There are three differences between lack of ability and ability, which are reflected in 'three levels and three things', it's really good to say

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Some people ask what is the difference between those who are capable and those who are incompetent? The state proposes six words for the selection of cadres: "capable and reliable". These six words also apply to the workplace. "Having ability" is a very high requirement, not just referring to "ability", but a comprehensive quality. The difference between capable and incompetent, in the final analysis, is reflected in the three levels of "being able to do things, to do things successfully, and not to get into trouble".

There are three differences between lack of ability and ability, which are reflected in "three levels and three things", it's really good to say

First: the low-level difference is "being able to do things".

Those who have the ability must first have the ability to do things. Incompetent people, the first performance is incompetence. The difference that ordinary people understand often stays at this low level. To be able to do something is to have the ability to do something. This ability is comprehensive. For example, if you are the manager of a department, you have business (technical) capabilities, as well as co-ordination and organization and coordination capabilities, commonly known as the ability to lead a team. For higher-level positions, such as general manager of the company, you also need to have strategic vision and planning and promotion ability. This "thing" does not just refer to a "thing", but a "cause". The department manager makes the business better and stronger, and the general manager develops and grows the company.

There are three differences between lack of ability and ability, which are reflected in "three levels and three things", it's really good to say

Second: the difference between the middle level is "doing things".

There are many people who can do things, but not many people who can do things. For example, you are a department manager, and your business is slowly turning yellow. He worked as a department manager, his business is getting bigger and bigger, he may grow into a business department, he was promoted to general manager of the business department. Many capable people are not necessarily able to do things. For example, a technical backbone, he has technical ability, but he can not form a team, can not lead the team to transform technology into products, and generate economic benefits. For example, if there is a general who has the ability and motivation, but the emotional intelligence is not high, the spirit to overcome difficulties is not enough, and the level of coordinating local relations is not enough, he will not be able to win the land, and no matter how capable he is, he will not be able to do anything.

There are three differences between lack of ability and ability, which are reflected in "three levels and three things", it's really good to say

Third: The high-level difference is "nothing goes wrong".

Have the ability to do things well, but are there still few people who cause trouble in the end? People in low-level positions get things done, but let the boss follow him to wipe his ass. Some of the high-ranking people have planted it themselves, some have led the company into a ditch, and in serious cases, the company can even go bankrupt. Therefore, those who are truly capable must also have the ability to grasp the correct direction, the will to act cautiously and cautiously, and the self-discipline to resist temptation. Otherwise, it is like someone who is tempted to fall into the trap, the market value of the light person plummets, and the company collapses in the serious case. Only "no accident" can make the business bigger and stronger. In ancient and modern times, at home and abroad, there are many capable people who have been planted in the middle of the road. Because of survivorship bias, we just forget about the "good guys". The person who has the last laugh without incident is the real capable person.

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