The better you are, the more you will understand humility and tolerance
  A few days ago I watched a lecture by a well-known scholar on the Internet. He talked about a lot of knowledge points and thinking methods. Most of the netizens also rated this program very high.
  But in the barrage of the show, several people have been complaining: "Who doesn't know the reason, and you still need to tell me?" "How come this conclusion, and said that he is a thinking cow!" "It's too bad, but It's better to watch a TV series and waste time. "
  Different opinions are of course possible, but these people can't wait to watch the video, and before they understand the overall logic of the speech, they start to hold on to individual words and criticize them.
  One netizen couldn't stand it anymore and left a message saying: "80% of netizens think the content of the speech is very valuable, but you spend an hour gesticulating. Why don't you listen to it carefully before you come to a conclusion? This is not to others. Respect also makes you frivolous. "
  indeed so. They are not necessarily more clever than the speaker, but they are unwilling to hear what others say, and they are used to negating and refuting unfamiliar cognition.
  There are people outside, and there are mountains outside. We often say that "an open mind makes people progress." Only by sinking our hearts and facing our own deficiencies can we grow by making up for these deficiencies.
  Disrespect for others and unwillingness to accept things outside the scope of cognition will naturally only make you more narrow and lose opportunities for continuous improvement.
  Not long ago, my cousin told me something quite awkward.
  He has been responsible for auditing data reports for many years at a company, often calling himself "eyes of fire". One day, a colleague from the customer department came to communicate and work. My cousin glanced at the company customer maintenance report sent by the other party, and felt that the summary data was not much different from the previous month, so he concluded that they didn't do much work.
  Colleagues told the cousin that although the data growth was not large, the department's workload of maintaining customers was more than usual.
  The cousin immediately came up in anger: "I look at the data and talk, the number of customers has not increased, and you say that the workload is greater, are you kidding me?"
  The other party was also unwilling to show weakness, accusing the cousin of being self-righteous. The two people had an argument, and everyone in the company knew it. After the truth was finally revealed, the cousin consciously lost money and apologized to the colleague during the company's collective meeting.
  It turned out that in order to make customer data more accurate, the customer department visited hundreds of customers one by one, deleted some customers who were no longer engaged in the industry, or had bad credit records, and deeply linked the remaining high-quality customers. The data did not rise, but the quality of the data has improved significantly.
  My cousin said that I always felt better than others and couldn't help pointing others. I didn't expect to not only hurt the self-esteem of others, but also to make myself a "righteous" reputation.
  The quickness of a moment's words will only bring embarrassment to yourself and others. It is the most basic cultivation in interpersonal relationships to not point at others casually.
  I wonder if you have found that most successful people around you are humble and easy to learn, never draw conclusions or blame others casually.
  When I went to work at the previous company, I knew a R & D manager who graduated from a prestigious school and had outstanding business abilities but was extremely humble.
  There is a problem with the project. He will not blame the front-line staff casually, but will work with everyone to find the real cause of the problem and make improvements together.
  He never fears that others will challenge his authority. Every time he formulates a research and development plan, he will organize a brainstorm and listen modestly to the opinions of the experimenters participating in the research and development link and discuss the feasibility of the plan with them.
  The manager said: If I disagree with the experimenter, I will first consider that I am wrong. I ca n’t get started every day and I ca n’t fully understand the project. Whether the plan is good or not, we must respect the opinions of specific operators.
  This kind of fully listened to the plan is often implemented very smoothly. It's no surprise that the projects he leads always get results quickly.
  Respect, respect.
  I've heard of a circle theory, and I think it makes sense: As your knowledge circle grows larger, you'll also realize that your own unknown area outside the circle is also becoming larger.
  If you don't think anyone knows you better, it is precisely because you know too little about your ignorance. Only when you constantly examine yourself, not arrogant, not complacent, can you maximize your awareness.
  The better you are, the more you will understand humility and tolerance.
  Always think about yourself, no matter who is wrong, this is probably the highest wisdom in life.