Chapter 44 Chapter 44 Pays attention to scale and proportion

For the same fish, meat and egg dishes, some people can stir-fry delicacies that are tangy and appetizing, while others can only be made into bland and unreal dishes.Where is the mystery and trick?Experienced cooks will tell you two words: heat.If the heat is not enough, it will not be sweet and delicious; if the heat is too high, it will be boiled and burnt.Only when the fire is just right, will the color, aroma and taste be complete.The same is true for cooking, and the same is true for leadership work; mastering the heat, grasping the measure, and choosing the right time to launch is what a leader should pay attention to.

The heat is moderate.The proper duration of the fire lies in the accuracy and appropriateness of the time.The so-called "cold treatment" means that sometimes you have to lead without sending it out, turn a blind eye, be deliberately indifferent, and do it later.The "heat treatment" is triggered on the trigger and saved in time. Xiao Wang, a young worker in a certain factory, had a problem with the uneven assignment of jobs by the workshop director, and the two had a quarrel, and their swords were at war.The secretary, Lao Li, went over without criticizing or getting angry. He patted Xiao Wang on the shoulder, led him to the lounge, and asked him to calm down.On the same day, a worker in the factory contradicted the chairman of the trade union, and was met by the secretary again. Lao Li mercilessly criticized him in public and ordered him to conduct a self-criticism.Others were puzzled and asked, "It's the same quarrel, why do you adopt two attitudes?"

The experienced party secretary talked about his views: I had two quarrels, and I took two attitudes, one was "cold treatment" and the other was "heat treatment".There are two reasons: one is that personal characteristics and environments are different.Xiao Wang has a straightforward and strong temper. He has already been wronged, and his emotions are in a state of extreme anger due to stimulation. If he blames blindly without asking the reasons, it is tantamount to adding fuel to the fire. It will definitely intensify the conflict. It is best to wait for him to calm down and talk to him individually .However, that cadre has been educated by the party for many years and should have a certain degree of self-cultivation, but he made a big noise about his personal affairs. If he doesn't stop it immediately, it will definitely have a worse impact.Therefore, I have adopted two methods of "cold treatment" and "heat treatment" for them.

Second, the reasons for the quarrels are different.Xiao Wang’s dissatisfaction has a reason, and the main reason lies with the workshop director, so he cannot be simply blamed; the cadre’s confrontation with the union chairman is due to personal welfare, which is personal unreasonable trouble, and should be severely criticized. From this, we can see that "cold" and "hot" are relative, and it depends on the person, time, and event. This is also an important knowledge that leading cadres need to explore and master in practice. As a person in society, sometimes you are not able to get promoted and get rich because of your ability. Sometimes you will see those virtuous and incompetent people who can go straight to the sky. When such a phenomenon occurs, you often ask yourself where the problem lies.In fact, a person's success or failure often comes from the way he behaves in the world.Especially in the office, if you want to earn respect and try to build a successful network, you must remember not to do things "too much".

These "excessive" include the following aspects: First, overconfidence: self-importance, strong promotion of oneself in any occasion. People who perform well and know how to prove their worth are indeed courageous, but if your desire to sell yourself is too strong, the effect will definitely be counterproductive.After spending time with you, bosses and colleagues are likely to see you as a boastful person and ignore your other strengths.In essence, being overconfident often gives people a feeling of lack of confidence, which will greatly reduce other people's impression of you.

Second, being too strong: I would rather shoulder heavy responsibilities than procrastinate to cooperate with others. This is often the most overlooked.You are skilled and willing to work hard, and the quality and efficiency of your work are outstanding.However, it is not a good thing if all of your work results are achieved on the premise of going it alone.If a person would rather bury himself in his profession than have close communication with his colleagues, even if his performance is far ahead, he will not be able to reach the peak of his career. At most, he will win himself a title of technical authority. Climb, I'm afraid we will miss it.

Third, being too sober: always analyzing your own shortcomings in the office.Analyzing your own shortcomings in a timely manner will make people feel that you are honest and self-aware; but being too clear-headed will often backfire. Some people trust their intuition so much that they feel pretty good about themselves.I often talk about my own shortcomings to show that I have enough self-knowledge and dare to analyze myself.However, this "look how bad I am" attitude often makes people think that you are a cynical person, and it will also make your boss think that you are a "perpetually perfect person". In this case, your promotion plan may be rejected. Repeatedly postponed.What's more frightening is that if there is a boss who hates your stubborn shortcomings, he may completely deny you because of this, and you will be miserable.

Fourth, being too serious: Playing the role of "opposition" in both large and small meetings.If you are a natural "opposition", you must try to change it, learn to force yourself to remain silent, and don't speak out your words rashly, otherwise it will only corrupt everyone's emotions and make everyone reject you. In a more democratic working atmosphere, the boss always hopes that someone will express his opinion on the plan he proposed, and even if there are objections from time to time, he is willing to accept it as it is.It can be said that you are lucky if you can work in such a company.But remember, don't let your company's democratic atmosphere be unscrupulous.If in any meeting, your fierce opposition pours cold water on everyone's surging enthusiasm, then even the most democratic boss will classify you as an alternative and put you in the cold palace, such as assigning you to the silent meeting To post work.

As the saying goes, it’s too much to go too far. Grasping proportions is a compulsory course for people in society.Otherwise, you will lose more opportunities than others.A wise man sums up all wisdom as a mean, and if you go too far, you will make mistakes.Squeezing the orange juice dry will only bring bitterness. Even when you are happy, you should not go to extremes. If you abuse your talents, you will be exhausted. If you milk the cows like a tyrant, you will only get blood. In the summer of 1991, the once-in-a-century flood threatened several provinces in southern my country.The heavy rain poured down and the torrential floods approached many important towns in the south of my country. The Jinpu Railway, the main artery connecting the north and the south, was also in jeopardy.Once submerged by floods, it will not only bring huge losses to the lives and property of the people in the affected cities and towns, but also affect the transportation of disaster relief materials and the post-disaster reconstruction work in the disaster area.To this end, the central government decided to divert floods in several areas.

The Xiali River area in northern Jiangsu is rich in products. After years of hard work by the local party and government leaders and the masses, it has been built into a rich agricultural base.However, for the overall benefit, for the safety of the Jinpu Railway and many cities, they resolutely released the flood water into the low-lying farmland.At the same time, in order to ensure the safety of Greater Shanghai, the leaders of Suzhou and Wuxi also let the ruthless flood escape from their own jurisdictions and made great sacrifices. The leaders of Xialihe, Suzhou, Wuxi and other places have made many years of efforts to develop the local economy. They love this rich area very much.This kind of construction effort, this kind of deep affection for the homeland is an integral part of national construction, and the development of these regions promotes the improvement of the overall strength of the country.However, in the face of the flood, in a situation where greater interests are threatened, if these leaders still blindly emphasize the development of the region and the special interests of the region, it is an excessive "excess" and a narrow regional concept. .The good news is that they handled these relationships correctly, obeyed the overall situation, and made brave sacrifices for the overall interests.

As a leader, you often have to deal with difficult problems such as dealing with the relationship between the local and the global. Therefore, you should learn dialectics and master the "degree" in the middle. It is generally believed that the local and the global are interdependent, and without one, the other cannot exist.On the one hand, the whole governs and determines the part, and the part belongs to the whole. Therefore, the part must obey the whole and move around the whole; on the other hand, the whole is composed of parts, and the whole cannot be separated from the part, so the whole should care Partial, take care of part, support part. In that flood, as soon as the flood subsided, Jiangsu Province, Shanghai City and other protected areas immediately sent a large number of manpower and material resources to support the relevant areas that made great sacrifices for them, enabling the affected areas to recover quickly from the flood, fully reflecting the social spirit of collaboration. Zheng Banqiao has a famous saying "It's rare to be confused".In leadership work, there are also two famous sayings: "Big things must be fought, and small things must be compromised"; "Big things must be based on principles, and small things must be styled." The major issues here refer to major issues that are related to the overall situation and involve the overall interests of the party and the country.To fight for these major events, you need to be clear-headed.Leading cadres must adhere to principles on major issues of right and wrong, and there must be no ambiguity. The small things here are relative to the big things, and mainly refer to those minor issues, side issues, local issues, and specific issues that have nothing to do with the main purpose and do not hinder the overall situation.Why do you let small things go?Because there are differences between everything in the world, it is normal for people to disagree on small things.Don't be too serious about these little things, and don't have to fight for your superiority and my inferiority.As a leader, it is not easy to be aware of the details all the time and everywhere.Human abilities are limited, and "everything is clear" often leads to "everything is not clear".Excessive attention to details and truth-seeking will inevitably scatter leadership energy and hinder the implementation of major events.Therefore, leaders should be good at distinguishing between priorities and priorities, focus on major issues, be open-minded, be kind to others, and not be too serious about trivial matters, so as to prevent all kinds of unprincipled disputes and personal disputes , Make people become short-sighted and narrow-minded, so as to ensure that people can concentrate on the implementation of major events. The spirit of "confused" mentioned by Zheng Banqiao is to be clear about big things and confused about small things.However, if leading cadres do not have a certain level of self-cultivation and tolerance, not only will it be difficult to understand major issues, but it will also be difficult to be confused about minor matters; "Zhuge Liang's Hanging Filial Piety" is a famous play. In the play, it is written: After the death of Zhou Yu, the governor of Wu State, Zhuge Liang went to Jiangdong to pay his respects to him.A group of ministers from Soochow wanted to take revenge and kill Zhuge Liang.But Lu Su disagreed and protected Zhuge Liang.Some people accused Lu Su of being confused.But Zhuge Liang praised him as a "rarely confused" Dr. Lu!Why?It is because Lu Su stands tall and sees far, and knows that the significance of the Shu-Wu alliance is far greater than a revenge.Lu Su's confusion in small matters is exactly the manifestation of his clear thinking in major matters. It should also be noted that big things and small things are relative, and their relationship changes with time and conditions, and they can be converted into each other.This requires leaders to analyze and study the situation frequently, keep a clear head, and firmly grasp the balance between big and small things, so that they can truly achieve "clear about big things and confused about small things." When talking about dredging and blocking, people often think of the legend of the ancient Chinese ancestor Dayu who controlled the water.Dayu's father used the method of blocking the flood to control the flood, but was killed because he failed.After Dayu took over the task of water control, he learned the lesson of his father's failure, used the method of dredging to control the water, and finally subdued the flood.In fact, only unilateral blocking will not be successful, but only guiding without blocking may not be successful.Because the fact is very simple. When the water flows in an unfavorable direction, it is impossible for Dayu not to block it. With such a blockage, the water can be better guided.Therefore, some places need to be guided, some places need to be blocked, which is more important, and who is the main one is the key. The two cannot be separated, emphasizing one side and ignoring the other. In the process of our leadership work, we often encounter problems of dredging and blocking.How to correctly use the methods of dredging and blocking, and how to correctly view the relationship between the two, requires the attention of leading cadres. In leadership activities, there must be both diversion and obstruction.It is generally believed that dredging should be the main method, and blockage should be supplemented. The combination of the two complements each other.In the use of the two, we must prevent one-sidedness: it is wrong to regard the necessary blockage as a mistake because of dredging, and thus give up the blockage; on the contrary, it is wrong to emphasize and use the blockage because of the need for blockage. It is also wrong to go too far and underestimate counseling.On this issue, it is mainly that the leader should grasp the "degree" according to the nature, time, conditions and other conditions of the problem, and dialectically analyze and deal with the problem. For example, a young worker was blindly adoring foreigners and saw that foreigners were wearing some kind of special jewelry, so he also wore it.The factory only stipulated that they were not allowed to wear them, but they did not explain in time why they were not allowed to wear them.This young man thinks that this is my own business. The more you forbid me to wear it, the more I want to wear it. The conflict has intensified.Later, Comrade Li Yanjie talked with him about the origin of the special ornaments and what is the real "beauty", and he had a new view and consciously removed the special ornaments from his neck.It can be seen that one-sided prohibition and simple blocking are not necessarily very effective in solving general ideological problems.For such problems, leading cadres still need to start with dredging, supplemented by blocking. However, those things that can quickly cause very bad consequences and lead to adverse effects must be resolutely prohibited.For example, pornographic books, obscene videos, etc., should be decisive and clearly blocked.Because the role of dredging is limited, if you still use the method of gentle wind and light rain to persuade, then the influence of these toxins will inevitably be expanded.In this case, it is necessary to take clear, powerful, and quick actions to block it, otherwise, it will go to the other extreme, and it will have the effect of indulgence objectively, resulting in ambiguity between right and wrong, good and bad. It makes people lose their direction and it is difficult to make the right choice. At the same time, it also makes the counseling lose its persuasiveness and it is difficult to be effective due to the lack of corresponding support. We emphasize the "four modernizations" of the leadership team, which are revolutionary, youthful, knowledgeable, and professional. This is very important and necessary. The content of the "four modernizations" is very rich, and the requirements are relatively high. Some leading cadres, especially young and middle-aged cadres, in order to improve their own quality and self-cultivation, improve and optimize their knowledge structure, and read widely.But sometimes it takes a lot of time and the effect is not great.One of the reasons is that the goal is not clear enough, not to establish a reasonable knowledge structure according to one's own characteristics (position, ability, major, knowledge), and not to grasp the relationship between essence and blog. Anyone who has read "The Detective Cases of Sherlock Holmes" will be attracted by the thrilling and tortuous storylines, especially the famous detective described by the British writer Conan Doyle - Sherlock Holmes' excellent detective ability.For example: based on the external characteristics and traces of the watch, he can judge the origin of the watch and the life attitude of the owner of the watch; His experience; by measuring the footprints, one can accurately deduce the criminal's height, fatness, and physical defects... Why is Holmes so powerful?Is he an all-knowing all-rounder?The book does not tell the whole story, but gives us a brief list of Sherlock Holmes' knowledge in an article: Knowledge of literature - none; knowledge of philosophy - none; knowledge of astronomy - none; knowledge of politics - shallow; knowledge of botany - not comprehensive; knowledge of certain poisons - very detailed; knowledge of geology - more practical; Knowledge of chemistry—deep; knowledge of anatomy—accurate but not systematic; good at the fiddle; good with the club; good at swordsmanship; about English law—adequate practical knowledge. From this list we can see the range of Holmes' knowledge.From today's point of view, although this cannot be regarded as the best knowledge structure for a detective, it at least shows that he is practical and very personal, and it also has enlightenment for us to build a knowledge structure. The modern society is developing very rapidly, and the leadership work is becoming more and more complex, which requires the leader's knowledge structure to be both profound and broad.However, life is limited, knowledge is boundless, and precision and blogging are always limited.Fine, how fine is it?Blog, what range do you want to blog?Therefore, the unity of "fine" and "bo" must revolve around the leadership's necessary talents to consider their "degree" and proportional relationship, that is, to build a reasonable knowledge structure around talents.It is recommended to consider the following points: To combine the characteristics of the leader himself.One is to deepen and expand according to the situation of one's own existing knowledge.For example: those who are strong in liberal arts should expand some knowledge of natural sciences and technical engineering; technical leaders should expand some knowledge of social sciences; those who have worked in institutions for a long time should add some grassroots experience, etc.The second is to formulate a plan according to one's own objective conditions and current level, neither to act too hastily, nor to wait passively. We must proceed from the actual work.Different jobs have different knowledge structures.Leaders who are engaged in ideological and political work and leaders who are engaged in technical management are quite different in knowledge structure.The actual needs should be the foothold and starting point for establishing a reasonable knowledge structure.The correct approach is: attack what is necessary and indispensable for work; make up for what is not enough; discard what is not needed. Handle the relationship between fine and broad, specialized and wide.The knowledge and skills of leadership science and management science that are necessary for the profession and the work of the department must be refined and specialized, and they must be experts; for the professional basic knowledge related to leadership work, relevant laws and policies, etc., they must understand and understand. Know, have a wider range of knowledge.Some people attribute it to a "T"-shaped knowledge structure, which includes both vertical deepening and horizontal dabbling, and leading cadres should be "generalists" and "miscellaneous". Sophisticated, but also moderate.Leadership work is a comprehensive job, which requires the leader to have comprehensive knowledge. If you blindly specialize and devote all your energy to one or two majors, you are only good but not broad. Changing leadership activities. On the contrary, Bo also has a degree.Leaders are miscellaneous, mainly referring to a wide range of knowledge, but not "disorganized", and only rely on personal interests and hobbies to "read widely".Otherwise, if they lack the basic skills of leadership, cannot speak or write, and are unclear about the party's line, principles, and policies, they will definitely not be able to meet the requirements of their jobs.Therefore, leaders should properly handle the relationship between "fine" and "broad", and establish a scientific and reasonable knowledge structure suitable for their own talents, so as to lay a good foundation for improving their own quality and exerting their leadership ability. The battle of Youting between Wu and Shu was a battle that seriously damaged the vitality of the Liu regime in Xishu, and it was also a turning point for Xishu to go downhill.In this life-and-death battle, the generals on both sides had different understandings and different applications of advance and retreat, which produced different effects, which is quite meaningful. In order to avenge Guan Yu, Liu Bei personally led 750,000 troops to attack Wu in spite of Zhuge Liang, Zhao Yun and others' persuasive advice.In the initial stage of the battle, the Shu army relied on its superior strength, favorable terrain, and strong morale to attack the city and seize the land.Seizing the mouth of the gorge, attacking Zigui, and reaching the Youting area, penetrating more than 500 miles into the hinterland of Wu State, the Jiangdong government and the public were shocked, and everyone was "broken".Western Shu had gained a lot of initiative politically and militarily, and Soochow was forced to negotiate a peace again and make concessions.If Liu Bei is clear-headed at this time, takes the opportunity to stop the attack, and negotiates with Soochow, he can use military deterrence to achieve the favorable situation of "surrendering the enemy without fighting".But Liu Bei was dazzled by the victory in the first battle, and blinded by the hatred of the country and the family, so that he could not correctly understand the situation and control himself in the end.He insisted on attacking, drove straight forward, and made many mistakes in decision-making. Instead of destroying Wu, he was burned by the young general Lu Xun of Soochow and returned in a big defeat. On the contrary, after Lu Xun defeated Liu Bei, he took advantage of the victory to counterattack and pursue the Shu army, but when he encountered Zhuge Liang's "Eight Formation Map" outside Baidi City, he gave up and stopped pursuing.Because he expected that Cao Pi might take advantage of his pursuit of the emptiness behind the Shu army to sneak attack from behind.Sure enough, less than two days after the withdrawal of troops, the three groups of Wei Jun had arrived in Wucheng.Lu Xun accepted it as soon as he saw it, and did not rush into Sichuan, avoiding the repetition of Liu Bei Youting's tragedy. "Sun Tzu's Art of War" puts forward the viewpoint of "advance when you see what you can see, and retreat when you know difficulties", which means that when you realize that continuing to advance may lead to an unfavorable ending or a possible reversal of the battle situation, you should make a decisive decision, stop attacking, or retreat quickly , This is exactly the "degree" in dialectics, that is, the critical line for things to maintain their own quality in the development and change of things.If you go too far, you will pass, and if you pass, you will make mistakes.If you do not consider issues strategically and macroscopically, and continue to use troops beyond your own strength limits, the initiative will be transferred to the enemy, and a favorable situation will turn into a disadvantageous situation.Therefore, it is a problem that leaders should pay great attention to to retreat when difficulties are encountered and to accept when they are good. U.S. Steel is the number one company in the U.S. steel industry, accounting for one-third of U.S. steel production, and is one of the largest steel companies in the world.However, when Roderick became the company's chairman in 1979, the steel giant was facing a lot of difficulties: aging equipment, poor management, foreign imports competing for the market, and so on.In this case, in order to get out of the difficulty, he decided to adopt the tactics of retreating and advancing.The first is to reduce the size of the company in order to seek new development.He closed factories, cut off staff, and lost his burden; secondly, he sold a number of idle assets so that he had working capital on hand;Roderick himself believes that "as the top leader of an enterprise, all activities should be carried out around improving the profitability of the enterprise."After Roderick's efforts, the strategy of retreating into advance has achieved results, which saved U.S. Steel from being affected by the most sluggish storm in the Western steel industry in the past 40 years, turned defeat into victory, and finally got out of the predicament. In 204 BC, in order to eliminate Zhao, Yan and other vassal states, Liu Bang sent Han Xin to lead his army to cross the Taihang Mountains and attack Zhao eastward in October.Upon hearing the news, the State of Zhao gathered its troops and occupied favorable terrain to prepare for the battle.Han Xin sent 10,000 people as the vanguard to set up an ambush, and then, violating the taboo of military strategists, set up an array against the water.Seeing this, Zhao Jun laughed at Han Xin's incompetence and rushed into the Han army's formation.However, the Han army fought desperately and was extremely brave. They attacked back and forth and captured King Zhao alive.At the celebration meeting, some people were puzzled by Han Xin's unconventional method of using troops. Han Xin said with a smile: "The fundamental reason is that you have not grasped the spirit of the art of war. The art of war does not say, 'If you fall into a dead place, you will survive, and if you put it in a dead place, you will survive." ’? Besides, I’m leading a group of troops who lack comfort and training, and if I don’t put them in a situation where there is no way out, how can they obey orders and fight bravely!” Han Xinbing is indeed superior to others. His success lies not only in his ability to assess the situation and properly use the weather, location, people and other factors, but more importantly, he accurately grasps the scale of implementing power and grasps the psychology that his subordinates can bear. Boundaries, under the great pressure of life-and-death decisions, produce the greatest power benefits.When the enemy is in front of you, if you deploy your troops with your back against the water, you will only give your subordinates two ways out: fight bravely and die;However, there is still one way for soldiers to survive, and that is to flee and surrender.The reason why the sergeants did not do this was because the pressure Han Xin exerted did not exceed their psychological tolerance, but successfully created a tense atmosphere and encouraged the fighting spirit of the soldiers. Psychological research has found that in work, there is a curvilinear relationship between stress and work efficiency. When arousal is enhanced, work efficiency will increase, but after reaching an optimal level, efficiency will no longer increase to some extent , and as the awakening continues to strengthen, work efficiency will decrease instead.This is because excessive stress can lead to fear, anger, anxiety and aggressive behavior. On the title page of Japanese elementary school students' textbooks, it is written: Japan has a small land, a large population, and poor resources. Only technology can establish a country, otherwise it cannot survive.This kind of crisis education from childhood puts the Japanese in a stressful atmosphere. Only by working hard and mastering advanced technology can they stand in the forest of the world. Leaders should pay attention to the scale when creating a sense of urgency at work, and must take the psychological endurance of their subordinates as the limit, and there must be a "degree".If it exceeds this degree and breaks through the psychological tolerance limit of subordinates, the result may be counterproductive.Too loose will not work, loose and loose, procrastinating, work efficiency will inevitably be low, this is the lower limit of "degree", otherwise too strict, it will break through the upper limit of "degree".During the Three Kingdoms period, Guan Yu was defeated and died in battle in Maicheng. After Zhang Fei heard the news, he ordered the army to set up a white flag and a white armor within three days.The generals Hong Jiang and Zhang Da begged for a few days of grace, but Zhang Fei vomited blood. They felt that there was no hope of completing the deadline, so they killed Zhang Fei in despair and voted for Soochow. In enterprise management, we can often see such a phenomenon: when the contracting quota is reasonable and the contractor can achieve it through hard work, the contracting result is often higher than the quota, reflecting the increase in efficiency; When they have to contract and it is difficult to complete even if they work very hard, the contracting result is often much lower than the reasonable weight value. The reason is that excessive pressure makes them resist and reduce work efficiency. It can be seen that the leader must grasp the boundary between urgency and slack. It must not only create a certain amount of pressure but also make subordinates not too tense, and make the sense of urgency suitable for the subordinates' own factors and the objective conditions at that time. Things backfired and failed to achieve the expected purpose.