The underlying workplace logic that over 90% of employees don't know—here it is.

Preface:

Fill in the blank to complete the following sentence:

In reality, everyone is a follower, so                                                .

Every summer, wave after wave of young graduates leave campus, charging into the workforce with ambition and enthusiasm. But why do so many of them end up battered, defeated, and disillusioned in no time?

Let's listen to the complaints and frustrations brewing in their hearts:

• "Why does my boss dismiss the proposal I stayed up all night writing as worthless?"

• "My approach is clearly the right one. Why does the boss insist I do it his way?"

• "Why do I always get the grunt work while the good opportunities go to others?"

• "Everyone does it this way, so why am I the only one getting punished?"

• "Our performance is similar, so why did the boss promote him instead of me?"

• "Why can't the boss teach me how to do things with a bit of kindness?"

• "Why does the boss always single me out?"

• "Just because I'm not a smooth talker, am I supposed to be bullied by my boss and colleagues all day?"

• "You told me to do it this way, boss. Why are you backtracking and denying it now?"

• ……

(If you've experienced even one of these situations, give this article a like! There's a special offer at the end, so don't forget to check it out!)

In short, our young people have plenty to feel wronged about! Since they can't enjoy their work or choose how their boss treats them, they look for other ways out—so these disgruntled youths, caught between "working hard" and "moving up," choose "burning incense" instead. Those who believe "my fate is in my own hands" decide to clash with their bosses, quit in a huff, and switch jobs several times a year... So, what exactly is making everyone's work life so miserable? Is it really all the boss's fault?

Lately, I've been devouring books on leadership because I'm planning to create a practical leadership course. However, even after skimming through most of the classic leadership books, I still felt lost. While browsing a reading app, I manually refreshed the recommendations a few times, and a book titled The Art of Being Led (by Zeng Shiqiang) suddenly caught my eye. Like a flash of lightning in a dark, oppressive sky, this title struck a chord deep within me after consuming so much leadership content!

In both the West and the East, managing others and leading teams is a prominent discipline. Almost every prestigious university has a management school, and almost anyone with career ambitions has a few management or leadership books on their shelf. We are constantly taught to seek ways to manage others, lead teams, and become a guiding light for others to follow. But no one ever tells us: Before becoming the light, how do you find your footing within someone else's beam?"A soldier who doesn't aspire to be a general isn't a good soldier," but those who don't know how to be a soldier, or aren't good at it, likely won't become generals either. As this book, The Art of Being Led, states right at the beginning: "In reality, everyone is a follower." So why isn't there more study and literature on "how to be a good follower"?

If the China-bashers and "pseudo-intellectuals" were to see my words, they might, like flies drawn to filth or ghosts revived by a magic pill, immediately retort, "This is just the lingering feudal poison of Chinese people wanting to be above others and become officials..." or "This is thousands of years of inherited feudal cynicism and obscurantism..." But before you attack me, consider this: the concept of "managing up" was actually proposed by Westerners (see note at the end). Isn't that just another form of being managed? There was also a famous Western bestseller called A Message to Garcia (summary in the endnotes), which countless Western companies bought in bulk with company funds and distributed to every employee as required reading!

In every company, from the chairman on down, everyone is managed by someone above them. In government, everyone below the National People's Congress is managed—"In reality, everyone is a follower."The vast majority of young workers start their careers as team members being led, not as leaders. Even if they've diligently studied management and leadership, it seems useless. Yes, you might now realize thatwhat everyone lacks isn't leadership, but "followership"—the ability to smoothly accept direction from others and successfully complete tasks under their guidance. This is a discipline that isn't studied or taught in schools. For young people moving from the sheltered environment of academia into the rough-and-tumble of society and the workplace, learning how to be an employee and how to be led within an organization is a complete unknown. They quickly realize that bosses in the workplace are very different from teachers at school! They have over a decade of experience dealing with teachers, but zero experience dealing with bosses. "Knowledge is power," and without the knowledge of "how to be led," newcomers to the workforce can only endure what they perceive as harsh lessons!

In reality, this so-called "harsh lesson" doesn't necessarily come from your manager or boss; it often stems from your own internal perceptions! Some people eventually figure this out on their own and thrive, navigating the workplace with ease. But many others remain oblivious, unable to find the root cause, and end up wallowing in frustration, disappointment, and so-called "rebellion."

So, it's time to read The Art of Being Led! The author, Mr. Zeng Shiqiang, hailed from Taiwan, China, and was a globally renowned expert in Chinese-style management. His lecture videos were once ubiquitous in airports and bookstores, making him a bona fide celebrity in the Chinese-speaking world. While I don't agree with all of his management philosophies and viewpoints, I've read The Art of Being Led cover to cover. My biggest takeaway is the regret that I didn't read this book before I started my career! Although Mr. Zeng's ideas are deeply rooted in traditional Chinese culture, this book is far from being preachy or condescending, nor is it a cynical guide urging you to be a submissive subject. Instead, it feels like it's written from the perspective of the employee, the follower, offering practical ideas and advice. Just look at the table of contents to see how it addresses the confusion and frustrations of most newcomers to the workforce:

• Chapter 1: Being Led is the Foundation of Leading

• Chapter 2: Be a Prepared Follower

• Chapter 3: Build Harmonious Relationships with Your Leader

• Chapter 4: Understand Your Leader's True Intentions

• Chapter 5: Don't Be a Mindless Order-Taker

• Chapter 6: Achieve the Goals Your Leader Expects

• Chapter 7: Fulfill Your Duties When Given Authority

• Chapter 8: Assist Your Leader in Managing Subordinates

• Chapter 9: Collaborate Effectively with Peers

• Chapter 10: Self-Improvement for the Follower