Introduction

Good day to all. We continue with Chapter 7 of The 7 Habits of Highly Effective People, themed on Think Win-Win. The author quotes an American poet, the meaning of which eludes me, yet the concept of win-win seems agreeable—beneficial for all involved. Opening the chapter, the author recounts a story intended to expound on the win-win mindset.

In the corporate sphere, short-sighted entrepreneurs are all too common. They bring in employees, exploit their usefulness, and discard them once spent. In such environments, the workforce operates with clear eyes, seizing bonuses when offered, uncertain of their tenure. The culture a company promotes invariably cascades downwards. Whether in corporate management or church governance, I assert that our management model surpasses the win-win approach in terms of advancement. Today, I shall devote half my discourse to the author’s win-win thinking and the other half to my own management doctrines. Whether you are poised to be a business manager or currently managing an enterprise, it behooves you to diligently consider my words today.

Many businesses suffer from abysmal management cultures. To this day, I observe that many entrepreneurs fail to regard their employees as people of worth. Of course, one might argue, if the business does not generate profit, what will sustain everyone? For instance, if I, as an entrepreneur, urge my staff to perform diligently, some might inquire, Why should we? Because your hard work enables me to profit! Such phrasing lacks humanity. If, as a rank-and-file employee, your boss drives you mercilessly, threatening repercussions for non-compliance, would you persist in that company? Deficient corporate management has underlying causes; a company’s management culture reflects the caliber of its leadership. We observe companies ostensibly advocating mutual aid and cooperation, yet in practice fostering internal competition.

Consider a church context where each pastoral district must report its membership numbers. One district reports 60 members, another 30, and yet another 100. Subsequently, directives demand the 100-member district to expand to 200, the 60-member to 120, and the 30-member to 60. Questions arise: Boss, how do I accomplish this? This epitomizes a contest for numbers.

A sister requests a transfer to another district, impressed by the leader's service rendered in the past. How might the erstwhile district leader perceive this? Covert competition ensues as the ranks shift—30 become 29 in one district, while 100 swells to 101 in another. Over time, the original 30 dwindle to 20, as 10 defect to the district now boasting 110.

So that’s your game, they retaliate, prompting a contentious rivalry. Whose problem is this, one might ask? In truth, it stems from a flawed management mechanism. Is it not a display of low acumen on the part of those at the helm, oblivious to the unintended consequences of their management tactics? Win-win thinking and internal corporate cooperation are not isolated issues. This example serves to illustrate our discussion on win-win thinking today.

I operate on my own management system, wherein cooperation is predicated on a management framework. While some churches pursue numerical growth and others financial contributions, inevitably breeding competition, others prioritize neither, instead focusing on the personal growth of each member, particularly within Jesus Christ. How does this growth manifest? By addressing problems, the extent of problem-solving directly correlating with the degree of growth.

Thus, the crux lies in management mechanisms and leadership caliber. While you may have perused this chapter, its essence may remain elusive. The author delineates six modes of interpersonal interaction: win-win, lose-lose, win-lose, win, lose, and win-win or no deal. However, this categorization is not without fault; can you discern the issue?

If measured solely in monetary terms, mutual profit constitutes merely one parameter. I contend that both win-win and win-lose scenarios employ but a single parameter, proving inadequate. For instance, rapid growth in my domain, escalating your earnings from $1,000 to $3,000 per month, may lead you to realize that although material compensation remains unchanged, substantial growth has occurred.

Therefore, myriad parameters exist; establishing a win-win mindset transcends reliance on a single parameter. It necessitates a holistic, interconnected perspective. I assert that the church far surpasses typical corporations in efficacy. Its potency lies not in direct monetary compensation but in the willing devotion of its members, who offer shepherding, service, and prayer without expectation of financial reward. In contrast, corporations struggle to elicit diligence even when paying wages. The distinction becomes glaringly apparent. How does the church accomplish this feat?

I am acquainted with a pastor who, impressed by our written ministry, invested resources to replicate it through his congregants, yet failed. Wherein lies the failure? In a failure to comprehend the intricacies, presuming that financial incentives alone would suffice. It hinges on a win-win mindset. When one perceives the blessings inherent in spiritual growth, engaging in activities that foster such growth becomes compelling.

Consider our written ministry: transcribing audio into text, often spanning thousands of words, demands meticulous listening and transcription, ingraining the content in the mind. We distill this by ensuring the content edifies and fosters blessings, benefits, and advantages. It transcends mere financial remuneration, the latter comprising but a miniscule advantage. Problems soluble by money are no problems at all; true problem-solving resides in thought.

The efficacy confounds them. Why do these individuals perform so diligently? The answer lies simply: Where one invests, there one reaps! Brethren, we must sharpen our intellect; otherwise, the proper course of action remains obscured.

In years gone by, I pioneered a new management paradigm. Managing scores of employees, I encountered both diligent and indolent workers. Determining wage adjustments, I held sway in that regard. Yet, I probed: What impels them to strive? Whether toiling tirelessly or languishing, compensation remained static. Salary increments were arbitrary, dependent on the whims of the employer.

At the tender age of thirty-odd, I studied this with rigor. I turned to the lackadaisical staff with candor, If you wish to work, do so; if not, remain idle. I harbor no need for feigned diligence. Some may caution, Such governance will destabilize the enterprise! Yet, the outcome proved otherwise; employees exhibited renewed commitment.

Their diligence stemmed not from my physical presence but from the inculcation of a win-win mindset. They began to discern their areas of growth, acknowledging that all growth originated in labor. Without labor, there is no growth. An existence marked by routine attendance, bereft of value creation, elicits self-loathing. The sight of such indolence discomfits all.

Reluctant to engage in redundancy and incur animosity, I would inquire, Do you return home from work with aches and pains? The retort: No! After a month of idleness, they succumbed to inexplicable discomfort. Another month elapsed, and unease escalated. Observing meetings to which they could not contribute, they felt marginalized.

How can mere attendance induce such distress? I could never fathom it. We should labor to our utmost, and where tasks overwhelm, we should seek less demanding duties. I embarked on a campaign of persuasion: Mere attendance is futile; engage in labor, and benefit from growth! With newfound growth, seek better employment, and I will furnish glowing recommendations. If your present efforts fail to garner wage hikes, seek higher-paying positions elsewhere.

Urging them to scrutinize job postings boasting salaries of $5,000, $7,000, or even $10,000 per month, I would inquire, Which of these can you perform? Invariably, they confess their inability to fulfill any. What, then, are you capable of? With this realization, they become cognizant of their unjust enrichment at the expense of the enterprise. Inquiries pour forth: Boss, advise me! Simple, I respond, Learn from me. Like you, I once toiled among my peers, only to ascend to a position of leadership. Why? Because I labored arduously and possessed a broader understanding. Do I suffer from fatigue? Not at all! Our hours are identical, yet my remuneration outpaces yours. Who among us shuns an increased income, capable of affording superior infant formula?

True, Boss! What shall I do? Simple: Diligently labor, consulting me on uncertainties. You have found a virtuous employer! In providing internal support, I consistently garner internal service awards.

One must assimilate expertise; spewing platitudes about win-win thinking, without introspection, fails to resonate. What constitutes a win? With limited intellect, one lacks understanding, acting blindly! I am certain you will find this chapter perplexing, lacking experience, wallowing in lose-lose scenarios. Pulling hair, clawing flesh, engaging in strife—no party emerges victorious.

Just like our fights with Lao Ma, sometimes I beat him black and blue, and sometimes he does the same to me. This is perfectly normal. Look at UFC and MMA boxing matches; even the champion gets beaten up badly. My point is, without wisdom in the marketplace, it's like being beaten in a boxing ring every day—how terrifying is that?

Win-Win Thinking Key 1: Wisdom

Let's talk about how to establish a win-win mindset. The most important element of win-win thinking is wisdom. The word wisdom is good; without wisdom, what problems can be solved? If you can't even understand the ins and outs of a situation, what can you do? Why are many companies in such a chaotic state, with constant issues? Because they only solve the money problem but not the root problem. Therefore, if you operate your business according to my logical system, it's hard not to make money!

Wisdom is challenging. You can't expect to hire a wise person to manage if you yourself lack wisdom—it won't work! If you don't have wisdom, you can't manage that business. The five key elements of win-win thinking in this book—Win-Win Character, Win-Win Relationships, Win-Win Agreements, etc., I don't really like these terms. What win-win agreement? Believe me, when you come to me, there are no agreements.

I never say: Let's make an agreement, you signed it, so I'll hold you accountable! Wisdom is crucial. Wisdom is about having a deep understanding of people, a profound understanding of human nature. Are there people who go to work thinking, I'll create a value of one thousand dollars, but I'll take a salary of three thousand dollars; isn't that making two thousand dollars? Surely some people have this idea, and this idea is called foolishness.

As a manager, eliminating this foolishness is called wisdom, so business management requires wisdom. I am certain that no one doesn't want to live well. Would anyone not want to live well and instead want to kill their neighbor? A few days ago, there was a murder case where a farmer living in a tin house killed a family living in a multi-story building next door. Why? Because the family was always bullying the farmer, and if you push someone too far, they will bite back.

So, sometimes people are foolish in these ways, causing so many deaths and injuries—isn't that asking for trouble? Because they lack a win-win mindset, they enjoy seeing you suffer. If I see you suffering, I would say, Come, I'll help you. Even though you're not a great person, I'm willing to help you smooth things over. How would things turn out then? But the two families were fighting over a piece of rural land, not realizing there would be risks, not knowing that when people are pushed to the brink, things can happen.

In my logic, I never do that; I always want people to benefit. Why don't most people do this? Because people are ignorant and lack wisdom, so they do things that way. My cousins were fighting over a small matter to the point of almost causing a death. Was it necessary for brothers to do that? If I were one of them, things would never have turned out that way because I am a wise person.

Where does my wisdom come from? In China's five thousand years of history, many things have been clearly explained by the ancients. Today, let's not talk about exorcism first. Human nature is closely related to the spiritual realm, so understanding human nature is understanding the spiritual realm. The most important thing about win-win thinking is wisdom. Of course, you can call wisdom win-win character or win-win whatever, but you have to think about it deeply and comprehend it thoroughly.

The book's talk about empathy and initiative sounds quite rustic. Although I encourage everyone to read this book, I don't know if it's because of the translation or if it's just written that way, but how come when I read these things, they don't seem right?

What I mean by wisdom is that people have to find the key to win-win, not necessarily on one parameter, but possibly on multiple parameters! Today, many countries sanction you, you sanction me—what are you doing? Competing for the US presidency, two old men are fighting over a job, but they don't even need the salary, yet they are making a fuss. I really don't understand. Of course, whether I understand it or not, it has nothing to do with me.

Win-Win Thinking Key 2: Management

Win-win is about gradually managing things, no matter what you face. Management is about making things develop in a good direction. For example, if we used to be enemies, your family loses two lives, and our family loses three. What's the point? Can we change it to one life for one life? Isn't that progress? But even that's not good; one life is still a life. We need to manage it to the point where no lives are lost, preferably to the point where we can interact and let things develop in a good direction.

Why are people so foolish? Because they can't be reasoned with. They are stubborn in their minds, insisting that three eights are twenty-three. But that's okay; we don't need to argue with them. When they suffer a loss one day and understand, they will admit there's a problem with their thinking. We need to be patient enough, sincerely hoping for their well-being. Although it may take a long time, one day they will be convinced. When they submit, they will know you are not harming them, and they will be able to listen to what you say.

Zhuge Liang Captures and Releases Meng Huo Seven Times tells the story of Zhuge Liang in the Three Kingdoms period, who captured and released Meng Huo, the chieftain of the local area, seven times in order to pacify the southern regions of Sichuan and Yunnan, and made him truly surrender and no longer be an enemy, so he would not harass the south anymore. If Zhuge Liang had just defeated him without making him surrender, he would have had to station heavy troops on the border, which would have required a lot of resources. This is wisdom and management! Letting things develop in a good direction is a great thing, and there will definitely be corresponding rewards.

Win-Win Thinking Key 3: Developmental Perspective

With wisdom, you must manage, and then you must have a developmental perspective. I think what I'm saying is more on point. The great architect of reform and opening up, Deng Xiaoping, said, Development is the hard truth. Solving problems depends on development, and solving development problems still depends on development! These words are good! We must have this set of thinking system.

What is so powerful about this thinking system? It prevents us from only seeing our problems and allows us to see our progress. When we look at problems with a developmental perspective, many problems are solved. What is a developmental perspective? For example, this employee is terrible, but if one day he gets better, isn't that a value to the company? Especially if he gets better and becomes valuable because of your contribution, wouldn't your relationship with him be strong? Therefore, we must look at problems with a developmental perspective and seek development.

For example, a family's income comes from five brothers, each earning one thousand dollars, totaling five thousand dollars. Living expenses are over four thousand dollars, leaving so little money, and because they lack a developmental perspective, the five brothers often fight with each other. But fighting can't solve the problem. If the five brothers work together to do something and each earns five thousand dollars, the five people would have twenty-five thousand dollars. Family expenses would rise to six thousand dollars, leaving nineteen thousand dollars. Reinvesting and developing would be great.

The problem is that people lack a developmental perspective and have to spin around and get entangled in the same place, which is a very stupid way of thinking. The more ignorant people are, the more foolish they are, the more they spin around in the same place and create a lot of trouble. Whether in China or abroad, ignorance is always a bad habit. Does my presentation of win-win thinking seem better than the book's? This book likes to use agreements and sign on them. I don't find it very useful. Would I be fired if I didn't meet the performance requirements?

Conclusion: Establish a Management System

In a management system, giving people money is the least important. Giving people growth is the most important, to make them worth more money! You need to make others valuable. First, you have to be valuable yourself. If you are still silly, how can you make others valuable? For example, the win-win between a boss and a subordinate: the subordinate works hard for the boss and grows in the work; the boss can hand in the work because of what you do, and the boss can specify clear directions and strategies, and the subordinate can implement specific methods. Never use money to motivate people; using money to motivate people is the worst solution.

Never forget to build a strong army in the management system. Today, many companies have invented a term called strong army, such as Alibaba's strong army, Tencent's strong army... The salaries within the strong army are very high. What is a strong army? They are old comrades; they have a very clear community of interests. How to build a strong army? Ancient Chinese generals had already thoroughly researched this. They led troops to fight, treating soldiers like fathers treat children, so that a strong army could be built. People like me in the future, if I were to manage a company, I would definitely manage it well because I build strong armies, and strong armies cannot win battles.

Do not judge heroes by temporary success or failure, and give people the opportunity to fail! God is very gracious to me. Some of our brothers and sisters have taken a detour, and I have painstakingly brought them back step by step, and finally the whole person has been transformed. I choose to believe that even if I drive them away, they will not leave, they will hang around here; I also hang around there, we depend on each other, we have a relationship!

They know very well in their hearts that our relationship is very strong. I don't treat them as tools to make money, I treat them as dignified people. To make them grow and make them more in the image of Jesus Christ, this is my job. Let's share here! Isn't what I said not bad? Although in specific implementation, it is not as intuitive as the original author using diagrams or tables, I just use words. But it doesn't matter, I think we will also write a book of good habits as our church's good habits teaching material in the future.

May God bless everyone!