国际企业管理大师石滋宜：不要怕别人不知道自己
石滋宜，日本东京大学工学博士，蜚声全球的华人企业界管理大师，在国际管理学界享有盛誉，现任全球华人竞争力基金会董事长及全球华人（北京）企业顾问中心董事长。曾在台湾地区辅导逾4000家中小企业成功转型，并推动执行台湾地区的“生产自动化推行计划”“全面提高生产力运动”“全面提升产品质量计划”及“中小企业技术引进服务计划”等重要项目，是将台湾地区推上“亚洲四小龙”之首的功臣之一，被称为台湾“自动化之父”。
孔子的智慧
Do Not Be Afraid You Are Not Known
不要怕别人不知道自己
As mentioned above, I migrated to Canada just at the time of steep unemployment among university graduates and, although I sent out many job application letters, there was no reply. Eventually, based on my technical institute qualifications, I got a job as a QC inspector in a company which made compressor equipment for submarines.
我移民到加拿大之后，正好碰到高学历失业潮的高点，多方寄出应聘信函都没有下文，最后，我以工专的学历，在一家美国海军制造潜水艇用压缩机的设备公司，找到品管员的工作。
When I first started work I was amazed to discover that the defect rate for machine-processed compressor cast housings was as high as 25%, and further that everyone was accustomed to such a high defect rate and did not consider it should not be like that.
我刚去上班时，就对一个现象感到相当不可思议，公司加工的铸件不良率竟然高达25%，而大家却习以为常，一点也不觉得这么高的不良率有什么不对。
But I thought this could be corrected and started to consider how to reduce the defect rate. I discovered that the problem lay in the fixtures.
但我觉得这是不对的。于是我开始思考改善不良率的方法，结果发现，问题就出在夹具的设备上。
I ran excitedly to report this to the engineer. After he heard me out, he asked: “Do you know how long we’ve been using these fixtures?”
我兴奋地跑去向工程师报告，他听完我的建议之后，反问我：“你知不知道这个夹具用了多久？”
I replied: “No, I don’t, because I’ve only been here one week.”
我说：“我不知道，因为我才来一个星期。”
He said proudly: “Let me tell you, these fixtures have been in use since the Second World War and no one has ever questioned them. You’ve only been here one week and say the fixtures have a problem. I don’t know what problem they have. Most importantly, the company can accept the current failure rate.”
他很骄傲地说：“我告诉你，这个夹具从第二次世界大战时就开始使用，之后从来没有人对此提出意见，你才来一星期就说这个夹具有问题，我不知道它有什么问题。最重要的是，现在的不良率是公司可接受的。”
Despite this, I wasn’t discouraged, but raised the matter with the factory manager.
He asked me: “Are you sure you can reduce the defect rate?”
I replied: “Sure!”
He said: “Very well, I’ll discuss it with the chief engineer.”
虽然如此，我并没有气馁，转向厂长报告。
厂长问我：“你确定可以降低不良率吗？”
我说：“我确定！”
厂长说：“好的，我会找总工程师讨论看看。”
The chief engineer told the factory manager: “The fixtures were authorized under contract to the US Navy. They understand our manufacturing process and send people to do spot checks from time to time. If we want to change the engineering process, we should report to them and get their approval. That would be troublesome for them and also for us.”
总工程师给厂长的回答是：“这是和美国海军签订的合约，他们了解我们的制造流程，并会不定期派员来检验。如果我们要改变工程上的程序，需要向他们报备，这不仅给他们制造麻烦，也会为我们带来麻烦。”
After the factory manager informed me that the chief engineer did not agree, I still didn’t give up. If I couldn’t persuade them from a technical aspect, then I had to show them the financial consequences.
厂长告诉我“总工程师不同意”后，我还是不放弃，我想既然从工程技术上无法说服他们，那就从工厂成本利润的角度来谈。
I prepared a chart for the factory manager showing the enormous loss incurred by the company over the last 5 years as a result of the extensive defect rate and how much profit the company could make if the defect rate was reduced.
我制作了一张表格给厂长，显示过去五年因为庞大的不良率，对公司造成多大的损失，而如果不良率降低，甚至是零，又能为公司创造多少利润。
The factory manager was amazed and said: “Well, let’s refer it to the general manager.”
厂长看了之后，非常惊讶地说：“那我们就向总经理报告吧！”
When he saw me, the first thing the general manager asked was: “How much do we need to invest to reduce the defect rate? And how long before we can accomplish it?”
总经理看到我的第一句话就说：“要投资多少钱才能做到？又要多久才能达成？”
I replied: “We don’t need any investment. I can draw up a design of the fixture at home. Once the design is done, all we need is a few plates of steel and a toolmaker and it will take 2 or 3 days to finish.”
我回答：“不用任何投资，我可以在家画设计图，新夹具图只需要几块铁板和一个工具制造工，花两三天即可完成。”
On hearing this, the general manager was very pleased and said: “Excellent. Go ahead.”
总经理听了之后，开心地说：“非常好，那就去做吧！”
The first 250 pieces of compressor cast housings with the new fixture were tested a few days later. The defect rate was zero. Everyone was really surprised. Subsequently I reported to the general manager that our operational procedure and the fixture apparatus should be updated since they had never been changed since the Second World War. Further, as the union was very strong, it would greatly assist the factory as a whole if the profit from increase in productivity could be shared with employees. The general manager fully agreed with this suggestion and authorized me to implement it.
几天之后，第一批250个铸件进行加工，不良率是零，大家都非常惊讶。后来我向总经理报告，我说，因为公司工会很强势，而工厂内还有许多地方有待改善，如果能把提高生产力所获取的利益的一小部分当奖励分配给员工，对整个工厂的改善会有很大的帮助。总经理听完我的提议，很支持地授权我处理。
Shortly after, I made some further suggestions for improvements. The difference was that this time, not only the general manager, but also other colleagues, including union workers, were all very happy to cooperate. The whole company suddenly was full of energy as if it had been born again.
我在很短的时间内，又提出了几项改变。不同的是，这次不管是总经理或其他同事，包括基层工人在内，都很乐意配合改变。整个公司顿时充满了活力，像是重生一样。
In less than 3 months, I was promoted from QC inspector to deputy factory manager. Only then did I mention to the company that I had a Ph.D. in engineering and was actually a professional engineer. In the short period of just 8 months, hundreds of improvements were made in the manufacturing process and, due to these improvements, the company made more than an additional CAD$2 million (at the time, the US$-CAD$ exchange rate was about 1:1.25). I worked in Canada for 10 years and my salary increased by 20 times.
不到三个月的时间，我就从品管员升为副厂长。这时我才向公司提出我的工学博士背景，名实相符地成为工程师。公司也因此在短短八个月内，多赚了两百多万加币（当时美元和加币的汇率大约是1∶1.25）。我在加拿大工作十年，薪水足足增加了二十倍。
Subsequently headhunters contacted me on behalf of several enterprises offering me positions as CEO with very attractive remuneration packages. I turned these down for two reasons: the first was that my boss and colleagues completely trusted me and we all had a wonderful working relationship; the second was that my wife did not want to move house often.
之后，虽有许多企业透过猎头公司邀请我加入他们的公司担任CEO，条件更是出奇得优厚。我没有答应的理由有二：一是我的老板与同事对我非常信任，大家的工作关系非常好；二是我太太不愿意经常搬家。
Confucius said: “Do not be concerned that you do not have a position, but only how to make yourself fit for one. Do not be concerned that you are unknown, but seek to do something to earn a reputation.”
子曰：“不患无位，患所以立。不患莫己知，求为可知也。”（里仁篇，4.14）
Everything I did is proof of what Confucius said.
我所做的事，不就证明孔夫子所说：“不患莫己知，求为可知也。”
Simply put, don’t be afraid that you are not known. If what you do is excellent and of value, as a matter of course you will become known and in demand. As long as you continuously learn and build your moral integrity, you will definitely have plenty of opportunities.
简单地说，就是不要怕别人不知道自己，只要做出卓越出众而有价值的事，大家自然会知道你，并抢着用你。只要不断学习，并内向修炼德行，绝对有许多立足之处。
注：
英文部分摘自石滋宜. 孔子的智慧：迈向全球化领导之路. 北京：外语教学与研究出版社，2017.
中文部分摘自石滋宜. 向孔子学领导：《论语》的36堂领导课. 北京：金城出版社，2014.
拓展阅读
《孔子的智慧——迈向全球化领导之路》
《孔子的智慧——迈向全球化领导之路》由深刻影响了台湾当年现代化进程的石滋宜博士撰写，并由汉语和中国文化的研究者、在亚洲（主要是台湾地区）工作和生活了30余年的何敦博（Paul Hayden）先生翻译成英文。石滋宜博士一生熟读欧美管理学，69岁才开始研读《论语》，并从此开启了人生的新境界。他并没有纯粹地解读经典，而是结合自己丰富的人生经历和生命体验来印证先哲的思想，并将先哲的哲学思想与当代企业管理相结合，认为孔子提出的仁道不仅是为人处世的理念，也是企业管理领导力的核心，更是国家长治久安、永续生存之道。
关于本书
滋宜先生完全内化了孔子的言行与哲理，让我们感受到领导力就是领导者能够践行“仁本主义”，也就是立基于仁——正直的动机、利他的信念、无私的自律等向内修炼的领导力。
——中国国民党荣誉主席连战
石博士在书中阐释了孔子哲理中最根本的精神——利人利己、利天利地、顺天应人，另一方面也已自身的历练、价值和观点来相互印证。
——财团法人孙运璇学术基金会董事长徐立德
在石博士的这本新书里，不谈深奥的古文辞意，却再次展现他的领导力，带读者领悟最实际也最深刻的人生与领导真理！
——统一企业集团前总裁林苍生
石博士的宏文，使我们对《论语》一书有进一步的认识和评价。我们不一定要拿“半部论语”去“治天下”，却必须严肃去“读”及“再读”，甚至“一再阅读”，一定有出乎想象的收获。
——“台湾发展研究院”创办人暨董事长梅可望
石先生这本大作以他丰富的经验作实例，诠释儒家思想的核心价值，包括以德服人而不以力服人，凡事反求诸己、薄责于人，重视根本而不追逐利益，以及节制自我、扩充爱心等，不仅是企业可持续经营之道，也是国家长治久安之道。
——台大校友会文化基金会董事长孙震
我认为本书不仅是台湾地区目前最需要的，也是全球华人最重要的一本重振基本价值的经典，值得推荐。
——万海航运总裁陈清治
读者可从石博士对《论语》仁道与仁本的精辟解说运用，学习以仁兴业、以仁待人的行为思想准则，从改变根本思想做起，习得领导统御之道。
——顶新国际集团董事长魏应行
石博士融合古今显学，带给大家崭新的经营管理智慧与观念，让阅读者受益良多。
——远雄集团董事长赵藤雄
如果您有任何问题想向石先生请教，可以留言给我们，问题一经采用，即可获赠石先生亲笔签名的《孔子的智慧——迈向全球化领导之路》一本哦～
编辑 | 杨益 张楚玥
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