In order to further stimulate the enthusiasm of employees, improve the quality and efficiency, and build a team of employees with the courage to take responsibility and dare to act, "DMD Staff Special" will bring you the stories of Diamond employees and enterprises, and share their feelings and insights in Diamond.

As the saying goes, the people get the world, want to develop the enterprise well, in addition to the production task standards, but also to constantly improve the ideological awareness of employees. In his opinion, "growth is to constantly break through one's limitations, understand the unknown and remove prejudices, rather than to strengthen existing beliefs and prove oneself right." From 0 to 10, he is like Forrest Gump, drawing energy from running and creating his own story down to earth.

■  Everyone has a cognitive boundary, just like when I set the goal of 7km, this is my cognitive boundary for my running. How can you break through the boundaries? The way is very simple, is to increase the knowledge, expand the knowledge. There is an old saying that the way is clear: read ten thousand books, travel ten thousand miles, read countless people and famous teachers.

■ Among them, reading tens of thousands of books and famous teachers are the easiest to achieve, traveling tens of thousands of miles and reading countless people are the most difficult, but why do most people increase their knowledge through the latter? This is because most of us are willing to believe only what we see with our own eyes, rather than what we hear. In modern parlance, it's called cognitive shielding. Before running, the methods and precautions taught by the oldest teacher belong to the category of famous teachers' directions. If there is cognitive shielding, I can not listen to it and still run according to my own past methods, but the results will definitely be different.

■ How to break this shield is particularly critical, Lao Zi's Tao Te Ching has a cloud: "The chief sergeant hears the way, and walks it frequently; Live or die, the sergeant learned; "The corporal said, laughing." What does it take to become a staff sergeant? I think the most important thing is to establish green light thinking, which is a psychological concept. What is green light thinking? Let's start with the opposite concept, red-light thinking. People will only believe what they are willing to agree with, and the typical red-light thinking is that the first reaction is to find reasons to refute ideas that are different from their own cognition. Green light thinking is when we encounter a new idea or a different opinion, the first reaction is: Wow, this idea must be useful, how can I use it to help myself? So I did not question the master's directions, I followed them completely, and the results were not the same.

■  Hard environment: Professional platform can provide professional protection

Wa City Stadium is a professional sports place, the standard 400-meter rubber track, the buffer layer of the rubber track will effectively protect the joints and reduce the impact force, so there is no joint discomfort after exercise. Similarly, we should also make good use of various functional departments of the company in our work, let professional people do professional things, let professional hardware provide professional protection, and better escort their work.

■Soft environment: A positive atmosphere can make people feel motivated

He who is close to him is black! In the morning, everyone on the sports field is working hard, running people are flying, walking people are walking meteors, and more stumbling people are also actively rushing forward, looking at them you want to stop are embarrassed. With diligent people, you will not be lazy; You don't get depressed when you surround yourself with positive people. Therefore, in the future, we should get closer to people with positive energy and let the sun warm us. Stay away from negative energy people, so as not to gradually decadent and become as mediocre as them; We should strive to become a person of positive energy and shine our light on others.

■  After the 10 km run, what I feel most deeply is the cooperation between the boss and the warm worker, not to abandon, not to give up, not to let me drift. In order not to leave me behind, the eldest acts as a navigator, making samples in front and setting benchmarks. Looking at his light posture, walking fast, really let me envy and secretly work hard; Temperature drop pace as a companion to run, always accompanied by the side, in order to give me confidence, timely correct the wrong place when running. The two big brothers have been constantly cheering me on, so that I have upward momentum and ran the whole way.

■The same goes for teamwork in our sales. The existing sales department setup is a lot like running. The vertical regional director is like the leader, making samples in front, telling us where the commanding heights are; Horizontal business managers are like thermometers who accompany us to run, guiding us around and telling us how to run and how to do it at any time.