Compromise with practice.
a straight line
Every community has its principles. The principle is the criterion for moving the community and the means of safeguarding the public justice of the community and the freedom and peace of each member. Therefore, a community with good principles can live and breathe, and each member can live in a fair and peaceful atmosphere. On the contrary, if the principle is shaken, the community stumbles. Good adherence to principles is apt to give the impression of immaculateness, but in fact it is very important.
In order for the principles of the community to be well followed, individual efforts of the members are important, but above all, leaders, or those who have power in the community, must respect the principles. When a leader keeps his or her principles, members also try to keep them while admiring them.
Looking at Admiral Yi Sun-shin's life, he followed both the principles of community and his own life. They did not compromise with practices or expediency in respect of the order and justice of the community, and strictly kept military discipline even in chaotic battlefields. When I looked back on myself, I tried not to do shameful things, and I was always honest and clean. There was no change in dealing with a boss as a subordinate or with a boss as a boss.
According to the «Chungmu Gonghaengnok,» written by Yi Sun-shin's nephew Yi Bun, it is found everywhere that the general is a straight-minded person who does not compromise with the practice. At that time, Kim Gwi-young, who was an assistant judge at the time, liked Yi Sun-shin's strong and honest character, and tried to give her his sister-in-law to Yi Sun-shin's. But to a middle-aged man (a word referring to a man who matches a marriage), the general says:
«How can I, now on my official career, hope for profit by forming ties with the house of authority?»
In a word, he rejected the favor of a high-ranking government official who saw himself favorably. By establishing ties with powerful families, it was not only a great help to one's official life, but also an opportunity to build personal connections naturally. However, the belief that the general should adhere to the principle was of greater value. It was against the principle to succeed with the power of Kwon Moon-sei. The general didn't mind, though he could have gotten ugly by refusing the offer.
When he served as a military officer in Haemi, Chungcheong-do, he was an example of his integrity without any formalities, and he was trusted as a thief because of his honesty of receiving, using, and returning all the remaining forms after a business trip.
Since he lived a life of keeping principles, he refused to accept Yulgok Yiyi, who was in the same group, even if he proposed to meet him. When Yulgok was serving as Lee Jo Pan-seo, he heard that Yi Sun-sin was a necessary lumberjack for the country and asked Seo-ae Ryu Sung-ryong to arrange a meeting. Ryu Seong-ryong lived in Handongne with Yi Sun-sin and was a friend of Joshin, the second brother of Yi Sun-sin, so he had been acquainted since childhood. So Ryu Seong-ryong advised the general to meet Yulgok. But the general refused in a word.
«It's good to see Yulgok as an adult in my line of inquiry, but it's not right to meet him now because he's in the position of the chief judge.»
The meeting between Yulgok and Yi Sun-sin did not take place. The general felt that he had to carve out his way on his own, and that he had not the slightest intention of asking for help.
<Chungmu Gonghangnok록 records the dismissal of the official due to his refusal to make an unfair request. This happened in February 1579 when Chungmugong was 35 years old when he served as a volunteer in charge of personnel affairs at the training center. Byeong Jo Jung-rang (5th grade), Seo Ik, put pressure on him to promote a relative of his to the training center. However, Yi Sun-shin immediately rejected his superior's request for personnel appointments, citing the law's regulations. «It's not fair that if you promote someone who is not qualified beyond the ranks, the person who needs to be promoted will not be promoted.»
Seo-ik was very angry at Yi Sun-shin's behavior of refusing to ask for personnel appointments, citing legal regulations, even though he was a senior official at a higher-level agency. It is said that the people who worked with him at the training center at the time were worried that there would be a problem when they saw what they did against Seo-ik. In the end, the general was demoted to a military officer of a thief in Chungcheong Province in eight months. This is not the end of Seo-ik's «fate» relationship.
In January 1582, the 15th year of King Seonjo's reign, Seo Ik came to fire as a vice minister of military and security (a government post that was dispatched to the provinces as a special command of the king to inspect weapons). At that time, the general was promoted to the rank of four servants of the military organization Manhobu in Balpo. The Manhobu was serving as a defense against foreign aggression. The weapons and soldiers of the artillery were impeccably well-maintained. Seo Ik, however, raised his hand in mediation that the weapons of firing were not properly maintained. As a result, the fireman, Yi Sun-shin, was dismissed.
In response, people said that the reason why Yi Sun-shin suffered such disadvantages despite his well-maintained weapons was because he refused to ask for favors from his superiors when he worked at the training center before that. Has this vengeance changed the general's attitude? As everyone knows, it is not. No disadvantages have broken the general's principles. The general refused to allow injustice and compromise, and was an upright official and leader who had no recourse to principles and had no recourse. This general's attitude shone in the discipline of the people and the army on the chaotic and grim battlefields.
made by principles
a 100-year success story
Mars, a well-known company in the domestic market for M&M's and SNICKERS, is a multinational company that has been growing for 100 years since it started its business in 1911, and has been generating annual sales of 40 trillion won. The company has also been acclaimed for its autonomous and horizontal communication culture, making it the «100 Best Companies to Work for in the United States» for the second consecutive year in 2013 and 2014. It has also been selected as one of the top 100 companies in Korea for seven consecutive years by GWP Korea. What made this company a prestigious company?
Companies essentially pursue their own interests more than anyone else. However, Maz aims to increase the mutual benefit of consumers, sales agencies, competitors, partners, government agencies, employees and shareholders while producing and selling food. To this end, he set up five principles and vowed to all employees. This is said to be the driving force behind Maz's steady growth over 100 years.
The first is excellence.
Consumers are our boss, so we do our best to provide the best quality. Excellent quality is the source of the company's reputation to consumers.
안전한 배팅 사이트 종류
먹튀없는 토토 뱃사공
The second is accountability.
To fulfill the responsibilities given to an individual, to support and cooperate with his/her colleagues as well as to fulfill their responsibilities. In the field of shared responsibility, they take the initiative with a high sense of responsibility and act actively and responsibly.
The third is Mutuality.
When values and profits are created, they share and share with each other. Only sharing of profits can co-exist with each other with permanence. They present competitive conditions to each other and do not force the sacrifice of others who work together.
The fourth is efficiency.
Maximize the efficiency of resource utilization, avoid wasting resources, and focus on what you can do best. It depends on the efficiency of making the best quality using the lowest possible cost and minimal resources so that it can provide outstanding value for the price while maintaining the principle.
The fifth is Freedom.
To design the future, one must have freedom, and one must have profit to enjoy freedom. Financial freedom must also be avoided in order to prevent the inevitable sacrifice of freedom to grow the company (referring to the principles of Maz introduced in MARS WAY, Kim Kwang-ho, Kim Jong-bok, Iwawu).
The reason why this principle of Maz was effective is not only because it was published but also because it was thoroughly practiced. It also collects examples of these principles and publishes an in-house booklet called «principles of practice» every year. Thanks to Maz's efforts, the company's unwavering and principle-based operations have been the driving force behind its steady growth for 100 years.
For the leader who leads the organization, the principle is a device that maintains consistency and helps predictive decisions. Even in complex situations, they find simple solutions and produce unexpected results. Decision-making based on principles is reasonable, and solutions can be found without creating controversy in the post-problem-solving process. It is selfishness that principles are not followed well. Self-justification, which sets standards on one's own interests, disrupts principles.
Principles are weapons of wisdom, not of single-minded men. Principles are stronger and last longer.