Book excerpt from Thomas Derrell's Wisdom Bento
Successful leaders begin with a business that is so closely tied to the meaning of their existence that it is not just an opportunity, but a personal necessity. They are confident enough in their abilities so they don't feel threatened by the success of their subordinates, but instead feel recognized. They encourage and inspire the team, not belittle or intimidate;Teach to the led, rather than putting obstacles in the way;They are eager to succeed and are not afraid of failure. Every moment of our existence in the world is inspired to be leaders, either to lead others or to lead ourselves.
There's nothing like someone who picks the wrong position or someone who is dissatisfied with it. Such a person will discourage other colleagues and waste the time and energy they have put into achieving their goals. You want to meet someone on your team who can work together and say "I know what we're going to do, I thought of a better way to do it." Such people are invaluable in keeping the team on the right path. On the other hand, if someone often says, "We'll never do it," and isn't genuinely interested in what they do every day, they're just holding everyone back. In fact, they are also dragging themselves back. This kind of person must be removed from the team, or they will destroy the whole team.
Fear leads to failure, and fearlessness leads to success.
Almost every problem, people can find a solution, provided they know the rules of the game. It is often the case that they receive an assignment and put in several weeks to show the results to their superiors, only to be told by their superiors to change the direction of their work because some information is not communicated in place. This kind of thing can be a serious blow to morale and a waste of time, effort, and productivity.
Not all customers want the same. Rather than offering just one product or service and giving customers to other competitors, you should compete with yourself. Rather than being hit by other companies, it is better to impact yourself.
Gifted people don't need to be supervised. They don't make things because someone is watching, but because they are attributed, because they like what they do.
Everything in my company is closely related to the meaning of people's existence and the five things in life. We do things because by doing them, we can ensure that we will succeed in life—the kind of success we define. I don't want the people I work with to just like their work, I want the kind of people who can get satisfaction from their work. Such people don't suffer from burnout all the time, they will be motivated to move forward.
I often see the misconception that profit is inversely proportional to the number of employees who are satisfied with their jobs. Too many leaders believe that the tougher they are with their employees, the more work they do and the more profitable the company will be. They also believe that the more satisfied people are with their jobs, the fewer people should push them to work, and the lower the company's profits. The truth is, if you only have to urge people to work, you're either hiring the wrong people, or you're hiring the right people and they're doing the wrong job.
If a company meets these three criteria:
1) Recruitment personnel not only look at the matching degree of position and ability, but also look at the matching degree of talent and company culture;
2) It's not about everything, it's about giving people full autonomy to manage themselves
3) Instead of being driven by money, the company is motivated by creating a "family-like" environment, and the company has 22% higher sales growth, 23% higher profit growth, and 67% lower employee turnover than companies that make the opposite choice in all three.
There are two major factors that affect profit margins, both of which are closely related to people. One is productivity – how productive people are. The second is employee turnover – how often people quit their jobs and need to recruit new people to fill them.
If everyone works as part of a collaborative team on the same path, and one of the common goals of the team is to maximize the interests of the organization, then everyone is actually responsible for that benefit.
If you want to become a CEO, you must first figure out whether C+E is less than O. where c is the cost, e is the effort, and o is the output. Most people value C and E and never look at O. These people have "leftism" – they only look at the left side of the equation.
Without profits, a company cannot function. If it doesn't work, the company won't get paid. If people don't get paid, no matter how satisfied they are, they won't be able to work for long. Soon the company will have no employees, no products, no customers, and eventually the company itself will cease to exist. Each side is a loser. Conversely, if the company is consistently profitable, then employees can do the work that brings them satisfaction, while also getting paid and customers happy, and everyone wins.
If people can be successful by doing things they don't care about, then they should be hugely successful if they do things they really care about. If they have great success, so will their company, which means that great profits and great success will be mutually causal, forming a virtuous circle.