Chapter 39 The thirty-ninth chapter has layout and inspection, guidance and implementation

In real life, you can often see such a leader. To a new cadre, he first welcomes him to work in this unit, and then asks him to meet with the original cadres, and briefly introduces him to his basic principles. The situation of the unit, and then, in a few words, explain what kind of work he does, and then leave him alone.Some other leaders often make a mistake when assigning work, that is, they never tell their subordinates clearly what to do and how to do it. They think that what they understand and master should also be understood by their subordinates; or they consciously do not explain to their subordinates. , let it go, and when the work of his subordinates did not meet the standards he required, he would criticize him.These practices are inappropriate.

The correct way to assign work to subordinates should be: The explanation must be clear.When arranging work, the following items should be very clear: what is the task, what is its nature, and what is its significance; what kind of goals and effects should be achieved; What are the powers in terms of people, money, materials, and dealing with problems; what are the steps, approaches, and methods; what situations may arise, and what problems need to be paid attention to.Of course, all of the above will vary from person to person.Important things should be explained in a serious, clear and specific way, and simple things can be rough; for those who are smart, experienced, and able to understand a little bit, they can be concise and concise, and there is no need to be verbose and wordy; for novices and poor abilities For those who are in love, you should tell him everything you can think of as much as possible, so that he can avoid detours.

To discuss with subordinates.Before giving instructions and assigning tasks, it is natural to make full preparations and think carefully about the problems.But when explaining to your subordinates, you should still hold a negotiable attitude.For the opinions that you are not sure about, you should consult your subordinates with an open mind. If the opinions of your subordinates are reasonable, you must adopt them in time; Make the instructions more complete and more realistic; if the executor has no opinions to provide, you can use appropriate questioning to test whether he has fully understood the instructions and whether they have become his own thoughts; for those executors who have There is no need to entangle too much and talk endlessly about the details that are handled randomly, so as not to tie the subordinates' hands and feet.Therefore, under normal circumstances, don't form a rigid atmosphere in which the leader is condescending, arranging a set of one, two, three, four, and the executors bow their heads and obey orders, mechanically obeying, and not saying a word.Facts have proved that only when assigning tasks to subordinates with an attitude of trust, respect, equality, and humility, can subordinates easily understand, be willing to accept, and perform better.

Tasks commensurate with functions.There are two meanings here: one is that the tasks you assign should be within the scope of his responsibilities and within the scope of his post responsibility system, instead of handing over things that should belong to the upper level to the lower level. Do it, hand over the work of the lower level to the upper level, or let B do the tasks that should have been completed by A, and let A do the things that should be done by B.If the apportionment is indiscriminate like that, it is bound to disrupt the work order and make people at a loss.Of course, some special tasks under special circumstances also require temporary flexibility, but not too much.The second is that the tasks assigned should be consistent with his abilities. People with great abilities should assign multiple tasks to him. Otherwise, it would be a waste of talent to let people with strong abilities and high levels do simple tasks. , It also makes him feel uncomfortable, thinking that the leader looks down on him, and he is not allowed to do important things; if people with poor ability and low level are allowed to complete complex and difficult tasks, not only will it be easy to make mistakes, but also the people who perform the tasks will also be in danger. Resentment, thinking that the leader is deliberately looking for awkwardness and making things difficult for others.In addition, the workload must also be considered. Too much work will make him feel overwhelmed, and too little will make him feel useless.

Arranging without inspection is a sign of dereliction of duty by the leader; although there is inspection, it is not right, and lack of leadership art in this area will not achieve good results.According to the experience of many leaders, in order to do a good job of inspection, efforts must be made in the following aspects: Be prepared in advance.Inspection work is a serious and meticulous matter. If you are unprepared and have a lot of thoughts, don't go down, but you should be ready to talk.The so-called preparation means to have a basic understanding of the overall situation of the work to be inspected, to be familiar with the principles and policies, and to have a bottom-up understanding of tendentious issues in order to carry out more targeted inspections.Otherwise, after going down, it is easy to appear ignorant of one question, or to say the wrong thing, or come up with crooked ideas.At the same time, it is also necessary to have a basic grasp of where the focus of the inspection is, which is the key part, and where is the weak link, otherwise there will be little effect.For some large-scale and complex inspection projects, there must be a more detailed plan in advance. How to allocate manpower, how to arrange time, what requirements to meet, and what methods and steps to take should be discussed and clarified in advance, and then divided according to the requirements. its responsibility.

Don't check for check's sake.Checking the work of subordinates is mainly to check the implementation and implementation of the line, guidelines, and policies to see whether the subordinates have completed the tasks that should be completed accurately, quickly, proactively, and effectively. This is the main purpose and content of the inspection work.But inspection work is not a single, isolated matter. As mentioned earlier, it is also an important channel for collecting information, inspecting and training cadres, advancing work, and improving leadership quality.Since inspection work has such rich connotations and important significance, it has naturally become an important function of leaders, and it should be placed in a prominent position where it should be, and great efforts should be made to do it well.If you can realize this, you will not check for the sake of inspection, or take the inspection work too simply. In terms of action, you will not be careless and hasty, but consciously take the above requirements as the goal to achieve, and insist on Standards, strict requirements, to achieve high quality and high efficiency.

Inspection should be standard.If there is no standard for inspection work, everyone will have nothing to follow.Generally speaking, the original goal and plan should be used as the standard, but this standard cannot be regarded as dead.It is both definite and indeterminate.The so-called certainty means that the actual work situation must be measured by using the goals and plans as the yardstick, otherwise it will not become an inspection work.The so-called indeterminate means not being able to cut one's feet to fit one's shoes, insisting that objective facts conform to subjective understanding.Therefore, the inspection can be divided into two steps: the first step is to measure the work progress and performance based on the established goals and plans; the second step is to use the practice results as the standard, and at the same time, it is also conducive to the brainstorming of leaders; the third step The first step is the combination of a dedicated team and leaders.

Under the conditions of modern mass production, no leader can see everything about the intricate situation. Even a talented leader cannot check all the work and grasp all the information by himself.Therefore, in the inspection work, we should give full play to the functions of the feedback system, the supervision system and other functional institutions, or form a temporary special team to absorb experts from various functional institutions to participate in the work.However, it is also absolutely necessary for the leader to be physically present at the inspection.Because the inspection summary is a function of the leader, without personal participation, it is difficult to have a deep understanding and personal experience of the implementation of the decision-making situation. Of course, the role of the inspection work cannot be fully utilized, and it will also have an adverse effect on the decision-making.Even if there is something that needs to be corrected, you must see it carefully and don't express your position indiscriminately.Comrades below attach great importance to the opinions of the superior leaders.If you make comments indiscriminately, you will not only make yourself passive and reduce your prestige, but also cause ideological pressure on subordinates, form blind commands, and bring losses to work.

Dare to praise and criticize, but pay attention to the method.When the leader checks the work, he must evaluate the work of the subordinates, or praise or criticize, the purpose is to better mobilize the enthusiasm of the subordinates and motivate them to do a good job.To this end, we must first adhere to principles, dare to speak, be clear about right and wrong, distinguish merits and demerits, firmly support what is right, and resolutely correct what is wrong, praise what is good and criticize what is bad, and cannot be vague and perfunctory.Secondly, we must grasp the measure and not overdo it.Praise should be realistic and leave room for criticism; criticism should be honest and pertinent, appropriate, strict but not harsh, and at the same time not erase the efforts and achievements made by the other party.Only in this way can it be taken orally and heartily, so that it can be improved in the future.

Guard against subjectivity, one-sidedness and superficiality.Anyone who does not look at problems from reality, but looks at problems through colored glasses, preconceived ideas, and self-righteousness is subjectivity.One-sidedness means not being able to look at the problem comprehensively and objectively, knowing only one thing but not the other, seeing only the trees but not the forest.The so-called superficiality is to take a quick look at the flowers, to touch the water, to know what is there and not to know why.These are taboos in inspection work, and we must pay attention to preventing and overcoming them.After going down, don't be framed and prejudiced, but respect objective facts and analyze specific issues in detail; listen to both good and bad words, and look at the shortcomings and grades; you must be down-to-earth, understand the real situation, acquire real knowledge, and don't act in a floating way , a taste of it, and so on.

Work hard on solving problems.Only seeing a doctor but not treating the disease, only investigating and not solving the problem are some mistakes that some leaders often make when they inspect their work.Why check jobs?In the final analysis, it is to discover problems, solve them, and push the cause forward.Of course, compared with discovering problems, solving them takes a lot of effort. Leaders have to face up to difficulties and strive to see their abilities in solving problems.Anything that can be solved at that time must be solved immediately; if it cannot be solved at that time, we must create conditions and work hard to solve it as soon as possible in the spirit of being responsible for the cause. Leading cadres work in a down-to-earth manner, which is the key to the implementation of the work.Therefore, we must clearly adhere to the "eight oppositions and eight advocacy". Opposition to vain coping and advocating serious work.To implement any policy and complete any task requires a serious and responsible attitude and style.However, there are some leaders who lack professionalism and sense of responsibility. They work impetuously and sloppily;Some even regard "rarely confused" as a creed, and are ambiguous and ambiguous on issues of principle.Like this, it is absolutely difficult to grasp the implementation. It is opposed to floating on the top, and it is advocated to go deep into reality.Now, many leaders are very busy.The bad habit of being busy attending meetings must be eradicated severely.Leaders at all levels can only win the trust of the people if they take the lead in setting an example, set an example, and set an example in the implementation. Oppose falsification and advocate seeking truth from facts.In recent years, the phenomenon of leading cadres resorting to fraud has occurred from time to time.Some do not act in accordance with policies and principles, and fabricate false information on issues such as recruitment, account transfer, and professional title evaluation, and engage in fraud for personal gain; some report to their superiors, conceal the truth, and report good news but not bad news; Seriously, but tampering with the books, defrauding the superiors, and harming the country.In order to ensure the implementation of various tasks, those who practice deceit and deception must be dealt with seriously; those leaders who connive or induce subordinates to tell lies must be held accountable.It must be made clear that it is an important party rule and law for lower-level organizations to realistically report the situation and report work to higher-level organizations, and every leading cadre must strictly abide by it.We must vigorously advocate "telling the truth, doing honest things, and being an honest person", and strive to establish a good atmosphere within the party that does not tell lies, speaks the truth, does not engage in exaggeration and does practical things. Oppose unclear responsibilities and advocate division of labor and responsibility.The phenomena of overstaffing, unclear responsibilities, buck-passing, and talking about each other are common in some leading organs and functional departments, which have seriously affected the implementation of work.Therefore, it is necessary to further implement strict post responsibility system and leadership responsibility system.All the tasks assigned by the superiors must be grasped at all levels, and everything will be settled. Oppose mere appeals and advocate specific guidance.In order to implement various tasks, leaders at all levels must pay attention not to stay in the leadership work on general calls, but to implement the combination of general calls and individual guidance, dissect the "sparrow", and point to the surface.It is necessary to pay attention to solving various contradictions and problems that arise during the implementation process, according to the severity, difficulty, and urgency, grasp the key points, overcome difficulties, make overall arrangements, and deal with them one by one. Oppose empty arrangements and advocate supervision and inspection.In recent years, some leading organs and leading cadres only focus on holding meetings, making resolutions, and issuing documents, but they rarely supervise and inspect, and even only assign work tasks without checking the implementation.This is an important reason why some of our work cannot be implemented well.Leading organs at all levels must pay attention to giving full play to the role of supervisory agencies.No matter what level of leading organ, after proposing a task, it must supervise and inspect it in a timely manner, and report and exchange the implementation situation of each unit in a timely manner.Those who have done a good job in implementation must be praised; those who have done poorly in implementation must be criticized; Oppose procrastination in handling affairs and advocate vigorous and resolute action.Now, in some leading organs and functional departments, the work is always not tense.In these agencies and departments, the pace of work is not fast, and the work efficiency is not high. No matter how urgent or big the matter is, you push it and I push it, and it is delayed for a long time.Some leading cadres are lacking in energy and slack, and they start their work slowly and procrastinatingly, without any effort.We must resolutely oppose this style of work. Oppose discrepancy between words and deeds, and advocate practical actions.At present, some leaders, although they speak eloquently about the necessity of many things and the importance of doing a lot of work well, they just don't put in the effort to work hard, and some even just talk about not doing it.This kind of bad ethos of talking empty words and not doing practical things must be eradicated severely.Leaders at all levels can only win the trust of the people if they take the lead in setting an example, set an example, and set an example in the implementation. On-site office refers to the method in which the leader personally goes to the site and makes a decision on a certain event, problem, or plan on the spot to promote the leadership work process.On-site office has the following characteristics: first, experience; second, flexibility; third, timeliness; fourth, complexity. In real life, not all problems are suitable for leaders to work on-site. Only when the leader really knows the problems encountered and the subordinates cannot solve them or do not solve them, this leadership style is effective and necessary .This kind of leadership is generally applicable to the following six situations: first, when various sudden accidents occur; second, when a certain job enters a critical period; third, when the work process encounters major difficulties; When coordinating and solving various contradictions in the work process; fifth, the work mistakes within the scope of the leader's responsibility have caused adverse consequences, and the leader still needs to come forward to restore the impact; sixth, the situation is not clear about the problem to be solved, and the conditions Not very mature, you need to go to the scene to observe and study while solving.The key to choosing the on-site office method is whether the situation on the spot requires the leader to command the site, and which level of leader is required to command the site.If the on-site office timing is selected well, it can get twice the result with half the effort, but if it is not selected well, it will easily involve the work energy of departments at all levels and disrupt the work order. Combine on-site office work with training subordinate members.When the leader is working on the spot, don't be too busy giving instructions and giving answers, but be good at guiding and inspiring subordinate members to analyze, think and solve problems, so that they know "just do it" when they encounter similar problems next time. Don't be entangled by many contradictions, grasp the important links in the work, implement focused command, and avoid "grasping eyebrows and beards together". It is impossible to solve all contradictions and problems at once in the on-site office. Only by grasping the main contradiction can other contradictions be easily resolved. Strictly follow the division of labor and work according to the time limit.As for the matters within the scope of power of the next level, as long as it does not violate the principle, no matter how it is handled, it cannot interfere indiscriminately.When they encounter difficulties, they should take the initiative to support them. Avoid wearing colored glasses and avoid being emotional.There are many impromptu factors in the on-site office of leaders, and the influence of emotions is great.When you are in a happy mood, when you encounter an interesting problem, you may speak freely and make decisions at will; when you are in a bad mood, you may not listen to harsh advice when you encounter an annoying problem.Therefore, when working on-site, leaders should refrain from wearing colored glasses and try not to bring personal feelings into the on-site office. Respect the facts and not be afraid of losing face.On-site office work in emergency situations, due to the haste and lack of preparation, may not be able to make decisions on-site. For those complicated and major problems that are not suitable for on-site decision-making, do not forcefully solve them on-site, so as to avoid future troubles. On-site office is implemented, and all kinds of contradictions can be seen in a panoramic view due to the intuitive command of the site. Therefore, the most common mistake for leaders is to disrupt the work procedures without authorization, grab eyebrows and beards, want to catch watermelons, but are reluctant to throw sesame seeds. Work at this level If you want to take care of it, the next level also wants to take care of it.This is a big taboo in on-site office work. If it is not done well, it may be counterproductive, which will not only delay the timing, but also affect work efficiency.How can we not only ensure a high degree of unity in the on-site office, but also fulfill our duties and mobilize the enthusiasm of all parties?This is a question that needs careful study.Judging from the practice of on-site office in recent years, leaders should master the art and skills of on-site office in order to make on-site office effective. Correctly use the reward and punishment system, and pay attention to protecting the enthusiasm of subordinates.There is no need to blame general problems, so as not to interfere with subordinate leaders.Even if it is criticism, it should be noted that the occasion is mainly hints, and persuade them to correct themselves, and they cannot directly bring out everything to the end.That's just embarrassing and not very effective.Whether it is praise or criticism, we must clarify the facts, and we must grasp the "degree" and leave room for it. Listening to reports is an important way for leaders to understand the situation.However, among the many daily reports, in terms of procedures, there are both level-by-level reports according to organizational procedures, and there are also leapfrog reports.In terms of form, there are both organized (or representative organizations) collective reports and individual reports under special circumstances; there are informal reports and secret reports of Aiden's leadership.In terms of content, there are both factual reports of suggestions and reports, as well as false reports based on hearsay and speculation; there are reports that predict the mentality of the boss and observe the direction of the wind, and malicious reports that fiddle with right and wrong and belittle others.As a result, leaders are often plagued by reports that are true, false, and refurbished.In order not to confuse people and things, realize scientific decision-making, and establish a good political style, leaders should adhere to the "eight dos and eight don'ts" when listening to reports, strictly control the reception, and strive to make the reports they listen to be effective. The eyes and ears are clear in front of the report. To listen to the report of the scope of work.Regarding the matters at all levels of the subordinates, the subordinates are afraid of being responsible, deliberately submit conflicts, or neglect their duties, and report problems to excuse themselves, so don't be vague and indulgent. Listen to reports from the main channel.Individual reports that do not represent organizations and reports that state non-principled issues of so-called "reports from the masses" under the pretext of not listening, because listening to them can only cause troubles for small losses and big losses. To listen to reports according to formal procedures.Don't lose political vigilance for irresponsible anonymous letters that do not follow organizational procedures and "jump-type" and leaflet-style reports that do not conform to the procedures for sending out documents. Listen to the presentation with the right motive.For those who, under abnormal circumstances, are selfish and use tricks to achieve unreasonable requirements such as "recruiting", "transferring", "modifying" and "promoting", they should be good at insight, clearly express their position, and do not leave any reservations. There is room for exploiting loopholes. Listen to reports from positive people.Those who use their wives to participate in politics and old classmates, old comrades-in-arms, old colleagues, and even the junior members of the internal workforce to unprincipledly bundle up, carry each other's sedan chairs under the pretext of reporting work, and frame good people should be stopped, and don't be credulous. Listen to the reports of the majority.For a certain purpose, some people artificially exaggerate the facts, play tricks, and adopt "adding fuel and vinegar, adding branches and leaves" to the report. Without the confirmation of the majority, do not easily express your position. To choose a suitable place to listen to the report.For door-to-door reports for non-special circumstances or non-emergency official business, especially "regular visitors" who are diligent in visiting, they should insist on not talking about work or receiving them at home. To listen to the report of the rationalization proposal.Don't listen to and believe in those who fabricate lies, use falsehoods to confuse truths, or make use of themes to create contradictions, not for the sake of public interest. Some units have been restless for a long time, it is difficult to establish righteousness, and it is difficult to withstand unhealthy trends. We must see the negative effects of the falsehood of some reporters and the irregularity of those who listen to the reports.Therefore, to identify the authenticity of many reports, you might as well have a try, come to the "eight dos and eight don'ts", take the lead in establishing rules, explaining procedures, and blocking evil. If you open the writings of management experts and entrepreneurs at home and abroad, you will find that they all agree that if leaders want to improve their leadership and management capabilities, they must sit down and think about problems calmly every once in a while.Among them, Japan's Nakayama Endict suggested: take advantage of Sundays or holidays to review your work in a leisurely manner.Because neither superiors nor subordinates are present at this time, the quiet environment will create a good atmosphere for you to re-understand yourself and re-reflect on the work of your unit, and enable you to think seriously about issues that you can't usually think about at all.It is best to have this kind of thinking once or twice a month, review it systematically every six months, and make a comprehensive summary every year.He said it was "really a way of thinking about things at a high level". This approach, in the usual words, is to be good at summing up experience.It is not enough to do work only with plans without inspection and guidance, and it is not enough to have inspection and guidance without summary.Because: only by paying attention to summing up experience can perceptual knowledge rise to rational knowledge, and thus discover the regularity in leadership work.The process of summarizing experience is the process of analyzing, synthesizing, researching and refining the perceptual experience in the past work practice. It can raise the sporadic superficial perceptual knowledge to the rational understanding of the essence of the system, and reveal some regular things from it.If you are not good at summarizing, your mind will always be a mess and a pile of debris, and valuable things will never be cleared out; only by paying attention to summarizing experience can you better use objective laws and implement scientific leadership.Discovering the law is not the purpose, the purpose is to do a better job by mastering and using the law. If you don’t sum up experience, you won’t know which things are done according to objective laws, so you succeed; which things violate objective laws, so you fail; you won’t reduce blindness and enhance self-consciousness, so the so-called scientific leadership becomes empty talk .Only by paying attention to summing up experience can we effectively improve the leadership level.Some comrades have been engaged in leadership work for many years and have not little practical experience, but their leadership level is very mediocre.One of the very important reasons is that they are not good at organizing practical work experience.What was done right and why?What went wrong and why?It was a mess for him, and of course he couldn't find the "stairway" to "take his leadership ability to the next level".Therefore, leaders should not only consider the problem beforehand, but also pay attention to summing up experience afterwards.In a sense, only by being a good "after the event" can we become a "before the event", because this time after the event is the next time before the event.Those who are unwilling to work hard to sum up experience and lessons after the fact will never become "wisdom beforehand".So, how should leaders sum up experience? Don't just summarize successful experiences.Positive and successful experiences are certainly needed, but the lessons learned from mistakes and setbacks are often more valuable. "Failure is the mother of success", "Eat a ditch, gain wisdom", a smart leader should not only pay attention to learning from successful experience, but also be good at learning from the lessons of failure. Don't cover everything.Whether it is the leader himself or the unit he leads, there are many things that need to be summarized, and we must summarize them together regardless of the priority.Every summary must start from the specific situation and grasp the key points.It includes three meanings: first, according to actual needs, select the most useful and basic things to summarize, and don't "grasp the eyebrows and beards".The second is to focus on summarizing those new experiences that conform to the characteristics of the times and have pioneering significance, so that we can better resolve new contradictions and deal with new problems under the new situation, and don't always make old articles on old topics.The third is that when summing up experience, we should discard those accidental and superficial things, grasp those things that are inevitable and can explain the essential problems, and summarize and improve them. Don't "one-point theory" or "one-point method".It is necessary to see both achievements and shortcomings, one is one, the other is two, good is good, and bad is not good.Don't exaggerate the achievements, don't avoid the shortcomings, report both good news and bad news.Don't be overjoyed and engage in false exaggeration.At the same time, we must pay attention to the connection between these experiences and the subjective and objective factors of the time and place, and study their historical environment and specific conditions.In this way, it can be clarified which experience can be continued to be used and promoted under what conditions, and which experience cannot be used; which experience can be used under other conditions, but what improvements need to be made, etc. In this way, the mistakes of subjectivism can be avoided. Don't ask others to do it for you.Leaders must of course sum up their own work experience, and others cannot replace it.For the work summary of the unit, it is best for the leader to do it himself, and not let the secretary or assistant do it for him.Because in this way, the leaders can reorganize the work they have done, deepen their own feelings and understanding, and sublimate their thoughts. At the same time, it is also a training for the leaders' analytical and writing skills.For some large-scale summaries, if the leader cannot write it himself due to facts, he must also implement "three managements": first manage the beginning of the summary, clarify the purpose, requirements, methods, and steps of the summary, designate personnel, and propose ideas.The second manages the process of summarizing, keep abreast of the progress, listen to opinions from all sides, participate in major investigations in person, and listen to important reports and symposiums in person.At the end of the three-management summary, summarize and summarize your own understanding and everyone's opinions to form a high-quality and instructive summary.As for the method of summarizing for the sake of summarizing and leaving everything behind closed doors, it is completely self-deceiving, it is of no help to improve leadership and work, and it completely loses the meaning of summarizing work. It cannot be done once and for all.The work is constantly advancing, the career is constantly developing, and the situation is constantly changing. New topics need people to practice, and new experiences and lessons need people to sum up.Therefore, summing up experience cannot be done once, once and for all.A leader must be good at summing up experience in a planned and phased manner, and also be good at summing up experience anytime and anywhere. He must work and sum up until he is old, and constantly advance to a higher state and level. Don't get stuck in one way of thinking.In fact, summing up experience is a very complicated mental work, which requires both empirical and theoretical thinking; both two-dimensional and three-dimensional thinking; both single-dimensional and multi-dimensional thinking; Thinking also requires an open mind; both same-sex and opposite-sex thinking are required.Take the comparative method as an example, it essentially includes a variety of thinking methods.This method can effectively distinguish between good and bad, backward and advanced.Make people recognize the gap, find out the shortcomings, so as to better improve the work.But if the way of thinking is inflexible and unscientific, it is easy to make mistakes.For example, comparative law is only applicable when things are comparable, otherwise wrong conclusions will be drawn.For another example, it is good to jump out of the small circle of the unit and use open thinking to sum up experience, which can make people look at problems from a higher and newer perspective, but if you are not good at combining vertical comparison with horizontal comparison and three-dimensional thinking, Instead, horizontal or vertical comparisons alone will produce one-sidedness.In addition, there are many kinds of comparison, such as comparing one's own length with others' shortness, comparing one's own shortness with others' length, comparing one's own length with others' length, and comparing one's own shortness with others' shortness, etc., which need to be used flexibly according to specific situations. , and select as many comparison objects as possible.If you only compare with one object, and only use your own length to compare others' shorter, it will lead to blind optimism, unable to face up to your own problems, and bury hidden dangers in your future work.