Workplace: the "accommodating" way of enterprise leaders

David Ogilvy, president of Ogilvy Mather, has a habit: every time a new manager takes office, he will give them a gift - a wooden doll. This gift is meaningful. There is a middle doll in the big doll, and a small doll in the middle doll. There is a note in the small doll: "If each of us hires someone smaller than ourselves, our company will become a dwarf country, with dwarfs in groups. But if each of us hires someone taller than ourselves, we will become a giant company."

Carnegie, the American steel king, said, "You can take away all my factories, equipment and funds. As long as you keep my organization and personnel, I will still be the steel king in a few years." After Carnegie's death, People carved a paragraph on his tombstone: "There is a man buried here. He is best at organizing those who are better than himself into the management organization that serves him." Carnegie's success lies in making good use of those who are better than himself. In the era of knowledge economy, managers need the courage and ability to dare and be good at using the strong.

He who dares to use it better than himself must tolerate others' strengths. "The wood is beautiful in the forest, and the wind will destroy it", which is an old bad custom. Li Linfu, who has a honeyed tongue and a sharp sword, "will go to the people who have higher intelligence and achievements than himself"; The physicist Newton was jealous of his younger generation, for fear that others would surpass him, and suppressed the publication of Gray's electrical papers by virtue of his position; Charlie Chaplin, the film master, could not bear to be more talented than his director. He used his power to burn the only copy of "The Daughter of the Sea".

In real life, we often see such a phenomenon: some people are too weak and unwilling to be lonely. They regard the progress of others as a threat to themselves, and slander their colleagues who are more capable and knowledgeable than themselves. They say that they are not good at this, that is not true, or even useless.

Some managers are not willing to use people who are stronger than themselves. In addition to being afraid that these "strong people" are difficult to control, they are mainly jealous of their talents. They can't understand themselves correctly. They always think that they are the best in the unit or department and should be one notch higher than others in all aspects. Therefore, when they meet people who are more capable than themselves, they will be jealous, and even take various measures to suppress them, so as not to let them play their special skills, making many professionals buried, which is really sad.

For a manager, the strength of a person is not only the need of his career, but also his due awareness, mind and character. Only by being magnanimous and tolerant of others can we be heartfelt and respected, and attract a large number of talents. It is not easy for talents to rise to the top. They have worked harder than others, endured more hardships than others, and displayed more outstanding talents than others. Therefore, for top talents and those with more abilities than themselves, we must warmly support them, use them in an unconventional way, and improve their treatment appropriately, so as to encourage more talents to rise to the top and give full play to their talents.

职场：企业领导的“容”人之道

  美国奥格尔维·马瑟公司的总裁戴维·奥格尔维有个习惯：每次一有新的经理上任，他都要送他们一件礼品———木娃娃。这件礼品意味隽永。大娃娃里有个中娃娃，中娃娃里有个小娃娃，小娃娃里有一张字条：“如果我们每一个人都雇用比我们自己小的人，我们公司就会变成一个矮人国，侏儒成群。但是如果我们每个人都雇用比我们自己高大的人，我们就能成为巨人公司。”

　　美国钢铁大王卡耐基说过这样的话：“你可以把我的工厂、设备、资金全部夺去，只要保留我的组织和人员，几年后我仍将是钢铁大王。”卡耐基死后，人们在他的墓碑上刻着这样一段文字：“这里安葬着一个人，他最擅长把那些强过自己的人，组织到为他服务的管理机构之中。”卡耐基的成功在于善用比自己强的人。在知识经济时代，管理者更需要有敢于和善于使用强者的胆量和能力。

　　敢用强过自己的人就要容人之长。“木秀于林，风必摧之”，这是古已有之的不良风气。口蜜腹剑的李林甫对才智功业高于自己的人“必欲百般去之”；物理学家牛顿嫉妒晚辈，生怕别人超过自己，凭借自己的地位压制格雷电学论文的发表；电影大师卓别林，容不得才华超过自己的导演，利用自己的权力焚毁了唯一的一部《海的女儿》的拷贝。

　　在现实生活中，也常看到这样的现象：有的人心余力绌，又不甘寂寞，把别人的进步当成是对自己的威胁，对能力和学识超过自己的同事百般诋毁，说人家这也不行，那也不是，甚至一无是处。

　　一些管理者不乐于用比自己强的人，除了怕这些“强人”难以驾驭，主要还是嫉贤妒能心理在作怪。他们不能正确认识自己，总以为自己是单位或部门的佼佼者，各方面都应该比别人高一筹。因此，当他们遇到比自己能力强的人就萌生妒嫉，甚至采取种种方式压制他们，不让他们发挥特长，使得许多专业人才被埋没，实在令人痛心。

　　对于一个管理者来说，容人之长不仅是事业的需要，也是应有的觉悟、胸怀和品格。只有做到对人宽宏大度，容人以德，才能感人肺腑，令人尊重，也才能吸引大批贤才。人才冒尖不容易，他们付出了比别人更艰苦的劳动，承受了比别人更多的磨难，表现出比别人更卓越的才干。因此，对于尖子人才，对于能力超过自己的人，一定要热情扶持，破格使用，待遇也应适当提高，这样才能鼓励更多人才冒尖，充分发挥才干。

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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4How to repent: the ritual of repentance and the method of repentance (full version)

4   如何忏悔：忏悔仪轨忏悔方法（完整版）

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6How to release? The ritual of releasing life

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7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny

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8Free Life Culture: Free Life Culture in Ancient China

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10Feeding Rite Return: the return is changed to simple return

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