Most of the workplace technical education I knew before taught me how to guess the leader's intentions through small things. I should be careful not to make mistakes in the workplace, be careful not to expose my own shortcomings, don't directly expose my own ideas, and let the leader make everything bigger. Until I read the book "Principles" by Dalio, the founder of the world's number one hedge fund bridge. He particularly emphasized that all employees must think independently and pursue extreme authenticity and extreme transparency. In a company, if employees have no secrets and the boss has no secrets, it is difficult for employees to imagine what it is like to evaluate the boss and be encouraged. However, Dalio set the number of bridges at 100 billion based on his principles. dollar scale. Even if some of these principles don't apply to the current situation, it's still very important.

Some companies always turn the company into a home and use the so-called home culture to influence employees. Dalio nakedly said that the organization is a machine. The most important thing about this machine is culture and people. Excellent culture and excellent talents make the machine run well. What is an excellent person? Noble character, superior ability, skill, if all these really have talents, I think this is the reason why his principles are carried out. Those who can join Bridgewater must be very outstanding talents, and their culture must be recognized and recognized. Those who do not conform to the principles will be eliminated, but if they can adapt to these principles, they can realize their own value. Some problems are that internal communication within the company is unreal and incomplete, causing other people to misunderstand and make it difficult to properly solve the problem. Or, office politics lead to closed groups that are inefficient, and employees also lose trust in the company, which has become a fatal problem for a company. .

In order to face up to the problem and solve it, extreme truthfulness and extreme transparency are required. During this period, a very efficient operating system has been formed. Problems, mistakes, weaknesses and differences are put on the table for discussion without concealment. , non-avoidance is the best principle of life and the best principle of work. Ensure the implementation of extreme authenticity and extreme transparency with a rigorous and good culture. Be honest, don’t be afraid of being wrong, don’t be afraid of being wrong again, don’t be afraid of leadership retaliation, don’t be afraid of disagreement, and ultimately make decisions with creative choices. These measures address almost all concerns and ensure that the principles they pursue continue to adhere to the company's rapid development process. It is also a profound analysis of employees' own work. If it's not great, it's hard to wait.

It naturally reminds me of Zhang Yiming’s ByteDance, which also deeply follows the transparent culture. Zhang Yiming said that the core culture and value he wants to give to this organization is transparency. Everyone’s daily goals, ongoing tasks, and upcoming projects can be seen by everyone else. In this way, if there is a problem, the most suitable person can be found, which greatly improves productivity. This is also an important reason why ByteDance can still operate effectively with nearly 100,000 employees around the world. There is a saying in "Principles": If a person treats work as a game to burn enthusiasm and complete missions, then the Principles of Work are written for such people. Some friends may think that capitalists are exploiting the proletariat, but Dalio’s premise is to give employees sufficient welfare protection and space to maximize their value. I think this is also the most ideal working condition.