从人情世故谈为人处世（From the traditional code of conduct on Weirenchushi）.docVIP

从人情世故谈为人处世（From the traditional code of conduct on Weirenchushi） From the traditional code of conduct on Weirenchushi Yuantengfang Today, lets all sit together and talk about the topic of dealing with people. Lets start with my own review. I have many shortcomings, I have a friend once said to me: youre opinionated very serious, sometimes self-willed. At first I began to make up my mind, but I found myself really having these problems. Besides, there are three shortcomings in self reflection: 1., I think everyone knows, you should understand, especially for other leaders of the company. 2., in the work style, in the non principle question, I always ask everybody to cooperate with me, very little requests oneself to cooperate others. 3., not calm, small things easy, not talk too much gas. Encourage less and criticize more. This is my main problem, and then slowly change, welcome to supervise. I have these problems, is not everyone doing better than me? Some places do better than I do, for example, Tang Tao, Zhang Tao, the implementation of the study is worth learning, very thin. Never let go of a link. Everyone, especially the backbone of the company, has done worse than me, such as the overall view of one thing, or in terms of its particularity and universality, many comrades will not deal with it. For example, some comrades, including even some corporate leaders, are too intuitive to do one thing. They only see the direct aspect of the matter. They are not concerned with the thinking of the connection, but rather one-sided. Never draw inferences by analogy, not to associate with other companies. And this out many problems, such as some of our departments issued a document, just something should be so, but not to consider other factors related to this matter, the hair down after not up to the effect, even counterproductive. In dealing with business, especially in the business relationship in a major crisis, there is no awareness of crisis decision-making and crisis