North University Weekend Wisdom Course - Sinking and Floating, Destruction and Reputation, Strange and Righteous

Author: Wan Fujiu
Publisher:
Publish Date: 2006-01-01
Features: Appreciation of exquisite wisdom stories, savoring elegant philosophical essays.
Up and Down: Perhaps, not everyone aspires to success, nor does everyone want to become the social elite or successful individuals who rise to the surface. But almost no one fears failure, fearing to fall 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 there is a way to sink or float. Success must have a method, and an "upward" life must follow a certain pattern. The so-called "way 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 gossip about them, perhaps it all stems from human "sinfulness," from the fall of human nature caused by the original sin of the first human. Human finitude means our understanding of ourselves and others can only be limited and superficial. Therefore, when we evaluate others from our own perspective, our judgment is often limited, biased, or even wrong. Precisely for this reason, we can take criticism from others with indifference—accept it if it seems reasonable, or dismiss it with a smile if it is unreasonable or inappropriate. We should cherish our own honor, but we can treat all forms of praise and criticism in life with a calm and balanced heart.
Odd and Right: The art of management is like the art of war—only by understanding the transformation between the odd and the right can one seize the opportunity to win or lose. 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 what makes someone suitable or unsuitable, and what talent selection standards should be adopted? This involves the art of using people. The subtlety of application lies in the heart and mind. "Using people" is not just a science but also an art.