My Inspiration


I love this story very much and it shed some light, esp. for early years in career when faced with touch situations.

蕨与竹
我下定决心要离开……离开我的工作、我的亲戚朋友、我的灵魂……在离开这个世界前,我想去森林见上帝最后一面,和他好好谈谈。
“上帝,”我说,“你能给我一个不离开的好理由吗?”
他的答案让我感到诧异。“你往那边看,”他说,“看到那些蕨类植物和竹子了吗?”
“是的。”我回答道。
“在我种下这些蕨类和竹子的时候,我非常小心地照顾着它们。我给它们阳光,给它们水分。蕨类很快从地里长了出来,绿油油的一片覆盖了整个大地。可是,竹子却迟迟不见动静。但我并没有放弃它。
“第二年,蕨类越来越多,越长越茂盛。然而,竹子依然没有长出来。可我还是没有离开它。第三年,第四年,依然如此。直到第五年,竹子终于长出了一个小嫩芽。与蕨类相比,它是如此的弱小,如此的不起眼儿。可是,仅仅6个月过后,竹子长得超过了100英尺高。”
“它花了5年的时间来生根。这些根让它变得强壮,并给予它生存所需的全部养分。在大自然中,这是绝无仅有的。这些年你一直在奋斗,其实就是在‘生根’。”
“我能长多高?”我问。
“竹子能长多高呢?”他反问我道。
“你是说,我能和它长得一样高?”我试探着问。
“没错,”他说道,“尽你所能地长吧,我一定会为你感到骄傲的!”
不要为生命中的每一天感到遗憾。好日子给你的是幸福;坏日子给你的是经验。两者对于生命来说,都是必要的。
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When i am looking for something about “value has a value only if its value is valued, i found this story:

A well-known speaker started off his seminar by holding up a Rupee 500 NOTE.

In the room of 200, he asked, “Who would like this Rupee 500 note?”

Hands started going up. He said, “I am going to give this note to one of you but first let me do this.” He proceeded to crumple the note up.
He then asked, “Who still wants it?”

Still the hands were up in the air.
“Well,” he replied, “What if I do this?” And he dropped it on the ground and started to grind it into the floor with his shoe. He picked it up, now all
crumpled and dirty. “Now who still wants it?”
Still the hands went into the air.

“My friends, you have all learned a very valuable lesson.
No matter what I did to the money, you still wanted it because it did not
decrease in value. It was still worth Rupee 500/-.

Many times in our lives, we are dropped, crumpled, and ground into the dirt by the decisions we make and the circumstances that come our way. We feel as though we are worthless. But no matter what has happened or what will happen, you will never lose your value.

You are special. Don’t ever forget it! Never let yesterday’s disappointments overshadow tomorrow’s dreams.

“VALUE HAS A VALUE ONLY IF ITS VALUE IS VALUED”

“Make some corner of the world distinctively yours”

A very inspiring story. Enjoy it!And it is a bit like “Do not let what you cannot do interfere what you can do!

Jeff Wang

What We Can Imagine, What We Can Achieve!

昨天开了腾讯微博(http://t.qq.com/jeffwangbest)。因为前几天国际米兰拿得欧洲冠军杯的关系,所以现在很多都是说穆里尼奥

有一条很有feel,是《兄弟》的作者余华写的,在这里分享一下:

当其他教练都是带着“自己”去执教时,穆里尼奥是带着“足球”去执教。穆里尼奥在生活中狂妄自大,我行我素;但是他在足球里十分谦逊,深知什么是尊重。

然后我在网易又看到了一篇写穆里尼奥的文章,里面摘了穆里尼奥的一句话,因为穆里尼奥不说中文,所以我重新帮网易的编辑意译了一下,当然加上一些管理的色彩:“球队中不应该有明星,球员不是,教练也不应该是。如果一定要有明星,那应该是这支球队。”这就是国际米兰执行力的根本所在。

好久没怎么看中国足球了,其实很久以前我是球迷的,后来是中国队让我不做球迷了。可惜,搞到我连欧冠都没有看。学我同事一句话:杯具啊!

Jeff Wang

What We Can Imagine, What We Can Achieve!

这是一篇大学时期读到的文章,现在将它分享出来。相当地有借鉴意义。

昨天跟一朋友聊天的时候,她跟我说了一句话,让我更加坚定了Project YoungPros的意义与必要性。她说:“But when I was at your age, I knew nothing about what you know now. If there was someone, someone who pushed even just a single step further, my life would be totally different and that would have made a difference.”

其实,她现在也做得很好,在她所在的行业与岗位,她已经是非常outstanding了。只是当她回想起她当年毕业的时候,自己身上具备的能力与潜力,本来有足够的资本去做得更好,就是因为当时不知道怎么去选择自己的道路。而在人生的十字路口上,她接受了妈妈的意见,做一个普通人应该做的事情。(Just be ordinary.)

而现在,当她想make a bigger difference的时候,她所要承受的风险是越大,当然负担也会越多,需要的勇气要更足。

最后,我跟她都觉得inspiration to youth is of great important and could make a great difference in the long run, and therefore, I proposed to her that “perhaps sometime in the future, we can work out something together to make inspiration available everywhere for those people who need it!”

And that’s great!

以下是分享的音频与内容:
http://www.blogcastone.net/audio/player.swf?soundFile=http%3A%2F%2Fwww.jeffwangbest.com%2Fwp-content%2Fuploads%2F2010%2F05%2FIf-I-Were-a-Boy-Again.mp3&playerID=10&bg=0xCDDFF3&leftbg=0x357DCE&lefticon=0xF2F2F2&rightbg=0x357DCE&rightbghover=0x4499EE&righticon=0xF2F2F2&righticonhover=0xffffff&text=0x357DCE&slider=0x357DCE&track=0xFFFFFF&border=0x357DCE&loader=0x8EC2F4&loop=no&autostart=no

If I were a boy again, I would practice perseverance more often, and never give up a thing because it was hard or inconvenient. If we want light, we must conquer darkness. Perseverance can sometimes equal genius in its results. “There are only two creatures,” says a proverb, “who can surmount the pyramids—the eagle and the snail.”

If I were a boy again, I would school myself into a habit of attention; I would let nothing come between me and the subject in hand. I would remember that a good skater never tries to skate in two directions at once. The habit of attention becomes part of our life, if we began early enough. I often hear grown up people say” I could not fix my attention on the sermon or book, although I wished to do so”, and the reason is, the habit was not formed in youth.

If I were to live my life over again, I would pay more attention to the cultivation of the memory. I would strengthen that faculty by every possible means, and on every possible occasion. It takes a little hard work at first to remember things accurately; but memory soon helps itself, and gives very little trouble. It only needs early cultivation to become a power.

If I were a boy again, I would cultivate courage. “Nothing is so mild and gentle as courage, nothing so cruel and pitiless as cowardice,” says a wise author. We too often borrow trouble, and anticipate that may never appear.” The fear of ill exceeds the ill we fear.” Dangers will arise in any career, but presence of mind will often conquer the worst of them. Be prepared for any fate, and there is no harm to be feared.

If I were a boy again, I would look on the cheerful side. Life is very much like a mirror: if you smile upon it, it smiles back upon you; but if you frown and look doubtful on it, you will get a similar look in return. Inner sunshine warms not only the heart of the owner, but of all that come in contact with it.  “Who shuts love out, in turn shall be shut out from love.”

If I were a boy again, I would school myself to say no more often. I might write pages on the importance of learning very early in life to gain that point where a young boy can stand erect, and decline doing an unworthy act because it is unworthy.

If I were a boy again, I would demand of myself more courtesy towards my companions and friends, and indeed towards strangers as well. The smallest courtesies along the rough roads of life are like the little birds that sing to us all winter long, and make that season of ice and snow more endurable. Finally, instead of trying hard to be happy, as if that were the sole purpose of life, I would, if I were a boy again, I would still try harder to make others happy.

假如我又回到了童年,我做事要更有毅力,决不因为事情艰难或者麻烦而撒手不干,我们要光明,就得征服黑暗。毅力在效果上有时能同天才相比。俗话说:“能登上金字塔的生物,只有两种——鹰和蜗牛。”

假如我又回到了童年,我就要养成专心致志的习惯;有事在手,就决不让任何东西让我分心。我要牢记:优秀的滑冰手从不试图同时滑向两个不同的方向。如果及早养成这种专心致志的习惯,它将成为我们生命的一部分。我常听成年人说:“虽然我希望能集中注意听牧师讲道或读书,但往往做不到。”而原因就是年轻时没有养成这种习惯。

假如我现在能重新开始我的生命,我就要更注意记忆力的培养。我要采取一切可能的办法,并且在一切可能的场合,增强记忆力。要正确无误地记住一些东西,在开始阶段的确要作出一番小小的努力;但要不了多久,记忆力本身就会起作用,使记忆成为轻而易举的事,只需及早培养,记忆自会成为一种才能。

假如我又回到了童年,我就要培养勇气。一位明智的作家曾说过:“世上没有东西比勇气更温文尔雅,也没有东西比懦怯更残酷无情。”我们常常过多地自寻烦恼,杞人忧天。“怕祸害比祸害本身更可怕。”凡事都有危险,但镇定沉着往往能克服最严重的危险。对一切祸福做好准备,那么就没有什么灾难可以害怕的了。

假如我又回到了童年,我就要事事乐观。生活犹如一面镜子:你朝它笑,它也朝你笑;如果你双眉紧锁,向它投以怀疑的目光,它也将还以你同样的目光。内心的欢乐不仅温暖了欢乐者自己的心,也温暖了所有与之接触者的心。“谁拒爱于门外,也必将被爱拒诸门外。”

假如我又回到了童年,我就要养成经常说“不”字的习惯。一个少年要能挺得起腰,拒绝做不应该做的事,就因为这事不值得做。我可以写上好几页谈谈早年培养这一点的重要性。

假如我又回到了童年,我就要要求自己对伙伴和朋友更加礼貌,而且对陌生人也应如此。在坎坷的生活道路上,最细小的礼貌犹如在漫长的冬天为我们歌唱的小鸟,那歌声使冰天雪地的寒冬变得较易忍受。最后,假如我又回到了童年,我不会力图为自己谋幸福,好像这就是人生唯一的目的;与之相反,我要更努力为他人谋幸福。

Jeff Wang

What We Can Imagine, What We Can Achieve!

Empowering Your Employees to Empower Themselves,这对我来说是一个全新的思考方法。一直以来,我看到的都会是Empower somebody to do something,还从来没有看到过Empower someone to empower themselves.

在个人成长方面,我一直都同意说人的主动性(be proactive)是最重要的。只有这个人有主动性,才能有持续的成长。如果只是靠某些人不停地在那里推着其向前进,那绝不是最好的办法。但是我还一直没能很传神地把它表达出来,直到这篇文章的出现。

文章本身写得可以,但最激发灵感的就要数”Empower people to empower themselves”这个理念了,不管是做培训(Training),还是咨询(Consulting),抑或是教练(Coaching) ,这都会是一个非常完美的局面。

因此,在昨天Project YoungPros的第8次regular meeting,我们确定了将其写入我们的愿景。愿景的最后 版本还要等我们的Cindy同学帮我们publish出来。

这篇文章的主题太有价值了,搞到我都偏离了主题。回到精神粮食上面来:

文章摘自:

http://blogs.hbr.org/goldsmith/2010/04/empowering_your_employees_to_e.html

作者:Marshall Goldsmith

Marshall Goldsmith is recognized as one of the world’s leading executive educators and coaches. Dr. Goldsmith’s 30 books include What Got You Here Won’t Get You There and MOJO.

文章正文:

As a manager or leader, do you let your people assume more responsibility when they are able? Do you know when that is, or do you keep telling yourself that they aren’t ready yet?

In my travels from organization to organization, I talk with thousands of people every year who want to be treated as “partners” rather than as employees. They want information to flow up as well as down. But, oftentimes, leaders do not want to give up control.

I knew a CEO who was the leader of one of the world’s largest global organizations. He received feedback that he was too stubborn and opinionated. He learned that he needed to do a better job of letting others to make decisions and to focus less on being right himself. He practiced this simple technique for one year: before speaking, he would take a breath and ask himself, “Is it worth it?” He learned that 50% of the time his comments may have been right on, but they weren’t worth it. He quickly began focusing more on empowering others and letting them take ownership and commitment for decisions, and less on his own need to add value.

Your employees understand their jobs. They know their tasks, roles, and functions within the organization, and it’s time for you to let them do what they need to do to get the job done. But there is a critical point that is often missed: It isn’t possible for a leader to “empower” someone to be accountable and make good decisions. People have to empower themselves. Your role is to encourage and support the decision-making environment, and to give employees the tools and knowledge they need to make and act upon their own decisions. By doing this, you help your employees reach an empowered state.

The process does take longer — employees will only believe they are empowered when they are left alone to accomplish results over a period of time — but it’s effective and worth the time. If a company has a history of shutting down or letting go of initiators, for instance, the leader can’t just tell employees, “You are empowered to make decisions.”

Part of building an empowering environment is dependent on the leader’s ability to run interference on behalf of the team. The leader needs to make sure people are safe doing their jobs. To make sure this happens, an ongoing discussion of the needs, opportunities, tasks, obstacles, projects, what is working and what is not working is absolutely critical to the development and maintenance of a “safe” working environment. You are likely to spend a lot of time in dialogue with other leaders, employees, team members, and peers.

Following are a few things leaders can do to build an environment that empowers people.

  1. Give power to those who have demonstrated the capacity to handle the responsibility.
  2. Create a favorable environment in which people are encouraged to grow their skills.
  3. Don’t second-guess others’ decisions and ideas unless it’s absolutely necessary. This only undermines their confidence and keeps them from sharing future ideas with you.
  4. Give people discretion and autonomy over their tasks and resources.

    Successful leaders and managers today are willing to exercise their leadership in such a way that their people are empowered to make decisions, share information, and try new things. Most employees (future leaders) see the value in finding empowerment and are willing to take on the responsibilities that come with it. If future leaders have the wisdom to learn from the experience of present leaders, and if present leaders have the wisdom to build an environment that empowers people, both will share in the benefits.

    There are many more things that leaders can do to build and environment that empowers people. Please send any ideas you have. I would love to hear them!

    (This is the end of the article)

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    早上上班之前,我照例随手翻了桌面上的The Secret Daily Teaching,书上的某页是这样写的:

    Never try to compel others to change; leave them free to change naturally and orderly because they want to; and they will want to when they find that your change was worthwhile.

    To inspire in others a desire to change for the better is truly noble; but this you can do only by leaving them alone, and becoming more noble yourself.

    Christian D. Larson (1874-1954)

    Master of Self

    Daily Teachings

    Day 21

    没错,应该是”they want to change”,而不是”I want them to change”,我再一次受教训了,嘿嘿!我果然很hard sell…不过我当然也不会照单全收,我还是觉得我可以找到办法尽快让受众明白they need to change而且又不是hard sell。

    The Daily Secret Teachings的确是一本值得长期放在床头或者是某个显眼位置的书。重要的不是它特别的一页能够帮到我们,而是它每一页都是很积极乐观,能够让我们找到力量的源泉,只是殊途同归罢了。严重建议入货。

    冲突过后,我想了很多,有积极的,有现实的,也有某些一闪而过的悲观思绪,但总的来说,它还是让我正视了一些重要但是又一直让我忽略的问题,而且我对于自己,对于Project YoungPros的定位也更加清晰与成熟。

    最重要的是,遇到问题的时候,always think positive, solutions will come!

    Jeff Wang

    What We Can Imagine, What We Can Achieve!

    问题=机遇 Any big problem is a big opportunity.

    出处: Stanford eCorner (http://ecorner.stanford.edu/authorMaterialInfo.html?mid=26)

    讲者: Vinod Khosla, co-founder of Sun Microsystems
    http://ecorner.stanford.edu/swf/player-ec.swf

    (more…)

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