Badbar Theorem

Badbar's theorem means that being able to control one's tongue is the best virtue. It was proposed by the ancient Indian philosopher Badaba.

Those who are good at restraining their mouths will have the greatest freedom in action. In the past, managers gathered all kinds of powers and were careful about everything. The big and small things were all done by one person, and management was time-consuming and laborious; the only job for employees was to obey the command. Whatever the leader says, employees do what they do, and they don’t have to worry about the results. Be responsible for. Now, companies need more teamwork. The power-centric, top-down, and hierarchical management method no longer meets the needs of the times. The upper and lower roles are undergoing radical changes, and the hierarchical relationship is becoming increasingly blurred. . In the team, power is not particularly emphasized, but Motorola-style "self-commitment" to achieve common goals. Managers are no longer centralizers and commanders. They are gradually changing into the roles of coaches, consultants, promoters, supporters, and service providers. At the same time, their management pressure is reduced accordingly. As a team leader, manage your mouth and hands well, interrupt less and less intervene, and control your desire to give speeches and manage "nosy" in a timely manner, so that your subordinates have more opportunities to participate and space to play.

Konosuke Matsushita believes that smart people are good at appreciating what others do and know how to manage their own tongues instead of picking up and criticizing the shortcomings of their subordinates.

He said: "Operators or management cadres must never show off their talents and wisdom. They must know that personal talents and wisdom are limited. Based on my years of experience, some people like to praise the advantages of subordinates, and some like to pick on the shortcomings. Below, the work of the former is often carried out smoothly, and the performance is not too bad. Those bosses who love to pick faults have the opposite result. Therefore, only by knowing the strengths of others can they lead more people. Of course, I am not saying only Pay attention to the advantages of subordinates and ignore their shortcomings. You should appropriately point out their shortcomings and observe from the perspective of four points of shortcomings and six points of advantages, so that you are a boss who knows how to appreciate subordinates. It should be assumed that everyone has 60% Strengths, 40% weaknesses. If the other way round, assuming that the subordinates have 60% weaknesses and only 40% strengths, this person is obviously not a good boss. When appointing someone, he will only do it when he fully trusts him. The enterprise is working hard. If you always feel that employees can’t do it here or there, you can observe subordinates with a stubborn attitude. Not only will the subordinates be difficult to do, but over time, he will find that there is no one available around him. So, when he wants to lay down When assigning tasks, I must feel uneasy and hesitate."

Matsushita Electric has a tradition of not being obedient. Matsushita said: "Employees should not blindly agree with their superiors or what they want everyone to do, but only obey." He believes that if subordinates or employees do this completely, the company's operations will lose flexibility.