New Thinking Of Private Enterprise Governance: The Wisdom Of "Doing More Mistakes"

One day two alarm clocks are chatting.

A bell complained: "I am busy walking around the clock, occasionally making mistakes.

And you stop and rest for many months, but you are so comfortable that you are really envious. "

Bell said with a cunning voice, "ah, as long as you are not allowed to travel, you might as well not go.

Thankless! "

Very soon, the host abandoned the bell in the trash bin when he tidied up the house.

No month, the owner bought the new clock and abandoned the bell in the trash can.

In reality, we often fall into the quagmire of "seeking no merit, asking for nothing", "doing more mistakes, doing less and doing fewer mistakes".

The more people do it, the more probability they make in making mistakes in probability theory. Similarly, the more mistakes they make, the more times they get scolded.

People who do more things are often scolded. Instead, people who do nothing seem to be comfortable. Especially at this stage, the management of domestic private enterprises is not very standard. Most of them are not equal to each other in terms of responsibility, power and profit. So smart people have some ideas, and enterprises also show the following forms: 1, why me?

2, this matter does not belong to me!

3, I'll think about it. I'll talk about 4 later. I'm not sure about 5. I have to ask my supervisor.

Mr. Zeng Shui Liang, an expert in the management of private enterprises, thinks that the so-called "smart" people are guilty of a chronic disease in the workplace, which is called "habitual laziness syndrome".

The workplace has risen to the habit of unconsciousness, and has thought of being mature. Instead, he has forgotten that he is stepping into the narrow alley of his own, and has lost the opportunity to realize his own value.

The reason for "being denied is because it is still being watched".

Many managers and even ordinary employees face many "many mistakes, many negates". Many people think that it is a shame, and can not be deeply aware that "criticism is actually a kind of love".

Unfortunately, since it is considered a shame, there is no corrective action.

At first, they were afraid of being denied, and then evading negation. So most of them finally chose to give up until they even abandoned themselves.

How can we rectify the habitual laziness syndrome?

The private enterprise governance expert team combines some representative private enterprise cases and human nature analysis, trying to prescribe the following prescriptions: 1, change of thinking.

To fundamentally change habits, we must first change from personal thinking to values.

Be aware of the great wisdom of doing more!

In fact, we are trying to do more than one thing at the same time, although we have also paid the energy and time, but your comprehensive management ability has been exercised in the process of doing things, the work performance has also obtained the very good promotion, at the same time also has obtained the valuable working experience, this is the explicit value which brings for you.

And the hidden value that you bring, including harmonious interpersonal relationships, good evaluation of the boss and the co operation Department, are all the key factors that recognize your bonus in the workplace.

2, little things.

The best way to change habits is to start with small things.

"Han Shu" records: "in Yangshuo, the great army of the world, the Phoenix disease, the reckless service, the medicine, the dirty head and the dirty face, do not undress the belt for months."

Wang Mang, from a scholar to a political power in the Western Han Dynasty, relies on the habit of doing more.

3, appropriate refusal.

There are chapters, laws and degrees in everything.

Too much weight may also make you overburdened.

Doing more doesn't mean being blind. It needs to know which things should be done. It is high added value. What things should not be done and there is no added value.

4, quantitative change to qualitative change.

Only when the equivalent accumulation reaches a certain level can qualitative change occur.

The habit of doing more work is a process of accumulation, and a process of quantitative change. Of course, it is also a lonely process.

Only when quantitative change is accumulated to a certain extent can we have the power to skyrocket and make a blockbuster.

The past mistake is wisdom in the future, and the opportunity to increase the error is to do more.

So, to do less is not to be stupid. To do more is to mean great wisdom.

Strive to be "thankful in the center of our prosperity, and strive for knowledge in adversity", take the initiative to meet challenges and cross the road ahead. As long as you keep on working hard, one day, this seed will grow into a towering tree.