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Evolving an ability doesn't automatically mean we'll want to use it. While physical exercise isn't that bad, it's still typically unpleasant. It has to be: you're pushing your body to its physical limits, which leads to significant discomfort.

Another issue is that the human brain is highly sensitive to wasted effort. Studies have shown that it calculates the effort required for actions and tends to stop us fromsquandering vital resources on fruitless efforts, like walking over 30 km for a handful of berries.

The thing is, regular exercise to get "in shape" requires constant and considerable effort — all for gradual progress and uncertain rewards. So, your brain's tendency to ask, "Is it worth it? " will be hard to quieten. This particular feature also means we typically prefer things which offer minimum effort for maximum reward.

Thankfully, the human brain is a complex organ. It isn't ruled by its more primitive drives. While many species' thought processes are limited to "Food, eat it!", "Danger, run!", "Pain, avoid!", we've evolved beyond that. Our brains can form multiple long-term goals and ambitions. We can imagine a desirable future scenario (情况), figure out how we'd achieve it, and do just that. Or at least work toward it. This directly impacts how our brain processes motivation and willpower. It makes us capable of delayed gratification (满足): we can recognize that rejecting a reward now can lead to a greater reward later, and act accordingly.

So how does the brain process motivation? The self-discrepancy (自我差异) theory suggests we have several "selves" active in our minds at any given time: our "actual" self, our "ideal" self, and our "ought" self. Your "actual" self is how you are right now. Your "ideal" self is what you want to be. And your "ought" self is the self that does what you ought to be doing to become your "ideal" self. So, if your "ideal" self is a professional footballer, and your "actual" self isn't, your "ought" self is the one that spends a lot of time training, exercising, and getting better at football.

As far as your brain is concerned, there are processes that discourage exercise, and processes that encourage it. Ideally, you'll end up putting more weight on the latter than the former.

Mr. Dena kept an unforgettable5 by Sir Isaac Newton on his chalk board: "If I have been able to see further, it is only because I stand on the shoulders of giants." He reflected on that throughout the year and was6 to teach us more than math.

Mr. Dena occasionally gave partner tests, believing that we could solve hard problems together. He drew names out of a hat to7 partners. Students were8 out loud that they wouldn't be paired with me. As the "lucky" name was9, the class burst into laughter. My partner joked about being10 with me. However, we worked well together and surprised everyone with our11 on this test. I learned so much from my classmates and I realized this was really12 we had partner tests.

The final exam was Mr. Dena's final13 to us, but I failed it. I told him I didn't understand how I could do so14 on a test when I had studied so hard. He explained it's not about the grades; it's about true understanding. If studying didn't15 on a test, it would someday. I knew then that16 passing or failing tests, studying was about hard work and effort. And I17 myself harder than I ever had.

To be challenged in math really changed the way I18 other challenges in life. I wasn't going to let a grade stop me from learning some of the best lessons of my life. Mr. Dena is one of the giants that Newton19. He has helped me see not only more20 ideas than I thought possible, but who I can be.

Months later, after a job interview at another company, I got a call From the manager. "3 , we decided to offer the job to someone else," he said. "Would you like to hear the feedback (反馈)?"

The manager went on to tell me I hadn't expressed my4 for applying for the position. The feedback was5 to hear, but he was right. As I just wanted a job in my home city, I didn't6 much whether it fit my interests. The job at the company was something I was capable of doing, but I didn't feel7 about it — and that showed in the interview.

From then on, I decided to carefully evaluate each job opening and only8 at I was interested in. In my applications, I also began9 clearly why I wanted that particular job. Soon my effort10 , as I got an offer I was truly excited about.

Years later, I found myself on the other side of the table, interviewing11 for a position in my lab. One of them got my attention. On paper, his application looked12 , but the interview went badly. He didn't seem to have done any reading13 about my research, which made me wonder14 he was truly interested in working with me.

When I called to tell him, I couldn't offer him the15 , he was disappointed. I then told him where he could16 in future interviews. As the17 went on, I got the sense that he was grateful for what I said.

Nowadays, when my own trainees apply for positions else where, I encourage them to18 feedback. It's never pleasant to19 constructive criticism, but if we are told where we are lagging (落后), we are more likely to avoid making the same20 in the future.

—Well, _________, but I can't quite think who he is.

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Dear Jim,

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Yours,

Li Hua