Thursday, March 22, 2012

Get a thorough understanding of oneself

In all one's lifetime it is oneself that one spends the most time being with or dealing with. But it is precisely oneself that one has the least understanding of.

When you are going upwards in life you tend to overestimate yourself. It seems that everything you seek for is within your reach; luck and opportunities will come your way and you are overjoyed that they constitute part of your worth. When you are going downhill you tend to underestimate yourself, mistaking difficulties and adversities for your own incompetence. It's likely that you think it wise for yourself to know our place and stay aloof from worldly wearing a mask of cowardice, behind which the flow of sap in your life will be retarded.

To get a thorough understanding of oneself is to gain a correct view of oneself and be a sober realist -- aware of both one's strength and shortage. You may look forward hopefully to the future but be sure not to expect too much, for ideals can never be fully realezed. You may be courageous to meet challenges but it should be clear to you where to direct your efforts. That's to way so long as you have a perfect knowledge of yourself there won't be difficulties you can't overcome, nor obstacles you can't surmount.

To get a thorough understanding of oneself needs selfappreciation. Whether you liken yourself to a towering tree or a blade of grass, whether you think you are a high mountain or a small stone, you represent a state of nature that has its own raison detre. If you earnestly admire yourself you'll have a real sense of self-appreciation, which will give you confidence. As soon as you gain full confidence in yourself you'll be enabled to fight and overcome any adversity.

To get a thorough understanding of oneself also requires doing oneself a favor when it's needed. In time of anger, do yourself a favor by giving vent to it in a quiet place so that you won't be hurt by its flames; in time of sadness, do yourself a favor by sharing it with your friends so as to change a gloomy mood into a cheerful one; in time of tiredness, do yourself a favor by getting a good sleep or taking some tonic. Show yourself loving concern about your health and daily life. As you are aware, what a person physically has is but a human body that's vulnerable when exposed to the elements. So if you fall ill, it's up to you to take a good care of yourself. Unless you know perfectly well when and how to do yourself a favor, you won't be confident and ready enough to resist the attack of illness.

To get a thorough understanding of oneself is to get a full control of one's life. Then one will find one's life full of color and flavor.

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Wednesday, March 21, 2012

The Latecomers Surpass the Old-timers

Ji An lived at the time of Emperor Wudi of the Western Han Dynasty (206 B.C.-A.D.24). He was respected for being upright and just and for daring to speak the truth. He did not bother about small matters in personal behavior and in being an official. He was particular about actual effects and, although he did not cause a stir, he could keep the prefecture he governed in perfect order. Because of this, the imperial court transferred him to the central government from being the perfect of the Donghai Prefecture to being a commander in charge of the appointment and dismissal of the local officials.

Once, Emperor Wudi said that he would implement the policy of benevolence and justice of Confucianism and would do good turns to the people. Emperor Wudi Had hardly finished his remands when Ji An said that there was no need for the emperor to say so. Why should the emperor bother, Ji An said, about pretending to implement the policy of benevolence and justice since he was so greedy and avaricious within himself? This choked the emperor off. The emperor suddenly changed his countenance and declared the meeting over. All the civilian and military officers at court were breathless with anxiety for fear that Ji An might bring disaster upon himself because of this. After returning, Emperor Wudi said to the people around him that Ji An was a little too rude and too straightforward.

For this reason , Ji An was never promoted again. When he was the commander in charge of the appointment and dismissal of the local officials, both Gongsun Hong and Zhang Tang were low -ranking officials of little importance. Later, they were promoted continuously. Gongsun Hong became the prime minister and Zhang Tang became the imperial censor. However, JiAn's post remained the same. One day, Ji An said to Emperor Wudi that the way the emperor used his ministers was just like piling up firewood, which meant that the latecomers surpassed the old-timers. Of course, Emperor Wudi could see that Ji An was complaining. So, turning to his ministers, Emperor Wudi said, "It is true that no one can stop learning. You see, Ji An is making more and more indiscreet remarks."

This story comes from The Historical Records. Later generations use the set phrase "the latecomers surpass the old-timers” to indicate that successors can excel the predecessors, which is quite different from the original idea when Ji An said that the latecomers surpassed the old-timers.


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Friday, March 16, 2012

Going Home

I first heard this story a few years ago from a girl I had met in New York's Greenwich Village. Probably the story is one of those mysterious bits of folklore that reappear every few years, to be told a new in one form or another. However, I still like to think that it really did happen, somewhere, sometime.

They were going to Fort Lauderdalethree boys and three girls and when they boarded the bus, they were carrying sandwiches and wine in paper bags, dreaming of golden beaches as the gray cold of New York vanished behind them.

As the bus passed through New Jersey, they began to notice Vingo. He sat in front of them, dressed in a plain, ill-fitting suit, never moving, his dusty face masking his age. He kept chewing the inside of his lip a lot, frozen into some personal cocoon of silence.

Deep into the night, outside Washington, the bus pulled into Howard Johnson's, and everybody got off except Vingo. He sat rooted in his seat, and the young people began to wonder about him, trying to imagine his life: perhaps he was a sea captain, a runaway from his wife, an old soldier going home. When they went back to the bus, one of the girls sat beside him and introduced herself.

“We're going to Florida,” she said brightly.“ I hear it's really beautiful.”

“It is, ” he said quietly, as if remembering something he had tried to forget.

“Want some wine?” she said. He smiled and took a swig. He thanked her and retreated again into his silence. After a while, she went back to the others, and Vingo nodded in sleep.

In the morning, they awoke outside another Howard Johnson's,and this time Vingo went in. The girl insisted that he join them. He seemed very shy, and ordered black coffee and smoked nervously as the young people chattered about sleeping on beaches. When they returned to the bus, the girl sat with Vingo again, and after a while, slowly and painfully, he told his story. He had been in jail in New York for the past four years, and now he was going home.

“Are you married?”

“I don't know.”

“You don't know?” she said.

“Well, when I was in jail I wrote to my wife,” he said. “ I told her that I was going to be away a long time, and that if she couldn't stand it, if the kids kept asking questions, if it hurt too much, well, she could just forget me, I'd understand. Get a new guy, I saidshe‘s a wonderful woman,really somethingand forget about me. I told her she didn't have to write me for nothing. And she didn‘t. Not for three and a half years.”

“And you're going home now, not knowing?”

“Yeah,” he said shyly. “ Well, last week, when I was sure the parole was coming through, I wrote her again. We used to live in Brunswick, just before Jacksonville, and there's a big oak tree just as you come into town. I told her that if she'd take me back, she should put a yellow handkerchief on the tree, and I'd get off and come home. If she didn't want me, forget itno handkerchief, and I'd go on through.”

“Wow,” the girl exclaimed. “Wow.”

She told the others, and soon all of them were in it, caught up in the approach of Brunswick, looking at the pictures Vingo showed them of his wife and three children. The woman was handsome in a plain way, the children still unformed in the much-handled snapshots.

Now they were 20 miles from Brunswick, and the young people took over window seats on the right side, waiting for the approach of the great oak tree. The bus acquired a dark, hushed mood, full of the silence of absence and lost years. Vingo stopped looking, tightening his face into the ex-con's mask, as if fortifying himself against still another disappointment.

Then Brunswick was ten miles, and then five. Then,suddenly, all of the young people were up out of their seats, screaming and shouting and crying, doing small dances of joy. All except Vingo.

Vingo sat there stunned, looking at the oak tree. It was covered with yellow handkerchiefs20 of them, 30 of them, maybe hundreds, a tree that stood like a banner of welcome billowing in the wind. As the young people shouted, the old con rose and made his way to the front of the bus to go home.

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Monday, March 12, 2012

Heads you win, tails you win

Pay freezes. Unpaid leave. Mass redundancies. For many workers, the past year has been fraught with insecurity. And for those lucky enough to hang on to their jobs in the recession, wage increases are getting stingier: average earnings in the private sector were rising at 3.1% year on year at the end of 2008,and the rate slipped to 2.1% (including bonuses) by this summer. Compare that with the view from the boardroom. As we report today, over the past financial year, directors of FTSE-100 companies have seen a 10% jump in their basic pay. No recession here.

As delegates gather in Liverpool today for the TUC conference, our survey is a reminder of the widening gulf between the boardroom and the shopfloor or open-plan office. Sure, directors' bonuses are shrinking and the choppiness of the stock market means that fewer share options are getting cashed in – but amid the bleakest business conditions in decades their basic salaries are still rising at a rate well above that of the typical private-sector employee.

Then there are the directors who, when they struggle to meet their own targets, shift the goalposts and hand out the cash anyway. Last year, FTSE-250 housebuilder Bellway decided to award its top three executives more than 55% of their combined salaries for "very good" performance in "extremely challenging conditions". On pay, the cynical logic of the corporate boardroom seems to be "Heads you win, tails you still win."

So much for the common-or-garden FTSE executive; above them sits a corporate super-elite earning not hundreds of thousands, but millions a year. Take Bart Becht, who, as chief executive of Reckitt Benckiser, is Britain's best-paid FTSE boss. His package last year was worth £36.8m – a 65% rise on the year before. Mr Becht and others in the millionaires' club would defend their gigantic rewards as a just return for outstripping competitors. Are they right? No. First, Reckitt shareholders – the ultimate owners of the company – are clearly not convinced their manager should be paid so much, which is why an unusually large proportion of votes were cast last time in protest at his pay packet. Second, the conventional measures of management's value to shareholders – earnings per share and total shareholder return (or share performance plus dividends) – are generally agreed not to be particularly telling. Third, the evidence shows that a company focused on shareholder value – rather than the quality of its products or service, or the sustainability of its business – actually performs worse for its shareholders in the long run. The sub-prime crisis surely rams that point home. Ultimately, it is unhealthy for a society to have runaway pay at the top and the rest left behind. Literally unhealthy, as the recent book The Spirit Level by Richard Wilkinson and Kate Pickett demonstrates: a big income gap breeds a variety of social evils, from more murders to worse mental health.

The remedy conventionally prescribed for boardroom plunder is that shareholders must slap down their executives, but that is not working. According to the corporate-governance advisers Manifest, even after a terrible year for investors, the proportion of shareholders who voted against boardroom pay in the last round of AGMs was dismally low at 12%. Perhaps ignorance is partly to blame: the proportion of those voting against the performance-linked payouts– the bit that yields the telephone-number money – was below 8%. or perhaps it is well-padded complacency: the City professionals who manage our pension funds are often on equally stratospheric wages. One easy way to sharpen up institutional investors would be to mandate them, to state how they voted on each pay resolution – and why. Another measure worth examining would be to shake up company boards, by installing workers and others – consumers, business partners - who deal with the firm. Our boardrooms often resemble cosy clubs carving out mutually agreeable pay and pension deals; it is time to change that.

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Every day is a lucky day

I teach economics at UNLV three times per week. Last Monday, at the beginning of class, I cheerfully asked my students how their weekend had been. One young man said that his weekend had not been so good. He had his wisdom teeth removed. The young man then proceeded to ask me why I always seemed to be so cheerful.

His question reminded me of something I‘d read somewhere before: "Every morning when you get up, you have a choice about how you want to approach life that day," I said. "I choose to be cheerful."

"Let me give you an example," I continued, addressing all sixty students in the class. "In addition to teaching here at UNLV, I also teach out at the community college in Henderson, 17 miles down the freeway from where I live. One day a few weeks ago I drove those 17 miles to Henderson. I exited the freeway and turned onto College Drive. I only had to drive another quarter mile down the road to the college. But just then my car died. I tried to start it again, but the engine wouldn‘t turn over. So I put my flashers on, grabbed my books, and marched down the road to the college."

"As soon as I got there I called AAA and arranged for a tow truck to meet me at my car after class. The secretary in the Provost‘s office asked me what has happened. ‘This is my lucky day,‘ I replied, smiling."
" ‘Your car breaks down and today is your lucky day?‘ She was puzzled. ‘What do you mean?‘"

" ‘I live 17 miles from here.‘ I replied. ‘My car could have broken down anywhere along the freeway. It didn‘t. Instead, it broke down in the perfect place: off the freeway, within walking distance of here. I‘m still able to teach my class, and I‘ve been able to arrange for the tow truck to meet me after class. If my car was meant to break down today, it couldn‘t have been arranged in a more convenient fashion.‘"
"The secretary‘s eyes opened wide, and then she smiled. I smiled back and headed for class." So ended my story.

I scanned the sixty faces in my economics class at UNLV. Despite the early hour, no one seemed to be asleep. Somehow, my story had touched them. or maybe it wasn‘t the story at all. In fact, it had all started with a student‘s observation that I was cheerful.

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