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From success to excellence

前, preface

 

The eighth habit is Steven. Stephen R. Covey follows the well-known book "Agreement with Success" to explore the seven habits of making people successful and improving their effectiveness: initiative, finalism, first priority, win-win thinking, and self-confidence After the integration and continuous improvement, we will further propose the eighth habit of helping people to stimulate their inner needs and strengths and to achieve excellence - "finding the inner voice."

This book emphasizes that individuals can transcend the dilemmas of life and work through the practice of the eighth habit, and then influence others, have a positive impact on the environment and create the greatest value. Leaders can lead the organization and motivate them to achieve high performance and achieve excellence through the effective implementation of the eighth habit.

Author Steven. Ke Wei, MBA from Harvard University, Ph.D. from Brigham Young University. He is the founder of the Kewei Leadership Center and has assisted many companies, educational institutions and government agencies in training leaders.
He was selected as one of the 25 most influential figures in the country for Time magazine. The Economist magazine is the most forward-thinking management thinker and an internationally renowned authority on leadership, in leadership theory and family. It is well-known for its relationships with personal relationships and personal management.

His major works, "Agreement with Success", "Agreement with Leaders", and "With Time", are recent well-selling business management books; among them, "The Book with Success" is a high-selling American bestseller list. For the rest of the year, more than 12 million copies were sold in thirty-two languages in 30 countries around the world.

贰, the purpose of the book:

Solve the core problems of the new era with a new mindset

Dr. Ke Wei believes that the world we live in is changing at a speed we have never seen before, even though human beings have made extraordinary progress at all levels of economic, scientific or technological development. Compared with the past, people have more choices, but in the face of the real society, most people still feel powerless.

This book is to explore the advent of human beings in the face of a new era of knowledge and information, and enjoy the convenience brought by Internet technology. Why do most people still have a sense of accomplishment in their work? Why can't organizations motivate their talents and creativity to become an excellent and lasting organization? The author points directly at the core of the problem that we have an incomplete mindset about the true self – that is, human nature. He believes that the challenges and complexities that people face in a fast, volatile and competitive society have risen to a higher level, in order to respond to the advent of a new era and to meet the call of human inner voice – the pursuit of excellence and ownership for the public Service, the development potential to make an important contribution, learning a new mind will become a must.

Therefore, the "eighth habit" begins with learning a new habit of thinking mode, "seeing your inner voice" and "inspiring others to find the inner voice" as the two main axes, guiding you to discover the inner voice and find your own. Enthusiasm and value, and exert influence to build trust with others, in order to face the ever-changing society, release the potential of the individual and exert the innate talent, overcome the challenge, and work towards a superior life.

Participation, book chapter structure and connotation exploration

First, find your inner voice

(1) Unleash the intrinsic potential of the individual and stimulate the talents yet to be developed

Dr. Ke Wei believes that human beings enjoy three innate talents: 1. Humans have the freedom to choose, can determine their own direction of life, and make correct choices according to their own values; 2. Humans have the talent to follow principles Can follow the judgment of their own moral conscience, does not violate the laws of nature; 3. Humans have the talents of physical ability (PQ), intellectual ability (IQ), emotional ability (EQ), and spiritual ability (SQ), develop this Four talents will help to exert personal influence and motivate others to find inner voices.

Unfortunately, many people ignore the power to inspire their inner voice, think that they have no power and are in a victimized role, and therefore cannot discover their talent potential, but because humans have the freedom of choice. Because of the choice, we should be 100% responsible for ourselves; everyone has unlimited intrinsic potential and nature to give precious talents to completely change their lives. We should actively use and constantly strive to develop our own talents. To get real life.

(2) Express your inner voice, inspire others' potential and value

Vision: A person who can see the future in his mind can recognize his own sense of mission in the world.

Self-discipline: Representing the ability to adhere to the goals and make the necessary sacrifices to achieve the vision in the face of cruel reality.

Passion: It is an indomitable motivation, expressed in optimism and determination.

Conscience: It is the moral sense of judging right and wrong, the driving force for pursuing the meaning of life, and the highest guiding force for vision, self-discipline, enthusiasm, and conscience.

These four natural talents are the best way to express your inner voice, and also the common character of those who have influence.

Stephen. In an exclusive interview with Business Week, Covey cited India’s Mahatma Gandhi as an example. He believed that Gandhi had never been elected in any election, but he changed the world. Despite the lack of legal authority, he possesses vision, enthusiasm, discipline and conscience. Through the expression of these inner voices, he gains moral authority and inspires others to see their potential and value, helping India to liberate itself from the role of the British colonies. This influence further enlightens the world. Therefore, he believes that true leadership is not achieved by legal authority, but by moral authority, from the discovery of the inner voice of the self.

The inner voice is the unique and important essence of human beings. Everyone is eager to pursue their own unique values and missions, and human beings absolutely have the power to decide on a superior life. Those who can exert their long-term influence often start with the initial choice. A person who recognizes his or her own nature and talents, maintains a high degree of self-discipline in a harsh competitive environment, and strives to live according to his inner moral conscience, finds his inner voice, and then expands his influence, inspiring others to see their potential and value. .

The real value is the process of long-term persistence. This process requires us to devote ourselves to the final goal after a long period of hardening.

Second, motivate others to find inner voice

(1) The essence of leadership: leadership is not a show of power, but illuminates the value of human life

Real leadership comes from the individual's ability to discover the potential and value of communication in the process of discovering oneself. It can help people around to see their value. Leadership is an art, a growing influence, not just show power. It illuminates the value of human life. Leaders must understand human nature. They must understand that the deepest desire of human nature is to be understood and appreciated by others. No matter the leader of that field, they need to learn to listen to the inner voice of themselves and others, understand the fundamental needs of human nature, and The environment, business or government, exerts the greatest influence and creates positive value.

Douglas McGregor, an administrative professor who proposed the famous X theory and Y theory in 1960, once said: "Employees are not small gears in a big machine, but individuals with individual goals." Gregg believes that every supervisor should come up with a way to guide employees to make the greatest contribution to their work. The most important goal of the organization should be to provide a "human" working environment, treating each employee as having one Many unique individuals who have not yet developed their potential help each employee achieve self-fulfillment.

(2) The key to mastery of leadership

1. Play the influence of the rudder through active self-authorization

The rudder is a small rudder mounted on a ship or aircraft that controls the large rudder to control the direction of the entire ship or aircraft. There are countless potential rudders in every organization, and these people can assume leadership roles and influence the people around them, no matter what environment they are in. In "Stephen. In the book of Ke Wei's Success Golden Law, the author Hou Shuzhao quoted Stephen. A paragraph of Ke Wei:

"Don't underestimate your ability to influence others and leadership. Regardless of your social class, status, or position, you have the potential to lead yourself and others to do greater things. Maybe starting with small places, but in the end often creating big ones. Impact... You can not only practice yourself, but also help others achieve their highest potential."

Many people question whether they have the power to change the status quo, but the potential ability of the individual is unlimited. You can choose different levels of self-authorization to expand your influence in different situations. The leader with the rudder role, regardless of the actual position. Why, you can stick to your own principles, seize the opportunity, and exert your influence, as Tom Peters said: "Excellent people love jobs that others don't like because they can give them a lot of work. Big room for radiance... Take the initiative to fight for small tasks or sporadic trivia that others don't want... Because this is a paper license for self-authorization, you can make these trivial things a magical event that attracts everyone."

In the face of difficulties or challenges, we must take the courage to take appropriate proactive actions, promote things in the right direction, and adopt different levels of self-authorization through active and empathetic skills to exert the influence of the rudder.

2. Improve the credibility of the individual, win the trust of others

(1) Personality characteristics of leaders

Confucius, the sage of the Chinese sage, once said: "The body is right, it is not allowed to do it, and its body is not right, although it is not acceptable." As a leader, we should focus on the quality of goods, and we must have honest and honest personality characteristics in order to uphold principles and keep our promises. A good leader is to be self-contained, independent and not drifting. Integrity is not a narrow "no lie", but a "painful fact" and "acceptance of fault" at a time of pain.

Mature and stable can overcome self, be brave, deeply understand their responsibilities, and have the courage to bear the consequences of behavior. Aspirations can make life a source of continuous improvement and a source of wealth, rather than establishing competition with others.

The success of any enterprise is laid on the foundation of integrity. Honesty is the practice of moral courage. Only by focusing on the development of personal character can supervisors improve their credibility. Therefore, before you can improve any kind of interpersonal relationship, you should change yourself. Leading by example can build a solid foundation of trust in the organization, and once the organization builds trust, it gains employee loyalty. The open environment fostered by trust and loyalty allows organizations to resolve conflicts in a constructive manner without undermining the loyalty of each other's relationships.

Robert Greenleaf, the former chairman of AT&T, proposed the well-known concept of "the leader is the servant of the public." In his book "The Leader of the Servant," he put forward, "Serving everyone is the main purpose of the leader. To the sincerity you think about them, not only will you obey you, but you will do your best to pursue your common goals."

The American economist David Gergen mentioned in the book "Seven Lessons of the President of the United States": "The relationship between leaders and followers is the core of leadership reign. When everyone believes that this person is trustworthy, he will It is obvious that the inner essence is more persuasive than the external words and deeds. The sincere character of the leader is the basis for winning long-term trust.

(2) Trust is an emotional savings

In another book, The Covenant with Success, Dr. Covey uses a sentimental bank account to compare trust. You can make emotional savings and deposits in your account, but the result is not that your relationship is stronger, or that it is going to break. Commitment is a very easy task, but it is very difficult to keep promises, especially when difficulties arise or the environment changes. In his book "Successful Failure," Donnasar pointed out that leaders who dare to make commitments must take considerable risks. To achieve their commitments, they must have sufficient resilience and willpower to overcome the heavy burden of the organization in the past.

When Yan Changshou, president of the Yadu Lizhi Hotel, shared his successful business methods, he clearly pointed out that business conduct is based on reciprocity, but honesty is more important. Honesty and mutual compassion are the long-term business of the company. Leaders must adhere to the principle of sincerity and commitment to others in any difficult situation, in order to continuously save and accumulate personal trust deposits in emotional accounts and win the respect of others.

3. Integrate the voice and seek a third solution

(1) Seeking a third solution to resolve differences

In life, the most important and most challenging problem we face is how to deal with conflicts. Because there are many differences between people, each person's thinking mode is different. The main purpose of this chapter is to face the problem. How to find a third solution to deal with conflicts and resolve differences.

The annotation to the third method in the book is: "The third method is not a compromise. It is the so-called middle route of Buddhism. It is a road in the middle but higher than a level, like the apex of a triangle. "The third method is the result of creative efforts. Only when everyone opens up and is willing to listen to others' opinions and seek a common solution can they get a third way to solve the problem. You don't know what it will lead to." a situation, but I am sure it will bring better results than the current method."

Therefore, the third solution is not to resolve conflicts and disputes between people by compromising, losing or winning. It is seeking a win-win mentality. The central point of its thinking is "we", not just the narrow "I".

In the real world, even if people see the same fact, differences in personal experience can lead to different opinions. The world we know is not the original face of the world, but the world in our eyes. Therefore, to change others, we must first change ourselves, we must change ourselves, we must change our concept of looking at things. Only when the concept changes, everything will suddenly become clear.

(2) The skill of finding a third solution is to communicate

Management master Peter. Peter Drucker once said that 60% of organizational management problems are caused by poor communication. However, most of the communication is bad because no one is willing to listen. Therefore, listening to different opinions carefully is the first step to avoid the formation of a culture of the department. Many people think that communication is a speech. This is the biggest mistake in communication. Communication is not determined by the person who speaks, but by the person who listens. According to the US ECLA study, 93% of people listened with their eyes, and the actual speech content only accounted for 7%, so the attitude of people's speech is also an important factor in determining whether communication is effective.

It is not easy to achieve true communication. You must first abandon your own values, personal opinions and judgments, empathize with each other's thinking mode, and listen to each other's views in a sincere manner. Dr. Ke Wei emphasizes that being understood by others is a deep demand of human nature. It does not mean you. Fully agree with the other party's point of view, just that you can understand his thoughts from another person's point of view, learn to look at the problem in a completely new way, and obtain mutual respect and understanding when they are different from each other, and seek a third solution together. way.

If it is like Dell. What Dale Carnegie said is that the real competitive advantage that can't be replicated is the potential, momentum and enthusiasm of the employees. So, how much is your communication and how competitive you are.

4. Working together to pursue a shared vision and values

(1) Recognize objective reality and formulate organizational vision

In a survey of 1,500 senior executives across the country, the “strong willing landscape” is what they believe is the most needed leadership trait in the 21st century. Leaders should set goals for the organization and lead all members toward a common goal. The personal vision of the leader can be transformed into the direction of the organization. However, in the process of formulating the vision and tasks, the leader needs to recognize the objective reality and decide what kind of values are most important to the organization or team. What is more important is to confirm the whole. Employees have a common view of the organization's important issues and help employees clearly understand the organization's important goals.

In 1969, Ken Blanchard and Paul Hersey proposed the Situational Leadership to mention the core idea of situational leadership: “Supervisors should clearly state and express before assigning a goal or task to a subordinate. The highest expectations and their importance, while accurately determining the ability of the subordinate to work on this goal or task."

When group members can understand the important goals of the organization and share a sense of mission that they work together, they will be more in a better position, better able to master their own work, and willing to accept diverse work experiences and be responsible for the organization's main goals. The organization will send out a common inner voice and build an effective culture.

(2) Establish a model of teamwork, work together to face challenges

People often turn to the same page of the score to describe the harmonious situation of achieving a common vision, because in the orchestra, everyone's playing skills are very important, but if only focused on personal skills, the whole song will overlap. This is what American management guru Decius said: The ensemble is the highest state of management.

Leadership is about creating an atmosphere in which every employee wants to be part of the organization, not just for the organization. Leaders can create an environment that portrays a shared vision and values that make people want, not have to Organizational effectiveness.

An organization needs to first twist itself into a rope to have a strong motivation to unite employees with different strengths and values, and work together to face challenges.

(3) Key to the implementation of leadership

In by Riley. According to the book "Execution" in the case of Bao Xidi/Rim Xia Lan, implementation is a discipline and an inseparable part of strategy; execution is the primary task of business leaders; execution must become the core of organizational culture. Ingredients. According to the survey results, 20% of a successful company relies on strategy and another 80% relies on executive execution. Business leaders must fully participate in the company's operations, continuously and rapidly improve the problem, and then work through the various units to achieve the goal. The discipline of execution must be effective. It depends on the employees being trained and uninterrupted. If only a few people in the system do it, it will not be successful.

1. Integrate the organizational system to adjust the target to achieve results

(1) Organization is a growing organism

Since the 1960s, due to the rapid changes in the market environment and technology, the demand for new knowledge and new skills has increased. In order to respond to changes, the company's goals must also be adjusted with the environment. The organization is an open system that interacts with the external environment. In the face of the ever-changing facts in the environment, it is necessary to adjust and integrate the organization's target system, and adjust the direction according to the feedback message received continuously to determine the orientation of the organization. The goal is moving forward.

(2) The adjustment of the target direction needs to be consistent

Dr. Ke Wei pointed out that there is a common blind spot in the organization, which not only makes employees feel distrust, but also hinders the survival of the organization. For example, almost all organizations hold similar values and goals. They emphasize the importance of solidarity and cooperation. They also know that this is good for the organization, but its system encourages internal competition and strives for personal victory. Many companies use a reward system that rewards individuals, causing individuals in the organization to strive for individual performance. Everyone acts according to their own plans and lacks the spirit of teamwork.

When the values emphasized by the organization lack overall consistency with the actual observations and received messages of the employees, the employees' perceptions of the goals will be confused and stunned, which will impact the overall development of the organization. Therefore, the corporate goal must be clear and clear, in order to strengthen the employees' cohesiveness and trust in the organization.

(3) Seeking the target execution of the change strain

When organizations adjust their organizational system goals in response to new thinking changes, they must be aware that those who succeed in achieving a true leadership position in a highly competitive environment are not just using strategies to gain short-term advantages, but by learning new ones. Technology, strengthening the cultivation of talents and the activation of organizations can sustain growth and innovation and achieve the desired goals.

2. Fully empowered to inspire employees' enthusiasm and talent

The main job of the leader is to help the subordinates achieve their goals and provide the necessary guidance and support. To achieve the goal of full empowerment, the team must be full of service leadership, that is, to help employees use creativity to find better. The way of doing things, let the employees be responsible for themselves.

(1) Authorization is a troubled and fragile link

In today's fast, volatile and highly competitive business environment, organizations that want to meet the needs of social diversity must enable employees to have the ability to respond quickly. However, most grassroots employees and even many middle and low-level executives do not get superiors. The authorization makes them inflexible to meet the needs of customers. They have responsibility but no power. Responsibility without rights and lack of necessary flexibility will make it difficult to generate sufficient power. This shows a fragile link in the implementation of the license.

(2) Fully authorized elements

Supervisors must have an in-depth understanding of the knowledge and experience of their subordinates prior to authorization, and provide the necessary training for their potential and needs: a successful authorization must be that the authorized person must have sufficient conditions to be entrusted and have the authority to assume Responsibility and responsibility should be taken together, otherwise, even if authorized, power is likely to be lost again.

The scope of the authorization should be clear and flexible in implementation: the leader must set a clear and realistic scope of authorization, but at the same time allow employees to have a flexible space that deviates from the standard within the scope. Companies must let employees know that they can have the flexibility to take other special actions if they encounter special circumstances and do not need to stick to the words on the rules.

The organization should allow employees to actively participate in the process of participation: leaders should listen to the opinions of employees and allow them to fully express their opinions and actual participation opportunities within their own scope of work, so as to avoid employees being only passively performing the tasks assigned. Trusting employees is an essential part of a company's success. Only through a fully empowered approach can employees have a sense of participation and belonging to their work.

An organization that encourages employees to be actively engaged and fully empowered, employees have the actual experience and the ability to make the right decisions. When the leader truly establishes an ideal authorization environment, it will not lose control, because the real authorization is based on mutual trust and mutual trust. The leader stimulates the potential of the employee through the release of power. And the enthusiasm for work, the courage to be responsible for the results of the work, that is, give them the ability to exercise self-control and management, to motivate employees to find the inner voice, to play a unique potential value.

肆, conclusion

This is an era of confusion and uncertainty. Many people create a legend of getting rich overnight, but more people face the crisis of unemployment at the same time. In the past, seniority was a guarantee for promotion, but now it is a heavy burden.

The rapid changes in the environment are often greater than what most people can tolerate and understand. What we are facing is the advent of a new era of knowledge. We want to survive in this new era and become a member of the new era. What we should pay attention to is no longer a false chance of success, but a return to the fundamentals of human nature. Enthusiasm, there must be a sense of realism of value. Only by responding to the call of the inner mind can we grasp every opportunity and create the power of change.

As the British Prime Minister Churchill said: "For everyone, there is always a special moment in life. It is like, fate took a picture of his shoulder and gave him a chance to do something very special. A unique and suitable gift for him. If he is not ready at that moment, or is not qualified for the job, what a sorrow!"

"The eighth habit" by Steven. Covey provides a complete development model that guides us through internal and external, step-by-step thinking, how to pursue our inner voice and inspire others to find their own voice. Only by recognizing the essence and talent of self-owning, the inner potential and enthusiasm will be completely released. It can make meaningful choices based on free will, take active and positive actions on the real environment, and more importantly, exert influence and clear Tell others to face their value and potential and create meaningful, lasting contributions.

The ability to find your inner voice and inspire others to find is hidden in our natural talents. Only by yourself can you have the power to decide to change. American writer Marilyn Ferguson said: "No one can persuade others to change. Each of us has a door to change that can only be opened from within, no matter whether it is emotional or reasonable, we can’t do it for others. Open the door."

If you have decided to open the door to change and show the power of concrete action, then you will grasp the key moments in your life and create excellence.