Leaders around the world generally appreciate three qualities in their subordinates:
First, when given any task, subordinates should carry it out with perseverance. The more agile the response, the better.
Negative Example A: Bargaining over tasks and refusing or delaying execution for various reasons.
Negative Example B: Agreeing to execute but dragging feet, taking a long time without results.
Negative Example C: Lack of feedback during execution, leaving the leader completely unaware of progress, or even whether the task is being done at all.
Misconception: Blindly executing incorrect tasks, treating immature ideas from leadership as sacred commands, considering obedience to orders as one's duty—however, you're not just a foot soldier; your duty is to create value for the company.
Second, when encountering any difficulties, subordinates should show high morale, vowing to overcome and defeat these difficulties.
Negative Example A: Prematurely and rashly showing fear of difficulties, saying this can't be done and that’s impossible too—so what exactly can you do? You were hired to solve problems; otherwise, anyone could do simple tasks, and we might as well hire an incompetent person for half the salary.
Negative Example B: Insufficient explanation of difficulties, making the leader believe it's not the task that's hard, but the person who's incapable.
Negative Example C: Easily giving up in the face of difficulties, collapsing at the slightest touch, which also fails to prove the insurmountability of the difficulty, instead making people think you're a deserter, lacking firm will and flexible means.
Misconception: Boasting, exaggerating, making grandiose statements, disregarding feasibility just to please the leader—the Great Leap Forward was carried out this way. The entire direction was led astray, and in the end, both the leader and you suffer.
Third, for unreasonable factors hindering work progress, subordinates actively take action to change them. Even if they cannot be changed, no complaints should be made, and complaining should be minimized.
Negative Example A: Continuously complaining about poor environment hindering work progress—even if this is true, no one likes a complainer, let alone most complaints being excuses for oneself.
Negative Example B: Criticizing without suggesting improvements, unable to provide valuable improvement opinions, expecting others to provide a perfect environment for full play, treating a "reasonable working environment" as solely the responsibility of the company leadership, unaware that everyone has a role.
Negative Example C: Waiting idly by, talking without action, lacking action capability, unable to actively promote problem-solving and environmental improvement.
Misconception: Fearing to anger the leader, only reporting good news and hiding bad news, not daring to emphasize the existence of problems, burying faults. Being collectively blind to difficult-to-change, especially leadership-related unreasonable factors, may eventually lead to collective consequences.
My thoughts: In fact, ultimately, "result-oriented," from top to bottom, everyone should adhere to this principle.