Why Smart People Fail

1、膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇

2、葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄

3、芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈

4、薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂

5、莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇

6、膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁

7、蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅

8、芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节

9、蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆

10、莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁

11、膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅

12、蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿

13、节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃

14、蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀

15、莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅

16、膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿

17、莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃

18、节蒃肁羆薁蒂螁膂蒇蒁袃羄莃薀羆膀艿薀蚅羃膅蕿螈膈薄薈羀肁蒀薇肂芆莆薆螂聿节薅袄芅膈薄羇肇蒆蚄蚆芃莂蚃蝿肆芈蚂羁芁芄蚁肃膄薃蚀螃羇葿虿袅膂莅虿羇羅芁蚈蚇膁膇螇蝿羃蒅螆袂腿莁螅肄羂莇螄螄芇芃螃袆肀薂螃羈芆蒈螂肁肈莄袁螀芄芀蒇袃肇膆蒆羅节蒄蒆蚅肅蒀蒅袇莀莆蒄罿膃节 why smart people fail?you have probably failed sometime in your career. after all, the only way to avoid failure is never to strive for success, to remain fixed where you

19、 are. but you can learn from failure, figure out what went wrong and correct it. you have the power to change.even someone as successful as samuel beckett, perhaps the 20th centurys preeminent playwright, once wrote that he felt at home with failure, “having breathed deep of its vivifying air.”scrut

20、iny of defeat is critical. you have to confront your failure to avoid repeating it. based on almost 200 interviews with people who survived major career defeats, here are the six most common reasons for failure. whether you are a corporate executive or a civic volunteer, you might find yourself in t

21、his list.lack of social skills. most people who fail for this reason talk of “office politics” doing them in, but the politics may be nothing more than normal interactions among people. if you have trouble with “office politics”, you may really be having trouble dealing with people. you may get alon

22、g on brilliance alone for a while, but most careers involve other people. you can have great academic intelligence and still lack social intelligencethe ability to be a good listener, to be sensitive toward others, to give and take criticism well. people with high social intelligence admit their mis

23、takes, take their share of blame and move on. they know how to build team support. if people dont like you, they may help you fail. one day at an airport, a traveler observed a well-dressed businessman yelling at a porter about the porters handling of his luggage. the more abusive the businessman be

24、came, the calmer the porter seemed. after the businessman left, the traveler complimented the porter on his restraint. “oh, thats nothing,” he said, smiling. “you know, that mans going to miami, but his bagsthey are going to kalamazoo.” co-workerseven subordinatesif poorly treated, can do you in. on

25、 the other hand, you can get away with serious mistakes if you are socially intelligent. this is why many mediocre executives survive violent corporate upheavals. sensitive in their dealings with others, they are well liked; when they make mistakes, their supporters usually help them recover. a mist

26、ake may actually further their careers if the boss thinks they handled the situation in a mature and responsible way.people with poor interpersonal skills have trouble taking criticism. when confronted with a mistake, they left their ego and emotions get in the way. they may deny responsibility and

27、become moody, volatile or angry. they mark themselves as “prickly” and “temperamental.”social intelligence is an acquired skill. the more you practice, the better you get. like good manners, it can be learned.wrong fit. you may not have failed at all. you may simply be suffering a case of mismatch.

28、success requires fitting your abilities, interests, personality, style and values with your work.david brown, one of the most successful movie producers in america, was fired from three corporate jobs before he figured out that corporate life was not for him. in hollywood he rose to become no. 2 at

29、twentieth century fox, until he recommended the film cleopatra, which turned out to be a commercial disaster. layoffs followed. he was fired. in new york, he became an editorial vice president at new american library, but the owners brought in an outsider with whom he clashed. brown was fired. back

30、in california, he was reinstated at twentieth century fox and was in the top echelon there for six years. but the board of directors decided they didnt like some pictures he had recommended. once again, he was fired, along with foxs president, richard d. zanuck.brown began to examine his working beh

31、avior. the way he operated in corporationsbeing out-spoken, risk-oriented, eager to move on his own instinctswas more the style of an owner than an employee. he hated committee management and the corporate mentality.analysis of failure made brown and zanuck go out on their own and produce the sting,

32、 jaws, the verdict, and cocoon. brown wasnt a failed corporate executive; he was a hidden entrepreneur.for some people the key value is risk, and they suffer from wrong fit in a staid corporate culture. for others the core value is doing something worthwhile; these people are likely to sabotage them

33、selves if they are not in a mission-oriented job.absence of commitment. one lawyer we interviewed readily admits, “i really havent achieved my expectations.” no wonder. he cushions himself against failure by never really trying. if he doesnt put himself on the line, he can always tell himself, i did

34、nt really care about that so much anyway.after graduating from a prestigious law school, he joined a large firm out west, hoping to specialize in the entertainment department. somehow it never happened. as a result, he says, “i behaved in an in-between fashion, not telling off the senior partners, b

35、ut not doing a really good job either.”he moved to the east coast and joined a corporate law firm. six months later he was asked to leave because he seemed to lack motivation. “it didnt bother me. i didnt like the firm anyway,” he says. at present he is practicing entertainment law but is forever di

36、scontented. “lets face it,” he says, “this is the minor leagues.”the imaginary terrors of failure loom so large that non-committers try to prevent failure by not involving themselves emotionally. of course, what theyre doing by their halfhearted actions is increasing the likelihood of their downfall

37、.lack of self-esteem is a basic cause of failure. to be committedindeed, to be successful at anythingyou have to believe you can do it. employers search for this as much as any other job qualification. people who lack self-esteem, although they may say all the right things, often say them with a que

38、stion mark in their voices.you can get better at projecting a sense of self-esteemeven if you dont really feel it. like an actor in a play, monitor your voice and actions to be sure you sound self-confident. tape-record an imaginary interview and listen to yourself.too scattered a focus. some people

39、 do so many things that they end up doing none of them well. one real-estate entrepreneur in our study reached the point that he could no longer remember how many deals he was involved with. he started with one building, which led to two buildings, which led to getting more credit and extending hims

40、elf into other types of businesses. “it was exciting,” he recalls. “i was testing the limits of my capabilities.”one day the bank informed him that he was overextended and his credit was ended. the boy wonder had failed.at first he blamed everybody elsethe banks, the economy, his staff. finally, he

41、says, “i realized id gone too far, too fast.” by trying to do everything, he had lost focus and failed to set priorities. whatever problem screamed most loudly for his attention that day was the one he would attend to.the answer was to refocus, to sort out what he did bestreal-estate development. he

42、 went through several lean years, but he gradually rebuilt. today he is once again a successful businessmanwith a clearer sense of his limits.recognizing your limitations, establishing priorities and organizing your ventures are essential to success.hidden barriers. many times, ageism, sexism and ra

43、cism are used as the excuse for failure, but many more times they are the real reason.take the case of a new york sculptor whose work had been shown for years at a prestigious gallery that went out of business after its owner died. a woman in her early 40s, the sculptor found to her astonishment tha

44、t no other gallery wanted her work. finally, a dealer explained the problem. “youre too old,” he said.she could not believe her ears, but he went on to explain that galleries wanted either new artists who could be “discovered” by critics or established stars who brought top prices. she was middle-ag

45、ed and middle-priced.she did not like what she heard, but she listened. she stopped pointlessly going to established art dealers and began to market her own workextremely successfully.the truth is that hidden barriers are very hard to fight. more and more people, like this sculptor, when confronted

46、with such obstacles are considering going into their own businesses. hanging on to the status quo, even in failure, can be relatively comfortable. you have to force yourself to explore optionsbased on a truthful analysis of your situationto regain control of your life and your future.6. bad luck.som

47、etimes things happen that you just cant help. one day you learn that top-management upheavals have occurred and a stranger is now your boss. this stranger wants his or her own team. through no fault of your own, you are forced our or fired.what can you do? first, dont blame yourself if it happens. s

48、econd, remember that you always have choices, even if some arent apparent.consider nick and liz thomas. after leaving the air force, where he had been a fighter pilot, nick went into the insurance business in philadelphia. eight years passed, and a long-promised promotion didnt materialize. he quit.

49、 his next job was regional manager for a smaller insurance company. after nine years he was fired.for a time he tried his won financial-consulting business, but it was undercapitalized and soon failed. “here i was, 47, under enormous financial pressure and no place to go,” he says. “i felt i was a f

50、ailure.”a convert to catholicism, liz turned to prayer. “every morning i would be in church praying for something to happen, and one day i kept hearing three words over and over again. i felt that nicks motherwho had died the year beforewas trying to tell me something. the three words were make the

51、mustard.” lizs family had a mustard recipe from russia, and every christmas the thomases made the mustard as presents for friends.liz told nick she believed his mother was telling them to try something new. at first nick thought his wife was mad. on the other hand, at least this was a challenging id

52、ea. “i cant fight you and my mother,” he said. “lets go ahead.” he called on the local cheese shop. the owner tasted the mustard and ordered nick and lizs entire inventory.after the thomased built up their new business locally, they decided to tackle zabars, a popular food store in new york city. fr

53、iends had convinced them that if the mustard was to go national, it first had to move off the shelves of this revered deli.murray klein, short, balding and eternally harassed, controls zabars empire. intruders form pennsylvania he didnt need. but nick thomas had been a life-insurance salesman, and w

54、as used to rejection. for three months he pestered klein, who finally agreed to an in-store tasting demonstration. “if it doesnt sell, thats it for zabars. you have till two oclock.”liz thomass wonderful throaty voice floated over the crowd as she hawked the mustard. in five hours 30 cases disappear

55、ed. at exactly two oclock, the floor manager came over to nick and announced, “mr. klein said i should make room on the shelves.”chance, accident, a hunch or a voicewhos to say where ideas come from? when nothing else works, all of us can listen to our inner voices. somewhere an idea may be lurking.

56、opportunities come and go, and the direction you set out in may change yet again. but if you can think clearly about failure, if you realize that you are a person who always has choices, you will have mastered an invaluable lesson.why do smart people fail? they can fail for many reasons. but failure

57、 is not the pointthe best of people experience that. it is learning from failure that is special. the distinguishing characteristic about really smart people? they learn.为什么聪明人也会失败卡罗尔.海阿特 / 琳达.戈特利比 合著生活中的挫折和磨难多么有力的教会了我们正确认识我们自己！只有那些善于不断地从自身的错误中吸取教训的人才会永远成为生活中的强者。仅以此文献给那些欲事业有成的年轻人译者你以前也许曾遭到过失败。要想完全避免

58、失败，唯一的方法怕只有永远停滞不前，不再去为事业的成功而奋斗的了。但是若能从失败中增长才智，弄清楚究竟什么地方出了错和怎样纠正之，你也就能变失败为成功。例如，一位同塞缪尔.贝科特一样卓有成就的人（他也许算是20世纪的一位卓越的剧作家吧）就曾这样写道，说他若遇到失败则处之泰然，如同“深深吸了口新鲜空气”一般。仔细研究研究失败的原因是我们的当务之急。人们必须正视失败，免得它再度发生。笔者曾对近200名经历过严重失败而今幸存的人员进行了调查，从而得出了通常导致失败的六大原因。不管你是某单位的行政长官还是一名普通公民，也许都可以从下面所列举的原因中找到你自己的答案。1缺乏社交技巧因这个原因失败的大多数

59、人都爱说是“官僚政治”把他们搞垮了。其实所谓的政治无非是指人们之间正常的相互关系罢了。如果一个人常苦于与“官僚政治”打交道，那他也许就真正难于与人交往。一个人也许能单枪匹马取得暂时的长足进步，但是世上的大多数事情却都得许多人一块干才行。你可能已经有了丰富的大学专科知识，但还缺乏有关社会方面的知识听取意见的能力，对突然事件的反应能力以及很好的进行批评与自我批评的能力。具有丰富的社会知识的人会允许别人犯错误，能采纳别人的批评和建议，他们懂得如何去争取到一伙支持自己的人。如果人们不喜欢你，他们就可能会去“帮助”你失败。一天，在一个飞机场，一位旅游者看见一位身着时髦衣服的商人对着给他搬运行李的工人吼叫。那商人越是暴跳如雷般的发脾气，那搬运工人似乎越发镇静自若。待那商人离开以后，旅游者极力称赞那位搬运工人的高度涵养。“噢，那没什么！