Excerpt from "Working Principle"

After reading The Working Principle, the second half of Dario's Principle, it is a good book worth reading for n times, which is helpful to build the underlying operating system. A friend of a community also organized a community dedicated to "principles" and read this book for more than 20 times in two years ... This shows that it attaches importance to polishing the underlying principles of life.

The following is a summary of the "working principles".

Part III Working Principles

● An institution is like a machine, which is mainly composed of two groups of components: culture and people.

A. excellent institutions have excellent people and excellent culture.

B. excellent people have noble character and excellent ability.

C. excellent culture does not cover up problems and differences, but solves problems openly and properly, likes to let the imagination run wild and is willing to set a precedent.

Strict love helps to achieve excellent work performance and establish good interpersonal relationships.

A. In order to achieve great cause, we must stand firm on things that should not be compromised.

● Creative choice based on credibility weighting is the best mode to realize effective decision-making.

● Let enthusiasm and work be integrated, and move forward with like-minded people.

1 Believe in extreme truth-seeking and transparency.

Don't be afraid to know the truth.

1.2 To be honest, we also require others to be honest.

A. If you don't want to talk about others to their face, don't talk about others behind their backs. If you want to criticize others, point it out to your face.

B don't let personal loyalty hinder the pursuit of facts and the interests of the whole organization.

1.3 create an atmosphere so that everyone has the right to know reasonable things, and can't disagree but keep silent.

A. Express your opinions and take responsibility for them, or leave.

B.remember to be absolutely honest.

C. Never trust dishonest people.

1.4 is very transparent.

A. achieving justice through transparency.

B. share the hardest thing to share.

C. exceptions that are extremely transparent should be minimized.

D ensure that employees who obtain information through extreme transparency realize their responsibility to manage information correctly and make wise choices.

E transparent to those who are good at managing information, opaque to those who are not good at managing information, or removed from the company team.

F. don't provide sensitive information to the company's enemies.

1.5 meaningful interpersonal relationships and meaningful work are mutually reinforcing, especially in an extremely truth-seeking and transparent environment.

Do meaningful work and develop meaningful interpersonal relationships.

2. 1 Loyal to the mission of * * *, not a half-hearted person.

2.2 To clearly communicate with each other.

A. ensure that employees should be considerate of others and ask less of others.

B. make sure everyone understands the difference between fairness and generosity.

C. Clear boundaries and stand on the other side of fairness.

D. the remuneration is commensurate with the work.

2.3 It must be recognized that too large an organization poses a threat to the establishment of meaningful interpersonal relationships.

2.4 Remember that many people just pretend to work for you, but they are actually pursuing their own interests.

2.5 Pay attention to employees who are honest, capable and consistent in appearance.

Create a culture that allows mistakes, but does not tolerate ignoring lessons and repeating mistakes.

3. 1 Recognizing that mistakes are a natural part of the evolution of things.

A. turn failure into beauty.

B. don't be sad because of your own or others' mistakes, but cherish them!

3.2 Don't dwell on temporary success or failure, but focus on achieving the goal.

A. Don't dwell on "complaining" or "praising", but focus on "accuracy" or "inaccuracy".

3.3 Observe the error mode and judge whether it is caused by shortcomings.

3.4 Remember to reflect after the pain.

A. Be able to reflect and ensure that your employees can do the same.

B. You know, no one can look at themselves objectively.

C. teach and strengthen the principle of "learning from mistakes".

3.5 Know which mistakes are acceptable and which are intolerable, and don't let your employees make unacceptable mistakes.

4 * * * knowledge and stick to it.

4. 1 Recognizing conflict is very important for establishing good interpersonal relationships, because people use conflict to test whether their principles are consistent and whether they can resolve their differences.

A. Don't hesitate to spend time and energy on acquiring knowledge, because it is the best investment you can make.

4.2 Know how to acquire knowledge and control differences.

A. put possible differences on the table.

B. distinguish between pale complaints and requirements that help improve work.

C. remember that every story has another side.

4.3 Keep an open mind and be firm and decisive.

A. distinguish between open-minded people and closed-minded people.

B. Stay away from closed-minded people.

C. beware of those who are ashamed to admit that they are not omniscient.

Make sure that the person in charge of this work treats other people's problems and opinions with an open mind.

We realize that acquiring knowledge is a two-way responsibility.

F. substance is more important than form.

G. Be reasonable and expect others to be reasonable.

H. Making suggestions, asking questions and criticizing are different, so don't confuse them.

4.4 If you chair the meeting, you should have a good grasp of the dialogue.

A. define the meeting host and the meeting service target.

B. Express clearly and accurately to avoid confusion.

C. according to the objectives and priorities, determine what kind of communication methods to adopt.

D. be decisive and open-minded when presiding over the discussion.

E. shuttle and contrast in discussions and dialogues at different levels.

F. Beware of "digression".

G. stick to the logic of dialogue.

H. be careful not to lose personal responsibility because of collective decision-making.

I. Use the two-minute rule to avoid being interrupted continuously by others.

J. Beware of the indisputable "fast talker".

K. Let the dialogue have a good beginning and end.

Length using communication means.

4.5 Great cooperation is like jazz playing.

a. 1+ 1=3。

B.3-5 people are more efficient than 20 people.

4.6 Cherish like-minded people

4.7 If you find yourself unable to reconcile the main differences between you, especially on the level of values, consider whether it is worth maintaining this relationship.

5. When making decisions, we should proceed from the perspective of credibility.

5. 1 Choosing the best by creativity requires you to understand the strengths of everyone's views.

A. If you can't accomplish something successfully yourself, don't try to instruct others how to accomplish it.

B: You should know that everyone has their own opinions, but it's usually not a good idea.

5.2 Pay attention to the people with the highest credibility who disagree with you and try to understand their reasoning process.

A. People's credibility should be analyzed to assess the possibility that their views are correct.

B. A more credible view is likely to come from the following two kinds of people: (1) successfully solving related problems at least three times; (2) The conclusion of causality analysis is very reasonable.

C. If someone has no experience, but his reasoning seems logical and can stand the stress test, he must give it a try.

D. Pay more attention to the speaker's reasoning process than his conclusion.

E. Inexperienced people also have good ideas, sometimes far better than experienced people.

F. Everyone should be confident when expressing their opinions.

5.3 Consider which role you want to play as a teacher, a student or a colleague, and whether you should preach, ask questions or argue.

A. It is more important for students to understand teachers than for teachers to understand students, although both are important.

Everyone has the right and responsibility to try his best to understand important things, and he must remain humble and very open-minded.

5.4 Understand the process and logic of people expressing their opinions.

A. No matter who you ask, the other person will usually provide an "answer", so you should carefully consider who you ask.

B. It is inefficient and a waste of time for everyone to comment on other people's opinions at will.

C. Beware of speeches that begin with "I think …".

D. Organize employees' work records systematically and evaluate the credibility of employees' speeches.

5.5 Dealing with differences must be efficient

A. Know how to end the argument in time and promote the formation of understanding of the next step.

B credibility weighting can be used as a tool, but it cannot replace the decision of the person in charge.

C. If you don't have time to comprehensively examine everyone's ideas, you should wisely choose a credible point of view.

D. If you are in charge of decision-making, compare the conclusion weighted by credibility with your own ideas.

5.6 Everyone has the right and obligation to try to understand important things.

A. Communication is to get the best response, so you should communicate with the most relevant people.

B. The communication aimed at educating or popularizing * * * knowledge is not only for getting the best answer, so more people should participate.

C. realize that you don't have to judge everything.

5.7 Pay more attention to whether the decision-making mechanism is fair than whether it is as you wish.

Know how to transcend differences

6. 1 Remember, when you reach an agreement with the other party, you can't ignore the principle.

A. everyone should abide by the same code of conduct.

6.2 Don't confuse everyone's right to complain, make suggestions and debate openly with their right to make decisions.

A. When you disagree with the decision itself and the decision-maker, you should have a global awareness.

6.3 Don't be indifferent to major differences.

A. when you concentrate on negotiating major issues, don't be bothered by trivial matters.

B. don't be bound by differences-either submit a superior ruling or vote!

6.4 Once a decision is made, everyone must abide by it, even though individuals may have different opinions.

A. focus on the overall situation.

B. don't let creative choices become lawless.

C. don't tolerate mob tactics.

6.5 If creative choice conflicts with organizational interests, it will inevitably cause harm.

A. A "curfew" will be declared only in rare or extreme cases. At this time, we can temporarily ignore the principle.

B please note that some people may propose to temporarily give up the idea of choosing the best person for the benefit of the organization.

6.6 You should know that once the person who has the right to make a decision doesn't want to act according to the principle, the rules will be broken.

What is more important than doing anything is finding the right person to do it.

7. 1 Your most important decision is to choose the person in charge of this work.

A the most important person in charge is the person who is responsible for setting goals, planning results and organizing implementation at the highest level.

7.2 The ultimate responsible person shall be the person responsible for the consequences of the behavior.

A. make sure that everyone has a superior leader.

7.3 Remember that people are behind things.

Use the right people, because improper use of people costs a lot.

8. 1 Let the right people do the right things

A consider what values, abilities and skills you are looking for (in this order).

B. Recruit talents with systematic thinking and scientific methods.

C. note: people should match their duties.

D. find excellent people, not "this kind of thing."

E. don't use your influence to help others find jobs.

8.2 Remember that there are differences between people, and different understanding and thinking make different people suitable for different jobs.

A. Understand how to conduct personality assessment and understand the significance of the results.

People tend to choose people who are similar to themselves, so arrange an interviewer to ensure that he can find the person you want to recruit.

C. choose people who can know themselves objectively.

D remember, people usually don't change much as they get older.

8.3 Treat your team like a sports manager: No one can win alone, but everyone must beat their opponents.

8.4 Pay attention to people's past experiences

A. verification.

B. academic performance does not completely prove whether this person has the values and abilities you want.

C. Strong conceptual thinking ability is the best, but it is also important to have rich experience and outstanding performance.

D. be wary of unrealistic idealists.

E. don't assume that people who succeed in other places are equally qualified for the job you ask.

F. make sure that the person you choose has good character and strong ability.

8.5 Finding someone is not only a specific job, but also a willingness to share your life with them.

A. choose those who ask a lot of good questions.

B. let job seekers know the dark side of this job.

C collaborators must be like-minded people, but they must also be friends.

8.6 When considering salary, we should provide stability and let people see opportunities.

A. Pay per person, not per job.

B. Pay should at least be roughly linked to the results of performance appraisal.

C. the salary is higher than the general level.

Think more about how to make the cake bigger than how to cut it to get the biggest piece.

8.7 Remember, to maintain a good cooperative relationship, consideration and generosity are more important than money.

A. Be generous to others and be generous to others.

8.8 Excellent people are not easy to find, so we should think about how to keep them.

9 Continuously train, test, evaluate and deploy employees.

9. 1 Understand that you and your subordinates will experience personal growth.

A. after recognizing the advantages and disadvantages, individuals will grow rapidly. Therefore, the career path is not as expected at first.

B. Training guides personal development.

C. teach people to fish, not to fish, even if it means making them make some mistakes.

D. Experience will form internalized learning, which is irreplaceable by book learning.

9.2 Provide continuous feedback

9.3 Evaluate people accurately and don't be "Mr. Nice guy"

A. in the final analysis, accuracy and goodwill are the same thing.

B. Use praise and criticism correctly.

C. consider accuracy, not consequences.

D. make an accurate evaluation.

E. learn from failure as you learn from success.

F. What most people have done and are doing is not as important as they think.

9.4 Strict love is not only the most difficult love to give, but also the most important love (because it is very unpopular).

A. Although most people like to listen to good words, accurate criticism is rare.

9.5 Don't hide from other people's observation.

A. comprehensive judgment from specific details.

B. Mining useful information from points.

C. don't dig too much for a certain point.

D. Use evaluation tools such as performance survey, performance indicators and formal evaluation to record all the performance of a person.

9.6 Make the learning process open, grow and repeat.

A. performance indicators should be clear and fair.

B. Encourage employees to reflect on their performance objectively.

C. have a global view.

D. Performance appraisal should start with specific cases, find out the rules, and explore evidence and acquire knowledge with the assessed.

E. When judging people, the two biggest mistakes you may make are: you are too confident in your own evaluation and you can't gain * * * knowledge.

F. reaching an assessment cannot be based on a hierarchy.

G get to know your employees, and let them know about you and your mistakes and their root causes through frank dialogue.

H. ensure that employees do a good job, and there is no need to supervise everything.

First, change is difficult.

J. help people tide over difficulties by discovering their shortcomings.

9.7 It is more important to know how people do things and judge whether this way of doing things can achieve good results than to know what they have done.

A. if a person doesn't do well, consider whether it is because of insufficient study or insufficient ability.

B. When training and testing employees with poor performance, the common mistake is to only look at whether they have the required skills, rather than evaluating their abilities.

9.8 If you really understand a person's shortcomings, they may really exist.

A. The working hours of judges do not need to be "beyond doubt".

B. In less than a year, you can know what a person is like and whether he is suitable for his post.

C. continuous evaluation of employees during their tenure.

D. Evaluate employees as rigorously as applicants.

9.9 Training, protecting or dismissing employees should not be fixed.

A. don't let employees be vegetarian.

B. Be prepared to "photograph the person you love".

C. When someone is "not suitable for a position", consider whether there is a vacancy that is more suitable for him or whether you need to let them leave the company.

D. Be cautious about changing jobs for incompetent employees.

9. 10 changing jobs is to give full play to people's talents and benefit the whole team.

A. Let employees "complete their duties" before moving to a new post.

9. 1 1 Don't lower the standard.

10 manages to achieve goals like a machine.

10. 1 Look down at your machine and yourself from a height.

A. constantly compare the results with your goals.

B. An excellent manager is an engineer in an organization.

C. develop quantitative assessment tools.

D be careful not to spend too much energy on dealing with various affairs and neglect your machine.

E. don't be distracted by emergencies.

10.2 the means to deal with each problem should serve two purposes: (1) to bring you closer to your goal; (2) Ability to train and test machines (people and design)

A. everything you have experienced is a case.

B. If there is any problem, it should be discussed at two levels: (1) machine level (how the result is produced); (2) Case level (how to deal with it).

C. when making rules, we should explain the principle behind it clearly.

D. Your policy should be a natural extension of your principles.

E although good principles and policies almost always provide good guidance, it should be remembered that there are exceptions to every rule.

10.3 understand the difference between management, micro-management and non-management.

A. managers must ensure that their areas of responsibility operate effectively.

Managing your subordinates is like skiing together.

C. A good skier is more suitable as a ski instructor than a novice.

D. you should delegate specific work to employees.

10.4 understand employees and their motives, because people are your most important resource.

Meet people who are important to you and the company.

B. confidence in employees should come from understanding, not random speculation.

C. according to your confidence, conduct different levels of investigation and understanding.

10.5 clear responsibilities

A.remember who is responsible for what.

B. prevent "role dislocation".

10.6 Explore your machine and learn what you can expect from it.

A. get enough understanding.

Don't be too far away.

Use Daily Update to understand the behaviors and thoughts of team members.

D. accountability to know whether problems will suddenly occur.

E the accountability process should reach the next level of your direct report.

Allow your subordinates to report to you at any time.

G. don't assume that all employees' answers are correct.

H. learn to observe.

I make the accountability process transparent, not private.

J. welcome to be held accountable.

K. People who have completely different views and ways of thinking about things usually don't communicate well with each other.

Don't let go of any suspicious clues.

There are many ways to solve this problem.

10.7 think like the boss of the company and ask your colleagues to do the same.

A. When you are on vacation, you shouldn't forget your responsibilities.

B. force yourself and your employees to do difficult things.

10.8 Acknowledge and handle the risks of key personnel.

10.9 Don't treat them equally, but treat them differently.

A. don't be forced to give in easily.

B. care about employees.

10. 10 excellent leaders are generally not as simple as they seem.

A. both weak and strong.

B. Don't worry about whether your employees like you or not, and don't let them tell you how to do things.

C. Don't order others to obey you, but try to be understood and understood by others, so as to achieve * * * knowledge.

10. 1 1 Ensure that you and your employees bear the corresponding responsibilities, and welcome others to supervise you to bear the responsibilities.

A. If you agree with others on the way to do something, make sure that they abide by it, unless you have formed an awareness of changing the way.

B. distinguish between two different failure situations, one is that the agreement is not observed, and the other is that there is no agreement at all.

C. avoid sinking.

D Beware of people who confuse goals and tasks, because if they can't distinguish clearly, you can't trust them and delegate responsibilities to them.

E. Beware of the "theoretical should" that lacks focus and is futile.

10. 12 clearly communicate the plan and evaluate the progress with clear quantitative indicators.

A. Before continuing, please check the implementation of the plan.

10. 13 when you can't completely complete your duties, submit the problem to your superiors for solution, so that your subordinates can take the initiative to do it.

1 1 found the problem and did not tolerate it.

1 1. 1 If you don't worry, you should worry; If you are worried, you don't have to worry.

1 1.2 design and supervise the machine to ensure that you can find out what is done well and what is not, or do it yourself.

A. Designate employees to be responsible for finding problems, give employees time to review, and ensure that there are independent reporting channels to reflect problems without worrying about the consequences of exposing ugliness.

B. Beware of "warm boiled frog syndrome".

C. beware of herd mentality. Even if no one is worried, it doesn't mean there is no problem.

D. when you find a problem, compare the result with the goal.

E. "try this soup."

F. Try to let more pairs of eyes look for problems.

G. "Open the cork"

H. those who are most familiar with the work have the most say.

1 1.3 analyze the problem in a specific way, and don't generalize.

A. don't use "we" and "they" without naming names to cover up personal responsibility.

1 1.4 Don't be afraid to solve the problem.

A must understand that problems with good solutions are different from those without solutions.

B. Find problems by machine.

12 Diagnose the problem and explore the root cause

12. 1 In order to make a good diagnosis, the following questions should be asked first: 1. Is the result good or bad? 2. Who is responsible for this result? 3. If the effect is not good, is the person in charge not competent enough or the machine design defective?

A. Ask yourself, "Can others finish this job in other ways?"

B. find out which step in the five-step process is wrong.

C. find out which principles have been violated.

D. avoid "being wise after the event".

E don't confuse a person's environment with his coping style.

F. Just because others don't know how to do it doesn't mean you can know how to do it.

G. the root of the problem is not an action, but a cause.

H. In order to distinguish between lack of manpower and lack of ability, we should consider how well we will do the work if we have enough manpower in a specific position.

I remember that managers usually fail or fail to achieve their goals for one (or more) of the following five reasons.

12.2 Through continuous diagnosis, the comprehensive judgment is kept up to date.

12.3 The diagnosis should be fruitful.

A. If you ask the same person to do the same thing, it will produce the same result.

12.4 For the departments or subordinate departments with problems, use the following "deep digging" skills to form an impression based on the 80/20 rule.

12.5 diagnosis is the basis for making progress and establishing good interpersonal relationships.

13 improve the machine to solve the problem

13. 1 Build your machine.

13.2 systematize the implementation principles and methods.

A. Think carefully about your decision-making criteria and build an excellent decision-making machine accordingly.

A good plan should be like a movie script.

A. Put yourself in a "painful position" for a period of time and have a deeper understanding of the purpose of your own design.

B imagine other possible alternative machines and their operation results, and then make a choice.

C. not only the consequences of the first round, but also the consequences of the second and third rounds should be considered.

Hold regular meetings to make the company run as accurately as a Swiss watch.

E. a good machine should take into account the fact that people may not be perfect.

13.4 design is a cyclical process, and there is a stage of "continuous efforts" between the unsatisfied "present" and the beautiful "future"

A. understand the power of "cleaning storm".

13.5 when designing the organizational structure, we should pay attention to the goals rather than the tasks.

A. establish an organization from top to bottom.

B. Everyone must be supervised by a trustworthy person who adheres to high standards.

People at the top of the C pyramid should have the skills and determination to manage their direct subordinates and have a deep understanding of their work.

D. When designing an organization, using the five-step process is a shortcut to success, and different employees can play a good role in different steps.

E. don't let the organization adapt to employees.

F. it is appropriate to consider the size of the institution.

G according to the law of universal gravitation, business departments and their subordinate departments are divided in the most logical way.

H make all departments as self-sufficient as possible in order to control the required resources.

First, in order to ensure smooth communication, the proportion of top managers and grass-roots managers, grass-roots managers and direct subordinates, and grass-roots managers and direct subordinates should be controlled within a certain range.

J succession planning and training arrangements should be considered in the design.

K. don't just stare at your work, but also pay attention to how to carry out your work if you are not present.

L In order to ensure the correct completion of key tasks, it is better to "do it twice" than "confirm it twice".

M (short for meter) uses consultants wisely and avoids over-reliance on consultants.

13.6 depicts a pyramid-shaped organization chart, and any two lines connecting the top and bottom of the tower should not cross.

A. When encountering cross-departmental or cross-departmental problems, let the people at the pyramid intersection handle them.

B. Don't finish the work for people from other departments, and don't draw people from other departments to work for you unless you get the approval of the department manager.

C. prevent "department dislocation".

13.7 A "guardrail" can be built when necessary, but it is best not to have a "guardrail".

A. don't expect people to realize and eliminate their blind spots.

B. consider the clover design.

13.8 keep the strategic plan unchanged and make appropriate tactical fine-tuning when the environment permits.

A. don't let expedient measures go beyond strategic objectives.

B. consider the overall situation and details at the same time and understand the relationship between them.

13.9 Keep proper monitoring, so that there is no opportunity for lies.

Conduct an investigation and let employees know that you will conduct an investigation.

You know, without the police (auditors), the law is meaningless.

C. be careful with the rubber stamp.

D. people who spend money according to your requirements may spend money lavishly.

E. Stop bad behavior by "setting an example for others".

13. 10 The reporting route and responsibility description should be as clear as possible.

A. Assign responsibilities not according to titles, but according to workflow design and personnel's ability.

B. we should constantly think about how to produce the leverage effect of small and large.

C. Hiring a few smart people and giving them the best technical means is far better than hiring a large number of ordinary people and configuring ordinary technology.

D. use assistants to improve efficiency.

You should know that almost everything takes more time and money than you expected.

Follow the established plan

14. 1 strive for the goals that excite you and your organization, and consider how to relate the tasks to those goals.

A. coordinate and motivate everyone to move forward.

B. don't be impulsive, sharpen your knife and don't miss the woodcutter.

C. find creative intelligent solutions.

14.2 realized that everyone was as busy as a bee.

A. don't lose heart.

14.3 usage list

A. don't confuse the list with personal responsibility.

14.4 set aside a rest time.

Ring the bell to celebrate.

Use tools and codes of conduct

15. 1 It is very valuable to embed systematic principles into tools to practice creative choice.

A. In order to promote real behavior change, we must internalize learning or become a habit.

Use tools to collect data and process them to form conclusions and actions.

C define principles, use various tools and plans to promote implementation, and form an atmosphere of trust and fairness, so that any conclusion can be evaluated by tracking the logic and data behind it.

Never ignore corporate governance

In order to succeed, all institutions must establish checks and balances.

A even in the case of preference for creativity, winning with creativity is not the only decisive factor in allocating responsibility and power.

B make sure that no one in the company is stronger than the system and no one is irreplaceable.

C. be alert to the emergence of client regimes.

D. when designing the organizational structure and rules of an organization, we should ensure that the checks and balances mechanism can play a role.

E. ensure that the reporting route is clear.

F. the ownership of decision-making power should be clear.

G. Ensure that those engaged in performance evaluation: (1) have time to master comprehensive information about the work of the evaluated object; (2) the ability to make assessment; (3) There is no conflict of interest that prevents them from effectively exercising their supervisory power.

H decision makers have the right to obtain the information needed for decision-making, but they must keep their promises and keep the information properly and safely.

16.2 under the creative preference, the CEO's single decision is not as good as the collective decision.

16.3 The governance system composed of principles, rules and checks and balances cannot replace excellent partnership.