Do ordinary employees lack leadersh•Ωip? No, it depends on whether÷₹ you want to cultivate it.

There is an old saying in China: ≈π‌ 'A thousand troops are eaπ↕±sy to find, but a general ✘∏®is hard to come by.' Managers in th​☆‌e workplace deeply resonate wi←®‍th this. A beautiful piece of art is j±•¶ust an unremarkable stone befoλ€re it is finely carved§'‌&, just as a talented person's abilitie≈γ∞♣s are ordinary people before​↓π$ they are brought to light.

We have always placed great importa÷→nce on cultivating internal£π© talent within the company, refi✘​γning ordinary people who stay w±→∑ith us into true talents and partners. ₹∞&ΩWe share common goals, unite as≤→ one, share with each o£ ‌ther, and grow toget↓>her, focusing on R&D technology☆ π as our core competency to φ‍ Ωprovide first-class quality < ¥Ωservice to our clients. Rec÷δφently, we organized a 'L ♠©§eadership Development Workshop,' γ‍λ₩and many colleagues have shared their>γ reflections and summaries over<< the past few days!

I heard that Teacher H•€≈ong Chaoyang, who prev±→λ iously served as the head€'♦✔ of human resources for N•€≠∏ovartis and Novo Nordisk in Chin• $a, will be the main sp$±γ∞eaker. I am looking f&←orward to it!

When I received the ≥®≠←training invitation, I↕♣γα felt not only the company's recognitiφ♣on of us but also its expectatio≥★ns and requirements for ou∑$π÷r ability improvement amidst its vi£ ✘gorous development.

Having been part of this π₹λbig family at Haibu for ove>$r two years and experien¥₹™cing project challenges and ★←changes in small teams, we f÷αace the challenge of tran  sforming small teams into φ∑ones with strong technical skil'δ±ls, cohesion, and high w׶‍ork efficiency. Just when I was reflect∏©₹ing without finding a wa↕'≥↑y out, the company provided this tiε≈∑₹mely rain; I felt both excited an∑"d nervous.

Teacher Hong asked us to↔'​↑ write down our career dreams on σ×the career dream wall. At th®♥at moment, a sense of γ&confusion and helplessness♠‌☆ arose.

Career dreams... The tediousness ​✔and busyness of work have long sealed‌∏ ☆ away that once firm dete₽$♠‌rmination and dedication.

Career dreams; this question has been  $↑↔asked by others countless time•♠§s, but I have never thoug™★σht about it carefully.

Looking at the paper but una£σ‍©ble to write for a lon♠•α‍g time—there was shyness and confus'&↑ion. After hastily wγ≈<riting down my thoughts on that ₽↕λ¶small piece of paper and sλ£<∑ticking it on the career dream wall, ☆•→←I didn't even dare t↕≠σo look at it again.

As I shared my colleagues' s"​λimple yet grand career'¥ dreams while seeing the com↑₩←pany's strategy unfold bef≥§₩€ore me, it awakened my de∞®sire for pursuing my ₩♦↕career once again.

When Teacher Hong helped u☆ s analyze ourselves and g©'uided us on what cha"♠ ÷nges we could make, I began to sε<ee that dream paper on th☆≥e wall from a differe☆ ♣nt perspective.

Under Teacher Hong's guα$idance and everyone's joint'  efforts, a clear portrait of lead€>ership emerged before me.

'Leadership' does not equal sβ‍trict management ability n'÷λ↕or merely relying on author↑§π"ity to achieve performance g"$oals; leadership is an↕♥γ≥ ability that can elevate personal vis±∑→ion to higher realms, enhance tea§÷m performance to higher stan ← dards, and empower others to transcen₹↓€d themselves.

'Continuous learning', 'providing s​§ervice', 'spreading posit‍γλ∑ive energy', 'knowing how to∞ε<↔ assign tasks effect"↕ively', 'balancing relationsh↔₩↕ips'.

'To possess a spirit of cooperatio±↑≤>n', 'continuously self-renew', 'lελead teams towards succ‌λess'.

'To constantly change', adapti★♣→ng from managing oneself to mana  ׶ging others is a key turning po¶‍≠int.'

'Clarifying individual goals ®×and directions', making up>₩ one's mind to contin& ≥uously improve oneself; everyone ha​‍♠™s initiated their own leadership ch"←✘allenges.

'The most impressive ins£×ight for me was from≈$​σ the MBTI personality tes♣  Ωt; it allowed me to understand  σ♦myself and others more deeply thr $¥ ough various dimensions×₩×  such as extroversion vs introversio♣↔n, sensing vs intuition, thinking vs f≠≤eeling, judging vs perceiving. It chan♠↔ged my previous understanding oγ☆f complex social relationships signifi≥₹"→cantly.'

'There is no good or bad in pe§↔rsonality; behind different behavi→π±ors lie various essences which natur®™ ally remind me of inter÷γ$actions at work—leadiδ∞βng me towards greate λ∏r understanding.'

'The part that intere ≥sts me most is communication π₩γbecause in my perceptio÷≈n those who excel at dealing with peo ←ple possess high emotional intell "↓δigence. Initially feeling like δ←I lacked significantly in th ®σis area made it hard forγ‌✘ me to change; however this trai↓σ'♦ning changed my perspe☆ ↔←ctive.'

'Soulful praise brings satisfaction f"¥πrom being sincerely needed b↔£αy others.'

'This was an inspiring trai≠'÷​ning session.'

'Company colleagues—re‌&✔'gardless of how long we've w↔←ε orked together—are mutually neσλ₹≥eded; it's gratefulness mixed with ε€✘ beauty.'

'Select suitable peop₽$≈'le for appropriate positio€∞εns while focusing on employee ↕♦☆πcapability enhancement and persona★™ &l development; establish win-wi®≥α₹n interpersonal relatio♠'ελnships.'

'Let them benefit fr¶≥÷∏om their work so they c> ≈an perform better; help them grow rat♣♣∏©her than educate them.'

'Treat every employee αφ$₹fairly so they feel more belon‍¶δging here—when people are present in©✘↑ heart as well as body.'

'Ensure all employees ‍±∞participate actively≥δ→ and contribute so everyone has a±  Ω willingness to strive together.'

'The end of the course is just th↓•£λe beginning; truly applying what we've $&← learned at work requires more pract♣™>ice.'

…………

With thousands carried by ships but ∞Ω"‌steered by one person—in futureΩ↓φ♣ work life—I hope everyone striβ±♥♥ves to become excellent helmsmen iλ‍∑ n their respective f$♥ields. I firmly believe π₹£ that our efforts wil™"←✔l turn dreams into reality while be™ coming driving forces behind "​Haibu's vigorous deve♦¶$"lopment—achieving succes$$φs together while alw∏∞§φays focusing on R&D techn¥☆φology as our core competen₹Ω♦εcy providing first-clasε♣♦s quality service for γ↓" clients. Life has limits ≤∞π but learning has none; lifelong ≠♦₹ learning requires dα€ iligence—let's go partners!