2025的第一本！非文學作品，比較傾向領導能力的自傳。
作者的熱忱其實還真的是每一位成功業者都會有的推進力。他們會一直推進，一直認同自己做的小事會在日後帶來大的回報。想法多，執行能力也高。在接任領導職位的時候，他也會一直思考一些認為對餐廳有利的程序、規則。
以上這一段是關於他經營的餐廳原本的習慣就是會在客人離開的時候送一小袋甜點。他當然可以認為這是不需要的舉動，也可以去改進這樣的一份餐後小禮物，但是以貶低的方式去否認某件事情其實不可取。人生總是一路試煉，每一個安排、決定都是當下他們認為是最適合的。只是時間遷移，可能當下的宏願已經跟不上現代的腳步。
特別筆記
1. If you try to be all things to all people, it’s proof that you don’t have a point of view—and if you want to make an impact, you need to have a point of view.
Remind me of StoryGraph's development direction.
2. Worked for us at EMP
Author mentioned few times with this sentence, but they are working for EMP/work for their cost of living... not you the person.
3. We don’t want to wait to see what it is.
This mini chapter sounds like a stress giving to new join, mostly the victim would feels like being forced to perform a show that trying to make existing staff happy. To have a much more team bonding attributes, perhaps should arrange another experience colleague to tag team with. 變得霸凌
4. Didn’t see anyone ready to replace me as general manager.
After working for years, there's no one irreplaceable. When it does, that means there are no being trained or giving opportunity to.
5. But all I heard was: You need to work harder. You’re not here and you need to be, so you better figure out a way to shoehorn an
Overthinking.
6. Knowing less is often an opportunity to do more.
Because you would start thinking how to do it instead of following the preset rules… but that doesnt mean you can do it better. Growing from past experience should be doing better
7. In getting to know the guy, my dad turned one of the worst guys in the platoon into one of its strongest assets.
Getting a person to work in their current positoin..is the best leadership action.
Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect
Will Guidara
領導的自傳
領導的自傳
背景
作者是一位餐飲業經營者-商業方面的，不是廚房打手那方面的，大概類似我們上大學的時候就讀「旅館管理」課程的那些同學的未來就業方向。所以這本書基本上還是屬於商業管理知識類型。作者的熱忱其實還真的是每一位成功業者都會有的推進力。他們會一直推進，一直認同自己做的小事會在日後帶來大的回報。想法多，執行能力也高。在接任領導職位的時候，他也會一直思考一些認為對餐廳有利的程序、規則。
來時路漸漸不對路
一開始的幾個章節真的蠻有趣的，他會敘述他的來時路，可是漸漸的作者開始更多的是敘述他所實施的策略，而這些策略的效率都是由他自己的角度拆解敘述。這時候會發現作者其實已經開始自己玩自己爽的感覺。To me, this seemed unnecessary. If we hadn’t wowed them with everything they’d experienced over the course of their meal.
以上這一段是關於他經營的餐廳原本的習慣就是會在客人離開的時候送一小袋甜點。他當然可以認為這是不需要的舉動，也可以去改進這樣的一份餐後小禮物，但是以貶低的方式去否認某件事情其實不可取。人生總是一路試煉，每一個安排、決定都是當下他們認為是最適合的。只是時間遷移，可能當下的宏願已經跟不上現代的腳步。
勇敢的人先享受
其實作者沒有「驚人」的天賦，但是他敢表達自己、敢賣自己的點子、執行能力強。所以故事多了、創舉多了、思緒也多了。人生靠的就是一個機遇，一直努力為的就是當下的自己有能力抓著一剎那的那個機會。這世界是不公平的。特別筆記
1. If you try to be all things to all people, it’s proof that you don’t have a point of view—and if you want to make an impact, you need to have a point of view.
Remind me of StoryGraph's development direction.
2. Worked for us at EMP
Author mentioned few times with this sentence, but they are working for EMP/work for their cost of living... not you the person.
3. We don’t want to wait to see what it is.
This mini chapter sounds like a stress giving to new join, mostly the victim would feels like being forced to perform a show that trying to make existing staff happy. To have a much more team bonding attributes, perhaps should arrange another experience colleague to tag team with. 變得霸凌
4. Didn’t see anyone ready to replace me as general manager.
After working for years, there's no one irreplaceable. When it does, that means there are no being trained or giving opportunity to.
5. But all I heard was: You need to work harder. You’re not here and you need to be, so you better figure out a way to shoehorn an
Overthinking.
6. Knowing less is often an opportunity to do more.
Because you would start thinking how to do it instead of following the preset rules… but that doesnt mean you can do it better. Growing from past experience should be doing better
7. In getting to know the guy, my dad turned one of the worst guys in the platoon into one of its strongest assets.
Getting a person to work in their current positoin..is the best leadership action.
語錄
- You need to be unreasonable to see a world that doesn’t yet exist.
- People will forget what you do; they’ll forget what you said. But they’ll never forget how you made them feel.
- But systems are, by definition, controls—and the more control you take away from the people on the ground, the less creative they can be, and guests can feel that.
- Well, if you want them to be there for you when you need them, then you need to be there for them when they need you.
- Give yourself time to understand the organization before you try to impact it.
- In getting to know the guy, my dad turned one of the worst guys in the platoon into one of its strongest assets.
- A leader’s responsibility is to identify the strengths of the people on their team, no matter how buried those strengths might be.
- Criticize the behavior, not the person. Praise in public; criticize in private. Praise with emotion, criticize without emotion.
- Knowing less is often an opportunity to do more.
- It reminded me of our wise guest’s advice: drink your best bottle not on your best day but on your worst.
- A quick aside: there’s nothing more flattering than a guest walking into the restaurant with luggage. It means they’ve chosen you to be either their first or last meal in New York.