成为内在驱动者


Most people are primarily externally driven; they do what they do because they want to impress other people. This is bad for many reasons, but here are two important ones.

大多数人都是外在驱动型,他们做事的动因是想赢的别人的赞赏和认同。这样做坏处不少,最糟糕的是以下两点:

First, you will work on consensus ideas and on consensus career tracks. You will care a lot—much more than you realize—if other people think you’re doing the right thing. This will probably prevent you from doing truly interesting work, and even if you do, someone else would have done it anyway.

首先,你的观点和职业生涯由此将会以寻求认同和一致性为基础。你将会无比在意——比你意识到的还要多——其他人是否认为你做的是对的。这会阻断你去从事真正有趣的工作的可能性,即使你在做你认为有趣的工作,那也是其他人早就做过的了。

Second, you will usually get risk calculations wrong. You’ll be very focused on keeping up with other people and not falling behind in competitive games, even in the short term.

第二,这样做会导致错误的风险预估。即使在短期内,你的注意力也会因此放在追赶别人,不要在比赛中落后上。

Smart people seem to be especially at risk of such externally-driven behavior. Being aware of it helps, but only a little—you will likely have to work super-hard to not fall in the mimetic trap.

聪明人似乎更容易受到这种外在驱动行为的风险。意识到这一点会有所帮助,但是帮助不大——你必须非常努力,才能避免自己落入这样的陷阱。

The most successful people I know are primarily internally driven; they do what they do to impress themselves and because they feel compelled to make something happen in the world. After you’ve made enough money to buy whatever you want and gotten enough social status that it stops being fun to get more, this is the only force I know of that will continue to drive you to higher levels of performance.

我所知道的最成功的那群人,全都是内在驱动者;他们做事是为了赢得自己的赞赏和认同,他们觉得自己有责任为世界做一些事。当你已经赚了足够的钱,可以买任何想买的东西,也获得了一定的社会地位,事情就失去了原有的趣味。内在驱动是我所知道的唯一可以激励你再创新高的方法。


This is why the question of a person’s motivation is so important. It’s the first thing I try to understand about someone. The right motivations are hard to define a set of rules for, but you know it when you see it.

这就是驱动力如此重要的原因,这是我去了解和判断一个人的首要衡量标准。正确的驱动力很难以一系列规则来定义,但是当你遇到它,你就会知道。
Jessica Livingston and Paul Graham are my benchmarks for this. YC was widely mocked for the firs

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