What Factors Make Super Successful People Different?

Most people dream of success.

The meaning of success is highly personal, but from my long-term position.

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In addition, research often regards success as a single entity.

It does not define success in terms of degree, but defines it as a phenomenon of two yuan: failure or failure.

My goal is not just to understand why some people succeed, but others fail: my clients are unlikely to lose.

Most of them are smart, hard working and energetic -- in short, they may succeed in a broad sense.

What I want to know is the recipe of "secret sauce".

What is the difference between those who have risen to the highest position and how they operate in the middle class?

Therefore, I began to study this problem myself.

I used a pair design to study the past career of ten groups of executives: two people in each group. They almost entered the same organization at the same time. Their academic achievements, age, sex, race and education were all the same.

(Note: all two people are white men; in carrying out this research, I failed to find the coloured race or women in the highest office, and the middle managers who could match them in every aspect of the organization.

The main difference is that after working for the same organization in the same age, one of the two groups has achieved "super success", while the other has just reached the middle of management and has stagnated.

We collected quantitative and qualitative data on more than 60 variables from these participants, which are often regarded as factors related to career success.

We ask each person whether there is a specific variable in his background, and what position he occupies in his success if he exists.

Interestingly, there is no difference between the top executives in the "truth of the case", that is, the existence or absence of various successful variables.

Even when they distinguish the importance of these variables, there is no other pattern.

In other words, from visible events or clear strategies, super successful executives seem to be no different from moderately successful people.

However, when the participants explained how the variables affect their career outcomes according to the requirements, the difference between the two groups appeared.

Super successful participants seem to have a different understanding of the value of various factors in their careers.

Take their marriage as an example.

Of the 24 participants, at least 22 were reported to be married, and all 22 included "married" in a column that was extremely important to their career success.

But when we asked them to explain why marriage would be helpful to the cause, the moderately successful person gave the answer like this: "I always have a clean shirt in the wardrobe," or "I never have to work in order to take my child to a date."

They cited various examples of how wives help their lives in a logistical manner, expressing their gratitude for their selfless dedication.

The response of the highly successful group is different.

In this group, the representative explanation given by the participants is "my wife taught me various skills in dealing with interpersonal relationships", and "if I had not consulted her, I would never make important business decisions".

They respect their wives because they can provide guidance for them in important fields or help them to look at complex problems from different angles.

Most of them believe that the value of the relationship between husband and wife is not only reflected in efficiency, but it is only a performance of highly successful executives in different ways of looking at partner cooperation.

They will not accept the definition of their partners normally, and expect them to accomplish their established jobs, but to discover their special talents or advantages and find opportunities to benefit from them.

These qualitative responses have shown again and again that in each of my sample pairs, two executives have different understandings of similar situations, decisions and the meaning of staff in their careers.

And the difference between them always exists.

In a group of outstanding talents, members can optimize other relationships, regardless of the limitations of job descriptions.

Making full use of unexpected opportunities, constantly revising their career path, showing a tendency to create value in a non obvious way.

They seem to be able to observe everything around them from different angles.

Perhaps this is why they make different decisions and thus contribute to different results.

I think the mystery may be this: it has always been reflected in the different angles of observation in each group's decision making, and when they explain how a variable helps themselves succeed, they have prompted me to make the assumption that the difference between the two groups of executives may lie in the stage of adult development.

Regardless of whether this is the cause of their career development track or result difference, it puts forward that the development stage is the key variable of the success of the business.

I tested this hypothesis with my career guidance client.

I suggest to them that the best way to achieve super success is to understand the thinking of super successful people.

I encourage them to familiarize themselves with the stages of adult development and then identify their own stages and perspectives.

As long as they can deliberately ask themselves, "what do people think of the one or two stages ahead of me?"

Then we can hardly imagine that they will not make a more brilliant choice.