Why do some organizations have those who work hard while others just loaf around, and it’s the latter who give advice to those who work hard?

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This post was last edited by liuquan1100 on 2018-5-18 08:28. Currently, in some organizations, there is a phenomenon of ‘chasing fast cows’ – the more capable a person is, the heavier the tasks assigned to them, which means more responsibilities and sometimes more criticism as well. As for those with average grades and mediocre abilities, who are assigned only unimportant tasks, they choose to stay out of trouble and remain safe. Leaders always assign big and small tasks to “Fast Ox” to handle, putting an overwhelming burden on him. When you question certain tasks that are not part of your responsibilities or those that do not fall within your department’s scope, and ask your supervisor to refrain from taking on such tasks or to have someone else handle them, the supervisor replies, \"A person who can become a pillar of the organization must first be willing to endure hardships, second, be able to tolerate frustration, third, not care about personal gains or losses, and fourth, maintain the right attitude.\" ； One should take on more responsibilities and do more work; when you handle things, I can rest assured…” A leader really knows how to speak. In practical work, the phenomenon of \"chasing fast cows\" is common. For example, capable individuals, while fulfilling their assigned responsibilities, are often assigned to more difficult and demanding tasks as a way to gain experience” ； Those who are good at writing, no matter how many tasks they handle, always have various types of materials such as research reports, summary presentations, status reports, discussion meetings, accounts of outstanding achievements, and speeches by leaders that need to be \"carefully prepared\"” ； When it comes to various urgent, difficult, and critical tasks, the leaders always think of the brave first; they are then entrusted with important responsibilities, forced to put aside their current work, and rush to the front line to handle the emergencies” ； Those who are hardworking – every time they need to exert effort or go running about to do tasks – no matter how many tasks there are at hand, even if they are carrying a bowl of food, the organization will ask them to put it down, slow down, and hurry up to assist, to exert effort, to \"take responsibility\" and so on. Every day, one is busy going from home to the monastery and back; taking a nap is a luxury, and there are always endless tasks to complete. This approach of \"chasing down the fast cows\" seems to involve making use of those who are capable and strengthening the strong, but in reality it is not entirely scientific and has certain drawbacks: one of them is that it demotivates the \"fast cows\". “The energy and capacity of a “fast ox” are also limited; if one keeps urging it on, or even imposes more penalties the more it works, over time it is inevitable that the “fast ox” will lose its edge ； Second, it has allowed the complacent inertia of a ‘slow bull market’ to persist. “\"When the sky falls, there are those who can hold it up.\" Under this mindset, those who follow a \"slow bull market\" strategy avoid problems and flee from difficulties; over time, this leads to inertia ； Third, it is not conducive to improving overall combat effectiveness. Some unit leaders prefer to push hard on the \"fast cows\" because they find it troublesome to work with the \"slow cows\"; this not only leads to an unreasonable imbalance between busy and idle periods but also hinders the development of good working habits and the improvement of skills among the \"slow cows\". Originally, the organizational structure departments create different positions within a unit, and the personnel departments assign varying numbers of officials to such units, in order to bring together everyone’s wisdom and efforts so that decisions can be made in a more **effective, scientific, and rational manner. This approach aims to motivate all officials to work together with one goal in mind, united as one team, in order to promote the healthy and rapid development of various initiatives. If a unit leader relies solely on one or two colleagues who are capable, efficient, and hardworking, pushing them to handle every detail with urgency, it is certainly not a wise approach. After all, \"a single thread cannot form a rope, and a single tree cannot make a forest,\" and the \"edifice\" of the Party and the people’s cause cannot be supported by just one or two \"heroes\" on their own. At the same time, it inadvertently creates a poor situation in which the unit’s leaders foster an environment where those who work hard do so, while those who are lazy give advice to those who are working hard, putting the leaders themselves in an awkward position of doing good intentions but resulting in bad outcomes – which is certainly not beneficial for the long-term development of the unit. “Talents are shaped through cultivation; one should not set expectations too high and assume there are no suitable people available. ”As a leader, one must be adept at maintaining the enthusiasm of those who progress quickly, as well as at motivating those who progress more slowly. It is necessary to conduct more ideological work with these latter ones, by showing them the way and assigning them responsibilities, so that they can start moving forward and catch up with those who progress quickly. At the same time, it is necessary to strengthen evaluation systems, reward those who are diligent and punish those who are lazy, linking salary payments to work performance so that those who are more capable can earn more, thereby creating a dynamic situation in which everyone contributes their best effort.