两个大棒子的故事

Written by 主人 on . Posted in 笑林小记, 我们家

在我们东北老家大棒子多数是一根长长的木棍,或是柳树的,或是杨树的,功能可以很多,用来赶各种牲口,如猪、狗牛、羊以及鸡、鸭、鹅等等,或者做烧火棍以及男孩子的用来戏耍用的“少林棍”。当然不排除有些多情的小朋友在穿着开裆裤的时候,开始骑着一根木棍,不是当马,而是当做摩托车,但情趣不逊于南方的青梅竹马吧。

我四姨家的大女儿是一个奇葩,少年豪侠,霸道乡里,据说老师也敢打,至于同学就更加不必说了。一次她来我家做客,所有的事情她都占尽了风头,我们和我弟弟都是男生,又长她几岁,所以都让着她,不与她计较,把发蛮当戏看而已,她当然给鼻子就上脸了。我和弟弟两个人出去回来,看见表妹站在门口,门是木头大门,有两米宽,她拿了一根大棒子横在腰间站在门的中间,对我们说:“叫你们不听话,都不许进来,进来看我用大棒子擂你们不。” 我说:“这是我家,凭啥不让我进?” 她说:“什么你们家,这是我大姨家(我妈排行老大)。” 我顿时语塞,恶霸偷换概念真是有一套啊。接着她又阵阵有词了:“你们等着,不好好写作业,看我把你们的事情都告诉我大姨,等她回来收拾你们”。过了十几年,在老家见到表妹和妹夫还有他们的小孩,我给表妹讲这个故事,她竟然全然不记得了。

我自家弟弟也有一个大棒子的故事,当然弟弟自己也不记得了。小时候,弟弟人长的高,因为我比他长4岁,所以他就习惯了跟比自己年纪长的孩子一起玩,但孩子毕竟还是孩子,总有些让人啼笑皆非的事情。有一天,邻居家的冬成,比弟弟大两岁,大约7岁左右吧来找我和我妈妈说,“你家老胖(小的时候,弟弟有点奶胖,人称老胖)要吃我的冰棍儿,我不给他吃,他就拿着大棒子要打我,一直追,追到我家。” 我想这冰棍儿追着追着可能都化了吧。当时这场官司如何了断,我已经不记得了。但弟弟就是很喜欢甜食,等我手里的零花钱多一点的时候,弟弟跟我上街,他总是说,“哥,买跟糖葫芦吧。” 或者说:“哥,吃个冰淇淋吧。”

两个用大棒子的都不记得他们的故事了,也许我也有一个我不记得的大棒子的故事,谁知道呢?这啼笑皆非的童年啊,默默的我们都再也回不去了。

didi-nainai-wo

不知老之将至

Written by 主人 on . Posted in 信仰与生活, 杂感, 游记

在中国的教会,多数老年人会倾向于把自己定义为老年人,很少积极的参与,更多的有置身世外的感觉,旁观与被动的接受居多。倒是年轻人会更加积极。在美国的教会,老年人比年轻人热情还高,老牛自知昔日短,无需扬鞭自奋蹄。他们可能行动和言语没有那么灵活,但比一个不关心,没有属灵目标的年轻人来说,他们则颇有建树。罗马书 第8章 第31节 既是这样,还有甚么说的呢?神若帮助我们,谁能敌挡我们呢?也许有一天我老了的时候,中国的教会里面老年人和年轻人可以一起工作,忘记时间。时间和肉体不应该成为我们的枷锁。无论怎样,我们都是自由的,我们要珍惜这自由。哥林多后书 第4章 第16节 所以,我们不丧胆。外体虽然毁坏,内心却一天新似一天。

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Inspirations of a factory tour in Louisville

Written by 主人 on . Posted in 经营理念, 游记

12 years ago, the boss I worked for always tried to say that better management will make his business and all of us more successfully, and I am the person who was supposed to help him to manage the company and team better, of course I do not think that is what I can do much when I only have one year working experience.  This trip in US really makes me re think of so called management issue, forgetting about the political difference, US has been greatly automated compared to China. That is not all about to use more machinery instead of man power, but more means all business and industry processes are in one integrated system, and sub-systems under bigger system.

It has been a hard time for me to persuade our CTO and other developers use a project management system rather than using instant messenger, I think same thing as the Qing Dynasty will never adopt western technology until the west use those techs crack them down, hard lesson, which one can not afford if you want to be successful in business world.

I visited a Casey’s factory when I was in Louisville last Tuesday, with the guarding of Casey, I think can at lease sum up following useful points which may help me  think further onto this issues:

1. Do what you can do only. This factory is one of division of a company who do air filtration products only, and they even bought product lines from GE to make help them increase their competence in this industry.  No business has high thresh hold of entrance when there is no competition, but when competitions available, you must focus on the things you can do, you enjoy to do, and you can do best.

2. To build up or create  an automation system of course will help the productivity, but they only need to be done when the cost can be justified, Casey told me one of their CEOs had to leave when an R&D project of 6 million failed to achieved any benefits to factory. Some lines still use pretty much manual way since it is not worthwhile to buy or build a machine for it.

3.  To make a system work need training and cooperation of the whole team, from CEO to operators, it may need some one adopts it first and develop it into mature model, then apply to whole team.

4. Automation require a system, that is the cost and foundation, but once it is set up, it will become the gold mine of business as long as the sales can bring that much business leads, since the productivity is so great! The world is dominated by US company largely because US companies have great system, for example, McDonald can provide 24 hours fast food in very good location and very stable quality, and the people working there do not need much savvy but just follow the procedures to press the button and saying “I am loving it”, and that is it!

5. To help people use a good system may need convince folks that how system can help them, and they should respect the rules they have to obey to work under a system, that seems the hard part I can make it happen.

The picture were taken in that factory, huge one, but fully organized.

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西雅图第三日-品牌的力量

Written by 主人 on . Posted in 游记

有朋友听说我们来西雅图,就叮嘱我们给她的星粉朋友(就是Star Bucks的粉丝)买星巴克的杯子当生日礼物。星巴克发源于西雅图,1975年在Pike Place这里开了第一家店。西雅图是建立在俯瞰海湾的山坡上,Pike Place是老城区的菜市场,今天仍然是布满了海鲜、水果、蔬菜的一个大市场,人流如织,每个人都很开心,食物让人开心,不是吗?那间最老的星巴克店面很小,我们走近的时候,排队的长龙告诉我们那就是Pike Place的星巴克,而且这可能是我在西雅图看到的唯一排队的店了。其实排队的人都是来买杯子的,这里的杯子和包装保留了他最开始的logo,是一个奔放的漏点的女神,很古朴,没有现代的那种抽象。我在想,如果现在有一个人走进来,跟大家说,嘿,你们是不是脑子有毛病,这和一个普通的杯子没有什么两样,尤其是你们中国来的,这杯子是Made in China啊。我相信没有人会理说话的人,而且会投去同情的目光,心里说,你病的不轻啊。

这就是品牌的力量,不是因为品牌,而是因为力量,我相信全世界总是有人小觑这种力量,尤其在中国,总是以为别人的东西火了,就是因为贴上了某一个神奇的高大上的标签,在中国有很多有趣的店名,比如啃他鸡(logo是一个中国老爷爷),还有很多墨绿色的模仿星巴克的品牌,我都记不起来了,但这些东西除了让你恶心还能怎样呢?

我也喜欢星巴克,最主要的原因不是因为他的杯子,而是其他两个原因:

1. 无论多少人,星巴克总能有效的组织大家排队并有条不紊的销售和制作咖啡,柜台除了收银就是取货,很段距离很短,但从收银到柜台,星巴克不让你失望。

2. 星巴克另外一个神奇的地方就是,他的员工永远充满了朝气,好像咖啡因本身带给人的兴奋与愉悦一样,就像喜欢意大利餐厅的人不仅仅喜欢食物,人民都喜欢被接待。有一次我刚买了一杯咖啡,但手一抖,全撒地上了,他们的工作人员立刻跟我说,先生,我来给您重新做一杯。

至于他的咖啡是否最好喝,我觉得当然品质是不错的,但你的确不能说他的成功真的是因为更好的咖啡。

没有什么神奇的地方,当你把人当作人来对待时,你必然取得胜利,因为我们喜欢被接纳。

无论是欧洲还是中国,我去过很多的cafe,星巴克都能胜过身边的竞争对手:星巴克在排队,其他的cafe没有人。有人会说,因为星巴克是大公司,有人手,但中国电信也是大公司啊,你喜欢他们的服务吗?

品牌必须有他的灵魂,对人的关切是这灵魂的起源。

 

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西雅图第一日-施比受更有福

Written by 主人 on . Posted in 游记

认识Andy是在几年前的China Offshore的峰会上,他是慈善顾问协会中国的推广大使,他们在北京办活动的时候,我去帮助摆过桌子,是负责签到的前台,信仰相同,意念相通,算是有同工之谊。来西雅图的确没有什么特别的商业目的,只是想感受一个做慈善相关工作的律师的生活,人只有在与其他人的交集里面找到意义,因为神希望我们了解什么是爱。

西方人不同的待客之道是让你成为他家的一员,所有可以开放的区域都告诉你,你自己随意,Andy给我们预备了楼下的房间,告诉我们如何使用厨房和洗衣服的设备。不象中国人,要一直陪同,尤其要花很长时间一起吃饭,造成双方压力山大。我们小憩了一下,就去湖边吃饭,他推荐的Duke餐厅在绿湖的旁边,服务员热情友好,永远告诉你,我马上就来。海鲜味道超好,做法也很老道,阿拉斯加的食材也很给力。吃完了很困,15个小时的时差不是一件很Nice的事情,但不想睡觉,就去绿湖旁边散步。湖边的有很多树,都很粗、很老,跑步和遛狗的人很多,还有推着孩子跑步的,最厉害是一个抱着孩子跑步的大叔,从他们的动作与表情里面,我可以感觉到,这里生活的节奏很快。有趣的是老树下的草坪上有很多可爱的松鼠,他们完全不怕人,而且故意从我和J的中间穿过去,感觉像是要讨吃的。

西雅图大约不是旅游的地方,没有什么惊艳给你看,晚上睡觉的时候很静,这是上海少有的。

下午回到住所,写了几封邮件,晚上继续与Jetlag战斗—想熬到9点睡觉,于是就看Andy在中国办的慈善活动的视频,第一个演讲的人是光华慈善基金会的Henry,他分享了给服刑人员培训的项目以及他们的“帮助人在尊严中发展,激发人在发展中奉献”的使命,很感人,真是“施比受更有福!”此言不虚啊。

《提摩太后书》第4章

Written by 主人 on . Posted in 信仰与生活

1 我在神面前,并在将来审判活人死人的基督耶稣面前,凭着他的显现和他的国度嘱咐你。 2 务要传道。无论得时不得时,总要专心,并用百般的忍耐,各样的教训,责备人,警戒人,劝勉人。 3 因为时候要到,人必厌烦纯正的道理。耳朵发痒,就随从自己的情欲,增添好些师傅。 4 并且掩耳不听真道,偏向荒渺的言语。 5 你却要凡事谨慎,忍受苦难,作传道的工夫,尽你的职分。 6 我现在被浇奠,我离世的时候到了。 7 那美好的仗我已经打过了。当跑的路我已经跑尽了。所信的道我已经守住了。 8 从此以后,有公义的冠冕为我存留,就是按着公义审判的主到了那日要赐给我的。不但赐给我,也赐给凡爱慕他显现的人。 9 你要赶紧的到我这里来。 10 因为底马贪爱现今的世界,就离弃我往帖撒罗尼迦去了。革勒士往加拉太去。提多往挞马太去。 11 独有路加在我这里。你来的时候要把马可带来。因为他在传道的事上于我有益处。(传道或作服事我) 12 我已经打发推基古往以弗所去。 13 我在特罗亚留于加布的那件外衣,你来的时候可以带来。那些书也要带来。更要紧的是那些皮卷。 14 铜匠亚力山大多多地害我。主必照他所行的报应他。 15 你也要防备他。因为他极力敌挡了我们的话。 16 我初次申诉,没有人前来帮助,竟都离弃我。但愿这罪不归与他们。 17 惟有主站在我旁边,加给我力量,使福音被我尽都传明,叫外邦人都听见。我也从狮子口里被救出来。 18 主必救我脱离诸般的凶恶,也必救我进他的天国。愿荣耀归给他,直到永永远远。阿们。 19 问百基拉,亚居拉,和阿尼色弗一家的人安。 20 以拉都在哥林多住下了。特罗非摩病了,我就留他在米利都。 21 你要赶紧在冬天以前到我这里来。有友布罗,布田,利奴,革老底亚,和众弟兄,都问你安。 22 愿主与你的灵同在。愿恩惠常与你们同在。

Great by choice 摘录

Written by 主人 on . Posted in Great by Choice

Greatness is not just a business quest; it’s a human quest!

Great enterprise does not just react to events but shapes events.

Discipline, in essence, is consistency of action.

A level 5 leader has a powerful mixture of personal humility plus professional will.

Every 10Xer aimed for much more than just “becoming successful.” They didn’t define themselves by money. They didn’t define themselves by fame. They didn’t define themselves by power. They defined themselves by impact and contribution and purpose.

 

GBC-Pyramid

 

Entrenched Myth vs Contrary findings

Written by 主人 on . Posted in Great by Choice

Entrenched myth: Successful leaders in a turbulent world are bold, risk-seeking visionaries. Contrary finding: The best leaders we studied did not have a visionary ability to predict the future. They observed what worked, figured out why it worked, and built upon why it worked, and build upon proven foundations. They were not more risk taking, more bold, more visionary, and more creative than the comparisons. They were more disciplined, more empirical, and more paranoid.

Entrenched myth: Innovation distinguishes 10X companies in a fast-moving, uncertain, and chaotic world. Contrary finding: To our surprise, no. Yes, the 10X cases innovated, a lot. But the evidence does not support the premise that 10X companies will necessarily be more innovative than their less successful comparisons; and in some surprise cases, the 10X cases were less innovative. Innovation by itself turns out not to be the trump card we expected; more important is the ability to scale innovation, to blend creativity with discipline.

Entrenched myth: A threat-filled world favors the speedy; you’re either the quick or the dead. Contrary finding: The idea that lading in a “fast world” always requires “fast decisions” and “fast action” – and that we should embrace an overall ethos of  “Fast! Fast!” – is a good way to get killed. 10X leaders figure out when to go fast, and when not to.

Entrenched myth: Radical change on the outside requires radical change on the inside. Contrary finding: The 10X cases changed less in reaction to their changing world than comparison cases. Just because your environment is rocked by dramatic change does not mean that you should inflict radical change upon yourself.

Entrenched myth: Great enterprises with 10X success have a lot more good luck. Contrary finding: the 10X companies did not generally have more luck than the comparisons. Both good and bad – in comparable amounts. The critical question is not whether you’ll have luck, but what you do with the luck that you get.

Written by 主人 on . Posted in 第七扇窗

曾经以为

月亮是一个孤单的孩子

走一千里,她跟着我

走一万里,她随着我

 

直到有一天

我变成了那轮月亮

走一千里,我跟着你

走一万里,我随着你