EC

This chapter mainly tells that after the author has been the second-in-command under Michael for nearly five years after Michael was removed from the board of directors, the author successfully became the only internal candidate and became the CEO of Disney. The author's summary of this chapter is the truth. In the position of second-in-command, I was constantly learning, constantly enduring hardships and gains, and finally sat in a position where he had the power to play. What I am interested in in this chapter is the details the author learned from Michael. Michael believes that the tone set by the leader has a huge impact on the people around him, and no one wants to be a believer of pessimists. I think that leaders are objective and upward, can better unite the team, and can inspire the team's initiative to do things. During the operation phase of a project, there will be many major and minor problems. Some are caused by the unprofessionalism of the owner, some are caused by the carelessness of their own personnel, and some are caused by the local people in the work area deliberately looking for faults. In all these cases, if the leader does not have a positive and objective attitude, and the entire project team does not have an optimistic team atmosphere, the team members will be psychologically filled with a feeling of loss, pessimism, boredom, and mutual complaining, which will directly lead to work. The efficiency drops, the connection, and decoupling of various work links, the slowdown or even stagnation of work progress, which in turn leads to a more negative team atmosphere, forming a vicious circle. On the contrary, if the team leader is positive, optimistic, and cheerful, the entire team can look at the problems that arise more rationally, and can mobilize their own experience and ability to solve the problems. What follows is the progress of the work as scheduled or even in advance. , Which in turn will positively promote the team and form a virtuous circle.