”

— DAN SULLIVAN
— DAN S ULLIVAN

When the 19th-century American religious leader Joseph Smith was building up the city and community of Nauvoo, Illinois—approximately 20,000 people—he was approached by a member of legislature. The government official was keen to understand how Mr. Smith was able to govern such a large group of people, and how he was able to maintain such “perfect order.” The official further remarked that it was impossible for them to govern the people and maintain order in the rest of Illinois.
19 世纪的美国宗教领袖约瑟·斯密在伊利诺州纳府建设这座城市和社区时，大约有 20,000 人，一位立法机构成员找到他。这位政府官员很想知道史密斯先生是如何能够管理如此庞大的人群的，以及他如何能够维持如此“完美的秩序”。该官员进一步表示，他们不可能在伊利诺伊州其他地区管理人民并维持秩序。

Mr. Smith commented that it was very easy to do that.
史密斯先生评论说，这样做很容易。

“How?” responded the gentleman. “To us it is very difficult.”
“怎么样？”“对我们来说，这是非常困难的。”

Mr. Smith replied, “I teach them correct principles, and they govern themselves.”10
“史密斯先生回答说：” 我教他们正确的原则，他们自己管理。10

Joseph Smith’s statement about governing a large and zealous religious community is applicable to building a Self-Managing Company.
约瑟·斯密关于管理一个庞大而热心的宗教团体的陈述适用于建立一个自我管理的公司。

It’s not that hard.
没那么难。

It’s actually the easiest way to lead and govern a group.
这实际上是领导和管理一个团队的最简单方法。

You let them govern themselves.
你让他们自己管理。

However, in order to do that, there must be a clear vision, standards, and culture. When you have a clear vision and culture—meaning you know who you are and what you’re about—the right Whos will be attracted to you and what you’re doing. These “right Whos” won’t need you to motivate and govern them.
然而，为了做到这一点，必须有一个清晰的愿景、标准和文化。当你有一个清晰的愿景和文化时——这意味着你知道你是谁，你在做什么——正确的人就会被你和你在做什么所吸引。这些“正确的人”不需要你来激励和管理他们。

On the contrary, these right Whos will be intrinsically motivated to bring their best skills (and more) to the table. Actually, a concept connected with Transformational Leadership is what is known as organizational citizenship behaviors or perceived role breadth.11,12,13 Organizational citizenship behaviors (OCB) are altruistic activities and behaviors that support the team and organization that are “above and beyond” the specifics of their role. This could be doing whatever is required to complete a project, providing support to others, bringing positive energy, etc. It’s actions that are done out of want, not need. Done for the sake of doing, not for any particular reward.
相反，这些权利人将有内在的动机将他们最好的技能（以及更多）带到桌面上。实际上，与变革型领导相关的一个概念是所谓的组织公民行为或感知角色广度 11 12 13 组织公民行为（OCB）是支持团队和组织的利他活动和行为，这些活动和行为“超越”了其角色的细节。这可以是做任何完成项目所需的事情，为他人提供支持，带来正能量等。这是出于需要而不是需要而采取的行动。为了做而做，而不是为了任何特定的奖励。

Perceived role breadth is what an individual perceives as their role, and research shows that Transformational Leaders build trust and commitment in people, such that they expand their perceived role to include OCBs.14,15,16 They see that as part of being on the team, wherein they go above and beyond, not because they have to but because they want to.
感知角色广度是个人对自己角色的感知，研究表明，变革型领导者在人们中建立了信任和承诺，从而将他们感知的角色扩展到包括 OCB。14 15 16 他们认为这是团队的一部分，他们超越自我，不是因为他们必须这样做，而是因为他们想这样做。

As part of my dissertation research, I found that Transformational Leaders inspire those they lead to expand their role to go far above and beyond by gaining their followers’ trust and commitment.17
作为我论文研究的一部分，我发现变革型领导者通过获得追随者的信任和承诺，激励他们所领导的人扩大他们的角色，使其超越。17

Trust in leader is a highly researched concept and is a crucial aspect of Transformational Leadership.18 Without trust, there is no Transformational Leadership. It’s the mediating force that enables leaders to inspire those they lead to elevate and transform themselves to create results and reach the new standard.
对领导者的信任是一个经过深入研究的概念，也是变革型领导力的一个重要方面。18 没有信任，就没有变革型领导。它是使领导者能够激励他们所领导的人提升和转变自己，以创造成果并达到新标准的中介力量。

Recent meta-analytic research has shown that trust in leader, as well as emotional organizational commitment, facilitates the relationship between Transformational Leadership and expanded role breadth and OCBs.19 Basically, Transformational Leaders gain the trust of those they lead, and help those they trust get highly emotionally committed to the cause and vision by which they are all involved. Through that trust in the leader and emotional commitment to the organization and mission, people do amazing things. They do things they never otherwise would have or could have.
最近的荟萃分析研究表明，对领导者的信任以及情感组织承诺促进了变革型领导与扩大角色广度和 OCB 之间的关系。19 基本上，变革型领导者会获得他们所领导的人的信任，并帮助他们信任的人在情感上高度致力于他们所参与的事业和愿景。通过对领导者的信任以及对组织和使命的情感承诺，人们做出了令人惊奇的事情。他们做了一些他们原本不会做或可能做的事情。

When the “why” is strong enough, you find the “how.”
当“为什么”足够强大时，你就会找到“如何”。

In this case, when the “why” is strong enough, because the team trusts the leader and is emotionally committed to the cause, there is nothing they can’t do to achieve the objective.
在这种情况下，当“为什么”足够强大时，因为团队信任领导者并在情感上致力于事业，所以他们没有什么是做不到的来实现目标的。

There’s one final layer to this equation, which shows how Transformational Leaders get the most out of people and ultimately enable them to govern themselves as Joseph Smith described to the Illinois government official.
这个等式还有最后一层，它显示了变革型领导者如何充分利用人们，并最终使他们能够像约瑟·斯密向伊利诺伊州政府官员描述的那样管理自己。

In his book The Speed of Trust: The One Thing that Changes Everything, Stephen M.R. Covey explains that to gain trust, you don’t earn it. Instead, to gain trust, you give trust.20 This is what building high quality relationships as well as a Self-Managing Team is all about. Rather than micromanaging and governing people, you give them vision, clarity, culture, and standards to live by. You also respect and value their own evolving and growing standards, which they hold for themselves as individuals. You trust the right Whos to manage themselves. You trust them to expand and clarify their role and to go above and beyond the call of duty.
斯蒂芬·柯维（Stephen M.R. Covey）在他的《信任的速度：改变一切的一件事》一书中解释说，要获得信任，你不会赢得信任。相反，为了获得信任，你给予信任。20 这就是建立高质量关系和自我管理团队的意义所在。你不是对人们进行微观管理和治理，而是给他们愿景、清晰度、文化和生活标准。您还尊重并重视他们自己不断发展和不断增长的标准，他们作为个人对自己持有这些标准。你信任管理自己的权利。你相信他们会扩大和澄清他们的角色，并超越职责范围。

When you trust people, they show up in amazing ways.
当你信任人们时，他们就会以惊人的方式出现。

When you trust the right people, they expand that trust. Not only that, but this is the only way to get the best out of people, and it taps into the essence of human motivation. According to one of the most science-backed motivational theories ever, self-determination theory, there are three crucial components of high-levels of intrinsic motivation:
当你信任合适的人时，他们就会扩大这种信任。不仅如此，这是让人们发挥最大潜能的唯一途径，它挖掘了人类动机的本质。根据有史以来最有科学依据的动机理论之一—— 自决理论，高水平的内在动机有三个关键组成部分：

Autonomy: You have freedom to do what you want, how you want, when you want, and with whom you want.
自主权：您可以自由地做您想做的事、想做的事、想做什么、想做的时间、和谁在一起。

Mastery: You have the freedom to continually elevate and evolve the artistry and skill of your Unique Ability.
精通：您可以自由地不断提升和发展您的独特能力的艺术性和技能。

Relatedness: You have the freedom to create transformational relationships with the 10x individuals you want to collaborate and transform with.21,22
相关性：您可以自由地与您想要合作和转型的 10 人建立变革关系。21,22

In order for people to be highly motivated in what they do, these three pieces are essential. The more autonomy they have in what they do, the more motivated and empowered they will be. As I wrote in Who Not How:
为了让人们在他们所做的事情上保持高度的积极性，这三部分是必不可少的。他们在做事上的自主权越大，他们的动力和权力就越强。正如我在《谁不是如何》中所写的那样：

“If you’re going to apply higher levels of teamwork in your life, you’ll need to relinquish control over how things get done. . . Not only must the Who fully own the How, but they must have complete permission to do so.”23
“如果你要在生活中应用更高水平的团队合作，你需要放弃对事情如何完成的控制。“谁不仅必须完全拥有”如何“，而且必须获得完全的许可才能这样做。23

Nearly all of the entrepreneurs throughout this book whose stories I’ve highlighted have built a Self-Managing company.
在这本书中，我强调的几乎所有企业家的故事都建立了一家自我管理公司。

In Chapter 1, I told the stories of Carson Holmquist and Linda McKissack.
在第一章中，我讲述了卡森·霍姆奎斯特和琳达·麦基萨克的故事。

Carson realized that he was the bottleneck of his company, Stream Logistics, and was stalling its ability to go 10x. He was involved in literally every aspect of the decision-making process. He raised up the leadership in Stream Logistics such that he entirely freed up his time and focus to explore everything happening in his business, as well as to better understand his best clients and customers.
Carson 意识到他是他的公司 Stream Logistics 的瓶颈，并且正在阻碍其增长 10 倍的能力。他几乎参与了决策过程的方方面面。他提升了 Stream Logistics 的领导层，使他完全腾出时间和注意力来探索业务中发生的一切，并更好地了解他最好的客户和客户。

This led him to realize that his best customers, the High Stakes Freight customers, only made up 5 percent of their clients but over 15 percent of their profits. With his Self-Managing team, Carson was freed up to be in his Unique Ability, expand his vision and leadership, and ultimately redirect the entire ship of the company, which has now 4x’d its profits in the past few years while maintaining the same size of team.
这让他意识到，他最好的客户，即 High Stakes Freight 客户，只占他们客户的 5%，但占他们利润的 15% 以上。有了他的自我管理团队，卡森可以腾出时间发挥他的独特能力，扩大他的视野和领导力，并最终重新调整公司的整艘船，该公司在过去几年中利润增长了 4 倍，同时保持了相同的团队规模。

Linda created various iterations of a Self-Managing Company. First, she hired a personal assistant to manage everything logistical and organizational. Then she hired another assistant and eventually other agents to handle the rest. But even still, at this point she was mostly just applying Who Not How.
Linda 创建了一家自我管理公司的各种迭代。首先，她聘请了一名私人助理来管理一切后勤和组织。然后她聘请了另一位助理，并最终聘请了其他经纪人来处理剩下的事情。但即便如此，在这一点上，她主要只是应用“谁不如何”。

It wasn’t until she hired her brother-in-law, Brad, to fully manage her businesses that she had a Self-Managing Team. Once she had that in place, she could focus on growing the Keller Williams regions in Ohio, Indiana, and Kentucky. With her Self-Managing Company in place, she did grow two regions, which now have 28 offices and over 5,000 active real estate agents working within them. Her business now does over $14 billion in annual revenue.
直到她聘请姐夫布拉德全面管理她的业务，她才拥有了一个自我管理团队。一旦她做到了这一点，她就可以专注于发展俄亥俄州、印第安纳州和肯塔基州的凯勒威廉姆斯地区。随着她的自我管理公司的成立，她确实发展了两个地区，现在有 28 个办事处和 5,000 多名活跃的房地产经纪人在其中工作。她的企业现在的年收入超过 140 亿美元。

None of this would have happened if Linda didn’t go from a rugged individualist to a leader applying Who Not How, to a Transformational Leader of a Self-Managing and Self-Expanding Company.
如果琳达没有从一个粗犷的个人主义者变成一个应用谁而不如何的领导者，再到一个自我管理和自我扩张的公司的变革型领导者，这一切都不会发生。

In Chapter 2 of this book, I told the story of Chad Willardson, the financial advisor who left his fancy gig at Merrill Lynch to start his own private fiduciary, Pacific Capital. Chad’s progression has followed the same pattern, wherein he went from rugged individualist doing everything himself to eventually applying Who Not How in all aspects of his life and business.
在本书的第二章中，我讲述了查德·威拉德森（Chad Willardson）的故事，他是一位财务顾问，他辞去了在美林证券（Merrill Lynch）的华丽工作，创办了自己的私人受托机构太平洋资本（Pacific Capital）。查德的进步也遵循了同样的模式，他从粗犷的个人主义者自己做所有事情，到最终在生活和业务的各个方面应用“谁不如何”。

Eventually, Chad made his company entirely Self-Managing. He is no longer involved in the day-to-day, though he is still leading the overall vision and strategy of Pacific Capital. Now Chad comes into the office maybe 30 days per year to connect with the team, update them on the ongoing vision and focus they have, and support them in any ways they need.
最终，查德让他的公司完全自我管理。他不再参与日常事务，但仍领导太平洋资本的整体愿景和战略。现在，Chad 每年大约有 30 天来办公室与团队联系，向他们通报他们正在进行的愿景和重点，并以他们需要的任何方式支持他们。

Chad is fully freed up to have peak experiences with his family, travel the world, continually upgrade and elevate his thinking, and expand his growing network of collaborators, co-investors, and clients.
查德完全腾出时间与家人一起获得巅峰体验，环游世界，不断升级和提升他的思维，并扩大他不断增长的合作者、共同投资者和客户网络。

Earlier in the chapter, I told the story of Garnet Morris and Targeted Strategies Group, who is a brilliant innovator and strategist who grew his business into a multimillion-dollar company by applying Who Not How where he could. Yet, it wasn’t until he made his company Self-Managing, by hiring Susan Kichuk, that his company’s growth skyrocketed to totally different levels. Now, Targeted Strategies Group sells more life insurance than any other company in all of Canada, by a factor of 10.
在本章的前面，我讲述了 Garnet Morris 和 Targeted Strategies Group 的故事，他是一位杰出的创新者和战略家，他通过尽可能地应用 Who Not How，将自己的业务发展成为一家价值数百万美元的公司。然而，直到他聘请苏珊·基丘克（Susan Kichuk）使他的公司成为自我管理公司，他的公司才飙升到完全不同的水平。现在，Targeted Strategies Group 的人寿保险销售量比加拿大任何其他公司都多，增长了 10 倍。

What about you?
你呢？

Are you a rugged individualist or are you a leader applying Who Not How?
您是一个粗犷的个人主义者，还是一个应用 Who Not How 的领导者？

Let’s be real: Are you a true leader or are you still a bottleneck manager?
让我们面对现实吧：您是真正的领导者还是仍然是瓶颈经理？

Do you trust your Whos or do you only trust yourself?
你相信你的谁还是只相信你自己？

Can you imagine what it would be and feel like to have a Self-Managing Company, where you’ve freed yourself up to explore, expand, innovate, learn, and create?
你能想象拥有一家自我管理公司会是什么样子，在那里你可以腾出时间去探索、扩展、创新、学习和创造吗？

Are you ready to become a transformational leader?
您准备好成为变革型领导者了吗？

Level 3 to Level 4 Entrepreneurship: From Self-Managing Company to Self-Expanding Unique Ability Teamwork
三级至四级创业：从自我经营公司到自我拓展的独特能力团队合作

“Having a Unique Ability Team means working out a deal whereby each person is freed up to focus on their own area of Unique Ability. It means hiring people with diverse skills and talents, including in areas where you’re lacking, so that each task and responsibility in your business is covered by someone who loves doing it and is best at it. Your team members will only work this way, though, once they’ve gotten permission to do that from your example. They can’t give themselves any more permission than you demonstrate. Just as it’s true that your team won’t feel they have permission to free themselves up to focus on their areas of Unique Ability without your leadership example, it’s also the case that you won’t be able to focus on your Unique Ability and achieve a Self-Managing Company unless your team members are also freed up to focus on what they love to do and do best—those things that give them energy, and therefore, energize the entire organization. To give this kind of freedom to your team requires a profound shift in your thinking, but you’ll increasingly enjoy greater creative and collaborative support for your own Unique Ability as more of your team members are able to focus entirely on theirs. My presence isn’t required for my team to do their best work, and this continual development and expansion of everyone’s Unique Ability Teamwork automatically creates a Self-Managing Company.”
“拥有一支独特能力团队意味着达成一项协议，让每个人都可以腾出时间专注于自己的独特能力领域。这意味着雇用具有不同技能和才能的人，包括在您缺乏的领域，这样您企业中的每项任务和责任都由热爱并最擅长的人来承担。不过，只有当您的团队成员从您的示例中获得许可后，他们才会以这种方式工作。他们不能给自己比你展示更多的许可。正如没有你的领导榜样，你的团队确实不会觉得他们有权腾出时间专注于他们的独特能力领域一样，你也无法专注于你的独特能力并实现自我管理公司，除非你的团队成员也能够腾出时间专注于他们喜欢做和最擅长的事情——那些给他们能量的事情，因此，为整个组织注入活力。要给你的团队这种自由，你需要在思维上发生深刻的转变，但随着你的团队成员更多地能够完全专注于他们的独特能力，你将越来越多地享受到对你自己独特能力的更大创造性和协作支持。我的团队不需要我的存在才能做到最好，而每个人的独特能力团队合作的持续发展和扩展会自动创建一个自我管理的公司。

— DAN SULLIVAN
— DAN S ULLIVAN

Having a self-multiplying team is a natural extension of having a self-managing team.
拥有一个自我繁殖的团队是拥有一个自我管理团队的自然延伸。

As a leader, you set the tone for everything that happens in your organization and team. When you take seriously your own Unique Ability, and when you’re living the 10x process of going all-in on your 20 percent and continually eliminating the 80 percent, you encourage your team to do the same.
作为领导者，您为组织和团队中发生的一切定下基调。当你认真对待自己的独特能力时，当你经历着全力以赴的 20% 并不断消除 80% 的 10 倍过程时，你就会鼓励你的团队也这样做。

You encourage your team to take seriously their own Unique Ability. They are encouraged to double down into their own 20 percent that both excites and scares them, and to continually refine their role as they see fit. Jim Collins explained in Good to Great that it’s not just about having the right people on the bus, you want the right people in the right seats.24 What Collins didn’t explain is that the “right seat” is ultimately hand-crafted by the right Whos themselves.
你鼓励你的团队认真对待他们自己的独特能力。他们被鼓励加倍努力，达到自己既让他们兴奋又害怕的 20%，并不断完善他们认为合适的角色。吉姆·柯林斯（Jim Collins）在《从优秀到卓越》中解释说，这不仅仅是让合适的人上车，你还希望合适的人坐在合适的座位上。24 柯林斯没有解释的是，“正确的座位”最终是由正确的人自己手工制作的。

In a Self-Managing Company operating with Unique Ability Teamwork, each individual member continually refines their own role so that they’re only working in a few areas that excite and energize them. As they do this, they form new roles with their old 80 percent and bring on right-fit people who excitedly want that 80 percent. This is when a team begins expanding itself in an autonomous way.
在一家具有独特能力团队合作的自我管理公司中，每个成员都会不断完善自己的角色，以便他们只在几个能让他们兴奋和充满活力的领域工作。当他们这样做时，他们用旧的 80% 组成了新的角色，并带来了兴奋地想要这 80% 的合适人选。这是团队开始以自主方式扩展自己的时候。

Take my company, for example.
以我的公司为例。

When I first started writing books professionally, I did a lot of editing myself. However, over time, as I’ve homed in on 20 percent, I’ve gotten more Whos around me to support and elevate the work I do. This includes strategists, marketing people, publicist, better editors, etc.
当我第一次开始专业写书时，我自己做了很多编辑。然而，随着时间的推移，随着我专注于 20%，我周围有更多的人支持和提升我所做的工作。这包括战略家、营销人员、公关人员、更好的编辑等。

All of these Whos have allowed me to increase my commitment to my 20 percent. Now, whenever I collaborate or work with someone, such as Dan Sullivan and Strategic Coach, on these books, they don’t just get me and my Unique Ability. Instead, they get my growing and self-multiplying team that comes with me, which now includes multiple editors, marketers, publishers, administrative assistants, soon-to-be publicists, etc.
所有这些人都让我能够将我的承诺提高到 20%。现在，每当我与丹·沙利文和战略教练等人合作或合作这些书时，他们不仅会得到我和我的独特能力。相反，他们得到了我不断壮大和自我繁衍的团队，现在包括多名编辑、营销人员、出版商、行政助理、即将成为公关人员等。

My assistant, Chelsea, recently went through this process herself. When she became my assistant around two years ago, her role involved a great deal of responsibility, including managing my schedule, calendar, etc. Increasingly, I threw more and more at Chelsea, and for a time, she handled it quite well, despite being a mom at home and raising three beautiful kids.
我的助手切尔西最近亲自经历了这个过程。大约两年前，当她成为我的助理时，她的角色涉及很多责任，包括管理我的日程安排、日历等。我越来越多地向切尔西投掷，有一段时间，她处理得很好，尽管她在家里是妈妈，抚养着三个漂亮的孩子。

However, as my goals grew bigger and the projects I threw at Chelsea to lead and delegate got more intensive, she began dropping important balls. It became obvious that she was spread far too thin.
然而，随着我的目标越来越大，我向切尔西提出的领导和委派项目也越来越密集，她开始放弃重要的球。很明显，她太分散了。

Her role had grown far too much. She also had become much clearer on the aspects of her job that excited and fascinated her—her own Unique Ability. She clarified the 20 percent of her role she wanted to focus on as well as the 80 percent of her role that she wanted to pass off to a new Who.
她的角色已经增长得太多了。她也更加清楚地了解了她工作中让她兴奋和着迷的方面——她自己的独特能力。她澄清了她想要关注的 20% 的角色，以及她想要将 80% 的角色传递给新的 Who。

Chelsea’s 80 percent revolved around organizational development and the follow-up and completion of big projects. Her superpower 20 percent was in supporting and keeping me organized, as well as supporting the team when they were executing big projects.
切尔西的 80% 都围绕着组织发展和大项目的跟进和完成。她 20% 的超能力在于支持和保持我的组织，以及在团队执行大型项目时支持他们。

Chelsea then went out and found Kaytlin, an unbelievably talented person to take over her old 80 percent. Kaytlin loves organizing systems and processes. She’s also extremely high in her follow-through and completion of big tasks and projects. She loves solving problems and getting things done. Now that Kaytlin is around, Chelsea’s job is 10x more enjoyable and she’s 10x better and more focused on the few areas she loves.
切尔西随后出去找了凯特琳，一个才华横溢的人，接替了她以前 80% 的职位。Kaytlin 喜欢组织系统和流程。她在大任务和项目的跟进和完成方面也非常高。她喜欢解决问题和把事情做好。现在凯特林在场，切尔西的工作变得愉快了 10 倍，她也变得更好了 10 倍，并且更加专注于她喜欢的几个领域。

Eventually, Chelsea and Kaytlin will identify their own 20 percent, and thus multiply their roles and teams around them autonomously and organically.
最终，切尔西和凯特林将确定他们自己的 20%，从而自主和有机地增加他们周围的角色和团队。

A word of caution. One thing that Dan talks about is that when you enable people to autonomously operate in their Unique Ability, they will become increasingly valuable and brilliant at what they do. In fact, they will become so valuable that they will have many options to leave and work for other organizations.
警告。Dan 谈到的一件事是，当你让人们能够以他们的独特能力自主运作时，他们将变得越来越有价值，并且在他们所做的事情上变得越来越出色。事实上，他们将变得如此有价值，以至于他们将有很多选择离开并为其他组织工作。

As Dan explains in his book The Self-Managing Company:
正如 Dan 在他的《自我管理公司》一书中所解释的那样：

“The corporate, bureaucratic attitude is that everybody is replaceable, and you never want to become dependent on people. But the only way you can actually make an extraordinary organization, that in fact you’ve grown people’s Unique Ability to such extent that they virtually are irreplicable. If something were to happen that they were to leave, you wouldn’t be able to replace them. You’d have to create something new. We have many people that, if something were to happen to them, there would be a permanent hole in terms of what they were doing. Now, we’d move on to other things and make other people irreplaceable in other ways, but it’s a risk that you take. I don’t think greatness comes without that risk of having people who are so uniquely good at what they do that they’re irreplaceable. It’s the only way you get greatness in an entrepreneurial organization.”25
“企业、官僚主义的态度是每个人都是可以替代的，你永远不想变得依赖人。但你真正能够真正建立一个非凡组织的唯一方法，事实上你已经将人们的独特能力发展到几乎无法复制的程度。如果发生什么事情，他们要离开，你将无法取代他们。你必须创造一些新的东西。我们有很多人，如果他们发生什么事，他们所做的事情就会有一个永久性的漏洞。现在，我们会转向其他事情，以其他方式让其他人变得不可替代，但这是你要承担的风险。我认为伟大离不开拥有如此独特擅长他们所做事情的人的风险，他们是不可替代的。这是你在创业组织中取得伟大成就的唯一途径。25

This is the “risk” you have to take to become great. When you provide an environment of freedom and 10x vision that’s so big that being a part of it transforms people, you risk creating Unique Ability people that are utterly amazing at what they do.
这是你成为伟大所必须承担的“风险”。当你提供一个自由的环境和 10 倍的视野时，它如此之大，以至于成为其中的一部分可以改变人们，你就有可能创造出在他们所做的事情上非常惊人的独特能力人员。

However, there are very few organizations that take Unique Ability seriously. Very few founders and leaders take even their own Unique Ability seriously, let alone becoming Transformational Leaders with a Self-Managing Company, rather than being bottleneck micromanagers.
然而，很少有组织认真对待独特能力。很少有创始人和领导者认真对待自己的独特能力，更不用说成为一家自我管理公司的变革型领导者，而不是成为瓶颈微观管理者了。

Therefore, it’s a worthwhile risk to take. You create an environment of freedom where the right Whos continually craft their own role and niche.
因此，这是一个值得承担的风险。你创造了一个自由的环境，让右翼不断塑造自己的角色和利基市场。

A connected risk to developing incredibly brilliant people with insanely valuable Unique Abilities is not having a 10x vision. If you stop having a 10x vision, your best people will leave you. The best people to team up with are not those interested in 2x, only 10x.
培养具有极其宝贵的独特能力的令人难以置信的才华横溢的人的一个相关风险是没有 10 倍的视野。如果你不再拥有 10 倍的愿景，你最好的人就会离开你。最适合合作的人不是那些对 2 倍感兴趣的人，只有 10 倍。

Is your vision compelling enough that your best people see a 10x future and growth for themselves in it?
您的愿景是否足够引人注目，以至于您最优秀的员工看到了 10 倍的未来并从中成长？

Does being a part of what you’re doing excite, energize, and transform your best people?
成为你正在做的事情的一部分是否会激发、激励和改变你最优秀的人？

Just as true, when you’re operating toward a 10x vision, the 2x people who simply want a “job” will leave. They don’t want to transform at the level your vision requires all involved to be a part of.
同样，当你朝着 10 倍的愿景运作时，那些只想要一份“工作”的 2 倍的人就会离开。他们不想在你的愿景要求所有参与者参与的水平上进行转型。

If you’re serious about 10x, then freedom is the language and operating system that will get you there. Your own freedom as well as the freedom of everyone else who joins you on your 10x adventure.
如果你认真对待 10 倍，那么自由就是让你实现目标的语言和作系统。您自己的自由以及与您一起进行 10 倍冒险的其他人的自由。

What about you?
你呢？

Do you take your Unique Ability seriously enough to free yourself from the 80 percent?
你是否足够认真地对待你的独特能力，以将自己从 80% 中解放出来？

Do you lead by example and create a culture of freedom where those on your team are given permission to take their Unique Ability seriously as well?
您是否以身作则并创造一种自由的文化，让您团队中的人也被允许认真对待他们的独特能力？

Does your self-managing team have the confidence to go all-in on their Unique Ability, honing their own roles and bringing on additional Whos to handle their former 80 percent?
您的自我管理团队是否有信心全力以赴地发挥他们的独特能力，磨练自己的角色并聘请更多人来处理他们以前的 80%？

Core Applications
核心应用

Start getting Whos immediately to handle the 80 percent of tasks you’re currently doing.
开始让谁立即处理您当前正在执行的 80% 的任务。

The first Who you’ll likely want is an administrative assistant of some form to take most of the logistical and procedural tasks off your plate, enabling you to focus where you’re best. Get a Who that organizes and systemizes you, so you can stop having to continually organize yourself. The more dedicated you are to your creativity and craft, the less bandwidth and cognitive load you’ll be able to give to procedural and organizational tasks. Get Whos to happily and successfully handle that stuff for you. Remember, Frank Sinatra didn’t move his own pianos. Neither should you—whatever that means for you.
您可能想要的第一个是某种形式的行政助理，可以减轻您大部分后勤和程序任务，使您能够专注于自己最擅长的地方。找一个组织和系统化你的人，这样你就不必不断地组织自己了。您越专注于自己的创造力和工艺，您能够为程序和组织任务提供的带宽和认知负荷就越少。了解谁会愉快地为您成功处理这些事情。请记住，弗兰克·辛纳屈（Frank Sinatra）并没有移动自己的钢琴。你也不应该——无论这对你意味着什么。

Begin investing in Whos in all the key areas of your life. This will enable greater depth, quality, and flow in all aspects of your life. Every Who you get is an investment in you, your life, and your results.
开始投资于您生活所有关键领域的人。这将使您生活的各个方面都有更大的深度、质量和流畅性。你得到的每一个都是对你、你的生活和你的结果的投资。

Before you feel ready, train up leadership to replace you from being the organizational leader of the business. Create a Self-Managing Company that operates and runs without you involved in the day-to-day. The leader(s) you hire or develop will be better than you at leading the organization and team, unless that is 100 percent your Unique Ability. Even still, your best contribution is continually expanding yourself as a person and leader, expanding your vision, and increasing the quality and impact of your Unique Ability for increasingly niche people.
在你准备好之前，培训领导力以取代你成为企业的组织领导者。创建一家自我管理公司，无需您参与日常事务即可运营和运营。你雇用或培养的领导者在领导组织和团队方面会比你更好，除非那是你 100% 的独特能力。即便如此，你最好的贡献是不断扩展你作为一个人和领导者，扩大你的视野，并提高你独特能力的质量和影响力，以应对越来越小众的人。

Create a culture of freedom wherein all team members are encouraged to clarify and expand their own Unique Ability. Each member increasingly specifies what excites them—their own 20 percent—and they are encouraged to pass off their own 80 percent to a new Who, whom they help find and train.
创造一种自由的文化，鼓励所有团队成员澄清和扩展自己的独特能力。每个成员越来越多地指定什么让他们兴奋——他们自己的 20%——并鼓励他们将自己的 80% 传递给新的 Who，他们帮助寻找和培训他。

Chapter Takeaways
章节要点

There are at least four core levels of entrepreneurship that you’ll need to pass through to go 10x again and again. The faster you go up these levels, the faster and easier each following 10x jump will be.
您需要通过至少四个核心创业级别才能一次又一次地实现 10 倍。你爬上这些关卡的速度越快，接下来的每一次 10 倍跳跃都会越快、越容易。

Level one entrepreneurship is being a solopreneur or micromanager, where you’re a rugged individual who either does all the How yourself, with very little Who. Or, if you do have Whos, you micromanage them, stunting your own freedom and growth, and stunting their autonomy and growth. This is where Tim Schdmit, the founder and CEO of the U.S. Concealed Carry Association (USCCA), was for over a decade until he shifted to level two entrepreneurship.
第一级创业是成为个体企业家或微观管理者，你是一个粗犷的人，要么自己做所有的事情，而很少有谁。或者，如果你确实有谁，你对他们进行微观管理，阻碍你自己的自由和成长，阻碍他们的自主权和成长。美国隐蔽携带协会（USCCA）的创始人兼首席执行官蒂姆·施德米特（Tim Schdmit）在这里工作了十多年，直到他转向二级创业。

Level two entrepreneurship is evolving beyond the rugged individual to becoming a leader who applies Who Not How. By applying Who Not How, you begin operating far more in the 20 percent of your 10x process—which is your Unique Ability. You fully trust the Whos to handle the Hows of their various roles, and you don’t micromanage them. You give them autonomy and trust with clear vision and standards.
第二级创业精神正在超越粗犷的个人，发展成为应用“谁而不如何”的领导者。通过应用“谁不如何”，你开始在 10 倍过程中的 20% 中进行更多的作——这就是你的独特能力。你完全信任谁来处理他们各种角色的 Hows，并且你不会对他们进行微观管理。你以清晰的愿景和标准给予他们自主权和信任。

Level three entrepreneurship goes beyond applying Who Not How in all aspects of your life to creating a Self-Managing Company. In a Self-Managing Company, you’re no longer managing or leading the day-to-day aspects of the business. Instead, you’ve trained up or hired leaders to lead the team and business for you. You’re still a visionary and leader of the business as a whole, and you’re not entirely disconnected. However, increasingly more, the business manages itself without you, freeing you entirely to be in your Unique Ability—where you’re exploring, expanding, innovating, and collaborating. You’re transforming yourself 10x, and, as a result, the vision and freedom in all of your company expands 10x continuously as well.
第三级创业不仅仅是在生活的各个方面应用“谁不如何”，而是创建一家自我管理公司。在自我管理公司中，您不再管理或领导业务的日常方面。相反，您已经培训或聘请了领导者来为您领导团队和业务。您仍然是整个企业的远见卓识和领导者，而且您并非完全脱节。然而，越来越多的企业在没有你的情况下自我管理，让你完全解放出来，发挥你的独特能力——你正在探索、扩展、创新和协作。你正在改变自己 10 倍，因此，你整个公司的愿景和自由度也持续扩大了 10 倍。

Level four entrepreneurship is where, in your Self-Managing Company, everyone is increasingly encouraged to operate in their own Unique Abilities—their own 20 percent of the 10x vision. When people are autonomously operating in their Unique Ability, they become incredibly skillful and valuable at what they do. They become self-managing and self-governing leaders themselves, continuing to go above and beyond the call of duty and to focus on results, not being busy. They take responsibility for being as valuable to themselves and the team as they can. They feel trusted to go all in on their Unique Ability and become as valuable and powerful as possible. As a result, they multiply themselves by getting others to take over their 80 percent. They do this again and again, and now you have a self-multiplying unique ability team.
第四级创业是指在您的自我管理公司中，越来越鼓励每个人以自己的独特能力运作——他们自己的 20 倍愿景中的 10%。当人们以独特的能力自主运作时，他们会变得非常熟练和有价值。他们自己成为自我管理和自治的领导者，继续超越职责范围，专注于结果，而不是忙碌。他们承担起对自己和团队尽可能有价值的责任。他们感到被信任，可以全力以赴地发挥自己的独特能力，并变得尽可能有价值和强大。结果，他们通过让别人接管他们的 80% 来倍增自己。他们一次又一次地这样做，现在你拥有了一支自我繁殖的独特能力团队。

The biggest risk of Unique Ability Teamwork is that the people involved in your 10x vision develop such incredible Unique Abilities that they become attractive to other organizations. However, few places offer them the 10x vision you do, and few offer them the freedom to continue transforming themselves and their Unique Ability as you do. Even still, it’s a true risk that the people you develop will become so good you cannot replace them, and if they leave you won’t find someone like them. That’s the risk of becoming great.
独特能力团队合作的最大风险是，参与 10 倍愿景的人会发展出如此令人难以置信的独特能力，以至于他们对其他组织具有吸引力。然而，很少有地方能为他们提供你所做的 10 倍视野，也很少有地方能让他们像你一样自由地继续改变自己和他们的独特能力。即便如此，你培养的人会变得如此优秀，以至于无法取代他们，而且如果他们离开，你也找不到像他们这样的人，这是一个真正的风险。这就是变得伟大的风险。

The final risk of becoming great is not going 10x. If you’re not going 10x, then the best people will not be attracted to working with you. 2x isn’t exciting or motivating to the best Whos. If you go into 2x mode, you’ll be left with a lot of people working with you who simply want a job. They don’t want 10x transformation and growth. They certainly won’t be expanding their role and going above and beyond. They won’t have the trust in you as their leader or emotional commitment to their organization. They won’t go 10x beyond the call of duty. Instead, they’ll do as little as possible.
变得伟大的最终风险不是达到 10 倍。如果你没有达到 10 倍，那么最优秀的人就不会被吸引与你合作。2x 对最优秀的人来说并不令人兴奋或激励。如果你进入 2x 模式，你会留下很多和你一起工作的人，他们只是想要一份工作。他们不想要 10 倍的转型和增长。他们当然不会扩大自己的角色并超越自我。他们不会信任你作为他们的领导者，也不会对他们的组织做出情感承诺。他们不会超出职责范围的 10 倍。相反，他们会尽可能少做。

CONCLUSION
结论

10x Is Easier Than 2x
10 倍比 2 倍容易

◆ ◆ ◆

“In the end we will only be transformed when we can recognize and accept the fact that there is a will within each of us, quite outside the range of conscious control, a will which knows what is right for us, which is repeatedly reporting to us via our bodies, emotions, and dreams, and is incessantly encouraging our healing and wholeness.”
“最终，只有当我们能够认识到并接受这样一个事实时，我们才会得到转变，即我们每个人的内心都有一种意志，完全超出了意识控制的范围，一种知道什么对我们来说是正确的意志，它通过我们的身体、情感和梦想反复向我们报告，并不断鼓励我们的治愈和完整。”

— DR. JAMES HOLLIS1
— DRJ 艾姆斯 H 奥利斯 1

In the book Power versus Force, Dr. David Hawkins developed what he calls the Map of Consciousness, which conveys where a person is in their spiritual and emotional development. The scale goes from 20 (shame) all the way to 1,000 (enlightenment).2
在《权力与力量》一书中，大卫·霍金斯博士开发了他所谓的意识地图，它传达了一个人在精神和情感发展中所处的位置。等级从 20（羞耻）一直到 1,000（启蒙）。阿拉伯数字

Everything below 200 (courage) on the scale is operating from a negative emotion, such as guilt (30), apathy (50), fear (100), or anger (150).
量表上低于 200（勇气）的所有内容都是由负面情绪驱动的，例如内疚（30）、冷漠（50）、恐惧（100）或愤怒（150）。

The higher emotional energies include acceptance (350), love (500), joy (540), and peace (600).
较高的情绪能量包括接受（350）、爱（500）、喜悦（540）和平（600）。

According to Dr. Hawkins—who spent decades developing and studying this map and testing it on millions of people—the average person only advances five points up this scale in their entire life.
霍金斯博士花了几十年时间开发和研究这张地图，并在数百万人身上进行了测试，根据霍金斯博士的说法，普通人一生中只会在这个量表上进步五个百分点。

As he explains in Power versus Force:
正如他在《权力与力量》中所解释的那样：

“The average advance in the level of consciousness throughout the global population is little more than five points during a lifetime. Apparently, from untold millions of individual experiences in one’s life, usually, only a few lessons are ever learned. The attainment of wisdom is slow and painful, and few are willing to relinquish familiar, even if inaccurate, views; resistance to change or growth is considerable. It would seem that most people are willing to die rather than alter those belief systems which confine them to lower levels of consciousness.”
“全球人口一生中意识水平的平均进步略高于五分。显然，从一个人一生中数以百万计的个人经历中，通常只能学到一些教训。智慧的获得是缓慢而痛苦的，很少有人愿意放弃熟悉的、即使是不准确的观点;对变化或增长的阻力相当大。似乎大多数人都愿意死，也不愿改变那些将他们限制在较低意识水平的信仰体系。

According to Dr. Hawkins’ research, over 80 percent of the global population operate between 100 (fear) and 150 (anger) in terms of their individual level of consciousness and emotional development.
根据霍金斯博士的研究，全球超过 80% 的人口在个人意识水平和情绪发展方面处于 100（恐惧）和 150（愤怒）之间。

Given that most people only grow by five points on this scale in their entire lifetimes, most people never make it beyond being driven by fear or anger.
鉴于大多数人一生中只在这个量表上增长了 5 分，大多数人永远不会超越恐惧或愤怒的驱使。

Even still, there are some people who grow hundreds of points up this scale, even in a relatively short period of time. It’s available to everyone, though few choose it.
即便如此，有些人即使在相对较短的时间内也在这个尺度上增长了数百个点。每个人都可以使用它，尽管很少有人选择它。

It takes commitment and courage (200) to begin transforming your life.
开始改变你的生活需要承诺和勇气（200）。

All progress starts by telling the truth.
所有的进步都始于说实话。

Once you make commitment and courage toward 10x dreams, you can and will evolve to the higher dimensions on Hawkins’ map. You can reach a place of acceptance, love, peace, and even enlightenment.
一旦你对 10 倍的梦想做出承诺和勇气，你就可以而且将会进化到霍金斯地图上的更高维度。你可以到达一个接受、爱、和平甚至启蒙的地方。

You do this by stripping more and more layers of the David away.
你通过剥离越来越多的大卫层来做到这一点。

As you develop your Unique Ability to unfathomable levels, and as you consciously choose a life of freedom, you will have increasing power in your life. You’ll stop operating out of brute-force emotions or energy.
当你将你的独特能力发展到深不可测的水平，当你有意识地选择自由的生活时，你的生活将拥有越来越大的力量。您将不再出于蛮力情绪或能量而运作。

You’ll stop forcing yourself to do anything you don’t want to do. You’ll accept and live by what psychologists call pull motivation, rather than push motivation.3,4 When you’re pulled by what you want and what excites you, that’s freedom and intrinsic motivation.
你不会再强迫自己做任何你不想做的事情。你会接受心理学家所说的拉动动机，而不是推动动机，并按照这种方式生活。3 4 当你被你想要的东西和让你兴奋的东西所吸引时，这就是自由和内在动机。

You’ll no longer operate based on need, but want. You’re free.
您将不再根据需要而是根据需求进行作。你自由了。

You’ll also stop forcing others to do anything they don’t want to do and create a 10x culture of freedom and transformation for all around you. Increasingly, you only operate with people who are fully committed to freedom within their Unique Ability as well. Everyone around you is transforming themselves 10x.
您还将停止强迫他人做任何他们不想做的事情，并为您周围的所有人创造 10 倍的自由和转变文化。越来越多的人只与那些在他们独特的能力范围内完全致力于自由的人一起工作。你周围的每个人都在改变自己 10 倍。

Hawkins found that the higher up his map a person goes, the bigger and more profound the ripple effects throughout the world they will have. Here’s how Dr. Hawkins breaks it down:
霍金斯发现，一个人在地图上走得越高，他们对全世界的连锁反应就越大、越深远。霍金斯博士是这样分解的：

One person living and vibrating to the energy of optimism and a willingness to be nonjudgmental of others (310) will counterbalance the negativity of 90,000 people who calibrate at the lower weakening levels.
一个人生活在乐观的能量中并愿意不评判他人（310 页）将抵消 90,000 名在较低弱化水平进行校准的人的消极情绪。

One person living and vibrating to the energy of pure love and reverence for all of life (500) will counterbalance the negativity of 750,000 people who calibrate at the lower weakening levels.
一个人在对所有生命的纯洁爱和敬畏的能量中生活和振动（500）将抵消 750,000 名在较低弱化水平上校准的人的消极情绪。

One person living and vibrating to the energy of illumination, bliss, and infinite peace (600) will counterbalance the negativity of 10 million people who calibrate at the lower weakening levels.
一个人在光明、幸福和无限和平的能量中生活和振动（600）将抵消 1000 万人的消极情绪，他们在较低的弱化水平上进行校准。

One person living and vibrating to the energy of grace, pure spirit beyond body, in a world of nonduality or complete oneness (700–1,000), will counterbalance the negativity of 70 million people who calibrate at the lower weakening levels.5
一个人在一个非二元性或完全一体性（700-1,000）的世界中，生活并振动到恩典的能量，超越身体的纯粹精神，将抵消 7000 万人的消极情绪，他们在较低的弱化水平上进行校准。5、

Whether Dr. Hawkins’ exact measurements are correct is less important than the central message he’s conveying, as well as the message of this book.
霍金斯博士的精确测量是否正确并不重要，重要的是他所传达的核心信息以及本书的信息。

By going 10x and stripping away the layers of the David, your life will become increasingly focused and simple. Your Unique Ability will become increasingly rare and valuable. To use author Cal Newport’s language, your “rare and valuable skills” will produce work that’s “so good it can’t be ignored.”6 Thus, despite you becoming simpler and more focused, the ripple effects of everything you do will have higher leverage and impact.
通过 10 倍并剥离大卫的层次，您的生活将变得越来越专注和简单。你的独特能力将变得越来越稀有和有价值。用作家卡尔·纽波特的语言来说，你的“稀有而宝贵的技能”将创作出“好到不容忽视”的作品。6 因此，尽管你变得更简单、更专注，但你所做的每一件事的连锁反应都会产生更高的杠杆作用和影响。

There’s a Chinese saying, “Si liang bo qian jin,” which roughly translates to “Defeat a thousand pounds with four ounces.”
中国有句谚语，“四良博钱金”，大致翻译过来就是“四盎司打败一千斤”。

As you go deeper into your Unique Ability, you apply less and less pressure yet produce 10x, 100x, 1,000x and more the impact and leverage.
随着你深入你的独特能力，你施加的压力越来越小，但会产生 10 倍、100 倍、1,000 倍甚至更多的冲击力和杠杆作用。

You can defeat a thousand pounds with four ounces of leverage.
你可以用四盎司的杠杆打败一千磅。

There’s a fictional story of an operational problem at a nuclear power plant. The malfunction was slowing energy generation down and reducing the efficiency of the entire plant. It became an extreme bottleneck.7
有一个虚构的故事，讲述了核电站的运行问题。故障减慢了发电速度并降低了整个工厂的效率。它成为一个极端的瓶颈。7、

The plant’s engineers spent months and months trying to solve the problem but couldn’t figure it out. Consequently, they brought in one of the nation’s top consultants on nuclear powerplant engineering. For the next several hours, he looked around at every little detail of the plant—studying the hundreds of dials and gauges and taking notes and making calculations.
该工厂的工程师花了数月时间试图解决这个问题，但无法解决。因此，他们聘请了美国顶级的核电站工程顾问之一。在接下来的几个小时里，他环顾四周，观察了工厂的每一个小细节——研究了数百个刻度盘和仪表，做笔记和计算。

After nearly a full day’s work, he pulled a marker out of his pocket, climbed up a ladder, and put a big “X” on the one of the gauges. “This is the problem,” he said, pointing to the big X. “Replace this and everything will be back to functioning properly.”
经过将近一整天的工作，他从口袋里掏出一个记号笔，爬上梯子，在其中一个仪表上打了一个大大的“X”。“这就是问题所在，”他指着大 X 说，“更换它，一切都会恢复正常运行。

This specialist then left the plant and flew home.
这位专家随后离开工厂飞回家。

Later that day, the plant manager got an email from the consultant’s assistant with an invoice of $50,000.
当天晚些时候，工厂经理收到了顾问助理发来的一封电子邮件，其中包含 50,000 美元的发票。

Despite the fact that this single problem was costing the plant hundreds of thousands of dollars every week, the manager was still shocked by the fee. He replied to the assistant, “How is it possible for less than a day’s work to be valued at $50,000? All he did was write an X with a marker.”
尽管这个问题每周给工厂造成数十万美元的损失，但经理仍然对这笔费用感到震惊。他回答助理：“不到一天的工作怎么可能价值 50,000 美元？他所做的只是用记号笔写一个 X。

The assistant replied, “$1 for the X, and $49,999 for knowing where to put the X.”
助理回答说：“X 1 美元，知道 X 放在哪里 49,999 美元。

In the words of author and speaker Brian Tracy, “Knowing where to put that X is your focal point.”
用作家兼演讲者布莱恩·特雷西（Brian Tracy）的话来说，“知道将 X 放在哪里是你的焦点。

Your “focal point” is the concentrated energy of your Unique Ability.
你的“焦点”是你独特能力的集中能量。

The more you evolve your Unique Ability by going 10x again and again, the more powerful and impactful the focal point of all you do will be, because you’ll be increasingly operating by power and not force.
你通过一次又一次地提高 10 倍来进化你的独特能力，你所做的一切的焦点就会越强大和有影响力，因为你将越来越多地依靠力量而不是武力来运作。

You’ll have extreme leverage and flow.
您将拥有极大的杠杆作用和流动性。

All the while, you’ll continuously be expanding your four freedoms:
与此同时，您将不断扩展您的四种自由：

Freedom of Time
时间自由

Freedom of Money
金钱自由

Freedom of Relationship
关系自由

Freedom of Purpose
目的自由

Each of these four freedoms is qualitative and individual. They are based far more on quality and value than on quantity and comparison.
这四种自由中的每一种都是定性的和个人的。它们更多地基于质量和价值，而不是数量和比较。

As you go 10x, the quality and value of your time will expand, as will the quality and value of your money and how you get paid, as well as the quality and value of those you spend time and work with, and finally the quality and value of your overall purpose and mission in life.
当你增长 10 倍时，你的时间的质量和价值会扩大，你的钱的质量和价值以及你获得报酬的方式也会扩大，以及与你共度时间和共事的人的质量和价值，最后是你的总体目标和人生使命的质量和价值。

As I’m wrapping up this book and our time together, it’s crazy looking at my life now, in November of 2022, and attempting to compare it to where I was at the beginning of this year. My life is profoundly and qualitatively different and better in so many ways.
当我结束这本书和我们在一起的时光时，回顾我现在的生活，即 2022 年 11 月，并试图将其与今年年初的我进行比较，真是太疯狂了。我的生活在很多方面都发生了深刻而质的不同和更好。

Certainly, I could compare the differences, and it’s good to be in the gain and measure those differences explicitly.
当然，我可以比较差异，并且处于增益并明确衡量这些差异是件好事。

Yet, at the same time, who I am now and what my life is like versus even 10–12 months ago is incomparably and non-linearly different. There was no obvious and linear path from where I was to where I’m at now. The whole system and context of my life, relationships, attention, and focus is entirely evolved from where I was before.
然而，与此同时，与 10-12 个月前相比，我现在是谁，我的生活是什么样的，是无可比拟的、非线性的差异。从我现在的位置到现在的位置，没有明显的线性路径。我的生活、人际关系、注意力和注意力的整个系统和背景完全是从我以前的地方演变而来的。

The world is entirely different.
世界完全不同了。

My trajectory is non-linear, yet better.
我的轨迹是非线性的，但更好。

I’m freer to live in and cultivate my Unique Ability.
我可以更自由地生活并培养我的独特能力。

My team is self-managing, and we’re continually improving and systemizing our minimum standards of excellence.
我的团队是自我管理的，我们不断改进和系统化我们的最低卓越标准。

Recently, I had the opportunity to take these concepts into a unique and personally meaningful environment. I’d been asked by the mission leader of my church in Ft. Lauder-dale to come and train the leadership of his mission on these concepts.
最近，我有机会将这些概念带入一个独特且对个人有意义的环境中。我在劳德代尔堡教会的宣教领袖邀请我来培训他的宣教领袖关于这些概念。

The mission leader had a spreadsheet of the mission’s numbers over the previous 12 months. As a mission of around 200 missionaries, they’d baptized 430ish people in the past 12 months. Part of the report broke down the different “finding” activities into three core categories: 1) working with members of the church, 2) finding people to teach in their own way such as knocking on doors, and 3) using social media.
任务负责人有一份电子表格，其中包含过去 12 个月的任务数字。作为一个由大约 200 名宣教士组成的宣教团，他们在过去 12 个月中为大约 430 人施洗。报告的一部分将不同的“发现”活动分为三个核心类别：1）与教会成员合作，2）寻找以自己的方式教导的人，例如敲门，以及3）使用社交媒体。

Forty percent of the baptisms came from working with the members of the church and getting referrals from those members of people to teach.
40%的洗礼来自与教会成员一起工作，并从这些成员那里获得教导的推荐。

Thirty-four percent of the baptisms came from the missionaries’ own finding efforts. One of these activities accounted for a huge portion of these finding efforts—13 percent overall—which was getting referrals from those they were teaching.
34%的洗礼来自传教士自己的寻找努力。其中一项活动占了这些寻找工作的很大一部分——总的 13%——这是从他们所教的人那里获得推荐。

Finally, 26 percent of the overall baptisms came from finding and teaching people via social media.
最后，26%的洗礼来自通过社交媒体寻找和教导人们。

During the training, and while going over these numbers, I asked the missionaries how much time they worked during a regular day.
在训练期间，在查看这些数字时，我问传教士他们在正常的一天中工作了多少时间。

“Eight hours,” they responded.
“八个小时，”他们回答道。

“How many of those eight hours are spent working with members?” I asked.
“这八个小时中有多少时间花在了与成员一起工作上？”我问。

“Maybe one,” they replied.
“也许有一个，”他们回答。

“What about working on social media?” I asked.
“在社交媒体上工作呢？”我问。

“Maybe 15-30 minutes,” they replied.
“也许 15-30 分钟，”他们回答道。

“So let me get this straight. You spend 1.5 hours of your day engaged in activities that account for 66 percent of your baptisms?”
“所以让我直截了当地说清楚。你每天花 1.5 小时从事的活动占你洗礼的 66%？

One-and-a-half out of eight hours is 18.75 percent, less than 20 percent.
八小时中的一个半小时是 18.75%，不到 20%。

If you include the simple activity of the missionaries asking the people they’re teaching for referrals, which takes just a few minutes and accounts for 13 percent more of their baptisms, then we’re talking about almost exactly 20 percent of their time yielding 80 percent of results.
如果算上宣教士向他们所教导的人寻求转介的简单活动，这只需要几分钟，占他们受洗次数的 13%，那么我们谈论的几乎正好是他们 20% 的时间产生了 80% 的结果。

According to constraint theory, every unit or system has a core goal or objective. That core objective also highlights the core constraint or bottleneck that must be solved in order for the goal to be achieved.
根据约束理论，每个单元或系统都有一个核心目标或目标。该核心目标还突出了为实现目标而必须解决的核心制约因素或瓶颈。

Without solving the bottleneck, you won’t achieve the goal, no matter how much energy and effort you’re putting in.
如果不解决瓶颈，无论您投入多少精力和努力，您都无法实现目标。

The bottleneck is the 20 percent.
瓶颈是 20%。

Everything else is the 80 percent, which doesn’t meet the filter of the goal.
其他一切都是 80%，这不符合目标的过滤器。

In most businesses, the majority of energy and resources are put toward activities in the 80 percent, not the bottleneck, which is why most business are growing linearly not exponentially. Most businesses are 2x at best, not 10x.
在大多数企业中，大部分精力和资源都用于 80% 的活动，而不是瓶颈，这就是为什么大多数企业都是线性增长而不是呈指数级增长的原因。大多数企业充其量是 2 倍，而不是 10 倍。

To go 10x, you let go of the 80 percent and put your energy, attention, and resources into the bottleneck, which is the 20 percent.
要达到 10 倍，你放弃了 80%，将你的精力、注意力和资源投入到瓶颈中，也就是 20%。

The missionaries keep dedicated records of every person they contact and teach in a digital “Area Book.” When they contact a person and teach them a simple lesson, the person gets a colored dot on the digital map of their Area Book—such as grey. As that person advances with the missionaries, such as wanting more lessons or coming to church, the color of their dot changes.
传教士将他们接触和教导的每个人的专门记录在数字“区域手册”中。当他们联系一个人并教他们一个简单的课程时，这个人会在他们的区域手册的数字地图上得到一个彩色点——例如灰色。当这个人与传教士一起进步时，例如想要更多课程或来教会，他们的点的颜色会发生变化。

I explained to the missionaries the concept of fitness function and that as a person or group, you are what you’re optimizing for.
我向宣教士解释了健身功能的概念，以及作为一个人或团体，你就是你所优化的对象。

“If you want to double your baptisms as a mission, you’ll have to get half the dots you’re now getting. Are you okay with that?”
“如果你想把你的洗礼作为一项使命加倍，你必须得到你现在得到的一半。你同意吗？

This was mind-blowing to them.
这让他们大吃一惊。

They were beginning to see that individually and collectively, they’d been optimizing for dots—contacting and teaching people—when baptizing individuals and families was their stated and true goal.
他们开始看到，当为个人和家庭施洗是他们所宣称的真正目标时，他们个人和集体都在优化点 ——接触和教导人们。

10x is about higher quality and less quantity.
10 倍是关于更高的质量和更少的数量。

Most of their “dots” were people who were never going to get baptized, found through low-quality activities that had a low conversion rate (one percent or less) such as knocking on doors.
他们的大多数“点”是永远不会受洗的人，他们是通过转化率低（百分之一或更低）的低质量活动（例如敲门）找到的。

Not all dots are created equal.
并非所有的点都是一样的。

Not all activities are created equal.
并非所有活动都是一样的。

You could get thousands of “dots” or contacts but get only a handful of actual baptisms.
你可以得到成千上万的“点”或联系人，但只有少数真正的洗礼。

If they wanted to baptize more, they’d need their “dots”—the people they’re teaching—to come from the highest-yielding 20 percent of activities: working with members, getting referrals from the people they’re already teaching, and social media.
如果他们想施洗更多，他们需要他们的“点”——他们正在教导的人——来自收益最高的 20% 的活动：与成员合作、从他们已经教导的人那里获得推荐，以及社交媒体。

“If you want quick wins, you can keep your 80 percent and keep collecting dots,” I told them. “If you want to go bigger and elevate your standards and baseline, then you’ll need to let go of the 80 percent and stop optimizing for dots.”
“如果你想快速获胜，你可以保持 80% 的状态并继续收集点，”我告诉他们。“如果你想做得更大，提高你的标准和基线，那么你需要放弃 80%，停止针对点进行优化。”

One sister missionary asked, “But we’ve been taught to keep ‘all of our lines’ out in the water. This feels like we’re pulling many of our lines out of the water.”
一位传教士姊妹问道：「但我们被教导要把『我们所有的绳子』都放在水里。这感觉就像我们正在将许多线从水中拉出来。

I replied, “What if your lines are in the wrong ponds, and there are no fish where you’re fishing?”
我回答说：“如果你的鱼线在错误的池塘里，而你钓鱼的地方没有鱼怎么办？

Another sister missionary raised her hand and said, “This reminds me of the story of Peter and his brothers fishing all night and catching nothing. Then Jesus came and told them to put their nets on the other side of the boat and immediately there were so many fish the boat almost sank.”
另一位传教士姊妹举手说：「这让我想起彼得和他的兄弟们整夜捕鱼，却一无所获的故事。然后耶稣来了，叫他们把网放在船的另一边，立刻鱼太多了，船差点沉没。

When you insist on doing what you’ve been doing, 10x is essentially impossible.
当你坚持做你一直在做的事情时，10 倍基本上是不可能的。

Only when you expand your vision and focus on the 20 percent can immediate and transformative results be yours.
只有当你扩大你的视野并专注于 20% 时，你才能立即取得变革性的结果。

The mission leader felt inspired that God wanted them to double their minimum standard from 50 baptisms as a mission per month, which they’d recently been getting, to 100 baptisms per month. The missionaries now understood that it would be unlikely for them to realize that new standard if they kept their 80 percent.
宣教领袖感到受到启发，上帝希望他们将最低标准从他们最近每月接受的每月 50 次洗礼增加到每月 100 次洗礼。传教士现在明白，如果他们保持百分之八十，他们就不太可能实现这个新标准。

However, if they focused on the 20 percent—and got 10x better and more skilled in the 20 percent—then they’d realize and systemize the new standard in a short period of time. Actually, they’d blow way past the new standard.
然而，如果他们专注于 20%，并在 20% 中变得更好和熟练 10 倍，那么他们就会在短时间内实现新标准并将其系统化。事实上，他们会远远超出新标准。

Indeed, if they got serious about the 20 percent, and getting 10x better in the few things that matter, as well as letting go of the 80 percent that is keeping them stuck—then they’d be able to go 10x.
事实上，如果他们认真对待这 20%，在少数重要的事情上进步 10 倍，并放弃让他们陷入困境的 80%，那么他们就能提高 10 倍。

What about you?
你呢？

What is your 10x vision?
你的 10 倍愿景是什么？

What is your 20 percent?
你的 20% 是多少？

What is your Unique Ability?
你的独特能力是什么？

Are you committed to going 10x and creating a Self-Managing Company?
您是否致力于实现 10 倍并创建一家自我管理公司？

Are you playing the infinite game or stuck in a finite one?
你是在玩无限游戏还是陷入有限游戏？

Are you ready for 10x freedom and purpose?
您准备好享受 10 倍的自由和目标了吗？

Are you going to let go of your 80 percent again and again, devoting your time to an ever-shrinking 20 percent within 20 percent within 20 percent, becoming the most powerful, unique, and optimized version of yourself?
你是否要一次又一次地放下你的 80%，将你的时间投入到 20% 内不断缩小的 20%，成为最强大、最独特、最优化的自己？

10x is easier than 2x.
10 倍比 2 倍容易。

2x is doing the same thing, only more of it. It’s brute force, not intelligent, not transformational, not an upgrade in thinking.
2x 在做同样的事情，只是更多。这是蛮力，不是智能的，不是变革性的，不是思维的升级。

10x is an entirely different way of doing things, based on an entirely different future. To go 10x, you can’t avoid the bottleneck—the 20 percent. Instead, you fully embrace and transform it, knowing all the while that the bottleneck has always been yourself.
10 倍是一种完全不同的做事方式，基于完全不同的未来。要达到 10 倍，你无法避免瓶颈——20%。相反，你完全拥抱并改变它，同时知道瓶颈始终是你自己。

ADDITIONAL RESOURCES FROM STRATEGIC COACH
来自战略教练的其他资源

To take your personal 10x thinking to the next level visit www.10xeasierbook.com for additional tools and resources.
要将您的个人 10 倍思维提升到一个新的水平，请访问 www.10xeasierbook.com 以获取其他工具和资源。

ENDNOTES
尾注

Epigraph
碑文

1. Ferriss, T. (2018). Astro Teller, CEO of X – How to Think 10x Bigger (#309). The Tim Ferriss Show.
1. 费里斯，T.（2018）。 Astro Teller，X 首席执行官 – 如何思考 10 倍大（#309）。蒂姆·费里斯秀。

Introduction
介绍

1. Stone, I. (2015). The Agony and the Ecstasy. Random House.
1. 斯通，I.（2015）。痛苦和狂喜。兰登书屋。

2. Stone, I. (2015). The Agony and the Ecstasy. Random House.
2. 斯通，I. （2015）。痛苦和狂喜。兰登书屋。

3. Holroyd, C. Michael Angelo Buonarroti, with Translations of the Life of the Master by His Scholar, Ascanio Condivi, and Three Dialogues from the Portuguese by Francisco d’Ollanda. London, Duckworth and Company. P. 16. X111. 1903. http://www.gutenberg.org/files/19332/19332-h/19332-h.html#note_20
3. Holroyd， C. Michael Angelo Buonarroti，他的学者 Ascanio Condivi 翻译了大师的生平，以及 Francisco d'Ollanda 的葡萄牙语三段对话。伦敦，达克沃斯公司。第 16 页。X111。1903. http://www.gutenberg.org/files/19332/19332-h/19332-h.html#note_20

4. Condivi, A. The Life of Michelangelo. Translation: Baton Rouge, Louisiana State University Press, F1976. Quotations from Condivi’s The Life of Michelangelo are paraphrased based upon the Wohl text and other readings of Michelangelo.
4. 孔迪维，A. 米开朗基罗的一生。翻译：巴吞鲁日，路易斯安那州立大学出版社，F1976。孔迪维的《米开朗基罗生平》中的引文是根据沃尔文本和米开朗基罗的其他读物进行转述的。

5. Hercules drawing. Retrieved from Michelangelo.net on August 17, 2022, at https://www.michelangelo.net/hercules/.
5. 赫拉克勒斯绘图。于 2022 年 8 月 17 日从 Michelangelo.net 检索，地址为 https://www.michelangelo.net/hercules/。

6. Doorley, J. D., Goodman, F. R., Kelso, K. C., & Kashdan, T. B. (2020). Psychological flexibility: What we know, what we do not know, and what we think we know. Social and Personality Psychology Compass, 14(12), 1–11.
6. Doorley， JD、Goodman， FR、Kelso， KC 和 Kashdan， TB （2020）。心理灵活性：我们知道的，我们不知道的，以及我们认为我们知道的。社会和人格心理学指南针，14（12）， 1-11。

7. Kashdan, T. B., & Rottenberg, J. (2010). Psychological flexibility as a fundamental aspect of health. Clinical Psychology Review, 30(7), 865–878.
7. Kashdan， T. B. 和 Rottenberg， J. （2010）。心理灵活性是健康的一个基本方面。临床心理学评论，30（7）， 865–878。

8. Bond, F. W., Hayes, S. C., & Barnes-Holmes, D. (2006). Psychological flexibility, ACT, and organizational behavior. Journal of Organizational Behavior Management, 26(1–2), 25-54.
8. 邦德，FW，海耶斯，SC 和巴恩斯-霍姆斯，D. （2006）。心理灵活性、ACT 和组织行为。组织行为管理杂志，26（1-2）， 25-54。

9. Kashdan, T. B., Disabato, D. J., Goodman, F. R., Doorley, J. D., & McKnight, P. E. (2020). Understanding psychological flexibility: A multimethod exploration of pursuing valued goals despite the presence of distress. Psychological Assessment, 32(9), 829.
9. Kashdan， TB、Disabato， DJ、Goodman， FR、Doorley， JD 和 McKnight， PE （2020）。了解心理灵活性：在存在痛苦的情况下追求有价值目标的多方法探索。心理评估，32（9）， 829。

10. Godbee, M., & Kangas, M. (2020). The relationship between flexible perspective taking and emotional well-being: A systematic review of the “self-as-context” component of acceptance and commitment therapy. Behavior Therapy, 51(6), 917–932.
10.Godbee， M. 和 Kangas， M. （2020）。灵活的观点接受与情绪健康之间的关系：对接受和承诺疗法的“自我即环境”部分的系统回顾。行为疗法，51（6）， 917–932。

11. Yu, L., Norton, S., & McCracken, L. M. (2017). Change in “self-as-context”(“perspective-taking”) occurs in acceptance and commitment therapy for people with chronic pain and is associated with improved functioning. The Journal of Pain, 18(6), 664–672.
11.Yu， L.、Norton， S. 和 McCracken， LM （2017）。“自我即情境”（“换位思考”）的变化发生在慢性疼痛患者的接受和承诺疗法中，并且与功能的改善有关。疼痛杂志，18（6）， 664–672。

12. Zettle, R. D., Gird, S. R., Webster, B. K., Carrasquillo-Richardson, N., Swails, J. A., & Burdsal, C. A. (2018). The Self-as-Context Scale: Development and preliminary psychometric properties. Journal of Contextual Behavioral Science, 10, 64–74.
12.Zettle， RD、Gird， SR、Webster， BK、Carrasquillo-Richardson， N.、Swails， JA 和 Burdsal， CA （2018）。自我即情境量表：发展和初步心理测量属性。情境行为科学杂志，10， 64-74。

13. De Tolnay, C. (1950). The Youth of Michelangelo. Princeton University Press; 2nd ed. pp. 26–28.
13.德托尔奈，C.（1950）。米开朗基罗的青春。普林斯顿大学出版社;第 2 版，第 26-28 页。

14. Coughlan, Robert (1966). The World of Michelangelo: 1475–1564. et al. Time-Life Books. p. 85.
14.罗伯特·考夫兰（1966）。米开朗基罗的世界：1475-1564 年。等人时间生活书籍。第 85 页。

15. Stone, I. (2015). The Agony and the Ecstasy. Random House.
15.斯通，I.（2015）。痛苦和狂喜。兰登书屋。

16. Fromm, E. (1994). Escape from Freedom. Macmillan.
16.弗洛姆，E.（1994）。逃离自由。麦克米伦。

17. Sullivan, D., & Hardy, B. (2020). Who Not How: The formula to achieve bigger goals through accelerating teamwork. Hay House Business.
17.沙利文，D.和哈代，B.（2020）。谁不如何：通过加速团队合作实现更大目标的公式。干草屋业务。

18. Carse, J. (2011). Finite and Infinite Games. Simon & Schuster.
18.卡斯，J.（2011）。有限游戏和无限游戏。西蒙和舒斯特。

19. Hardy, B. (2016). Does it take courage to start a business? (Masters’ thesis, Clemson University).
19.哈代，B.（2016）。创业需要勇气吗？（克莱姆森大学硕士论文）。

20. Hardy, B. P. (2019). Transformational leadership and perceived role breadth: Multi-level mediation of trust in leader and affective organizational commitment (Doctoral dissertation, Clemson University).
20.哈代，BP （2019）。变革型领导力和感知角色广度：对领导者的信任和情感组织承诺的多层次调解（克莱姆森大学博士论文）。

21. Hardy, B. (2018). Willpower Doesn’t Work: Discover the hidden keys to success. Hachette.
21.哈代，B.（2018）。意志力不起作用：发现隐藏的成功关键。阿歇特。

22. Sullivan, D. & Hardy, B. (2020). Who Not How: The Formula to Achieve Bigger Goals through Accelerating Teamwork. Hay House Business.
22.沙利文，D. 和哈代，B. （2020）。谁不如何：通过加速团队合作实现更大目标的公式。干草屋业务。

23. Sullivan, D. & Hardy, B. (2021). The Gap and The Gain: The high achievers’ guide to happiness, confidence, and success. Hay House Business.
23.沙利文，D. 和哈代，B. （2021）。差距和收获：高成就者通往幸福、自信和成功的指南。干草屋业务。

24. Greene, R. (2013). Mastery. Penguin.
24.格林，R.（2013）。掌握。企鹅。

25. Eliot, T. S. (1971). Four Quartets. Harvest.
25.艾略特，TS （1971）。四个四重奏。收获。

Chapter I
第一章

1. Koch, R. (2011). The 80/20 Principle: The secret of achieving more with less: Updated 20th anniversary edition of the productivity and business classic. Hachette UK.
1. 科赫，R.（2011）。 80/20 原则：事半功倍的秘诀：更新了生产力和商业经典 20 周年纪念版。英国阿歇特。

2. Wided, R. Y. (2012). For a better openness towards new ideas and practices. Journal of Business Studies Quarterly, 3(4), 132.
2. 维德，RY（2012）。对新想法和实践持更好的开放态度。商业研究季刊，3（4）， 132。

3. Snyder, C. R., LaPointe, A. B., Jeffrey Crowson, J., & Early, S. (1998). Preferences of high- and low-hope people for self-referential input. Cognition & Emotion, 12(6), 807–823.
3. Snyder， CR、LaPointe， AB、Jeffrey Crowson， J. 和 Early， S. （1998）。高希望和低希望人群对自我参考输入的偏好。认知与情感，12（6）， 807–823。

4. Chang, E. C. (1998). Hope, problem‐solving ability, and coping in a college student population: Some implications for theory and practice. Journal of Clinical Psychology, 54(7), 953–962.
4. 张，EC （1998）。大学生群体的希望、解决问题的能力和应对能力：对理论和实践的一些启示。临床心理学杂志，54（7）， 953–962。

5. Charlotte Law, M. S. O. D., & Lacey, M. Y. (2019). How Entrepreneurs Create High-Hope Environments. 2019 Volume 22 Issue 1 (1).
5. 夏洛特·劳，MSOD 和莱西，密苏里诺比州（2019）。企业家如何创造高希望的环境。2019 年第 22 卷第 1 期（1）.

6. Vroom, V., Porter, L., & Lawler, E. (2005). Expectancy theories. Organizational Behavior, 1, 94–113.
6. Vroom， V.、Porter， L. 和 Lawler， E. （2005）。期望理论。组织行为，1,94-113 。

7. Snyder, C. R. (2002). Hope theory: Rainbows in the mind. Psychological Inquiry, 13(4), 249–275.
7. 斯奈德，CR （2002）。希望理论：脑海中的彩虹。心理学探究，13（4）， 249–275。

8. Landau, R. (1995). Locus of control and socioeconomic status: Does internal locus of control reflect real resources and opportunities or personal coping abilities? Social Science & Medicine, 41(11), 1499–1505.
8. 兰道，R.（1995）。控制点和社会经济地位：内部控制点是否反映了实际资源和机会或个人应对能力？社会科学与医学，41（11）， 1499–1505。

9. Kim, N. R., & Lee, K. H. (2018). The effect of internal locus of control on career adaptability: The mediating role of career decision‐making self‐efficacy and occupational engagement. Journal of Employment Counseling, 55(1), 2–15.
9. 金，NR 和李，KH （2018）。内部控制点对职业适应性的影响：职业决策自我效能感和职业敬业度的中介作用。就业咨询杂志，55（1）， 2-15。

10. Holiday, R. (2022). Discipline Is Destiny: The power of self-control (The Stoic Virtues Series). Penguin.
10.霍勒迪，R.（2022）。纪律就是命运：自我控制的力量（斯多葛美德系列）。企鹅。

11. Sullivan, D. (2019). Who Do You Want to Be a Hero To?: Answer just one question and clarify who you can always be. Strategic Coach, Inc.
11.沙利文，D.（2019）。你想成为谁的英雄？：只回答一个问题，并澄清你永远可以成为谁。战略教练公司

12. Csikszentmihalyi, M., Abuhamdeh, S., & Nakamura, J. (2014). Flow. In Flow and the foundations of positive psychology (pp. 227–238). Springer, Dordrecht.
12.Csikszentmihalyi， M.、Abuhamdeh， S. 和 Nakamura， J. （2014）。流量。在心流和积极心理学的基础中（第 227-238 页）。施普林格，多德雷赫特。

13. Heutte, J., Fenouillet, F., Martin-Krumm, C., Gute, G., Raes, A., Gute, D., ... & Csikszentmihalyi, M. (2021). Optimal experience in adult learning: conception and validation of the flow in education scale (EduFlow-2). Frontiers in Psychology, 12, 828027.
13.Heutte， J.， Fenouillet， F.， Martin-Krumm， C.， Gute， G.， Raes， A.， Gute， D.， ...&Csikszentmihalyi，M.（2021）。成人学习的最佳体验：教育流量量表（EduFlow-2）的构思和验证。心理学前沿，12,828027。

14. Csikszentmihalyi, M., Montijo, M. N., & Mouton, A. R. (2018). Flow theory: Optimizing elite performance in the creative realm.
14.Csikszentmihalyi， M.、Montijo， MN 和 Mouton， AR （2018）。心流理论：优化创意领域的精英表现。

15. Kotler, S. (2014). The Rise of Superman: Decoding the science of ultimate human performance. Houghton Mifflin Harcourt.
15.科特勒，S.（2014）。超人的崛起：解码人类终极表现的科学。霍顿·米夫林·哈考特。

16. Collins, J. (2001). Good to Great: Why some companies make the leap and others don’t. HarperBusiness.
16.柯林斯，J.（2001）。从优秀到卓越：为什么有些公司实现了飞跃，而另一些则没有。哈珀商业。

17. Sullivan, D. (2015). The 10x Mind Expander: Moving your thinking, performance, and results from linear plodding to exponential breakthroughs. Strategic Coach Inc.
17.沙利文，D.（2015）。10 倍思维扩展器：将您的思维、表现和结果从线性蹒跚学步转变为指数级突破。战略教练公司

18. Hardy, B. (2016). Does it take courage to start a business? (Masters’ thesis, Clemson University).
18.哈代，B.（2016）。创业需要勇气吗？（克莱姆森大学硕士论文）。

19. Snyder, C. R. (2002). Hope theory: Rainbows in the mind. Psychological Inquiry, 13(4), 249–275.
19.斯奈德，CR （2002）。希望理论：脑海中的彩虹。心理学探究，13（4）， 249–275。

20. Feldman, D. B., Rand, K. L., & Kahle-Wrobleski, K. (2009). Hope and goal attainment: Testing a basic prediction of hope theory. Journal of Social and Clinical Psychology, 28(4), 479.
20.费尔德曼，DB，兰德，KL 和 Kahle-Wrobleski，K. （2009）。希望和目标实现：测试希望理论的基本预测。社会与临床心理学杂志，28（4）， 479。

21. Baykal, E. (2020). A model on authentic leadership in the light of hope theory. Sosyal Bilimler Arastirmalari Dergisi, 10(3).
21.贝卡尔，E.（2020）。根据希望理论的真实领导模型。Sosyal Bilimler Arastirmalari Dergisi，10（3）。

22. Bernardo, A. B. (2010). Extending hope theory: Internal and external locus of trait hope. Personality and Individual Differences, 49(8), 944-949.
22.贝尔纳多，AB （2010）。延伸希望理论：特质希望的内部和外部轨迹。人格与个体差异，49（8）， 944-949。

23. Tong, E. M., Fredrickson, B. L., Chang, W., & Lim, Z. X. (2010). Re-examining hope: The roles of agency thinking and pathways thinking. Cognition and Emotion, 24(7), 1207–1215.
23.Tong， EM、Fredrickson， BL、Chang， W. 和 Lim， ZX （2010）。重新审视希望：能动性思维和路径思维的作用。认知与情感，24（7）， 1207–1215。

24. Chang, E. C., Chang, O. D., Martos, T., Sallay, V., Zettler, I., Steca, P., ... & Cardeñoso, O. (2019). The positive role of hope on the relationship between loneliness and unhappy conditions in Hungarian young adults: How pathways thinking matters!. The Journal of Positive Psychology, 14(6), 724–733.
24.Chang， EC， Chang， OD， Martos， T.， Sallay， V.， Zettler， I.， Steca， P.， ...&卡德尼奥索，O.（2019）。希望对匈牙利年轻人孤独与不快乐状况之间关系的积极作用：途径思维如何重要！积极心理学杂志，14（6）， 724–733。

25. Pignatiello, G. A., Martin, R. J., & Hickman Jr, R. L. (2020). Decision fatigue: A conceptual analysis. Journal of Health Psychology, 25(1), 123–135.
25.皮格纳蒂耶洛，GA，马丁，RJ 和小希克曼，RL （2020）。决策疲劳：概念分析。健康心理学杂志，25（1）， 123–135。

26. Vohs, K. D., Baumeister, R. F., Twenge, J. M., Schmeichel, B. J., Tice, D. M., & Crocker, J. (2005). Decision fatigue exhausts self-regulatory resources—But so does accommodating to unchosen alternatives. Manuscript submitted for publication.
26.沃斯，KD，鲍迈斯特，RF，特温格，JM，舒梅切尔，BJ，泰斯，DM 和克罗克，J.（2005）。决策疲劳会耗尽自我监管资源——但适应未选择的替代方案也是如此。稿件已提交出版。

27. Allan, J. L., Johnston, D. W., Powell, D. J., Farquharson, B., Jones, M. C., Leckie, G., & Johnston, M. (2019). Clinical decisions and time since rest break: An analysis of decision fatigue in nurses. Health Psychology, 38(4), 318.
27.艾伦，JL，约翰斯顿，DW，鲍威尔，DJ，法夸森，B.，琼斯，MC，莱基，G.和约翰斯顿，M.（2019）。临床决策和休息时间：护士决策疲劳分析。健康心理学，38（4）， 318。

28. Sullivan, D. & Hardy, B. (2020). Who Not How: The formula to achieve bigger goals through accelerating teamwork. Hay House Business.
28.沙利文，D. 和哈代，B. （2020）。谁不如何：通过加速团队合作实现更大目标的公式。干草屋业务。

29. Dalton, M. (1948). The Industrial ”Rate Buster”: A Characterization. Human Organization, 7(1), 5-18.
29.道尔顿，M.（1948）。工业“费率克星”：一种特征。人类组织，7（1）， 5-18。

30. Drew, R. (2006). Lethargy begins at home: The academic rate-buster and the academic sloth. Text and Performance Quarterly, 26(1), 65–78.
30.德鲁，R.（2006）。嗜睡始于家里：学业成绩剋星和学业懒惰。文本与绩效季刊，26（1）， 65-78。

Chapter 2
第二章

1. Koomey, J. (2008). Turning Numbers into Knowledge: Mastering the art of problem solving. Analytics Press.
1. 库米，J. （2008）。将数字转化为知识：掌握解决问题的艺术。分析出版社。

2. McKeown, G. (2020). Essentialism: The disciplined pursuit of less. Currency.
2. 麦基翁，G.（2020）。本质主义：有纪律地追求更少。货币。

3. McAdams, D. P. (2011). Narrative identity. In Handbook of identity theory and research (pp. 99–115). Springer: New York, NY.
3. 麦克亚当斯，DP （2011）。叙事身份。在身份理论和研究手册（第 99-115 页）。施普林格：纽约州纽约。

4. Berk, L. E. (2010). Exploring Lifespan Development (2nd ed.). Pg. 314. Pearson Education Inc.
4. 伯克，LE （2010）。探索寿命发展（第二版）第 314 页。培生教育公司

5. Sitzmann, T., & Yeo, G. (2013). A meta‐analytic investigation of the within‐person self‐efficacy domain: Is self‐efficacy a product of past performance or a driver of future performance?. Personnel Psychology, 66(3), 531–568.
5. Sitzmann， T. 和 Yeo， G. （2013）。人内自我效能领域的荟萃分析研究：自我效能是过去表现的产物还是未来表现的驱动因素？人事心理学，66（3）， 531–568。

6. Edwards, K. D. (1996). Prospect theory: A literature review. International Review of Financial Analysis, 5(1), 19–38.
6. 爱德华兹，KD （1996）。前景理论：文献综述。国际金融分析评论，5（1）， 19-38。

7. Haita-Falah, C. (2017). Sunk-cost fallacy and cognitive ability in individual decision-making. Journal of Economic Psychology, 58, 44–59.
7. 海塔-法拉赫，C. （2017）。个人决策中的沉没成本谬误和认知能力。经济心理学杂志，58， 44-59。

8. Strough, J., Mehta, C. M., McFall, J. P., & Schuller, K. L. (2008). Are older adults less subject to the sunk-cost fallacy than younger adults?. Psychological Science, 19(7), 650–652.
8. Strough， J.、Mehta， CM、McFall， JP 和 Schuller， KL （2008）。老年人是否比年轻人更少受到沉没成本谬误的影响？心理科学，19（7）， 650–652。

9. Knetsch, J. L., & Sinden, J. A. (1984). Willingness to pay and compensation demanded: Experimental evidence of an unexpected disparity in measures of value. The Quarterly Journal of Economics, 99(3), 507–521.
9. Knetsch， J. L. 和 Sinden， JA （1984）。支付意愿和要求的补偿：价值衡量标准意外差异的实验证据。经济学季刊，99（3）， 507–521。

10. Kahneman, D., Knetsch, J. L., & Thaler, R. H. (1990). Experimental tests of the endowment effect and the Coase theorem. Journal of political Economy, 98(6), 1325–1348.
10.Kahneman， D.、Knetsch， JL 和 Thaler， RH （1990）。禀赋效应和科斯定理的实验检验。政治经济学杂志，98（6）， 1325–1348。

11. Morewedge, C. K., & Giblin, C. E. (2015). Explanations of the endowment effect: an integrative review. Trends in Cognitive Sciences, 19(6), 339–348.
11.莫鲁威奇，CK 和吉布林，CE （2015）。禀赋效应的解释：综合综述。认知科学趋势，19（6）， 339–348。

12. Festinger, L. (1957). A Theory of Cognitive Dissonance. Stanford University Press.
12.费斯廷格，L.（1957）。认知失调理论。斯坦福大学出版社。

13. Heider, F. (1946). Attitudes and cognitive organization. Journal of Psychology, 21, 107-112.
13.海德，F.（1946）。态度和认知组织。心理学杂志，21， 107-112。

14. Heider, F. (1958). The Psychology of Interpersonal Relations. New York: John Wiley.
14.海德，F.（1958）。人际关系心理学。纽约：约翰·威利。

15. Doorley, J. D., Goodman, F. R., Kelso, K. C., & Kashdan, T. B. (2020). Psychological flexibility: What we know, what we do not know, and what we think we know. Social and Personality Psychology Compass, 14(12), 1–11.
15.Doorley， JD、Goodman， FR、Kelso， KC 和 Kashdan， TB （2020）。心理灵活性：我们知道的，我们不知道的，以及我们认为我们知道的。社会和人格心理学指南针，14（12）， 1-11。

16. Kashdan, T. B., Disabato, D. J., Goodman, F. R., Doorley, J. D., & McKnight, P. E. (2020). Understanding psychological flexibility: A multimethod exploration of pursuing valued goals despite the presence of distress. Psychological Assessment, 32(9), 829.
16.卡什丹，TB，迪萨巴托，DJ，古德曼，FR，多利，JD 和麦克奈特，PE （2020）。了解心理灵活性：在存在痛苦的情况下追求有价值目标的多方法探索。心理评估，32（9）， 829。

17. Harris, R. (2006). Embracing your demons: An overview of acceptance and commitment therapy. Psychotherapy in Australia, 12(4).
17.哈里斯，R.（2006）。拥抱你的恶魔：接受和承诺疗法的概述。澳大利亚的心理治疗，12（4）。

18. Blackledge, J. T., & Hayes, S. C. (2001). Emotion regulation in acceptance and commitment therapy. Journal of Clinical Psychology, 57(2), 243-255.
18.布莱克利奇，JT 和海耶斯，SC （2001）。接受和承诺疗法中的情绪调节。临床心理学杂志，57（2）， 243-255。

19. Hayes, S. C., Strosahl, K. D., & Wilson, K. G. (2011). Acceptance and Commitment Therapy: The process and practice of mindful change. Guilford Press.
19.海耶斯，南卡罗来纳州，斯特罗萨尔，KD 和威尔逊，KG （2011）。接受与承诺疗法：正念改变的过程和实践。吉尔福德出版社。

20. Gloster, A. T., Walder, N., Levin, M. E., Twohig, M. P., & Karekla, M. (2020). The empirical status of acceptance and commitment therapy: A review of meta-analyses. Journal of Contextual Behavioral Science, 18, 181–192.
20.格洛斯特，AT，瓦尔德，N.，莱文，ME，Twohig，MP 和 Karekla，M. （2020）。接受和承诺疗法的实证状态：荟萃分析综述。情境行为科学杂志，18， 181–192。

21. Hawkins, D. R. (2013). Letting Go: The pathway of surrender. Hay House, Inc.
21.霍金斯，DR （2013）。放手：臣服的途径。干草屋公司

22. Ferriss, T. (2009). The 4-Hour Workweek: Escape 9–5, live anywhere, and join the new rich. Harmony.
22.费里斯，T.（2009）。每周 4 小时工作制：逃离朝九晚五，住在任何地方，加入新富人的行列。和谐。

23. MrBeast. (2016). Dear Future Me (Scheduled Uploaded 6 Months Ago). MrBeast YouTube Channel. Accessed on August 22, 2022 at https://www.youtube.com/watch?v=fG1N5kzeAhM
23.野兽先生。（2016）. 亲爱的未来我（预定上传 6 个月前）。MrBeast YouTube 频道。访问日期：2022 年 8 月 22 日 https://www.youtube.com/watch?v=fG1N5kzeAhM

24. MrBeast. (2020). Hi Me in 5 Years. MrBeast YouTube Channel. Accessed on August 22, 2022 at https://www.youtube.com/watch?v=AKJfakEsgy0
24.野兽先生。（2020）. 5 年后的嗨我。MrBeast YouTube 频道。访问日期：2022 年 8 月 22 日 https://www.youtube.com/watch?v=AKJfakEsgy0

25. Rogan, J. (2022). The Joe Rogan Experience: Episode #1788 – Mr. Beast. Spotify. Retrieved on March 15, 2022, at https://open.spotify.com/episode/5lokpznqvSrJO3gButgQvs
25.罗根，J.（2022）。乔·罗根经历：第 #1788 集 – 野兽先生。Spotify。检索于 2022 年 3 月 15 日，https://open.spotify.com/episode/5lokpznqvSrJO3gButgQvs

26. Gladwell, M. (2008). Outliers: The story of success. Little, Brown.
26.格拉德威尔，M.（2008）。异常值：成功的故事。小，布朗。

27. Jorgenson, E. (2020). The Almanack of Naval Ravikant. Magrathea Publishing.
27.乔根森，E.（2020）。海军拉维坎特年鉴。马格拉西亚出版社。

28. Charlton, W., & Hussey, E. (1999). Aristotle Physics Book VIII (Vol. 3). Oxford University Press.
28.查尔顿，W. 和赫西，E. （1999）。亚里士多德物理学第八卷（第 3 卷）。牛津大学出版社。

29. Rosenblueth, A., Wiener, N., & Bigelow, J. (1943). Behavior, purpose and teleology. Philosophy of Science, 10(1), 18–24.
29.Rosenblueth， A.、Wiener， N. 和 Bigelow， J. （1943）。行为、目的和目的论。科学哲学，10（1）， 18-24。

30. Woodfield, A. (1976). Teleology. Cambridge University Press.
30.伍德菲尔德，A.（1976）。目的论。剑桥大学出版社。

31. Baumeister, R. F., Vohs, K. D., & Oettingen, G. (2016). Pragmatic prospection: How and why people think about the future. Review of General Psychology, 20(1), 3–16.
31.鲍迈斯特，RF，沃斯，KD 和厄廷根，G. （2016）。务实的展望：人们如何以及为什么思考未来。普通心理学评论，20（1）， 3-16。

32. Suddendorf, T., Bulley, A., & Miloyan, B. (2018). Prospection and natural selection. Current Opinion in Behavioral Sciences, 24, 26–31.
32.Suddendorf， T.、Bulley， A. 和 Miloyan， B. （2018）。勘探和自然选择。行为科学的当前观点，24， 26-31。

33. Seligman, M. E., Railton, P., Baumeister, R. F., & Sripada, C. (2013). Navigating into the future or driven by the past. Perspectives on Psychological Science, 8(2), 119–141.
33.塞利格曼，ME，莱尔顿，P.，鲍迈斯特，RF 和斯里帕达，C. （2013）。导航到未来或受过去的驱动。心理科学视角，8（2）， 119–141。

34. Schwartz, D. (2015). The Magic of Thinking Big. Simon & Schuster.
34.施瓦茨，D.（2015）。大胆思考的魔力。西蒙和舒斯特。

35. Godin, S. (2010). Linchpin: Are you indispensable? How to drive your career and create a remarkable future. Penguin.
35.戈丁，S.（2010）。关键：你不可或缺吗？如何推动您的职业生涯并创造非凡的未来。企鹅。

36. Clear, J. (2018). Atomic Habits: An easy & proven way to build good habits & break bad ones. Penguin.
36.克利尔，J.（2018）。原子习惯：一种简单且行之有效的养成好习惯和改掉坏习惯的方法。企鹅。

37. Hoehn, C. (2018). How to Sell a Million Copies of Your Non-Fiction Book. Retrieved on October 5, 2022, at https://charliehoehn.com/2018/01/10/sell-million-copies-book/
37.霍恩，C.（2018）。如何销售一百万册非小说类书籍。检索于 2022 年 10 月 5 日，https://charliehoehn.com/2018/01/10/sell-million-copies-book/

38. Berrett-Koehler Publishers. (2020). The 10 Awful Truths about Book Publishing. Steven Piersanti, Senior Editor. Retrieved on October 5, 2022, at https://ideas.bkconnection.com/10-awful-truths-about-publishing
38.贝雷特-科勒出版社。（2020）. 关于图书出版的 10 个可怕真相。史蒂文·皮尔桑蒂，高级编辑。检索于 2022 年 10 月 5 日，https://ideas.bkconnection.com/10-awful-truths-about-publishing

39. Clear, J. (2021). 3-2-1: The difference between good and great, how to love yourself, and how to get better at writing. Retrieved on November 2, 2022, at https://jamesclear.com/3-2-1/december-16-2021
39.克利尔，J.（2021）。3-2-1：好与伟大的区别，如何爱自己，如何更好地写作。检索于 2022 年 11 月 2 日，https://jamesclear.com/3-2-1/december-16-2021

40. Clear, J. (2014). My 2014 Annual Review. Retrieved on October 5, 2022, at https://jamesclear.com/2014-annual-review
40.克利尔，J.（2014）。我的 2014 年年度回顾。检索于 2022 年 10 月 5 日，https://jamesclear.com/2014-annual-review

41. Clear, J. (2015). My 2015 Annual Review. Retrieved on October 5, 2022, at https://jamesclear.com/2015-annual-review
41.克利尔，J.（2015）。我的 2015 年年度回顾。检索于 2022 年 10 月 5 日，https://jamesclear.com/2015-annual-review

42. Clear, J. (2016). My 2016 Annual Review. Retrieved on October 5, 2022, at https://jamesclear.com/2016-annual-review
42.克利尔，J.（2016）。我的 2016 年年度回顾。检索于 2022 年 10 月 5 日，https://jamesclear.com/2016-annual-review

43. Clear, J. (2017). My 2017 Annual Review. Retrieved on October 5, 2022, at https://jamesclear.com/2017-annual-review
43.克利尔，J.（2017）。我的 2017 年年度回顾。检索于 2022 年 10 月 5 日，https://jamesclear.com/2017-annual-review

44. Ryan, R. M., & Deci, E. L. (2017). Self-Determination Theory. Basic psychological needs in motivation, development, and wellness.
44.瑞安，RM 和德西，EL （2017）。自决理论。动机、发展和健康方面的基本心理需求。

45. Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19–43.
45.Deci， EL、Olafsen， AH 和 Ryan， RM （2017）。工作组织中的自决理论：一门科学的状态。组织心理学和组织行为学年度回顾，4， 19-43。

46. Clear, J. (2018). My 2018 Annual Review. Retrieved on October 5, 2022, at https://jamesclear.com/2018-annual-review
46.克利尔，J.（2018）。我的 2018 年年度回顾。检索于 2022 年 10 月 5 日，https://jamesclear.com/2018-annual-review

47. Clear, J. (2019). My 2019 Annual Review. Retrieved on October 5, 2022, at https://jamesclear.com/2019-annual-review
47.克利尔，J.（2019）。我的 2019 年年度回顾。检索于 2022 年 10 月 5 日，https://jamesclear.com/2019-annual-review

48. Godin, S. (2007). The Dip: A little book that teaches you when to quit (and when to stick). Penguin.
48.戈丁，S.（2007）。The Dip：一本小书，教你什么时候退出（什么时候坚持）。企鹅。

49. Collins, J. (2001). Good to Great: Why some companies make the leap and others don’t. HarperBusiness.
49.柯林斯，J.（2001）。从优秀到卓越：为什么有些公司实现了飞跃，而另一些则没有。哈珀商业。

50. David Bowman, N., Keene, J., & Najera, C. J. (2021, May). Flow encourages task focus, but frustration drives task switching: How reward and effort combine to influence player engagement in a simple video game. In Proceedings of the 2021 CHI Conference on Human Factors in Computing Systems (pp. 1-8).
50.David Bowman， N.、Keene， J. 和 Najera， CJ（2021 年 5 月）。心流鼓励专注于任务，但挫败感会推动任务切换：奖励和努力如何结合起来影响玩家对简单视频游戏的参与度。2021 年 CHI 计算系统中人为因素会议论文集（第 1-8 页）。

51. Xu, S., & David, P. (2018). Distortions in time perceptions during task switching. Computers in Human Behavior, 80, 362-369.
51.徐，S.，和大卫，P.（2018）。任务切换过程中时间感知的扭曲。人类行为中的计算机，80， 362-369。

52. Sullivan, D. (2015). Wanting What You Want: why getting what you want is incomparably better than getting what you need. Strategic Coach Inc.
52. 沙利文，D.（2015）。想要你想要的：为什么得到你想要的比得到你需要的东西要好得多。战略教练公司

53. Sullivan, D. (2015). Wanting What You Want: why getting what you want is incomparably better than getting what you need. Strategic Coach Inc.
53. 沙利文，D.（2015）。想要你想要的：为什么得到你想要的比得到你需要的东西要好得多。战略教练公司

54. Graham, P. (2004). How to make wealth. Retrieved on October 11, 2022, at http://www.paulgraham.com/wealth.html
54.格雷厄姆，P.（2004）。如何发财。检索于 2022 年 10 月 11 日，http://www.paulgraham.com/wealth.html

Chapter 3
第三章

1. Sullivan, D. (2015). Wanting What You Want: why getting what you want is incomparably better than getting what you need. Strategic Coach Inc.
1. 沙利文，D.（2015）。想要你想要的：为什么得到你想要的比得到你需要的东西要好得多。战略教练公司

2. Ferriss, T. (2022). Brian Armstrong, CEO of Coinbase — The Art of Relentless Focus, Preparing for Full-Contact Entrepreneurship, Critical Forks in the Path, Handling Haters, The Wisdom of Paul Graham, Epigenetic Reprogramming, and Much More (#627). The Tim Ferriss Show.
2. 费里斯，T.（2022）。 Coinbase 首席执行官 Brian Armstrong — The Art of Relentless Focus、Preparing for Full-Contact Entrepreneurship、Critical Forks in the Path、Handling Haters、The Wisdom of Paul Graham、Epigenetic Reprogramming 等等（#627）。蒂姆·费里斯秀。

3. Armstrong, B. (2020). Coinbase is a mission focused company. Coinbase.com. Retrieved on October 10, 2022, at https://www.coinbase.com/blog/coinbase-is-a-mission-focused-company
3. 阿姆斯特朗，B.（2020）。 Coinbase 是一家以使命为中心的公司。Coinbase.com。检索于 2022 年 10 月 10 日，https://www.coinbase.com/blog/coinbase-is-a-mission-focused-company

4. Covey, S. R., & Covey, S. (2020). The 7 Habits of Highly Effective People. Simon & Schuster.
4. 柯维，SR 和柯维，S. （2020）。高效人士的 7 个习惯。西蒙和舒斯特。

5. Carter, I. (2004). Choice, freedom, and freedom of choice. Social Choice and Welfare, 22(1), 61–81.
5. 卡特，I.（2004）。选择、自由和选择的自由。社会选择与福利，22（1）， 61-81。

6. Fromm, E. (1994). Escape from Freedom. Macmillan.
6. 弗洛姆，E.（1994）。逃离自由。麦克米伦。

7. Frankl, V. E. (1985). Man’s Search for Meaning. Simon & Schuster.
7. 弗兰克尔，VE （1985）。人类对意义的追求。西蒙和舒斯特。

8. Canfield, J., Switzer, J., Padnick, S., Harris, R., & Canfield, J. (2005). The Success Principles (pp. 146–152). Harper Audio.
8. 坎菲尔德，J.，斯威策，J.，帕德尼克，S.，哈里斯，R.，坎菲尔德，J.（2005）。成功原则（第 146-152 页）。哈珀音频。

9. Sullivan, D. (2017). The Self-Managing Company. Freeing yourself up from everything that prevents you from creating a 10x bigger future. Strategic Coach Inc.
9. 沙利文，D.（2017）。自我管理公司。将自己从一切阻碍您创造 10 倍大未来的事物中解放出来。战略教练公司

10. Rodriguez, P. (2022). Paul Rodriguez | 20 and Forever. Paul Rodriguez YouTube Channel. Retrieved on October 10, 2022, at https://www.youtube.com/watch?v=xUEw6fSlcsM
10.罗德里格斯，P.（2022）。保罗·罗德里格斯 |20 岁和永远。保罗·罗德里格斯 YouTube 频道。检索于 2022 年 10 月 10 日，https://www.youtube.com/watch?v=xUEw6fSlcsM

11. Stephen Cox (April 11, 2013). “Paul Rodriguez Interrogated.” The Berrics. Archived from the original on April 13, 2013. Retrieved April 13, 2013.
11.斯蒂芬·考克斯（2013 年 4 月 11 日）。“保罗·罗德里格斯被审问。” 贝里克一家。原始存档于 2013 年 4 月 13 日。检索日期： 2013 年 4 月 13 日。

12. “City Stars Skateboards.” Skately LLC. Archived from the original on March 26, 2018. Retrieved April 8, 2018.
12.“城市之星滑板。”原始存档于 2018 年 3 月 26 日。检索日期： 2018 年 4 月 8 日。

13. Sigurd Tvete (July 31, 2009). “Paul Rodriguez Interview.” Tackyworld. Tacky Products AS. Archived from the original on April 9, 2014. Retrieved September 27, 2012.
13.西格德·特维特（2009 年 7 月 31 日）。“保罗·罗德里格斯采访。” 俗气世界。粘性产品 AS。原始存档于 2014 年 4 月 9 日。检索日期： 2012 年 9 月 27 日。

14. Transworld Skateboarding, (2002). In Bloom. Transworld Skateboard Video.
14.Transworld 滑板，（2002）。盛开。Transworld 滑板视频。

15. Greene, R. (2013). Mastery. Penguin.
15.格林，R.（2013）。掌握。企鹅。

16. Rodriguez, P. (2022). Paul Rodriguez | 20 and Forever. Paul Rodriguez YouTube Channel. Retrieved on October 10, 2022, at https://www.youtube.com/watch?v=xUEw6fSlcsM
16.罗德里格斯，P.（2022）。保罗·罗德里格斯 |20 岁和永远。保罗·罗德里格斯 YouTube 频道。检索于 2022 年 10 月 10 日，https://www.youtube.com/watch?v=xUEw6fSlcsM

17. Quoted in Howard Gardner, “Creators: Multiple Intelligences,” in The Origins of Creativity, ed. Karl H. Pfenninger and Valerie R. Shubik (Oxford: Oxford University Press, 2001), 132.
17.引自霍华德·加德纳（Howard Gardner），“创造者：多元智能”，载于《创造力的起源》，卡尔·普芬宁格（Karl H. Pfenninger）和瓦莱丽·舒比克（Valerie R. Shubik）编辑（牛津：牛津大学出版社，2001 年），第 132 页。

18. Hall, D. T., & Chandler, D. E. (2005). Psychological success: When the career is a calling. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 26(2), 155–176.
18.霍尔，DT 和钱德勒，DE （2005）。心理上的成功：当职业是一种使命时。组织行为杂志：国际工业、职业和组织心理学与行为杂志，26（2）， 155–176。

19. Duffy, R. D., & Dik, B. J. (2013). Research on calling: What have we learned and where are we going?. Journal of Vocational Behavior, 83(3), 428–436.
19.达菲，RD 和迪克，BJ （2013）。关于呼召的研究：我们学到了什么，我们要去哪里？职业行为杂志，83（3）， 428–436。

20. Dobrow, S. R., & Tosti-Kharas, J. (2012). Listen to your heart? Calling and receptivity to career advice. Journal of Career Assessment, 20(3), 264–280.
20.Dobrow， SR 和 Tosti-Kharas， J. （2012）。听从你的心？对职业建议的召唤和接受能力。职业评估杂志，20（3）， 264–280。

21. Duke, A. (2022). Quit: The power of knowing when to walk away. Penguin.
21.杜克，A.（2022）。退出：知道何时离开的力量。企鹅。

22. Sullivan, D. (2019). Always Be the Buyer: Attracting other people’s highest commitment to your biggest and best standards. Strategic Coach Inc.
22.沙利文，D.（2019）。始终成为买家：吸引其他人对您最大和最佳标准的最高承诺。战略教练公司

23. Sullivan, D. (2019). Always Be the Buyer: Attracting other people’s highest commitment to your biggest and best standards. Strategic Coach Inc.
23.沙利文，D.（2019）。始终成为买家：吸引其他人对您最大和最佳标准的最高承诺。战略教练公司

24. Carse, J. (2011). Finite and Infinite Games. Simon & Schuster.
24.卡斯，J.（2011）。有限游戏和无限游戏。西蒙和舒斯特。

25. Jorgenson, E. (2020). The Almanack of Naval Ravikant. Magrathea Publishing.
25.乔根森，E.（2020）。海军拉维坎特年鉴。马格拉西亚出版社。

Chapter 4
第四章

1. Jobs, S. (2005). Steve Jobs’ 2005 Stanford Commencement Address. Stanford University YouTube Channel. Retrieved on August 26, 2022, at https://www.youtube.com/watch?v=UF8uR6Z6KLc
1. 乔布斯，S.（2005）。史蒂夫·乔布斯 2005 年斯坦福大学毕业典礼致辞。斯坦福大学 YouTube 频道。检索于 2022 年 8 月 26 日，https://www.youtube.com/watch?v=UF8uR6Z6KLc

2. Sullivan, D., & Hardy, B. (2021). The Gap and The Gain: The high achievers’ guide to happiness, confidence, and success. Hay House Business.
2. 沙利文，D. 和哈代，B. （2021）。差距和收获：高成就者通往幸福、自信和成功的指南。干草屋业务。

3. Perry, M. (2022). Friends, Lovers, and the Big Terrible Thing: A Memoir. Flatiron Books.
3. 佩里，M.（2022）。朋友、恋人和可怕的大事：回忆录。熨斗书籍。

4. Sullivan, D., & Hardy, B. (2021). The Gap and The Gain: The high achievers’ guide to happiness, confidence, and success. Hay House Business.
4. 沙利文，D. 和哈代，B. （2021）。差距和收获：高成就者通往幸福、自信和成功的指南。干草屋业务。

5. Fredrickson, B. L. (2004). The broaden–and–build theory of positive emotions. Philosophical transactions of the royal society of London. Series B: Biological Sciences, 359(1449), 1367–1377.
5. 弗雷德里克森，BL （2004）。积极情绪的拓宽和建立理论。伦敦皇家学会的哲学汇刊。B 系列：生物科学，359（1449）， 1367–1377。

6. Garland, E. L., Fredrickson, B., Kring, A. M., Johnson, D. P., Meyer, P. S., & Penn, D. L. (2010). Upward spirals of positive emotions counter downward spirals of negativity: Insights from the broaden-and-build theory and affective neuroscience on the treatment of emotion dysfunctions and deficits in psychopathology. Clinical Psychology Review, 30(7), 849–864.
6. Garland， EL、Fredrickson， B.、Kring， AM、Johnson， DP、Meyer， PS 和 Penn， DL （2010）。积极情绪的螺旋式上升与消极情绪的螺旋式下降作对：拓宽和构建理论和情感神经科学对治疗情绪功能障碍和精神病理学缺陷的见解。临床心理学评论，30（7）， 849–864。

7. Vacharkulksemsuk, T., & Fredrickson, B. L. (2013). Looking back and glimpsing forward: The broaden-and-build theory of positive emotions as applied to organizations. In Advances in positive organizational psychology (Vol. 1, pp. 45–60). Emerald Group Publishing Limited.
7. Vacharkulksemsuk， T. 和 Fredrickson， BL （2013）。回顾和展望未来：应用于组织的积极情绪的扩展和构建理论。在积极组织心理学的进展中（第 1 卷，第 45-60 页）。翡翠集团出版有限公司。

8. Thompson, M. A., Nicholls, A. R., Toner, J., Perry, J. L., & Burke, R. (2021). Pleasant Emotions Widen Thought–Action Repertoires, Develop Long-Term Resources, and Improve Reaction Time Performance: A Multistudy Examination of the Broaden-and-Build Theory Among Athletes. Journal of Sport and Exercise Psychology, 43(2), 155–170.
8. 汤普森，MA，尼科尔斯，AR，托纳，J.，佩里，JL 和伯克，R.（2021）。愉快的情绪拓宽了思想行动的范围，开发了长期资源，并提高了反应时间表现：对运动员拓宽和建立理论的多项研究检查。运动与运动心理学杂志，43（2）， 155–170。

9. Lin, C. C., Kao, Y. T., Chen, Y. L., & Lu, S. C. (2016). Fostering change-oriented behaviors: A broaden-and-build model. Journal of Business and Psychology, 31(3), 399–414.
9. 林 CC、高 YT、陈 YL 和卢 SC （2016）。培养以变革为导向的行为：拓宽和构建模型。商业与心理学杂志，31（3）， 399–414。

10. Stanley, P. J., & Schutte, N. S. (2023). Merging the Self-Determination Theory and the Broaden and Build Theory through the nexus of positive affect: A macro theory of positive functioning. New Ideas in Psychology, 68, 100979.
10.斯坦利，PJ 和舒特，NS （2023）。通过积极情感的联系融合自决理论和拓宽与建立理论：积极功能的宏观理论。心理学新思想，68,100979。

11. Chhajer, R., & Dutta, T. (2021). Gratitude as a mechanism to form high-quality connections at work: impact on job performance. International Journal of Indian Culture and Business Management, 22(1), 1-18.
11.Chhajer， R. 和 Dutta， T. （2021）。感恩作为在工作中形成高质量联系的机制：对工作绩效的影响。国际印度文化与商业管理杂志，22（1）， 1-18。

12. Park, G., VanOyen-Witvliet, C., Barraza, J. A., & Marsh, B. U. (2021). The benefit of gratitude: trait gratitude is associated with effective economic decision-making in the ultimatum game. Frontiers in Psychology, 12, 590132.
12.Park， G.、VanOyen-Witvliet， C.、Barraza， JA 和 Marsh， BU （2021）。感恩的好处：感恩特质与最后通牒游戏中的有效经济决策有关。心理学前沿，12,590132。

13. Sitzmann, T., & Yeo, G. (2013). A meta‐analytic investigation of the within‐person self‐efficacy domain: Is self‐efficacy a product of past performance or a driver of future performance?. Personnel Psychology, 66(3), 531–568.
13.西茨曼，T.，和杨，G.（2013）。人内自我效能领域的荟萃分析研究：自我效能是过去表现的产物还是未来表现的驱动因素？人事心理学，66（3）， 531–568。

14. Tong, E. M., Fredrickson, B. L., Chang, W., & Lim, Z. X. (2010). Re-examining hope: The roles of agency thinking and pathways thinking. Cognition and Emotion, 24(7), 1207–1215.
14.Tong， EM、Fredrickson， BL、Chang， W. 和 Lim， ZX （2010）。重新审视希望：能动性思维和路径思维的作用。认知与情感，24（7）， 1207–1215。

15. Peterson, S. J., & Byron, K. (2008). Exploring the role of hope in job performance: Results from four studies. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(6), 785–803.
15.彼得森，SJ 和拜伦，K. （2008）。探索希望在工作绩效中的作用：四项研究的结果。组织行为杂志：国际工业、职业和组织心理学与行为杂志，29（6）， 785–803。

16. Sullivan, D. (2016). The 10x Mind Expander: Moving your thinking, performance, and results from linear plodding to exponential breakthroughs. Strategic Coach Inc.
16.沙利文，D.（2016）。10 倍思维扩展器：将您的思维、表现和结果从线性蹒跚学步转变为指数级突破。战略教练公司

17. Utchdorf, D. (2008). A Matter of a Few Degrees. April 2008, General Conference. The Church of Jesus Christ of Latter-day Saints.
17.乌奇多夫，D.（2008）。几度的问题。2008 年 4 月，大会。耶稣基督后期圣徒教会。

18. Johnston, W. A., & Dark, V. J. (1986). Selective attention. Annual Review of Psychology, 37(1), 43–75.
18.约翰斯顿，华盛顿州和达克，VJ （1986）。选择性注意力。心理学年度评论，37（1）， 43-75。

19. Treisman, A. M. (1964). Selective attention in man. British Medical Bulletin, 20(1), 12–16.
19.特雷斯曼，AM （1964）。人的选择性注意力。英国医学公报，20（1）， 12-16。

20. Kiyosaki, R. T., & Lechter, S. L. (2001). Rich Dad Poor Dad: What the rich teach their kids about money that the poor and the middle class do not!. Business Plus.
20.清崎，RT 和莱希特，SL （2001）。富爸爸穷爸爸：富人教给孩子关于金钱的知识，而穷人和中产阶级却没有！。商务加。

21. Lorenz, E. (2000). The Butterfly Effect. World Scientific Series on Nonlinear Science Series A, 39, 91–94.
21.洛伦兹，E.（2000）。蝴蝶效应。世界非线性科学系列 A 系列，39， 91-94。

22. Shen, B. W., Pielke Sr, R. A., Zeng, X., Cui, J., Faghih-Naini, S., Paxson, W., & Atlas, R. (2022). Three kinds of butterfly effects within Lorenz Models. Encyclopedia, 2(3), 1250-1259.
22.Shen， BW、Pielke Sr， RA、Zeng， X.、Cui， J.、Faghih-Naini， S.、Paxson， W. 和 Atlas， R. （2022）。Lorenz 模型中的三种蝴蝶效果。百科全书，2（3）， 1250-1259。

23. Shen, B. W., Pielke Sr, R. A., Zeng, X., Faghih-Naini, S., Shie, C. L., Atlas, R., ... & Reyes, T. A. L. (2018, June). Butterfly effects of the first and second kinds: new insights revealed by high-dimensional lorenz models. In 11th Int. Conf. on Chaotic Modeling, Simulation and Applications.
23.Shen， BW， Pielke Sr， RA， Zeng， X.， Faghih-Naini， S.， Shie， CL， Atlas， R.， ...&雷耶斯，TAL（2018 年 6 月）。第一类和第二类蝴蝶效应：高维洛伦兹模型揭示的新见解。第 11 届国际混沌建模、仿真与应用会议。

24. Hilborn, R. C. (2004). Sea gulls, butterflies, and grasshoppers: A brief history of the butterfly effect in nonlinear dynamics. American Journal of Physics, 72(4), 425-427.
24.希尔伯恩，RC （2004）。海鸥、蝴蝶和蚱蜢：非线性动力学中蝴蝶效应的简史。美国物理学杂志，72（4）， 425-427。

25. Waitzkin, J. (2008). The Art of Learning: An inner journey to optimal performance. Simon & Schuster.
25.维茨金，J.（2008）。学习的艺术：通往最佳表现的内在旅程。西蒙和舒斯特。

26. Moors, A., & De Houwer, J. (2006). Automaticity: a theoretical and conceptual analysis. Psychological Bulletin, 132(2), 297.
26.摩尔斯，A.，和德豪尔，J.（2006）。自动性：理论和概念分析。心理学公报，132（2）， 297。

27. Logan, G. D. (1985). Skill and automaticity: Relations, implications, and future directions. Canadian Journal of Psychology/Revue Canadienne De Psychologie, 39(2), 367.
27.洛根，GD （1985）。技能和自动性：关系、影响和未来方向。加拿大心理学杂志/加拿大心理学评论，39（2）， 367。

28. Graham, P. (2004). How to make wealth. Retrieved on October 11, 2022, at http://www.paulgraham.com/wealth.html
28.格雷厄姆，P.（2004）。如何发财。检索于 2022 年 10 月 11 日，http://www.paulgraham.com/wealth.html

29. Adabi, M. (2017). The Obamas are getting a record-setting book deal worth at least $60 million. Business Insider. Retrieved on October 11, 2022, at https://www.businessinsider.com/obama-book-deal-2017-2
29.阿达比，M.（2017）。奥巴马夫妇正在获得价值至少 6000 万美元的创纪录的图书交易。商业内幕。检索于 2022 年 10 月 11 日，https://www.businessinsider.com/obama-book-deal-2017-2

Chapter 5
第五章

1. Brown, B. (2010). The Gifts of Imperfection: Let go of who you think you’re supposed to be and embrace who you are. Simon & Schuster.
1. 布朗，B.（2010）。不完美的礼物：放下你认为自己应该成为的人，拥抱你自己。西蒙和舒斯特。

2. Godin, S. (2014). The wasteful fraud of sorting for youth meritocracy: Stop Stealing Dreams. Retrieved on September 29, 2022 at https://seths.blog/2014/09/the-shameful-fraud-of-sorting-for-youth-meritocracy/
2. 戈丁，S.（2014）。青年精英管理的分类的浪费欺诈：停止窃取梦想。于 2022 年 9 月 29 日于 https://seths.blog/2014/09/the-shameful-fraud-of-sorting-for-youth-meritocracy/ 检索

3. Slife, B. D. (1995). Newtonian time and psychological explanation. The Journal of Mind and Behavior, 45–62.
3. 斯莱夫，BD （1995）。牛顿时间和心理学解释。心灵与行为杂志，45-62。

4. Slife, B. D. (1993). Time and Psychological Explanation. SUNY press.
4. 斯莱夫，BD （1993）。时间和心理解释。纽约州立大学出版社。

5. Murchadha, F. Ó. (2013). The Time of Revolution: Kairos and chronos in Heidegger (Vol. 269). A&C Black.
5. 穆尔查达，F.O.（2013）。革命时代：海德格尔的凯罗斯和时间（第 269 卷）。A&C 黑色。

6. Smith, J. E. (2002). Time and qualitative time. Rhetoric and kairos. Essays in History, Theory, and Praxis, 46–57.
6. 史密斯，JE （2002）。时间和定性时间。修辞和凯罗斯。历史、理论和实践论文，46-57。

7. Slife, B. D. (1993). Time and Psychological Explanation. SUNY press.
7. 斯莱夫，BD （1993）。时间和心理解释。纽约州立大学出版社。

8. Einstein, A. (2013). Relativity. Routledge.
8. 爱因斯坦，A.（2013）。相对论。劳特利奇。

9. Tompkins, P. K. (2002). Thoughts on time: Give of yourself now. Vital Speeches of the Day, 68(6), 183.
9. 汤普金斯，PK （2002）。对时间的想法：现在就奉献自己。每日重要演讲，68（6）， 183。

10. Malhotra, R. K. (2017). Sleep, recovery, and performance in sports. Neurologic Clinics, 35(3), 547-557.
10.马尔霍特拉，RK （2017）。睡眠、恢复和运动表现。神经科诊所，35（3）， 547-557。

11. Neagu, N. (2017). Importance of recovery in sports performance. Marathon, 9(1), 53–9.
11.内古，N.（2017）。恢复对运动表现的重要性。马拉松，9（1）， 53-9。

12. Kellmann, M., Pelka, M., & Beckmann, J. (2017). Psychological relaxation techniques to enhance recovery in sports. In Sport, Recovery, and Performance (pp. 247–259). Routledge.
12.凯尔曼，M.，佩尔卡，M.，和贝克曼，J.（2017）。促进运动恢复的心理放松技巧。在运动、恢复和表现中（第 247-259 页）。劳特利奇。

13. Taylor, K., Chapman, D., Cronin, J., Newton, M. J., & Gill, N. (2012). Fatigue monitoring in high performance sport: a survey of current trends. J Aust Strength Cond, 20(1), 12–23.
13.Taylor， K.、Chapman， D.、Cronin， J.、Newton， MJ 和 Gill， N. （2012）。高性能运动中的疲劳监测：当前趋势调查。J Aust Strength Cond，20（1）， 12–23。

14. Sonnentag, S. (2012). Psychological detachment from work during leisure time: The benefits of mentally disengaging from work. Current Directions in Psychological Science, 21(2), 114–118.
14.索南塔格，S.（2012）。闲暇时间与工作的心理疏离：精神上脱离工作的好处。心理科学的当前方向，21（2）， 114–118。

15. Karabinski, T., Haun, V. C., Nübold, A., Wendsche, J., & Wegge, J. (2021). Interventions for improving psychological detachment from work: A meta-analysis. Journal of Occupational Health Psychology, 26(3), 224.
15.卡拉宾斯基，T.，豪恩，VC，努博尔德，A.，温德切，J.，和韦格，J.（2021）。改善心理脱离工作的干预措施：荟萃分析。职业健康心理学杂志，26（3）， 224。

16. Ferriss, T. (2018). The Tim Ferriss Show Transcripts: LeBron James and Mike Mancias (#349). The Tim Ferriss Show. Retrieved on September 30, 2022, at https://tim.blog/2018/11/30/the-tim-ferriss-show-transcripts-lebron-james-and-mike-mancias/
16.费里斯，T.（2018）。蒂姆·费里斯秀记录：勒布朗·詹姆斯和迈克·曼西亚斯（#349）。蒂姆·费里斯秀。检索于 2022 年 9 月 30 日，https://tim.blog/2018/11/30/the-tim-ferriss-show-transcripts-lebron-james-and-mike-mancias/

17. Karabinski, T., Haun, V. C., Nübold, A., Wendsche, J., & Wegge, J. (2021). Interventions for improving psychological detachment from work: A meta-analysis. Journal of Occupational Health Psychology, 26(3), 224.
17.卡拉宾斯基，T.，豪恩，VC，努博尔德，A.，温德切，J.，和韦格，J.（2021）。改善心理脱离工作的干预措施：荟萃分析。职业健康心理学杂志，26（3）， 224。

18. Sonnentag, S. (2012). Psychological detachment from work during leisure time: The benefits of mentally disengaging from work. Current Directions in Psychological Science, 21(2), 114–118.
18.索南塔格，S.（2012）。闲暇时间与工作的心理疏离：精神上脱离工作的好处。心理科学的当前方向，21（2）， 114–118。

19. Sonnentag, S., Binnewies, C., & Mojza, E. J. (2010). Staying well and engaged when demands are high: the role of psychological detachment. Journal of Applied Psychology, 95(5), 965.
19.Sonnentag， S.、Binnewies， C. 和 Mojza， EJ （2010）。在要求高时保持健康和参与：心理超然的作用。应用心理学杂志，95（5）， 965。

20. Fritz, C., Yankelevich, M., Zarubin, A., & Barger, P. (2010). Happy, healthy, and productive: the role of detachment from work during nonwork time. Journal of Applied Psychology, 95(5), 977.
20.Fritz， C.、Yankelevich， M.、Zarubin， A. 和 Barger， P. （2010）。快乐、健康和富有成效：在非工作时间脱离工作的作用。应用心理学杂志，95（5）， 977。

21. DeArmond, S., Matthews, R. A., & Bunk, J. (2014). Workload and procrastination: The roles of psychological detachment and fatigue. International Journal of Stress Management, 21(2), 137.
21.DeArmond， S.、Matthews， RA 和 Bunk， J. （2014）。工作量和拖延：心理疏离和疲劳的作用。国际压力管理杂志，21（2）， 137。

22. Sonnentag, S., Binnewies, C., & Mojza, E. J. (2010). Staying well and engaged when demands are high: the role of psychological detachment. Journal of Applied Psychology, 95(5), 965.
22.Sonnentag， S.、Binnewies， C. 和 Mojza， EJ （2010）。在要求高时保持健康和参与：心理超然的作用。应用心理学杂志，95（5）， 965。

23. Germeys, L., & De Gieter, S. (2017). Psychological detachment mediating the daily relationship between workload and marital satisfaction. Frontiers in Psychology, 2036.
23.Germeys， L. 和 De Gieter， S. （2017）。心理疏离在工作量与婚姻满意度之间介导日常关系。心理学前沿，2036 年。

24. Greenhaus, J. H., Collins, K. M., & Shaw, J. D. (2003). The relation between work–family balance and quality of life. Journal of Vocational Behavior, 63(3), 510–531.
24.格林豪斯，JH，柯林斯，KM 和肖，JD （2003）。工作与家庭平衡与生活质量之间的关系。职业行为杂志，63（3）， 510–531。

25. Shimazu, A., Matsudaira, K., De Jonge, J., Tosaka, N., Watanabe, K., & Takahashi, M. (2016). Psychological detachment from work during nonwork time: Linear or curvilinear relations with mental health and work engagement?. Industrial Health, 2015–0097.
25.岛津 A.、松平 K.、De Jonge， J.、Tosaka， N.、渡边 K. 和高桥 M. （2016）。非工作时间与工作的心理脱离：与心理健康和工作投入的线性或曲线关系？工业健康，2015-0097。

26. Kotler, S. (2021). The Art of Impossible: a peak performance primer. HarperCollins.
26.科特勒，S.（2021）。不可能的艺术：巅峰性能入门。哈珀柯林斯。

27. Culley, S. et al., (2011). Proceedings Volume DS68-7 IMPACTING SOCIETY THROUGH ENGINEERING DESIGN VOLUME 7: HUMAN BEHAVIOUR IN DESIGN. Human Behaviour in Design, Lyngby/Copenhagen, Denmark. Retrieved on September 30, 2022, at https://www.designsociety.org/multimedia/publication/1480c22e7a4a2eb70160bfd90471ac2d.pdf
27.Culley， S. 等人，（2011）。论文集 DS68-7 通过工程设计影响社会第 7 卷：设计中的人类行为。设计中的人类行为，林格比/哥本哈根，丹麦。检索于 2022 年 9 月 30 日，https://www.designsociety.org/multimedia/publication/1480c22e7a4a2eb70160bfd90471ac2d.pdf

28. Lynch, D. (2016). Catching the big fish: Meditation, consciousness, and creativity. Penguin.
28.林奇，D.（2016）。钓大鱼：冥想、意识和创造力。企鹅。

29. Reservations. How to do a Think Week Like Bill Gates. Retrieved on September 30, 2022, at https://www.reservations.com/blog/resources/think-weeks/
29.保留。如何像比尔盖茨一样进行思考周。检索于 2022 年 9 月 30 日，https://www.reservations.com/blog/resources/think-weeks/

30. Sullivan, D. (2017). The Self-Managing Company. Freeing yourself up from everything that prevents you from creating a 10x bigger future. Strategic Coach Inc.
30.沙利文，D.（2017）。自我管理公司。将自己从一切阻碍您创造 10 倍大未来的事物中解放出来。战略教练公司

31. Sullivan, D., & Hardy, B. (2020). Who Not How: The formula to achieve bigger goals through accelerating teamwork. Hay House Business.
31.沙利文，D.和哈代，B.（2020）。谁不如何：通过加速团队合作实现更大目标的公式。干草屋业务。

32. Cowherd, C. (2022). The Herd | Colin “crazy on” Jalen Hurts led Philadelphia Eagles beat Commanders to prove 3-0. YouTube. Retrieved on September 30, 2022, at https://www.youtube.com/watch?v=ETu6-P-KRMg
32.牛郎，C.（2022）。牛群 |科林“疯狂”杰伦·赫茨带领费城老鹰队以 3-0 击败指挥官队。YouTube。检索于 2022 年 9 月 30 日，https://www.youtube.com/watch?v=ETu6-P-KRMg

33. Graham, P. (2009). Maker’s Schedule, Manager’s Schedule.
33.格雷厄姆，P.（2009）。制作者的时间表，经理的时间表。

34. Kotler, S. (2021). The Art of Impossible: a peak performance primer. HarperCollins.
34.科特勒，S.（2021）。不可能的艺术：巅峰性能入门。哈珀柯林斯。

35. Csikszentmihalyi, M., Abuhamdeh, S., & Nakamura, J. (2014). Flow. In Flow and The Foundations of Positive Psychology (pp. 227–238). Springer, Dordrecht.
35.Csikszentmihalyi， M.、Abuhamdeh， S. 和 Nakamura， J. （2014）。流。在心流和积极心理学的基础中（第 227-238 页）。施普林格，多德雷赫特。

36. Godin, S. (2010). Linchpin: Are you indispensable? Penguin.
36.戈丁，S.（2010）。关键：你不可或缺吗？企鹅。

37. Sullivan, D. & Hardy, B. (2021). The Gap and The Gain: The high achievers’ guide to happiness, confidence, and success. Hay House Business.
37.沙利文，D. 和哈代，B. （2021）。差距和收获：高成就者通往幸福、自信和成功的指南。干草屋业务。

38. Albaugh, N., & Borzekowski, D. (2016). Sleeping with One’s cellphone: The relationship between cellphone night placement and sleep quality, relationships, perceived health, and academic performance. Journal of Adolescent Health, 58(2), S31.
38.阿尔博，N. 和博尔泽科夫斯基，D. （2016）。用手机睡觉：手机夜间放置与睡眠质量、人际关系、感知健康和学习成绩之间的关系。青少年健康杂志，58（2），S31。

Chapter 6
第6章

1. Ferriss, T. (2009). The 4-Hour Workweek: Escape 9-5, live anywhere, and join the new rich. Harmony.
1. 费里斯，T.（2009）。每周 4 小时工作制：逃离朝九晚五，住在任何地方，加入新富豪行列。和谐。

2. Sullivan, D. (2017). The Self-Managing Company. Freeing yourself up from everything that prevents you from creating a 10x bigger future. Strategic Coach Inc.
2. 沙利文，D.（2017）。自我管理公司。将自己从一切阻碍您创造 10 倍大未来的事物中解放出来。战略教练公司

3. Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Psychology Press.
3. 巴斯，BM 和里吉奥，RE （2006）。变革型领导力。心理学出版社。

4. Campbell, J. (2003). The Hero’s Journey: Joseph Campbell on his life and work (Vol. 7). New World Library.
4. 坎贝尔，J.（2003）。英雄之旅：约瑟夫·坎贝尔（Joseph Campbell）讲述他的生活和工作（第 7 卷）。新世界图书馆。

5. Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9–32.
5. 巴斯，BM （1999）。二十年的变革型领导力研究和开发。欧洲工作与组织心理学杂志，8（1）， 9-32。

6. Siangchokyoo, N., Klinger, R. L., & Campion, E. D. (2020). Follower transformation as the linchpin of transformational leadership theory: A systematic review and future research agenda. The Leadership Quarterly, 31(1), 101341.
6. Siangchokyoo， N.、Klinger， RL 和 Campion， ED（2020）。追随者转型作为变革型领导理论的关键：系统回顾和未来研究议程。领导力季刊，31（1），101341。

7. Turnnidge, J., & Côté, J. (2018). Applying transformational leadership theory to coaching research in youth sport: A systematic literature review. International Journal of Sport and Exercise Psychology, 16(3), 327–342.
7. 特恩尼奇，J. 和科特，J. （2018）。将变革型领导理论应用于青少年体育教练研究：系统文献综述。国际运动与运动心理学杂志，16（3）， 327–342。

8. Islam, M. N., Furuoka, F., & Idris, A. (2021). Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change. Asia Pacific Management Review, 26(2), 95–102.
8. 伊斯兰，MN，古冈，F.，伊德里斯，A.（2021）。绘制组织变革期间变革型领导力、对领导力的信任和员工支持行为之间的关系。亚太管理评论，26（2）， 95–102。

9. Collins, J. (2001). Good to Great: Why some companies make the leap and others don’t. HarperBusiness.
9. 柯林斯，J.（2001）。从优秀到卓越：为什么有些公司实现了飞跃，而另一些则没有。哈珀商业。

10. Taylor, J. (1851). “The Organization of the Church,” Millennial Star, Nov. 15, 1851, p. 339.
10.泰勒，J.（1851）。“The Organization of the Church，” Millennial Star， 1851 年 11 月 15 日，第 339 页。

11. Organ, D. W. (1988). A restatement of the satisfaction-performance hypothesis. Journal of Management, 14(4), 547–557.
11.管风琴，DW （1988）。满意度-绩效假说的重述。管理杂志，14（4）， 547–557。

12. Lam, S. S. K., Hui, C. & Law, K. S. (1999). Organizational citizenship behavior: comparing perspectives of supervisors and subordinates across four international samples. Journal of Applied Psychology, 84(4), 594–601.
12.Lam， S. S. K.， Hui， C. 和 Law， KS （1999）。组织公民行为：比较四个国际样本中主管和下属的观点。应用心理学杂志，84（4）， 594–601。

13. Morrison, E. W. (1994). Role definitions and organizational citizenship behavior: the importance of the employee’s perspective. Academy of Management Journal, 37(6), 1543–1567.
13.莫里森，EW （1994）。角色定义和组织公民行为：员工视角的重要性。管理学院杂志，37（6）， 1543–1567。

14. Vipraprastha, T., Sudja, I. N., & Yuesti, A. (2018). The Effect of Transformational Leadership and Organizational Commitment to Employee Performance with Citizenship Organization (OCB) Behavior as Intervening Variables (At PT Sarana Arga Gemeh Amerta in Denpasar City). International Journal of Contemporary Research and Review, 9(02), 20503–20518.
14.Vipraprastha， T.、Sudja， IN，和 Yuesti， A. （2018）。以公民组织（OCB）行为为干预变量的变革型领导和组织承诺对员工绩效的影响（在登巴萨市的 PT Sarana Arga Gemeh Amerta）。国际当代研究与评论杂志，9（02）， 20503–20518。

15. Engelbrecht, A. S., & Schlechter, A. F. (2006). The relationship between transformational leadership, meaning and organisational citizenship behaviour. Management Dynamics: Journal of the Southern African Institute for Management Scientists, 15(4), 2–16.
15.应家柏，AS 和施莱希特，AF （2006）。变革型领导力、意义和组织公民行为之间的关系。管理动态：南部非洲管理科学家研究所杂志，15（4）， 2-16。

16. Lin, R. S. J., & Hsiao, J. K. (2014). The relationships between transformational leadership, knowledge sharing, trust and organizational citizenship behavior. International Journal of Innovation, Management and Technology, 5(3), 171.
16.林，RSJ，和萧，JK （2014）。变革型领导、知识共享、信任和组织公民行为之间的关系。国际创新、管理与技术杂志，5（3）， 171。

17. Hardy, B. P. (2019). Transformational leadership and perceived role breadth: Multi-level mediation of trust in leader and affective organizational commitment (Doctoral dissertation, Clemson University).
17.哈代，BP （2019）。变革型领导力和感知角色广度：对领导者的信任和情感组织承诺的多层次调解（克莱姆森大学博士论文）。

18. Schaubroeck, J., Lam, S. S., & Peng, A. C. (2011). Cognition-based and affect-based trust as mediators of leader behavior influences on team performance. Journal of Applied Psychology, 96(4), 863–871.
18.Schaubroeck， J.、Lam， SS 和 Peng， AC （2011）。基于认知和基于情感的信任作为领导者行为的中介，对团队绩效的影响。应用心理学杂志，96（4）， 863–871。

19. Nohe, C., & Hertel, G. (2017). Transformational leadership and organizational citizenship behavior: a meta-analytic test of underlying mechanisms. Frontiers in Psychology, 8, 1364.
19.诺赫，C. 和赫特尔，G. （2017）。变革型领导和组织公民行为：潜在机制的荟萃分析检验。心理学前沿，8,1364。

20. Covey, S. R., & Merrill, R. R. (2006). The Speed of Trust: The one thing that changes everything. Simon & Schuster.
20.Covey， SR 和 Merrill， RR （2006）。信任的速度：改变一切的一件事。西蒙和舒斯特。

21. Deci, E. L., & Ryan, R. M. (2012). Self-Determination Theory.
21.德西，EL 和瑞安，RM （2012）。自决理论。

22. Ryan, R. M., & Deci, E. L. (2019). Brick by brick: The origins, development, and future of self-determination theory. In Advances in Motivation Science (Vol. 6, pp. 111–156). Elsevier.
22.瑞安，RM 和德西，EL （2019）。一砖一瓦：自决理论的起源、发展和未来。动机科学进展（第 6 卷，第 111-156 页）。爱思唯尔。

23. Sullivan, D., & Hardy, B. (2020). Who Not How: The formula to achieve bigger goals through accelerating teamwork. Hay House Business.
23.沙利文，D.和哈代，B.（2020）。谁不如何：通过加速团队合作实现更大目标的公式。干草屋业务。

24. Collins, J. (2001). Good to Great: Why some companies make the leap and others don’t. HarperBusiness.
24.柯林斯，J.（2001）。从优秀到卓越：为什么有些公司实现了飞跃，而另一些则没有。哈珀商业。

25. Sullivan, D. (2017). The Self-Managing Company. Freeing yourself up from everything that prevents you from creating a 10x bigger future. Strategic Coach Inc.
25.沙利文，D.（2017）。自我管理公司。将自己从一切阻碍您创造 10 倍大未来的事物中解放出来。战略教练公司

Conclusion
结论

1. Hollis, J. (2005). Finding Meaning in the Second Half of Life: How to finally, really grow up. Penguin.
1. 霍利斯，J.（2005）。在人生的下半场寻找意义：如何最终、真正成长。企鹅。

2. Hawkins, D. R. (1994). Power Versus Force: An anatomy of consciousness. Hay House, Inc.
2. 霍金斯，DR （1994）。权力与力量：意识的剖析。干草屋公司

3. Gódány, Z., Machová, R., Mura, L., & Zsigmond, T. (2021). Entrepreneurship motivation in the 21st century in terms of pull and push factors. TEM J, 10, 334–342.
3. Gódány， Z.、Machová， R.、Mura， L. 和 Zsigmond， T. （2021）。21 世纪的创业动机在拉动和推动因素方面。TEM J，10,334–342。

4. Uysal, M., Li, X., & Sirakaya-Turk, E. (2008). Push-pull dynamics in travel decisions. Handbook of Hospitality Marketing Management, 412, 439.
4. Uysal， M.、Li， X. 和 Sirakaya-Turk， E. （2008）。旅行决策中的推拉动态。酒店营销管理手册，412、439。

5. Hawkins, D. R. (2013). Letting go: The pathway of surrender. Hay House, Inc.
5. 霍金斯，DR （2013）。放手：臣服之路。干草屋公司

6. Newport, C., (2012). So Good They Can’t Ignore You: Why skills trump passion in the quest for work You love. Grand Central Publishing.
6. 纽波特，C.，（2012）。他们不能忽视你：为什么在追求你喜欢的工作时技能胜过激情。大中央出版社。

7. Tracy, B. (2001). Focal Point: A proven system to simplify your life, double your productivity, and achieve all your goals. Amacom.
7. 特雷西，B.（2001）。 Focal Point：一个经过验证的系统，可简化您的生活、使您的工作效率翻倍并实现您的所有目标。阿马康姆。

INDEX
指数

abundance, 97–134. See also freedom
丰度，97-134。也可以看看自由

company prioritizing want over need (10x success), 107–109
公司将需求置于需求之上（成功率为 10 倍），107-109

4 Freedoms, value of, 103–104, 112
4 自由，价值，103-104,112

key points about, 131–134
关于关键点，131-134

scarcity of needing vs., 99–112
匮乏与，99-112

transformational relationships and being the buyer, 126–131
转型关系和成为买家，126-131

Unique Ability, embracing, 99, 112–126. See also Unique Ability
独特的能力，拥抱， 99,112-126。另见：独特能力

wanting vs. needing, 97–101, 105–106
想要与需要，97-101,105-106

wealth vs. money, 101–103
财富与金钱，101-103

acceptance, 73
接受，73

active recovery, 185, 196
主动恢复， 185， 196

addiction, 145
成瘾， 145

The Agony and the Ecstasy (Stone), 12
《痛苦与狂喜》（石头），12

Alcoholics Anonymous, 111
戒酒互诫协会，111

Alice in Wonderland (Carroll), 36
爱丽丝梦游仙境（卡罗尔），36 岁

ambition, 34
野心，34

anger, 241, 242
愤怒， 241， 242

Aristotle, 80
亚里士多德，80 岁

Armstrong, Brian, 107–109
布莱恩·阿姆斯特朗，107–109

The Art of Learning (Waitzkin), 163–164
学习的艺术（怀茨金），163-164

assistants, hiring of. See also Who Not How
助理，招聘。另请参阅谁不如何

in author’s success, 87–89
作者的成功，87-89

in entrepreneurs’ success, 48–50, 67
在企业家的成功中，48-50， 67

as 10x investment, 56, 219–221, 222
作为 10 倍投资， 56， 219–221， 222

athletic recovery, 183–185
运动恢复，183-185

Atomic Habits (Clear), 83–84, 86, 87–92
原子习惯（清晰），83–84、86、87–92

atrophy, 162
萎缩，162

attention, 15, 161
注意， 15， 161

automaticity, 164
自动性，164

autonomy, 89, 218, 228, 234
自治， 89， 218， 228， 234

Avery, Quincy, 192
艾弗里，昆西，192

Bacchus (Michelangelo), 9–10
巴克斯（米开朗基罗），9-10

Barnard, Alan, 30–31, 36, 81
艾伦·巴纳德，30-31、36、81

Beck, Martha, 63
玛莎·贝克，63 岁

behaviors and identity, 84
行为和身份，84

Birnbaum, Scott, 186
斯科特·伯恩鲍姆，186 岁

Black Lives Matter, 107–108
黑人的命也是命，107-108

bottlenecks, 15, 39, 199, 204, 248, 250
瓶颈，15、39、199、204、248、250

Brown, Brené, 175
布朗，布蕾内，175 岁

Buffer Days, 179, 182, 190
缓冲日，179、182、190

busyness, 182, 186, 187
忙碌，182,186,187

Butterfly Effect, 162–163
蝴蝶效应，162–163

Buyers, 126–129, 223–224
买家，126–129,223–224

Campbell, Joseph, 214
约瑟夫·坎贝尔，214

capability, 15, 71, 73, 74, 196
能力， 15， 71， 73， 74， 196

career satisfaction, 121
职业满意度，121

Carrey, Jim, 166–167
吉姆·凯瑞，166–167

Carroll, Lewis, 36
刘易斯·卡罗尔，36 岁

Carse, James, 18, 130
詹姆斯·卡斯，18， 130

Catching the Big Fish: Meditation, Consciousness, and Creativity (Lynch), 187
捕捉大鱼：冥想、意识和创造力（林奇），187

Chelsea (assistant), 221, 233–234
切尔西（助教），221,233–234

chronos-time, 177, 178, 181, 182
时光，177， 178， 181， 182

Clear, James
克利尔，詹姆斯

Annual Review blog posts of, 85–90
年度回顾博客文章，85-90

on optimizing for goals, 84–85
关于针对目标进行优化，84-85

on standards and ambitions, 85–88
论标准和抱负，85-88

writing success of, 83–84, 87–92
写作成功，83-84,87-92

Coinbase, 107–109
Coinbase，107–109

collaboration, 128–129
合作，128-129

Collins, Jim, 45–46, 93–94, 221, 232
吉姆·柯林斯，45-46、93-94、221、232

commitment
承诺

courage and, 196, 242
勇气和， 196， 242

to elevating standards, 70–73
提高标准，70-73

full commitment, need for, 18, 23, 167
完全承诺，需要， 18， 23， 167

to letting go and transforming, 15–16, 93, 139, 152
放手和转变， 15-16， 93， 139， 152

point of no return as, 19, 49
不归路 AS， 19， 49

by 10x entrepreneurs, 48–49, 65–66, 85
作者：10x 企业家，48-49、65-66、85

Transformational Leadership and, 226–227
变革型领导力和，226-227

to Unique Ability development and use, 117, 125
到独特能力的开发和使用， 117， 125

compounding, 130–131
复合，130-131

The Concealed Carry Magazine,208–209, 210
隐蔽携带杂志，208–209， 210

confidence, 71–72, 74, 123, 148, 196
信心，71-72、74、123、148、196

connecting the dots backward, 137
向后连接点，137

consistency principle, 72
一致性原则，72

constraint theory, 15, 30, 247–248
约束理论，15， 30， 247–248

Cony (mother’s helper), 225
科尼（母亲的帮手），225

core objective, 247–248
核心目标，247-248

cortisol, 148
皮质醇，148

courage
勇气

buyer mindset and, 129
买家心态和， 129

in choosing want vs. need, 100, 108, 110
在选择想要与需要时，100、108、110

commitment and, 196, 242
承诺和， 196， 242

in elevating standards, 16, 71, 73
在提高标准中，16、71、73

in letting go and transforming, 93, 109, 139
在放手与转变中， 93， 109， 139

in Unique Ability development, 117, 125
在独特的能力发展中，117， 125

Covey, Stephen M. R., 108, 227
斯蒂芬·柯维 M. R.， 108， 227

Cowherd, Colin, 192
科林·牛郎，192

creativity, 13–14, 100, 101, 105, 118, 186–188, 218
创造力，13-14、100、101、105、118、186-188、218

Csikszentmihalyi, Mihaly, 120–121
Csikszentmihalyi，米哈利，120–121

the David
大卫

as Michelangelo’s transformation, 10–11, 13
作为米开朗基罗的转变，10-11,13

as 10x metaphor, 18, 61, 99, 112, 116, 194
作为 10x 隐喻，18、61、99、112、116、194

Davis, Anthony, 180–181
安东尼·戴维斯，180–181

decision fatigue, 49
决策疲劳，49

Diamandis, Peter, 177
彼得·迪亚曼迪斯，177

DiCaprio, Leonardo, 12
迪卡普里奥，莱昂纳多，12 岁

digital assistants, 87, 220, 222–223
数字助理，87、220、222–223

Dilfer, Trent, 192–193
特伦特·迪尔弗，192-193

The Dip (Godin), 92
The Dip （Godin）， 92

direct reflection, 186
直接反射，186

discomfort, 45–46, 69
不适，45-46,69

distractions, eliminating, 34, 88
分心，消除， 34， 88

Donaldson, Jimmy “MrBeast,” 75–80, 91
唐纳森，吉米“野兽先生”，75-80,91

dopamine, 148
多巴胺，148

Dream Check, 166–171
梦境检查，166–171

Drucker, Peter, 120–121
彼得·德鲁克，120–121

Duke, Annie, 125
安妮·杜克，125 岁

80/20 Rule, 29, 35–36. See also letting go of the 80 percent
80/20 规则， 29,35-36。另见放弃 80%

Einstein, Albert, time theory, 176, 177–178
爱因斯坦，阿尔伯特，时间论，176， 177–178

Eisenhower, Dwight, 194–195
德怀特·艾森豪威尔，194–195

Eliot T. S., 23
艾略特 TS，23 岁

emotional development, 73, 241–242
情感发展，73， 241–242

emotional organizational commitment, 227
情感组织承诺，227

endowment effect, 72
禀赋效应，72

enemies, of a business, 216
企业的敌人，216

engagement at work, 184
工作敬业度，184

entrepreneurial courage, 19, 20. See also courage
创业勇气， 19,20。另见勇气

Entrepreneurial Operating System (EOS), 209–210, 220
创业作系统（EOS），209–210， 220

“Essentialist,” 68
“本质主义者”，68

evening routine, 196–197
晚间例行公事，196-197

evolution, 69, 91, 130
进化论， 69,91,130

exploiting, 187–188
剥削，187-188

exploring, 187–188
探索，187-188

exponential thinking, 76–78, 80–83, 123
指数思维，76-78,80-83,123

external rewards, 140
外部奖励，140

extrinsic motivation, 105
外在动机，105

fear, 56, 72, 92, 109–111, 160, 241, 242
恐惧， 56， 72， 92， 109–111， 160， 241， 242

feedback, 44, 148, 195–196
反馈， 44,148,195-196

Ferriss, Tim, 75, 107–109, 183, 194, 199
蒂姆·费里斯，75， 107–109， 183， 194， 199

Ficino, Marsilio, 1
菲奇诺，马西里奥，1

finer distinctions, 162–163, 164–165
更精细的区别，162-163、164-165

Finite and Infinite Games (Carse), 130
有限游戏和无限游戏（卡斯），130

finite game, 18, 102, 104, 105, 110, 125, 130
有限博弈， 18， 102， 104， 105， 110， 125， 130

firearms entrepreneur (10x success), 207–219
枪支企业家（10 倍成功），207-219

fitness function, 158–166, 169, 248
健身函数，158–166、169、248

flow, 44–45, 120–121, 184–185, 194–196, 245
流量，44–45、120–121、184–185、194–196、245

focal point, 245
焦点，245

Focus Days, 179, 182, 190
焦点日， 179、182、190

focus-flow, 188
焦点流，188

4 C’s Formula, 71–73
4 C 公式，71-73

Frankl, Viktor, 110
弗兰克尔，维克多，110

Free Days, 179, 182, 183–189
自由活动日，179、182、183-189

Free Zone Frontier (program), 40
自由区边境（计划），40

freedom
自由

4 Freedoms, 16–18, 103–104, 112, 245–246
4 自由，16-18、103-104、112、245-246

honesty and commitment for, 18, 139
诚实和承诺， 18， 139

in self-multiplying team, 234–235, 237
在自增团队中，234–235， 237

10x jumps in creating, 48, 58, 60–61
创作 10 倍跳跃，48、58、60–61

in Unique Ability, 113, 117–118
在独特能力中，113， 117–118

in wanting vs. needing, 72–73, 109–111, 242–243
在想要与需要中，72-73,109-111,242-243

Friends, Lovers, and the Big Terrible Thing (Perry), 145
朋友、恋人和可怕的大事（佩里），145

gain mindset
获得心态

benefits of, 148–149, 157
的好处，148–149,157

getting yourself into, 149–150
让自己进入，149-150

letting go of the 80 percent, 150–151
放弃 80%，150-151

progress assessment in, 146–147
进度评估，146-147

progress assessment in gap mindset vs., 141–146
差距心态的进步评估与 141–146

Galli, Jacopo, 9
加利，雅各布，9

The Gap and The Gain (Sullivan and Hardy), 20, 140, 196. See also gain mindset
差距与收获（沙利文和哈代）， 20,140,196。参见获得心态

gap mindset, 141–146
差距心态，141-146

Gates, Bill, 187
盖茨，比尔，187

Genius Network,213
天才网，213

Getson, Howard, 160
霍华德·盖森，160 岁

Gladwell, Malcolm, 79
马尔科姆·格拉德威尔，79 岁

goals
目标

chunking-up tennis player’s goals, 32–33
网球运动员的进球，32-33

in shaping personal evolution, 80
在塑造个人进化中，80

size and specificity of, 32–36, 44
大小和特异性，32-36,44

specific daily objectives, setting, 194–195
具体的每日目标，设置，194-195

value of “impossible” goals, 30–31, 75, 80–81
“不可能”目标的价值，30-31、75、80-81

Godin, Seth, 83, 92, 176, 195
赛斯·戈丁，83、92、176、195

Good to Great (Collins), 45–46, 93–94, 221, 232
从优秀到伟大（柯林斯），45-46、93-94、221、232

Graham, Paul, 101–103, 104–105, 166, 193–194
保罗·格雷厄姆，101-103、104-105、166、193-194

gratitude, 142, 148
感恩， 142， 148

Greene, Robert, 22, 118–119, 122–123
罗伯特·格林，22， 118–119， 122–123

growing, 203
成长中， 203

happiness, 148, 157
幸福， 148， 157

Hardy, Benjamin
本杰明·哈代

on chunking-up son’s tennis goals, 32–33
关于 Chunking-Up Son 的网球进球，32-33

on collaboration with Sullivan, 19–22
与沙利文的合作，19-22

on demands of 10x process, 137–139
根据 10 倍工艺的要求，137–139

on fitness function, 160–161
关于健身功能，160-161

on The Gap and The Gain,20, 140, 143–144, 196
关于差距和收益，20， 140， 143–144， 196

on own Dream Check, 168–169
关于自己的梦想检查，168–169

on own 10x journey, 18–22, 152–156
《独自 10 次旅程》，18-22,152-156

on training missionaries, 246–250
关于训练传教士，246-250

on Who Not How,20, 21–22, 51
关于谁不如何，20， 21–22， 51

Hardy, Kaleb, 32–33
哈代，卡莱布，32-33

Hardy, Lauren, 19–20, 154, 155, 225
劳伦·哈代，19-20， 154， 155， 225

Hawkins, David, 73, 241–244
大卫·霍金斯，73， 241–244

Hercules (Michelangelo), 1–7, 5,45
赫拉克勒斯（米开朗基罗），1-7,5 45

hero, 169, 170
英雄，169,170

higher-level freedom, 16
更高层次的自由，16

high-stakes athletics, 44–45
高风险田径运动，44-45

high-stakes vs. routine clients, 40–44
高风险客户与常规客户，40-44

Holiday, Ryan, 34
霍乐迪，瑞安，34 岁

Hollis, James, 241
詹姆斯·霍利斯，241 岁

Holmquist, Carson, 39–45, 229
卡森·霍姆奎斯特，39-45， 229

honesty and truth, 18, 109, 111, 122, 123, 139
诚实与真理， 18， 109， 111， 122， 123， 139

hopeful people, 33, 49, 148–149
有希望的人， 33,49,148-149

How to Make Wealth (Graham), 101–103
如何致富（葛培理），101-103

Hurts, Jalen, 191–193
杰伦·赫茨，191–193

ideal future self, 124
理想未来的自己，124

idealized influence, 217
理想化的影响，217

ideals, 142–146
理想，142-146

identity, 70, 71, 84
身份， 70,71,84

ideologies, 214–215
意识形态，214-215

indirect reflection, 186
间接反射，186

individualized consideration, 218
个性化考虑，218

infinite game, 18, 102, 105, 125, 127, 130–131
无限游戏，18、102、105、125、127、130–131

innovation, 13–14, 58, 88, 100, 118, 186–188, 204
创新， 13–14， 58， 88， 100， 118， 186–188， 204

inspirational motivation, 217–218
鼓舞人心的动机，217-218

intellectual stimulation, 218
智力刺激，218

intelligence, 162
智力，162

intrinsic motivation, 72, 104–106, 108, 206, 226, 228, 243
内在动机， 72， 104–106， 108， 206， 226， 228， 243

iPod, creation of, 13–14
iPod，创作，13-14

Iverson, Allen, 180
艾弗森，艾伦，180

Jackson, Bo, 113
杰克逊，博，113

James, LeBron, 183–185
詹姆斯，勒布朗，183–185

Jobs, Steve, 13–14, 137
乔布斯，史蒂夫，13-14,137

Jokić, Nikola, 180–181
尼古拉·约基奇，180–181

judgment, 186
判决，186

Julius II (pope), 11, 13
朱利叶斯二世（教皇），11,13

justification and rationalization, 99–101, 106–111
辩护和合理化，99-101,106-111

kairos-focus, 188, 193, 194
凯罗斯焦点， 188， 193， 194

kairos-recovery, 187, 193, 194
凯罗斯-恢复， 187， 193， 194

kairos-time, 177–178, 181, 182
开罗斯时间，177–178、181、182

Kaytlin (assistant), 233–234
凯特林（助手），233–234

Keller, Gary, 53, 55
加里·凯勒，53 岁，55 岁

Keller Williams (real estate), 52–54, 229
凯勒·威廉姆斯（房地产），52-54,229

Kichuk, Susan, 199–204, 220
苏珊·基丘克，199–204， 220

Kimberly-Clark Corporation, 93–94
金佰利公司，93-94

King, Martin Luther, Jr., 111
小马丁·路德·金，111

Kiyosaki, Robert, 162
罗伯特清崎，162

Koch, Richard, 29
理查德·科赫，29 岁

Koston, Eric, 115
埃里克·科斯顿，115

Lambert, Nate, 154
内特·兰伯特，154 岁

language of a business, 216
企业语言，216

leadership. See also Self-Managing Company
领导。另见自我管理公司

entrepreneurship levels, 205–206
创业水平，205-206

letting go of the 80 percent, 93, 109
放弃 80%、93、109

Transformational Leadership principles, 213, 217–218, 226–228
变革型领导原则， 213， 217–218， 226–228

Who Not How value to, 221. See also Who Not How
谁不是如何价值，221。另请参阅谁不如何

Leonardo da Vinci, 11
达芬奇，11 岁

letting go of the 80 percent
放弃 80%

in entrepreneurs’ success, 48–51, 58–59, 68–70
在企业家的成功中，48-51、58-59、68-70

fear or discomfort in, 45–46, 72–73, 109
恐惧或不适，45-46,72-73,109

gain mindset and, 150–151
获得心态，150-151

in making 10x jumps, 37–38
在进行 10 次跳跃时，37-38

in producing quality over quantity, 91–94
生产质量胜于数量，91-94

by Stream Logistics, 39–45
作者：Stream Logistics，39-45

team-building for, 78
团队建设，78

in Unique Ability development, 124, 231–235
在独特的能力发展中，124， 231–235

Level 5 Leaders, 93
5 级领导者，93

leverage, 166, 179, 186, 244, 245
杠杆作用， 166， 179， 186， 244， 245

life insurance company (10x success), 200–204, 230
人寿保险公司（10 倍成功），200–204,230

life satisfaction, 121, 184
生活满意度，121,184

linear processes, 13, 14, 30, 37. See also nonlinear processes
线性过程，13、14、30、37。另请参阅非线性过程

Lorenz, Edward Norton, 163
爱德华·诺顿·洛伦兹，163 岁

loss aversion, 72, 98, 150
损失厌恶， 72， 98， 150

Lynch, David Keith, 187
大卫·基思·林奇，187 岁

The Magic of Thinking Big (Schwartz), 82
大胆思考的魔力（施瓦茨），82

Maker Schedule, 193–194
创客时间表，193–194

Mancias, Mike, 183–184
迈克·曼西亚斯，183–184

Man’s Search for Meaning (Frankl), 110
人类对意义的探索（弗兰克尔），110

Map of Consciousness, 241–244
意识地图，241-244

marital satisfaction, 184
婚姻满意度，184

mastery
掌握

elevating standards to, 72, 74, 75
将标准提升至，72、74、75

going all-in for, 84, 112
全力以赴，84,112

intrinsic motivation and, 228
内在动机和， 228

leverage and, 179, 185–186
杠杆作用和，179， 185–186

by Michelangelo, 7, 9, 14
作者：米开朗基罗，7、9、14

Unique Ability and, 116, 118–123, 124, 125, 165, 228
独特能力和，116， 118–123， 124， 125， 165， 228

Mastery (Greene), 118–119
精通（格林），118–119

maturity model, 219
成熟度模型，219

McKeown, Greg, 68
格雷格·麦基翁，68 岁

McKissack, Brad, 55–56, 58, 229
布拉德·麦基萨克，55–56、58、229

McKissack, Jimmy, 47–48, 53, 59–60
吉米·麦基萨克，47–48、53、59–60

McKissack, Linda, 47–61, 229–230
琳达·麦基萨克，47-61,229-230

Medici, Piero di Lorenzo de’, 2
美第奇，皮耶罗·迪·洛伦佐·德，2

mediocrity, 75, 89
平庸， 75， 89

meetings, scheduling, 191, 193–194
会议，日程安排，191,193-194

Merrill Lynch, 63–65
美林证券，63-65

Michelangelo, 1–14
米开朗基罗，1-14

David statue as transformative, 10–11, 13. See also the David
大卫雕像具有变革性，10-11,13。另见大卫

freedom and, 17–18
自由和，17-18

Hercules sculpture by, 1–7, 5,45
赫拉克勒斯雕塑，1-7,5 45

mastery of, 7, 9, 14
掌握， 7， 9， 14

Pietà statue by, 9–10, 45
圣母怜子像，9-10,45

10x thinking of, 7–14, 120
10x 思考， 7-14， 120

Unique Ability and, 168
独特能力和，168

micromanaging, 89, 205, 235
微观管理， 89， 205， 235

Microsoft “Think Weeks,” 187
Microsoft“思考周”，187

minimum standards, 65, 66, 70, 166
最低标准，65、66、70、166

money
钱

freedom of, 16–17, 60, 103–104, 167, 245
自由，16-17、60、103-104、167、245

wealth vs., 101–103
财富与，101-103

Morris, Garnet, 200–204, 230
莫里斯，石榴石，200–204,230

Mount Erebus plane crash (1979), 159
埃里伯斯山飞机失事（1979 年），159

Musk, Elon, 111
马斯克，埃隆，111

needing vs. wanting, 97–101, 105–106. See also abundance
需要与想要，97-101,105-106。也可以看看丰度

Netkin, Andy, 115
安迪·内特金，115 岁

Newport, Cal, 244
加利福尼亚州纽波特，244

Newtonian time, 176
牛顿时间，176

Nike “P-ROD 8” shoe, 113–115, 126–128
耐克“P-ROD 8”鞋，113–115、126–128

9 to 5 time model, 175–176, 181–182
朝九晚五时间模型，175–176、181–182

nonlinear processes
非线性过程

in entrepreneurs’ exponential results, 42, 59–60, 75, 77–78
在企业家的指数结果中，42， 59–60， 75， 77–78

exponential thinking and, 80–83
指数思维和，80-83

linear and quantitative vs., 13, 14, 30, 37
线性和定量 vs.， 13， 14， 30， 37

as qualitative, 14–15, 94, 111
作为定性，14-15,94,111

qualitative time models, 176, 182
定性时间模型，176,182

in Unique Ability development, 116, 117
在独特的能力发展中，116， 117

opportunity cost, 161
机会成本，161

optimizing, 84–85, 158, 161, 164–165, 202, 248
优化， 84–85， 158， 161， 164–165， 202， 248

organizational citizenship behaviors (OCB), 226, 227
组织公民行为（OCB）， 226， 227

origin stories, 214
起源故事，214

Pacific Capital, 66–67, 230
太平洋资本，66-67,230

Pareto Principle (80/20 Rule), 29, 35–36. See also letting go of the 80 percent
帕累托原则（80/20 规则），29， 35-36。另见放弃 80%

past progress as 10x springboard, 137–173
过去的进步作为 10 倍跳板，137–173

Dream Check, defining, 166–171
梦想检查，定义，166-171

fitness function, defining, 158–166, 169
适应度函数，定义，158–166,169

the gap and the gain, 141–151. See also gain mindset
差距和收益，141-151。参见获得心态

key points about, 171–173
关于关键点，171-173

remodeling for 10x life, 137–140
改造寿命 10 倍，137–140

reviewing 10x jumps, 151–158
回顾 10 倍跳跃，151–158

pathways thinking, 33, 49, 149
路径思维， 33， 49， 149

Peale, Norman Vincent, 33
诺曼·文森特·皮尔，33 岁

perceived role breadth, 226
感知角色广度，226

performance days, 179–180
演出天数，179-180

Perry, Matthew, 145
马修·佩里，145

“The Pie Fallacy,” 102
“馅饼谬误”，102

Pietà (Michelangelo), 9–10, 45
圣母怜子图（米开朗基罗），9-10,45

point of no return, 19, 49
不归路，19,49

Polish, Joe, 30, 213
波兰语，乔，30,213

Power versus Force (Hawkins), 241–242
权力与力量（霍金斯），241-242

practice/rehearsal days, 180–181
练习/排练日，180-181

procrastination, 184
拖延症，184

Procter & Gamble, 94
宝洁公司，94 岁

productivity, 49, 68, 121
生产率， 49， 68， 121

progress, 141, 143–144, 147–150
进步，141,143-144,147-150

Prospect Theory, 72
前景理论，72

psychographic alignment, 214, 218
心理调整，214,218

psychological detachment, 184, 196
心理疏离，184,196

psychological flexibility, 8, 73, 75
心理灵活性， 8,73,75

pull-motivation, 243
动机拉力，243

purpose
目的

in choosing want vs. need, 106
在选择想要与需要时，106

in entrepreneurs’ success, 57, 60, 80, 213, 217
在企业家的成功中， 57， 60， 80， 213， 217

freedom of, 16–18, 103–104, 112, 204, 245
自由，16-18,103-104,112,204,245

sense of calling and, 121–122
使命感和，121-122

Unique Ability and, 116, 117, 165
独特能力和，116,117,165

quality over quantity, 63–96
质量重于数量，63-96

author’s 20 percent focus and mastery (10x success), 83–92
作者 20% 的专注和掌握（10 倍成功），83-92

elevating standards and shedding 2x identity, 14–15, 69–74
提高标准和摆脱 2x 身份，14-15,69-74

exponential thinking and, 76–78, 80–83
指数思维和，76-78,80-83

freedom and, 17, 103–104, 246
自由和，17,103–104,246

in freight company’s clientele (10x success), 43–45
在货运公司的客户群中（成功率为 10 倍），43-45

key points about, 95–96
关于关键点，95-96

in letting go of the 80 percent, 91–94. See also letting go of the 80 percent
放弃 80%，91-94。另见放弃 80%

restorative recovery and, 185
恢复性恢复和，185

in time models, 176–178. See also time freedom
在时间模型中，176-178。另见时间自由

in wealth manager’s standards (10x success), 63–70
财富管理公司的标准（成功 10 倍），63-70

YouTuber’s 20 percent focus and standards (10x success), 75–80
YouTuber 的 20% 关注度和标准（10 倍成功率），75-80

Quit (Duke), 125
退出（杜克大学），125

quitting the wrong stuff, 92–94. See also letting go of the 80 percent
戒掉错误的东西，92-94。另见放弃 80%

rate-busters, 52, 54, 202
利率破坏者， 52， 54， 202

Ravikant, Naval, 79, 130, 185–186
拉维坎特，海军， 79,130,185 –186

real estate entrepreneur (10x success), 47–61
房地产企业家（成功 10 倍），47-61

recovery-flow, 187
恢复流，187

recovery time, 181–182, 183–185, 196
恢复时间，181–182、183–185、196

rejection, 74
拒绝，74

rejuvenation days, 181–182
回春日，181-182

relatedness, 228
相关性，228

relationship, freedom of, 16–17, 60, 103–104, 245
关系，自由，16-17,60,103-104,245

relationships, 104, 126–131, 185
关系，104,126-131,185

revisions, 85
修订，85

Riario, Raffaele (cardinal), 9
里亚里奥，拉斐尔（红衣主教），9

rituals, 215–216
仪式，215-216

Rodriguez, Paul “P-Rod,” 113–115, 120, 126–128
罗德里格斯，保罗“P-Rod”，113-115、120、126-128

Rogan, Joe, 76
乔·罗根，76 岁

scarcity of resources, 99–100, 105. See also abundance
资源稀缺，99-100,105。也可以看看丰度

scheduling, 39–40, 193–196. See also time freedom
调度，39-40,193-196。另见时间自由

Schmidt, Tim, 207–219
蒂姆·施密特，207-219

Schwartz, David, 82
大卫·施瓦茨，82 岁

Schweikert, William, 178
威廉·施韦克特，178

Scott Paper Co., 94
斯科特纸业公司，94 岁

security, 69, 92, 105, 109
安全， 69， 92， 105， 109

selective attention, 161
选择性注意力，161

self-awareness, 122–123
自我意识，122-123

self-determination theory, 89, 228
自决理论， 89， 228

self-governing, 225–226
自治，225-226

Self-Managing Company, 199–239
自我管理公司，199-239

applying Who Not How to, 225–231
应用谁不怎么做，225-231

core applications for, 236–237
核心应用，236–237

entrepreneurship evolution and leadership levels, 205–206
创业演变和领导层，205-206

free time for evolution of, 188–189
进化的自由时间，188-189

key points about, 237–239
关于关键点，237-239

life insurance company transformation, 199–204, 230
人寿保险公司转型，199-204,230

from rugged individual to transformational leader (10x success), 206–219
从坚韧不拔的人到变革型领导者（成功 10 倍），206-219

Self-Expanding Unique Ability Teamwork in, 231–235
自我扩展的独特能力团队合作，231-235

Transformational Leadership principles, 213, 217–218
变革型领导原则， 213， 217–218

Who Not How principles, 219–225
谁不如何原则，219-225

The Self-Managing Company (Sullivan), 234
自营公司（沙利文），234

self-multiplying team, 206, 231–235
自增团队， 206， 231–235

Sellers, 127–129
塞勒斯，127-129

sense of calling, 121–122
使命感，121-122

Shaw, George Bernard, 126
乔治·伯纳德·肖，126 岁

simplicity, 29–62
简单，29-62

80/20 Rule and, 29, 35–36
80/20 规则和，29,35-36

key points about, 61–62
关于关键点，61-62

with massive, specific goals, 30–36. See also goals
有宏大而具体的目标，30-36。另请参阅目标

real estate entrepreneur’s 10x jumps (10x success), 46–61
房地产企业家的 10 倍跃升（10 倍成功），46-61

of 10x mindset, 12–14, 23–24, 34–46. See also 10x vs. 2x framework
10 倍心态，12-14、23-24、34-46。另请参阅 10 倍与 2 倍框架

sleep quality, 183, 185, 196–197
睡眠质量，183、185、196-197

Smith, Babs, 98, 183
史密斯，巴布斯，98,183

Smith, Darwin, 93–94
史密斯，达尔文，93-94

Smith, Joseph, 225–226
约瑟·斯密，第 225-226 页

The Speed of Trust (Covey), 227
信任的速度（柯维），227

stabilizing, 202
稳定，202

standards. See also quality over quantity
标准。另请参阅质量重于数量

buyer mindset and, 128–129, 224
买家心态和，128–129， 224

elevating identity and, 70–74
提升身份和，70-74

fitness function and, 158, 160–161, 165–166
适应度函数和，158， 160–161， 165–166

minimum standards, 65, 66, 70, 166
最低标准，65、66、70、166

status quo, 18, 52, 70, 130
现状， 18， 52， 70， 130

Stone, Irving, 12
欧文·斯通，12 岁

Strategic Coach, 20–22, 38, 39, 40, 116, 209, 216
战略教练，20-22、38、39、40、116、209、216

Stream Logistics, 39–45, 229
流物流，39-45,229

Sullivan, Dan
丹·沙利文

on being the Buyer, 126–129
关于成为买主，126-129

on “bigger” future, 1
关于“更大”的未来，1

on chunking-up a goal, 32
关于分块进球，32

on commitment, 49, 71–72
关于承诺，49， 71-72

Dream Check concept of, 167–171
Dream Check 概念，167–171

on exponential thinking, 81
论指数思维，81

4 C’s Formula of, 71–73
4 C 的公式，71-73

on 4 Freedoms, 16–17, 103–104, 112. See also freedom
关于 4 自由，16-17、103-104、112。也可以看看自由

The Gap and The Gain and, 20, 140, 141, 196. See also gain mindset
差距和收获， 20,140,141,196 。参见获得心态

Hardy on collaboration with, 19–21
哈代谈合作，19-21

on qualitative, nonlinear time models, 179–182. See also time freedom
关于定性非线性时间模型，179-182。另见时间自由

on Self-Managing Company principles, 189, 206, 225, 231–232. See also Self-Managing Company
关于自我管理公司原则，189、206、225、231-232。另见自我管理公司

on standards, defining, 158
关于标准，定义，158

10x vs. 2x framework of, 37,37–46
10x 与 2x 框架，37 37–46

on 10x jumps, 46, 151
10 次跳跃，46,151

on Unique Ability, 99, 112–116. See also Unique Ability
关于独特能力，99， 112–116。另见：独特能力

on wanting vs. needing, 97–101, 105–106. See also abundance
关于想要与需要，97-101,105-106。也可以看看丰度

Who Not How and, 20, 21–22, 51
谁不如何和，20,21-22,51

sunk cost bias, 72
沉没成本偏差，72

surface-level freedom, 16
表面自由度，16

symbols, 215
符号，215

Targeted Strategies Group, 200–204, 230
目标战略小组，200-204,230

team-building, 77–78, 89, 231–235
团队建设， 77–78， 89， 231–235

teleology, 80
目的论，80

10x vs. 2x framework
10 倍与 2 倍框架

defining your 20 percent, 46
定义你的 20%，46

80/20 Rule and, 35–36
80/20 规则和，35-36

letting go of the 80 percent, 37–38, 45–46, 48. See also letting go of the 80 percent
放弃 80%，37-38、45-46、48。另见放弃 80%

specificity and clarity of goals, 34–36
目标的具体性和明确性，34-36

Stream Logistics (10x success), 39–45, 229
Stream Logistics（10 倍成功），39-45,229

10x mindset as discerning, 34–35
10x 心态作为洞察力，34-35

20 percent, doubling down on, 38–39
20%，加倍，38-39

2x mindset as opposite of 10x, 24, 37, 37
2 倍心态与 10 倍、24 倍、37 倍、37 倍相反

10x process: applications
10x 工艺：应用

assessing past to clarify future, 137–173. See also past progress as 10x springboard
评估过去以澄清未来，137-173。另请参阅过去的进度作为 10 倍跳板

freeing your time for transformation, 175–198. See also time freedom
腾出时间进行转变，175-198。另见时间自由

Self-Managing Company creation, 199–239. See also Self-Managing Company
自我管理公司创建，199-239。另见自我管理公司

10x process: principles
10x 过程：原则

abundance and freedom, embracing, 97–134. See also abundance; freedom
丰富与自由，拥抱，97-134。另见丰富;自由

Michelangelo’s transformation, 1–14. See also Michelangelo
米开朗基罗的转变，1-14。另见米开朗基罗

quality and standards transformation, 63–96. See also quality over quantity
质量和标准转型，63-96。另请参阅质量重于数量

simplicity of, 29–62. See also simplicity
简单性，29-62。另请参阅简单性

10,000-hour rule, 79
10,000 小时规则，79

Thich Nhat Hahn, 157
一行禅师，157 岁

time, 16–17, 60, 103–104, 245–246. See also time freedom
时间，16-17、60、103-104、245-246。另见时间自由

time dilation, 177
时间膨胀，177

time freedom, 175–198
时间自由，175-198

entertainment models of time, 179–182
时间的娱乐模型，179-182

Focus and Buffer Days, structuring for transformation, 190–197
焦点日和缓冲日，转型结构，190-197

Free Days, 183–189
自由活动日，183-189

key points about, 197–198
关于关键点，197-198

models of time, 175–178
时间模型，175-178

NFL player’s focus and recovery time (10x success), 191–193
NFL 球员的注意力和恢复时间（成功 10 倍），191-193

recovery time, 183–185
恢复时间，183-185

team self-management time, 188–189
团队自我管理时间，188-189

thinking and innovation time, 185–188
思考与创新时间，185-188

Tracy, Brian, 245
特雷西，布莱恩，245

Transformational Leadership, 213, 217–219, 226–228
变革型领导力，213,217-219,226-228

transformational relationships, 104, 126–131
变革关系，104， 126–131

trust, 227–228
信托，227-228

20 and Forever (P-Rod interview), 114, 120
20 和 Forever（P-Rod 采访），114、120

20 percent focus. See also letting go of the 80 percent; quality over quantity
20% 的焦点。另见放弃 80%;质量重于数量

in assessing 10x jumps, 152–156
在评估 10 倍跳跃时，152-156

fitness function and, 160, 169
健身函数和， 160， 169

in Unique Ability mastery, 124, 169–171
在独特能力掌握中，124,169–171

2x mindset. See also 10x vs. 2x framework
2 倍心态。另请参阅 10 倍与 2 倍框架

busyness time model of, 182, 186, 188
忙碌时间模型，182,186,188

discomfort in shedding, 69–70
脱落不适，69-70

in evening routine, 196
在晚间例行公事中，196

linear and quantitative processes of, 13, 14, 30, 37
线性和定量过程，13,14,30,37

rate-busters and, 52
利率破坏者和，52

as stuck in finite game and status quo, 18, 52, 70, 130
陷入有限博弈和现状，18、52、70、130

unfocused goals of, 31–33
不集中的目标，31-33

unconscious, 73
昏迷，73

Unique Ability
独特能力

about, 99, 112–113
关于， 99， 112–113

committing to development of, 116–118
致力于发展，116-118

defining and developing, 123–126, 156
定义与发展，123-126,156

mastery and expression of, 118–123, 165
掌握和表达，118-123,165

Self-Managing Company and, 204, 205–206, 228
自营公司，204， 205–206， 228

in self-multiplying team, 231–235
在自我繁殖团队中，231-235

skateboarder as example of, 113–115
滑板运动员作为例子，113–115

value and freedom in, 167–171, 243–246
价值与自由，167-171,243-246

unplugging from work, 184, 196
从工作中拔掉插头，184、196

U.S. Concealed Carry Association (USCCA) (10x success)
美国隐蔽携带协会（USCCA）（10 倍成功）

genesis of, 207–209
起源，207-209

growth and evolution of, 209–210
的成长与演变，209-210

seven principles of, 214–217
七项原则，214-217

targeting niche membership group, 212–214
针对利基会员群体，212-214

three pillars development, 210–211
三大支柱发展，210-211

Utchdorf, Dieter, 159
Utchdorf，迪特尔，159

value, creating your, 103–106, 116–117, 124, 127
价值，创造你的， 103–106， 116–117， 124， 127

vision, expanding
视野，拓展

in entrepreneurs’ success, 59–60, 68–70, 78, 213, 217
在企业家的成功中，59-60、68-70、78、213、217

in leadership evolution, 205, 206
在领导力进化中，205， 206

recovery time for, 187
恢复时间，187

in 10x growth, 15, 235
增长 10 倍，15,235

in Unique Ability development, 116, 123
在独特的能力发展， 116， 123

Waitzkin, Josh, 163–164
乔什·维茨金，163–164

wanting vs. needing, 97–101, 105–106. See also abundance
想要与需要，97-101,105-106。也可以看看丰度

Wanting What You Want (Sullivan), 100
想要你想要的（沙利文），100

wealth, 101–105, 116, 168
财富，101-105、116、168

Who Do You Want to Be a Hero To? (concept), 40
你想成为谁的英雄？（概念），40

Who Not How (concept)
谁不如何（概念）

assistant hiring as key for entrepreneurs, 48–50, 67, 87–89
助理招聘是企业家的关键，48-50、67、87-89

frequently asked questions about, 219–225
常见问题，219–225

in letting go of the 80 percent, 51, 54, 88–89
放弃 80%， 51,54,88-89

in Self-Managing Company successes, 205, 218–219, 226–231, 233–235
在自我管理公司的成功案例中，205、218-219、226-231、233-235

as 10x investment, 56, 219–221, 222
作为 10 倍投资， 56， 219–221， 222

Who Not How (Sullivan and Hardy), 20, 51, 228
谁不如何（沙利文和哈代），20、51、228

Wickman, Gino, 220
威克曼，吉诺，220 岁

Willardson, Chad, 63–70, 73, 74–75, 230
威拉森，乍得，63–70， 73， 74–75， 230

Willpower Doesn’t Work (Hardy), 19, 155
意志力不起作用（哈代），19,155

YouTube entrepreneur (10x success), 75–80
YouTube 企业家（成功 10 倍），75-80

Dan’s
丹的
Acknowledgments
确认

My greatest gratitude always goes first to Babs Smith whose lifetime wisdom about entrepreneurial growth always guides me to choose wisely. She is 10x in every way and makes everything possible.
我最感谢的始终是 Babs Smith，他一生关于创业成长的智慧总是指导我做出明智的选择。她在各方面都是 10 倍，让一切成为可能。

And, here in our third book, I feel profoundly fortunate having Ben Hardy’s masterful thinking and writing. A marvelous upward journey we’re on together.
而且，在我们的第三本书中，我非常幸运拥有本·哈代（Ben Hardy）精湛的思想和写作。我们一起踏上了一段奇妙的上升之旅。

A special shout-out to Shannon Waller, Julia Waller, Cathy Davis, Eleonora Mancini, and Serafina Pupillo (who between them have been indispensable Coach team members for over 125 years) for jumping in to contribute their unique talents in a myriad of ways to ensure the best, most accurate result.
特别感谢香农·沃勒、朱莉娅·沃勒、凯茜·戴维斯、埃莱奥诺拉·曼奇尼和塞拉菲娜·普皮洛（他们之间在超过 125 年的时间里一直是不可或缺的教练团队成员）以多种方式贡献他们独特的才能，以确保获得最佳、最准确的结果。

Heartfelt thanks to our dedicated group of associate coaches who have contributed many years of expertise, wisdom, and stories to bring these concepts to life for our Strategic Coach community. Your commitment to continually deepen and expand our program is so important to keeping us on the forefront of entrepreneurial growth. I treasure our collaboration.
衷心感谢我们敬业的副教练团队，他们贡献了多年的专业知识、智慧和故事，为我们的战略教练社区将这些概念变为现实。您致力于不断深化和扩展我们的计划，这对于让我们始终处于创业发展的最前沿非常重要。我珍惜我们的合作。

All of our 10x concepts and strategies derive entirely from the 50 thousand hours of discussion about the extraordinary creative success of more than 22 thousand talented and innovative entrepreneurs we’ve been privileged to collaborate with in the many growth levels of the Strategic Coach Program since 1974.
我们所有的 10x 概念和战略完全源自 50,000 小时的讨论，讨论了自 1974 年以来我们有幸在战略教练计划的多个增长级别上与 22,000 多名才华横溢的创新企业家取得的非凡创造性成功。

I’m deeply grateful for the unique learning opportunity that continues to grow in ways that always surprise and delight me.
我非常感谢独特的学习机会，它不断以让我感到惊讶和高兴的方式不断增长。

Ben’s
本的
Acknowledgments
确认

Wow, this book has been a complete doozy to write. It’s been a thrill ride that has changed my life in so many ways. As I look at the holistic system of my life—inside and out—now, versus when I started writing this book in late 2021, it’s shocking. My inside and outside feel and look non-linearly and qualitatively different from when I started this book.
哇，这本书写起来真是太糟糕了。这是一次惊心动魄的旅程，在很多方面改变了我的生活。当我现在审视我生活的整体系统——从里到外——与我在 2021 年底开始写这本书时相比，这令人震惊。我的内在和外在感觉和外观与我开始这本书时非线性和质的不同。

My wife and I have reframed what matters to us, and how we want to live. We’ve dramatically improved our own connection, as well as the climate and culture of our family, and how we relate to our six kids. We live far more based on want, not perceived need.
我和我的妻子重新定义了对我们来说重要的事情，以及我们想要如何生活。我们极大地改善了我们自己的联系，以及我们家庭的气候和文化，以及我们与六个孩子的关系。我们更多地生活在需要的基础上，而不是感知到的需要。

I have a different office, one that resonates much more deeply with my vision and desired lifestyle. I drive a different car. I’ve shed many of my former biases, weaknesses, distractions, and people who were keeping me at 2x, not 10x. My schedule is completely different, and how I approach my time. Rather than being busy, my time is much slower and simpler—with bigger blocks for creativity and focus, and full days and even weeks dedicated to either flow-based focus or flow-based recovery. My identity and standards are totally evolved, and are much clearer and more committed than they’ve ever been. The structure and focus of my business are different, much simpler and focused on the 10x I’m committed to, and thus I’ve shed several degrees of 80 percent I was holding on to just 3 to 12 months ago, including some of the most lucrative aspects of my business the past five years.
我有一个不同的办公室，一个与我的愿景和期望的生活方式产生更深刻共鸣的办公室。我开着另一辆车。我已经摆脱了许多以前的偏见、弱点、干扰，以及那些让我保持在 2 倍而不是 10 倍的人。我的日程安排完全不同，我对待时间的方式也完全不同。我的时间比忙碌得多，而是更慢、更简单——有更大的创造力和专注空间，以及一整天甚至几周的时间专门用于基于心流的专注或基于心流的恢复。我的身份和标准已经完全演变，并且比以往任何时候都更加清晰和坚定。我的业务结构和重点不同，简单得多，专注于我承诺的 10 倍，因此我已经摆脱了 3 到 12 个月前坚持的 80% 的几个程度，包括过去五年我业务中一些最有利可图的方面。

I say all of this to say, I’m totally humbled and transformed personally by the ideas and stories presented in this book. It changed my life to write it, and it also changed how I write. I did everything I could in writing this book to provide the best possible path for every reader to get 10x qualitative and quantitative transformations in their lives, even and especially those who have already gone 10x many times before.
我说这一切是为了说，我个人对这本书中提出的想法和故事感到完全谦卑和改变。它改变了我写它的生活，也改变了我的写作方式。在写这本书时，我竭尽全力为每个读者提供最好的途径，让他们在生活中获得 10 倍的质和量转变，即使是那些已经多次发生 10 倍转变的读者。

There are many people who were essential and integral for me being able to understand the concepts of this book, and to put it on paper in a way I believe the concepts, stories, and ideas deserve.
有很多人对我来说是必不可少和不可或缺的，他们能够理解这本书的概念，并以我认为这些概念、故事和想法应得的方式将其写在纸上。

Firstly, I thank Dan and Babs for trusting me with Dan’s concepts and ideas, as well as with the amazing coaches and members at Strategic Coach, who provided insights and stories that brought Dan’s ideas and this book to life. I’m lucky and blessed to have such a close connection with Dan and Babs, and to be able to have multiple Zoom calls with Dan for each book we write together. It’s a true pleasure, one I don’t take for granted, and one that was genuinely a dream come true.
首先，我感谢 Dan 和 Babs 信任我 Dan 的概念和想法，以及 Strategic Coach 出色的教练和成员，他们提供了见解和故事，将 Dan 的想法和这本书变为现实。我很幸运也很幸运能与 Dan 和 Babs 有如此密切的联系，并且能够为我们一起写的每本书与 Dan 进行多次 Zoom 通话。这是一种真正的乐趣，我不认为这是理所当然的，而且是真正的梦想成真。

I’d also like to specifically thank Cathy Davis, Shannon Waller, and Julia Waller of Strategic Coach. You all treat me like family and support me so much! Thank you!
我还要特别感谢战略教练的凯茜·戴维斯、香农·沃勒和朱莉娅·沃勒。你们都像对待家人一样对待我，非常支持我！谢谢！

A special thanks to Howard Getson, for having many conversations with me throughout the years on these topics. Howard, you are brilliant at 10x-thinking and this book would not have been as clear or powerful without your thoughtful words, encouragement, and insights.
特别感谢霍华德·盖森（Howard Getson），多年来就这些话题与我进行了多次对话。霍华德，你非常擅长 10 倍思维，如果没有你深思熟虑的话语、鼓励和见解，这本书就不会如此清晰或有力。

Big, big thanks to all the Strategic Coach coaches who have given me not only their time, stories, and insights, but their emotional support. Specifically, Chad Johnson, Adrienne Duffy, Kim Butler, Lee Brower, and Colleen Bowler. But also, to the other coaches who invested time, feedback, and any forms of support. You have no idea how much it helped and how much I rely on you to comprehend and express the ideas you all embody and teach masterfully.
非常非常感谢所有战略教练教练，他们不仅给了我时间、故事和见解，还给了我情感支持。具体来说，查德·约翰逊、阿德里安·达菲、金·巴特勒、李·布劳尔和科琳·鲍勒。还有，感谢其他投入时间、反馈和任何形式的支持的教练。你不知道它有多大帮助，我有多依赖你来理解和表达你们都体现和巧妙地教授的想法。

Also, huge thanks to all of the Strategic Coach members and entrepreneurs I interviewed for this book. Whether your story ended up in the book or not, you helped me so much. Thank you for your love for and brilliant application of these ideas. Hearing your stories helped me more fully comprehend what 10x, Unique Ability, Free Days, and having a Self-Managing Team means. Thanks for your generosity, passion, and love.
另外，非常感谢我为这本书采访的所有战略教练成员和企业家。无论你的故事最终是否出现在书中，你都帮助了我很多。感谢您对这些想法的热爱和出色应用。听到你们的故事帮助我更充分地理解了 10 倍、独特能力、空闲天数和拥有自我管理团队的含义。感谢您的慷慨、热情和爱。

Appreciation to Hay House for yet again trusting me to do another book. Since 2020, this is our fourth book published together, and hopefully there are many, many more to come. Specific thanks to Reid Tracy, Patty Gift, and Melody Guy for working directly with me, and being patient with my growing pains as a writer and professional. Particular thanks to Melody for being my editor for my past four books, including all three of my co-authored books with Dan and Babs. Melody, thanks for supporting me in the unique and sometimes difficult ways I write these books. Your patience, support, and insight are incredible. Thank you again. I’m grateful for all of you.
感谢 Hay House 再次信任我写另一本书。自 2020 年以来，这是我们一起出版的第四本书，希望还会有更多很多。特别感谢 Reid Tracy、Patty Gift 和 Melody Guy 直接与我合作，并耐心应对我作为作家和专业人士的成长烦恼。特别感谢 Melody 担任我过去四本书的编辑，包括我与 Dan 和 Babs 合著的所有三本书。Melody，感谢您以独特且有时困难的方式支持我写这些书。您的耐心、支持和洞察力令人难以置信。再次感谢。我很感谢你们所有人。

To those who helped me put the words on the page, thanks to Tucker Max for his friendship, emotional support, words of wisdom, and important perspectives to make these books solid and continually improving. Tucker, thanks for helping me continue to evolve as a person and as a writer. To PeggySue Wells, for going through the book with me a few times and providing your amazing editorial insights and supports. To Helen Healey, for jumping into the project during the last stages and helping me get the book from good to closer to great (from a “five” to a “nine” in your words). Thanks for your brilliance, availability, and insights. Finally, to my mom, Susan Knight, for always being there for me, for having countless conversations on the phone with me about my life, writing, and the books. And thanks for reading through really nasty drafts with me on Zoom and helping me clarify and make the books solid. Love you, Mom!
感谢那些帮助我把文字写在纸上的人，感谢塔克·马克斯的友谊、情感支持、智慧之言和重要的观点，使这些书变得坚实并不断改进。塔克，感谢您帮助我作为一个人和作家继续发展。感谢佩吉苏·威尔斯（PeggySue Wells），感谢您与我一起阅读了几次这本书，并提供了您惊人的编辑见解和支持。感谢海伦·希利（Helen Healey），在最后阶段投入到这个项目中，并帮助我让这本书从好到接近伟大（用你的话说，从“五”到“九”）。感谢您的才华、可用性和见解。最后，感谢我的妈妈苏珊·奈特（Susan Knight），她一直在我身边，在电话中与我进行了无数次关于我的生活、写作和书籍的交谈。感谢您在 Zoom 上与我一起阅读非常令人讨厌的草稿，并帮助我澄清并使书籍变得扎实。爱妈！

For my team who supports my work, our clients, and readers! Specifically, Chelsea Jenkins, Natasha Schiffman, Jenessa Catterson, Alexis Swanson, Kateyln Chadwick, Kara Avey, Kirsten Jones, and Kaytlin Mortensen. Thank you so much for all you do. You keep the business floating while I go into the writing and creation cave. Thanks for taking ownership, being Self-Managing, and for the passion and purpose you bring to all we do!
感谢支持我工作的团队、我们的客户和读者！具体来说，切尔西·詹金斯、娜塔莎·希夫曼、杰妮莎·卡特森、亚历克西斯·斯旺森、凯特琳·查德威克、卡拉·艾维、克尔斯滕·琼斯和凯特琳·莫滕森。非常感谢你们所做的一切。当我进入写作和创作洞穴时，你让生意继续运转。感谢您承担责任、自我管理，以及您为我们所做的一切带来的热情和目标！

To my beautiful and supportive wife, Lauren, and our six kids. I love you so much! Thanks for being the most exciting and purposeful aspect of my life. You all help me become 10x better every single day. I’m humbled and grateful for the life we have together, and for the experiences we create. Thanks for your patience with me as I continue growing and evolving as a husband, father, professional, and provider.
献给我美丽而支持我的妻子劳伦和我们的六个孩子。我非常爱你！感谢您成为我生命中最令人兴奋和最有目的的方面。你们每天都帮助我变得更好 10 倍。我对我们共同的生活以及我们创造的经历感到谦卑和感激。感谢您对我的耐心等待，因为我作为丈夫、父亲、专业人士和提供者不断成长和发展。

Also, shout-out to my dad, Philip Hardy, and my brothers, Trevor and Jacob Hardy, for being essential emotional support for me. To Daniel Amato, Chad Willardson, Nate Lambert, Richie Norton, Draye Redfern, Wayne Beck, and Joe Polish, for being close friends and emotional support in my life, as a person, and as a professional.
另外，还要感谢我的父亲菲利普·哈迪（Philip Hardy）以及我的兄弟特雷弗·哈迪（Trevor Hardy）和雅各布·哈迪（Jacob Hardy），他们为我提供了重要的情感支持。感谢丹尼尔·阿马托、查德·威拉德森、内特·兰伯特、里奇·诺顿、德雷·雷德芬、韦恩·贝克和乔·波利什，感谢他们成为我生活中、作为一个人和专业人士的亲密朋友和情感支持。

Finally, to God, my Heavenly Father. Thank you for my life. Thank you for this amazing and transformational experience. Thank you for always being there for me, and enabling me with expanded vision and abilities. Thank you for the agency to choose how I live and direct my life.
最后，献给上帝，我的天父。谢谢你赐予我的生命。感谢您给我这次惊人而变革性的经历。感谢你们一直在我身边，让我拥有更广阔的视野和能力。感谢该机构选择我的生活方式和指导我的生活。

About Dan Sullivan
关于丹·沙利文

Dan Sullivan is the world’s foremost expert on entrepreneurship and has personally coached more successful entrepreneurs than anyone else living. He’s the founder and president of The Strategic Coach Inc., the premier entrepreneurial coaching company in the world, which over the past 40+ years has provided teaching and training to more than 30,000 entrepreneurs. Dan’s innovative and counterintuitive perspectives enable already successful entrepreneurs to get 10x bigger and better results in their business and personal lives, while creating enormous freedom of time, money, relationships, and overall sense of purpose. Dan is the author of more than 55 publications, including the Wall Street Journal bestsellers, Who Not How and The Gap and The Gain, coauthored with Dr. Benjamin Hardy. Dan is married to Babs Smith, his partner in business and in life. They jointly own and operate The Strategic Coach Inc., which has offices in Toronto, Chicago, U.K., Los Angeles, and Vancouver. Dan and Babs reside in Toronto.
丹·沙利文（Dan Sullivan）是世界上最重要的创业专家，亲自指导的企业家比世上任何人都多。他是 The Strategic Coach Inc. 的创始人兼总裁，该公司是世界首屈一指的创业教练公司，在过去的 40+ 年里，该公司已为 30,000 多名企业家提供教学和培训。Dan 的创新和反直觉观点使已经成功的企业家能够在他们的商业和个人生活中获得 10 倍更大、更好的结果，同时创造巨大的时间、金钱、人际关系和整体使命感自由。Dan 是超过 55 篇出版物的作者，包括与本杰明·哈迪博士合著的《华尔街日报》畅销书《Who Not How》和《The Gap》和《The Gain》。丹与巴布斯·史密斯结婚，巴布斯·史密斯是他的商业和生活伴侣。他们共同拥有并经营 The Strategic Coach Inc.，该公司在多伦多、芝加哥、英国、洛杉矶和温哥华设有办事处。丹和巴布斯住在多伦多。

www.strategiccoach.com

About Dr. Benjamin Hardy
关于本杰明·哈迪博士

Dr. Benjamin Hardy is an organizational psychologist and is the world’s leading expert on the psychology of entrepreneurial leadership and exponential growth. His PhD research focused on entrepreneurial courage and transformational leadership. Before completing his PhD, he wrote for Medium where his blogs were read by over 100 million people, published his first major book, Willpower Doesn’t Work, and ran a seven-figure online training business. Since finishing his PhD in 2019, Dr. Hardy has published five additional books, including three co-authored with the legendary entrepreneurial coach, Dan Sullivan. His books have sold hundreds of thousands of copies and he is a sought-after teacher and speaker at corporate and entrepreneurial events as well as Fortune 500 companies. He and his wife, Lauren, are the parents of six children and live in Orlando, Florida.
本杰明·哈迪博士是一位组织心理学家，是创业领导力和指数增长心理学方面的世界领先专家。他的博士研究重点是创业勇气和变革型领导力。在完成博士学位之前，他为 Medium 撰稿，他的博客被超过 1 亿人阅读，出版了他的第一本重要著作《意志力不起作用》，并经营着一家价值七位数的在线培训业务。自 2019 年完成博士学位以来，Hardy 博士又出版了五本书，其中包括与传奇创业教练 Dan Sullivan 合著的三本书。他的书已售出数十万册，他是企业和创业活动以及财富 500 强公司中广受欢迎的教师和演讲者。他和他的妻子劳伦是六个孩子的父母，住在佛罗里达州奥兰多。

www.benjaminhardy.com

www.futureself.com

Get unlimited access to the entire Hay House audio library!
无限制地访问整个 Hay House 音频库！

• 500+ inspiring and life-changing audiobooks
• 500+ 鼓舞人心且改变生活的有声读物
• 200+ ad-free guided meditations for sleep, healing, relaxation, spiritual connection, and more
• 200+ 无广告引导冥想，用于睡眠、治疗、放松、精神联系等
• Hundreds of audios under 20 minutes to easily fit into your day
• 数百个 20 分钟以下的音频，轻松融入您的一天
• Exclusive content only for subscribers
• 独家内容仅供订阅者使用
• No credits, no limits
• 没有积分，没有限制

TRY FOR FREE! >>
免费试用！>>

We hope you enjoyed this Hay House book. If you’d like to receive our online catalog featuring additional information on Hay House books and products, or if you’d like to find out more about the Hay Foundation, please contact:
我们希望您喜欢这本 Hay House 书。如果您想收到我们的在线目录，其中包含有关 Hay House 书籍和产品的更多信息，或者如果您想了解有关 Hay 基金会的更多信息，请联系：

Hay House, Inc., P.O. Box 5100, Carlsbad, CA 92018-5100
Hay House， Inc.，邮政信箱 5100，卡尔斯巴德，CA 92018-5100
(760) 431-7695 or (800) 654-5126
（760） 431-7695 或（800） 654-5126
(760) 431-6948 (fax) or (800) 650-5115 (fax)
（760） 431-6948 （传真）或（800） 650-5115 （传真）
www.hayhouse.com® • www.hayfoundation.org
® www.hayhouse.com • www.hayfoundation.org

——

Published in Australia by: Hay House Australia Pty. Ltd.,
澳大利亚出版商：Hay House Australia Pty. Ltd.，
18/36 Ralph St., Alexandria NSW 2015
18/36 Ralph St.，亚历山大新南威尔士州 2015
Phone: 612-9669-4299 • Fax: 612-9669-4144
电话： 612-9669-4299 • 传真： 612-9669-4144
www.hayhouse.com.au

Published in the United Kingdom by: Hay House UK, Ltd.,
英国出版商：Hay House UK， Ltd.，
The Sixth Floor, Watson House, 54 Baker Street, London W1U 7BU
伦敦贝克街 54 号屈臣氏大厦六楼 W1U 7BU
Phone: +44 (0)20 3927 7290 • Fax: +44 (0)20 3927 7291
电话： +44 （0）20 3927 7290 • 传真： +44 （0）20 3927 7291
www.hayhouse.co.uk

Published in India by: Hay House Publishers India,
印度出版商：Hay House Publishers India，
Muskaan Complex, Plot No. 3, B-2, Vasant Kunj, New Delhi 110 070
Muskaan Complex， Plot No. 3， B-2， Vasant Kunj， New Delhi 110 070
Phone: 91-11-4176-1620 • Fax: 91-11-4176-1630
电话： 91-11-4176-1620 • 传真： 91-11-4176-1630
www.hayhouse.co.in

——

Access New Knowledge.
获取新知识。
Anytime. Anywhere.
随时。无论何处。

Learn and evolve at your own pace
按照自己的节奏学习和发展
with the world’s leading experts.
与世界领先的专家合作。