Text 1

The Credibility Principle

by Robert L. Shook

    How many times have you broken your promises and been disappointed by unfulfilled promises of others? Read the following passage and get a better understanding of what the Credibility Principle is and why it should be cherished and followed. 

    We will now discuss the "Credibility Principle": Do whatever you say you are going to do. Thought simple and rational, this principle is not followed by the vast majority of people. The person who does what he says he will do is a rare individual who stands tall in the crowd. 

    Certainly we've all been in situations where we were "promised" performance and received only disappointment. At one time or another all of us have shared the frustration that followed the unfulfilled promise: "My check is in the mail." How many times have you been disappointed when a tailor failed to have your suit or dress altered by the promised date? Perhaps a computer salesman " guaranteed" you delivery of the 7 000 Model by the 25th of the month, but you didn't receive it until two weeks later. Remember when the contractor assured you that your swimming pool would be completed no later than June 10, but you weren't able to take your first swim until September 2? How about the time you were promised your new car by the first of the month but didn't receive it until almost four weeks past the scheduled date? All of us have suffered these kinds of frustrations and agonized over such broken promises. The failure to perform as promised is a losing image, and you must avoid it like the plague. 

    Dwight Knight, a very bright attorney with a leading law firm in town, is a perfect example of someone who violates the Credibility Principle. In spite of his outstanding ability as a corporate lawyer, his constant failure to meet promised deadlines causes him to lose much if not all of the goodwill he creates by his ability to "put a good product." "Why, sure," Dwight tells his client, "I'll have the final contracts drawn up by Wednesday. I see absolutely no reason whatsoever for any delay. What time do you want them? Will the morning around tenish be all right?" 

    In view of Dwight's past performance record, it's always advisable to call him prior to sending a secretary over to pick up the contract. Chances are that when you do, his receptionist will say, "Oh, Mr. Knight is tied up in conference until noon. May he return your call after he's back from lunch?" Toward the end of the day, when you still haven't heard from him, you will give him a call before you leave the office, but he's still going to be unavailable. On Thursday, the day after the scheduled appointment, he gives you the run-around for the entire day! By Friday you're fit to be tied, and when he finally does allow you to be put through on the phone, he meekly mumbles, "You know, those contracts are really much more complicated than first meets the eye. Why, I had no idea they were going to be so difficult. There's so much more involved than I had imagined." As he hems and haws, there is no possible explanation he can give you that will be acceptable—he failed to meet the deadline. Since you know he's not incompetent, you can only conclude that he just doesn't give a damn whether he inconveniences you or not! Although you may be locked into working with him on this particular contract, your mind swiftly begins to think about replacing his law firm with another one.

    Attorneys aren't the only professionals who cause this kind of unnecessary frustration for their clients. Doctors are just as guilty. My "ex" personal physician, Boris, almost made me mad enough to give him a black eye for the abuse he inflicted upon me. I was required to get a physical examination for a large life insurance policy I had applied for, so I had my secretary set up an appointment with Dr. Morris for the first thing in the morning. "Tell him to be at the office at eight-thirty," the nurse told my secretary, "and we'll have Mr. Shook in and out in no time flat!" I arrived at the doctor's office ten minutes before it opened, and, much to my dismay, twenty other patients were also waiting in the reception room when the nurse arrived at twenty to nine to open the door to let everyone in. Dr. Morris came in through his private back-door entrance at ten after nine, and at ten-thirty I was finally asked to fill out a form. At eleven, I was led into a small room and told to take off my shirt. Like a fool, I stood in this stark examining room for fifteen minutes before the good doctor finally burst through the door and said, "And how is my good friend, Bob Shook, this morning?" 

    I won't go into detail about what I answered, but I will say that there was absolutely no reason in the world for his lack of consideration. He had inconvenienced me and twenty other people by telling us all to be at his office at the same early hour. This is just plain disrespect for others' time, and no one has a right to treat anyone so rudely. I understand there are many doctors who display this kind of contempt for their patients, and they continue to conduct their practices in this way, even though several people tell them that doing so is inexcusable.

    Perhaps the most infamous individuals who make promises that they don't fulfill are politicians. It's sad commentary on our political system and a distasteful fact of life that the average American has lost confidence in our local and national leadership. This loss of confidence can be a much greater problem than first meets the eye because widespread mistrust in our government can cause the downfall of our free enterprise system. Campaign promises are too often made in an attempt to win votes, not with the intention of actual performance. This is probably the most notorious situation in which the public expects promises to be broken.

    I believe in respecting the next man, and when I tell him that he can count on something, I do it without fail according to schedule. I don't care if I have to stay up for two nights; I'll meet my deadline, barring an unforeseeable accident or illness. To date, I have been blessed with excellent health and have only had to miss one day's work in the last fifteen years because of sickness. Even now, because I have a deadline to meet with my publisher, I am writing this chapter in my office on a Sunday morning at six-fifteen because I will definitely be on schedule.

    Keeping commitments was very important to us when my father and I started our business, and to this day that is still a high priority. In the beginning we realized how important it was for us to establish credibility with the various insurance companies our agency represented. Consequently, we vowed to always obey the Credibility Principle to the letter. We realized that the very nature of most salesmen is to oversell and never do quite what they say they will. Hence, we felt that giving these companies slightly lower figures than we actually anticipated in sales volume for the upcoming year was preferable to quoting higher figures. At the year's end they were then pleasantly surprised by the "extra" business they received. Even though they would have received the same amount of sales volume regardless of the projections, we felt it was better to give them more than they expected rather than to disappoint them by giving them less. Many times throughout the years we have been told, "You people are the only sales organization in the entire industry who actually meet the production figure you give. In most cases, we simply cut the predictions in half and come up with a reasonable estimate of what an agency will actually do." 

    Everybody has dealt with people who constantly stretch the facts when they project what they're going to do. What is amazing is that such people do not have the foresight to see how foolish they are going to appear when they fail to produce what they have promised. In our company, for example, we ask each salesman to give us a twelve-month projection of the volume he expects to produce during the upcoming year. If we were to total the amounts of these projections and then actually hit those annual figures, we would be in a position to retire! In many cases a salesman's projections are so unrealistic that he gets too far behind by April and must therefore disregard his sales goals and establish more realistic ones for the rest of the year.

    If there is a "best" time to give accurate projections, I would suggest that it is when you visit your banker for a loan. Never, absolutely never, give your banker inflated projections unless you are positive you will meet them. In fact, I have found that it's always better to give him slightly lower projections so when the end of the year fiscal year arrives, you can present him with better figures than he was expecting. If you're going to surprise a banker, do it with good news, not bad!

    Since a good relationship with their bank(s) is highly essential for most businesses, credibility must be established early in the game. The majority of businesses ignore the Credibility Principle, and in their zest to make a good impression on a loan officer, they oversell. While they may think they're making a good impression, they're actually making a foolish mistake, because six months, a year, even three years go by so quickly, and the banker won't forget what was projected. He's written it all down and presented the financial forecasts to his bank examiner. If the business fails to meet projections, he's going to want a full explanation to why the forecast was off, and it's going to be difficult to talk to him. Doesn't it make good sense to project less than what you're relatively certain you can do, and then surprise him with the good news of having done even better? After all, you're planning to do business with your banker for a long period of time, so don't place doubt in his mind that will cause him to think, "Well, if he's asking for this figure, we'll just cut it in half."

    We like to believe that others are going to follow through when we deal with them, but many simply will not. I know several highly talented men and women who do not follow through, and as a result they frustrate everyone who deals with them, causing many to decide never to do business with them again. Lynn Flynn, a real estate agent, is a good example of an excellent salesperson, who, though she has all the talent necessary to do a fine job, lacks the commitment to follow through on what she initially tackles. Clark Barr, a friend of mine who was transferred to our city from out of town a few years ago, told me about the exhausting experience he had when he and his wife Gay were house-hunting. "Bob, I never saw anything like it in my life," he said. "I had to get a house because we sold our home in Michigan, and we only had sixty days before we had to vacate it so the buyers could move in. I explained all this to Lynn and she told me that she had dozens of homes like the one we were looking for, and no broker in town had as many exclusive listings. Well, Gay and I couldn't get over it," he continued. "No matter how many times we called her, she stalled us and gave excuses about why this house or that house wouldn't be suitable. One day, my wife saw the dream home and it had a For Sale sign in front. When Gay called Lynn to ask for a showing, she told us that she had just sold it to some other family that day before. We were so mad that we decided to contact Holmes Realty and do you know what? We ended up buying a ninety-thousand-dollar-home from them within five days. I'll bet Gay has sent Holmes at least eight other customers who've also been transferred here by our company. I know for a fact that I've told at least a dozen more to stay away from Lynn Flynn! She's a nice gal, but it's just plain murder to deal with somebody like that." 

    Unfortunately, all of us have dealt with people like Lynn Flynn at one time or another, and when we do, we learn to appreciate the professional who does what he says he will. Life is simply too short to go through the same exasperating situation twice with the person who let you down because he didn't deliver the goods as originally promised. Many people whose talent borders on genius achieve only mediocre results in their career because they lack the necessary follow-through to actually perform well. Less gifted people continually outperform these so-called geniuses because they come through when they're supposed to. No matter how outstanding the end result may be, you do not receive full value for services rendered if you suffer unbearable frustrations because the other person didn't do what he said he would do according to schedule. 

    Conclusion

    If it is your intention to build a long and rewarding career, you must plan to do business with others over a long period of time. Your output, plus your ability to apply the Credibility Principle, will determine your success in the long run. This is the winning image you must develop if your career is to enjoy longevity.

(2296 words) TOP

课文一

诚信原则

罗伯特·L·舒克

    你有多少次违背过自己的承诺？有多少次为别人没兑现其承诺而失望？读一读下面这篇文章，你就会更好地领会什么是诚信原则，以及为什么要珍视和遵循它。

    现在我们来讨论“诚信原则”：做你说过要做的任何事情。尽管这条原则很简单 ，也很合理，然而大部分人却不遵守它。一个说到做到的人是出类拔萃的人，以至于难得一见。

    我们肯定都遇到过这种情况：别人“答应”我们做一件事情，结果我们得到的只是失望。我们都曾在某个时候因为别人没兑现承诺感到到沮丧，“我的支票还没有寄到。”有多少次你因为裁缝没能在约定的日期把你的西服或礼服改好而失望？或许一位电脑推销员曾向你“保证”在这个月25日将Model7000型电脑送上门，但你直到两星期后才收到它。还记得那个承包商吗？他信誓旦旦地说你的游泳池完工将会不超过6月10日，但你直到9月2日才能第一次下池游泳。还有那次你得到承诺说你要的新车会在那个月1日送到，但过了将近四个星期后你才收到？我们都曾经受过这种失望，面对别人的失言而难过万分。不能实现承诺是个失败的形象，你要像躲避瘟疫一样躲避它。

    德怀特·奈特是镇上一家主要的法律公司的律师，聪明能干，但他是一个不遵守诚信原则的典型。尽管作为一位公司律师他有出色的能力，但他常常不能在约定的最后时刻履约，使他靠“拿出好成果”的能力建立的信誉损失殆尽。“当然，肯定了，”德怀特会对他的客户说，“到星期三我会将合同书最后一稿起草好的。我绝对看不出有什么会延迟的原因。你什么时候要？早上10点钟左右行吗？”

    考虑到德怀特以往的工作记录，你最好还是在派秘书去拿合同书之前给他打个电话。情况往往是，你拨通了电话，他的接待员会说，“哦，奈特先生开会直到中午。他午饭回来后给你去电话好吗？”到这一天结束时还没有听到他的消息，你要在离开办公室之前再给他打个电话，然而还是找不到他。到星期四，就是约定日期的次日，他整个一天都躲着你！到星期五，你已十分恼火，当他总算让你把电话接通时，他低声下气地咕哝道，“你知道，合同书实在是比第一眼看上去难弄得多。哎，我一点儿也没想到它们会这么难。涉及到的事情比我想象的要多得多。”他就这么哼哼哈哈地，没有一个可以接受的解释——他没能遵守限期。由于你知道他并不缺乏能力，你唯一能得出的结论是，他一点儿也不在乎是否给你造成了不便！尽管就这个合同你不得不与他合作到底，你很快在考虑找别的法律公司来取代他的。

    在职业人员当中，给其客户带来这种不必要的失望的，并不只有律师。医生也犯同样的错。我的前个人医生鲍里斯因为作弄我把我气得发疯，差点照脸给他一拳。我申请了一笔数目很大的人寿保险，需要进行体检。因此我让秘书与鲍里斯医生约好，早上一开始就体检。“告诉他8点半到办公室，”护士告诉我的秘书，“我们会即刻为舒克先生检查！”我提前10分钟来到医生的办公室，可使我大吃一惊的是，当护士8点40来开门让人们进来时，有二十个别的人也在接待室里等候。9点10分鲍里斯医生从他私人的边门走进办公室，10点半我总算被叫进去填一张表。11点钟，我被领进一个小房间，并被吩咐脱去衬衫。我像个傻瓜似的在这间空荡荡的体检室站了15分钟，那位好医生才从门口冲进来，说道，“今天早上怎么样，我的好朋友鲍布·舒克？”

    我不想再详细说我答了些什么，但是我要说他绝对没有理由不考虑别人。他要我和另外二十个人在很早的同一时间到他的办公室来，给我们造成了很大的不便。这纯粹是不尊重别人的时间，谁也没有权利如此无礼地待人。我明白有很多这样的医生，他们对自己的病人毫不尊重，即使很多人告诉他们这样做是不可原谅的，他们也是照样我行我素。

    最为臭名昭著的空许诺而不去实现的人可能就是政治家了。普通美国百姓对我们的地方和国家领导失去了信心，这对于我们的政治制度来说，实在是可悲可叹，也是我们生活中令人不快的事实。这种信心的丧失可能会比初看起来问题要大得多，因为对政府普遍的不信任会导致我们自由企业制度的失败。竞选时的许诺常常只是为了赢得选票，而不是想真正去实现。这大概是公众料到许诺将会落空的最为臭名昭著的情况。

    我坚信对别人要尊重，一旦我告诉他可以指望什么事，我就会按照计划丝毫不差地做好。我不在乎是否要熬上两夜；我要遵守限期，除非是遇到不可预见的偶发事件或者生了病。到目前为止，我的身体一直很棒，在过去的15年中，只由于生病耽误过一天的工作。即使此刻，因为要遵守与我的出版商定好的限期，我在一个星期天上午6点15分坐在办公室里写这一章，因为我一定要按计划完成。

    我父亲和我开始创业时，信守承诺对我们很重要，直到今天，这仍然是我们的首要信条。开始时我们意识到，与我们的代理商所代表的各家保险公司建立信任是多么重要。因此，我们发誓要一直严格遵循诚信原则。我们意识到，大多数推销员的特点是，是夸大销售额，而从来做不到他们报的数额。所以我们觉得，给这些公司上报比我们实际预测的稍微低一点的数字，比报高一点的数字要好。年终时他们为“超额”完成的销售，感到惊讶而高兴。即使不管那些预测，他们也会得到相同数量的销售额，但我们觉得，拿出多出他们预期的销售额，比拿出较少的销售额使他们失望要好。这些年来他们多次称赞我们，“在整个行业里，你们是唯一一家能够完成你们所报出的数额的销售公司。在大多数情况下，我们都得把预测的数额对半折，从而才能较为合理地估计出一家代理商实际能完成的数额。”

    人人都与这样的人打过交道：他们在计划要做的事情时总是夸大事实。令人惊异的是，这些人并没预见到当他们无法达到许诺的结果时，他们将会显得多么愚蠢。例如在我们公司，我们要求每个推销员给我们一个十二个月预测，说明他在来年期望达到的销售额。如果我们把这些预测数字加起来，然后就当成是年度销售额，那么我们就该退休了！在许多情况下一个推销员的预测数字是如此地不现实，以至到了四月，他就远远落后了，从而不得不取消他的销售目标，为一年剩下的时间确定更为现实一些的目标。

    如果说有一个做精确预测的“最好”时间，我建议那应是在你去找银行家寻求贷款时。不要，千万不要给他夸张的预测，除非你有把握能够达到。事实上，给他一个稍微低一点的预测，到年终会计年度到时，你可以给他一个比他期望好一点的数字，我发现这样总是更好。如果你想让银行家吃上一惊，用好消息，不要用坏消息！

    由于与其银行建立良好的关系对大多数商家来说都极其重要，因此合作开始就必须建立信用。大多数商家忽视诚信原则，他们热情很高，为了给负责放贷的人员一个好印象，就不惜大吹特吹。他们以为能留下一个好的印象，其实他们在犯一个愚蠢的错误。因为六个月，一年，甚至三年时间很快就会过去，银行家不会忘记你预先说过的话。他已经全部记下，并将财务预算交给了银行的核查人。如果你没能完成预测的任务，他就要求对为什么预算失衡做出详细的解释，那时再和他谈将是很令人尴尬的。预测时比你相对有把握达到的少报一点，然后当你做得甚至更好时用这个好消息给他个惊喜，不是更为理智吗？毕竟，你将与你的银行家长期交往，因此不要让他心里有疑惑，使他想，“嗯，要是他要这个数目，我们就把它砍去一半。”

    我们总爱相信，当我们与别人打交道时，他们会做到底。但许多人却就是不这样。我认识几个富有才华的先生和女士做事就不做到底，结果与他们交往的人都很失望，许多人决定再也不和他们做生意了。林恩·弗林，一个房地产经销商，是一个出色的推销员，尽管有干好工作所需的才能，但却不能把自己开始的事情进行到底。克拉克·巴尔，我的一个朋友，几年前从乡下调来我们这个城市，他对我讲述了他和他的妻子盖伊找房子的累人经历。“鲍勃，我一生中从来没有见过这样的事，”他说，“我们卖掉了在密歇根州的家，得再找一所房子，我们只有六十天的时间腾空房子好让买主搬进来。我把这些都告诉了林恩，她说她有十几套像我们要的房子，城里没有哪个中介商有这么多套全由她代理的房子。可是，盖伊和我却见不到一套房子，”他接着说。“不管我们给她打多少次电话，她总是推托，找借口说为何这套或那套房子不合适。一天，我妻子看到了一套理想的房子，前面贴有‘出售’的招牌。当盖伊打电话给林恩要求看一下这套房子时，她告诉我们说，她前天刚将房子卖给了另外一家。我们气疯了，决定与福尔摩斯·里尔梯房地产处联系。你猜怎么着？不出五天，我们就从他们那儿买到了一套九万美元的房子。我敢说盖伊至少为福尔摩斯介绍了八个另外的客户，他们也是被我们公司调到这里来的。我自己也曾至少告诉过一打人的要他们远离林恩·弗林！她是个不错的人，但她那样待人简直就等于谋人性命。”

    不幸的是，我们都在某个时候和象林恩·弗林这样的人有过交往。与这样的人打过交道后，我们就知道欣赏那说了就做的专业人员。生命太短暂了，谁想再与那个因不按约定把货物送上来而让你失望的家伙重复一次那恼火的经历呢。许多人虽才智几与天才相等，但事业上成就平平，就是因为他们缺乏必需的坚持到底把事情真正做好的精神。天赋不甚高的人常常胜过那些所谓的天才，就是因为他们该坚持到底时就坚持到底。不管最终的结果如何不错，如果别人没有按照他所答应的来做，从而使你遭受了难以忍受的失望，那么你就没有得到充分完美的服务。

    结论

    如果你想开创一个长期而富有回报的事业，你必须计划好与别人长时间地打交道。你的成果，加上你运用诚信原则的能力，将会决定你最终的成功。如果你的事业想长久，这是你必须树立的赢的形象。

返回

Text 2

Nurture Your Nature

by Annette Foglion

    In 1979, Tim Seward sat in my audience wide-eyed and eager to grow. His newly bought Tidy Car franchise provided him the chance to build his own business doing auto detailing. At 19 years old, this was quite a challenge. He had no college degree or business experience, just enthusiasm and the willingness to work hard.

    I spoke to the group on "How to Build Your New Business," and after my speech Tim sat with me during lunch. I tried to answer his scores of questions and still eat lunch. At the end of lunch he asked me for a "daily motivator," a challenging quote to motivate himself with.

    Here's what I told him: "Every day ask yourself, ‘How would the person I'd like to be do the things I'm about to do?’" He went home and did that.

    His goal was to become the international sales leader of Tidy Car. He wanted to be the best they had. So he asked himself, "How would the international sales leader do what I'm about to do?"

    He began to dress differently for work—in a jumpsuit with "Tidy Car" on the back, rather than a T-shirt and jeans. He also did his work more thoroughly. Each car was polished to perfection. He served his customers like the leader would. They came back for more and referred their friends to Tim.

    Tim's business grew rapidly, so he leased an old service station and hired others to help. He upgraded all that he did. Tim also listened to motivational and business tapes as he worked, went to seminars, and traded auto services for advice and coaching. His business continued to grow.

    At the end of that year, Tim had done so well that he won the international sales leader award among hundreds of other franchises at Tidy Car's convention in New Orleans. He drove home in his prize, a brand-new, shine white Corvette!

    Tim went on to lead Tidy Car again and again. Then he formed his own company selling auto accessories. He became a good husband and father. He learned how to build and sustain a successful business. Today, two decades later, he lives in a beautiful new home in Florida. He has built, owned, and sold four business locations in Michigan that provide jobs for many people and produce over $6 million a year. He lives an abundant life and has a beautiful family.

    The Seeds of Success

    Time did not ride a wave of auto-motive opportunity. Nor did he luck into a business relationship with a rich benefactor. No wise guru took him under his or her wing. He didn't gamble big and win.

    Tim simply practiced what the author Tony Alessandra calls "the Platinum Rule". That is, he treated people the way they wanted to be treated. He served them graciously, gave their cars the extra touch, made it easy for them to work with him, valued his co-workers, and constantly increased his own ability to bring value to others.

    Tim was rewarded for his work on all levels: good health, great friendships, happy family, successful business, and an abundant life. His success was not the result of college degrees, negotiating skills, financial mastery, or good timing. He was rewarded as nature always rewards us, by the natural, predictable results of becoming the kind of person he was capable of becoming in all eight areas of his life: mind, body, spirit, emotions, family, friends, career, and finances. He was living and working in alignment with his values, his intelligence, and his potential and, like an acorn that becomes a mighty oak, his growth seemed almost automatic.

    Success is not a contest, nor is it a mountain you must struggle to climb. Success is your birthright. It is your natural state of being.

    Sure, you'll have to work at it. You may even have to develop some new habits. But personal growth ( the natural process that creates a successful life) is not drudgery. It is fun! Ask anyone who is living a highly productive and happy life. "What is it like to develop new abilities and bring out your best?" He or she will pause, then smile and tell you, "It is great! I can't imagine living any other way!"

    I know this to be true. Over my past 20 years of work in human development I have found that the people at the top of every field have a different way of looking at life from those who are still struggling to keep up. It is not a difference in talent. It is a difference in outlook.

    How do I know? Because I've seen it happen to Tim Seward and in the lives of thousands of others. I've experienced it in my own life again and again.

    You can learn to "nurture your nature" by keeping a journal of your desires that describes the person you'd like to become. This picture of the future you will evolve over the years and yet also stay the same in many ways. The clearer your description of the person you'd like to be, the more likely it is that you'll live the life you'd like to see. This can be one of the most profound exercises you will ever undertake.

    Ralph Waldo Emerson once said, "Desire is possibility seeking expression. "The essence of your nature is expressed in your true desires. Once you have described the person you'd like to be, you can begin to shift your focus to the areas you should emphasize today in order to make your dreams a reality tomorrow.

    In order to grow, you need, like a tree, to be either expanding your roots (gaining more awareness and resources) or bearing fruit (behaving productively). When you spend too much time in one area, your needs will increase in the other areas. You need a daily plan for both expanding your roots and bearing fruit.

    The Thought Diet: Your Growth Starter

    The desire to expand my roots and to bear fruit in my life developed into a tool that I've used off and on for more than 20 years. I call it the thought diet. It's designed to influence your thinking through your behavior and to groom your behavior through your thinking, just as an eating regimen would affect your physique.

    I believe each of us should take on the job of raising ourselves. And when you're raising someone, there are two jobs, both with the same goal: Both the parent and child want the child to become an independent, self-directed adult.

    I told my son years ago, "I want the same thing you want. I want you to be able to do whatever you want to do without ever checking with me on whether you can do it or not."

    He said, "Hey, I like that."

    "Here's how you get there," I told him. "You form the kind of habits—study habits, interpersonal habits, habits in school, habits in daily hygiene, habits in decision making—that will assure me that you're going to make good choices and keep yourself safe as you progress in life. As I see those habits develop in you, I'll give you more and more freedom in every area. So you form the habits, and I'll guide the growth."

    To implement that thinking, you can create a "thought diet card" to guide your growth as you develop and cultivate the habits of success. The thought diet is a tool for helping you become more of the person you need to be in order to achieve your goals. If you cultivate the thoughts and habits of the person you want to be, you'll automatically start getting the things you want to get.

    Read your thought diet card once every morning and once every night.

    The thought diet card has three important parts. Part one is your current primary goal—a brief description of the goal that matters most in your life right now. Part two lists the traits you are developing—five qualities you most want to cultivate within yourself to become the person you want to be, the person who would achieve your stated goals. Part three describes your minimum daily actions—behaviors that will break your inertia each day and get you started growing again. This is not a mere list of goals to achieve or studies to complete; it is a list of traits and behaviors that bring out the desired qualities in you.

    The goal and the list of five traits go on one side of your card, and minimum daily actions go on the other side. On the side of the card for actions, list eight categories: mind, body, spirit, emotions, friends, family, career, and finances. And then beside each one write a minimum action that will help you to grow in that area. Be realistic: Don't challenge yourself too much or too little. And make sure that the actions, traits, and goal are compatible. Side one of my thought diet card showed the current primary goal in 1975. Side two listed the minimum daily actions I wanted to take in order to develop the traits and meet my goal.

    THOUGHT DIET

    My current primary goals:

    To become a national expert in the field of personal development.

Five traits I am developing:

    1. To be more observant: to notice more, and to learn from every source available.

    2. To be healthy, fit, and agile: constantly to develop physically.

    3. To be generous: to compliment others often, to help them find the good in themselves.

    4. To be optimistic: always to look for solutions and possibilities.

    5. To be inspiring: to hold myself to a higher set of professional and personal standards.

    THOUGHT DIET

    Minimum Daily Actions:

    Mind: Read one page of a book.

    Body: Put on jogging shoes and walk out to the street.

    Spirit: Thank God for blessings received.

    Emotions: Laugh once.

    Friends: Phone or write to one person I care about.

    Family: Spend 10 minutes carefully listening to a family member.

    Career: Learn one new idea that will enhance my career.

    Finances: Keep an accurate record of money received and spent.

    Above: A goal for growth. Side one of author Jim Cathcart's original "thought diet card" declares his goal for the future and lists five key traits he wants to cultivate.

    Below: An action plan for the day. On side two of his "thought diet card" the author commits to taking minimum daily actions in eight categories in order to build the traits.

    I knew that if I developed that five traits I had selected I would start becoming the person who would achieve the goal I had written down. Then the goal would be the natural byproduct of my daily actions. It's the reverse of what a lot of people do when they focus on the goal. But I say you can go about it from either direction. If you figure out what kind of person you want to be, then think about the goals that person would achieve, and then become the person—the goals will be the automatic byproduct.

    Now, those minimum actions don't constitute a complete plan for reaching a lofty goal, but they did provide the simple push I needed each day to get started, and it worked for me. I changed the card often, and if I found I wasn't doing something on the card, I would write in a new action, constantly monitoring what I avoided. I did this repeatedly until I figured out how best to motivate myself and determine what I could get myself to do. If the goal wasn't exciting, then I'd reexamine my goal on the card for a while. If it seemed that I'd acquired one of the five traits, then I'd add some new ones that I felt I needed to work on.

    It is in your nature to be successful at certain things. To identify your natural path, keep a record of your likes and dislikes, successes and failures. Study the patterns in your life and align yourself with your potential strengths. Use the thought diet to study the course. Learn to "nurture your nature."

    The seed of your future successes already lives within and around you. The seed's only job is to grow, to live fully. The oak sleeps within you. Growing season is here.

(2060 words)  TOP

课文二

培养你的本性

安妮特·福格琳

    1979年，蒂姆·苏厄德坐在我的听众当中，大睁双眼，跃跃欲试。他刚买下了泰迪汽车的经销权，有了开办自己的汽车零售生意的机会。对于19岁的他来说，这是个不小的挑战。他没有大学学位或商业经验，只有热情和愿意吃苦。

    我给听众演讲的话题是“如何开办你的新事业”，演讲后蒂姆与我共进午餐。我一边吃一边尽力回答他滔滔不绝的提问。午饭结束时，他向我问一句“每日格言”，一句用来激励自己的挑战性的语录。

    我告诉他的就是：“每天问一下自己，‘我想成为的那个人该怎样做我要做的事情？’”他回去后就这样办了。

    他的目标是成为泰迪汽车的国际销售领头。他想成为他们所有的最优秀者。因此他问自己，“那个国际销售领头将会怎样做我要做的事情？”

    他开始改变上班的穿着——一件背上印有“泰迪汽车”的工作服，而不是T恤衫和牛仔裤。他工作也做得更加彻底。每辆车都擦得锃亮，无可挑剔。他就像一个领头会做的那样为顾客服务，他们回头来购买更多的汽车，并将他们的朋友介绍给蒂姆。

    蒂姆的生意很快越做越大，于是他租借了一处旧的汽车维修站，并雇人帮忙。他对所做的一切都进行了改进。蒂姆一边工作还一边听激发干劲的和事业方面的磁带，参加研讨会，并提供汽车服务换取建议和培训。他的生意继续增长。

    那年年终，蒂姆干得非常出色，在新奥尔良召开的泰迪汽车大会上，在成百个经销商中，他获得了国际销售领头奖。他开走了他的奖品，一辆崭新发亮的白色科维特牌轿车！

    蒂姆继续一次又一次地成为泰迪汽车销售的领头人。随后，他开办了自己的销售汽车零配件公司。他成了一个好丈夫，好父亲。他学会了如何建立和保持一个成功的事业。二十年后的今天，他生活在佛罗里达一个漂亮的新家中。他曾在密歇根建起自己的四个商业点并成功售出，它们为许多人提供工作，并每年创造超过六百万美元的收入。他如今生活富裕，有一个温馨的家。

    成功的种子

    蒂姆并非遇上了天上掉下来的机会，也不是幸运地在事业上和一个富有的赞助人建立了联系。没有什么英明的领袖人物庇护过他。他也没有赌博大赌大赢。

    蒂姆只是实行了作家托尼·亚历山大所称的“白金原则”。就是说，以人们所希望的方式来对待他们。他彬彬有礼地为他们服务，给他们的车额外的修饰，使他们能轻松地与他合作，他尊重他的工作伙伴，并不断提高自己拥有的给他人带来价值的能力。

    由于工作出色，蒂姆在各个层次都得到了回报：健康的身体、亲密的友谊、幸福的家庭、成功的事业以及富裕的生活。他的成功并不是大学学位、谈判技巧、金融上的精通或合理安排时间的结果。他受到回报，就像自然一直回报我们的那样，通过自然的、可推断的结果——即在生活的八个方面：头脑、身体、精神、感情、家庭、朋友、事业和资金等方面成为那种他能够成为的人。他生活和工作都与他的价值观、智力、潜能保持一致，并且，就像一棵小橡树长成了参天橡木，他的成长看上去几乎是自动的。

    成功不是一场竞赛，也不是你必须要拼命攀登的高山。成功是你与生俱来的权利。它是你自然的生存状态。

    当然，你得不断工作。你甚至还得培养一些新的习惯。但是个人的成长（创造成功生活的自然过程）不是干苦工。它是一种乐趣！问问任何一个产出很多、生活幸福的人。“培养新的习惯，最好地发挥你自己，这是一种什么样的感觉？”他或者她会停一停，然后笑笑告诉你，“感觉棒极了！以任何其它方式生活，我都无法想象！”

    我知道这是真的。我在自己过去二十年人事培养工作中发现，在每个领域前沿的人，和那些仍在拼命追赶的人，对生活有着不同的看法。这不是智力方面的差别。这是世界观方面的差别。

    我是怎么知道的？因为我在蒂姆·苏厄德以及成千上万个其他人的生活中看到了这一点。我也在自己的生活中一遍遍地经历过。

    通过记日记，记下描述你想成为某个人的种种愿望，你就能学会“培养你的本性”。你将来的这幅形象会随着时间而演化，然而在许多方面也会保持不变。对你想要成为的人描绘得越清晰，你就越有可能过上你所愿意过的生活。这可能是你所做的最为重要的练习之一。

    拉尔夫·沃尔多·爱默生曾经说过，“欲望就是寻求表达的可能性。”你本性的根本东西都在你真正的愿望中得到表达。一旦你描绘出了你想要当的人，你就能开始将精力集中转向今天你应该重视的地方，为的是明天你能梦想成真。

    就像树木一样，为了成长，你需要不断扩展你的根系（得到更多的知识和资源），或者结出果实（行动要富有成效）。当你在一个领域花费太多的时间，你的需要就会在别处增长。你需要为扩展根系和结出果实制订一个每日计划。

    思想食谱：你成长的起动器

    在我的生活中，想扩展根系和结出果实的愿望变成了一个工具，我不停地用了二十多年。我将其称为思想食谱。它能够通过你的行为影响你的思想，通过你的思想改进你的行为，就像食物疗法可以影响你的体质一样。

    我相信，我们每个人都要担当起养育自己的任务。当你养育某个人时，就有两种目的相同的工作：父（母）亲和孩子都希望孩子成长为一个独立、自主的成人。

    多年前我告诉儿子，“我想要的和你的一样。我想要你能做你想做的任何事，而从不要来问我你是否能做或不能做。”

    他说，“哎，我喜欢那样。”

    “这就是你如何能达到的方法，”我对他说。“你要养成这样一些习惯——学习的习惯、人际交往的习惯、在学校的习惯、日常卫生习惯，做决定的习惯——它们将确保在你在生命进程中，会做出好的选择，并使自己安然无恙。随着你逐渐养成这些习惯，我会在每个领域给你越来越多的自由。因此，你培养这些习惯，我给你指路。”

    要贯彻这一思想，在你发展和培养成功的习惯时，你可以制作一个“思想食谱卡”指导自己的成长。这个思想食谱能帮助你为了达到目标而更多地成为你需要成为的人。如果你培养你想当的那个人的思想和习惯，你就会自动地开始获得你所想要的东西。

    每天早上和晚上都看一遍你的思想食谱卡。

    这个思想食谱卡有三个重要部分。第一部分是你目前首要的目标――简要描述眼下你生活中最要紧的目标。第二部分列出你想具备的品质――你最希望在自己身上培养的五种品质，以成为你想成为的人，会达到你既定目标的人。第三部分描述你每天最低限度的行动——克服每日惰性，使你再次开始成长。这不是仅仅列出了你要达到的目标或要完成的学习任务；它还列出了一系列的行为品质，培养你渴望自己具备的品质。

    目标和五种品质列在你的卡片的一面，每天的最低限度行动列在另一面。在列着行动一面的卡上，列上八个条目：思想、身体、精神、感情、朋友、家庭、事业和金融。然后在每个条目旁边注明一个有助于你在那个领域发展的最低限度行动。要现实：不要对你自己要求过高或过低。还要确保这些行动、品质同目标是一致的。我的思想食谱卡的第一面上记的是我1975年制订的当时首要目标。第二面列出的是我为了培养品质和达到目标所希望采取的每日最低限度行动。

 


    思想食谱

    我目前最主要的目标：

    在人事发展领域成为一名国家级专家。

    我正在培养的五种品质：

    1. 更善察：多观察，利用任何可得的渠道学习。

    2. 要健康、结实和敏捷：持之以恒地锻炼身体。

    3. 要慷慨：常赞美别人，帮助他们发现自己身上的优点。

    4. 要乐观：不断地探寻解决办法和可能性。

    5. 要有大志：给自己制订一套更高的职业的和个人的标准。

    思想食谱

    每日最低限度行动：

    思想：读一页书。

    身体：穿上跑步鞋到大街上去走走。

    精神：为受到的祝福感谢上帝。

    感情：大笑一次。

    朋友：打电话或写信给我关心的一个人。

    家庭：花十分钟时间仔细听一位家人说话。

    事业：学到一个增进我的事业的新主意。

    资金：对收入和支出精确记账。

    上面：成长目标。作家吉姆·凯瑟卡特最初的“思想食谱卡”第一面上宣布了他未来的目标，并列出了他希望培育的 五种主要品质。

    下面：每日行动计划。在其“思想食谱”的第二面，那位作家为了培养他所需的品质，在八个方面采取每日最低行动。

    我知道，如果我培养起了我选择的那五种品质，我就会开始成为那个达到我既定目标的人。那个目标就会成为我每日活动的自然的副产品。这与许多一心要实现目标的人的做法正好相反。但是我说，你可以从任一方向达到目标。如果你决定了你想成为什么样的人，然后就去考虑那个人会达到的目标，然后再去成为那个人——目标就会成为自动的副产品。

    要达到一个崇高目标，那些最低限度行动并不是这样一个计划的全部内容，但它们却给了我必需的每日前进的推动力，这对我很有作用。我时常改变卡的内容，如果我发现我没做卡上的某件事，我就会换一项新的行动上去，这样就能经常对自己躲掉的事情进行监控。我反复如此，直到发现怎样才能最好地激励自己，并决定能够让自己做什么。如果目标不够刺激，那么我就重新检查一下我卡上的目标。如果看起来我已经具备了五种品质中的一种，我就会加上我认为继续工作下去所需要的一些新品质。

    在某些事情上取得成功，这是你的本性。要发现你自然的道路，对你的喜好与厌恶，成功与失败做一个记录。研究一下你生活中的模式，使你和你的潜力相一致。利用思想食谱来研究这个路线。学会“培养你的本性”。

    你未来成功的种子已经在你的身上和你的周围。种子唯一要做的事，就是发芽，充分生长。大橡树在你心中沉睡。生长的季节到来了。

返回