明阅文章网 - 轻松阅读从此开始!

文章阅读网-情感文章-美文故事-散文欣赏-明阅文章阅读网

当前位置: 首页 > 心情随笔 >

拒绝责难,拒绝推委

时间:2021-06-04 09:59来源:洛克菲勒 作者:洛克菲勒 点击:
Rockefellers 38 Letters to His SonThe 32nd Letter: Refusal to censure, refuse to promote committee Dear John: If I say that Mr. Andrew Carnegie, who has always been unwilling to show weakness and always thinks he is the richest man in the w
Rockefeller’s 38 Letters to His Son——The 32nd Letter: Refusal to censure, refuse to promote committee
  
  Dear John:
  
   If I say that Mr. Andrew Carnegie, who has always been unwilling to show weakness and always thinks he is the richest man in the world, comes to visit me and asks me a very serious question, would you be surprised? In fact, that great blacksmith did just that.
  
   Two days ago, Mr. Carnegie came to our Kikwit. Perhaps it was my smile and the relaxed atmosphere of conversation with us, which melted Mr. Carnegie’s steel-like self-esteem, and asked him to put down the shelf and ask me:
  
"John, I know that you lead a group of very capable people. However, I don't think their talents are unmatched, but what puzzles me is that they seem to be invincible and can always easily defeat your competitors. I want to know, What kind of magic did you use to give them that kind of spirit? Is it the power of money?"
  
   I told him that the power of money is certainly not to be underestimated, but the power of responsibility is even greater. Sometimes actions do not come from ideas, but from taking responsibility. Everyone at Standard Oil Company has a sense of responsibility, and they all know "What is my responsibility? What can I do to make things better?" But I never talk about responsibilities or obligations. I just create a sense of responsibility through my leadership style. Responsible business.
  
   I thought this topic should be over, but my answer obviously stirred Mr. Carnegie’s curiosity. He asked me seriously: "John, can you tell me how you do it?"
  
   Seeing Mr. Carnegie's humble expression, I can't refuse, I must tell the truth. I told him that if we want to survive forever, our leadership style means categorically refusing to blame anyone or anything for any reason. Blame is like a swamp. Once you stumble and fall into it, you will lose your footing and direction, and you will become immobile, trapped in a predicament of hatred and frustration. There is only one result: losing the respect and support of his subordinates. Once you fall into this field, you are like a king who surrendered his crown to others, unable to dominate everything.
  
   I know that blame is the number one enemy that destroys leadership. I also know that there is no victorious general in this world, and no matter who it is, there will be setbacks and failures. Therefore, when a problem arises, I will not feel resentful or dissatisfied. I am just thinking: How can the situation get better? What actions can be taken to remedy or repair our mistakes? Actively choose to move towards higher productivity and satisfaction.
  
   Of course, I will not let myself go. When something bad happens to us, I will stop and ask myself a question: "What is my duty?" Going back to the origin, by fully and honestly assessing my role, I can avoid spying on what others have done, or It is to ask others to change something, etc. meaningless behavior. In fact, only by focusing on myself can I reclaim the crown that I inadvertently gave up.
  
   However, analyzing "what is my duty" does not mean self-blame. Self-blame is one of the most insidious and cunning traps of accusation. Self-blaming such as "That's a stupid mistake!" will only make me fall into the same trap of resentment and dissatisfaction as any other accusation. In fact, "what is my duty" is a step with strong analytical power and self-affirmation. When I know that the real problem is not what they should do, but what I should do, I will not feel sorry for myself. , And it will only make yourself stronger. The stronger you are, the smaller the influence of others will be. It seems that this is not a bad thing.
  
   If I can treat every obstacle as an opportunity to understand myself, instead of preoccupied with what others have done to me, then I can find a way out of the walls of leading crisis.
  
   Of course, I never see myself as a savior, and I don’t have a savior mentality. I asked myself: In what respects should I be responsible for myself? I also asked myself: In what respects are the subordinates responsible for me? The job of a leader is not all-knowing, all-powerful, and full responsibility. If I regard myself as a brave messenger of justice, ready to save the world, I will only plunge myself into a crisis of leadership. A large part of my responsibilities is to make others accountable for their own responsibilities. If an employee doesn't care about things that concern his own interests, I don't believe that such an employee can have a strong desire to do a good job, then he should leave and serve others.
  
   The kind of pressure that feels the responsibility can make people unconsciously excited. Nothing can stimulate and strengthen the ability to do things like a sense of personal responsibility, and entrusting the heavy responsibilities to subordinates and letting him know that I fully trust him is undoubtedly the greatest help to him. Therefore, I will not take on myself the responsibilities that my subordinates must and can bear.
  
   I not only rely on demonstration to create the company's responsible atmosphere and atmosphere, my subordinates all know my basic principle: No blame or excuses at Standard Oil Company! This is the philosophy I insist on, and everyone knows it. I will not punish them for making mistakes, but I will never tolerate irresponsible behavior. Our belief is to be thoroughly followed. Our motto is that support, encouragement and respect will be wholeheartedly accepted and double praised. Only making excuses without providing solutions is intolerable at Standard Oil.
  
   We rarely make any mistakes, because my door is always open for my subordinates. They can offer opinions or simply complain, but in a responsible way. This result will make us trust each other, because we understand that everything needs to be discussed under the sun.
  
  Mr. Carnegie is an excellent old student. He didn't let me waste time. When I ended this topic, he said, "Amidst complaints, good employees will become mobs!" He is so smart.
  
  John, almost all people have the defensive psychology of the committee’s true responsibility, so that the phenomenon of committee responsibility can be seen everywhere. But it hurts endlessly. The way to avoid defense is to start listening.
  
  The biggest challenge for leaders is how to create an environment where people feel that it is more comfortable to be open and honest than to hide the truth. Proactively invite others to state their thoughts and encourage them to speak out with words such as "Say a little more" or "I really want to hear your opinion." Contrary to what most people believe, in a dialogue, the listener is the one who has the power, not the declarant.
  
   Unbelievable, right? Think about it, the tone, focus, and content of the speaker actually depend on the way you listen. Imagine the difference between talking to a person who is hostile and aggressive, and a person who is preoccupied with you. When you simply listen to other people, you take off your defenses. You will get these benefits: you will have a more thorough understanding of the underlying issues behind offensive or angry language. You can get more information, and this information can change your assumptions about the ins and outs of the entire event. You will have more time to organize your thoughts.
  
   The presenter will feel that you value their point of view. The most exciting thing is that when you listen attentively, the original presenter will be more willing to listen to your opinions.
  
   True listening is not defensive. Even if you don’t like this information, you should listen to it instead of responding immediately. Listening attentively is less like a technique, it is more like an attitude. The skier spends 100% of his attention every second when encountering obstacles, and will never be distracted to think about what he wants to say to his partner after a while. In the same way, as an active listener, you give 100% of your attention to another person without blurting out what you think. In this way, you get rid of preconceived notions and open your mind to create a more meaningful and effective dialogue.
  
   For a long time, we have shaped our lives and shaped ourselves. This process will continue, and we will ultimately be responsible for our choices. Just as "purpose" determines your direction, refusal to blame will build a road to achieve your goals.
  
   love your father
  
   July 24, 1910
  
  Rockefeller famous quote:
  
   1. Blame is the number one enemy that destroys leadership.
  2. Self-blame is one of the most insidious and cunning traps of accusation.
   3. The stronger you are, the smaller the influence of others will be.
(责任编辑:立暖)
顶一下
(0)
0%
踩一下
(0)
0%
------分隔线----------------------------
发表评论
请自觉遵守互联网相关的政策法规,严禁发布色情、暴力、反动的言论。
评价:
表情:
用户名: 验证码:点击我更换图片
栏目列表
推荐内容
hhpoker