[One Thousand Characters a Day] Work Life Is the Ultimate Practice <3>

Editor's NoteSuccessful leaders are realists. The realists mentioned here are not those who only dream of an ideal future, nor are they people who are stuck in the past and avoid challenges. Instead, realists are leaders who faithfully accomplish the tasks given in the present. The second chapter of this book, 'Only This Moment, The Present Exists,' guides readers on how to let go of anxieties about the past and future and focus on the present. Word count: 1033 characters.

In company life, when it comes to human relationships, if you have the ability, you should give, give again, and then forget about it. When I first heard that, I thought, what kind of nonsense is that? But after that meeting, those words kept lingering in my mind. Keep giving and then forget... Then why should I give? With such common thoughts and curiosity, suddenly what came to mind was the epitaph of Nikos Kazantzakis mentioned above. That's right. When people say they have given something to others in relationships, they naturally expect some kind of return. The hope is that since I have done this much for you, you will at least do this much for me.

However, human relationships within a company are not transactions made by signing contracts. Most of the time, decisions and executions happen simply because the situation arises or because I have the authority at that moment. This is especially clear between leaders and members. As a leader, evaluating junior employees, promoting them, sending them to good training programs, or even treating them to dinners on the company card are all natural company duties carried out by leaders delegated with authority from the company.

Yet, sometimes some leaders think of these actions as favors to their juniors. When they think, 'I promoted that person,' or 'I gave that person a good evaluation,' they naturally start expecting something from that junior. Whether it is greater loyalty or flattering words, they expect something.

But juniors do not feel that way. As Laozi’s Tao Te Ching also states, individuals in an organization naturally believe that if things go well, it is because of their own efforts. They may feel grateful to the leader who supported them, but they do not consider it a debt to be repaid. Expecting something from a junior based on what the leader has done for them is like having a creditor without a debtor. Therefore, regarding this mistaken thinking, the outside director expressed the mindset that leaders should have toward their juniors in this way.

－Jeong Hae-seung, <Work Life is the Best Practice>, Hermon House, 17,000 KRW