Nietzsche said, "Only by knowing the meaning of life can we endure everything." ”
If we have a clear and firm goal in life, we will have the confidence and courage to overcome all difficulties.
Therefore, will energy is also the most important aspect of our energy source, which is the source of motivation for energy in the three aspects of physical energy, emotion, and thinking.
Willpower is a key factor in humanity's pushing beyond its limits.
The top American cyclist of the early 1990s, Lance Armstrong, contracted cancer in 1996, and doctors estimated that he had only a 3 percent recovery rate.
He won the 1999 Tour de France and came out on top for seven consecutive years.
He said he made it his most important goal in life to beat cancer and that everything he did was make his life better.
But in life, we are often defeated by setbacks, so that we are devastated and lose our fighting spirit.
As we said earlier, physical fitness, emotion, and thinking can all be restored through systematic training, and willpower can also be restored.
When we are discouraged, our willpower is tired, and we have to allow it to rest, reserve energy, and wait for it to erupt again.
We can also become strong by exercising our willpower to allow it to be fully relaxed and rested.
There are four exercise methods mentioned in the book.
One is to respect the time of others.
Respecting other people's time is equal to respecting others.
Barry is the CEO of a company, and he can't always give feedback to employees within a reasonable time, which makes employees think that things are not being taken seriously, and then complain.
In fact, Barry is not idle, and there are a lot of things waiting to be dealt with every day, so he feels that he is also quite wronged.
But if he prioritizes the time of respecting others, he will naturally be able to come up with ways to solve the problem.
For example, if a commitment is made before the meeting, the meeting is closed at the allotted time. If the meeting is not completed at the prescribed time, the issue may be reserved for discussion at the next meeting.
When subordinates see him keeping his promises and feel respected, they are also more productive in meetings.
The second is to ask yourself what exactly do you believe?
Jeremy is a business manager at a company who thinks she gets along well with her colleagues and doesn't have disputes.
But colleagues think that she is indecisive and unable to express her position clearly, so that colleagues no longer seek advice from her when they encounter things, thus making her an ordinary employee of obscurity and losing her authority as a manager.
When Jeremy realized the problem, he began to change his approach. When she disagrees with others, she asks herself what exactly do she believe? What was her intuition?
When she trusts her instincts, she is no longer swayed by the opinions of others and firmly defends her own decisions.
The third is to pause when there is a problem, and then confirm whether it needs to be completed in person, and it is clear when it will be completed and whether it can be completed.
Linda is the director of a large company that manages more than 200 people. She felt overwhelmed by her work.
She thinks she's fair, honest and helpful, but her colleagues think she's unreliable and untrustworthy.
It turned out that the department's key decisions needed to be made by her, and some of the things she promised to be completed were not completed in the end, so the project was postponed, and everyone felt frustrated and demoralized.
In fact, the real reason is that she did not delegate power and responsibility to everyone, had a strong desire for control, did not trust others, and caused misunderstandings among colleagues.
Linda's most important quality is integrity, so she plans to change herself.
When she had a problem, she first asked herself, "Do I need to do this myself?" If needed, ask a second question, "When is it done and do I have the ability to comply?" ”
If she still had doubts, she would look at her schedule, and when she decided to do it herself, she would put things on her to-do list and write out deadlines.
As she asked herself these questions more and more, she managed to leave some of the work to others, and what she needed to do herself was done within the allotted time.
In this way, you can not only exert the initiative of your subordinates, but also save a lot of time yourself, and no longer have the situation of being occupied by work.
And others will also increase their trust in her because she keeps her promises.
The fourth is to be responsible for customers and not to exaggerate.
Michael is an investment advisor. He was the backbone of the department, well-paid, and considered himself honest.
But colleagues don't think so.
Because Michael always exaggerates when introducing products to customers, and he says, "He sells not stocks and bonds, but hopes and promises."
In the '90s, he achieved impressive results, but by 2000, cyber stocks began to collapse, and the biggest stocks he invested in plummeted, an experience that almost smoothed out his nerves.
He began to reflect, explore his own heart, and finally realized that he was also confused by his own advocacy.
He decided to change his behavior.
First, after making a statement to customers and colleagues, check the accuracy of the language yourself.
Second, when you find yourself overstating yourself, correct yourself immediately, no matter how embarrassing your situation may be.
After such a change, his clients became more and more numerous, and he also gained the trust of his colleagues.
Judging from the above examples, if we want to change a certain quality of ourselves, we must make up our minds, take measures, and put them into practice, which can be achieved after a period of time.
Willpower is the source of meaning in our lives, and when we are able to find the meaning of life and work on it, we will also become the people we want to be.
