你不可能仅凭你已经知道的东西，在人生中走得很远。 如果你看伯克希尔哈撒韦，它是世界上最受尊敬的公司之一，也可能拥有整个人类文明史上最好的长期投资纪录。 但让伯克希尔在某个十年成功的技能，并不能保证它在下个十年继续成功，即使它已经取得了成就。 如果巴菲特不是一个持续学习的“学习机器”，这些纪录根本不可能达成。较低层面的生活中也是如此。 我经常看到有人在人生中不断上升，他们并不是最聪明的，有时甚至不是最勤奋的，但他们是“学习机器”。 他们每天晚上入睡前，都比当天早上更聪明一点。 天哪，这种习惯真的有巨大帮助，尤其当你的人生还有很长路要走。 —— 查理·芒格 在创业的早期阶段，你什么都要做——晚上洗碗、写代码、做市场、应付客户与投资人。 作为一家小而不起眼的公司，你必须用才华、努力与蛮力来弥补你的劣势。 幸运的话，这种状态只持续几年，而不是十年，否则你会长期处于强压下随时待命的状态。 当你的公司增长到 50 或 100 人时，你的管理方式必须进化。 当公司增长到 500 人时，每个阶段都要求你转向更具战略性的角色，因为你不可能再认识每个员工。 你仍然要成为优秀领导，但做法必须改变。 当公司达到真正规模化时，我的主要工作聚焦在“愿景”——进入哪些市场、是否全球化、是否投资原创内容。 我不挑国家或节目，我做的是高层决策，比如市场预算，而不是具体活动细节。 在这个阶段，你不能再亲力亲为做太多事，试图这样做只会耗尽你本人，也会让他人挫败。 我第一次创业时 33 岁，公司有约 50 人。我晚上写代码、白天当 CEO，甚至睡在办公室。 我完全没有照顾自己，有人最终对我说：“你需要洗澡，这太恶心了。” 他们是对的——领导者不该如此。 此外，当我分心时，代码里满是 bug，修复起来极其困难。我对双重角色坚持得太久了。 —— Reed Hastings 拥有极高期待的人往往韧性很低，然而韧性是成功的关键。 我不知道如何教别人韧性，只能说——我希望你在人生中经历一些痛苦。 很幸运，我的父母为我们打下成功基础，但一路上仍然充满挫折与挑战。 直到今天，我仍然在公司里热情地使用“痛苦与折磨”这句话。 我指的是正面意义上的——因为痛苦与折磨会塑造一家公司的性格。 你想创造伟大，而伟大不是靠智力决定的——而是靠性格。 而性格不是由聪明的人塑造的，而是由经历过痛苦的人塑造的。 —— 黄仁勋（Nvidia CEO） 我观察到，人类普遍高估风险、低估机会。 创业者应该努力抵抗这种人性偏见。 风险往往没你以为的那么大，而机会可能比你想象的更大。 你以为是自信，有时只是对这种偏见的一种补偿。 第二点：小格局思维会成为自我应验的预言。 —— 杰夫·贝索斯 “You are not going to get very far in life based on what you already know. If you take Berkshire Hathaway, which is certainly one of the best regarded corporations in the world, and it may have the best long term investment record in the entire history of civilization, the skill that got Berkshire through one decade would not have sufficed to get it through the next decade with the achievements made. Without Warren Buffett being a learning machine, continuous learning machine, the record would have been absolutely impossible. The same is true at lower walks of life. I constantly see people rise in life who were not the smartest, sometimes not even the most diligent, but they are learning machines. They go to bed every night a little wiser than they were when they got up. And, boy, does that habit help, particularly when you have a long run ahead of.” — Charlie Munger (2007 USC Commencement Speech) “In the early years, you do everything—washing dishes at night, coding, writing marketing materials, and definitely dealing with customers and investors. As a small, irrelevant company, you make up for your disadvantages with talent, hard work, and brute force. If you're lucky, that only lasts a couple of years, rather than 10, where you’re constantly on call in an intense way. As your company grows to 50 or 100 people, your management style has to evolve. By the time you reach 500 people, each growth phase requires you to adapt to a more strategic role, because you no longer know everyone personally. You must manage differently, but still aim to be a great leader. At real scale, most of my work is focused on vision—deciding which markets to enter, whether to go global, or whether to invest in original content. But I’m not picking countries or specific shows. I make high-level decisions, like how much of revenue to allocate for marketing, but not the details of individual campaigns. At that scale, you can't do much of the work yourself, and trying to do so will burn you out and frustrate others. A relevant example from my first company: I was 33, and the company had about 50 people. I was still trying to code at night while being CEO during the day, even sleeping at the office. I wasn’t taking care of myself, and someone finally pointed out, "You need to shower. It's gross." They were right—our leader shouldn't be gross. Plus, with bugs in my code, it was hard to fix things when I was distracted by other responsibilities. I was holding too long to the dual roles.” — Reed Hastings “People with very high expectations often have low resilience, and unfortunately, resilience is crucial for success. I don't know how to teach it, except to say that I hope suffering happens to you. I was fortunate that my parents created a foundation for us to be successful, but there were plenty of setbacks and challenges along the way. To this day, I use the phrase "pain and suffering" in our company with great enthusiasm. I mean it in a positive way because pain and suffering refine the character of a company. You want to build greatness, and greatness isn’t about intelligence—it’s about character. And character isn’t formed by smart people; it’s formed by people who have suffered.” — Jensen Huang (CEO of Nvidia) “One observation I would have is that I think it's generally human nature to overestimate risk and underestimate opportunity. And so I think entrepreneurs in general would be well advised to try and bias against that piece of human nature. The risks are probably not as big as you perceive and the opportunities may be bigger than you perceive. And so when you're, when you look at, when you say it’s confidence, but maybe it’s just trying to compensate for that, accepting that that’s a human bias and trying to compensate against it. The second thing I would point out is that, you know, thinking small is a self fulfilling prophecy.” — Jeff Bezos