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2\u3001\u591a\u5143\u5316\u89c6\u89d2\u4e0e\u8de8\u754c\u5b66\u4e60\u3002<\/strong>\u4ec5\u4ec5\u94bb\u7814\u4e13\u4e1a\u77e5\u8bc6\u7684\u4ee3\u4ef7\uff0c\u53ef\u80fd\u53d8\u5f97\u76ee\u5149\u77ed\u6d45\uff1a\u5728\u4e13\u4e1a\u73af\u5883\u4e2d\u53d8\u5f97\u5b64\u7acb\uff0c\u5bf9\u4e16\u754c\u7684\u7406\u89e3\u505c\u6ede\u4e0d\u524d\u3002\u800c\u591a\u5143\u5316\u5b66\u4e60\u53ef\u4ee5\u786e\u4fdd\u7ba1\u7406\u8005\u62e5\u6709\u72ec\u7acb\u7684\u89c2\u70b9\uff0c\u5e76\u80fd\u591f\u5728\u591a\u4e2a\u9886\u57df\u8fdb\u884c\u6a2a\u5411\u601d\u8003\uff0c\u6fc0\u53d1\u521b\u65b0\u601d\u7ef4\uff0c\u5e2e\u52a9\u4f01\u4e1a\u53d1\u73b0\u65b0\u7684\u589e\u957f\u70b9\u3002 CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

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3\u3001\u5199\u4f5c\u3002<\/strong>\u5199\u4f5c\u662f\u6700\u7b80\u5355\u7684\u5de5\u5177\uff0c\u7ba1\u7406\u8005\u53ef\u4ee5\u7528\u5199\u4f5c\u6765\u68c0\u9a8c\u81ea\u5df1\u662f\u5426\u7406\u89e3\u4e86\u67d0\u4ef6\u4e8b\u2014\u2014\u6216\u8005\u67d0\u4ef6\u4e8b\u662f\u5426\u6709\u610f\u4e49\u3002<\/p>\n\n\n\n

\u5199\u4f5c\u4e5f\u6709\u4e00\u79cd\u6709\u8da3\u7684\u65b9\u5f0f\uff0c\u53ef\u4ee5\u8ba9\u7ba1\u7406\u8005\u7684\u601d\u7ef4\u6e38\u79bb\uff0c\u63a2\u7d22\u5b83\u771f\u6b63\u76f8\u4fe1\u7684\u4e1c\u897f\uff0c\u80fd\u591f\u66f4\u6e05\u695a\u5730\u770b\u6e05\u4e16\u754c\uff0c\u4ece\u800c\u62b5\u5fa1\u5916\u754c\u7684\u8d28\u7591\u548c\u538b\u529b\uff0c\u4fdd\u6301\u5185\u5fc3\u7684\u575a\u5b9a\u548c\u81ea\u4fe1\u3002 CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

<\/p>\n\n\n\n

\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n

The manager’s brave retrograde: Become the “black sheep” that is mocked<\/h3>\n\n\n\n

Following the crowd feels safe — but it often puts us in danger.<\/p>\n\n\n\n

In an increasingly noisy environment, businesses and people who want to thrive in the long term must develop a specific skill that they are willing to stand out from the crowd: independent thinking.<\/p>\n\n\n\n

Contrarian outlier is more likely to achieve breakthrough success, also known as the “Black sheep paradox” – in order to succeed, whether as an investor, entrepreneur, writer, intellectual, artist, or any creative field, people must resist the temptation to conform, and the process is often painful. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

Going against the trend is often difficult for managers, but it is an essential quality to lead a business to long-term excellence.<\/p>\n\n\n\n

<\/p>\n\n\n\n

The mediocrity of going with the flow VS the success of going upstream<\/h4>\n\n\n\n

The wisdom of crowds is crucial to corporate decision-making. However, executives who go with the flow and rely solely on group consensus often only reach the industry average. Therefore, managers need to have the ability to think independently and dare to go against the tide and explore unexplored opportunities.<\/p>\n\n\n\n

As index investing shows: if you’re happy with mediocre returns, you can comfortably stay that way; But if you want to achieve above-average goals, then the only way to consistently outperform is to be willing to swim against the current.<\/p>\n\n\n\n

This is a paradox, because success is often the result of something contradictory: a willingness to underperform (or be ridiculed) in the short term to create the necessary platform for long-term success.<\/p>\n\n\n\n

Throughout history, the most successful individuals, companies, and technologies have often started out as black sheep – ostracized (or loathed) by mainstream society, but achieved extraordinary success years later.<\/p>\n\n\n\n

So. How do managers get closer to the black sheep? In fact, black sheep don’t have any qualities, but people have probably witnessed this phenomenon at some point in their lives: Some people have an innate ability to ignore what others think of their behavior, which can create opportunities for them to pursue ideas that others are afraid to touch.<\/p>\n\n\n\n

For example, the famous investor Bill Gross has said that Asperger’s syndrome may have made him a better investor because he is better at “differentiating” than most people. He believes that people with Asperger’s syndrome “can operate in different universes without being affected too much by other universes.”<\/p>\n\n\n\n

Of course, there is no denying that this trait can sometimes be expressed as a “inhuman” shortcoming. But those with a strong focus were indeed more likely to excel. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

As author Frederick Gishen recently recalled, “When Warren Buffett and Bill Gates had dinner for the first time, they were asked what factors were most important to their success.” ‘I said,’ Focus, ‘” Buffett recalled. “Bill said the same thing.”<\/p>\n\n\n\n

<\/p>\n\n\n\n

Think independently like a black sheep<\/h4>\n\n\n\n

Even if most people are not born with the genetic makeup of a “black sheep,” there are some simple practices that can help managers become independent thinkers. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

1. Deep learning and strategic insight. Deep learning, as the name suggests, is about picking a topic (perhaps within a field of expertise) and exploring that topic in depth, far beyond what a competitor might pursue, and being surprised at how quickly you can gain an advantage by doing just a little more work than your competitor.<\/p>\n\n\n\n

In-depth expertise on a single topic, forming unique strategic insights, will enable managers to make decisions that outperform their peers.<\/p>\n\n\n\n

2. Diversified perspectives and cross-border learning. The price of merely delving into professional knowledge can become shortsighted: isolation in a professional environment, a stagnant understanding of the world. Diversified learning can ensure that managers have independent perspectives and are able to think laterally in multiple fields, stimulate innovative thinking, and help enterprises find new growth points.<\/p>\n\n\n\n

As Morgan Hauser puts it, “If you’re in business, you’d be surprised how much you can learn about moats and competitive advantage from biology.” If you go into biology, you’d be surprised how much you can learn about limits to growth and evolution from business.” CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

3. Write. Writing is the simplest tool managers can use to see if they understand something – or if something makes sense.<\/p>\n\n\n\n

Writing also has a fun way of allowing a manager’s mind to wander, explore what it really believes, and be able to see the world more clearly, thus resisting external questioning and pressure and maintaining inner firmness and confidence.<\/p>\n\n\n\n

\u672c\u6587\u7531CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/a>\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8eCXO\u516c\u56ed\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0fU\u3002<\/p>\n\n\n\n

\u5982\u9700\u52a0\u5165CXO UNION\uff08CXO\u8054\u76df\uff09<\/a>\u9ad8\u7ba1\u793e\u7fa4\uff0c\u8bf7\u8054\u7cfb\u793e\u7fa4\u5c0f\u4f19\u4f34\u54e6~<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

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