Wang Shi Why did Wang Shi choose Yu Liang as his successor? It was definitely not ability, but Yu Liang's professionalism! When executing the boss's (Wang Shi's) instructions, Yu Liang always thought twice and would offer different opinions to Wang Shi. What Wang Shi valued most was Yu Liang's independent thinking! In society, there are many smart people, but too few reliable ones. In terms of intelligence, everyone's IQ is basically similar; some are slightly higher, but all within a similar range, except for a few exceptionally intelligent individuals. Whether one is smart is often reflected in their acceptance of new things and their ability to handle them. In both China and the West, a person's ability is important, but there is something more important than ability: character, which is the basic judgment of whether a person is reliable. In fact, children educated in China are generally quite smart because social relationships are complex and interpersonal relationships are also complicated. Besides normal academics, after leaving campus and entering the workplace, they have to handle various complex affairs. Over time, after being in the dye vat for a long time, they naturally become "smarter." From a general perspective, smart people tend to have decent abilities, but they are not necessarily reliable, meaning their character is not guaranteed. Reliable people are not necessarily unintelligent; some have excellent abilities. Smartness and reliability, or ability and character, are like two wings; without one, you cannot fly high or far. Often, people like smart people, which is normal. They may keep in touch in life, but they are not necessarily willing to make smart people their close friends. Instead, they prefer to become close friends with those who have good character and are reliable. Smart people hide too many things, and there is too much variability; you don't know their true thoughts, and even if you do, you can't or won't expose them (everyone's IQ is actually similar, so never think you're smarter than others), and sometimes you have to be on guard, which is really tiring. Because of starting a new project, recruiting has been a headache. We hired two different types of people, A and C, and made a thorough comparison. It turned out that character comes first, and ability can be cultivated slowly. Nowadays, most people are ambitious but lacking in practical skills, aiming too high. But they often forget that big things start from small things. Big companies grow from small ones, and you grew from a baby to an adult. Nothing comes ready-made; unless you have the ability and strength to be competent for a desired position, but that all comes through necessary time and training. Rome wasn't built in a day. Half a year ago, after interviewing A and B (both female), I probably took about 10 minutes to decide on A. A previously worked as an accountant at a company and wanted to change jobs. She knew nothing about new media, the internet, or mobile internet. She was over 30, married, with a child, and couldn't drive. B was a recent college graduate, in her early 20s, unmarried, seemed good at new things, and could drive. My reason for choosing A was simple: although she was over 30, married, and had a child, and wasn't good at emerging industries, which seemed like a disadvantage, this is precisely an important factor for a woman to be stable in the workplace long-term. She would definitely be more responsible because she at least has a sense of family responsibility. These are important considerations for a company because cultivating a person is not easy (later we hired a post-90s girl who was also very good, but just after we trained her, she said she was going back to get married. We completely understood, but it was helpless). A could also handle the company's accounting, which was a definite plus. She couldn't drive, so we had her learn (skills can be learned). She wasn't familiar with the new business, but she could also learn. It turned out she was also smart; within two months, she learned everything and became proficient, more efficient than me, and did better than me. Give her a task, and you don't have to worry; she handles it properly. Another important factor in hiring her was that she had faith (this is not a hiring criterion, but it is definitely a big plus, and not all companies share the same view). This factor became evident in her later work. Once, when paying wages, I overpaid her by a certain amount. She immediately messaged me, asking if it was a mistake and that the amount was too much. I said, just keep it as is. Another time, I asked her to help edit and format a friend's manuscript. The friend was very polite and sent her a red envelope (gift money). She was startled and sent it back, but my friend didn't accept it. Then she told me, "Better keep the red envelope with you, and then return it to your friend." I said, "It's okay, you keep it as a reward. It's deserved." She replied, "I'm really embarrassed." Although these amounts were not large, these small things can judge a person's character. I believe such honest character is based on her firm faith. In these details, I saw more and more of her reliability, and gradually I entrusted her with more tasks. She still handled them well. Ability is developed through small tasks, and when you have abilities others don't, you naturally become competitive. In contrast, C, a male, post-90s, fresh graduate, with no relevant industry background (also cross-industry), was willing to learn new things, but was restless, the type that is ambitious but lacking in practical skills, aiming too high. Many times, tasks assigned to him were completed quickly, but the quality was poor. He didn't put his heart into his work tasks, just wanted to finish quickly, couldn't stay calm, wasn't down-to-earth, and only thought about high-end affairs and a high-class lifestyle (thinking about it isn't wrong, but his mind was in the wrong place). Although the pace of society is fast, you must be steady in your work. Doing things well is the prerequisite; speed is not the goal. It's okay to be slow at first; once you become familiar, you'll naturally be faster. Practice makes perfect. After this happened many times, I had deep talks with him multiple times. The last time, I told him that if he felt it wasn't suitable, he could look elsewhere (because our work atmosphere is relaxed, as anyone who has seen our recruitment ads knows). If the other party doesn't want you, or you don't adapt to the new company, you can come back. Because we try to give young people more opportunities to correct some wrong attitudes and values they bring into the workplace. We've all been through it, and we hope newcomers can have a smooth career path, at least connecting well with their life plans. Young people today are really too impatient. The dominant position in society is still basically in the hands of the 50s, 60s, and 70s generations, including various resources and relationships. They are our uncles and elders. Imagine when you become someone's uncle or elder; even a stupid person, at that age, will naturally have corresponding social resources and relationships. Young people should first do what they need to do now, and try to do it well, at least having one or two cases they can present. I have a good friend who didn't formally attend university, but with his interest and persistence, he had the opportunity to co-author an industry book (internal publication). With that, he entered a well-known international PR company, quickly rose to middle and senior management, and then started his own business. That is a very inspirational story. The workplace is different from campus; it needs to produce results. Knowledge learned on campus often cannot be directly converted into productivity. So you can't start with a proud attitude; it does no good for entering the workplace. When your pay and the benefits you generate are not proportional, or when your competitiveness is insufficient, you need to have a sense of crisis. How to improve your professional skills is the most important thing for newcomers, not just thinking about raising your salary. When your ability is in place, your salary will naturally rise. If you create performance for the company, no boss dislikes that, unless the boss lacks vision or is unfair. If that happens, you can boldly talk openly with the boss. If you don't get appropriate treatment, you can choose to find another job (because not all bosses are humane). I hope young friends understand the true positive meaning of doing things steadily and being reliable. Firmly believe that in the near future, the sense of steadiness and reliability from your heart will not be let down by time and mentors! -END- Original Selection Click the title below to read directly: [Line Sales Rep Practical Operation Guide (with full set of PPT download) Excellent Product Recommendation: The best FMCG distributor learning platform in China Focusing on providing professional, practical, and down-to-earth tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly Reply with number 「1」 to view 1067 articles necessary for distributors Including 14 categories and 57 knowledge points From manufacturers to customers/strategy and management All dry goods If you haven't followed yet, please long-press the QR code below Project Consultation | Promotion Cooperation Please call To join the group, click: Read Original