前提是願意" 建立信任和透明"




真的願意的,就很不錯,表示這老闆腦袋很清楚, 生意作真的.

台灣的情況, 我觀察不是,很多老闆講不出來,沒好好想過, 家族企業的特別糟糕.



Truly “inspiring” attribute

How to Be an Inspiring Leader

33 traits at Leadership model :

developing inner resources, connecting with others, setting the tone, and leading the team. Stress tolerance, self-regard, and optimism help leaders develop inner resources. Vitality, humility, and empathy help leaders connect. Openness, unselfishness, and responsibility help set the tone. Vision, focus, servanthood, and sponsorship help them lead.

  • Your key strength has to match how your organization creates value
  • Leadership profile:

a leadership profile that reflects their unique context, strategy, business model, and culture—the company’s unique behavioral signature.

  • true of leaders: They must be spiky(多刺的), not well-rounded, and those “spikes” must be relevant to the way that the company creates value. //是多刺的,不是圓滑,讓公司產生價值

Quote: “If you want to change the way of being, you have to change the way of doing.”

我是很想把這些哈佛的觀念用白話文寫清楚講明白. 保證一看就懂.



Hacker Approach

A good approach for innovation, either


I think it is useful as to be an expert but require to think deeply on each element, not just reading words on surface.  In western culture, no one use exam to demonstrate capability.  They adapt " experimental" , to gain the know-how for domain knowledge and using the know-how. They try. They gain from experience. They gain by action until efficiency. They observed. They ask, They persist, They solve problem, They adapt, They focus on result, They plan. They analysis.


The most important skill in an organizational leader should be succeed in a digital workplace



Common characteristics of customer-centric companies


這是BCG的圖, 看看以客戶為中心的公司有那些特質.  如果企業活動都能這麼理性就好了. 我想我以後還是會用到這張圖, 可以節省很多解釋的時間. 我尤其覺得Leadership 和 true culture 特別有感, 這部是一件容易的事.


3 Core Principles of Great Leadership

Act out your mission.

Invest in people over product.

Make meaning the endgame.

Entrepreneurship and the Sense of Adventure


David Cummings on Startups

Recently I was talking to a soon-to-be-entrepreneur about his idea. After hearing the idea, I tried to peel back some of the layers. I asked the standard question, “why do you want to be an entrepreneur?" He provided an answer I hadn’t heard before:

I want to be an entrepreneur for the sense of adventure.

Normally, the entrepreneur response is that they want to scratch an itch, control their own destiny, change the world, or make more money. But, being an entrepreneur for the sense of adventure? I like it. Just like the Kon-Tiki story (with the recent movie) inspired a generation to challenge long-held beliefs and seek out adventure, entrepreneurship accomplishes a similar goal. So, add sense of adventure as another reason to be an entrepreneur.

What else? What are your thoughts on desiring a sense of adventure as a reason for being an entrepreneur?

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9、促销频度:年2-3次,低于2次会丧失市场,高于3次会增加经营难度。 便扩店或重装修,结局是店越开越大,债越欠越多。


11、成熟店转介绍率:80%,高于80%说明推广不足,低于80%说明产品服务有缺陷 。


第一条 永远记住,这不是你在上大学也不是你在公司。这就要求你既不要像大学一样和人比成绩,也不要像你在单位里颐指气使,发号施令,否则别人会以为你傻冒或有病。

第二条 即使你是亿万富翁也不要炫耀财富,因为这地方习惯卑视有钱人。如果你实在忍不住,多捐班费,这样既赢得了敬仰又表现了自己,除此之外没有更好的办法。

第三条 即使你并不富有也不要自卑,除非你连思想也没有,再说金钱也不是个东西。

第四条 假设你学识非常有限,要记住保持沉默,因为你越是深沉,别人越以为你高深。

第五条 不要“忙”字不离口,这会给人两个感觉,一个是你在故做重要,一个是你不会管理,因为对于地球来说有你和没有你都一样。

第六条 不要试图和你的同学做交易,因为即使交易没做成,他以后也会在你面前很牛。

第七条 不要试图跳槽到你同学那里,因为到头来既做不成同事也做不好同学。即便能凑合下来,你总会感到郁闷。

第八条 不要轻易否定教授的讲课水平,因为这等于自招了你根本没听懂。

第九条 不要轻易为了表现自己和别人争斗,因为你只能痛快一时而长时间和你的对手陷入囚徒困境。

第十条 不要太相信教授的话,因为大部分教授都不会做生意。

第十一条 不要不相信教授的话,因为你没有做好的原因,教授会说是因为你没有听懂他说的话。

第十二条 过分表现自己不是“帕累托最优”是“帕累托最差”,因为你不但使别人丧失了快乐你也没有多得到快乐。

第十三条 不要试图以完美示人,因为在这个群体里永远达不到“纳什均衡”。

第十四条 吃别人两次要记住回请别人一次,这是铁律,如果既不吃请也不请人就更愚蠢。

第十五条 你可以拒绝说话,但说出来的话既不要夸大也不要虚假,至少不能夸大到卫星上天、虚假到无中生有,因为EMBA中没有一个傻瓜,他们很容易判断真假,然后对你敬而远之。

第十六条 不要说你和某某省长某某局长吃过饭,因为即便是真的,别人也会认为你不成熟。

第十七条 如果你总不拿上课、听课、作业当回事,那你亏就吃大了,因为你的成本会比别人高出N倍,即使收入一样但你的净利少了。

第十八条 不要太担心考试,因为你不想及格的难度远远高于你能及格。

第十九条 即便你很世故,也要装出一点童心来,尤其在做集体游戏的时候。

第二十条 记住,多点赞美少点批评,因为这帮人总喜欢别人拍他马屁。

第二十一条 不要用学到的新理论到你的企业里做试验,因为企业不是试验田,何况做生意只需要常识性的东西。

Become a Master Networker: 5 Quick Tips

Networking advice from Dave Kerpen, CEO of Likeable Media, and Scott Gerber, founder of the Young Entrepreneur Council.

Become a Master Networker: 5 Quick Tips.

What are the Common Mistakes of New Managers?

Adapted from “The Wall Street Journal Guide to Management” by Alan Murray, published by Harper Business.

What are the common mistakes of new managers? Good management has been thoroughly studied and is widely understood, but it is still more honored in its breach than in its practice. Most new managers, in particular, get it wrong.

Harvard Business School Professor Linda Hill studies those who become managers for the first time, and writes perceptively about some of the common myths and misperceptions that lead to mistakes in their early days. Among them:

Myth 1: Managers wield significant authority.

New managers were often standouts in their previous jobs, and as such, enjoyed a fair degree of independence and autonomy of action. With a new job and title, they expect to feel more authority.

Well, surprise! Most new managers report they are shocked by how constrained they feel.

“They are enmeshed in a web of relationships,” writes Ms. Hill in a 2007 Harvard Business article called “Becoming the Boss.” “Not only with subordinates, but also with bosses, peers, and others inside and outside the organization, all of whom make relentless and often conflicting demands on them. The resulting daily routine is pressured, hectic and fragmented.”

She quotes one new leader saying: “Becoming a manager is not about becoming a boss. It’s about becoming a hostage.”

Until new managers give up on the myth of authority, and recognize the need to negotiate their way through a web of interdependencies, they are likely to face frustration and failure.

Myth 2: Authority flows from the manager’s position.

New managers frequently think that what authority they have is conferred by their title. But in fact, writes Ms. Hill, “new managers soon learn that when direct reports are told to do something, they don’t necessarily respond. In fact, the more talented the subordinate, the less likely she is to simply follow orders.”

Over time, good managers find they must earn their subordinates’ respect and trust in order to exercise significant authority. They need to demonstrate to subordinates their own character, their competence, and their ability to get things done before those subordinates are likely to follow their lead.

Myth 3: Managers must control their direct reports.

New managers, insecure in their roles, often seek absolute compliance to orders from their subordinates, particularly in their early days.

But what they learn over time is that “compliance” is not the same as “commitment.”

“If people aren’t committed, they don’t take the initiative,” writes Ms. Hill. “And if subordinates aren’t taking the initiative, the manager can’t delegate effectively.

The challenge for managers is to nurture a strong sense of common commitment to shared goals – rather than one of blind allegiance to the managers’ dictates.

Myth 4: Managers must focus on forging good individual relationships.

Ms. Hill says managers need to focus not on friendship, but on building a team.

“When new managers focus solely on one-on-one relationships, they neglect a fundamental aspect of effective leadership: harness the collective power of the group to improve individual performance and commitment,” she writes. “By shaping team culture – the group’s norms and values – a leader can unleash the problem-solving prowess of the diverse talents that make up the team.”

Myth 5: The manager’s job is to ensure things run smoothly.

Keeping an operation running smoothly is a difficult task, and can absorb all of a new manager’s time and energy. But if that’s all the manager does, writes Ms. Hill, he or she is making a big mistake.

“New managers also need to realize they are responsible for recommending and initiating changes that will enhance their groups’ performance,” she writes. “Often – and it comes as a surprise to most – this means challenging organizational processes or structures that exist above and beyond their area of formal authority. Only when they understand this part of the job will they begin to address seriously their leadership responsibilities.”

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