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论老子

道,领导也。领导必需要不断呼唤,教导下属以及以身作则。下属的过和错皆因领导懒惰。

 
 
 

日志

 
 

《道德经》第56章:古文今用  

2017-07-04 13:36:18|  分类: 《道德经》古文今 |  标签: |举报 |字号 订阅

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知者不言。言者不知。挫其锐,解其纷,和其光,同其尘,是谓玄同。故不可得而亲。不可得而疏。不可得而利。不可得而害。不可得而贵。不可得而贱。故为天下贵。

学说1:协调会议的四大秘诀

[LP147]一名知高识低[1]的领导人,他不会随意下指令*1的。相反的,[LP148a]一个频繁地下指令的领导人*2,他却不知道怎样善用人,[LP148b]更不知道怎样给属下安排职务。

注释*1一名领导人所说的话,一般上下属是不问皂白就接受为指令了。由此可见,一位领导人不可以随便说话,因为他所说的每一句话就是指令。

注释*2美国第45任总统,唐纳德·约翰·特朗普(Donald John Trump)就是一名喜欢频繁地胡乱瞎说的总统!

[LP149]身为领导,他必须要明白以下四个共同要点:

1.  [LP149a]其一,怎样互相谦让一个高度争论的焦点;

2.  [LP149b]其二,怎样达成和解一项争执不下的事

3.  [LP149c]其三,怎样怎样和衷共[2]的解决问题之后,共同耀之;

4.  [LP149d]其四,怎样和大家共识事情是没有差异的,如果有差异的话,它也只是一个非常微小的差异

 [LP149e]这是所谓的,深奥又不容易理解上下同心协力的领导原理,即共同努力,寻求一致的充分合作关系,领导大家全面致力于一个共同的目标。

学说2:决心面对棘手问题

 [LP150]因此,每当遇上一个棘手的问题时,一名领导必须依据以下六个每况愈下的层次状况而履行事务:

1.  [LP150a]他获取不到所要的结果时,姑且亲自下手去;

2.  [LP150b]如果他还获取不到所要的结果时,姑且去掉阻塞,使通畅;

3.  [LP150c]如果他再获取不到所要的结果时,姑且使执行的计划更加顺利地进行;

4.  [LP150d]如果他再也获取不到所要的结果时,姑且接受失败后的损伤;

5.  [LP150e]如果他依然获取不到所要的结果时,姑且更加重视它;

6.  [LP150f]他最终还是获取不到所要的结果时,姑且更加谦辞。

[LP151]所以,我认为下属才是最可贵的[3]

 

SubtitleSubtleties in managing others

[LP147]An intellectual leader who is poise and self-confident will not arbitrarily issue instructions to his subordinates. [LP148a]On the contrary, he who randomly or frequently issues instructions to his subordinates, does not know how to make good use of the talents of his subordinates. [LP148b]Perhaps, he might not even know how to assign duties to them.

[LP149]These are the four common grounds where effective leaders try to achieve, even though these seem a little too profound and not easy to understand.

1.      [LP149a]Effective leaders understand the importance of give and take and thus, for all intentions and purposes, he backs away from hotly contested issues.

2.      [LP149b]Sensible leaders know how to reconcile or compromise on heated disputes or differences in opinions.

3.      [LP149c]Caring and gentle leaders place utmost importance to harmonize and complement each other in order for everyone to mutually enjoy the results derived from the completion of the tasks/project and giving everybody the same level of compliment, recognition and glory.

4.      [LP149d]Evenhanded leaders do not make any significant difference between them and their subordinates, and should such a difference in status or honor or credit appear, they quickly water it down as mere insignificance.

[LP149e]The above are the four profound and by far, not easily understood principles of concerted efforts, seeking full cooperation with unity of purpose and drawing everyone to be fully dedicated to a common objective.

 [LP150]Therefore, when a conscientious[4] leader meets with a difficult issue on hand and he clearly knows that he is not getting the desired result, then he must:

1.      [LP150a]go down personally and dirty his hands;

2.      [LP150b]take the necessary actions to remove the obstacles in order to go forward smoothly;

3.      [LP150c]smoothen the executions of the plan of action in order to ensure the implementation of the plan or program gets on swiftly and smoothly;

4.      [LP150d]readily accept failure and assume full responsibility over the potential damages;

5.      [LP150e]pay more attentions and value every fine details of each problem;

6.      [LP150f]work on the issue on hand, in complete humility.

[LP151]This is why I acknowledge it is our subordinates who are the most valuable and indispensable.

示例1:据说,美国每一位总统都是傀儡。为什么会有这样的传说呢?其一,不得知在背后操纵的幕后黑手是否明白知者不言的道理。然而,每一位总统因为是傀儡的关系,于是他们频繁地下指令,而且美国人民也傻乎乎地以为他们的总统的职权是神圣的。到了特朗普,那已经是到了登峰造极的边缘了。请参照[LP148a-b]

示例2:虽然商业的斗争可以说是几乎“纯粹为了自己的利益”而领导各自的机构或部门。惠普机构(Hewlett Packard),在它的创业者,比尔?希勒(Bill Hewlett)以及大伟?帕卡特David Packard在三十年里悉心建立了一个关爱员工的惠普文化,因此崛起成为世界首五十名的霸级公司。请参照[LP149a-e][LP150a-f][LP151]

请回顾:在你励精图治的过程中,你曾依据[LP149a-e][LP150a-f][LP151]而处理事情呢?



[1] 说话、做事懂得掌握分寸

[2] 指同心协力克服困难。

[3] 这逻辑很简单。聘请下属,目的是给你履行事务以及解决问题的。难道不是吗?如果不是,你干嘛,聘请他呢?

[4] Involving or taking great care; painstaking; diligent.

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