Home Plant Analogy 家里的植物比喻
This is a childhood memory of mine. In my dad's house, there was a plant that I took care of every day by watering it. The leaves of the plant grew particularly lush. One day, when I came home from school, I found that most of the branches and leaves of the plant had been cut off by my dad. I looked at him with a puzzled expression and suddenly became speechless. However, he calmly told me that it was necessary to regularly cut off the withered leaves and branches of the plant to leave nutrients to the parts that needed them. The cut-off parts should be able to regrow within two weeks and become even stronger.
I kept watering the almost bare plant with hope every day, one week, two weeks... until eight weeks later, new branches and leaves began to grow again. Around ten weeks later, the plant had become even more vital than it was ten weeks before, with new tender green branches and leaves.
The same event, when applied to the process of cultivating corporate culture, should be dealt with in the same way - cutting off employees who cannot be corrected in their behavior, repeatedly violate the bottom line of values without remorse, or evade responsibility under the guise of cultural beauty. This is similar to cutting off the leaves and branches of the plant, to avoid setting a bad example for other employees, spreading "viruses" in the culture, and making it difficult to repair the already poisoned parts.
Money can be earned back, and experience can be gained from mistakes. However, if a company's culture is damaged, it can affect the trust between employees and have long-term negative effects that cannot be ignored.
Although the time for rebirth may be longer than expected, repairing the damaged trust of leadership and culture will take even longer. For large companies with many branches, the culture can be evaluated through a comprehensive 360-degree review of the company's culture. Conversely, a small team 360-degree review of each employee, including the bosses, can provide a clearer understanding of each member's blind spots for smaller business.
The growth of a company is a long road, including the self-growth of each employee, the improvement of mutual trust under the leadership, and the creation of a psychologically safe environment where employees can give full play to their creativity.
这是我小时候的回忆。在我父亲的家里，有一棵植物，我每天都会浇水照料它，它的叶子长得非常茂盛。有一天，我放学回家，发现植物的大部分枝叶都被我父亲剪掉了。我一脸疑惑地看着他，突然变得无言以对。然而，他平静地告诉我，定期剪掉植物枯萎的叶子和枝干是必要的，这样可以把养分留给需要它们的部分。被剪掉的部分应该能够在两个星期内重新生长，而且会更加强壮。
我每天怀着希望继续为这棵几乎光秃秃的植物浇水，一个星期、两个星期......直到八个星期后，新的枝干和叶子开始重新生长。大约十个星期后，这棵植物比十个星期前更加有生命力，嫩绿的枝干和叶子展现出勃勃生机。
同样的事件，当应用到企业文化的培育过程中，应该采取相同的处理方式——剔除那些行为无法纠正、反复违反价值底线却不感到懊悔，或者在文化美名下逃避责任的员工。这就像剪掉植物的叶子和枝干，以避免为其他员工树立不良的组织榜样，在企业文化中传播“病毒”，并且使已经受到污染的部分难以修复。
金钱可以赚回来，经验可以从错误中获得。然而，如果一个企业的文化受到损害，它会影响员工之间的信任，产生长期的负面影响，这是不能忽视的。
虽然重生的时间可能比预期的要长，但修复受损的领导和文化信任将需要更长时间。对于有许多分支机构的大型企业，可以通过全面的360度文化审查来评估企业的文化状况。相反，对于较小的企业，可以通过对每个员工（包括老板）进行360度的小组审核，来更清楚地了解每个成员的盲点。
企业的成长是一条漫长的道路，包括每个员工的自我成长，在领导的领导下增进相互信任，创造心理安全的环境，让员工充分发挥他们的创造力。
Love. David
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