A national leader, besides meeting foreign heads of state and reviewing the honor guard, must also visit ordinary people's homes and lift the lid of their pot to see whether they are steaming cornbread or steamed buns. A boss is the same. To show that you have the whole enterprise in your heart, you must focus on the biggest and the smallest matters. From signing documents, meeting leaders, and securing funds and projects, down to what's for lunch in the cafeteria and why a flower is missing from the flowerbed... In this way, the workers won't dare to slack off. They will really think you are busy with a thousand affairs, attending to every detail, even noticing a missing flower in the flowerbed. What else could escape your eyes? Moreover, you even care whether the dish in their bowl is a bit too salty, and they will suddenly feel that you are truly their kin. In fact, the bulk of an enterprise's work lies in the intermediate links—the daily, trivial, and tedious management and operation activities. These specific tasks have dedicated personnel, so the boss doesn't need to do them personally. Thus, he has time to manage the biggest and the smallest matters. The boss only manages the biggest and the smallest matters. The former is to grasp the direction of the enterprise, fulfilling the captain's duty; the latter is a posture, merely indicating your presence. Don't Be Too Soft It's not that kindness is bad, but because kind people are often weak, and the weak can be bullied. A boss is an organizer who must coordinate relationships and balance interests. The boss is always at the center of conflicts; avoidance is impossible. He must take a stand, handle issues, and offend people—either this one or that one. Trying not to offend anyone is impossible, and in the end, he offends everyone. The weak often let reason yield to emotion, making substantive mistakes for momentary relief or escape. This leaves more hidden dangers, causing more emotional torment and making things even more unmanageable. Cutting the Gordian knot with a swift sword is always painful and draws blood. But if you don't cut, the trouble grows, tangling tighter until it's suffocating, and you still have to cut, with even more bloodshed. Weak people often let a small matter end in a mess. This is like in a football match, where the referee inevitably makes mistakes, sometimes fatal ones. A single whistle can ruin a team's future. At that moment, the field is in chaos, but as long as you uphold the decision, harden your heart, pick up the ball, and walk to the center, the game will continue. Once the ball starts rolling again, everyone re-enters the game and temporarily forgets their grievances. As for the truth, it will be clarified after the match, but by then the battle has subsided, the outcome is decided, and everything is history. People have more important things to care about. Since dwelling on it is useless, it eventually fades away. A boss is like the referee of the enterprise, with absolute authority. Once a word is spoken, even a team of horses cannot take it back. Any decision the boss makes affects some people's interests—some gain, some lose. If the boss's attitude wavers, it stirs everyone's fantasies and desires. Everyone makes demands: who are you going to favor? The result of wavering is a more complex and unmanageable situation. Even if you realize your decision is wrong, you must use your will to hold the situation. The boss's will is a standard. If the standard is uncertain, the executors are at a loss, and chaos will cause greater losses. Even a wrong decision has beneficiaries. As long as you persist, some will support you, and you can unify people's thinking around your decision. The important thing is to keep the game going, letting new pressures and new hopes calm people's emotions. After this phase, you can review and correct the mistake, and no one will fight you over it. Often, the destructive power of hesitation is greater than a wrong decision. When a mistake has already occurred, persisting in it might avoid new mistakes and help open a new situation. The key is that you have the opportunity to correct mistakes, as long as you stay in the game. People are bullied when they are kind, and horses are ridden when they are gentle. The boss is the tamer and rider, so how can he be ridden? A boss is not a husband. When women choose a husband, they want warmth; when employees choose a boss, they want a future. Whether it's a future or money, they need a decisive boss. Decisiveness brings order, order brings efficiency, efficiency brings profit, and profit brings everything. Being fair and resolute, leaving no room for excuses or illusions, and requiring obedience from everyone—this is the true character of a boss. Don't Be Too Talkative Talking too much is a sign of emotional leakage, indicating limited inner capacity and a feeling of being unable to hold it in. If a person chatters all day, it makes people doubt he has no thoughts or depth, as if he must spill everything out. Talking too much always seems shallow. One of the arts of leadership is to just nod, smile, and listen to reports in front of subordinates, occasionally saying "good." As for what is good, they can figure it out themselves. Understanding the leader's "good" or a "read" on a document has always been a basic skill for a good subordinate. If you spill out every thought, then what kind of leader are you? A leader who is too trivial is not awe-inspiring, and a boss who is too talkative is not respected by employees. More words lead to more mistakes; a word is as heavy as nine tripods. If you talk too much, your words carry less weight. The more important the person, the more composed, because in that important position, every move, even a facial expression, has huge consequences, so caution is essential. Of course, bosses also have moments of eloquence, but that is never unconscious, out of control, or at any time. Rational speech is admirable, and even light jokes show humor and cultivation. Wise language is different from impulsive chatter. If you belong to the latter, it's better not to be a boss. The Bible's Proverbs say: "Wisdom brings honor, but fools are put to shame by their pride." On the road of life, all success is inseparable from wisdom and patience. Confidence Brings Strength I watched a program about musician Tan Dun. After becoming famous in the U.S., he returned to his hometown and gathered with old classmates from the music conservatory. They joked and exposed each other's embarrassing secrets—who had smelly feet, who snored, who looked poor—all heavy bombs that would make anyone feel ashamed. If this were an ordinary person, being broadcast on central television to the whole world would surely cause an explosion. But this group sat on chairs, chatting and laughing, quite at ease. Because they are all big shots now! Once you become a big shot, past hardships become glory, and past poverty becomes a reference for comparison. Becoming a big shot brings confidence. With confidence comes endurance, with confidence comes a sense of humor. Only successful people have the right to laugh at life. Dealing with people who lack confidence is actually tiring, so it's hard for different social classes to mix. Without confidence, true ease is impossible. Conversely, many strange personality traits can be traced back to inferiority. A boss without confidence is hard to get along with. Lack of confidence leads to distrust of others. He worries about dealing with subordinates, is overly suspicious, and dares not delegate. He wants to be autocratic but lacks the dominance to hold the field. The whole enterprise becomes a sticky mess. Because of insecurity, he hesitates in decisions, missing opportunities; when executing decisions, he is swayed by others' objections, constantly changing, leaving people at a loss. Such a boss inevitably lacks authority, and everyone can bully him. This makes him even more insecure, and his problems worsen until they are incurable. Insecure bosses often boast, exaggerating their achievements and strengths, hiding their weaknesses, and are sensitive to criticism—either irritable, gloomy, or depressed, unable to reflect calmly. Such an enterprise is bound to be restless and achieve little. Lack of confidence is a major taboo for a boss. Confidence brings dignity and awe, making you worthy of the core leadership position. Holding Power Is Like Holding a Scale What is power? In ancient times, it referred to the weight of a steelyard. Holding the weight means holding the standard: if you say heavy, it's heavy; if you say light, it's light. The power holder is the one who holds the scale. To hold the scale, one must have the scale in hand and know how to use it. Having the scale in hand—whether inherited or self-acquired—is an investment, a result of effort. The saying "power comes from the barrel of a gun" means finding a way to get a scale. You must give to receive. It can be said that whoever has a scale has a background. A boss is a boss because he already possesses resources. You can't deny it; you have to eat from the boss's pot, whether from this one or that one, the essence is the same. Once you eat his food, you must obey his standards and do as he requires. But the boss cannot make arbitrary demands, because power does not fall from the sky, nor is it eternal. Some people think that with the scale in hand, they can do anything, which is foolish. There are many people with scales in the world; if you don't let others live, they won't hang themselves on one scale. Some are more cunning, not overt but using petty tricks, thinking they can get away with it. But everyone has a scale in their heart; conspiracies cannot last. You weigh others, and others weigh you. Once the tricks are exposed, trouble comes. Even if you can bully the market, can you do it forever? The world is vast; others have paths to take! If everyone no longer trusts your scale, even a good scale becomes a decoration, and over time, it rusts and rots, becoming useless. Power must not be abused. Being a boss is not easy. Self-Reflection Leads to Progress As a leader, if you cannot discover your own problems, perhaps no one will ever tell you. You are the leader; you must self-reflect. If a task fails, whether or not the boss did it personally, he is responsible. If the problem lies with subordinates, it shows his leadership is weak or he misused people; if it lies with partners, it shows he lacked foresight or measures. In short, except for irresistible forces like earthquakes, every mistake in an enterprise can be traced to human causes. 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