دانلود کتاب پنج حرکت بعدی شما – بر هنر استراتژی کسب و کار مسلط شوید

When I first watched Magnus, the documentary about Magnus Carlsen, I couldn’t stop thinking about the parallels to business. Carlsen is a Norwegian chess prodigy who became a grand master at thirteen. Talk about a visionary; he is constantly thinking as many as fifteen moves ahead. In doing so, he has the uncanny ability to predict (and control) what his opponents will do. I was also impressed by his meticulous preparation. Because Carlsen has played the game in his mind so many times before it actually happens, he is un􀏲appable in the heat of battle. Plus, he has to deal with something founders and CEOs face all the time. He said, “If you want to get to the top, there’s always the risk that it will isolate you from other people.” After watching Magnus, I continued to think about how much successful entrepreneurs and chess masters have in common. It didn’t surprise me when I learned that Tesla and SpaceX founder Elon Musk started playing chess at a young age. “He’s able to see things more clearly in a way that no one else I know of can understand,” his brother, Kimbal, said. “There’s a thing in chess where you can see twelve moves ahead if you’re a grand master. And in any particular situation, Elon can see things twelve moves ahead.” That quote about Musk put everything into perspective. Most people don’t think more than one or two moves ahead. Those people are amateurs and 􀏲ame out quickly in business. Effective strategy is about making a move and being prepared to launch another series of moves based on how the market or your competition reacts. You must think beyond your first strike to execute an effective strategy. When you start to get really good, you anticipate how others will react and can deploy a series of moves that are nearly impossible to counteract. Though business is a game of thinking several moves ahead, this is not a book about chess. This book is about taking the vision and mindset of a chess master and applying it to business. In fact, you don’t even have to know anything about the game. There aren’t any specific chess examples in the pages that follow, but there are plenty of examples of successful men and women who think like winning chess players. People who don’t think more than one move ahead are driven by ego, emotion, and fear. Your top salesman threatens to quit if you don’t give him a raise. The emotional amateur responds by saying “Nobody threatens me” or “We don’t need him anyway.” The practical strategist, on the other hand, is plotting his next moves. The same approach applies to parenting. Giving kids whatever they demand —whether it’s candy, an iPad, or permission to skip piano practice—feels fantastic. They smile and tell you how much they love you. You also know that the alternative—an all-out tantrum during which venom and hatred will be hurled at you—will feel awful. This scenario shows you that, as with most business decisions, one is clearly the easier choice; the other—which entails thinking five moves ahead—is the more effective choice. I wish somebody had taught me to think this way when I was transitioning from salesman to sales manager to founder to CEO. At every stage of my development, this kind of critical thinking would have saved me millions of dollars and dozens of panic attacks. When I re􀏲ect on how I went from a hottempered, insecure, cocky health club salesman to a strategic, self-aware, confident CEO, I see that the key was learning how to think at least five moves ahead.