Rise and fall, destruction and praise, strange and orthodox

Author: Wan Fujiu
Publisher:
Publish Date: 2006-01-01
Features: Appreciation of exquisite wisdom stories, savoring beautiful philosophical essays.
Up and Down: Perhaps, not everyone aspires to success, not everyone wants to be the social elite or successful individuals who rise to the surface, but almost no one fears failure, fears falling to the bottom of life. However, to rise to the surface, one must first dive to the bottom. There are times to advance, times to retreat; times to win, times to lose; times to sink, and times to float. There is a way to win or lose, and a way to sink or float. Success always has a method, and an "upward" life always follows a pattern. The so-called path to success is the regularity of achieving success. Once we grasp the regularity of success, we can move from passive success to active success, from accidental success to inevitable success, until it becomes "hard not to succeed" and "hard not to rise to the surface."
Reputation and Scorn: Whether it is judging others or engaging in praise or condemnation, perhaps it all stems from human "sinfulness," from the fall of humanity caused by the original sin of the first human. Human finitude means our understanding of ourselves and others is always limited and superficial. Therefore, when we evaluate others from our own perspective, our judgment is often limited, one-sided, or even wrong. For this reason, we can take criticism and praise from others with indifference—accept what seems reasonable and dismiss what is unreasonable or inappropriate. We should cherish our own honor, but we can treat all forms of praise and condemnation in life with a calm and ordinary heart.
Odd and Right: The art of management is like the art of war; one must understand the transformation between odd and right to seize the opportunity of victory or defeat. As everyone knows, "placing the right person in the right position" is the highest principle in management. However, the challenge before managers is often: how to judge who is suitable and who is not, how to define suitability, and what talent selection standards should be adopted? This involves the issue of how to use people. The subtlety of application lies in the heart and mind. "Using people" is not just a science but also an art.