Reflections on “Some Thoughts on Difficulties Encountered While Trying to Work Together as a Whole”
(Clearwisdom.net) Having read the article “Some Thoughts on Difficulties Encountered While Trying to Work Together as a Whole” (http://www.clearwisdom.net/html/articles/2010/12/17/121982.html), I would like to share my thoughts on two points.
(1) On hiring a CEO
The CEO is very critical to a company. For a Dafa project, hiring a non-practitioner CEO is very inappropriate. The old forces could easily take advantage of the loopholes. Non-practitioners could hardly take on such important responsibilities. New practitioners, or even seasoned practitioners, may not be capable of doing this job. We should be prudent when hiring professional managers. The key is stability, and short-term profitability is secondary. If we divide a big project into smaller ones, the risk each smaller project has on the overall business is reduced. Hiring managers for smaller projects can be considered when appropriate.
Controlling costs and debt is a basic management skill. For practitioners’ projects, making money is not the most important goal. We should never lose sight of our main goal. With that main goal in mind, we can do our best to run a successful business. We may invite some well-connected people who support the project to make small investments to develop the business. This practice can minimize risk to the main project, reduce the total investment, and encourage highly efficient operations and spending. Another method is to write down the roles and responsibilities, hire outside contract services, and use practitioners for other roles.
We should avoid working on things that have little relevance to the project's growth long-term. Instead, we should save the investment, take full advantage of human resources, spend more time on development, and optimize the project’s future outlook. To reduce the risk for our main project, practitioners should share common resources and help each other.
(2) Factors that increase the difficulty of coordination
If practitioners focus on individual ability, it is easy to lose sight of what is best for the project as a whole. We should realize that individual performance needs to enhance overall business operations. Coordinators should encourage each practitioner to reach his or her top potential within the group effort. We should not care too much who initiated the plan; the key is to have a highly efficient road map and execution. Every practitioner should not just think about his or her own contribution; instead, each should consider the impact it has on the bigger picture. The key is for coordinators to have a balanced view of the big picture and to let go of their own preferences.