Core Insights - Reading is considered the most cost-effective investment, breaking down cognitive barriers in a rapidly changing world [1][2] - The article recommends 15 classic books to enrich oneself during the National Day holiday [2] Book Summaries - **"Upward Management: Getting Results from Leaders" by Melody Wilding**: Focuses on effective communication with leaders and provides practical strategies for various workplace scenarios [4][6] - **"Heart Philosophy" by Kazuo Inamori**: Discusses the philosophy of management intertwined with personal growth and altruism, emphasizing the importance of mental strength for all roles [7][9] - **"Winning" by Jack Welch**: Shares management wisdom from one of the greatest CEOs, focusing on strategy, change management, and collaboration [10][12] - **"The Leadership Code" by Dave Ulrich**: Explores the essential qualities of leadership through five key areas, helping individuals enhance their leadership skills [13][15] - **"Deliberate Practice" by Anders Ericsson**: A guide on effective learning methods, emphasizing the importance of focused practice and feedback [17][18] - **"Effortless" by Greg McKeown**: Advocates for simplifying tasks to achieve better results, promoting a smarter work approach [21][22] - **"Execution" by Ram Charan**: Highlights the critical role of execution in leadership, detailing processes for effective implementation [23][25] - **"Influence" by Robert Cialdini**: Analyzes the principles of influence and persuasion, enhancing the reader's ability to impact others [26][28] - **"The 7 Habits of Highly Effective People" by Stephen Covey**: Identifies key habits that lead to personal and professional success, emphasizing proactive behavior and continuous improvement [29][31][32] - **"Built to Last" by Jim Collins and Jerry Porras**: A study of enduring companies, providing insights into their success and management practices [33][35] - **"The Climber" by Konosuke Matsushita**: Shares philosophical insights on human respect and the importance of mutual trust in business [37][38] - **"Dare to Dream" by Michael W. Sonnenfeldt**: Offers entrepreneurial guidance through shared experiences of successful business leaders [40][42] - **"The Leadership Pipeline" by Ram Charan**: A practical guide on leadership development across different organizational levels [42] - **"The Effective Executive" by Peter Drucker**: Discusses the essential practices for effective management, emphasizing that everyone can be a manager [44] - **"First Lessons for Managers" by Andy Grove**: Provides management strategies based on extensive experience in the tech industry, focusing on maximizing output [46]

Group 1 - The core idea of the article revolves around the challenges and responsibilities of becoming a qualified manager, emphasizing that management is not just about strong business skills but also about understanding team dynamics and leadership [3][5][8] - The transition from being an employee to a manager is described as a significant role upgrade, requiring a shift in mindset and responsibilities [3][8] - The article highlights the importance of self-reflection and understanding one's role as a manager, rather than merely acting as a task distributor [6][7][8] Group 2 - New managers often fall into common pitfalls, such as being overly eager for results, which can hinder team productivity [11][12] - A tendency to dominate all decisions can lead to ineffective leadership, as true leadership involves empowering team members [13][15] - The fear of failure can cause managers to micromanage, which ultimately stifles team growth and development [17][19] Group 3 - Effective management begins with self-management, where individuals must first demonstrate reliability and professionalism in their own work [22][24] - Continuous improvement of professional skills and maintaining effective communication with clients are essential for successful management [27][30] - The article emphasizes that mastering basic management skills is crucial for career advancement into leadership roles [31][32]

Core Viewpoint - The article discusses the unrealistic demands placed by leaders in both ancient and modern workplaces, highlighting the potential pitfalls of such practices and the consequences for both employees and employers [1][12][27]. Group 1: Unrealistic Tasks in Leadership - Leaders often assign unrealistic tasks due to their inability to discern genuine limitations from excuses [3][4]. - The pressure to meet these demands is intended to stimulate employee potential, but it can lead to negative outcomes [5][25]. - The modern workplace allows for greater employee mobility, making it easier for individuals to leave when faced with unreasonable expectations [28]. Group 2: Historical Context and Modern Implications - There are significant differences between ancient bureaucratic systems and modern corporate environments, which affect how tasks and responsibilities are managed [10][12]. - The principles that governed state-owned enterprises in the past do not apply to contemporary internet companies, where risk-taking and innovation are crucial [11][12]. Group 3: Consequences of Unrealistic Expectations - Employees may resort to deception to meet unrealistic demands, leading to a disconnect between reported progress and actual outcomes [20][21]. - The article illustrates this through a narrative about a character, Li Shande, who manipulates the system to avoid accountability while fulfilling impossible tasks [34][39]. Group 4: The Dark Side of Task Management - The story of a "dark version" of Li Shande reveals how individuals can exploit their positions to create personal gain while appearing to fulfill their duties [30][34]. - Strategies employed include forming alliances with local officials, leveraging tax exemptions, and creating a façade of success to mislead superiors [36][40]. Group 5: Conclusion - The article concludes that the practice of extreme pressure to achieve results is outdated and ineffective in the current talent-driven market [27][28]. - It emphasizes the need for leaders to adapt their management styles to avoid creating environments where employees feel compelled to deceive [25][26].