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• 唯天下之至诚，胜天下之至伪

  作者：DeepSci 发布时间：2019-10-25 21:12:36

  

  01

  《孟子》说：

  得天下有道：得其民，斯得天下矣；

  得其民有道：得其心，斯得民矣；

  得其心有道：所欲与之聚之，所恶勿施，尔也。

  《老子》说：

  上善若水。

  水善利万物而不争，居众人所恶，故几于道。

  金玉满堂，莫之能守。富贵而骄，自遗其咎。功遂身退，天下之道。

  大道废，有仁义；智慧出，有大伪；六亲不合，有孝慈；国家昏乱，有忠臣。

  这两篇很经典，从文中看，儒家是典型的重民观念，道家跟儒家总是唱反调，法家跟着道家走，也跟儒家是死对头。

  儒家标榜仁义，道家说，大道废，有仁义，意思是仁义是等而下之的，是因为大道的废弃导致的。

  儒家标榜孝慈和忠臣，可道家说孝慈出于六亲不和，忠臣出于国家昏乱，而智慧也足以产生大的伪善。

  标榜仁义、慈孝、忠臣、智慧本身，只能说明天下大道已废。

  最好没有这些东西，不做这样的分别，那么天下才能回归大道，才能太平了。

  

  02

  《山海经》里盘古开天辟地的故事是这样写的：

  天地混沌如鸡子，盘古生在其中。

  万八千岁，天地开辟。

  阳清为天，阴浊为地，盘古在其中。

  一日九变，神于天，圣于地。

  天日高一丈，地日厚一丈，盘古日长一丈。

  如此万八千岁，天数极高，地数极深，盘古极长。

  故天去地九万里。

  其中“天日高一丈，地日厚一丈，盘古日长一丈。”的描述，天向上，地向下，盘古也在不断扩大的空间中实践自己的成长。

  这里隐含了一个法则：越是向下，就越能向上。

  向下所达到的深度，决定了向上能达到的高度。

  而向下深度的极限就是老子所说的水。

  水永远都是避高就下的。

  荷兰只有半个北京大小，却也因为发明有限公司制、股份合伙制、股票交易所，而曾经当过一段时间的世界经济中心，享受过大国霸主地位。

  

  03

  道之体并不很重要，更重要的其实是道之用。

  因为道之规律多门户之见，是科学家哲学家研究的对象，大家也一律宣称自己的主张是终极真理。

  撇开这些门户之争，道之用才是组织实践过程中最需要重视的。

  现实决策中，领导者永远必须在种种矛盾中作出自己的选择。

  这些矛盾的最高原则就是阴阳。

  在组织治理方面，有用文·用武、用恩·用威、用儒·用法、集权·分权、人事·制度、无为·有为、看不见的手·看得见的手之分。

  在对外竞争方面，有用攻·用守、用正·用奇、用虚·用实、用刚·用柔、示强·示弱、王·霸、主宰者·领导者、硬实力·软实力之分。

  在日常经营方面，有方·圆、动·静、巧·拙、智·愚、单刀直入·以迂为直、自强不息·厚德载物、致广大·尽精微之分。

  比如用恩VS.用威，对应的是公司的治理制度。

  公司管理也有两种基本哲学。

  一种以宽为本，相信每一个员工都是积极要求向上的，以惠普为代表。

  一种以猛为本，发展出最繁复、精密的管理制度，以IBM为代表。

  孟子与荀子的性本之争至今两千多年了，并没有谁消灭谁，分别以此为依据的两种管理哲学也都诞生了伟大的公司。

  其实性善、性恶都是人性的基本面，而且并没有所谓的纯阴或纯阳，都是阳中有阴，阴中有阳，阴阳合抱。

  惠普的目标管理法中就包含着强烈的“威”，而IBM的制度中也包含着强烈的“恩”，他们只是用不同的方式，切合各自的实际情况，找到自身的阴阳平衡罢了。

  比如巧与拙、智与愚，老子的说法是“大巧若拙大智若愚”。

  红楼梦中的王熙凤就是太巧，有点像法家人物，到头来落得个“机关算尽太聪明，反误了卿卿性命”的下场，作为当时贾府的实际操持者，并不是完全合格的CEO。

  曾国藩说，“唯天下之至诚，胜天下之至伪；唯天下之至拙，胜天下之至巧。”就借鉴了老子的辩证法。

  这正如方与圆、动与静、儒与法之间，都需要找到阴阳平衡之道。

  就像温州商人所说“上半夜多想想自己，下半夜多想想别人。”其意思也是如此，自己的利益当然不能不想，别人的利益和感受也绝对不能忽略，两方面都想过了，一夜无眠，天亮起来做生意，成功的几率就大了很多。

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• 转发一位明白人的发现

  作者：當下的直觀 发布时间：2012-10-06 21:27:03

  P17和于术数，本书印成知于术数！

  P19夫上古圣人之教下也，本书却漏掉了下字！这只是皇帝内经第一卷第一篇中的错误！

  P19高下不相慕，其民故曰朴。本书写成：其民故自朴。

  钱郭霭春的 黄帝内经素问校注语译 与 黄帝内经素问校注语译总体还不错

  P31“道者，圣人行之，愚者佩之。” 该书写成：“道者，圣人行之，愚者背之。” 一字之差，谬以千里！

  P49上为岁星，（是以春气在头也。）本书漏掉这句话，却把后面的“是以知病在筋也。”提到前面！

  P49五脏应四时，各有收受，本书写成“各有攸受。”

  P52故善为脉者，瑾察五脏六腑，一逆一从本书漏掉两个“一”。写成逆从！

  买古人的译注要好一些。人民卫生出版社的梅花版《黄帝内经素问》和《黄帝内经太素校注（上下）》是比较好的两个版本。

  P49 东方青色，入通于肝，开窍于目，藏精于肝，其病发惊骇，其味酸，其类草木，其畜鸡，其谷麦，其应四时，

  上为岁星，是以春气在头也，其音角，其数八，是以知病之在筋也，其臭臊。

  北方黑色，入通于肾，开窍于二阴，藏精于肾，故病在溪，

  其味咸，其类水，其畜彘。其谷豆，其应四时，上为辰星，是以知病之在骨也，

  其音羽，其数六，其臭腐。

  P52故善为脉者，谨察五脏六腑，一逆一从，阴阳表里雌雄之纪，藏之心意，合心于精，非其人勿教，非其真勿授，是谓得道。

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• 如何坦诚地管理，硅谷老鸟如是说

  作者：土拨松鼠 发布时间：2017-10-09 16:36:16

  作者Kim Scott是原Google和Apple的中层管理人员，相比讲大道理，她讲了不少亲身经历。

  读此书常触景生情，看到某些片段会回想起自己碰过的钉子。比如前言里Kim提及她犯的一个错误——因为担心伤害一个团队成员感情没有及时指出他的不足，浪费了团队很多时间和不少其他成员的积极性，而对方在被开时也十分震惊。个人也曾犯同样错误，造成严重后果。

  全书核心有两点：care personally, challenge directly。

  翻译过来应该是：关心个人，直接挑战。

  怎么做很有讲究。有人不满时会说You are shit，而乔帮主则会说Your work is shit。指出对方的错误，而不是指责其人格。这些方法因人而异，要考虑文化以及双方关系。说话注意艺术，直接挑战对方也要注意方法；同时双方关系也极其重要。良好的人际关系会让沟通更具效果。

  很多人（包括楼主）在直言方面显得大义凌然、一副为对方着想的样子，却很少照顾对方的感受。关系不到位，对方往往抗拒，甚至跳起来。

  关于如何管理下属野心这个问题，Kim有很好的方法。我们不应老想着压制下属，更好的方法是了解他们的愿景，帮助其做规划（

  这点极其有用

  ）。甚至不排除自己将来为某些有潜力的下属打工。

  另外Kim还提及一个很有意思的话题，就是日常工作中如何鼓励下属批评你。很多时候我们都听不到坦诚的意见，在如何鼓励他人给我们坦诚意见方面，Kim给了我们很好的建议。

  关于一些让很多管理者头疼的问题——如何表扬或批评下属，如何提拔、鼓励、奖励、开除员工，防止职场的疲劳、维系团队稳定，Kim都有较好的讲解。

  管理是一个与人打交道的长期、琐碎的过程，需要非常用心。如作者在书中所说，讲道理并没什么卵用，得结合实际操作才行。

  本书理论结合实操。Kim Scott用多年经验告诉我们实际的步骤，如何更好的处理。

  如果你是老鸟，可以从她那学习如何更进一步；如果是新手，可能更有帮助。

  个人摘选了一些自认为有用的句子，记录下来以便以后快速回顾（因为懒没翻译）：

  PART I: A NEW MANAGEMENT PHILOSOPHY

  1. BUILD RADICALLY CANDID RELATIONSHIPS:

  Bringing your whole self to work

  There are few things more damaging to human relationships than a sense of superiority.

  CARE PERSONALLY: THE FIRST DIMENSION OF RADICAL CANDOR

  Caring personally is not about memorizing birthdays and names of family members. Nor is it about sharing the sordid details of one’s personal life, or forced chitchat at social events you’d rather not attend. Caring personally is about doing things you already know how to do. It’s about acknowledging that we are all people with lives and aspirations that extend beyond those related to our shared work. It’s about finding time for real conversations; about getting to know each other at a human level; about learning what’s important to people; about sharing with one another what makes us want to get out of bed in the morning and go to work—and what has the opposite effect.

  CHALLENGE DIRECTLY: THE SECOND DIMENSION OF RADICAL CANDOR

  Challenging others and encouraging them to challenge you helps build trusting relationships because it shows 1) you care enough to point out both the things that aren’t going well and those that are and that 2) you are willing to admit when you’re wrong and that you are committed to fixing mistakes that you or others have made. But because challenging often involves disagreeing or saying no, this approach embraces conflict rather than avoiding it.

  Former Secretary of State Colin Powell once remarked that being responsible sometimes means pissing people off.

  2. GET, GIVE, AND ENCOURAGE GUIDANCE:

  Creating a culture of open communication

  Just remember that being a boss is a job, not a value judgment.

  Be as specific and thorough with praise as with criticism. Go deep into the details.

  Start by getting feedback, in other words, not by dishing it out. Then when you do start giving it, start with praise, not criticism. When you move on to criticism, make sure you understand where the perilous border between Radical Candor and Obnoxious Aggression is.

  Start by asking for criticism, not by giving it Don’t dish it out before you show you can take it

  Bosses get Radically Candid guidance from their teams not merely by being open to criticism but by actively soliciting it. If a person is bold enough to criticize you, do not critique their criticism. If you see somebody criticizing a peer inappropriately, say something. But if somebody criticizes you inappropriately, your job is to listen with the intent to understand and then to reward the candor.

  How do you criticize without discouraging the person? First, ......, focus on your relationship. Also, ... ask for criticism before giving it, and offer more praise than criticism. Be humble, helpful, offer guidance in person and immediately, praise in public, criticize in private, and don’t personalize.

  3. UNDERSTAND WHAT MOTIVATES EACH PERSON ON YOUR TEAM:

  Helping people take a step in the direction of their dreams

  When assessing a person’s past performance, it’s useful to consider both their results and more intangible things like “teamwork.”

  your job is not to provide purpose but instead to get to know each of your direct reports well enough to understand how each one derives meaning from their work.

  Be a partner, not an absentee manager or a micromanager

  One of the most common mistakes bosses make is to ignore the people who are doing the best work because “they don’t need me” or “I don’t want to micromanage.” Ignoring somebody is a terrible way to build a relationship.

  Managers often devote more time to those who are struggling than to those who are succeeding. But that’s not fair to those who are succeeding—nor is it good for the team as a whole.

  And seeing what truly exceptional performance looks like will help those who are failing to see more clearly what’s expected of them.

  In addition to top ratings, a great way to recognize people in a rock star phase is to designate them as “gurus,” or “go-to” experts. Often this means putting them in charge of teaching newer team members, if they show the aptitude for it.

  Is it time to fire her? There’s no absolute answer to that question, but here are three questions to consider: have you given her Radically Candid guidance, do you understand the impact of Peggy’s performance on her colleagues, and have you sought advice from others?

  --If the answer is yes and you have not seen improvement, or have seen only flickers of improvement, it’s time.

  Make sure that you are seeing each person on your team with fresh eyes every day. People evolve, and so your relationships must evolve with them. Care personally; don’t put people in boxes and leave them there.

  4. DRIVE RESULTS COLLABORATIVELY:

  Telling people what to do doesn’t work

  “If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”

  The process, which I call the “Get Stuff Done” (GSD) wheel, is relatively straightforward.

  GSD wheel:

  listen -> clarify -> debate -> decide -> persuade -> execute -> learn, and backforth

  Jony Ive, Apple’s chief design officer, once said at an Apple University class that a manager’s most important role is to “give the quiet ones a voice.” I love this. Google CEO Eric Schmidt took the opposite approach, urging people to “Be loud!”

  You have to find a way to listen that fits your personal style, and then create a culture in which everyone listens to each other, so that all the burden of listening doesn’t fall on you.

  Some people feel a quiet listener is not listening at all but instead setting a trap: waiting for others to say the wrong thing so they can pounce. If you’re a quiet listener, then, you need to take steps to reassure those made uncomfortable by your style.

  It’s hard enough to get yourself to listen to your team members and let them know you are listening; getting them to listen to one another is even harder. The keys are 1) have a simple system for employees to use to generate ideas and voice complaints, 2) make sure that at least some of the issues raised are quickly addressed, and 3) regularly offer explanations as to why the other issues aren’t being addressed.

  At Google, people constantly came to me with good ideas—more than I could handle, in fact—and it became overwhelming. So I organized an “ideas team” to consider them. For context, I circulated an article from Harvard Business Review (HBR) that explained how a culture that captures thousands of “small” innovations can create benefits for customers that are impossible for competitors to imitate. One big idea is pretty easy to copy, but thousands of tweaks are impossible to see from the outside, let alone imitate.

  Nothing is a bigger time-sucker or blocker to getting it right than ego. On a broad level, this means intervening when you start to sense that people are thinking, “I’m going to win this argument,” or “my idea versus your idea,” or “my recommendation versus your recommendation,” or “my team feels…” Redirect them to focus on the facts; don’t allow people to attribute ownership to ideas, and don’t get hijacked by how others who aren’t in the room might (or might not) feel.

  Another way to help people search for the best answer instead of seeking ego validation is to make them switch roles. If a person has been arguing for A, ask them to start arguing for B. If a debate is likely to go on for some time, warn people in advance that you’re going to ask them to switch roles. When people know that they will be asked to argue another person’s point, they will naturally listen more attentively.

  One of the reasons that people find debate stressful or annoying is that often half the room expects a decision at the end of the meeting and the other half wants to keep arguing in a follow-up meeting. One way to avoid this tension is to separate debate meetings and decision meetings. Another way to ease the anxiety of the people who want to know when the decision will get made is to have a “decide by” date next to each item being debated.

  I recommend setting up a weekly “big debate” meeting.

  That is why kick-ass bosses often do not decide themselves, but rather create a clear decision-making process that empowers people closest to the facts to make as many decisions as possible. Not only does that result in better decisions, it results in better morale.

  The decider should get facts, not recommendations

  When collecting information for a decision, we are often tempted to ask people for their recommendations—“What do you think we should do?”—but as one executive I worked with at Apple explained to me, people tend to put their egos into recommendations in a way that can lead to politics, and thus worse decisions.

  Even explaining the decision is not enough, because that addresses only the logic; you have to address your listener’s emotions as well. And you must establish that the decider, whether that’s you or somebody else on your team, has credibility if you expect others to execute on the decision.

  But even more democratic, open bosses often get so lost in explaining the rationale for a decision that they forget how people must feel about it, or vice versa.

  Aristotle was troubled that so much rhetoric and persuasion came down to manipulating people’s emotions. He thought that there had to be a better way to get an idea across to a large number of people who don’t have the time or knowledge to understand it completely. He resolved this by explaining that to be legitimately persuasive a speaker must address the audience’s emotions but also establish the credibility and share the logic of the argument.

  When Steve Jobs had an idea, he wouldn’t just describe the idea; he’d share how he got to it. He showed his work.

  But you need to learn to toggle between leading and executing personally. Don’t abandon the first for the second; integrate the two. If you get too far away from the work your team is doing, you won’t understand their ideas well enough to help them clarify, to participate in debates, to know which decisions to push them to make, to teach them to be more persuasive. The GSD wheel will grind to a halt if you don’t understand intimately the “stuff” your team is trying to get done.

  It can take almost superhuman discipline to step back, acknowledge when our results could be a lot better or are simply no good, and learn from the experience.

  PART II: TOOLS & TECHNIQUES

  5. RELATIONSHIPS:

  An approach to establishing trust with your direct reports

  In life, I learned that too much emphasis on shareholder value actually destroys value, as well as morale. Instead, I learned to focus first on staying centered myself, so that I could build real relationships with each of the people who worked for me. Only when I was centered and my relationships were strong could I fulfill my responsibilities as a manager to guide my team to achieve the best results.

  Hard times are made much harder when you’re not at your best. And they can make it particularly hard to “care personally” about the people you work with, not to mention those you live with.

  The essence of leadership is not getting overwhelmed by circumstances.

  It’s even more important to focus on making time for whatever keeps you centered when you are stressed and busy than when things are relatively calm.

  You can guide your team to get results if you’ve built a trusting relationship with each person reporting to you, and there can only be real trust when people feel free at work. The first rule of building the kind of relationship with the people that will make them feel free at work is to relinquish unilateral authority.

  Building trust in any relationship takes time because trust is built on a consistent pattern of acting in good faith. It’s a big mistake to assume too much trust too quickly (e.g., by prying into deeply personal questions when you barely know a person). On the other hand, you do need to start somewhere.

  Probably the most important thing you can do to build trust is to spend a little time alone with each of your direct reports on a regular basis.

  You don’t have to share the same deeply personal values to build good relationships at work; and it’s a terrible idea to try to convince your colleagues that your values are “right” and theirs are “wrong.” But you do need to respect other people’s values when they do share them with you.

  A radically candid relationship starts with the basic respect and common decency that every human being owes each other, regardless of worldview. Once again, the work is the bond everybody on a team does share, and the most productive way to strengthen that bond is by learning how to work together in ways that benefit everyone involved.

  If you have a truly terrible emotional upset in your life, stay home for a day. You don’t want to spread it around any more than you’d want to spread a bad virus around the office, and emotions are just as contagious as germs.

  Emotional reactions can offer important clues to help you better understand what’s really going on with the people you manage.

  So don’t respond to outbursts or sullen silences by pretending they are not happening. Don’t try to mitigate them by saying things like, “It’s not personal,” or “Let’s be professional.” Instead say, “I can see you’re mad/frustrated/elated/____”

  When somebody is frustrated or angry or upset enough about a situation at work that they react emotionally, this is your cue to keep asking questions until you understand what the real issue is. Don’t over-direct the conversation; just keep listening and it will become clear.

  BUILDING RELATIONSHIPS WITH your direct reports takes time and real energy. Sometimes, especially when things are not going well, this will be the most depleting part of your job. Remembering that it is central to your job will help. And if you can power through these times, you may find as I have that these relationships give your work meaning far beyond the results that you achieve together.

  6. GUIDANCE:

  Ideas for getting/giving/ encouraging praise & criticism

  That’s why when you become the boss it’s important to work so hard to earn your team’s trust. You may be worried about earning their respect, and that’s natural. Unfortunately, though, being overly focused on respect can backfire because it’ll make you feel extra defensive when criticized. If, on the other hand, you can listen to the criticism and react well to it, both trust and respect will follow.

  When you encourage people to criticize you publicly, you get the chance to show your team that you really, genuinely want the criticism.

  When you’re the boss, it’s awkward to ask your direct reports to tell you frankly what they think of your performance—even more awkward for them than it is for you. To help, I adopted a go-to question that Fred Kofman, author of Conscious Business and my coach at Google, suggested. “Is there anything I could do or stop doing that would make it easier to work with me?”

  Most people will initially respond to your question with something along the lines of “Oh, everything is fine, thank you for asking,” and hope that’s the end of the conversation.

  One technique is to count to six before saying anything else, forcing them to endure the silence. The goal is not to be a bully but to insist on a candid discussion—to make it harder for the person to say nothing than to tell you what they’re thinking.

  ...... developed a technique called “situation behavior impact” to help leaders be more precise and therefore less arrogant when giving feedback. This simple technique reminds you to describe three things when giving feedback: 1) the situation you saw, 2) the behavior (i.e., what the person did, either good or bad), and 3) the impact you observed. This helps you avoid making judgments about the person’s intelligence, common sense, innate goodness, or other personal attributes.

  If you wait too long to give guidance, everything about it gets harder.

  Be sure to let people know immediately how their work is being received. If you ask somebody to do work to help you prepare for a meeting or a presentation where that person won’t be present, be sure to let them know the reaction to their work.

  I found that praising people at a public all-hands meeting was a great way to share significant accomplishments. However, I often found that following up in person at a 1:1 carried more emotional weight, and following up with an email to the whole team carried more lasting weight.

  When offering guidance to your boss, use the same tips above: be helpful, humble, do it immediately and in person, praise in public (if it doesn’t look like kissing up), criticize in private, and don’t personalize.

  The ability to be Radically Candid with your boss is crucial to your success. One of the most difficult things about being a middle manager ... is that you often wind up responsible for executing decisions that you disagree with. This can feel like a Catch-22. If you tell your team you do agree with the decisions, you feel like a liar—or at the very least, inauthentic. If you tell your team that you don’t agree with the decisions, you look weak, insubordinate, or both.

  Radical Candor is the way out of this dilemma.

  Asking each of my direct reports to give me a performance review before I gave them one was helpful. The main advantage here was that it made the review feel more like a two-way conversation and less like an arrogant one-way judgment.

  Spend half the time looking back (diagnosis), half the time looking forward (plan).

  ONE OF THE most important ways to create an environment in which Radical Candor trumps political BS is to never let one person on your team talk to you about another behind their back.

  ROXANE WALES, WHO worked first at NASA and then in Learning and Development at Google, once told me that one of the most important things any manager of managers could do to foster a culture of guidance was to have so-called “skip level meetings.”

  Never have a skip level meeting without prior consent of your direct report. Instead, ask the managers who report to you to explain the whole thing to their teams beforehand. It’s vital that everyone understands that the meeting with you is in support of, not an attack on, their boss.

  Project the notes you take during the meeting, and let people know that you will share them with the manager.

  THE KEY TO success when implementing any of these suggestions is to return to core principles, rather than following step-by-step instructions....

  Whenever you feel yourself getting lost in the weeds, simply return to these two questions: “Am I showing my team that I care personally?” and “Am I challenging each person directly?” If the answer to both questions is yes, you’re doing just fine.

  7. TEAM:

  Techniques for avoiding boredom and burnout

  He taught every manager on his team to have a succession of three forty-five-minute conversations with each direct report over the course of three to six weeks.

  Russ’s approach was so successful that an internal survey of employee satisfaction showed the people on his team displaying a marked increase in optimism about their futures at Google and their positive feelings about their managers. Nobody from HR had ever seen such an improvement.

  Conversation one: life story

  The second conversation: dreams

  Russ suggests encouraging people to come up with three to five different dreams for the future. This allows employees to include the dream they think you want to hear as well as those that are far closer to their hearts.

  The final part of Russ’s second conversation involves making sure that the person’s dreams are aligned with the values they have expressed.

  Conversation three: eighteen-month plan

  Helping people clarify values and dreams and then aligning them as closely as possible with their current work will invariably make your team stronger.

  Too often, the people who have the most senior roles are given the highest ratings when in fact they are surfing on the productivity of the people working for them. Don’t let that happen!

  In practice, most management teams respond in the reverse manner—a greater percentage of senior rather than junior people get put in the superstar box. If this happens, ask some hard questions and make sure there’s an identifiable, justifiable reason for it.

  An example of a good prescreen is a skills assessment: ask potential candidates to do a project or solve a problem related to the job they’re applying for. This will weed out a number of candidates who look good on paper but can’t actually do the work. It will also give candidates who’d be great at the job but look bad on paper the opportunity to interview.

  Four people is about the right size for an interview committee. Ideally, the interviewing committee is diverse....It’s also helpful if at least one of the interviewers is on another team. This prevents “desperation hiring.” When there’s a “hole” on a team, people become so eager to fill the position that they ignore warning signals. Somebody who isn’t feeling the pain of the hole on the team as acutely is more likely to point out these danger signs.

  Casual interviews reveal more about team fit than formal ones.

  Another good practice is to have people intentionally create more casual moments—take candidates to lunch, walk them to the car. Ask the receptionist and schedulers if they had any reaction to the candidate. In unguarded moments, candidates will do or say revealing things.

  Make interviews productive by jotting down your thoughts right away. Write down your interview feedback; doing that is as clarifying for you as it is for the rest of the committee, and it will result in better hiring decisions.

  The best advice I ever got for hiring somebody is this: if you’re not dying to hire somebody, don’t make an offer.

  Firing people is hard, and it ought to be hard. But if you do three things, you can make it far, far easier on the person you are firing—as well as on yourself and your team.

  Don’t wait too long

  Don’t make the decision unilaterally

  Give a damn

  Follow up

  Announcing promotions breeds unhealthy competition for the wrong things: documentation of status rather than development of skill.

  Focus on the work the person is doing, not the status they’ve achieved in the company for doing it.

  THERE ARE FEW pleasures greater than being part of a team where everyone loves their job and loves working together. You can build a team like that if you have career conversations with each of the people on your team, create growth-management plans for each person who works for you once a year, hire the right people, fire the appropriate people, promote the right people, and reward the people who are doing great work but who shouldn’t be promoted, and offer yourself as a partner to your direct reports.

  8. RESULTS:

  Things you can do to get stuff done together—faster

  Whether you want a structured agenda or you prefer a more free-flowing meeting, the agenda itself should be directed by your direct report, not you. Your job is to hold people accountable when they come unprepared—or to decide that it’s fine to have an agenda-less 1:1 from time to time.

  If you hear only good news, it’s a sign people don’t feel comfortable coming to you with their problems, or they think you won’t or can’t help. In these cases, you need to ask explicitly for the bad news. Don’t let the issue drop till you hear some.

  An effective staff meeting has three goals: it reviews how things have gone the previous week, allows people to share important updates, and forces the team to clarify the most important decisions and debates for the coming week.

  I have found that the most effective solution is simply to fight fire with fire. For the same reason, I blocked off think-time in calendar; I also found it necessary to block off time in my calendar to be alone and execute. I encouraged others to do the same. This helped them say “no” to more unnecessary meetings.

  Awareness of these small problems can be useful in several ways.

  First they’ll help you find the devil in the details.

  Second, being aware of small problems and maybe even rolling up your sleeves and fixing them yourself is the best way to kill the “it’s not my job” or, worse, the “that’s beneath me” mentality on your team. If nothing is beneath your attention, then others will pay attention to details as well.

  Third, when you show that you care about the small things that contribute to customer happiness or the quality of life on your team, suddenly everybody cares more about them, and some of the big things start working better, too.

  “CULTURE EATS STRATEGY for lunch.” A team’s culture has an enormous impact on its results, and a leader’s personality has a huge impact on a team’s culture. Who you are as a human being impacts your team’s culture enormously.

  When you become the boss, you are under the microscope. People do listen to you in an intense way you never experienced before you became a manager. They attribute meaning—sometimes accurately, sometimes not—to what you say, to the clothes you wear, to the car you drive. In some ways, becoming a boss is like getting arrested. Everything you say or do can and will be used against you.

  When you’re the boss and shit happens, it’s your responsibility to learn from it and make a change. If you don’t, you create a culture that doesn’t learn from its mistakes.

  The most amazing thing about a culture is that once it’s strong, it’s self-replicating.

  GETTING STARTED

  Now it’s time to start putting the suggestions in this book into practice.

  SHARE YOUR STORIES

  EXPLAIN RADICAL CANDOR to your team so they understand what you’re up to. You can also ask them to read the book, or show them videos that are on the Radical Candor website. But it’s best if you explain it in your own words.

  PROVE YOU CAN TAKE IT BEFORE YOU START DISHING IT OUT

  START ASKING YOUR team to criticize you. ... And remember, don’t let people off the hook when they don’t say much—because they won’t, at first. Embrace the discomfort to move past it. Pay close attention if you aren’t getting any criticism.

  Soliciting guidance, especially criticism, is not something you do once and check off your list—this will now be something you do daily.

  Now you’re ready to start having career conversations. Begin “career conversations” with your team. Start with people whom you’ve been working with for the longest.

  Like getting criticism from your team, “career conversations” are not something you do once and check off the list. Remember, people change, and you need to change with them!

  In parallel: perfect your 1:1 conversations.

  Next. After you have explained Radical Candor, asked for guidance, had career conversations, and improved your 1:1 conversations, you’ll notice that you are earning your team’s trust and building a better culture. Now you’re ready to start improving the way you give impromptu praise and criticism. Remember, impromptu guidance happens best in one- to two-minute conversations.

  Take a deep breath. Assess.

  Don’t try to do more new things until you feel 1) you’ve made good progress on the fundamental building block of management: getting and giving guidance, 2) you’ve gotten to know your direct reports better, and 3) you’re happy with your 1:1s.

  If the answer to these three questions is “yes,” you’re ready to perfect staff meetings, decisions, and debates for your team.

  Return to guidance. Make sure you are encouraging guidance between people on your team. Establish a “no backstabbing” or require a “clean escalation” norm on your team.

  Fight meeting proliferation. Make sure you’re not getting overscheduled. Think very consciously about what you are doing that you can stop doing. Put some think time in your calendar.

  Plan for the future of your team. Start doing a growth-management plan for each person on your team.

  Return to guidance. Ask your team to start gauging each other’s guidance. There are more of them than there are of you, so anything you can do to get them to give one another more Radically Candid praise and criticism will reinforce a Radically Candid culture and provide you with more leverage than any amount of guidance you can give or get personally.

  Walk around. ... Put aside some time each week to walk around and have informal spontaneous chats with people. If you have a feeling that things are still not going well, and that there’s a lot of skepticism on the team, go back to step one.

  Begin to take a more Radically Candid approach to the processes that your company may have in place. Be Radically Candid when hiring, firing, promoting (see chapter seven), as well as giving formal performance reviews (see chapter six).

  Don’t get too bogged down in the details before plunging in, though, because it is the rewards of the process that will keep you energized and moving forward. Remember: once you build Radically Candid relationships with the people who report to you, you will eliminate a terrible source of misery in the world: the bad boss.

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• 不一样的曹操

  作者：小狐女 发布时间：2018-04-29 00:06:28

  前几日浏览网上新闻，说是河南安阳曹操墓又有新的发现，已经基本确定发现了曹操的遗骸，并且还有新的发现有待于考证。回想起几年前河南安阳曹操墓的发掘与认定，其中的一条便是薄葬。而印象中的曹操应该是一个阴险狡诈之人，似乎不应与任何仁义之事沾边，所以当初看到这条新闻时，心中还是有些小小的吃惊的。

  现在想想看，实在是受到《三国演义》的影响太深了。在罗贯中的笔下，是尊汉室为正统，把曹操当做是乱成贼子来看待的，单看满篇出现的“曹贼”二字就知道曹操在《三国演义》中有多么的不受待见。不过在《三国志》中，曹操的待遇可是完全不一样的，陈寿可是在其中尊称其一声曹公的。同样是讲述三国历史的古典书籍，同样是曹操这个人，为什么对其会有截然不同的两种看法？曹操其人，究竟在历史上是个怎样的角色？是英雄？还是奸臣？

  在看完《铁血权臣：曹操全传》后，对于之前只通过《三国演义》来了解曹操的人来说，或许有一种不一样的新认识。该书从曹操的祖辈开始讲起，依次讲述了其少年时期的成长，之后的发迹扬名，以及后来的位高权重直至最后的离世。它将为我们再现东汉末年至三国时期的那段；历史故事，而故事的主角便是曹操。在这本书中，我们将看到的，是一个更加真实客观的曹操的形象。

  他绝非是一个完全的良善之辈，否则在东汉末年那群雄纷争的乱世绝不可能拥有自己的一席立足之地，更何况他后来已是除名义之外的东汉实际掌权者。然而他也并非是如同有些人痛骂的那种十恶不赦的奸邪之人，毕竟在当时还是有诸多名士强将心甘情愿的为其效力，其爱才礼士之事有目共睹。

  论武，曹操可马上定乾坤，论文，他也绝对可以提笔安天下。他是建安风骨的创建者，诗歌散文皆有造诣，这一点就连不喜欢他的罗贯中也不能否认。《三国演义》中描述赤壁之战时那句“对酒当歌，人生几何。”还犹然在耳。我们只能说曹操是一个十分复杂的人，他或许是一个奸雄，但是绝对当得起“雄”这个字眼。纵观天下历史，能够担当此字者又有几人？

  这世上没有什么事情是绝对的，人也是一样。看待一个人不能片面的从一个角度来瞧，还是应该多角度的分析才好。通过此书，或许你将发现一个与你之前印象并不一样的曹操。

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• 《白话史记》书、表

  作者：Viglo 发布时间：2018-12-24 15:57:16

  《白话史记》

  表未做笔记，主要是概论，串线的作用。

  卷二十三《礼书第一》

  ★“礼由人起。人生有欲，欲而不得则不能无忿，忿而无度量则争，争则乱。先王恶其乱，故制礼义以养人之欲，给人之 求，使欲不穷于物，物不屈于欲，二者相待而长，是礼之所起 也。故礼者养也。稻粱五味，所以养口也；椒兰芬苣，所以养 鼻也；钟鼓管弦，所以养耳也；刻镂文章，所以养目也；疏房 床笫几席，所以养体也。故礼者养也。”

  译:礼是由人产生的，人生而有欲望，一个人的欲望没有达到，则不可能不产生怨愤，如果产生怨愤且不停止就会出现争斗，有了争斗就会引发祸乱。古代的那些帝王都厌恶祸乱，才制定了礼仪用于滋养人的欲望，以达到满足人需求的目的，使欲望不致因物不足而受抑制，物不致因欲望太多的而枯竭，物、欲两者相互见长，这样的话，礼就在无形中产生了。

  所以，这里的礼说的就是养。稻粱五味的益处，是能起到养人之口的目的；那些椒、兰、芬芳的芷草，可以起到养人之鼻的效果；钟、鼓与不同种类的管弦乐器，其音声能够达到养人之耳的功效；雕刻花纹，能够起到养人眼目的效果；宽敞明亮的房屋和床笫几席，能够起到养人身体的效果。所以说礼有养的意思。

  ★礼由人起。人生有欲，欲而不得则不能无忿，忿而无度量则争，争则乱。

  译文：礼是由人产生的。人生有欲望，欲望得不到满足，那么不能没有怨忿，怨忿到了没有分寸限度时就争斗，有斗争就混乱了。

  [礼义是遏制人性欲望的社会需要；礼义是维系社会秩序的必然]

  ★人苟生之为见，若者必死；苟利之为见，若者必害；怠情之为安，若者必危；情胜之为安，若者必灭。故圣人一之于礼仪，则两得之矣；一之于情性，则两失之矣。故儒者将使人两得之者也，墨者将使人两失之者也。是儒墨之分。

  译文：人如果只重视生命，像这样的人一定死亡；人如果只重视利益，像这样的人一定受害；人如果把怠惰看成安逸，像这样的人一定危险；人如果把任性视为安分，像这样的人一定毁灭。所以圣人用礼仪来统一一切，那么情和理两者都得到了。用性情来统一一切，那么情和理两者都丢掉了。因此儒家要使人两者都得到，墨家要使人两者都丢掉。这便是儒、墨两家的区别。

  卷二十四《乐书第二》

  ★君子不为约则修德，满则弃礼，佚能思初，安能惟始，沐浴膏泽而歌咏勤苦，非大德谁能如斯！传曰“治定功成，礼乐乃兴”。

  ★海内人道益深，其德益至，所乐

  者益异。满而不损则溢，盈而不持则倾。凡作乐者，所以节乐。君子以谦退为礼，

  以损减为乐，乐其如此也。以为州异国殊，情习不同，故博采风俗，协比声律，

  以补短移化，助流政教。天子躬於明堂临观，而万民咸荡涤邪秽，斟酌饱满，以

  饰厥性。故云雅颂之音理而民正，嘄噭之声兴而士奋，郑卫之曲动而心淫。

  及其调和谐合，鸟兽尽感，而况怀五常，含好恶，自然之势也？

  卷二十五《律书第三》

  卷二十六《历书第四》

  卷二十七《天官书第五》

  卷二十八《封禅书第六》

  ★秦属于水德，秦文公狩猎时捕一黑龙，于是改黄河为德水，崇尚黑色。

  卷二十九《河渠书第七》

  ★夏禹治水十三年，过家门而不入，从而划分九州。

  ★韩国，听说秦好兴造建设，故借此消耗秦力，不让其东攻，派郑国去耗其国力修建水渠，其间秦王发现韩的计谋欲杀之，郑国言明利害，故让其继续修建。

  郑国渠（自中山西瓠口（今陕西泾阳）建成后秦国而富强。（郑国是如此有天下公心的人物，如同当下的有些医生、教师一般，不分国界，一心造福人类）

  卷三十《平准书第八》

  ★汉朝兴起时，承接了秦的衰弱局面，财政匮乏，百姓无余粮。当时秦的钱币过重，于是改用瑜荚钱（指钱体轻薄如榆树之荚 ( 榆钱 ) 的小钱），规定一寸黄金一斤，简约法律。有些不守规矩的人便囤积货物，贱卖贵卖，致使一石米达一万钱，一匹马高一百金。

  天下平定后，高祖不许商人穿丝绸，更不许做官。孝惠帝、高后执政时，放松了抑制商人的法令，但仍不许做官。

  孝文帝时，瑜荚钱越来越多，就改铸成四铢钱（上标半两），百姓自己可以铸造，吴国靠铜山采矿铸钱，故富可敌国，后造反。后禁止私人造钱。

  ★匈奴多次掠夺北部边境，士兵较多，粮食不足，故招募能捐献及运输粮食的百姓授予爵位，最高达大庶长爵位（一个很有权利的官职，一般都是皇亲国戚和对国家非常有贡献的人才能获得，获得的人将荣华富贵）。

  ★至今上即位数岁，汉兴七十馀年之间，国家无事，非遇水旱之灾，民则人给家足，都鄙廪庾皆满，而府库馀货财。京师之钱累巨万，贯朽而不可校。太仓之粟陈陈相因，充溢露积於外，至腐败不可食。众庶街巷有马，阡陌之间成群，而乘字牝者傧而不得聚会。守闾阎者食粱肉，为吏者长子孙，居官者以为姓号。故人人自爱而重犯法，先行义而后绌耻辱焉。当此之时，网疏而民富，役财骄溢，或至兼并豪党之徒，以武断於乡曲。宗室有土公卿大夫以下，争于奢侈，室庐舆服僭于上，无限度。物盛而衰，固其变也。

  ★盗铸诸金钱罪皆死，而吏民之盗铸白金者不可胜数。

  ★ 由于各大农（即大司农，秦汉时全国财政经济的主管官﹐后逐渐演变为专掌国家仓廪或劝课农桑之官）所属的官吏控制着货物的价格，而导致商人无获取巨利润的机会了，所有物价不会太浮动，由于此，故曰“平准”。

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