ChatGPT - 50 (Short) Rules For Life From The Stoics

 https://www.youtube.com/watch?v=IWL3kHOYkWQ

• Focus on what you can control. 著重於你所能控制的事情。
•  You control how you respond to things. 你可以控制自己對事情的反應。
•  Ask yourself, “Is this essential?” 問自己，“這很重要嗎？”
•  Meditate on your mortality every day. 每天冥想自己的死亡。
•  Value time more than money/possessions. 時間比金錢/財產更有價值。
•  You are the product of your habits. 你的習慣塑造你的人格。
•  Remember you have the power to have no opinion. 記得你有力量沒有意見。
•  Own the morning. 早晨擁有屬於自己的時間。
•  Put yourself up for review (Interrogate yourself). 對自己進行回顧（對自己進行質詢）。
•  Don’t suffer imagined troubles. 不要因為想像中的麻煩而苦惱。
•  Try to see the good in people. 嘗試看到人們的優點。
•  Never be overheard complaining…even to yourself. 甚至對自己也不要抱怨。
•  Two ears, one mouth…for a reason (Zeno) 兩耳一口，有其意義（Zeno）。
•  There is always something you can do. 總有一些你可以做的事情。
•  Don’t compare yourself to others. 不要比較自己和別人。
•  Live as if you’ve died and come back (every minute is bonus time). 活得像你已經死了又回來了（每一分鐘都是額外的時間）。
•  “The best revenge is not to be like that.” Marcus Aurelius “最好的報復就是不要像那樣。”馬爾庫斯·奧雷利烏斯
•  Be strict with yourself and tolerant with others. 對自己嚴格，對別人寬容。
•  Put every impression, emotion, to the test before acting on it. 在行動之前對每一個印象，情感進行測試。
•  Learn something from everyone. 從每個人身上學到一點東西。
•  Focus on process, not outcomes. 關注過程而不是結果。
•  Define what success means to you. 為自己定義成功的含義。
•  Find a way to love everything that happens (Amor fati). 學著去愛上發生的一切事情（Amor fati）。
•  Seek out challenges. 尋求挑戰。
•  Don’t follow the mob. 不要跟隨群眾。
•  Grab the “smooth handle.” 抓住“光滑的把手”。
•  Every person is an opportunity for kindness (Seneca) 每個人都是施展善意的機會（Seneca）。
•  Say no (a lot). 說“不”（很多次）。
•  Don’t be afraid to ask for help. 不要害怕尋求幫助。
•  Find one thing that makes you wiser every day. 找到一個每天讓你更有智慧的東西。
•  What’s bad for the hive is bad for the bee (Marcus Aurelius) 對蜂群不利的事情對蜜蜂也不利（馬爾庫斯·奧雷利烏斯）。
•  Don’t judge other people. 不要評論他人。
•  Study the lives of the greats. 研究偉大人物的生活。
•  Forgive, forgive, forgive. 寬恕，寬恕，寬恕。
•  Make a little progress each day. 每天取得一點進步。
•  Journal. 日記。
•  Prepare for life’s inevitable setbacks (premeditatio malorum) 為生活中不可避免的挫折做好準備（premeditatio malorum）。
•  Look for the poetry in ordinary things. 在平凡的事物中尋找詩意。
•  To do wrong to one, is to do wrong to yourself. (sympatheia) 對一個人做錯事，就是對你自己做錯事（sympatheia）。
•  Always choose “Alive Time.” 總是選擇“活著的時間”。
•  Associate only with people that make you better. 只和讓你變得更好的人來往。
•  If someone offends you, realize you are complicit in taking offense. 如果有人冒犯了你，意識到你參與了被冒犯的行為。
•  Fate behaves as she pleases…do not forget this. 命運隨心所欲……不要忘記這一點。
•  Possessions are yours only in trust. 財產只屬於你的信託。
•  Don’t make your problems worse by bemoaning them. 不要因為哀傷而使問題變得更糟。
•  Accept success without arrogance, handle failure with indifference. 接受成功而不驕傲，面對失敗時要泰然處之
•  Courage. Temperance. Justice. Wisdom. (Always). 勇氣。節制。正義。智慧。（永遠如此）。
•  The obstacle is the way. 障礙即是道路。
•  Ego is the enemy. 自我是敵人。
•  Stillness is the key. 靜止是關鍵。

ChatGPT: Dolphin managers

 The Dolphin Parenting style emphasizes positive reinforcement, communication, and empathy to raise emotionally intelligent and independent children. These concepts can be applied to managing employees in the workplace.

Positive reinforcement: Instead of focusing on punishment or criticism, Dolphin Parenting emphasizes the importance of positive reinforcement to encourage good behavior. In a workplace setting, this could mean acknowledging and rewarding employees who exceed expectations or achieve their goals. Communication: Dolphin Parenting stresses the importance of clear and open communication. In the workplace, managers can use this approach by being transparent with their employees and creating an environment where feedback is encouraged. Empathy: Dolphin Parenting encourages parents to put themselves in their child's shoes and see things from their perspective. In a work setting, this could mean showing empathy towards employees who may be struggling with personal or professional issues and offering support and resources to help them succeed. Independence: Dolphin Parenting encourages children to develop independence and self-reliance. In a workplace setting, managers can encourage employees to take ownership of their work and give them the autonomy to make decisions and take responsibility for their projects. Overall, applying the concepts of Dolphin Parenting to managing employees can help create a positive and supportive work environment where employees feel valued and motivated to succeed.

海豚式育兒強調正面強化、溝通和同理心，以培養情商高且獨立的孩子。這些概念可以應用到職場上管理員工。

正面強化：海豚式育兒強調鼓勵好行為的正面強化，而非專注於懲罰或批評。在職場環境中，這可以意味著承認並獎勵表現優異或實現目標的員工。

溝通：海豚式育兒強調清晰和開放的溝通的重要性。在職場中，管理者可以採用這種方法，與員工保持透明，並創造一個鼓勵反饋的環境。

同理心：海豚式育兒鼓勵家長從孩子的角度出發看問題。在工作場所，這可以意味著對可能面臨個人或專業問題的員工表現同理心，提供支持和資源幫助他們成功。

獨立性：海豚式育兒鼓勵孩子發展獨立性和自立能力。在職場環境中，管理者可以鼓勵員工承擔自己的工作，給予他們自主權做出決策並對自己的項目負責。

總的來說，將海豚式育兒的概念應用於管理員工，可以幫助創造積極、支持性的工作環境，使員工感到受到重視和受到激勵去成功。

Find high-level executives from outside

 translated by ChatGPT original text at 

袁大容的自然管理

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Find high-level executives from outside For any company, it is obviously not a good thing if senior executives perform poorly. There is usually no problem selecting high-level executives from within the company, as they are usually well aware of the candidates. However, there is a significant failure rate when hiring from outside. Interestingly, the personal ability of external senior executives is not the main reason for success or failure, whether they ultimately succeed or fail.

Based on experience, the following three basic principles have been summarized, which, if followed, can significantly increase the chances of success in finding high-level executives from outside.

Principle One: Do not look for a god. Many companies believe that as long as they find highly capable senior executives, all problems, or at least most of them, can be solved, and the company's goals can be achieved smoothly under their leadership. They may not think they are looking for a god, but in fact, they are.

Some people say that Morris Chang, Simon Hsu, and Terry Gou are all god-level figures, but they were only recognized as such after they became successful. When selecting senior executives, even if a god stands in front of them, they may not be able to discern it. Moreover, how many companies can afford to hire them? Besides, they all established companies based on their own ideas. How many companies can accommodate them?

God-level people are obviously very rare. If companies insist on looking for gods, there are two most likely results: they will never find them, or they will be deceived by people who are good at disguising themselves as gods. Even if the latter does not deliberately pretend to be a god, the company may want to believe that the person is a god, and then be disappointed after hiring them for a period of time. The latter possibility is higher.

There was a company that wanted to find a god and searched for several months through a headhunting company but still did not find anyone they liked. In the end, the contract expired, and they spent millions of dollars without any gain. Another company found a person who was recommended by an acquaintance, and she had experience, education, and appearance like a god. After paying her a salary of several tens of millions of dollars for several years, the company's profits did not improve, and they realized that she was not the god-level figure they had originally imagined.

Principle Two: The company should have a clear idea first, and then look for high-level executives from outside. If the company itself does not know how to solve problems or achieve its goals, there is a high risk in hiring a new senior executive from outside. For example, if they want to climb Mount Everest but do not know how to do it, even if they hire someone who has successfully climbed Mount Everest to guide them, the chances of failure are still high because they may not have enough physical strength, willpower, or even money, let alone if the person they hired has never climbed Mount Everest before.

The less the top management of the company knows about how to solve problems or achieve goals, the more difficult it is to judge which senior executive candidate has the ability to solve those problems or achieve those goals.

There was a company whose top management wanted to change its business model, but the existing senior executives either lacked experience or were resistant to change. Therefore, they looked for a new senior executive with experience in corporate transformation from outside. Since the top management only knew the new model they wanted, but not how to implement it, they failed to give clear instructions to the new senior executive. As a result, the new executive did not achieve the desired results, and the company suffered losses.

Principle 3: Cultural Fit is Key

The third and final principle is that cultural fit is crucial. Even if a candidate has the necessary skills and experience, if they don't fit in with the company culture, they may not be able to work effectively with the existing team and may not be able to implement necessary changes.

When evaluating a candidate's cultural fit, it's important to consider factors such as their values, working style, communication style, and personality. It's also important to consider the company's culture and how the candidate's strengths and weaknesses align with that culture.

One way to evaluate cultural fit is to involve current employees in the interview process. This can give both the candidate and the employees a chance to see if there is a good fit. It can also give employees a sense of ownership in the hiring process and increase their investment in the success of the new hire.

Conclusion

In conclusion, hiring a high-level executive from outside the company can be a risky endeavor, but it can also bring new ideas, skills, and perspectives to the company. By following these three principles of not seeking a "god-like" candidate, having a clear idea of what the company needs, and evaluating cultural fit, the chances of success can be greatly increased.