5.18, the pro-democracy uprising — a marathon read
Crying out for intellectual vanity in a harried daily life.
p.20) Business skills and human skills are different. Character. With good character you have no enemies, you earn the trust of those around you, and small flaws or some level of failure can be compensated for. Character doesn't work properly unless both the inside and the outside are addressed together. No matter how nice the person is, if they lack dignity — or look unkempt — we can't call them a person of good character.
p.31) Character is a power that makes people happy. "Looks happy" shows up not only on the face but also in behavior. But it's not that people who look happy have character — it's that people with character look happy. Character helps you recover quickly from discouragement and anger. Why? Because the people around cooperate. Why do they help? Because people want those who normally look happy (i.e., have character) to keep being happy.
p.61) Healing another person isn't just about words of comfort or some compensation. It's about letting the positive atmosphere you give off be naturally received by the other person, so that the negatives in their heart turn into positives. Like the way the feelings "cute" or "lovely" naturally well up when you see a cute puppy. Or thoughts like "wow, a good person like this exists" or "I'd like to grow old like this person" — when even everyday actions naturally make the people encountering them happy. A leader with human skills simultaneously heals their team members and raises their "self-efficacy." Self-efficacy is the feeling of "I can do it" when trying something. In other words, it's a belief or expectation that one can successfully solve a particular problem with one's own ability.
p.102) In your actions, are there elements that make others think "you think this far for me?"? Such behavior earns trust from the owner and is seen as the way a pro works by peers. Look back at how you work. From someone else's standpoint, have you done things they might think "surely you wouldn't go that far for me"? Those, accumulated, form the basis of human skills.
p.105) People with human skills have not "common sense" but "good sense." If in-basket thinking means apologizing, preparing alternatives, and handling things by process, acting on "good sense" means not taking "common sense" as the yardstick but acting from a hypothesis: "Is 'common sense' really the correct thinking?"
p.115) When pointing out a mistake, are you considerate? Thinking not "how do I make them realize their mistake?" but rather "how do I convey it so the other person doesn't feel ashamed?" — that's human skill. People with human skills scold while respecting the other person. They make sure the other person is convinced they are being reprimanded for their actions.
p.121) Apologizing and showing remorse to one's superior is in-basket-thinking behavior. People with human skills, upon being criticized, express not only reflection but also gratitude.
p.131) When evaluating an idea, in-basket thinking evaluates the "creativity" — how this idea will help. On the other hand, people with human skills, while naturally interested in the idea itself, are also interested in the background behind the idea — the person's values and thinking. They accept values and thinking different from their own and broaden their own values and thinking.
p.140) A document should be not a document reflecting the writer's perspective, but crafted so the reader focuses attention on themselves. It's important to arrange the wording and layout so that, together with your own thoughts, your consideration for the reader is properly conveyed.
p.142) A consistent sense of justice that insists on keeping what must be kept — not weighing personal gain or loss. And having a margin of time. The resulting unhurriedness. These are behaviors that make up human skills, born from a margin of mind.
p.158) Increase your chances to interact with others. And while training your ability to see character in others, build the human relationships of your society.
p.161) "Don't worry, it's OK," "It's all right now," "It's fine — I'm thinking of a way, so relax." The basic of lifesaving is putting people's minds at ease. You reduce the secondary risks that can arise from resistance driven by fear. Anxiety is mostly unnecessary worry. If you can put the other person at ease, the anxiety naturally resolves itself.
p.167) If you can put yourself in your team member's position, you can provide the kind of excitement that fits their disposition. Which, in turn, helps them respond to work seriously.
+ Today I happened upon a piece via my Facebook timeline.. I came back to add a few more lines, thinking it would be good to tie them together.
Episode 08 The "Wonderful Grown-up" I Met at Work
The impact of a good person | Last week, while doing a factory interview, I met a fine grown-up. He was a team lead who had worked at the factory for about 20 years. The interview was short, but I could tell he had expertise, pride in his work, values around developing juniors, and that as a leader he offered vision that took organizational and managerial issues into account — he was a progressive who loved experience and change. I took that interview down more earnestly than any other
brunch.co.kr
This is how great the influence of one good person is. It makes me have expectations of the organization I belong to. | @applezib
