異類之不一樣的成功啟示錄 第187期:并不是只有最聰明的人才會成功

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而這種條件互換在什么情況下會失敗呢？

Everything we have learned in Outliers says that success follows a predictable course.

在這本書中，所有我們看到的成功都是有跡可循，

It's not the brightest to succeed. If it were, Chris Langan would be up there with Einstein.

并不是只有最聰明的人才會成功。否則，克里斯·蘭根將會和愛因斯坦齊名。

Nor success simply the sum of the decisions and efforts we make on our own behalf. It is, rather, a gift.

但是，成功也不僅僅是由于我們努力的累積，相反，它更像一件禮物。

The successful are those who have been given opportunities and who have had the strength and presence of mind to seize them.

成功的人都是在機會出現(xiàn)時，有能力抓住它們的人。

For hocky and soccer players born in January, it's a better shot at making the all-star team. For the beetles, it was Hamburg.

對于曲棍球和足球運動員來說，出生在1月是成為全明星隊員的好機會。

For Bill Gates, the lucky break was being born at the right time and getting the gift of a computer terminal in junior high.

對于比爾·蓋茨，幸運的機會是他出生的年代及他在初中時得到的計算機禮物。對于甲殼蟲樂隊，是漢堡。

Joe Flom and the founders of Wachtell, Lipton, Rosen and Katz got multiple breaks.

喬·弗洛姆和Wachtell的創(chuàng)始人利普頓、羅森、卡茲都得到很多這樣的機會。

They were born at the right time with the right parents and the right ethnicity

恰到好處的出生時代、恰當?shù)母改讣扒‘數(shù)拿褡鍎澐郑?/p>

which allowed them to practice takeover law for twenty years before the rest of the legal world caught on.

這些因素都使他們在其他法律行業(yè)盛行的前20年就開始從事法律。

And what Korean Air did, when it finally turned its operation around, was to give its pilots the opportunity to escape the constraints of their cultural legacy.

大韓航空是怎么做的呢？是讓飛行員有機會擺脫限制他們的文化傳統(tǒng)。

The lesson here is very simple. But it is striking how often it is overlooked.

道理很簡單，但令人驚訝的是，它常常被忽視。

The myth of the best and the brightest and the self-made men suggest that in order to bring out the most inhumane potential, we need only identify those with promise and our work is done.

最優(yōu)秀的人，最聰明的人和自己通過努力獲得成功的人的故事告訴我們，為了發(fā)揮最大的潛力，我們只要用承諾來實現(xiàn)他們，這就是我們的工作。

We look at Bill Gates and say, in a spirit of self-congratulation, our world allowed that thirteen-year-old to become a fabulously successful entrepreneur.

我們在看到比爾·蓋茨的成功時，會自我慶賀地說，我們的國家讓一個13歲的孩子成難以置信地成為一個成功的企業(yè)家。

But that's the wrong lesson. Our world allowed only one thirteen-year-old unlimited access to a time sharing terminal in 1968.

這是錯誤的，我們的國家不過是在1968年給一個13歲的孩子提供了一個分時終端。

If a million teenagers had been given the same opportunity, how many more Microsofts would we have today?

如果100萬青少年得到同樣的機會，那我們今天會多出多少微軟公司呢？

When we misunderstand or ignore the real lessons of success, we squander talent.

當我們誤解或忽略了成功的真正道理時，我們就是在浪費才干。