“I work hard, but why don’t I get results?”

*** A must-read for executives and employees of major domestic companies such as Samsung, LG, SK, and KT&G.
*** A textbook that changed the fate of 300,000 workers over the past 10 years

The secret to outstanding performance that everyone thirsts for, but no one really teaches!

Dr. Ryu Rang-do, who has changed the fate of Korean workers over the past 28 years by working in numerous management fields, has returned with a book titled "Efforts That Earn Recognition," which encapsulates the essence of the "performance-creating" strategy.
Why do some people's efforts lead to success, while others fail to? In this book, the author argues that rather than simply working hard "unconditionally," it's important to know how to properly focus on useful tasks related to your goals and achieve results.
Moreover, in today's business environment, which demands creative innovation strategies, this book presents eight key elements (work, transactions, goals, collaboration, growth, differentiation, perfection, and systems) that can directly generate sustainable performance, providing solutions that enable anyone to improve their capabilities and grow into an irreplaceable core talent for their company.
If you are an office worker who works hard but still feels trapped in a dark tunnel, or if you are a new member of society who wants to grow faster than others, you can get clear and insightful advice on 'work' and 'performance' through the straightforward words of Dr. Ryu Rang-do, a master of 'performance coaching' who contains the rough but vivid voice of the field.

Just as suppliers and consumers in the market trade with each other through products, companies and their members constantly 'transact' through the medium of work results and wages.
When employees deliver performance, competency, and ability, the company rewards them with competitive salaries, vision for the future, desired roles, promotions, and a pleasant work environment.
--- p.23, from “A company is a market that trades performance and salary”

Having consulted for numerous companies and run my own company, I believe that each member should earn at least three times their annual salary.
You need to earn three times your annual salary to cover three things: 'the salary I will receive', 'the profit the company must secure', and 'investment in the future of myself and the company'.
Some people will surely ask, 'Why should I give back three times as much when I can just do what I've been given?'
Let's think about it.
What do we receive in return for our labor at work? Is a salary all we get? No, it's not.
We also receive additional benefits beyond our annual salary.
If I just count the expenses of what I enjoy when I go to work, there's no end to it: personal chair, desk, computer, printer, paper, office, electricity, water, paid vacation, etc.
--- p.30, from “You have to contribute three times the ransom to earn your keep”

Please don't work like you're doing homework.
Let me emphasize again that when a leader asks a task, he doesn't just tell the team everything, he takes all the various factors involved into account.
Of course, depending on the individual's personality, there may be cases where it is bothersome to tell everything, but more than that, it is because I hope that the members will develop their own capabilities and produce creative results.
However, if you fail to understand the leader's intentions, that is, his "wants," you will keep making mistakes, and work efficiency and quality will decline.
All that is left are sighs and worries, not your abilities.
--- p.62, from “Who are the customers you need to satisfy?”

If you want to be delegated authority, you must first verify your performance-generating strategy and attack method.
However, if a leader tries to control rather than delegate authority, it is likely because the leader does not know the field well.
In other words, it is most likely because you did not properly share all of the work with your leader.
Also, if you haven't received proper performance coaching from your leader, that's entirely your problem.
Delegation of authority is not happening because it makes the leader curious and anxious.
--- p.100, from “How to Avoid Differing Dreams with Your Leader”

The process of specifying performance goals is like aiming at a 10-point target.
Whether they are gold medalists or eliminated in the preliminary rounds, when they take up their bow, they aim only for the 'perfect gold'.
Who would be foolish enough to aim for the blue line and expect a 10? Instead of a "will be" mindset, which assumes "I'll achieve my goal if I keep trying," a "must be" mindset is crucial: "I absolutely must conquer this" to achieve your goal.
--- p.131, from “Vague Expectations or Concrete Strategies”

Before starting any work, don't just think about "what to do and how to do it?" Instead, you should first draw up a concrete plan of "what you want to achieve through the work (task, task) and then work on it."
To do that, you must first be able to clearly explain and describe the target (who or what) you are trying to attack.
Nine times out of ten, when you just waste time doing things half-heartedly, it's because you don't have a clear picture in your mind of what it will look like when you've completed the task.
--- p.140, from “Visualize the Results in Advance”

There are often people who, just starting out in society, only choose to do the work that suits their taste and only work during set hours.
I want to become a professional without any cost, even though I have to choose pain to make the work completely my own.
Of course, neither the will to endure pain nor the desire to grow into a professional can be forced by others.
You can't force it.
However, to develop the ability to control the beginning and end of work and take initiative in managing it, one must go through a rigorous evolutionary process.
Through my work as a performance coach, I've seen countless people floating around in the air with only a lot of experience, but no real capacity.
Even if these people are lucky enough to be given a big job later on, they quietly disappear from the organization because they are not trained to work independently.
--- p.247, from “Accumulate a Virtuous Cycle of Effort and Recognition”

If you fail to meet the deadline, additional costs will naturally be incurred.
Sometimes I see people comforting themselves by saying, "It's important to do it right even if it takes a few more days than the deadline." However, no matter how positively I try to view that, it's just a choice of the lesser of two evils to avoid the worst.
Even if you do that, you won't be properly recognized for your achievements.
The result of missing the deadline is like drinking milk that has passed its expiration date and you are not sure if it is 'bad or not', but you are reluctant to drink it because you feel it is a waste of money.

--- p.292, from “No matter how delicious the food is, it has an expiration date”