Leader’s three-dimensional progress

In today’s Internet age, the magnitude, speed, and swiftness of changes in the business environment are unprecedented. It is becoming more and more difficult for companies to steer, and employees are becoming less and less able to lead. In this new situation, leaders need to be far ahead of the times in thought and far higher than the public in terms of pattern. Therefore, leaders who are on the cusp of changes in the times must become three-dimensional and diligent. I think that leaders must at least improve themselves in three dimensions: mind, habits, and xinxing.

Psychologist Daniel Kahneman, winner of the Nobel Prize in Economics, divides the human cognitive system into System I and System II. System I is a continuation of animal instincts. It relies on intuition to think and reacts quickly without thinking. System II is a high-level thinking that distinguishes humans from animals, with rigorous thinking logic and rational responses. I built a system III based on Kahneman. It refers to the higher spiritual world in our body that transcends material and self. System I, System II, and System III correspond to the three aspects of the leader’s three-dimensional and diligent habits, mind, and character.

After continuous research and iteration, I developed a three-dimensional and sophisticated three-system five-dimensional model: human nature is divided into three levels, system I, system II, and system III. Each level has five elements, namely model, state, relationship, learning ability and influence. Among them, the model is the foundation, there is the state of the model, the state is the source of energy, and the relationship is the pipeline of energy. Exerting energy through the channel of relationship will have influence. The core throughout is learning ability.

So, how can a leader continuously improve through five dimensions on three systems?

Mental evolution and model upgrading For System I, consciously upgrading and iterating the reaction model unconsciously acquired in the native family is everyone’s lifelong practice. For System II, the focus of model improvement is to better allocate and use one’s own attention resources and focus more on important things. For System III, the leader must base his career aspirations on System III to have a big picture and make a real career. A refined egoist, no matter how big things are, it can’t be called a career.

State transition and self-transcendence The mood and state of leaders have a great influence on organizational climate and performance. The essence of changing the state is to interfere with a person’s energy distribution and usage habits. From the perspective of energy utilization, it is to improve the freedom and fluidity of energy. By being aware of one’s own state, one can assume that oneself is a bystander who is out of the picture, borrowing questions to intervene in one’s own energy use, so as to make one’s energy more free-to use in the direction of personal dreams, more autonomy, and more control Energy makes energy flow better-to achieve more free and smooth energy exchange.

The relationship between system thinking and co-evolution and the state are both external and internal. The state affects the relationship, and the relationship also affects the state. The relationship between a leader and anyone can be transformed into a relationship of co-evolution, accompany growth, and mutual nourishment. The so-called career is nothing more than using social resources to do things for the society, and the leader himself can obtain reasonable returns and practice himself.

Shaping the whole person’s lifelong learning ability Learning ability is the most important ability that accompanies a person throughout his life. Any career always starts with the inner thoughts of the leader, and the thoughts come from learning. The competition between people, enterprises and enterprises will eventually be regarded as the competition of learning ability. Leaders must pay attention to the shaping of learning personality, deeply understand the relationship between business development and the inner growth of the leader, and build a whole person’s lifelong learning ability.

The construction of holographic multidimensional influence leadership is the ability to successfully change cognition, stimulate emotions, and mobilize actions, and it is the ability to promote change. The way to effectively affect System I is experience-feeling, the way to effectively affect System II is analysis-understanding, and the way to effectively affect System III is imagination-vision. Leaders must not only talk about reason-driven system II, but also tell stories-driven system I with high sensitivity, and talk about vision-driven system III in a structured manner.

After learning a lot of management concepts and tools, if you still can’t manage your own business well, leaders should consider practicing internal skills. There is an old saying: Management has skills and is tempered; management has no skills and focuses on being a man. Thousands of tempers need to internalize universal tools into their own management style. The emphasis on being a human being is to work hard on core literacy, to organically combine work and practice, to cultivate people through things, and to improve internal strength.

Tian Junguo

In any organization, the learning ability of the core leadership team is a key factor in determining the development of the organization. Logically speaking, only those who continue to be ahead of the times are qualified to lead the entire organization toward the future. No matter who you are, no matter how successful you have been in the past, no matter how much power and resources you have now, when your thinking is backward, it is the time when you are left behind.

In reality, those who take the leadership position are often because of the good performance in the past, but the past successful experience may not be effective in facing future challenges. Moreover, those leaders may not be good learners, because the aura of past success can easily make them self-inflated, over-assess their abilities, and lead to a decline in their willingness and ability to learn.

In today’s Internet age, the magnitude, speed, and swiftness of changes in the business environment are unprecedented. It is becoming more and more difficult for companies to steer the helm, and employees are becoming less and less able to lead. In this new situation, it is even more necessary for leaders to be far ahead of the times in thought and far higher than the public in terms of pattern. Therefore, leaders who are on the cusp of changes in the times must become a three-dimensional diligent, abandon the traditional shallow learning model and a single theoretical learning method, and use their lifelong evolution to drive the iteration and upgrade of the family, organization, and society. Navigate the uncertainty of the future.

Three levels of three-dimensional progress
There is a saying in “University” that “from the emperor to the common people, one is based on self-cultivation”, which means that each of us has a constant homework, which is to make ourselves better. The seventh habit mentioned by Stephen Covey in “Seven Habits of Highly Effective People” is called “continuously renewing oneself”. It also talks about the four major aspects of a person: physical, mental, intellectual, and social (emotional) Improve yourself. Learning ability should be three-dimensional, and theoretical learning should not be regarded as learning. For leaders, I think we must at least improve ourselves in three dimensions: mind, habits, and xinxing.

Mental iteration: Thinking determines the way out. Mental mode, that is, our thinking mode, needs to be continuously upgraded. We think differently at each stage of our 20s, 30s, 40s, and 50s. This is a typical iterative upgrade of thinking. For everyone, the way of thinking determines our decision. The biggest difference between us and Jack Ma and Jobs is nothing else, but the way of thinking. When the same external stimulus comes, our reaction to them is different. The most important thing behind this is the mental model. Your mental model determines how you think about problems and from which perspective you think about problems. You will only use your own thinking to make decisions, so your decisions are different from others, and you will be different. This is the diligence of the mind.

Reaction escalation: Habits determine personality and thinking patterns correspond to reaction patterns, that is, habits. Why are people easily irritated? It is because he has formed a “stimulus-response” model internally. He regards any external stimulus as a challenge, and it is easy to enter the “fight-flight” state. This is by no means a question of mind, but a question of emotional response and behavioral response patterns. This pattern is even learned through unconscious imitation in the native family in the pre-language pre-logic stage. As a leader, you often enter a “fight-flight” state where you cannot think rationally, which can easily cause disastrous consequences. Therefore, consciously and continuously upgrading the emotional response patterns and behavior habits formed in the early years is a self-cultivation homework that everyone must face for life.

Insightfulness: Knowing that you can stop being a leader, why should you continue to break through yourself and improve the pattern? In other words, how do you understand what you are doing? If you think that the job you are doing is just a business, you are at a relatively low level, anxious about all kinds of competition all day long. If you think it is a career, you are in a higher pattern, and you will come out of the competition. Jobs, Jack Ma, Ren Zhengfei, and others have never paid attention to what their competitors do, but just focus on their own business, precisely because they have been focusing on their own business for ten years and have succeeded. Their success can be attributed to their high profile, far-sighted, traversing competition, reaching a higher level, and establishing the mission and vision of themselves and the company.

The Nobel Prize winner in economics and psychologist Daniel Kahneman borrowed Stanovich’s words in his famous book “Thinking, Fast and Slow” to divide the human cognitive system into System I and System II. System I is a continuation of animal instincts. It relies on intuition to think and reacts quickly without thinking. System II is a high-level thinking that distinguishes humans from animals. It is logically rigorous and reacts rationally, but it is slower than System I. I built a system III based on Kahneman. It refers to the higher spiritual world that transcends the material and self in our body, and its working mode is obviously different from the systems I and II. Within us, these three systems are present together. Moreover, the three systems are different in five aspects: thinking mode, internal state, external relationship, learning style, and external influence. Therefore, each of us is inherently complex, which is why it is difficult to cultivate these human-related abilities such as learning ability, influence, and leadership. The complexity of human nature determines the complexity of the way of influencing and changing people. System I, System II, and System III correspond to the three aspects of the leader’s three-dimensional and diligent habits, mind, and character.

System I (Habits): Striving to survive System I is the result of evolution, close to animal instincts, innate self, and an irrational subconscious response system. It is essentially no different from animals. Therefore, the meaning of system I is to let us work hard. To survive and live well. Its decision-making basis is survival, and the response mode is “fight-flight”. The learning and development of System I is before the age of 12. The learning method is mainly imitating, experiencing and feeling. In the native family, we have learned many unconscious response patterns through imitation and feeling, and gradually formed our habits. Therefore, our habits are closely related to our childhood experiences. For System I, the homework we have to do is to repair various childhood traumas and change the radical defense model. The secret of repair is to modify childhood traumatic memories. Psychologist Carl Jung called this kind of childhood emotional memory a complex, and the reaction of System I is that this complex is activated. When you find that a certain aspect of your activation threshold is lower than the average person, it means that there is a childhood trauma behind you. Cognitive psychology shows that our memory is unreliable and can be rewritten. The trauma of childhood can be completely rewritten with the rationalization of our acquired brain. “It’s never too late to have a happy childhood.” In this way, our system I can be upgraded.

System II (Mind): Dominate the life system I is the result of animal evolution, and system II is the product of long-term, high-level social interaction among people. The functions of System II include our logical thinking, imagination, willpower and high-level emotions, which are high-level functions that distinguish humans from animals. System II developed rapidly after the age of 12. Its response mode was to seek advantages and avoid disadvantages, and its decision-making method was gains and losses. When an external stimulus comes, animals will only be passively stressed, while people can actively allocate and use their attention and energy. The biggest difference between humans and animals is this ability to dominate themselves. Don’t enter a negative emotional state at every turn. Once you enter the state of System I, you will enter the “fight-flight” mode, and your energy will be completely kidnapped by the primitive instinct. Where can you talk about self-domination? Therefore, another purpose of three-dimensional diligence is to enhance our second response ability, to be the master of life, and to become our own master. However, we must also pay attention to the fact that the purpose of System II is to gain and lose, to seek advantages and avoid disadvantages, which can easily make people become exquisite egoists.

System III (Mind): Blooming Life System I’s highest appeal is to solve the problem of survival, considering the issue of survival, reflecting the “life instinct” of human beings, and living in System I is on a “survival journey”. System II allows us to live well, considering the issue of gains and losses. It is “exquisite self-interest” and reflects the “social instinct”. Living in System II is on the “journey of success”. System III is the “death instinct” that transcends human nature, and is on the “journey of transcendence.” The purpose of System III is to allow life to bloom to the full. Its decision-making basis is no longer gains and losses, but good and evil, and the response mode is what Wang Yangming said to do good and get rid of evil. System III obviously transcends the individual, telling you that apart from the material, we have another world, thus broadening the realm and territory of human life. People are different because of the existence of System III. Victor Frankel, the author of “The Meaning of Living Life”, is one of the few people who have walked out of the Nazi concentration camps. Through a large number of observations in the Nazi concentration camps, he found that those who survived have found the meaning of life. He said: “Once you find meaning, pain is no longer pain.” The essence of self-cultivation is to move up the height of System III. The real world develops horizontally. Of course, we can accumulate more wealth with wisdom and wisdom, but it is foolish to convert all our youthful years into wealth growth. The ultimate goal of self-cultivation is to make the soul a little more noble when leaving. The most uneconomical thing in life is to exchange moral degeneration for wealth growth. Horizontal development is to spread the pie, and only grow old. Only continuous practice can fight against aging and achieve growth, so that the growth of age will lead to the improvement of soul and character.

System I determines the quality of life, System II determines the quality of life, and System III determines the quality of life. The state of survival is for people to continue to live in System I, the state of life is for people to use System II to continuously change System I, and the state of practice is for people to use System III to transform System II and System I.

How a leader can improve himself
After continuous research and iteration, I developed a three-dimensional and sophisticated three-system five-dimensional model: human nature is divided into three levels, system I, system II, and system III, corresponding to habits, mind, and nature respectively. Each level has five elements, namely model, state, relationship, learning ability and influence. These five elements penetrate the three levels of human nature. Among them, the model is the foundation, the model will bring the state, and then bring the relationship. What kind of mode there is, there is what kind of state, the state is the source of energy, and the relationship is the channel of energy. Exerting energy through the channel of relationship will have influence. The core throughout is learning ability. Human nature is so three-dimensional and complicated. (See the sub-column “Three Systems and Five Dimensions Model of Leaders’ Three-Dimensional Diligence”)

So, how can a leader continuously improve through five dimensions on three systems?

Mode: mental evolution and mode upgrade

What kind of leader is there, there is what kind of organization. Career development depends on continuous breakthroughs in the leader’s own behavior model, mental model, and pattern realm. The pattern is difficult to detect and difficult to break free. Each of the three systems of human nature has its own model, and each model brings us different response mechanisms, different physical, psychological, and spiritual aspects, good or bad. Three-dimensional advancement needs to start with model upgrades.

I simply metaphor the model as algorithm and data, namely model = algorithm + data. Algorithm is the process of brain activity from stimulus to reaction, and data is the experience of many stimuli, reactions and intermediate processes accumulated by the brain in this algorithm mode. (See the sub-column “Different modes of the three systems”)

After understanding the modes, algorithms, and data of System I, System II, and System III, we have the opportunity to find a way to upgrade the model. The so-called model upgrade is the upgrade of algorithms and the accumulation of data. The new algorithm structurally transforms the old data, and the new data iterates the old algorithm. Algorithm upgrade and data accumulation overlap. When the data accumulates to a certain extent, it will usher in the opportunity of algorithm upgrade; after the algorithm upgrade, all the original data can be reformatted.

The mission of System I is to ensure physical safety. The decision-making algorithm is to quickly determine “survival or death”, the response mode is “fight-flight”, and most of the decision data comes from childhood complexes. To optimize the working mode of System I, it is necessary to go deep into childhood experience. If the algorithm of System I learned in the original family is not upgraded and the data is not reconstructed, you will stay in the state of a 12-year-old forever. If you cannot be aware of the unconscious learning of System I, you cannot get more abundant energy. Many leaders in high positions will return to the reaction mode before the age of 12. Therefore, to consciously upgrade and iterate the unconsciously learned response mode in the original family is everyone’s lifelong practice. The first task is to find the experience fragments behind the bad stimulus-response pattern, find out the story, and then use the rationalization ability of our System II brain to re-modify the version of this story and use another perspective to hypothesize its motivation. After this iteration, when we encounter the corresponding stimulus again, we have the ability to use System II to explain the stimulus and ease the response. In the face of other people’s out-of-control emotions, we also have tricks to control ourselves: this does not show him as a complete one. He has returned to the state of a child before the age of 12, and I can’t share his general knowledge. In this way, at least we can do that the other party does not harm us so much, because we already have immunity.

System II is more utilitarian. The decision-making algorithm is a trade-off between “pros and cons”, the response mode is a rational response, and the data extracted for decision-making is belief and knowledge. The focus of system II mode improvement is to better allocate and use one’s own attention resources and focus more on important things. Where the attention is distributed, the results are there. Some people work harder and calmer, and some people work harder and more embarrassed. Calmness and embarrassment can actually be seen from their current distribution of attention. So, where should the dominance of attention be used? First of all, we must actively allocate a part of our attention to the future, that is, plan ahead. I have a thesis: if a person cannot use 70% of his energy to do his job, he is incompetent. The remaining 30% of the energy should be used to think about the future. Secondly, as human beings, we will not easily let go of the past. The ability to extract knowledge from past experience is also a major difference between humans and animals. Furthermore, attention should also be used to highlight oneself and integrate into the group. The former reflects the energy of separation, which is the power to highlight oneself; the latter reflects the energy of connection, which is the power of connection between people. . “The sky is healthy, the gentleman strives for self-improvement; the terrain is great, the gentleman carries things with virtue.” Constant self-improvement is to distinguish energy; to carry things with virtue is to connect energy. Finally, there is a piece of energy to be used for awareness, which is to always see whether one’s energy dominance is in one’s hands, and what proportion of one’s energy dominates, and constantly reflect and adjust. This is dynamic learning. Planning the energy of the future, summing up the energy of the past, highlighting the energy of oneself, integrating into the group energy, and reflecting and perceiving energy. These five energies are the five key points that distinguish humans from animals, and are also a sign of our attention and self-mastery.

The mission of System III is to surpass oneself and live the meaning of life. The decision-making algorithm is “good and evil”, and the decision-making data comes from various prototypes of human collective subconsciousness. Leaders have to build their career aspirations on System III, and then they will have a big picture and make a real career. Sophisticated egoist, no matter how big things are, it is at best a business, not a career. Life is the pursuit of happiness, but happiness is divided into levels. The first level is instant happiness, such as a good meal, which meets the needs of System I. The second level is more happiness, which is to satisfy the happiness of System II. For example, success is compared with others. I feel that I am better than others and have more, which means gains and losses. The third level is to dominate happiness, that is, the happiness brought by one’s own control of their attention. Most people have not reached the third level in their entire lives and cannot dominate themselves. The fourth level is altruistic happiness, which is happiness that transcends the boundary of oneself. It no longer considers “I” but considers “we”, such as the older generation of revolutionaries who sacrificed their lives and gave up on themselves. The process of upgrading happiness levels is also the result of model upgrading.

State: State transition and self-transcendence

The leader’s mood and state have an amazing impact on the organization’s atmosphere and performance! A boss and his wife had a divorce, the child was rebellious, and the business was in a mess. I said that the root cause of his poor business development lies in his family, and he is very puzzled. I explained: Family and career seem to be far apart, but in fact they share your state and divide your energy. How can you do well in your career if family affairs run out of energy? The reason behind Home and Wanshixing is deep. Leaders also have periods of depression, but they are not qualified for depression. The leader’s personal state will affect the mental state of the entire team, which in turn affects the state of the business.

The gap between people is actually the gap between energy distribution and utilization. State is the source of energy. In life and work, we all have this experience: a good state usually brings us higher energy, and a bad state often prevents us from handling things effectively. State is the real productivity, and different internal states create different external results. The ideal state of System I is called physiological homeostasis, and physiological balance means that a person can survive. The ideal state of System II is called psychological homeostasis, and psychological balance means that people think they have the ability to live. The ideal state of System III is called mental homeostasis. The balance of spirit means that people understand the relationship with the system and transcend life and death, success and failure. Only when the three systems are in a stable state, the human’s inner ability is harmonious, and if it is not in a stable state, it will become entangled.

The essence of changing the state is to interfere with a person’s energy distribution and usage habits. From the perspective of energy utilization, it is to improve the freedom and fluidity of energy. What is the freedom of energy? What percentage of your daily energy intake from the outside world is used freely according to your own independent will? What proportion is forced by the environment, manipulated by desire, and has to be consumed to maintain self-image? All those “have to” use of energy are manifestations of low degrees of freedom. What is the fluidity of energy? As a dissipative structure system, humans must maintain energy exchange with the outside world. The smoother and more extensive the exchange, the better the flow of energy. From a material point of view, all cells in the human body are metabolized every 110 days. Today you and 110 days ago are two completely different substances. Similarly, people’s thoughts should flow, and only those thoughts that flow can produce value. If a person’s thoughts are often kidnapped by an inner child, their mobility will be poor. When the body flows, people will not get sick; when the mind flows, people will not get entangled.

Everyone can analyze their own energy state. For example, among all the activities in a day, which ones do you like to do and which ones you don’t like but have to do? A saint like Confucius, who has reached the state of “seventy-sixty and does what he wants, does not exceed the rules”, he has a high degree of freedom in the use of energy and has a good energy flow. The degree of freedom of energy is a person’s inner feelings and a sense of control. Mandela is in prison, but his energy freedom is very high; for some seemingly free people, his energy freedom may be very low. A miser with a wealth of wealth may have a low degree of energy freedom; a beggar who has wine and is currently drunk may have a high degree of energy freedom. When a person encounters a threat or challenge, the instinctive defense mechanism will be activated, and the energy level will not be higher. Others complain all day long, this is also a defensive use of energy. When a person uses energy to complain and obtains temporary relief, he will not invest energy to adapt and change the status quo. This will make the complainer shrink tighter and the freedom and fluidity of energy will become worse and worse. The scope of control is getting smaller and smaller.

To increase the degree of freedom, one must take the initiative to make choices instead of being restricted by the environment. To improve mobility, it is necessary to break the limitations of self and the environment, and allow energy to flow more smoothly. By being aware of one’s own state, one can assume that oneself is a bystander who is out of the picture, borrowing questions to intervene in one’s own energy use, so as to make one’s energy more free-to use in the direction of personal dreams, more autonomy, and more control Energy makes energy flow better-to achieve more free and smooth energy exchange.

As an individual, no matter what the occasion, it is important to persist in delivering positive energy. Your high energy level will drive other people’s energy levels higher. As the famous American anthropologist Margaret Mead said: “Never doubt that a small group of determined people can change the world. In fact, the world is changed in this way.”

Relationship: System Thinking and Co-evolution

The relationship and the state are mutually external, the state affects the relationship, and the relationship also affects the state. The relationship between the person in charge of System I and nature, the relationship between the person in charge of System II and society, and the relationship between the person in charge of System III and the system. Marx said: Man is the sum of all social relations. The relationship between a leader and anyone can be transformed into a relationship of co-evolution, accompany growth, and mutual nourishment. The so-called career is nothing more than using social resources to do things for the society, and the leader himself can obtain reasonable returns and practice himself.

Relationship is the pipeline of energy. We have a relationship with everything in the world. This relationship either empowers us or consumes our energy. Simply put, for everyone, there are four things that take up your memory and consume your energy-people, things, things, and dreams. Please think about it now. At this moment, what things do your brain occupy? Are you missing someone, thinking about something, or being fascinated by something, or thinking about your dreams? You will find that these things are in your mind, which we can call relationships. And this relationship forms a channel of energy. Either energy flows out or flows in, and it rarely goes both ways. As a leader, you have to learn how to make all your relationships two-way, forming a relationship that nourishes each other.

I often say that many people are half-life alive, because they did not follow the past things well, let these things occupy the “memory” of the brain, potentially and unknowingly consume their own energy. For example, some people have lost their love, and if they talk about it and hide it in their hearts every day, their half-life is gone. Others did not integrate the energies of the two clans of their parents well, and had a long-term poor connection with one of the clans, which blocked half of their energy sources. In such a situation, you have to be a leader, but the energy is not turned on. It is useless to learn only the skills.

Zeng Zi said: “Be cautious in chasing far away, and the morals of the people belong to the thick.” In the social system, everyone is not an isolated individual, but belongs to a different system. Everyone is a part of the system and unconsciously plays a role in the system and serves the system. Many behaviors of individuals are actually greatly affected by the system, but they are often unaware. If one is not aware of the system behind oneself, it is easy to be arrogant and cynical. On the contrary, if a person realizes early that he is part of the system, serves the system, and is affected by the system, he can actively connect with the system and use the power of the system to advance many things.

Basically, everyone is a member of his family system, and he inherits some of the family memes, and he is responsible for integrating the excellent family memes inherited from his ancestors into personal advantages during his lifetime. Bloom. I will use a simpler and more scientific method similar to the family arrangement in class, through unconscious learning (or subconscious learning), let a person get through on the energy level. When a person uses this method to find the combination of the dominant memes of the parent family he inherited from him, he will realize that his life is not only his own. Looking forward, he has the responsibility and obligation to let the dominant meme of the family use him. Looking back, it is the ardent expectation that several generations of the family have made great efforts but have no chance to bloom brilliantly. In the course, I also use this method to let the students find their own teacher-ethnic relationship (teacher-door inheritance). Family inheritance is the meridian of the development of human civilization, and division inheritance is the latitude of the development of human civilization. If a person can accurately fix his life at the intersection of the family’s inherited warp and the teacher’s latitude, his responsibility and mission will surely make him work hard, and he will not allow himself to go unscrupulous.

Knowing how to handle relationships in the system, we can better develop healthy relationships. What is a benign relationship? The author of “The Road Few People Walk” put forward “independence, responsibility, love”, I sum it up as “harmony, independence, nourishment”. A good relationship must first promote your inner harmony, so that the conscious elephant rider and the subconscious elephant are “aligned”, and the inner energy is coordinated rather than conflicting. Secondly, it has true independence. It neither depends on others nor “scorches” others with love too much. It is neither a rescuer nor a victim. Excessive dependence and intervention are signs of non-independence. Finally, there is a nourishing relationship between you and the other person, and you can grow in this relationship.

I wrote a book called Empowering Leadership. Many people have asked me: How to judge whether a person’s leadership behavior is empowering or not? I think that in order to measure whether leadership behavior is empowering, the three standards of “harmony, independence, and nourishment” can also be used: First, is the inner energy of the leader divided or harmonious? Second, is the leader dependent on you or independent? Third, is it a relationship that consumes each other or a relationship that nourishes each other?

Helinger said: “Happiness is a gift. It always comes from a relationship.” Happiness is also a kind of ability. If there is disharmony, independence, and nourishment in the relationship, you have to believe that you have the ability to make it harmonious. Independent and nourishing. Don’t expect a particularly good relationship at the beginning, you have to allow your inner child to grow up in the relationship.

Learning ability: shaping the whole person’s lifelong learning ability

Learning ability is the most important ability that accompanies a person throughout his life. Any career always starts with the inner thoughts of the leader, and the thoughts come from learning. How to ensure leading thinking in the uncertain times? Only continuous learning. Only if the leader’s thinking continues to be ahead of the times, and the leader’s learning speed is much higher than the average level of society, can he be qualified to continue to lead the team. The competition between people, enterprises and enterprises will eventually be regarded as the competition of learning ability. Leaders must pay attention to the shaping of learning personality, deeply understand the relationship between business development and the inner growth of the leader, and build a whole person’s lifelong learning ability.

The purpose of learning is to change, and change can also be understood as a system upgrade. The upgrade of System I requires conscious practice, replacing old habits with new ones, and the goal is to become a person who is safe and no longer defensive. The upgrade of System II is cognitive iteration. Through system tools such as problem solving, experience extraction, and review and reflection, we continue to upgrade our knowledge system, optimize methods and routines, and make ourselves a talented person. System III is to directly visit the saint in your heart and make yourself a person with great aspirations, sentiments, and high-dimensional wisdom.

The most important thing in learning is to form a personal version of cognition. Action is learning, knowledge is just preparation before learning. “Cultivation after enlightenment”, enlightenment and cultivation are two different processes. No matter how well you have enlightened, you can’t transform and become abilities if you don’t cultivate. The focus of cultivation is to apply knowledge consciously.

For leaders’ learning, “experience learning” is also particularly emphasized. Many leaders are superstitious about “benchmarking” and hope to learn successful experiences from those who succeed. I hold the opposite view: benchmarking is basically useless. why? The success of the business is the benchmark, and the essence is the winner and the loser. Therefore, benchmarking is a phenomenon in the field of learning. For benchmarking, we overestimate the learner’s ability to extract knowledge from the experience of others. Looking back, don’t think that your own business or your own work is just producing products or providing services, but actually producing knowledge. Companies that can only produce products but not knowledge will be eliminated sooner or later, and so are individuals. However, a common problem is that when we produce products, we learn other people’s knowledge everywhere, but instead put our knowledge aside and discard it.

Knowledge changes fate is a false proposition. Knowledge can only be transformed into ability to change fate, and there is a process from knowledge to ability. This requires us to clarify the relationship between experience, knowledge, and ability, and learn how to raise experience into knowledge and transform knowledge into ability.

All theories are the highly abstract products of others. You can only understand it if you bundle other people’s theories with your own practice and the knowledge you have learned. Therefore, I said that the sign of knowledge mastery is to form a personal version of understanding. There is a very important process in this process, which is to integrate with one’s existing knowledge and existing knowledge structure, which I call cognitive integration. Cognitive integration to a certain extent, you will have your own new knowledge structure, and then gradually form your own system.

After the cognitive integration is completed, the second process is called behavior integration. Forming one’s own system before is not the focus, but we have to go down and put it into practice. After completing the cognitive integration, at best you can say that knowledge becomes your personal version, but knowledge is far from ability. Only when you use knowledge in your work, in your behavior, can be interpreted in your specific performance, or can taste the traces of the use of knowledge, at this point can it be called ability.

However, this ability may not be able to solve the problem, because the ability needs to match the scene to solve the problem. Only when the problem is actually solved can it be called experience. In this process, we often use replay to reflect. Lenovo’s four-step method of review-reviewing goals, evaluating results, analyzing reasons, and summing up experience is essentially to find gaps, reasons, and methods. This is the third process.

Experience needs to be extracted before it can become knowledge; knowledge can be transformed into ability through cognitive integration and behavior integration; ability can then form experience in problem-solving—the whole cycle is connected and endless. Every time we complete a cycle, we expand in the concentric circle of ability. The three different types of learning, theoretical learning, social learning, and experiential learning, are thus perfectly combined. This is an unchanging method that anyone hopes to get through from top to bottom and bottom to top.

Influence: Constructing holographic multi-dimensional influence

Everyone produces influence, and the essence of leadership is influence. Therefore, influence is often a measure of three-dimensional progress. The future organization must have a way of operating beyond the traditional, externally must be able to respond more quickly to the complex and changeable external environment, internally must be able to continuously stimulate the inner motivation of elite employees and continue to empower them in their work. Leadership is the ability to successfully change cognition, stimulate emotions, and mobilize actions, and it is the ability to promote change. The way to effectively affect System I is experience-feeling, the way to effectively affect System II is analysis-understanding, and the way to effectively affect System III is imagination-vision. Leaders must not only talk about reason-driven system II, but also tell stories-driven system I with high sensitivity, and talk about vision-driven system III in a structured way.

In this low-key era of self-harm, the importance of expressiveness is higher than ever. Language is the most important tool of influence, and communication is the basic way for leaders to work. According to statistics, senior leaders spend 80% of their time in various communications every day. However, in communication, a common failure is accustomed to reasoning to others, regardless of occasion. If you want to increase your influence, you must first learn high-perceptual communication.

The truth is square, the brain is round, don’t try to fill the round container with square things. Pack Fang’s truth in the circle story to move people. The truth is cold, the story is warm; the truth is hard, the story is soft. The essence of moving people is to make people resonate. It is obviously not enough to influence people by reasoning alone. The reason why a full story is more moving than a dry reason is that the story can drive more parts of the audience’s brain to participate.

Ma Yun uses stories to promote his Taobao. He said: “When I first started Taobao 6 years ago, I told a leather goods business owner:’Put your business online and do it. He said:’Let me take a look. 4 years ago I said the same thing to him again. He said: “Let’s talk about it if you have time. He found me two years ago: “My business was taken away by the kids on the Internet.” In just over 100 words, it was finished in 1 minute. It doesn’t give people the feeling of selling, but it achieves an effect that a chattering salesman can never reach.

Why is the story so persuasive? Why is storytelling more effective than reasoning? In summary, there are several reasons: stories give people scenes, stimulate right-brain thinking, and use narrative methods to influence people. It is easier to be accepted than boring reasoning; stories are metaphorical and storytellers can With the help of the protagonist of the story, the protagonist expresses his position, but does not mean to force the listener to accept it, and gives the listener a sense of control over the thinking space and decision-making; the story often gives people different inspirations, allowing the listener to change the way and perspective Examine the situation and make better decisions.

In this society, it is even more inseparable from stories. If you have new business models and new ideas, you should use stories to illustrate them. Without a good story as a carrier, your mind will not go far. In the book “Leadership Engine”, Noel Titch advocates that leaders learn to develop their own stories and use stories to spread the organization’s vision and value proposition. He believes that leaders need to develop and tell three kinds of stories. The first is the story of who I am and spread our own values; the second is the story of who we are, defining and spreading collective values; the third is the story of where we will go, describing and spreading the organization’s Vision.

Today’s leaders still have an important task, which is to use their influence to drive enterprises and teams to face rapid changes. The master of change John Kurt summed up two approaches to change, one is “analyze-think-change” and the other is “see-feel-change”. He believes that the latter is often more effective and far-reaching. I compare cognition to weak electricity, which is used to transmit signals, only 12V or 5V, and emotion is the real power, which will be 380V or 220V. “Analyze-think-change” is brainstorming, and it is at the level of thinking. Reasoning and conveying information only change the way of cognition. And “seeing-feeling-change” is mind-conscious, from sensory stimulation to psychological feeling, and it is an emotional pathway. Emotions are often closely related to sounds and pictures, and the stimulation of sounds and pictures can often cause emotional reactions. For people to devote themselves to change, they need to use multiple clues, multiple feelings, strong contrasts, and repeated reinforcement to promote emotional changes. In this sense, no clear truth can replace emotional experience. Because of the poor quality of refrigerators, Haier’s Zhang Ruimin wanted to tell employees by smashing refrigerators: Why do we need to change? He not only wants employees to witness, but also employees to act, and experience this process by smashing the refrigerator together. For the onlookers, this is “seeing-feeling-change”; for those who smash the refrigerator, this is “experiencing-feeling-change”.

In addition to “analyze-think-change” and “see-feel-change”, there is another way to change, which I call “imagination-vision-change”. Imagination is a unique function of the human brain. It is this function that separates humans from animals. People are the only life that can evolve purposefully according to their own goals. Everyone can design and create their own future through imagination. A clear personal vision can maximize the inner motivation of people, a common vision can bring people together, and a visionary team will stimulate motivation and cohesion. The authors of “Everlasting” Jim Collins and Jerry Polles did a study on sustainable business organizations. They put forward an impressive concept-bold goals: grand, difficult and fearless goals (Big Hairy Audacious Goal, BHAG). Even a group of elementary school students who have vision and goals, imagination and hope, can also go to the future in the exploration of happiness.

If you want to learn, you must do things first.
Based on this three-dimensional leadership system, I developed a complete set of learning projects. In the project design, I did not adopt the curriculum system design of the traditional business school, nor did I talk about any specific business such as strategy, marketing, operation, and finance, nor was it problem-oriented. I took the typical challenges of leaders at work as clues. Relevant knowledge and skills are embedded in problem-solving, but based on the traditional Confucian thought of Xiu Qi Zhiping, the focus of learning is on the cultivation of the trinity of habits, mind, and nature of the executives themselves.

Confucius said: “A gentleman is based on his foundation, and he is based on his principles.” Chunyu Tuan said: “If you have the inside, you must form the outside.” Wei Zheng said: “The elder who seeks wood must consolidate its fundamentals; Dredging its source.” After learning a lot of management concepts and tools, if they still can’t manage their own business well, leaders should consider practicing their internal skills.

There is an old saying: Management has skills and is tempered; management has no skills and focuses on being a man. Thousands of tempers need to internalize universal tools into their own management style. Using various tools mechanically will make themselves and their employees very painful. The emphasis on being a human being is to work hard on core literacy, to organically combine work and practice, to cultivate people through things, and to improve internal strength. Insufficient internal strength, swords are often given to opponents.