If there are difficulties, you must overcome them. If there are no difficulties, you must overcome them even if they create difficulties.

This sentence comes from the title of an article, author: Shi Weide. The full text is as follows: People who solve more difficulties are better at solving them. Competence is often continuously enhanced in the process of solving difficulties! In order to improve competency faster, sometimes you have to take the initiative to look for opportunities to solve difficulties. This is called "creating difficulty." The more difficult times are, the times when personal progress or business growth is fastest. In order to understand well "If there are difficulties, you must overcome them, and if there are no difficulties, you must overcome difficulties even if they create difficulties." Let us first tell two stories of "difficult first and easy later". In 1921, the 23-year-old American millionaire Hammer suddenly decided to visit the Soviet Union. This decision shocked his family, because in the eyes of Americans at the time, going to the Soviet Union was like going to the moon to explore. But it was precisely because he bravely took this step of "first difficult and then easy" that he obtained the "key" to subsequent success, and continued to obtain orders from the Soviet Union until he was old. In 1973, when Hamer was in his 70s, he signed a 20-year, $8 billion fertilizer agreement with the Soviet Union; in 1974, the deal swelled to $20 billion, including the use of Siberian natural gas and oil. The approach of "first hard and then easy" allowed Hammer to eat a huge cake and eat it for the rest of his life. Sony has also taken the path of "difficult first and easy later" when entering the international market. When a new product is launched, Sony always first attacks the U.S. market where consumers have the most demanding quality requirements and the best cost performance. Once you have gained influence, you can then sell it in Japan and other countries. After conquering the most difficult ones, the ordinary ones will become easy. Later, Sony simply built a factory in the United States and unified production and sales to reduce transportation costs. In the 1960s, Sony was the only Japanese company that developed and sold products abroad. Sony relied on the "difficult first, easy later" strategy to quickly become stronger and bigger. At this time, perhaps everyone has begun to understand why we "have to overcome difficulties when there are difficulties" and why we have to create difficulties to overcome difficulties when there are no difficulties. The success of Hammer and Sony has inspired us: if we want to quickly improve our competency, the most effective way is to "first make it difficult and then make it easy". Why? You can solve the most difficult ones, how can you still be incompetent in the relatively easy ones? When you encounter difficulties, you should be grateful that you have another opportunity to improve your competency! If everything you encounter at work is something you are qualified for, then it is necessary for you to take the initiative to look for opportunities to exercise your ability to solve difficulties. This is the profound meaning of "If there are difficulties, you must overcome them; if there are no difficulties, you must overcome difficulties even if they create difficulties". Challenging "impossible" work In the workplace, we find that although many people have various abilities to achieve success, they have a fatal weakness - they are not confident enough in themselves and lack the courage to challenge difficulties. They think that if they want to keep their jobs, they must keep everything they are familiar with, and it is better to stay away from difficult things. Therefore, when they face difficult tasks that arise from time to time, they always hide and hide again and again, but do not dare to take the initiative to launch an "attack". If a difficult job "unfortunately" happens to them, they always find ways to delay it. As a result, he can only work in low-level mediocre jobs throughout his life. Because the boss believes that they cannot be qualified for a slightly more difficult job, let alone a higher-level job. If you want to achieve success at work, you must change this fearful inferiority complex. Everyone has great potential. The more you believe in yourself, the more work you can accomplish and the better you will do it. Having the courage to challenge "impossible" work is a quick and effective way to improve your competency and is the basis for career success. Not daring to challenge difficult jobs is a way to keep your potential in check, and ultimately turn your unlimited potential into limited achievements. Unfortunately, there are many employees who are cautious and fearful of the unknown and challenges, but there are very few employees who have the courage to challenge "impossible" work. When describing his ideal employee, a boss said: "The talents we urgently need are those who have an enterprising spirit and have the courage to challenge the 'impossible' work." Therefore, those who dare to challenge the "impossible" work "Workplace warriors" who face challenges at work and "workplace cowards" who seek stability in everything have completely different statuses in the minds of their bosses. "Workplace wimps" should never expect to be favored by their bosses. If you envy others' promotions, then you must understand that their success is by no means accidental.

In the complex workplace, it is precisely by adhering to the principle of "challenging impossible tasks" that they sharpen their survival tools and constantly strive for the top to stand out. In fact, the difficulty of many seemingly "impossible" tasks is only artificially exaggerated. When you calmly analyze, patiently sort out, and "normalize" it, you can often come up with very organized solutions. Even if the "impossible" doesn't turn into "achieved" after the challenge, don't be disappointed. Smart and mature bosses understand better than anyone else that no challenge will have an inevitable result of immediate success. Therefore, you are still the “workplace warrior” your boss loves. At the same time, what you experience and gain are things that timid onlookers will never get, and these are the capital for your success.