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【2019新年精进篇】比你厉害的人每天都在阅读什么?

碎碎念-经历感想 Steven 10个月前 (02-13) 469次浏览 0个评论

新年开篇,给大家分享一个财务自由的四川大老板的秘密(财务自由的他,投项目都是百万,千万级别的哦)。是什么呢?

那就是每天他都在看什么,做了什么笔记。这是他一天的分享给公司管理人员的笔记

 

#1 【2019新年精进篇】比你厉害的人每天都在阅读什么? 中文篇

如何打破这种诅咒?

答案就是重复告知员工工作重点和进度,即便是管理者以为很简单的事情,也要耐心重复告知,确保员工将时间资源用在刀刃上,将真正的工作内容落实到位。
这也是为什么,现在有很多大公司,在考核中层管理者时,有个重要指标是“人才培养率”——就是看管理者为公司培养了多少人才。

#2 【2019新年精进篇】比你厉害的人每天都在阅读什么? 英文篇

【2019新年精进篇】比你厉害的人每天都在阅读什么?
There is no shame or embarrassment in admitting that you don’t have answers but that you are working hard to provide them–as long as people can see that you are, in fact, doing what you say.
it’s often good to work with the most demanding customers because they help you to be more competitive.
I strongly believe that one of the chairmans most sacred duties is to ensure that people can and will express their true opinions.
We transformed ourselves from an enterprise on the edge of extinction to a company with the skills and strengths to fulfill our promise: to create the technology to connect the world.
WHEN GOLF LEGEND Jack Nicklaus hit his eighteenth hole-in-one,the story goes, a fan congratulated him on his good luck. Nicklaus thanked him and replied, “The more I practice,the luckier I get.”
 I spent some time complaining. Then I remembered that for an entrepreneur, a problem is always an opportunity.
 Dont wait for other people to do what you could do yourself-and do act in such a way that you not only solve your problem but solve it for other people as well.
After a quick internet search, I found and signed up for a series of online courses. I started programming again after a break of almost 20 years.
 I created a presentation that I wish someone had given me. Then I posted a
 blog about  my journey (https://
 blog networks. nokia. com/
 innovation/2017/11/09/study-ai-
 machine-learning)), which includes a
 presentation I gave at Nokia explaining MACHINE LEARNING.
I have always believed you cannot run a successful enterprise from behind a desk. That’s why, during my nine years as Chief Executive Officer of IBM Corporation, I have flown more than I million miles and met with untold thousands of IBM customers, business partners, and employees.
My mother was enormously disciplined, hard-working, and ambitious for all her children. She drove us toward excellence, accomplishment, and success. Education was a high priority in the Gerstner household.
The most important thing I learned at McKinsey was the detailed process of understanding the underpinnings of a company. McKinsey was obsessive about deep
analysis of a company’s marketplace, its competitive position, and its strategic direction.
Early on I discovered, to my dismay, that the open exchange of ideas in a sense, the free-for-all of problem solving in the absence of hierarchy that I had learned at McKinsey
–doesn’t work so easily in a large, hierarchical-based organization I well remembered.
The importance of managers being aligned with shareholders–not through risk-free instruments like stock options, but through the process of putting their own money on the line through direct ownership of the company-became a critical part of the management philosophy I brought to IBM.
The brontosaurus moved deeper into the swamps when the mammals took over the forests, but one day it ran out of swamps.
I suppose there was a second reason I changed my mind. I have always been drawn to a challenge.

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