[Theory] Reject Negative Energy—Don't Be an Unwilling Passenger

2017-12-28 10:04

　　— On “Push-Cart Thinking” (Part II)

　　Rather than being mere “passengers,” we are committed to becoming “pushers”—a strategic choice made by Feishang based on an analysis of the external environment and our own vision, and a concrete expectation placed on every employee at Feishang’s headquarters. “Pushing” represents a rational division of labor that tests employees’ mental attitudes and professional competencies. However, as the company continues to grow rapidly, the most critical challenge is to remain vigilant against certain “pushers” who might take advantage of the situation to become “passengers,” thereby harming the interests of other “pushers” and undermining the healthy ecosystem of our corporate culture.

　　Do not misidentify roles and rashly “jump on the bandwagon.” Some employees lack a basic understanding of corporate culture and business management practices. Without proper research or empirical evidence, they engage in high-flown rhetoric and make unwarranted comments on companies’ operational and management models, thereby disrupting the day-to-day functioning of the enterprise. Of course, there will inevitably be overlaps and intersections between those who “push the cart” and those who “pull the cart”—and these overlapping areas can easily become gray zones where both parties’ perceptions of their roles blur. At the same time, as “pushers” carry out their duties, they may also offer constructive feedback on the work of “pullers.” In such situations, both sides should, while tacitly embracing the value of “mutual value creation and win-win outcomes,” engage in more open communication and dialogue—rather than resorting to command, criticism, or gossip, nor simply keeping silent altogether.

　　Don’t take advantage of loopholes or exploit gaps to “jump on the bandwagon.” Such behavior not only runs counter to the principle of “shared value and win-win outcomes,” but also violates the core values of integrity and accountability, seriously undermining the corporate culture. It’s worth noting that once a company reaches a certain scale, supervisory gaps are bound to exist. However, to think that one can simply exploit these gaps for personal gain is nothing but a childish form of self-deception—much like covering one’s ears while stealing a bell. After all, when companies evaluate an individual, they don’t just rely on fleeting impressions; rather, they place greater emphasis on long-term performance. Only those who consistently uphold integrity and responsibility can stand up to such rigorous scrutiny and achieve greater growth over the long term within the enterprise.

　　Do not engage in blind comparisons or adopt a passive, “riding the bus” attitude. It’s inevitable that comparisons will occur within any organization, and where comparisons arise, doubts about the organization’s fairness are bound to follow. Some individuals, after comparing themselves with others, become dissatisfied with their own income and position—and as a result, they choose to become “passengers on the bus,” adopting a laissez-faire attitude toward their work in an attempt to achieve some sort of balance. This is a deeply negative and misguided approach. First, enterprises are organizations that participate in market competition, and each employee needs to give their all under a shared set of goals. Second, fairness within an enterprise isn’t just about income and position—it’s about opportunities. True fairness at the enterprise level lies in equal access to opportunities. As long as employees excel in their core responsibilities, they’ll have every chance to stand out. Furthermore, positions within an enterprise come in different categories, and the incentive measures designed for them vary accordingly: administrative roles typically offer higher base salaries but weaker incentives, whereas business-oriented roles feature lower base salaries but stronger incentives. If an employee starts to doubt their own income, the first step should be to carefully examine whether they’ve done their job thoroughly enough. If doubts persist, the enterprise’s door for listening to employees is always open—rather than adopting a passive, negative attitude that breeds negativity within the organization.

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