Fn el mundo s&oacute;lo hay 120 restaurantes que han ganado el mayor honor de las tres estrellas Michelin*. Uno de ellos es el buque insignia de Gordon Ramsay en Royal Hospital Road en Londres, dirigido hasta el 2016 por Clare Smyth, miembro de la Orden del Imperio Brit&aacute;nico. Abri&oacute; su primer restaurante por su cuenta, llamado Core, en Londres el a&ntilde;o pasado, y fue nombrada la mejor chef del mundo este a&ntilde;o**. Ahora, de 39 a&ntilde;os, Smyth ha llegado a la cima. Si mueres por probar platillos exquisitos, el suyo es la mejor opci&oacute;n. Podr&iacute;as pensar que est&aacute; muy complacida con sus logros. &ldquo;Huy, no he alcanzado nada...&rdquo; comienza a decir cuando le pregunto c&oacute;mo se siente con su &eacute;xito. &ldquo;Tengo muchas cosas por hacer&rdquo;. Para Smyth, sentir que lo has logrado todo es un peligro terrible. &ldquo;No puedes permitirte pensar de esa manera. Si no contin&uacute;as evolucionando, desaparecer&aacute;s en 10 minutos&rdquo;. Ese es el sonido del &eacute;xito verdadero. Contrario a lo creas, las personas m&aacute;s exitosas que caminan entre nosotros no est&aacute;n maravilladas de sus talentos, ni tampoco tienen IQ elevad&iacute;simos. Probablemente, ni siquiera nacieron con un talento en particular; los secretos de estos individuos son casi todos sorprendentes. Tomemos por ejemplo los antecedentes de Smyth. En d&eacute;cadas recientes se ha formado la idea que si los ni&ntilde;os crecer&aacute;n para ser exitosos, necesitan tener una autoestima muy elevada. Eso significa recibir elogios por todo lo que hacen, creyendo que son especiales y protegi&eacute;ndolos del fracaso. &iquest;Los padres de Smyth eran as&iacute;? &ldquo;&iexcl;Para nada!&rdquo;, responde ri&eacute;ndose. &ldquo;&Eacute;ramos ni&ntilde;os muy disciplinados. No habl&aacute;bamos a menos que pidi&eacute;ramos la palabra&rdquo;. Criada en el norte de Irlanda, Smyth es la m&aacute;s joven de tres hijos. &ldquo;Sol&iacute;a practicar salto ecuestre; para mi pap&aacute;, ganar no era suficiente, ten&iacute;a que ser perfecta. Si comet&iacute;a un solo error, &eacute;l me lo repet&iacute;a constantemente&rdquo;, cuenta.Nada de esto es sorprendente para la psic&oacute;loga Carol Dweck, de la Universidad Stanford, quien comenz&oacute; a estudiar el efecto de los elogios en los ni&ntilde;os en los 90. &ldquo;Esto fue durante el movimiento de la autoestima&rdquo;, afirma. &ldquo;A los padres se les dec&iacute;a que alabaran a sus hijos todo el tiempo, que esto les dar&iacute;a seguridad extrema y los preparar&iacute;a para la vida&rdquo;.En uno de sus estudios, se le pidi&oacute; a un grupo de ni&ntilde;os que completara una prueba simple de IQ. A algunos se les dijo: &ldquo;Tienes un gran puntaje. Debes ser un ni&ntilde;o muy inteligente&rdquo;. A otros se les dio el &lsquo;proceso de elogios&rsquo;, que se enfoca en el trabajo continuo, la concentraci&oacute;n, el mejoramiento y la perseverancia, en vez del resultado final. &ldquo;Descubrimos que la mayor&iacute;a de los ni&ntilde;os que eran alabados por su inteligencia no deseaban ning&uacute;n tipo de retos&rdquo;, explica Dweck. &ldquo;Quer&iacute;an asegurarse de seguir siendo percibidos como inteligentes. Pero la gran mayor&iacute;a de los ni&ntilde;os que fueron alabados durante el proceso quer&iacute;an experimentar desaf&iacute;os de los cuales pudieran aprender&rdquo;.<img src="http://magarticles.magzter.com/articles/7557/296486/5b741fb677cc8/1534336744_loc.jpg"" owidth=1754 oheight=842" />Dweck cree que alabar de sobremanera a los ni&ntilde;os los expone a desarrollar una obsesi&oacute;n t&oacute;xica con su propio &eacute;xito. Un padre que recalca constantemente la inteligencia desu hijo lo arriesga a pensar que &eacute;sta es lo m&aacute;s importante del mundo. El resultado es que el mantenimiento de esa imagen se convierte en una prioridad, en vez de la constancia para alcanzar el &eacute;xito. Si se les atraviesa una tarea complicada, y amenaza los sentimientos de superioridad del ni&ntilde;o, se rinden. &ldquo;Si alguien los elogia excesivamente, se convierte en casi una adicci&oacute;n&rdquo;, afirma Dweck. &ldquo;A esa edad comienzas a definirte. Los ni&ntilde;os elogiados por su inteligencia ten&iacute;an estas peque&ntilde;as risas de autosatisfacci&oacute;n&hellip; pero dichas sonrisas no eran permanentes porque cuando se les asignaba una tarea dif&iacute;cil, se derrumbaban&rdquo;.Las inseguridades no s&oacute;lo son algo normal entre las personas exitosas, sino que incluso cierta cantidad de inseguridades buenas parece esencial.As&iacute; como no ser elogiado en exceso de ni&ntilde;os, Smyth tambi&eacute;n corri&oacute; con la fortuna de trabajar con una serie de fant&aacute;sticos chefs. Su vida culinaria comenz&oacute; preparando s&aacute;ndwiches en el Hotel Bayview en Portballintrae, en el norte de Irlanda, donde le pagaban una libra por hora. Despu&eacute;s pas&oacute; al elegante Hill Crest Country Guest House. &ldquo;Ah&iacute; fue cuando comenc&eacute; a verdaderamente apasionarme por la cocina&rdquo;, dice. &ldquo;Me di cuenta de lo grandiosa que puede ser&rdquo;. Ten&iacute;a 15 a&ntilde;os. &ldquo;Mi chef me tom&oacute; como su estudiante y aprend&iacute; mucho de &eacute;l&rdquo;.Despu&eacute;s de su estancia en el Hill Crest, entren&oacute; bajo el mando de superestrellas como Heston Blumenthal, Thomas Keller y los hermanos Roux. Aprendi&oacute; franc&eacute;s por su cuenta para conseguir un lugar en la cocina de tres estrellas, de Le Louis XV de Alain Ducasse en Monte Carlo. Durante este periodo se benefici&oacute; de un r&eacute;gimen de constante retroalimentaci&oacute;n que conserva hasta hoy en d&iacute;a, utiliz&aacute;ndolo todo el tiempo: &ldquo;Es gracioso porque HR estaba hablando de tener &lsquo;pl&aacute;ticas laborales&rsquo;, para decirle a la gente acerca de su desempe&ntilde;o. Pero mi equipo recibe una de esas pl&aacute;ticas cada dos minutos, es algo constante&rdquo;. Este ambiente de retroalimentaci&oacute;n permanente resulta ser perfecto para alcanzar el &eacute;xito. Sorprendentemente, si lo practicas a solas, probablemente no funcionar&aacute;. &ldquo;A veces uso el ejemplo de jugar dobles en tenis y fallar en un tiro&rdquo;, explica el psic&oacute;logo, el Dr. K Anders Ericsson. &ldquo;El juego continuar&aacute;. No es como que tengas oportunidades de detenerte y hacer ajustes. Necesitas ese ciclo de retroalimentaci&oacute;n, donde consigues un mejoramiento considerable&rdquo;.A&uacute;n m&aacute;s sorprendente, Ericsson ha descubierto que los a&ntilde;os de experiencia tambi&eacute;n pueden no ser muy &uacute;tiles. &ldquo;Hay relativamente pocos campos donde haya visto una correlaci&oacute;n entre m&aacute;s experiencia y mejor desempe&ntilde;o&rdquo;, dice. &ldquo;Las cirug&iacute;as es uno de ellos, y es porque tienes retroalimentaci&oacute;n inmediata. Pero si un doctor diagnostica a un paciente, y &eacute;ste se va, el m&eacute;dico nunca aprender&aacute; si cometi&oacute; un error&rdquo;.<img src="http://magarticles.magzter.com/articles/7557/296486/5b741fb677cc8/1534336761312.jpg"" owidth=746 oheight=1325" style="height:1325px; width:746px" />Tal vez lo m&aacute;s notable que Ericsson descubri&oacute; (estudiando a violinistas famosos) es que el talento natural puede no influir demasiado. Su investigaci&oacute;n sugiere que la diferencia entre los violinistas &eacute;lite y el resto, estaba relacionada solamente a la cantidad de pr&aacute;ctica que hab&iacute;an invertido, particularmente durante la adolescencia. &ldquo;Algunas personas asumieron que los individuos m&aacute;s talentosos requerir&iacute;an menos pr&aacute;ctica que los otros&rdquo;, dice. &ldquo;Pero descubrimos exactamente lo opuesto&rdquo;.&iquest;Entonces eso significa que para alcanzar el &eacute;xito debes de nacer con un &lsquo;talento&rsquo;? &ldquo;La cuesti&oacute;n es, &iquest;las personas tienen genes que les dar&iacute;an una ventaja sobre los dem&aacute;s?&rdquo;, plantea el experto. Esto demostrar&iacute;a que existe el talento intr&iacute;nseco. &ldquo;S&oacute;lo tenemos evidencias convincentes que los genes te dan una ventaja en ciertos deportes con respecto al tama&ntilde;o del cuerpo y la altura&rdquo;, explica. &ldquo;Las personas han generado datos comparando los genes de atletas de Kenia con otros de diversas partes del mundo y no han podido encontrar un solo gen que se pueda denominar como ventaja. Esta es mi conclusi&oacute;n: no conozco ning&uacute;n tipo de evidencia contundente que demuestre que sea necesario tener cierto tipo de genes para ser exitoso&rdquo;.Entonces no necesitas ser la persona m&aacute;s segura y, probablemente, ni siquiera debes tener talento, no naces con estas cosas. Esto aplica para los millonarios tambi&eacute;n. &ldquo;Las personas creen que los empresarios nacen as&iacute;&rdquo;, dice Kelly Shaver, profesora de estudios empresariales en Charleston. &ldquo;Pero definitivamente no es as&iacute;&rdquo;. Tampoco es cierto el clich&eacute; que los millonarios exitosos son felices tomando riesgos. &ldquo;Se describen a ellos mismos como personas que administran los riesgos en vez de tomarlos&rdquo;, afirma. &ldquo;Los inversionistas son quienes est&aacute;n tomando riesgos&rdquo;. Y &iquest;lo hacen porque aman el dinero?: &ldquo;Lo hacen porque es divertido&rdquo;, explica. &ldquo;Se trata de un juego. El dinero es como el puntaje&rdquo;.Aunque lo que es verdad es que si est&aacute;s interesada estrictamente en los negocios, necesitas enfocarte en lo positivo. No es muy probable que hallemos un art&iacute;culo tuyo en el Financial Times si est&aacute;s constantemente obsesionada con las cosas terribles que pueden ocurrir. El estudio de Shaver de los secretos de los millonarios sugiere que muchos comparten una incapacidad de imaginar resultados negativos. Tambi&eacute;n tienen una actitud inusual hacia el fracaso y la culpa. &ldquo;Hay una pila de estudios que han llegado a la conclusi&oacute;n que las personas huyen de la culpa&rdquo;, dice. &laquo;Pero eso no sucede con los empresarios. Si fallan, lo aceptan. Expresan: &lsquo;Aprender&eacute; algo de esto&rsquo;. &raquo;Si dicha cualidad es abundante en una chef como Smyth, tambi&eacute;n hay dos caracter&iacute;sticas m&aacute;s: agallas y voluntad. Al creer que todav&iacute;a no ha alcanzado lo que quiere, sugiere que -seg&uacute;n Dweck- posee agallas, la voluntad de perseverar por un gran periodo. Las personas con menos seguridad tienden a encontrar el fracaso insatisfactorio y se rinden. &ldquo;Pero si tienes esta visi&oacute;n de tus logros a trav&eacute;s del tiempo -detalla Dweck- puede que no te sientas satisfecha con donde te encuentras ahora, sino que est&aacute;s agradecida con el progreso y quieres m&aacute;s&rdquo;.La voluntad, por otro lado, es la habilidad a corto plazo de motivarte a hacer cosas que tal vez no quieras hacer. &ldquo;Hab&iacute;a veces en que trabaj&aacute;bamos m&aacute;s de 100 horas a la semana&rdquo;, cuenta Smyth. &ldquo;A veces comenzaba a las 5:15 am cuando la noche anterior me hab&iacute;a acostado a las 12:30 am. Recuerdo estar aboton&aacute;ndome la filipina en la ma&ntilde;ana y como hab&iacute;a preparado langostinos, mis dedos estaban sangrando.Estaba agotada mental y f&iacute;sicamente. Pero hay una alegr&iacute;a rara que experimentas. Estaba castig&aacute;ndome para llegar a donde quer&iacute;a. Sab&iacute;a que pod&iacute;a soportarlo, mientras que muchas personas no&rdquo;.Si ahora est&aacute;s pensando que &ldquo;Clare Smyth es una superhero&iacute;na, nunca podr&iacute;a ser como ella&rdquo;, est&aacute;s cometiendo un error. Esto tambi&eacute;n involucra tu mentalidad y las creencias que tienes acerca de la voluntad. &ldquo;La idea que la voluntad es algo limitado es s&oacute;lo cierta si lo crees&rdquo;, afirma Dweck. &ldquo;A las personas que no piensan eso, puedes darle tarea tras tarea y son como el conejito de Duracell&rdquo;. Lo mismo aplica para el talento y la inteligencia: si crees que necesitas nacer con algo, y ese algo no lo tienes, es probable que fracases. Incluso el IQ no es especialmente importante. &ldquo;Es predictivo para cierto tipo de &eacute;xito, pero no mucho&rdquo;, explica Dweck. &ldquo;Y en su mayor&iacute;a son cosas que se relacionan con las mediciones de IQ, como el &eacute;xito acad&eacute;mico&ldquo;. E incluso a veces, no mucho.Los mitos acerca del &eacute;xito son muchos. Y las lecciones que podemos aprender de los grandes triunfa dores y las personas que los estudian son valiosas. No le creas a esa voz que dice que nunca podr&iacute;as hacerlo porque te falta talento o energ&iacute;a. Acepta el fracaso como algo inevitable y valioso del proceso de aprendizaje, no como evidencia de que te has defraudado a ti y al universo. Creer en ti misma es vital, pero de una manera espec&iacute;fica. &ldquo;Hay dos tipos de mentalidades&rdquo;, se&ntilde;ala Dweck. &ldquo;Es algo fijo y lo tengo o no; o es algo que puedes desarrollar&rdquo;. As&iacute; que no te digas que eres brillante o no. Aseg&uacute;rate a ti misma que si trabajas arduamente, brillante es lo que inevitablemente ser&aacute;s.

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is the World's largest and fastest growing self-service, cross-platform digital newsstand with over 87 million users since its inception in 2011 and thousands of magazines and newspapers across 40+ categories and 60+ languages. Headquartered in New York, Magzter has its local presence in Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, and will soon be expanding to other countries. Founded by global entrepreneurs, Girish Ramdas and Vijay Radhakrishnan in June 2011, Magzter enables magazine and newspaper publishers around the world to create and deliver digital editions of their titles to global consumers.

n. We will also use usage information in order to ensure users adhere to our Terms of Use. For example, a user’s usage information will help us confirm that a user only downloads a magazine or other content a permitted number of times or to a permitted number of devices.

which gives digital readers unlimited access to 9,000+ magazines and newspapers for a monthly subscription price. Magzter also has the largest number of stories in the world with its game-changing ezRead 2.0 feature for its apps, which enables smartphone and small-screen mobile users to enjoy magazine content the way it was meant to be enjoyed, with article text that is easy to read and is accompanied by stunning videos and high resolution photography.

{{magzter}} is the World's largest and fastest growing self-service, cross-platform digital newsstand with over 87 million users since its inception in 2011 and thousands of magazines and newspapers across 40+ categories and 60+ languages. Headquartered in New York, Magzter has its local presence in Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, and will soon be expanding to other countries. Founded by global entrepreneurs, Girish Ramdas and Vijay Radhakrishnan in June 2011, Magzter enables magazine and newspaper publishers around the world to create and deliver digital editions of their titles to global consumers.