(e) The most basic responsibility: personal responsibility.

Once in a golf course in the United States, on the tee of a curved narrow fairway, I saw a sign: "You, the golfer, should be responsible for the golf you hit yourself." At first glance, there seems to be no problem. Then, some people may have a view that golfers always try their best to play well, but they are technically difficult and always miss, coupled with unpredictable wind direction and poor vision. So, the ball finally hit someone-do you think you should take full responsibility? In other words, there are others who should share some responsibilities!

You have a problem with the rules of the court now. What about the workplace?

Do you agree or disagree with the following statement?

1. I take full responsibility for my success in the workplace.

No matter what my working environment is, I always want to maintain high efficiency.

Even if the external conditions are unfair, I am still responsible for the results of my work.

4. Without waiting for notice, I often take the initiative to attend training courses to improve my skills and competitiveness.

When I meet a coach or consulting job, I always show strong interpersonal skills.

6. Whether it will affect my personal relationship or not, I will ask my players to keep their promises.

7. In order to achieve the success of the team, I am willing to review my responsibilities.

How many people agree and how many people disagree? The more you think about it, the more you disagree? !

Lin Fuyuan, an American Silicon Valley venture capitalist, once said: To be an outstanding leader, it is very important to strive for and accept jobs beyond your responsibilities. Lin Fuyuan and Chen Wufu are the co-founders of Acorn Garden Venture Capital Company, with many readers and rich experience. He encouraged entrepreneurs to actively strive for, or at least passively accept, higher levels of work and responsibilities in order to succeed.

Why should this person take personal responsibility? Why did you add an extra ounce? We need to talk about the characteristics of personal responsibility first.

Personal characteristics refer to a person's characteristics, qualities or specific behaviors. Personal characteristics are very important key elements of leadership, but it is difficult to "teach". It is generally believed that schools or MBA courses should at least "teach" some parts, while the other parts need to be "cultivated" by organizations or institutions. Because training needs a stage of actual management or leadership; Therefore, a person's leadership traits are usually cultivated in the later stage of his career. "Professional skills" and "personality traits" have been paid more and more attention, and the demand is more and more urgent; Because after the development of professional skills to a certain extent, it is personality traits that determine the outcome.

"Personal responsibility" is a very important leadership trait. People with personal responsibility will have the following characteristics, qualities or behaviors, which are urgently needed to be confirmed, cultivated, strengthened and established by current and future leaders.

1 Have a sense of personal responsibility and a strong sense of accomplishment.

In order to complete the task and hand over the results, the person in charge:

? Knowing the scope of responsibility, of course, we must go all out for internal affairs.

? Of course, those who are not responsible for the work, but enough to affect the results of the work, will also do it; Even if it's not a departmental matter, I try to expand my circle of influence.

? Want to improve performance at any time, welcome feedback from others; When you are in trouble, you will immediately ask others for help, which is worthwhile.

? For uncontrollable factors, stop complaining after a clear definition; I'd rather prepare more controllable ones to make up for it.

? Always think: do more, ask more and change more.

? In life, I also have a clear ambition; I did something I shouldn't have done, created myself and improved the people around me.

? Know that the goal should be set at 1 10, and it is more likely to reach100; Most people who know to attend the meeting on time are early.

When someone is responsible, there will be a strong sense of trust.

In order to complete the task and hand over the results, the person in charge:

? Like to know the whole case, and will not be satisfied with "assigned by superiors"; They found the cause and effect.

? Calculation: Are the profits after these costs-various benefits reasonable?

? Do things honestly and put all questions on the table; Will take the initiative to report completed and unfinished; He doesn't just report good news but not bad news. He trusts people and is trusted by others.

? Pay attention to the consequences. Don't play Tai Chi Chuan after failure. Jump hard.

? You know: responsibility is trust. If someone is in charge, he must be trusted and trust others.

There is a person who is responsible, starting with thoughts.

The person in charge knows that the result may not be achieved, but he must be responsible for the result (or consequence) first. Because actions lead to results, they are responsible for actions; Because thoughts guide actions, we should also be responsible for them.

Responsible people can own themselves, have the environment and have cause and effect at the same time. He knows it is difficult to control the environment and others; But being able to control yourself, starting with mastering your own thoughts, is very powerful and beneficial.

Greeting questions can help to clarify the thinking and trigger many subsequent chain reactions about "behavior" and "action" and their results.

Jack. Shortly after Welch took over as CEO of GE in April, 198 1 met and invited Peter? Drucker. Drucker asked him two questions, which greatly influenced Welch's thought and triggered great changes in General Electric. Welch in an interview, once recalled the past, he said:

Drucker asked, "If you haven't entered this profession before, do you still want to enter it today?"

Drucker asked again, "What would you do if the answer was no?"

Two problems led to Welch's first big change in ge, and everyone is familiar with it: the disposal method of immediately rectifying, selling or closing GE business, if not the first or second.

The core strategic change triggered by this simple question has influenced Welch and ge since 198 1, making GE the most successful company in America again.

Peter. Drucker also has a "question", which has caused more and more repercussions in the responsibility circle; Become the first mode to practice personal responsibility. In his 1963 masterpiece The Effective Operator, he raised a worldwide question:

"What contribution can I make to the organization I serve, which will have a significant and far-reaching impact on the performance and achievements of the organization?"

Drucker believes that if business leaders and professionals around the world can keep asking themselves, they can bring success to organizations or institutions.

In fact, this strong sense of personal responsibility, after more than 40 years, has more business leaders and outstanding people, but also realized the meaning of the words across the times.

"What can I contribute?" Become a classic sentence-it builds a bridge between "personal ambition" and "handing over results".

"The previous leaders were people who knew how to distinguish;

Future leaders are people who know how to ask questions. "

Peter? Drucker

John, who specializes in personal responsibility consulting in the United States? Miller developed a set of so-called QBQ tools, which became the second mode of practicing personal responsibility, hoping to apply personal responsibility to practical work and life. The original text of QBQ is: the problem behind the problem, and the whole basic logic is as follows:

Pay attention to questions:

? There is a problem behind the problem.

? The answer lies in the question.

To ask better questions:

? Make a better choice.

? Get a better answer.

? Leading to better results.

Therefore, business people should always ask themselves, such as:

? What contribution can I make? ("What contribution can I make?" )

? What can I do to change the status quo? ("How can I make a difference?" )

So, let's not talk about behavior and action. As soon as you open your mouth, you will know that your thoughts have fallen into the strange circle of victims such as procrastination, mutual accusation and complaint. Mr. Miller also has three principles of QBQ, which are summarized as follows:

The third mode of practicing personal responsibility was put forward by Connors and Smith in the Oz Act, and their description of personal responsibility is as follows:

"What else can I do to go beyond my present situation and hand over the results I expect?

So, in order to "hand over the results!" This ultimate goal, I am willing to do more:

? Even if the resources are insufficient, the environment is not very cooperative!

? What else can I do to improve this situation?

? How can I do today's work better?

? How can I know you better?

? How can I be more supportive of others?

The meaning of "what else" mentioned here is exactly the meaning of one ounce more; Or more precisely, add 5% or 10%, or even 20% as advocated by Xun You Company of Taiwan Province. tiger woods said in an interview: "Every time I hit the ball, I am 120% dedicated and hardworking."

In Drucker's first model, more attention is paid to performance and results. Therefore, what I hope to achieve is: remarkable and greater achievements and achievements. This is of course the target to be locked, even the stretching target.

In Miller's second model, more attention is paid to the intermediate process. Therefore, clearly point out how to do a good job of "QBQ", and it is not appropriate to use opening remarks when asking questions or answering questions, such as: Why (pointing to complaining and pain), or Who (pointing to blaming and shirking), or When (pointing to procrastination and pain). Miller also put forward a more specific challenge: "Did you QBQ today?"

In Connors' third model, more attention is paid to the starting factors and the mastery of various efforts. Because the ultimate responsibility goal has been determined; Ensure the completion of the target 100%, regardless of the professionalism of the investment 105% or10%.

These three modes are all effective ways for personal responsibility to trigger "action" from "thought". No matter what you strengthen is the former reason, the latter effect or the middle process, you can practice personal responsibility concretely.

I believe that human beings always want to take responsibility. It is exciting to have a sense of ownership or belonging to your career and life; Similarly, improving the sense of autonomy and accomplishment of performance is the endless hope of entrepreneurs.

Westerners often say: a willing burden will not become a burden. Taking personal responsibility is not a lot of pressure, not a second guess, but an inner expectation and a potential release. Think about it, how many projects and jobs are repeated between unclear powers and responsibilities and delays, which makes people sleepless and miserable.

Personal responsibility is, of course, an individual's free choice. Have you made a decision?