2026年成就最好的自己：《知识工程》2025年最重要启示

他们明显对你感兴趣。

They're so obviously interested.

这太无聊了。

That's boring.

但我做的大量工作是训练人们识别安全型伴侣，并在他们心中重新定位这些伴侣——不是觉得无聊，而是视为安全型，明白这才是应该追求的人。

But a ton of the work that I do is training people to identify secure partners and to reestablish them in their heads, not as boring, but as secure, and to know that those are the people to go after.

所以，有时那个回避你的人反而让人兴奋，那种心跳的感觉，因为你不确定他们是否喜欢你。

So sometimes that person who pulls away is exciting, that sparky feeling, because you don't know if they like you or not.

但相反，真正尊重那些说‘我喜欢你’的人。

But instead, really honoring the person who says, I like you.

我对你是有兴趣的。

I'm interested.

我们什么时候能再见面？

When can I see you again?

因此，我对你的说法稍作调整：不是‘我喜欢你’。

And so the slight tweak that I would have to yours is not I like you.

我明天能见你吗？

Can I see you tomorrow?

这确实有点让人感觉太强烈了。

That does kind of feel a little bit intense.

但明确地表达，嘿，那是一次非常棒的约会。

But being clear about like, hey, that was a really great date.

我觉得我们真的很有默契。

I feel like we really connected.

我很想再见到你。

I'd love to see you again.

然后一起商量下一次约会的事。

And then like working together to come up with the next date.

很多人忽略的约会要点是：要匹配对方的节奏和速度。

And a lot of dating that people miss is that it's about matching somebody's momentum and matching somebody's speed.

这就像一场舞蹈，我向前一步，你也需要跟着向前一步。

So it's a dance where I take a step forward, and then you need to take a step forward.

如果我向前迈十步，你可能会感到压力过大而退后一步。

If I take 10 steps forward, you might feel overwhelmed and take a step back.

所以请注意，你是不是总在主动联系对方？

So just paying attention to, are you always the one reaching out?

你是不是总在安排计划？

Are you always the one making plans?

双方的速度感要匹配，这样才能让彼此都觉得合适。

There needs to be momentum matching for the speed to feel right to both people.

我认为，准备和成功的关键在于，代价必须提前付出。

Well, I think the big thing about preparation and success is is the price has to be paid in advance.

在获得任何成果之前，你必须先付出努力。

You have to put in the work before you get any results.

因此，你无法真正准确地知道自己的准备是充分还是不足。

So there's no way to to honestly know how good your preparation is or isn't.

这就是为什么我总是强调：继续准备，继续努力。

That's why I always try to emphasize, keep preparing, keep working.

你不知道对方在做什么。

You don't know what the other guy's doing.

他可能和你一样努力，这种准备，你不能等到事后才说，‘唉，我要是多学点就好了。’

He might be, you know, working just as hard as you are and that preparation, you know, it can't be after the fact that they, oh, I wish I would have studied more.

那时已经太晚了，你必须在事前就做好，比如保持状态、学习、准备所有比赛录像和对手分析，这些都必须在事前完成，而且我经常说，人们容易在准备上稍微松懈一下。

It's too late at that point, you have to do it on the front end, so getting in condition, you know, studying, preparing all your film and your opponents and all that, like those things are all have to be done on the front end and, you know, a lot of times there's, I would say, a little bit of a tendency to just sort of let up on the preparation.

我看过一些比赛录像。

Well, I've watched some film.

我加练了一些冲刺。

Well, I've done some extra sprints.

我做了这个。

Well, I've done this.

我做了那个。

I've done that.

但这些够了吗？

Well, is that is that enough?

你知道，这真的够了吗？

You know, is it really enough?

如果你做得更多，会有区别吗？

And and if you do more, will it make a difference?

不是到收益递减的程度，而是达到全面准备的程度。

Not to the point of diminishing returns, but to the point of, you know, comprehensive preparation.

所以我们真正想强调的就是这一点。

So that's really what we try to try to emphasize on that.

我觉得，输掉的痛苦虽然尖锐，但很快就会过去，而遗憾的痛苦——没有付出努力，没有全力以赴，没有在赛场上拼尽一切——却会持续一生。

The way that I think of it that is sort of that, you know, the pain of losing is sharp, but it's over fairly quickly, but the pain of regret, not putting in the work, not doing the things, you didn't leave it all in the field, that lasts forever.

没错。

Exactly.

就是这样。

That's exactly it.

遗憾的痛苦远大于准备的痛苦。

The pain of regret is much more than than the pain of preparation.

当然。

Absolutely.

我认为你有一个24小时规则，无论赢输之后，你有24小时去思考，然后就必须放下，是这样吗？

I think you had a 24 rule, sort of after win or losses, you have twenty four hours to think about it and then you're you move on, is that?

没错。

That's right.

是的，比赛结束后，你回去分析：我们哪些地方做得好，哪些地方做得差，我们需要改进什么，应该做出哪些调整，教练有哪些失误？

Yeah, you play the game, you go back, you analyze it, you, what do we do well, what do we do poorly, what do we need to do better, what adjustments should we have made, what coaching errors did we make?

诸如此类。

And so forth.

然后你把所有这些因素都考虑进去，看看它们会对下周产生什么影响？

And and then you you factor all that into, you know, how does that affect this next week?

有时候会有大量经验延续下来。

Sometimes there's a lot of carryover.

有时候下周要面对的对手完全不一样，这些经验可能一两周甚至三周后才派上用场，直到你遇到类似类型的对手，比如一个擅长跑动的四分卫。

Sometimes the play team you play the following week is completely different, and some of those lessons may not really become app applicable for a week or two weeks or three weeks until you see a, you know, a similar type of opponent, say, like a scrambling quarterback.

你知道，也许你连续打两三个星期，那些四分卫都不太灵活，但当你遇到另一个会跑动的四分卫时，你会回头看看：我们该怎么更好地应对这种类型的对手？

You know, maybe you play two or three weeks where those quarterbacks aren't too mobile, and then when you get up against another scrambling quarterback, you go back and look at, hey, how, you know, how how do we need to to handle this better against this type of an opponent?

所以，是的，在赢、输或平局之后的二十四小时里，你会审视所有这些因素。

So but yeah, you look at all those things after twenty four hours, win or lose or draw.

你会吸取教训，决定如何将这些内容融入本周的准备和训练中——哪些要改变、哪些要多做、哪些要少做，不管怎样，做完之后你就放下，转而专注于对手，接下来的五天、六天，或者 whatever 时间，都全身心投入研究对手及其打法。

You take your lessons and you decide how you're gonna incorporate any of those things into this week's preparation and practice, what we're going to do differently or maybe do more of or do less of, whatever it is, And then you're done with that and you move on to your opponent and and spend the next five days, six days, whatever it is of just, you know, digging in on that opponent and and what they do.

跟我谈谈世界上最好的天赋与你在NFL打球、执教时的自信之间的关系。

Talk to me about the relationship between the best talent in the world and, you know, you're playing in the NFL, you're coaching in the NFL, and confidence.

嗯，这都是相对的，你知道的，谢恩。

Well, again, it's all relative, you know, Shane.

我的意思是，尽管NFL的球员已经非常出色，但对面的球员也同样厉害。

I mean, as good as as good as as the players are in the NFL, the guys on the other side of the ball are pretty good too.

一般来说，每支球队大约有五六个球员是精英级别的，拥有精英级别的薪资和合同；然后你可能还有一些年轻球员，刚进入联盟一到四年，他们也是精英球员，只是还没拿到顶薪合同，但他们不一定和你处在相同的位置上。

And, you know, I'd say every team, generally speaking, every team has about, you know, five or six players that are elite, have elite payments, elite contracts, and then you might have some younger players in their first through fourth year, you know, two or three, four, whatever those that are elite players that just haven't hit those top contracts yet, but they don't necessarily match up in the same position.

你可能有个截锋，我有个护锋；你可能有个线卫，我有个角卫，诸如此类。

You might have a tackle, I might have a guard, you might have a linebacker, I might have a a corner and so forth.

这些精英球员的对位方式因比赛而异，取决于你如何安排自己的球员去应对对方的球员，以及你打算如何处理这种对位，这至关重要。

So the way those elite players match up is is very specific from game to game and how you want to match them, your your matches against theirs, and how you want to deal with that is, you know, that's a big part of it.

我认为自信这个话题非常有趣。

I think the confidence thing is really interesting.

真正让伟大球员脱颖而出的，是他们在每周都成为众矢之的的情况下依然能发挥出色的能力——就像汤姆·布雷迪那样，像劳伦斯·泰勒那样，像帕特里克·马霍姆斯那样，像拉马尔·杰克逊这样的球员也是如此。

Think what really separates the great players is their ability to do it even when the bullseye's on their back every week like it was with Tom Brady, like it was with Lawrence Taylor, like it is with Patrick Mahomes, like it is with, you know, players like that Lamar Jackson and so forth.

每周，对手都会专门针对这些球员制定战术，安排最强的球员去盯防他们，或采取其他任何方式限制他们。而这些球员能在如此密集的战术关注下依然保持高效表现，这才是真正让他们成为伟大、精英球员的原因。

Every week the teams are geared towards stopping those players and game planning against them or putting their best guy on them or however you're going to handle them, And for those players to continue to be productive in spite of the game plan attention they get is what truly makes those players, you know, great and elite.

我记得当科比·布莱恩特来和我们球队交流时，大概是在2018年或2019年左右，科比谈了很多关于自我进化的话题。他说，看看我22、23岁的时候，我只要拿到球就能轻松突破任何人并得分。

And I think that, you know, when we had Kobe Bryant come in and talk to our team, I think it was around twenty eighteen, nineteen, somewhere in there, and you know Kobe talked a lot about evolving, you know, and he said, you know, look at when I was 22, 23, you know, I could just get the ball and drive by anybody and score.

他说，我现在已经做不到那样了。

He said, I can't do that anymore.

但我依然能得分，只是我找到了其他得分方式——无球跑动、跳投，还有更好地利用挡拆等等。他说，我找到了适应新方式的方法，因为我已经无法像过去那样完美地完成那些动作了，但我发现了一些我反而能做得更好的新技能。我认为这对我们所有人都是一个极好的启示：在职业生涯中，要坚持做你擅长的事，但也要不断进化，持续学习，寻找那些可能超出你舒适区、不再习惯但若能掌握就会成为强大武器的新方法。

I still score, but I found different ways to score, moving without the ball, jump shots, and, you know, being better in pick situations and all those kind of things that, you know, he said, I found, I found ways to evolve my game because I just couldn't do the things I used to be able to do as well, but there are other things I found that I can actually do better, and I thought that was a great message for all of us to hear that as we, you know, as we go through our careers, do the things that are working, do the things that you can do well, but also evolve, continue to learn, continue to find ways to be productive that are maybe a little out of your comfort zone or are not habitual for you now, but if you can become good at them, they can be great, you know, great tools for you.

你们还邀请过其他来自不同体育项目的嘉宾来分享吗？有没有谁的讲话特别打动你或球队，让你至今印象深刻？

Are there any other people that you brought to speak from sort of different sports that sort of had a different message that resonated with you or the team and just stands out in your mind?

哦，是的。

Oh, yeah.

我们请了很多这样的人。

We had a lot of them.

是的。

Yeah.

我们请了很多这样的人，这很棒，因为你知道，队员们平时听了很多橄榄球的故事，但听听各种不同的故事很好。

We had a lot of them, and and it was great because, you know, just the guys, you know, they hear a lot of football stories, but it's good to hear all the ones.

我觉得其中一个特别有趣，有几个是这样。

One of the ones I thought was particularly entertaining, couple of them.

其中一个叫保罗·阿西安特。

One was Paul Assiante.

他们连续赢得了14个全国冠军。

They won like 14 national championships in a row.

他们连续赢了160多场比赛。

They won like a 160 some games in a row, matches in a row.

我的意思是，在爱国者队，我们几乎每场比赛都被看好，你知道的，不是每一场，但很长一段时间内大多数比赛都是如此。

I mean, at the Patriots, we were favored in almost every game, you know, not every game, but most every game for quite a while.

所以，我请来了阿西安特教练，跟他说：你看，这位教练赢了整整13个连续的全国冠军，赢了160多场连续比赛。

And so, you know, I brought coach Assiante and I said, you know, here's a guy who's won like 13 straight national championships and won a 160 some matches in a row.

我的意思是，你谈什么被看好，他们被看好，那就听听真正被看好是什么感觉吧。

I mean, you talk about being favored now, like they're favored and, and, and like, let's listen to what that's really like.

他讲得非常好。

And he was great.

他谈到了这一点。

He talked about it.

不管你是否被看好，赢了多少场或没赢多少场，都不重要。

It doesn't matter whether you are or aren't or how many you have or haven't won.

每一天都是一个新的机会。

Every day is an opportunity.

你要充分利用每一天，每天都能变得更好，不要纠结于过去做过什么。

And you make the most out of each day and you just get better each day and you don't worry about what you've done in the past.

你只要关注今天的机会，并充分利用它。

You just, you look at today's opportunity and make the most out of it.

这太棒了。

It was great.

于是我们的一位教练或球员举手说：‘教练，我有个问题。’

So one of our coach, one of our players sticks his hand up and said, Hey coach, I have a question.

squash 是什么？

What's squash?

我以为是一种蔬菜。

I thought it was a vegetable.

嘿，吉米·约翰逊，当我们即将进入季后赛时，吉米过来做关于某人的报道，我对他说：‘嘿，你能不能跟球队聊一聊？’

Hey, Jimmy Johnson, you know, we were going into the playoffs and Jimmy came up and he was doing a, you know, a story on somebody and I said, hey, would you mind, you know, talking to teams?

他当然愿意。

He sure.

于是他说：‘好吧，我给你们讲个季后赛的小故事。’

So he said, yeah, let me tell you a little playoff story here.

你知道吗，当我还在达拉斯的时候，我们正在为季后赛做准备，当时正在开特勤组会议。

You know, when I was in Dallas, we were getting ready for the playoffs and, we were in a special teams meeting.

我站在后面，看到我们的一名球员在后面打瞌睡，不专心听讲。他说他不是首发球员，但参加特勤组比赛。这让我非常恼火，于是我走过去，把灯全部打开，走到他面前说：‘好了，你要是敢在会上睡着，我们就不需要你了。这是你的主要工作，拿上你的战术手册，去找人事经理，你被裁了。’

I'm standing in the back and I see, I see one of our one of our players back there kind of dozing off and not paying attention, and he said he wasn't a he wasn't a starter, but he played in special teams, and he said it just really annoyed me, and so I went over, I flipped on the lights, turned the lights on at me, and I went over to him, I said, that's it, you fall asleep in this meeting, we don't want you, this is your primary job, you take your playbook and go see the job manager, you're done, you're cut.

所有人都惊呆了，哇，这下所有人都醒来了，而且当时离季后赛只剩几天了。

Everybody like, woah, you know, that woke everybody up and you know, was right before the playoffs.

所以，你们有什么问题吗？

So, you know, any questions?

有的，教练。

Yeah, coach.

如果那个人是特洛伊·艾克曼，你会怎么做？

What would you have done if that had been Troy Aikman?

吉米说：‘我不会去开灯。',

Jimmy said, well, I wouldn't have turned on the lights.

我可能会走过去轻轻推他一下，说：‘嘿，特洛伊，专心点。’

I probably would have gone over to him and nudged him and said like, Hey, Troy, pay attention.

这个信息是，如果你墙上挂了很多毛皮，你可能就会有更多容错空间。

And the message was if you have a lot of pelts on the wall, you might have a little more slack.

如果你墙上没挂多少毛皮，那你就没有一点余地。

If you don't have a lot of pelts on the wall, you don't have any room.

你没有任何余地。

You don't have any room.

你不能靠过去的成绩生活，因为你做得还不够。

You can't live on what you've done because you haven't done enough.

你最好清楚自己的位置，即使你是特洛伊·艾克曼或汤姆·布雷迪，他也说，但那些家伙根本不会这么做，但你可能还能撑得住；可如果你没有那样的履历，没有为这支球队取得过那样的成绩，没人会容忍你，你随时可以被替代。

You better know where you are and until, if you're Troy Aikman and Tom Brady, you you, he goes, but he goes, those guys would never do that anyway, but you, that you might be able to survive that, but if you, if you don't have that kind of resume, you haven't had that kind of production for this team, so nobody wants that, you're replaceable.

他们会找到另一个在会议中保持清醒、更加专注的人。

They'll find somebody else who will stay awake in the meetings and who will be more attentive.

这还挺搞笑的，我就会轻轻推他们一下，说：嘿，集中注意力。

And it was pretty funny, I'd just nudge them and say, hey, pay attention.

作为领导者，我在传达信息时自认为直率而坦诚。

As a leader, you've called yourself blunt and direct when delivering a message to people.

我很好奇，你在传达信息时学到了什么，才能让别人真正听进去？

I'm curious what you've learned about delivering a message that gets heard.

你知道，这其实是一个不断演变的过程，如果你愿意这么称呼的话。

You know, it's a evolving process, if you wanna call it that.

有时候，人们传达的信息没人听进去，是因为你没有清晰地表达出来。

Sometimes you people deliver messages that are not heard because you haven't really delivered the message clearly.

人们在绩效评估后竟然会说：我觉得我干得不错。

People actually come out of performance appraisals and say, I think I'm doing a good job.

而你心里想：天啊。

And you're going, oh my god.

我希望你听到的不是这个。

I hope that's not what you heard.

你心里会想，因为这个人本该告诉你那三四个需要改进的方面，以及那三四个你做错的地方。

You're saying to yourself because this person was supposed to have told you the three or four things, areas that you're supposed to improve upon and the three or four things that you did wrong.

你本该得到非常直接的反馈。

You're supposed to have gotten very direct feedback.

人们不喜欢冲突。

People don't like conflict.

人们不喜欢直接处理问题。

People don't like to deal with issues directly.

他们喜欢拐弯抹角，然后离开时说：我觉得我已经把信息传达给了对方。

They like to beat around the bush and then leave saying, I think I gave the person the message.

我持相反的观点，那就是直接传达信息，以支持的方式进行，并确保你告诉他们需要改进的地方，你也会帮助他们实现这些改进。

I had the opposite perspective, which is give the message, do it in a supportive way, and make sure that whatever you tell them they have to work on, you help them get to that.

因此，我选择撰写绩效评估，内容是：这是你做得好的地方。

So I chose to write performance appraisals which said, this is what you've done well.

这是我认为你做得不够好的地方。

This is where I think you didn't do well.

这是你需要改进的地方。

This is what you need to work on.

如果你能针对这些问题进行改进并取得进展，这就是你未来可以达到的方向。

And if you were to work on these issues and show progress, this is where you could go.

所以你看，这封信的作用是肯定他们做得好的地方，指出他们做得不够的地方，告诉他们明年需要在三到四项关键指标上取得进展，以及我会如何帮助他们，同时还说明了如果他们取得进步，未来的职业发展路径会是什么。

So you see, what this letter did was celebrate them for what they did well, told them what they didn't do well, told them the three or four things they had to demonstrate progress on in the next year and how I was gonna help them, and then also told them, if you showed progress, this is your trajectory.

因为如果我们不这么做，我认为我们无法充分发挥人们的潜力。

Because if we don't do it, I think we're not getting the best out of people.

这是一种善意与清晰的结合。

There's a kindness and clarity.

坚定、善意与清晰，三者缺一不可。

Toughness, kindness, and clarity, all three.

但别忘了坚定，因为你是在直面他们，告诉他们：我要求你真正了解国际市场。

But don't forget the toughness because you're confronting them and saying, you know, I asked you to really get to know the international markets.

去年你只进行了两次国际出差。

You made two trips internationally last year.

每次出差都只有三天，你马上就回来了。

And each trip in three days, you came right back.

如果你连美国办公室都不出，又怎么能真正了解国际市场呢？

How could you have learned international markets without getting out of the office in The US?

明白吗？

Okay?

然后你写信说，我希望你明年访问以下国家。

And then you write saying, I'd like you to visit the following countries next year.

当你访问这些国家时，确保你关注到这个细节层次。

And when you visit those countries, make sure you go down to this level of detail.

有些人会说，CEO不应该关注到这种细节层次。

You know, some people would say, a CEO shouldn't be getting to that level of detail.

是的。

Yeah.

他们说得对。

They're right.

但若我真正关心这位高管，并认为他有巨大潜力，我就会关注到这种细节层次。

But if I truly care about this executive and I think they have great potential, I will get to that level of detail.

我还会在年中进行跟进，说：嘿。

And I will monitor it middle year middle of the year and say, hey.

你今年有出过国吗？

Did you make any international trips?

你有按照我说的去做吗？

Did you follow anything I said?

然后他们说，没有。

And then they say, no.

我真的不想去。

I really don't wanna go.

那你还是得去。

Then you go there.

你知道，你没有成为CEO的潜力。

You know, you don't have the potential to be a CEO.

从外部来看，我们听到这样的说法，说CEO只关注前50名或前100名中的关键人物。

From the outside, we hear these stories about how CEOs pay attention to the top 50 of the top 100.

在内部，你真正关注并试图培养了多少人？你是否与他们建立了真正的一对一个人关系，深入细节，查看绩效报告，努力帮助他们成长？

How many people inside were you really monitoring and trying to develop and having a personal a real one to one personal relationship where you're doing this, and you're in the weeds, and you're in the performance report, and you're trying to build them?

我认为大约有三四百人是公司资产，其中一人一直密切关注他们，因为这些人十五年后可能成为CEO。

I think there's about three or 400 that were corporate assets, and one watched them all the time because these are people who in fifteen years could be CEO.

他们身上有种特质，你知道，当你在会议上时，你会被他们吸引。

There's something about them that, you know, you sort of caught your fancy when you were in a meeting.

或者在他们参与的某个项目中，他们提出了卓越的见解。

Or in some project that they were on, they had brilliant ideas.

不是那些强化你思维的卓越见解，而是挑战你思维、引领我们走向更好方向的见解。

Not brilliant ideas that reinforced your thinking, brilliant ideas that challenged your thinking and took us to a better place.

因为你不需要身边都是只会说‘是’的人。

Because you don't want yes people around you.

你需要那些会问：我们为什么不突破思维的边界？

You want people who say, why don't we push the boundaries of our thinking?

如果我们以更具创意的方式来处理这个问题呢？

What if we approach this creatively?

而且人们会把公司利益置于个人利益之上。

And people will put the company before themselves.

我一直在寻找这样的人。

I look for that all the time.

因此，我们有大约三到四百人，我们称他们为企业资产，并跟踪他们，以确保为他们制定计划，给予合适的任务。

And so there were 300 or 400 people that we actually call them corporate assets, and we track them to make sure that we game plan them, give them the right assignments.

即使他们无法调动，我们能否为他们安排有趣的任务，让他们在不频繁调动的情况下获得经验？

And even if they couldn't move, could we give them interesting assignments so that they could get the experiences without constantly moving?

这就是我们跟踪的人数。

So that's the number of people that we tracked.

有什么迹象表明某人把公司利益放在自己之前？

What were the signs that somebody was putting the company ahead of themselves?

他们会主动承担困难的任务。

They would put their hand up for difficult assignments.

如果出了问题，他们不会去找别人责怪。

And if something went wrong, they didn't look for somebody else to blame.

他们会主动承担责任，说：嘿。

They would take the blame and say, hey.

你知道，我本可以做一份不同的工作，或者以不同的方式领导，或者以不同的方式组建我的团队。

You know, I could have done a different job, or I could have led differently, or I could have staffed my team differently.

这些人会来找我，说：你知道吗，公司其他部分正在发生的事情，可能正在危及某些东西。

These are people who would come to me and say, you know, whatever's going on in this other part of the company, I think maybe putting something in jeopardy.

我并没有把他们推出来当替罪羊。

And I'm not throwing them under the bus.

如果你同意的话，我去和他们一起合作，或许能帮他们写点东西？

Would it be okay with you if I went and worked with them to perhaps write things?

我会说：注意方式，但尽管去做。

And I say, be careful how you do it, but go for it.

我会告诉他们，我不是派你去的，是你出于善意主动去做的。

And I will tell them that I didn't send you there, that you were doing it out of your own good nature.

否则，人们会说：哦，CEO有一些宠臣，她正把他们派到我们这儿来。

Otherwise, people say, oh, the CEO's got some pets that she's sending our way.

所以你必须非常谨慎地处理组织内部的动态。

So you've gotta be very careful how you deal with organizational dynamics.

但这些人会环顾四周，不断寻找改进公司的方式，而不是想着如何获得下一次晋升或加薪。

But these are people who look around themselves and are constantly looking for ways to improve the company as opposed to how do I get the next promotion, the next raise.

你说很多人不看脚注或财务报表。

You said a lot of people don't read the footnotes or the financial statements.

在人工智能时代，你可以下载财务报表，输入AI，然后问：我需要知道吗？这种情况有改变吗？

Is that changing in a world of AI, where you can sort of like download the financial statement, pop it into AI, and say, do I need to know?

我认为这实际上加剧了这种情况。

I think it's actually exacerbating the situation.

哦，详细说说这一点。

Oh, spend a few beats on that.

因为现在，读一下

Because now, read the

财务报表，安东尼。

financial statements, Anthony.

我只是把它输入了AI。

I just put it into AI.

我让ChatGPT告诉我，这个怎么样？

I asked ChatGPT to tell me, What about this?

找找这个，找找那个，所有这些情况都列出来了，然后我直接阅读，所有内容都在那里。

Look for that, look for that, and there's all the instances of those things, and then I just read it and it's all there.

那么，AI有没有漏掉什么？

Well, did the AI miss it?

AI有没有理解这些发现之间的关联？

Did the AI understand the linkages between each of those sightings?

如果我正在查看，比如说，我最近在看一家公司，发现他们在资本化成本。

If I'm looking at, for example, I was looking at a company recently and I was looking at, it was capitalizing costs.

好的。

Okay.

这是一家房地产投资信托基金（REIT）。

This is a REIT.

如果他们将成本资本化而不是计入损益表，一旦计入损益表，就会让他们的运营收益显得较差、更低，最终也拉低了每股收益。

And if it capitalizes costs versus putting them through the income statement, if it goes through the income statement, makes their operating earnings look poor, lower, and their net EPS ultimately.

但如果把它们记在资产负债表上，那就是对未来的一种投资，一切看起来都没问题。

But if they put it on the balance sheet, well, that's an investment in the future and everything looks okay.

所以这里存在一个灰色地带。

And so there's a gray area.

这到底是运营支出，还是资本性支出？

Was it an operating expense or was it a capital item?

因此，我首先查找的是资本化利息。

And so I was, first thing I looked for was capitalized interest.

于是它给我提供了所有关于资本化利息和资本化成本的引用内容。

And so it gave me all the quotes and then capitalized costs and gave me all the quotes.

所以你以为这就够了，但你还得进一步操作，我给我的一个同事展示时说，那我们来看看损益表吧。

So then you think that that's enough, but you have to then, and I was showing one of my guys this, said, so then let's go to the income.

让我们实际调出AI告诉我们去查看的报表，因为AI让这个过程更快了。

Let's actually pull up the statements where it told us to go because AI made it faster.

我不再需要翻阅300页的文件，但它告诉我该去哪里找。

I now no longer needed to flip the 300 pages, but it gave me where to go.

所以现在我去了那里，可以说，如果情况确实如此，那么我们就需要查看另一条注释，以了解其影响。

So now I went there and now I could say, well, that means if that is what's happened, then we need to look at this other note to see the implications of that.

然后我们需要查看现金流量表，看看它实际上如何影响最终报告的现金流。

And then we got to look at the cash flow statement to see how it's actually impacting what ends up being reported as cash flow.

因此，这些关联性就出现了，AI或许能让我更快地找到答案，但如果我事先不知道自己要找什么，AI只会给我提供信息。

And so those linkages come, the AI makes me get to the answer perhaps more quickly, but if I don't already know where I want to go, then AI just gives me information.

但这些信息如果我没有先明确自己想要达到的目标，就无法帮助我做出决策。

But that information doesn't help my decision if I didn't start with where I want to

达到目标。

get to.

听起来，如果你不了解第二、第三、第四层的连锁反应，这些信息也无法帮助你做出决策。

And it sounds like that information doesn't help your decision if you don't know the second, third, fourth order consequences.

完全正确。

A 100%.

我太喜欢了。

I love it.

如果投资者都往这个方向走，那么一切都会交给AI。

If that's where investors go and that's where they're going, everything's going to AI.

分析师最底层的工作——初级分析师——将被AI取代。

The bottom level of being an analyst, the junior analyst is going to be replaced by an AI.

那个负责找出公司资本化成本的所有相关记录的人，AI可以做到。

The one that said, find me all the references of where the company capitalized costs that the AI can do.

我明白，但你需要有经验的人来判断哪些记录是重要的，以及它们对业务意味着什么。

I get it, but you need someone with experience to know which of those references matter and to what that means to the business.

这带来了一系列挑战，因为如果这些初级人员不学习、不从基层做起，他们将永远无法学会建立这些关联。

And this brings about a number of challenges because, well, if that junior person doesn't learn, doesn't get on the in on the ground floor, they'll never learn to be able to make all those connections.

而学习的唯一方式，就是深入细节，而不是依赖AI。

And the only way to learn is sort of like being in the weeds and not being in AI.

是的。

Yes.

事实上，这让我联想到自己孩子成长过程中看到的许多事情。

In fact, it ties to so many things with my own children I've seen growing up.

我们上学的时候，上小学要背乘法表，大声复述。

When we went to school and we were in elementary school, we be, we'd have to do the math tables and recite them.

对。

Yeah.

二乘二等于四，以此类推。

Two times two is four and so on.

我记得我九九乘法表和十二乘法表都学得很吃力，不得不死记硬背，反复练习。

I remember I was struggled with my nine times table and then my 12 times table, and so I had to memorize them and get them going.

但后来我的孩子们上学时，他们用计算器，而且好像这样也没问题。

But then my children came along and they were using a calculator and apparently that was okay.

我气疯了。

I went bananas.

我说，你不准用计算器。

I said, You're not going to use the calculator.

你得先不靠计算器学会，之后才能用计算器，这和AI的道理是一样的。

You need to learn it without the calculator and then you can use the calculator, which is the same with AI.

你需要理解财务报表是如何编制的，理解其中的关联，建立思维模型，这样当AI给你信息时，你才能消化并做出决策。

You need to understand how the financial statements are prepared, understand the linkages, develop mental models so that when the AI gives you information, you can digest it and make decisions.

让我想起一个有趣的故事，我刚上大学时，被分到了大一微积分班，不知什么原因，原本该教这门课的教授无法授课。

Reminds me of this funny story, when I started university, I ended up in first year calculus, and for whatever reason, the professor who was supposed to teach that class couldn't teach it.

于是数学系主任亲自接手，第一节课刚开始一分钟，他就说：这门课不允许使用计算器。

So the dean of the math department took over, And on the first class, in the first minute, he said there'll be no calculators in this class.

当然，没人听他的，因为大家都觉得图形计算器太方便了，能让生活轻松很多，结果到了期末考试——占总成绩80%——的考场前，试卷首页赫然写着‘禁止使用计算器’，而他从不曲线评分，结果大多数学生都惨不忍睹。

Nobody, of course, listened to him, because graphing calculator, you're like, oh my god, this makes my life so much easier, would show up to the final exam, which is like, I think 80% of your final mark, and on the front page is no calculators, and he did not grade that on a curve, and it was not pretty for most students.

我在约克大学教了大约十四年书，那是我人生中最充实的时光之一，我至今仍热爱做客座讲座。

I taught at university for about fourteen years at York, and truly one of a very fulfilling time in my life, and I still love doing guest lectures.

我记得我总是先过一遍课程大纲，然后告诉学生：作业必须在上课开始时提交。

I remember I would always start to, I would go over the outline and I would tell the students, I said, so assignments are due at the beginning of class.

如果在早上8:30上课时间之后提交，成绩为零。

If they're handed in after the 08:30 start time, it's a zero.

成绩为零。

It's a zero.

无论如何，总会在某个时候——通常是第一次或第二次作业时——有人交作业迟了。

Invariably at some, whether it was the first and usually the first or second assignment, somebody would show up and hand it in late.

我会说：零分。

And I would say it's zero.

嗯。

Yeah.

而且

And

他们会抱怨说：你怎么能这样？

they would whine and say, it's how can you do that?

你太苛刻了。

You're so draconian.

我会说：那你想想，在现实世界中，当一份建议书（RFP）被要求，你已经和客户签了合同，对方要求周一上午9点前提交报告，而你却9点05分才到，这会是什么样子？

And I said, well, you think in the real world when an RFP is required and you've signed with the contract with a client that they demand the report by 9AM on Monday and you show up at 09:05, how's that look?

不知怎么的，这居然就接受了。

Somehow it's okay.

所以在我课堂上，这是不行的。

So it wasn't okay in my class.

最终，我认为你赢得尊重是因为人们看到规则存在并且被严格执行，从而对规则产生尊重。

Ultimately, I think you build respect because people see that there's a rule and it's followed, and then people have respect for the rule.

我觉得现在的学生身上有一种奇怪的矛盾，不过‘矛盾’这个词可能不太准确。

There's this sort of weird dichotomy, I think, with students right now, and dichotomy is probably not the right word.

有一种奇怪的现象：学生们如今比以往任何时候都更强大、更有能力，因为他们默认使用AI，因此能产出比那些已有十五、二十年工作经验的人更多的成果。

There's this weird path where students are coming out and they're more powerful and capable than ever because they use AI by default, and so they can get more output than somebody who's maybe been in their career fifteen, twenty years.

我用我14岁的孩子作为例子。

And I use my 14 year old as an example.

在一个他根本不需要去上班的世界里，仅凭产出，他已经是大多数公司的中级员工了。

You know, in a world where he never had to show up to work, he's a mid level employee at most companies based on output.

如果你没见过他，只要一切顺利，他能提供和中级员工完全相同的成果。

If you never saw him, he can give you the exact same output that a mid level employee is going to give you if everything goes right.

但一旦出问题，要理解所有细微差别和复杂情况，对AI来说，我猜他的竞争就是：AI会不会更快赶上？

But the minute something goes wrong, understand all the nuances and all the, and AI, I guess the race for him is like, will AI catch up quicker?

你知道吗，因为他默认使用AI，我常常把它想象成做菜，对吧？

You know, because he uses AI by default, and I sort of think about this as like making a recipe, right?

比如，我拿出一本食谱，按照步骤做菜，如果每一步都做得完美，你根本分不出我和厨师的区别。

Like if I pull out a cookbook, and I make a recipe, and I do everything perfectly, you wouldn't be able to tell the difference between me and the chef.

食物可能摆盘没那么精致，但味道绝对很棒，和厨师做的一模一样，你会说：这太棒了。

Like the food, maybe it's not plated as well, but it's gonna taste great, it's gonna taste the same, you'd be like, this is amazing.

但一旦出问题——烤箱温度太高、搅拌不够、盐放少了，我就搞不清楚哪里出了错。

But if something goes wrong, if the oven's too hot, if I don't stir enough, I don't put enough salt in, I don't know why it didn't go right.

但厨师不一样，那个创作这道菜的人，经验丰富，已经做过几百次，他一尝就知道：你的烤箱显示375度，但实际只有350度。

But the minute a chef, the chef who created that recipe, who's got all the experience, who did the, you know, who's made it hundreds of times, they taste it, and they're like, oh, your oven said three seventy five, but it's actually three fifty.

你搅拌过头了，让东西煮过头了，他们立刻就能知道问题出在哪里。

You stirred this too much, you let this boil, you they instantly know what went wrong.

没错。

Yes.

我在想，在AI时代，这种细微差别或许就是关键。

And I wonder if in a world of AI, that's the nuance.

我曾在一个不同的语境下和史蒂夫·施瓦茨曼讨论过这个问题，但他基本上说，很多新兴的分析师都懂数据，却不懂这些数字背后的含义。

I was talking to Steve Schwarzman about this in a different context, but he basically said, you know, a lot of the analysts coming up, they know the numbers, but they don't know what the numbers mean.

没错。

Correct.

经验教会你判断力。

Experience teaches you judgment.

你在你的书里提到过这一点。

You talk about this in your book.

这全都是关于思维模型的。

It's all about the mental models.

我非常认同这一点。

Believe that strongly.

正如我们之前讨论的，经验让你明白这些数字的真正含义。

The experience teaches you what the numbers mean as we've spoken about.

当你有经验时，你会说：我以前见过这种情况。

When you have experience, you say, I've seen that before.

我今天看到的许多事情，都与我三十年前刚入行时所经历过的场景有关。

A lot of the things I see happening today link back to things I've seen when I started my career over the last thirty years.

我认为，除非你明确告诉AI该关注哪里，否则它无法做到这一点，因为它并不了解我所想到的那些关联。

I think that's something that the AI can't quite do unless you tell it where to look because it doesn't know the link to it that I'm thinking about.

没错。

Right.

但如果我能完成初始阶段，它就能帮助我更快、更准确地达到目标。

But if I can make the initial stage, it can help me get there quicker and more accurately.

但如果我本身没有一个关于我要找什么的模型，它是无法达成的。

But if I don't if I don't already have a model of what I'm looking for, it's not gonna get there.

你用了‘信任’这个词，我想知道，这其中是否隐含着‘亲和力’的细微差别？

So you used the word trust, and I'm wondering, is there a nuance with likability?

因为我以前听过——虽然我不记得是从哪里听来的——但我记得读过一些内容，说我们更容易被自己喜欢的人说服。

Because I had heard before, and I don't know where I got this from, but I remember reading something about, like, we're more convinced by people we like.

你用了‘信任’这个词，我想知道这是否是有意为之。

And you used the word trust, and I'm wondering if that was conscious.

我们更容易相信自己喜欢的人，而我们喜欢那些我们信任的人。

We're more convinced by people we like, and we like people that we trust.

好的。

Okay.

所以它们是相关的。

So they are related.

你有可能相信一个你不喜欢的人。

It is it is possible to believe someone you don't like.

比如，想象一个你非常讨厌的人，他说他要做某件事，但你立刻相信他会去做。

Like, it is like, picture someone that you really dislike and they say they're gonna do something, but you immediately believe that they're going to do it.

比如说，某个外国对手发出威胁，你相信他们会兑现威胁，因为他们通常都会这么做，即使你不喜欢他们，这也是可能的。

So let's say that there's some foreign adversary who makes a threat and you believe that they'll follow through on their threat because they usually do, even if you don't like them, that is possible.

但确实存在一种联系：如果你喜欢某人，你就更有可能相信他们。

But there definitely is a link between if you like someone, you're more likely to believe them.

如果你相信某人，你就更有可能喜欢他们。

And if you if you believe someone, you're more likely to like them.

我认为喜欢这种情感实际上被严重低估了。

And I think that liking is actually really underrated.

你听说过情感启发式吗？

So have you heard of the affect heuristic?

没有。

No.

你知道，我们有不同的决策启发式。

It's you know, we have different decision making heuristics.

我们有心理捷径，因为我们没有足够的时间。

We have mental shortcuts because we don't have all the time in the world.

这是一种进化上的现象，每个人都有这种倾向。

This is like an evolutionary thing that everybody has this.

我们并没有专门训练它。

We don't train it.

它就像与生俱来的东西，天生就有的。

It just comes with us, you know, out of the box.

我们没有足够的时间去吸收每一条信息并时刻做出决策。

We don't have all the time in the world to take in every single piece of information and make a decision all the time.

有时候，比如看到烟，你就得赶紧跑。

Sometimes it's like, if you see smoke, you just gotta go.

对吧？

Right?

所以我们一直在使用心理捷径。

And so we make we take mental shortcuts all the time.

其中一个主要的心理捷径是：如果我们喜欢某样东西，对它感到舒适，就更可能认为它是真实的。

And one of the big mental shortcuts is if we like something and feel comfortable with something, it's more likely to be real.

我们喜欢的人，更可能被认为有能力。

Someone we like is more likely to be competent.

我们喜欢的人，更可能被认为聪明。

Someone we like is more likely to be smart.

所有这些特质都会自然而然地联系在一起。

All these things just kinda go together.

因此，喜欢处于这一切的核心。

And so liking is at the center of that.

你提到我们可以塑造信任。

You mentioned that we can engineer trust.

我们如何做到这一点，首先，

How do we One do

是反复接触。

is repeated exposure.

因此，要信任某人，首先你必须了解他们是谁。

So in order to trust somebody, first, you have to have a sense of who they are.

比如，你不会信任一个陌生人。

Like, wouldn't trust a stranger.

你不会信任一个神秘人物。

You wouldn't trust a mystery man.

所以第一点，你必须知道他们是谁？

So one is you have to know who are they?

他们必须频繁出现，让你觉得你真的了解他们，而不是一个完全的陌生人。

They have to show up enough for to get a sense of you actually know them and they're not a total stranger to you.

信任陌生人很难，但如果你和某个陌生人有准社交关系，就很容易信任他们，因为他们对你来说已经不是陌生人了。

It's hard to trust a stranger, but it's easy to trust even a stranger that you have a parasocial relationship with because they're not a stranger.

有一些你这辈子从未见过的人，却会信任你，因为在他们眼中，你并不是陌生人。

There are people that you've never met in your life who would trust you because to them, you're not a stranger.

所以第一步是让自己不再是个陌生人。

So first is just become not a stranger.

第二步是建立一套共同的价值观。

Second is establish a set of shared values.

除非我知道你和我喜欢相同类型的食物，否则我不会完全信任你对餐厅的评价。

I wouldn't necessarily trust your opinion on a restaurant unless I knew that you and I like the same type of food.

如果你是个讨厌辣食的素食者，我可能不会采纳你对餐厅的推荐，即使我本人很喜欢你。

So if you are like a vegan that hates spicy food and whatever, I I probably wouldn't take your restaurant recommendation, even if I like you as a person.

对。

Right.

所以你必须建立一些共同的价值基础。

So you have to establish some shared baseline of values.

以下是我对这个世界的一些核心信念。

Here are some core things that I believe about the world.

如果你也认同这些，那就听我说下面的内容。

And if you share them, then listen to what I have to say next.

如果你不认同，也没关系。

If you don't share them, that's okay.

对吧？

Right?

不是每个人都必须展现出来。

Not everybody has to show them.

所以他们需要了解你是谁，知道你不是陌生人。

So they have to get a sense of who you are and you're not a stranger.

他们还需要了解你的思维方式和看待事物的方式，这样当你表达其他观点时，他们心中已经根深蒂固地认为你和他们想法一致，因此，如果你相信某件事，他们也更有可能相信它。

And they have to get a sense of how you think and how you view things such that when you say other things, they already have ingrained in their mind that they think like you think, and therefore, if you believe this thing, they're more likely to believe that thing too.

顺便说一下，这就是解决辩论或争论的方法。

This is how to resolve a debate or an argument, by the way.

更有效的争论方式是，你可以看到像加文·纽森这样非常娴熟的人在他的播客中就是这样做的，虽然可能有点太圆滑了，但他显然非常擅长这一点：他会邀请一个在很多问题上与他完全持相反观点的人。

The better way to argue and you see really smooth people like Gavin Newsom does this on his podcast, maybe a little bit too slick, but he's clearly very good at it, is he'll have somebody who totally disagree with him on a bunch of things.

他总是确保先在某件事上与对方达成一致。

And he'll always make sure to start with agreeing with them on something.

即使那件事微不足道。

Even if it's trivial.

我同意你的看法，那件事确实疯狂透顶。

I agree with you that that thing was totally insane.

现在我们可以进行一场富有成效的对话了，因为我们已经确立了你和我有可能以相同的方式看待事物，而不是让你下意识地认为这根本不可能。

And now we can have a productive conversation because we've established that it's even possible for you and me to see things the same way as opposed to your knee jerk assumption that it wouldn't possible.

我很好奇，这是否就是为什么品酒师几乎从不反驳你，当你这么说时：‘我在这酒里尝到了某种味道。’

I wonder if that's why sommeliers almost never disagree with you when you are like, oh, I taste whatever in this wine.

他们只会说：‘有可能’，或者心里想：‘根本不可能。’

They're like, possibly, or, you know, like, in their head, they're like, no way.

这完全是另一种味道。

Like, that's a completely different taste.

但是

But

是的。

Yeah.

他们从不直接说不。

They they never actually come out and say no.

他们总是会稍微搭一下桥，缓和一下差距。

They always sort of, like, bridge a little bit of a gap.

这很有趣。

That's interesting.

然后他们会引导你，让你注意到他们想让你注意的东西。

And then they'll, like, direct you or steer you towards what they want you to notice.

这很有趣。

That's interesting.

我是滴酒不沾的人，所以当我闻到葡萄酒时，我就觉得它就是葡萄酒。

I'm a teetotaler, so I'm the person that if I sniff a wine, I'm like, I think it's wine.

但我注意到的一件与此相关的事是，你有没有见过网上有人辱骂或嘲讽某人，但那个人出现后却说：谢谢你的反馈。

But but what I have noticed, which is related to this, is do you ever see online when people are insulting someone or dunking on someone, but then that person shows up and says, thanks for your feedback.

那个原本辱骂或嘲讽他的人几乎立刻就认怂了。

The original person who was insulting them or dunking on them almost immediately folds like a cheap suit.

你见过这种情况吗？

Have you seen this?

见过。

Yeah.

他们几乎立刻就认怂了。

Almost immediately they fold.

嘿，老兄。

Hey, man.

谢谢。

Thank you.

不。

No.

完全理解。

Totally understand.

我也会做同样的事。

I would be doing the same thing.

我懂了。

I got you.

等等，刚才发生了什么？

Like, what what just happened?

这是因为当你真正面对一个人，而不是仅仅面对一个概念或某种模糊的人的形象或代表时。

And it's because once you're actually confronted by a person instead of just like a concept or some kind of nebulous idea of a person or or some representation of a person.

一旦那个人就在那里和你说话，即使是在网上，我们的行为方式也会完全不同。

Like, once the person is there talking to you, even if it's online, we behave in a completely different way.

所以我告诉创业者们的一件事就是现身并为自己辩护。

And so one of the things I tell founders to do is just to show up and defend yourself.

或者为你的人、为你公司辩护。

Or defend your people, defend your companies.

萨姆·阿尔特曼在这方面非常擅长。

Sam Altman is really good at this.

他为他的员工辩护。

He defends his employees.

即使对于任何公众人物来说，人们也喜欢嘲讽、憎恨和侮辱，这非常困难。

And it's very hard, even as much as with any public figure, people like to dunk and hate and insult.

当他现身时，很多时候你会看到对方立刻退缩，因为他们要么感到受宠若惊，要么不想直接与他对抗，诸如此类。

And when he shows up, a lot of the time you see the person immediately fold because they're just like flattered or they don't wanna fight with him directly or something.

最有力的做法之一，就是让一个真实的人挡在他们面前。

It's one of the most powerful things is just to put a human in their way.

我的尴尬承受能力非常高，不管你怎么称呼它。

I have very high cringe pain tolerance, whatever you want to call it.

我完全不介意这一点。

I have no issue with that whatsoever.

我认为，随着年龄增长，这件事也会变得更容易，我发现是这样。

I think that there is this This gets easier also with age, I find.

我越老，就越不在意这些东西。

The older I get, the less I really care about that stuff.

但没错，我认为大多数人不愿意在一段时间内显得愚蠢。

But yeah, I think most people are not willing to look stupid for a period of time.

我认为另一点是，我总是从创业的角度来思考这个问题。

I think the other thing is that, I think about this all from the concept of entrepreneurship.

在我蒙特利尔的Shopify办公室里，挂着本·弗朗西斯创建Gymshark时用过的原始丝网印刷品。

In my office, here in Montreal, the Shopify office, I have the original screen print, that Ben Francis used to create Gymshark.

这是他送给我的礼物，是一份非常有意义的礼物。

It was a gift, it's a super meaningful gift that he gave me.

我非常喜欢它，把它挂在了我的办公室里。

I love it, I have it hung up in my office.

它挂在那里的一部分原因，是因为我觉得这是一份很棒的礼物，而Gymshark是Shopify上本土成功的典范。

Part of the reason why it's up there is because I think that it's an amazing gift, and Gymshark is this homegrown success story on Shopify.

它体现了我们所坚持的一切，简直太棒了。

It exemplifies everything we stand for, it's incredible.

但我把它挂在这里的另一个原因是，大多数人不知道，那并不是本·弗朗西斯的第一家公司。

But The other reason I have it up there is because what most people don't know is that that was not Ben Francis' first company.

在创立Gymshark之前，本·弗朗西斯其实已经创办过好几家公司，但都失败了。

Ben Francis actually had a bunch of failed companies before he landed on Gymshark.

我不只是从创业的角度，而是从更普遍的意义上来思考失败的成本。

I think about this idea of this cost of failure, not just from entrepreneurship perspective, but in general.

你必须弄清楚，无论你做什么事，这里的失败成本是多少？

You have to basically figure out with anything you're doing, what is the cost of failure here?

失败的成本真的很高，你必须认真考虑。

The cost of failure is really high, you really have to think about it.

你得稍微算一算，成功的收益是否值得承担失败的成本？

You have to sort of do a little bit of the math of is the benefit of success worth the cost of failure?

在某些情况下，答案根本就是否定的。

In some ways it's just not.

但我的意思是，每月39美元你就可以建立一个商店，这并不是为Shop Pay做广告，39美元就能建一个商店。

But, I mean, for $39 a month you can build a store, it's not a pitch for Shop Play, but $39 you can build a store.

如果成功了，就大力扩展。

If it works, blow it up.

如果失败了，就试试别的东西。

If it doesn't work, try something else.

仍然有太多人因为害怕失败而犹豫不决，不敢展现自己。

There are still too many people that are apprehensive that don't want to put themselves out there because of this fear of failure.

我长期以来一直认为，真正学会在不适中安然自处，是一种神奇的力量。

And I've long believed that, you know, getting really, really comfortable with being uncomfortable is magic.

这真的是种神奇的力量。

It's totally magic.

但我以前并不擅长这个。

And I wasn't always good at that.

我认为你不可能天生就具备这种能力。

I don't think you can be born with that.

我认为你可以学会这一点。

I think you can learn that.

我认为你可以学会韧性。

I think you can learn resilience.

但我知道，我所钦佩的每一个成功人士，都经历过那段看似愚蠢的时期。

But I know anyone that I admire who's had success who has not gone through that period of making, looking

kind

kind

了。

of dumb.

你看过自己第一次接受的采访吗？

You ever watched the first interview you've ever done?

我？

Me?

哦天啊，是啊。

Oh God, yeah.

看看这个。

Look at that.

我不会去听前二十到三十个采访。

I wouldn't listen to the first, I think, 20 or 30 of them.

我想先拿到文字稿，然后再去听它们。

I wanted to get a catalog, and then I wanted to listen to them.

当然。

Sure.

然后我去跑了很长一段路，开始听这些采访，当时我就想，天哪。

And then I went for a really long run, and I started listening to them, and I was like, Oh my God.

我觉得，我本该追问这个问题的，为什么我要那样表达呢？

And it's like, I should have asked this follow-up, and why did I phrase it that way?

和你一样，我对自己要求非常苛刻。

And like you, I'm incredibly hard on myself.

回来后，我通读了每一份文字稿，心想：我要为了大家而提升自己。

Came back, went through every transcript, and I was like, I want to get better at this for everybody else.

但是，太好了。

But, yay.

你之所以如此成功，没有任何秘密。

There's no secret to why you've been so successful.

在我看来，我已经认识你多年了。

In my view, I've known you now for a number of years.

你只是比别人更用心。

You simply outcare other people.

我认为，这种更用心的态度超越了智商、情商和天赋。

And I think that outcaring thing supersedes IQ, EQ, raw talent.

再深入解释一下这一点。

Double click on that for a second.

我认为我会选择这样的人——这正是我如此喜欢企业家的原因，我认为真正优秀的企业家，就是比别人更用心。

I think that I will take someone It's the reason why I like entrepreneurs so much, that I think entrepreneurs, the right entrepreneurs, the best entrepreneurs, they just simply out care other people.

他们愿意——如果你把两个人放在一个房间里，一个人只有50%的能力，另一个人有100%的能力，但那100%能力的人却不如50%能力的人那么用心。

They are willing to If you put two people in a room, one person has 50% capacity, another person has 100% capacity, but that 100% capacity person is just not caring as much as 50%.

我认为我可以帮助那个只有50%能力的人提升技能，但我不确定能否改变他们的抱负水平。

I think I can help that 50% person get more skill, and not sure I can change their level of ambition.

我认为抱负是可以改变的，但那种纯粹、内在、根深蒂固的抱负——无论你称它为关心、热情还是其他术语——我认为这是一种超能力。

I think you can change ambition, but I think like sheer, innate, deep rooted ambition, which call it care, whatever nomenclature you want to use, I think that is a superpower.

这也是为什么当有人问我‘你觉得我人生该做什么？’时，我会这样想。

And it's also the reason why when I meet someone they say, what do you think I should do with my life?

我常常反问他们：‘你平时做什么事情是真正享受的？’

I often ask them, What you do for fun?

因为很多时候，‘你做什么事情是真正享受的？’这个问题最终会变成：‘我真的很想成为一名时尚设计师。’

Because often the What you do for fun?

这个问题最终会变成：‘我真的很想成为一名时尚设计师。’

Question ends up turning into, I really want to be a fashion designer.

我会说：‘那你就应该去当时尚设计师。’

And I'm like, You should go be a fashion designer.

即使你从未做过，可能也没有基础技能，但那些技能你都能学会；关键是，你显然非常在乎这件事。

Even though you've never done it, you may not have the raw skills, you will learn those skills, but you seem to really care about this thing.

你很可能擅长这件事。

You're probably going to be good at it.

最在乎的人和最想要的人之间有区别吗？

Is there a difference between who cares the most and who wants it more?

你怎么看待这种细微差别？

Or how do you see that nuance?

我觉得它们是一样的。

I'll look them the same

在我的

in my

看法中。

view.

通常，高度的在乎源于强烈的意图或对成功的渴望。

Usually high care comes from high intent or an elevated level of desire to succeed.

我目前正在教我的孩子们这一点。

I'm trying to teach my kids that right now.

我花了很多时间，这听起来有点奇怪，但我真希望我能在公司上市前而不是上市后有孩子。

I spend a lot of this is kind of weird, but I kind of wish I had kids pre IPO rather than post IPO.

为什么？

Why?

我认为，我所取得的任何成功，以及我参与过的任何成就，都因为我知道自己的起点而显得更有意义。

I think whatever success that I've had and success of things I've been involved with, they are more meaningful to me because obviously I know where I come from.

我知道那有多艰难。

I know how hard it was.

但我也看到了林赛——我的妻子——如何看待我所做的事情，尤其是Shopify。

But I also see how Lindsay, how my wife sees my relationship with things that I've done, in particular with Shopify.

林赛对Shopify有着深厚而美好的情感联系。

Lindsay has great, a wonderful emotional connection.

对林赛，也就是我的妻子来说，Shopify不仅仅是一家公司。

Shopify for Lindsay, even my wife, is not just a company.

她还记得那些早期的日子。

She remembers those early days.

她记得那些日子，比如在塔克市场和拜沃德市场顶楼的情景，办公室臭气熏天，自助餐厅，还有艰难挣扎的时光。

She remembers those like being on top of Tucker's Marketplace and the Byward Market, The Office Stunk, the buffet restaurant, and struggling.

这甚至还是A轮融资之前的事。

This is pre series A even.

我喜欢，我特别喜欢她知道这些。

I like that I love that she knows that.

她知道这些有多重要，因为她见证了整个历程。

She knows how meaningful it because she's seen the entire journey.

我的孩子们都是在过去八年左右出生的。

My kids were born in the last eight years or so.

他们只知道我们的生活过得还不错。

They only know our life being pretty good.

我们的生活是在上市后发生变化的，这也不是什么秘密。

Our lives changed post IPO, I don't think that's a secret.

从经济上讲，我的生活发生了改变，我从不对此习以为常，但我希望他们能知道莉莲和我最初在加拿大渥太华的公寓是什么样子，有多糟糕。

Financially, my life changed and I don't take it for granted, but I wish they knew what Lindsay and my first apartment looked like in Ottawa, Canada and how gross it was.

那间公寓并不脏，只是因为我们负担不起更好的房子。

It wasn't gross because it was dirty, was just a nice apartment because we couldn't afford anything else.

所以琳赛经常告诉我：孩子们没经历过那些，但你要把这些故事讲给他们听。

And so Lindsay often tells me is just like, Yeah, the kids didn't see that, but tell them those stories.

所以我确实这么做了。

And so I do.

我会告诉女儿们那些早期的日子有多艰难，我们根本不知道事业会不会成功。

I tell my daughters the stories of those early days and how scary it was, and we didn't know if it was going to succeed or not.

我希望她们能明白这一点。

And I want them to see that.

我不希望她们以为这一切都是命中注定、偶然发生，或者只是运气好——当然运气确实有作用，但更重要的是坚韧和意志力，至今依然如此。

I think I don't want them to think any of this came simply because it was fate or just kinda happened or, you know, I mean, luck plays a role here, but this was sheer grit and willpower, and it still is.

我喜欢启动像《Big Shot》或Firebelly这样的小项目，部分原因就是想让孩子们看到这些。

Part of the reason why I like starting these small projects like Big Shot or Firebelly is I want the kids to see that.

我想让孩子们看到，我们《Big Shot》的第一集，主角是查尔斯·布兰夫曼。

I want the kids to see this thing that, you know, that first episode of Big Shot we did was, it was Charles Bronfman.

它表现得不太好。

It didn't do very well.

我当时并不擅长这个。

I wasn't very good at it.

我不是个好的采访者。

I wasn't a good interviewer.

我不知道该问什么问题。

I didn't know what questions to ask.

我和戴夫一起笨拙地摸索着前进。

Dave and I were kind of awkward fumbling along together.

我的大女儿贝利已经基本记住了那一集的大部分内容。

Bailey, my eldest, has sort of memorized most of that episode.

现在她会看那一集。

Now she watches that.

他们很喜欢看《Big Shot》。

They love watching Big Shot.

她们还观看了最近的一集，关于鲍比·科蒂克，他创建了动视暴雪。

They also watched the most recent episode, Bobby Kotick, who built Activision Blizzard.

我们上周发布了那一集。

We put that out last week.

我喜欢看着她体会风格和表达上的差异，因为我想让她明白，她生活中想要的一切都可以拥有，但不会容易。

I love watching her see the difference in style the articulation because I want her to know that like all the things she wants in her life she can have, but it won't be easy.

不会有人白白给她的。

No one's gonna give it to her.

一开始会挺糟糕的。

And it's gonna kind of suck at the beginning.

每当你在那种时刻，感到紧张又非常渴望某样东西时，显然，最好的表现来自于自由。

Whenever you're in that moment, when you're nervous and you really want something, obviously, the best performance comes when you have freedom.

但你很容易对此产生执念，因为你心里会想：这真的很重要。

But it's easy to get attached to that because you're, like, thinking, okay, this is really important.

于是我们就会对此产生执念，并变得紧张。

And so we get attached to it and have tension.

所以你可以问自己：在这个时刻，我更想要什么？

So what you can do is ask yourself, what do I want more in this moment?

是想在这一次成功，还是想在这些时刻中变得更好？

To be successful right here this one time, or to get better at these moments?

换句话说，是掌控我的自我，不要过于在意别人的想法。

In other words, to master my ego, to not be so caught up in what people think.

大多数人遇到的情况是，他们在生活中会到达一些非常不舒服的时刻。

So what happens to most people is that they come to these points in their lives where they're really uncomfortable.

也许他们正在众人面前演讲，或者打乒乓球。

Maybe they're giving a speech or playing ping pong in front of a bunch of people.

具体是什么并不重要。

It doesn't matter what it is.

当你紧张且有人在观看时，就会来到这些令人极度不适的时刻，而他们会退缩，因为太不舒服了。

If you're nervous and other people are watching, they come to those moments where they're really uncomfortable, and they back away because they're too uncomfortable.

他们太害怕在别人面前出丑了。

They're too afraid of of looking foolish in front of others.

而最成功的人愿意看起来愚蠢。

Whereas the most successful people, they're willing to look foolish.

他们愿意犯错。

They're willing to make mistakes.

所以我认为很多人知道这一点，但我们如何做到呢？

And so I think a lot of people know that, but how do we get there?

在那一刻，要意识到当我最不舒服的时候，正是对你至关重要的时刻。

And so in that moment, it's realizing that when I'm the most uncomfortable, that's the moment that's the key for you.

这是内在卓越的第一原则。

And it's principle number one for inner excellence.

一切都在教导我、帮助我。

Everything is here to teach me and help me.

一切都在为我的利益服务。

It's all working for my good.

因此，我们要去寻找那些你最不舒服的时刻，并提醒自己：这就是我的老师。

So we're gonna go look for those moments when you're most uncomfortable, and and say and remind yourself, this is my teacher.

而内在卓越在于拓展你认为可能实现的边界。

And inter excellence is about expanding what you believe is possible.

内在卓越有三大支柱：信念、自由和专注。

There's three pillars of inter excellence, belief, freedom, and focus.

要完全投入当下，拥有如孩童般自由玩耍的勇气，并拓展你认为可能实现的边界。

To be fully engaged in the moment, have freedom to play like a child, and and expand what you believe is possible.

去做你从未做过的事，成为你从未成为过的人。

To become to do things you've never done and become someone you've never been.

要拓展你认为可能实现的边界——这一关键支柱，我们需要找到那些让自己感到不适的时刻，并拥抱这些时刻。

And to expand what you believe is possible, kind of that crucial pillar, is we need to find those moments where we're uncomfortable, and we need to embrace that moment.

我们做到这一点的方式是明白，这里的关键不在于结果，而在于我是否愿意留在当下，而不退缩。

And the way we do it is we understand that the key thing here is not the outcome, but it's my willingness to be in this moment and not back away.

即使你惨败也没关系。

It doesn't matter if you fail horribly.

你这样做十次，失败十次，最终你会在这些时刻中变得从容，然后你的技能就能跟上并实现突破。

You do that 10 times and fail horribly 10 times, eventually, you're gonna get comfortable in those moments, and then your skills will be able to match and break through.