If you have a difficult work life and want to become a good worker?
Now is the time to study the Analects!

A vice president of a global company who has been in HR for over 25 years
Workplace career, leadership, and interpersonal relationships analyzed using human big data
The wisdom of the Analects conveys attitudes toward work and ways of thinking.

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“As my years of experience at the company increase and my career grows, why do my worries also increase?”
“It seems like everyone else is getting promoted, but why am I just standing still?”
“Am I okay like this?”
“Why am I so unlucky?”
“Am I doing well now?”

Office workers who have honed their skills and mechanisms in the field, but face unexpected situations every day.
If you cannot find the answer and provide direction in that situation, you will not be able to grow into a competitive person.
On the other hand, growing people make their presence known by creating their own way to overcome any crisis that may arise.
You can create your own competitive edge simply by changing the way you perceive situations and think.
If you're wondering how to make wiser choices in the countless tasks and decisions we face every day, the Analects of Confucius has the answer.
The author, who has been in charge of human resources for several decades, coaches contemporary workers on their concerns through the timeless teachings of Confucius in his book, “Those Who Work Well Learn from the Analects.”

In particular, the Analects contain many omissions, leaps of thought, and implicit expressions, so there are occasional passages that are difficult to understand without background knowledge. Therefore, books are being published that explain the content in an easy-to-understand way using modern language. This book, too, has been completed as a weapon for survival essential to the present age by the author skillfully mixing the voices of the business world with the Analects of Confucius's time.

The Analects contain many stories about people and the promotion of talented people.
In reality, Confucius was not promoted to a position of authority, was demoted after promotion, and was even slandered and threatened with death.
It is said that when the world did not accept him, instead of blaming people and circumstances, he focused on his own shortcomings and what he could do from his position.
Confucius said to his disciples, “Don’t worry about not having a place to stand, but worry about whether you are worthy of that place.”
From another perspective, if someone else is sitting in the seat I want, then that seat is not mine.
I completely understand wanting to know why someone else was chosen over you, but in the end, it doesn't give you any benefit.
It's not my chance to meet that person at that time.
Opportunity will come again.
It is wise to wait for the next opportunity and prepare yourself.

--- p.88

I think this might have been the most closely observed aspect of Confucius's appearance among his disciples.
When most people hear the word "rigor," they may think of something scary and strict.
However, I think the uprightness that Confucius displayed was not that of a superior who was meticulous, thorough, and gave precise direction when a decision was needed.
In organizational life, there are far more smart subordinates than leaders.
However, the reason leaders exist is to shoulder responsibility with their karma and know-how, to sense crises, and to play the role of a facilitator who helps subordinates who actually carry out the work achieve results.
There are many leaders who just delegate tasks and don't show any interest or guidance.
If something goes wrong later, you blame the person in charge and shift the blame to that person.
At this time, most subordinates said, “I have never learned anything from my superiors.
You will retort, “You didn’t even tell me.”
This could be said to be a case where both parties are headed towards destruction.
You must always carefully watch over and observe your subordinates, and when they are unsure, you must intervene to provide accurate direction and guidance.
I imagine that Confucius must have looked like this in the early morning court.

--- p.103~104

Confucius said to his disciples, “A disciple whom I cannot help is a disciple who asks no questions.”
The meaning of “What should we do?” can be understood as “How should I try?”, “How can I make it work?”, “What are some things that might be there?”, etc.
When starting a project, if you listen to the opinions of many people and think about how to do it well from the beginning, the chances of success are very high.
If you start something rashly and arbitrarily and proceed unilaterally, which later leads to irreversible consequences, the damage will be passed on to others, and you will have to rely on others to resolve the issue.
Confucius pointed out this point.
We've heard countless times that questions are important.
We've all probably had that experience back in our school days where every time the teacher asked, "Are there any questions?" during class, we'd look at each other in embarrassment.
I remember during a major class at university, the professor would lecture for a long time and then ask, “What do you think about this part?”, “Any other opinions?”, “What do you think about the department?”
After graduating from college and going to work, my senior said, “If you have any questions, feel free to ask.”
There are two main questions.
The first is to ask questions about things you really don't know.
The second is to ask questions about what you really know.
There are two things in common.
To clearly judge the situation.
So we have to ask the question:
Thought, judgment, and wisdom are all possible through questions.

--- p.120~121

Things at work may seem right at the time, but wrong from our perspective now.
Conversely, if there were systems and policies that failed then, they may have been wrong then but are correct now.
A day has 24 hours for everyone.
A typical day at work is also given in a similar manner.
Some people keep moving forward, while others stay put.
What's the biggest difference? People who stay in their current positions spend their time on past or missed tasks, rather than on current and future tasks.
Even when they have meetings, people with these characteristics always exceed the meeting time, the topic of the meeting goes off on a tangent, and they end up scheduling another meeting on the same topic.
Ultimately, Confucius's words are about having the wisdom to focus on what is most necessary for the task at hand and move forward, rather than dwelling on or looking back on the past.

--- p.147

What situation in the workplace instinctively makes people feel the most offended? Getting scolded by your boss? A complaint from another department? A customer rushing you? No.
When the other person treats me without courtesy and manners.
I feel the worst when others treat me rudely in their facial expressions, actions, and speech.
And that aftertaste makes me feel uncomfortable until I leave work, or even until I go home after work.
A scolding from your boss, a complaint from another department, or a customer's urging - all problems and solutions can be found in the process and outcome of your work.
You can figure it out, fix it, and work through it.
Because it's work.
And you can also get help from your boss and colleagues.
But when you're feeling bad instinctively, you can't get help from anyone.
Because it's not work, it's emotions.
These days, you can get official help through various channels, such as reporting workplace bullying or abuse of power, but they can't resolve all emotional discomfort.
Because we are not robots, our emotions and thoughts are revealed in our facial expressions, actions, and speech.
It is not easy to maintain composure and cool-headedness in a serious situation.
In particular, even the bosses and colleagues we encounter every day in our work lives are sometimes collaborators but sometimes competitors, and sometimes we are on the same side but then we are on the other side.
I must try to correct myself and not lose my wisdom in various situations.

--- p.178~179