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創(chuàng)業(yè)者內(nèi)部網(wǎng)絡(luò)是一個在線社區(qū)，美國創(chuàng)業(yè)領(lǐng)域最有思想、最具影響力的商界人士將在此回答關(guān)于創(chuàng)業(yè)與職業(yè)的問題。今天我們的問題：“在做出艱難的商業(yè)決策時，在什么情況下應(yīng)該相信自己的直覺？”以下為CoachMarket創(chuàng)始人兼CEO格林·勞梅斯特的回答。

創(chuàng)業(yè)者和有志于創(chuàng)業(yè)的人經(jīng)常說，在面對重大決策時，你必須相信自己的直覺。根據(jù)我的經(jīng)驗，創(chuàng)業(yè)者做出重大決策時，相信直覺是最糟糕的做法。

如果你是成功的創(chuàng)業(yè)者，你應(yīng)該具備遠超過其他人的意志力。正是憑借這種意志力，你才能在成立和發(fā)展公司的過程中克服一個又一個障礙。很大程度上，這份意志力來自你取得某種成就的欲望，你希望在資金、時間或精力用完之前實現(xiàn)這個目標。

通常情況下，強烈的欲望和意志力，使創(chuàng)業(yè)者能夠說服員工追隨他們，說服投資者投資，吸引早期的客戶信任他們。當(dāng)你的欲望和意志力壓倒了直覺、現(xiàn)實感和遵從理性決策過程的能力時，問題便會出現(xiàn)。如果你非?？释臣|西，你的整個世界都會圍繞著如何實現(xiàn)它而轉(zhuǎn)動。在這個時候，你往往會聽從自身情緒的指引，最終導(dǎo)致你的決策過程不再是基于事實，而是基于一種虛假的現(xiàn)實。

我曾經(jīng)因為極其渴望做到某件事情而無視其他信息，最終做出了一些非常糟糕的決定。你不要指望客戶會購買他們不想要的商品，也不要指望員工創(chuàng)造一款他們不知道如何編程的軟件，更不要指望世界觀不同的供應(yīng)商能與你合作。

我無法分辨直覺和實現(xiàn)某件事情的欲望之間有何區(qū)別。我的欲望會告訴直覺做什么。在順利的時候，你能從直覺中感受到經(jīng)驗、判斷、下意識感受和神奇的X元素。但在逆境之下，你的直覺會被欲望、意志力和按照你設(shè)想的方式實現(xiàn)某個目標的驅(qū)動力所接管。

那么，創(chuàng)業(yè)者應(yīng)該如何解決這個問題？雖然許多決策都需要有“信心的跳躍”，但我們必須區(qū)別在沒有足夠信息情況下的決策，和僅僅基于欲望的決策。

為了解決這個問題，我會把決定寫在一張紙上，列出五個支持或反對做出這個決定的關(guān)鍵理由。支持和反對的理由必須基于事實，不能包含想要、需要、希望、如果、然后、肯定等詞匯。

之后，我會把列表給我信任的某個不參與決策的人看，請求他或她對現(xiàn)實進行核查。這些理由是事實還是意見？它們是深思熟慮的猜測，還是我的希望、夢想和愿望？

每一個創(chuàng)業(yè)歷程都是始于一個夢想，但根據(jù)我的經(jīng)驗，夢想無法支付賬單。所以，一定要保證你的直覺是基于周圍世界的現(xiàn)實，而不是你期望出現(xiàn)的那個世界。（財富中文網(wǎng)）

注：本文作者格林是一家科技公司CEO和終生創(chuàng)業(yè)者，在成立和發(fā)展B2C與B2B在線業(yè)務(wù)領(lǐng)域，有超過15年的經(jīng)驗。他曾任INC 500公司CEO，并曾入圍安永紐約市年度企業(yè)家評選決賽。

譯者：劉進龍/汪皓

The Entrepreneur Insider network is an online community where the most thoughtful and influential people in America’s startup scene contribute answers to timely questions about entrepreneurship and careers. Today’s answer to the question “When making a tough business decision, how do you know when to trust your gut?” is written by Glenn Laumeister, founder and CEO of CoachMarket.

It’s often said, especially by entrepreneurs and those who would like to be, that you should go with your gut when making big decisions. In my experience, this is the worst possible way for entrepreneurs to make big decisions about their businesses.

If you’re a successful entrepreneur, you possess a level of willpower far beyond that of everyone else. It is this willpower that allows you to overcome obstacle after obstacle in launching and growing your business. A large part of this willpower is a result of your desire to achieve something and to do it before you run out of money, time, or energy.

Typically, strong desire and strong willpower enable entrepreneurs to convince employees to follow them, investors to bet on them, and early customers to trust them. The problem arises when your desire and willpower overwhelm your instincts, sense of reality, and ability to follow a rational decision–making process. When you want something so badly, and your entire world revolves around making it happen, your emotions take over, and you end up running a decision–making process no longer based on facts, but on a false reality.

I have made some really bad decisions simply because I wanted something to happen so badly that I was blinded by any other inputs. You cannot will customers to buy something they don’t want, you cannot will employees to create a piece of software that they don’t know how to code, and you cannot will suppliers to work with you who see the world in a different way.

I couldn’t tell the difference between my gut (instincts) and my desire to make something happen. My desire simply told my gut what to do. On a good day, you feel instincts in your gut that are a mix of experience, intuition, judgment, subconscious sensing, and that magic X factor. But on a bad day, your gut is simply taken over by your desire, your willpower, and your incredible drive to make something happen in the way you envision it.

How does an entrepreneur solve for this? While a leap of faith is often required in many decisions, one must differentiate between not having all of the information and making a decision based on desire alone.

To address this, I write down the decision and a list of five key pros and cons on a piece of paper that support or argue against making this decision. The pros and cons must be fact–based and cannot include words such as want, need, hope, if, then, sure, etc.

I then show this list to someone I trust, who has no skin in the decision, and ask for a reality check. Are these facts or opinions? Are they educated guesses or are they my hopes, dreams, and desires?

Every entrepreneurial journey begins with a dream, but in my experience, dreams don’t pay the bills, so make sure your gut is based on the reality of the world around you and not the world as you want it to be.

Glenn is a technology CEO and lifelong entrepreneur with over 15 years of experience launching and scaling B2C and B2B online businesses. He is a previous INC 500 CEO and finalist for Ernst and Young’s Entrepreneur of the Year Award for Metro New York.