有激情、有動(dòng)機(jī)、有恒心，還有一點(diǎn)點(diǎn)運(yùn)氣，成功企業(yè)家與失敗者之間的不同之處就是這些?？墒?，那些極其成功的企業(yè)家又有什么秘訣？他們有8個(gè)好習(xí)慣：

1、他們習(xí)慣早起。

眾所周知，成功的企業(yè)家和領(lǐng)導(dǎo)者都會(huì)為了“有蟲(chóng)吃”而早早起床。不過(guò)，他們不是一般意義上的早醒，通常早在太陽(yáng)升起之前就起床。為什么？因?yàn)檫@樣一來(lái)，他們就有時(shí)間回復(fù)電郵、閱讀新聞或者晨練。研究發(fā)現(xiàn)，習(xí)慣早起的人工作更有成效，也更快樂(lè)。

早起的成功人士不少，“微博鼻祖”Twitter與移動(dòng)支付公司Square的聯(lián)合創(chuàng)始人杰克?多西和加味瓶裝水公司Hint Water創(chuàng)始人卡拉?戈?duì)柖【褪瞧渲袃晌弧?/p>

2、他們無(wú)懼競(jìng)爭(zhēng)。

英國(guó)維珍集團(tuán)創(chuàng)始人理查德?布蘭森說(shuō)過(guò)：“要想取得商業(yè)上的成功，就要勇于迎接競(jìng)爭(zhēng)——但不要讓競(jìng)爭(zhēng)打倒你。如果你能在尊重對(duì)手與擊敗對(duì)手之間找到平衡，就掌握了成功的秘訣。”

這正是布蘭森愿意和對(duì)手共進(jìn)午餐的原因。他曾向《華爾街日?qǐng)?bào)》解釋此事：

“我一直相信，對(duì)敵人要友好。幾年前，英國(guó)航空公司用盡手段想讓我們關(guān)門(mén)大吉。有一次對(duì)簿公堂之后，我打電話給當(dāng)時(shí)執(zhí)掌英國(guó)航空的科林?馬歇爾爵士說(shuō)：‘一起吃個(gè)午飯好么？’我估計(jì)他很想知道我為什么這么做。后來(lái)我們?cè)谖覀惗氐募依镉淇斓毓策M(jìn)午餐，還成了朋友，盡釋前嫌?！?/p>

3、他們不介意無(wú)傷大雅的消遣。

企業(yè)家需要一些時(shí)間解壓、充電，有時(shí)還應(yīng)該做些重復(fù)性的工作。這不僅能幫助他們練習(xí)逐步推進(jìn)，還能解放思想。在適當(dāng)?shù)南仓校髽I(yè)家會(huì)放棄糾結(jié)某個(gè)具體問(wèn)題，激活創(chuàng)新的思路。正是因?yàn)槿绱耍葼?蓋茨也會(huì)利用午休時(shí)間玩紙牌游戲，例如橋牌。

4、他們懂得如何取長(zhǎng)補(bǔ)短。

《優(yōu)秀領(lǐng)導(dǎo)》一書(shū)的合著者巴里?康奇指出：“我們?cè)谘芯恐邪l(fā)現(xiàn)，偉大領(lǐng)導(dǎo)者都不是完美無(wú)缺的。他們之所以能成為世界級(jí)的領(lǐng)袖，不是因?yàn)樵诟鞣矫孢_(dá)到平均水平或者平均水平以上，而是在相對(duì)很少的幾個(gè)領(lǐng)域里表現(xiàn)極為優(yōu)異。他們能清楚地認(rèn)識(shí)自己有哪些優(yōu)勢(shì)和劣勢(shì)，并且成功地找到能彌補(bǔ)他們不足之處的人?！?/p>

5、他們慷慨大方。

你有沒(méi)有注意到，最優(yōu)秀的企業(yè)家都很大方？慷慨不一定總與金錢(qián)相關(guān)，也可能是時(shí)間和聯(lián)系方面，甚至僅僅是不吝于鼓勵(lì)別人。學(xué)會(huì)回報(bào)是我學(xué)到的重要人生經(jīng)驗(yàn)，也正因?yàn)橹鲌D報(bào)，我才結(jié)交到一些這世界上最優(yōu)秀的人。懂得感恩也給我的企業(yè)超乎想象的幫助。

6、他們經(jīng)常拒絕。

企業(yè)家必須和供應(yīng)商與客戶搞好關(guān)系，但不一定只會(huì)點(diǎn)頭稱(chēng)是。正如“股神”沃倫?巴菲特說(shuō)過(guò)：“成功人士與超級(jí)成功人士之間的區(qū)別在于，后者基本上對(duì)任何事都能說(shuō)‘不’?！?/p>

7、他們不會(huì)在小事上浪費(fèi)時(shí)間。

企業(yè)家懂得怎樣始終保持犀利的思維和飽滿的情緒。他們不會(huì)為一些細(xì)枝末節(jié)的小事浪費(fèi)時(shí)間。這正是為什么Facebook首席執(zhí)行官扎克伯格的行頭基本上只有灰色T恤和連帽衫，也是提姆?菲利斯每天吃同一種早餐的原因。

8、除了經(jīng)營(yíng)企業(yè)，他們還有個(gè)人生活。

小企業(yè)推廣公司Duct Tape Marketing的創(chuàng)始人約翰?詹斯奇曾說(shuō)，他發(fā)現(xiàn)周?chē)钠髽I(yè)家同仁都有這個(gè)特點(diǎn)。詹斯奇稱(chēng)：“如今，即使不用和別人互動(dòng)，也能經(jīng)營(yíng)企業(yè)，但人類(lèi)終究還是需要互動(dòng)的。如果要成長(zhǎng)、感受、學(xué)習(xí)和理解，就得走出辦公室，參加會(huì)議，找客戶聊天，甚至和你覺(jué)得古怪的人攀談。這樣你會(huì)更容易找到戰(zhàn)略合作伙伴，學(xué)會(huì)用新視角看問(wèn)題，還能獲得學(xué)習(xí)與成長(zhǎng)的機(jī)會(huì)。”（財(cái)富中文網(wǎng)）

譯者：Pessy

校對(duì)：夏林

Passion, motivation, persistence and a little bit of luck all play a part in separating the successful business owners from the ones who aren’t so fortunate. But, what makes some business owners super successful? They possess the following eight habits:

They’re up before sunrise.

Successful business owners and leaders are known to arise early in order to catch that proverbial worm. But, they don’t just wake-up early. They wake-up long before the sun rises. The reason? It gives them time to respond to emails, catch-up on the news or workout. Research has found early risers are more productive and happier.

Jack Dorsey, the co-founder of Twitter and Square, and Kara Goldin, the founder of Hint Water, are just two examples of successful people who wake-up early.

They’re not afraid of competition.

Richard Branson, the founder of the Virgin Group, has said, “If you want to be successful in business, you need to welcome your competition with open arms – just don’t let them walk all over you. Strike the right balance between respecting your rivals and focusing on how you can beat them, and you’ll have a winning formula.”

That explains why Branson had lunch with a rival. Branson told the Wall Street Journal;

“I’ve always believed in befriending your enemies. Years ago British Airways went to extraordinary lengths to put us out of business. After the court case, I rang up Sir Colin Marshall, who ran BA, and said, “would you like to come out for lunch?” I think he wondered why on earth I was doing it. But we had a delightful lunch at my house in London and became friends and buried the hatchet.”

They welcome harmless distractions.

Business owners need some time to decompress, recharge and sometimes master a repetitive task. Not only does this help them work on practicing incremental development, it’s a good distraction that will free your mind. Instead of being stuck on a problem, partaking in a harmless distraction gets the creative juices flowing. That’s why Bill Gates would spend his lunch breaks playing card gameslike Bridge.

They know to compensate for their weaknesses.

According to Barry Conchie, co-author of Strengths Based Leadership; “The great leaders we’ve studied are not well-rounded individuals. They have not become world-class leaders by being average or above-average in different aspects of leadership. They’ve become world-class in a relatively limited number of areas of leadership. They’ve recognized not only their strengths but their deficiencies, and they’ve successfully identified others who can help them compensate for those deficiencies.”

They’re generous.

Have you ever noticed that the best business owners are very generous? This doesn’t always have to be with money but can be with time, connections or even simply encouraging others. Learning to give back is an important step that I’ve learned in my life that has helped me to connect with some of the most amazing people on this planet. It’s also helped my business more than I had ever imagined.

They mostly say “no.”

Business owners have to play nice with vendors and customers, but that doesn’t necessarily make them “yes men.” As Warren Buffett has famously said, “The difference between successful people and very successful people is that very successful people say, “no,” to almost everything.”

They don’t waste time with small decisions.

Business owners know how to stay mentally and emotionally sharp throughout the day; they don’t waste their time making small, trivial and unimportant decisions. That’s why Zuckerberg has a wardrobe that essentially only contains gray t-shirts and hoodies. It’s also why Tim Ferriss eats the same breakfast every day.

They have a life outside of their business.

John Jantsch, founder of Duct Tape Marketing, has stated that this is a common trait he’s noticed among his fellow business owners. According to John, “These days you can run your entire business without actually interacting with other human beings, but human beings need to interact in order to live. If you’re to grow, feel, learn and understand you’ve got to get out of the office. Go to a conference, grab coffee with a customer, mingle with people who are weird (your definition.) It’s how you find strategic partners, new perspectives and opportunities to learn and grow.”