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2021

  • 3 min read

Leadership Styles

What prompted you to leave your job? One of the most common reasons for resigning is dissatisfaction with one's supervisor. This led me to become interested in the study of leadership.

Many years ago, I was thrilled to start my role as a junior software engineer at an international IT consulting firm. My team's director was Mr. Lau. He had an impressive resume, boasting years of professional experience and an EMBA degree. I was eager to join a team led by someone who seemed so capable and kind.

Here's what happened on my first day at work: "Hello, my name is Victor; today is my first day here," I said upon meeting my colleagues. "Welcome aboard, Victor, and good luck in your new role," my colleague replied, albeit with a strange smile. "You should know, three managers recently resigned before you came on board. Everyone here is wary of Mr. Lau. You might want to tread carefully." This warning immediately put me on edge.

In my leadership studies, I've learned that there are six different types of leadership styles. I covered these in an earlier chapter, drawing from a book by Daniel Goleman, a well-known behavioral science journalist. The six styles are:

  1. Coercive
  2. Authoritative
  3. Affiliative
  4. Democratic
  5. Pacesetting
  6. Coaching

Mr. Lau's management style was a blend of the first two: coercive and authoritative.

One day, while I was quietly doing my work, I heard someone shouting from the pantry. It was Mr. Lau. "WHY ARE YOU SO STUPID?" he yelled, berating my colleague Johnny. "The client had to postpone the project because of your utterly incorrect proposal!" A litany of expletives followed, which was both unprofessional and disrespectful.

Mr. Lau exemplified the first type of leadership: coercive leaders who demand immediate compliance. While this top-down approach can be effective in some situations, it was largely ineffective here. Whenever Mr. Lau was angry, issues did get resolved swiftly—mainly because everyone was too afraid not to act.

He also fit into the second type: authoritative leaders who guide their team members. While this style is generally effective as it provides a clear direction, it backfired here because the team viewed Mr. Lau as arrogant.

Many team members ended up resigning due to his leadership methods. Despite raising concerns to senior management, nothing changed. It turned out that Mr. Lau's supervisor was equally abrasive and treated him the same way.

Fortunately, the company's CEO intervened and replaced Mr. Lau with Mr. So, who led in an affiliative and democratic fashion. Affiliative leaders focus on building emotional bonds and harmony. This positively impacted team communication. Mr. So consistently provided positive feedback to his employees.

As for his democratic leadership style, he sought to build consensus through collaboration. He instilled a sense of trust, respect, and commitment in the team, and was always willing to listen to our concerns. The shift in leadership styles brought about a much happier work environment.

In addition to my day job, I have encountered leaders who fall under other styles, such as pacesetters who demand high performance and autonomy. I've also met coaching leaders, who focus on the long-term development of their team members by helping them align their strengths with personal and professional goals.

In summary, the six leadership styles I have identified through my research are Coercive, Authoritative, Affiliative, Democratic, Pacesetting, and Coaching. My study of these styles facilitated my promotion from a junior software engineer to an engineering manager. I hope that you all can grow as leaders so that no one has to lose their job because of poor management.

  • in podcast
  • 3 min read

Leadership Styles

Hello and welcome back to Continuous Improvement, the podcast where we explore strategies for personal and professional growth. I'm your host, Victor. In today's episode, we're diving into the fascinating world of leadership styles. Have you ever experienced a toxic work environment due to poor management? Well, you're not alone. Today, I want to share my personal journey and how it led me to study different leadership styles.

Picture this: It's my first day at a prestigious IT consulting firm. Excitement fills the air as I meet my colleagues and get ready to embark on a new chapter in my career. Little did I know that things were about to take a turn for the worse.

On that very first day, a colleague pulled me aside and warned me about our team's director, Mr. Lau. They mentioned that several managers had recently resigned, and everybody seemed wary of him. This immediately raised red flags, but I was determined to give it a fair chance.

As I delved deeper into the study of leadership during this tumultuous time, I discovered Daniel Goleman's six leadership styles. These styles acted as a compass, helping me navigate through the stormy waters of my workplace.

Let's break them down, shall we?

First, we have the coercive leader. This type demands immediate compliance, often employing a top-down approach. Unfortunately, Mr. Lau embodied this style. He would shout and belittle team members, creating an environment of fear and anxiety.

Next, there's the authoritative leader. Unlike the coercive style, authoritative leaders inspire and guide their team with a clear vision. Although Mr. Lau showcased glimpses of authority, his coercive tendencies overshadowed any positive impact.

Could it get any worse, you may wonder? Well, it did.

One day, while diligently working, I witnessed Mr. Lau berating a colleague in the pantry. The shouting was deafening, and the insults were both unprofessional and hurtful. It was clear that this leadership style was driving talented team members out the door. And despite our concerns being raised with senior management, nothing changed.

But as the saying goes, every dark cloud has a silver lining. In this case, it came in the form of a new director, Mr. So. He represented the affiliative and democratic styles of leadership.

Affiliative leaders focus on building emotional bonds and harmony. By doing so, they create a positive work atmosphere that fosters open communication. Mr. So was a breath of fresh air, consistently providing positive feedback and instilling a sense of trust and commitment in the team.

On the other hand, democratic leaders seek consensus through collaboration. Mr. So actively listened to our concerns, involving us in decision-making processes. This shift in leadership style brought about a much-needed change, transforming the work environment into one where people felt empowered and valued.

Throughout my career, I've encountered leaders who fall under different styles. From pacesetters who demand high performance and autonomy to coaching leaders who focus on long-term development, each approach has its unique strengths and weaknesses.

The lessons I learned from my experiences and studies eventually propelled me to a promotion as an engineering manager. But more importantly, it sparked a drive within me to help others grow as leaders.

In conclusion, the six leadership styles we've explored today are coercive, authoritative, affiliative, democratic, pacesetting, and coaching. By familiarizing ourselves with these styles, we can create work environments that prioritize healthy leadership and continuous improvement.

Remember, a toxic work culture can often be traced back to poor management. Let's strive to be leaders who positively impact our teams and ensure that no one loses their job due to ineffective leadership.

Thank you for tuning in to Continuous Improvement. I'm Victor, your host, reminding you to embrace change, seek growth, and never stop improving.

  • in zh
  • 1 min read

領導風格

是什麼驅使你離開你的工作？辭職最常見的理由之一是對上司的不滿。這引起了我對領導研究的興趣。

許多年前，我興奮地開始在一家國際 IT 諮詢公司擔任初級軟件工程師的職務。我的團隊主管是劉先生。他有一份令人印象深刻的履歷，擁有多年的專業經驗和 EMBA 學位。我渴望加入由這麼能幹和善良的人領導的團隊。

這是我上班的第一天的情況："你好，我的名字叫Victor，今天是我在這裡的第一天，"我在見到同事時說。"歡迎你上船，Victor，並祝你在新的角色中好運，"我的同事回答，盡管他的笑有些奇怪。"你應該知道，在你加入之前，有三個經理剛剛辭職。這裡的每個人都對劉先生保持警惕。你可能需要小心謹慎一點。"這個警告立即讓我緊張起來。

在我的領導研究中，我了解到有六種不同的領導風格。我在之前的一章中講述了這些風格，引用了知名行為科學記者 Daniel Goleman 的一本書。這六種風格是：

  1. 強迫
  2. 權威
  3. 領導關係
  4. 民主
  5. 領頭羊
  6. 教練

劉先生的管理風格是前兩種的混合體：強迫和權威。

有一天，當我安靜地做著我的工作時，我聽到有人從茶水間大吼。那是劉先生。"你怎麼可以這麼笨？"他大罵我同事 Johnny。"因為你完全錯誤的提案，客戶不得不把計劃延後！"一連串的謾罵接踵而來，這既不專業又不尊重。

劉先生體現了第一種領導風格：強迫型領導者，他們要求立即服從。雖然這種自上而下的方法在某些情況下可能是有效的，但在這裡大多數情況下是無效的。每當劉先生生氣的時候，問題確實會迅速得到解決，主要是因為每個人都太怕他了。

他也符合第二種類型：權威型領導者，他們引導他們的團隊成員。雖然這種風格通常是有效的，因為它提供了清晰的指導方向，但在這裡反而讓團隊認為劉先生傲慢無禮。

許多團隊成員最終因為他的領導方法而辭職。儘管對高層管理提出了問題，但仍然沒有任何改變。結果證明，劉先生的上司同樣刻薄，對待他的方式也是一樣。

幸運的是，公司的 CEO 介入，以苏先生取代了劉先生，他用的是親和民主風格的領導方法。親和型領導者專注於建立情感連結和和諧。這對團隊溝通產生了積極的影響。蘇先生始終給予員工積極的反饋。

對於他的民主領導風格，他努力通過協作來建立共識。他在團隊中建立了信任、尊重和承諾的感覺，並且總是願意聆聽我們的疑慮。領導風格的轉變帶來了一個更快樂的工作環境。

除了我每天的工作，我還遇到了其他風格的領導者，如要求高性能和自主性的領頭羊風格的領導者。我也遇到了教練型的領導者，他們專注於藉助隊員根據自身優勢和個人專業目標定位，實現長期發展。

總之，我通過研究確定了六種領導風格：強迫型、權威型、親和型、民主型、領頭羊風格和教練型。對這些風格的研究促使我從初級軟件工程師晉升為工程經理。我希望你們都可以成長為領導者，這樣就不會因為管理不善而失去工作。

  • 3 min read

Take Charge and Lead

I am now a manager, responsible for directing a small team. To perform well in our roles, we need a blend of talents, including technical knowledge, emotional intelligence, and negotiation skills. Both within my organization and among clients, we interact with employees from diverse cultures and time zones. Striking a balance between work and relationships is critical.

I've experienced impostor syndrome, especially when I consider the many talented individuals on my team. However, I recognize the value of a growth mindset and understand that improvement is possible. The strength of our team lies in our collective ability to enhance our skills over time.

For instance, public speaking terrifies me. When speaking before a large audience, articulating my concerns becomes even more challenging. After consulting a colleague, I found that I am not alone; many share my apprehension despite our culture of open feedback.

Though giving feedback can be difficult, I have started practicing and learning how to do it effectively. This effort requires both willpower and skill, but it's vital for the team and me to communicate effectively to improve our work quality.

To facilitate this, I might use the Situation, Behavior, and Impact (SBI) framework to offer constructive feedback. Instead of accusing or personally attacking team members, we should build trust and make space for problem-solving.

One significant managerial challenge is that we cannot change people who are unwilling to change. Our approach, instead, is to listen carefully and understand their feelings. We employ leading questions to encourage different perspectives and offer personal anecdotes as examples. As a result, we become better managers with a more positive impact.

Coaching and support can motivate the team to overcome problems and barriers, thereby improving management. By offering mutual support and timely feedback, we can create a synergistic culture. This involves a balance between motivational and developmental feedback, allowing us to identify each team member's strengths and weaknesses.

Coaching is about maximizing performance by unlocking potential. It involves helping people learn rather than directly instructing them. Through empathetic listening and open questions, we can support our team members' long-term growth.

I find the GROW framework useful for coaching. It stands for:

  • Goal: What you want to achieve
  • Reality: The current situation
  • Action: Steps to take
  • Options: Available alternatives

For example, I have a coach helping me improve my public speaking skills by setting objective, quantifiable goals. As managers, we often have to make difficult decisions affecting both the company and its people. We must consider various perspectives and continually test our understanding of others' issues.

Our decision-making framework is as follows:

  • What: What are you trying to achieve? Are the goals clear to everyone?
  • Why: Why is this important to everyone involved?
  • Who: Who makes the decisions?
  • When: When will the decision be made?
  • How: How is the decision reached? For instance, is it by consensus?

All leaders face additional decision-making obstacles, like unconscious biases and emotional triggers. However, such biases can adversely affect the quality of our decisions. To mitigate these biases, we need to be aware of them.

It's also vital to recognize emotional states that may lead to stress reactions, such as defensiveness or posturing. Viewing ourselves as team players can help mitigate these challenges.

To further refine our managerial skills, we can use the RACI framework, which defines who is Responsible, Accountable, Consulted, and Informed. This helps articulate the decision-making process early on and provides a structure that balances the need for quick action with the need for team buy-in.

In summary, a good manager is an effective coach who empowers their team, avoids micromanagement, and fosters a positive team culture. Poor management can be demotivating and damaging, especially since employees are often a company's most valuable asset.

As a manager, it's essential to avoid negative behaviors and instead adopt a positive mindset for self-improvement. This benefits not just me but also my team and the broader organization. After all, we spend most of our lives working, so fostering a positive work environment is crucial.

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  • 3 min read

Take Charge and Lead

Hello and welcome to Continuous Improvement, the podcast where we explore ways to enhance our skills and become better managers and leaders. I'm your host, Victor, and today we'll be diving into the exciting world of self-improvement and effective management techniques.

As many of you may already know, I recently took on the role of manager, responsible for directing a small team. It's been quite the journey, filled with challenges and opportunities for growth. And in today's episode, I want to share some insights and strategies that have proven helpful along the way.

One of the first things I realized was the importance of having a growth mindset amidst the occasional bout of impostor syndrome. Acknowledging that improvement is possible and seeking opportunities to enhance our skills is key. We must remember that the strength of our team lies in our collective ability to grow and develop over time.

Let's talk about one of the common challenges we face as managers - public speaking. It can be a daunting task, especially when addressing a large audience. But rest assured, you're not alone. Many of us share this fear despite being leaders in our respective fields.

To tackle this hurdle, I sought guidance from a colleague and discovered the power of practicing and effective feedback. Giving feedback can be difficult, but it's vital for both the team and ourselves to communicate effectively and improve the quality of our work.

One framework that has helped me provide constructive feedback is the Situation, Behavior, and Impact (SBI) model. Instead of pointing fingers or attacking team members personally, we should build trust and create space for collaboration and problem-solving.

Another challenge we face as managers is dealing with individuals who are resistant to change. In such cases, our approach should be grounded in empathy and understanding. Through active listening, asking leading questions, and sharing personal anecdotes, we can create a more positive impact.

Coaching and support are essential in motivating our teams to overcome barriers and reach their true potential. By offering both motivational and developmental feedback, we can identify each team member's strengths and weaknesses, fostering a synergistic culture.

The GROW framework is a highly effective coaching tool that stands for Goal, Reality, Options, and Action. Setting clear goals, understanding the current reality, exploring available alternatives, and implementing action steps will help us maximize performance and unlock our team's potential.

Decision-making is another aspect of management that requires careful consideration. We often find ourselves at crossroads, balancing the needs of the company and its people. Utilizing frameworks like the What, Why, Who, When, and How approach can help us navigate these difficult choices.

Unconscious biases and emotional triggers can often cloud our judgment when making decisions. Being aware of these biases and recognizing our emotional states is crucial. Viewing ourselves as team players and considering diverse perspectives can help us mitigate these challenges.

To further enhance our managerial skills, the RACI framework comes into play. By defining who is Responsible, Accountable, Consulted, and Informed, we establish a structure that ensures a balance between quick action and team buy-in.

In summary, being a good manager means being an effective coach who empowers their team while fostering a positive work environment. Embracing a growth mindset and avoiding negative behaviors are key to helping us improve ourselves, our team, and the broader organization.

And that's a wrap for today's episode of Continuous Improvement. I hope you found these insights and strategies valuable as you navigate the exciting world of management. Remember, we're all on a journey of growth, and together, we can create a positive work environment that inspires greatness.

Thank you for tuning in. If you have any questions or topics you'd like me to explore in future episodes, please feel free to reach out. Until next time, keep striving for continuous improvement.

  • in zh
  • 1 min read

掌握主導並領導

我現在是一個主管，負責指導一個小團隊。為了在我們的角色中表現良好，我們需要各種才能，包括技術知識、情感智能和談判技巧。無論在我們的組織內還是在與客戶的交往中，我們都與來自多元文化和時區的員工進行互動。在工作和人際關係之間取得平衡至關重要。

我有過冒名頂替者症候群的經歷，尤其是當我考慮到團隊中的眾多優秀個體時。然而，我認識到成長心態的價值，並理解改善是可能的。我們團隊的優勢在於我們集體提升技能的能力。

例如，公開演講讓我感到恐慌。當在大眾面前講話時，表述我的憂慮變得更加困難。諮詢了一位同事後，我發現我並不孤單；儘管我們擁有開放反饋的文化，許多人仍與我有相同的疑慮。

儘管提供反饋可能難以應對，但我已經開始練習並學習如何有效地進行。這需要意志力和技巧，但對於我和團隊來說，有效的溝通對於提高我們的工作質量至關重要。

為了促進這一點，我可能會使用情況、行為和影響(SBI)框架提供建設性反饋。我們應該建立信任並為解決問題留出空間，而不是指責或對團隊成員進行人身攻擊。

一個重要的管理挑戰是，我們不能改變那些不願意改變的人。我們的方法是細心傾聽並理解他們的感受。我們使用引導性問題來鼓勵不同的觀點並提供個人經驗作為例子。因此，我們能夠成為更好的管理者，並產生更積極的影響。

通過提供教練式的指導和支援，可以激勵團隊克服問題和阻礙，從而改善管理。通過提供相互支援和及時反饋，我們可以創建一種協同的文化。這涉及激勵和發展反饋之間的平衡，使我們能夠識別每個團隊成員的優點和缺點。

教練是通過解鎖潛力來最大化表現。這涉及幫助人們學習，而不是直接指導他們。通過富有同情心的聆聽和開放的問題，我們可以支援團隊成員的長期增長。

我發現GROW框架對於教練很有用。它代表了：

  • 目標：你想要實現什麼
  • 現實：目前的情況
  • 行動：需要採取的步驟
  • 選擇：可用的替代方案

例如，我有一位教練幫助我改善公開演講技巧，通過設定具體、可量化的目標。作為管理者，我們經常需要做出影響公司和其人員的難題決定。我們必須考慮各種觀點並持續測試我們對他人問題的理解。

我們的決策制定框架如下：

  • 什麼：你想實現什麼？目標是否對所有人清晰？
  • 為什麼：這對參與的每個人來說為什麼重要？
  • 誰：誰來做決策？
  • 何時：何時做出決定？
  • 如何：如何達成決定？例如，是通過共識嗎？

所有領導者都面臨額外的決策障礙，比如無意識偏見和情緒觸發。然而，這些偏見可能會對我們的決策質量產生負面影響。為了減輕這些偏見，我們需要意識到它們。

識別可能導致壓力反應的情緒狀態也至關重要，如防衛性或擺姿勢。將我們自己視為團隊成員可以幫助我們緩解這些挑戰。

為了進一步提升我們的管理技能，我們可以使用RACI框架，它定義了誰是負責人、誰是單位負責人、誰是需諮詢者，和誰是需告知者。這有助於在早期表述決策過程，並提供一種結構，平衡了快速行動和團隊購買的需求。

總的來說，一個好的經理是一個能夠賦權他們的團隊、避免微管理，並培養積極的團隊文化的有效教練。糟糕的管理可以讓人失去動力並產生損害，尤其是當員工通常是公司最寶貴的資產時。

作為一個經理，避免負面行為並採取積極的自我提升心態是至關重要的。這不僅對我有益，對我的團隊和整個組織也有益。畢竟，我們大部分的時間都在工作，所以培養一個積極的工作環境是重要的。

  • 3 min read

On Sympathizing with Others' Feelings

Dear Hong Kong friends,

Your anguish is palpable. My heart bled seeing the blood flow from your wounds inflicted by brutal beatings. I empathize with your actions and understand the feelings and suffering of others. We used to enjoy freedom of speech, expressing diverse viewpoints through media, but now we live in the darkest era of Hong Kong's history due to sweeping restrictions.

The government recently shut down Apple Daily because it could not tolerate differing viewpoints. Key opinion leaders who disagree with the government are increasingly silencing themselves, feeling powerless. Their analyses and proposals prove ineffective as the situation worsens daily.

Most concerning is the paralyzing fear we experience because anyone could face legal consequences under the national security law. The burden of proof is minimal; police only need to demonstrate that you intend to jeopardize national security. With the law on their side, they can incarcerate you without trial. Exercise caution, as authorities may scan your WhatsApp and other social media to find reasons to escalate charges.

Do we desire a Hong Kong under dictatorship, without an opposition presence in the Legislative Council? The authorities aim to instill fear, suppressing your opinions. Yet, do you know what truly terrifies dictators? Your dissent. Your ideas, public speeches, and even the color of your T-shirt—preferably black—terrify them.

Your ideas have more potential to influence the world than any weapon. While I may lack the physical means to fight, we must stand against this emergent police state to protect our principles. We feel terror in the face of dictatorship but find solace in fellow Hong Kongers willing to endure imprisonment.

We sympathize with imprisoned Hong Kongers, yet there are no easy or quick solutions to our problems. Articles and speeches can offer temporary relief and spur collective awakening.

Information and enlightenment come from many sources, including books and YouTube videos. We should assess our situation from a global and historical perspective, fully understanding the unchanging nature of the Communist Party. Its desire for power, bad decisions leading to famine, and dismantling of cultural and moral systems remain constant despite political spin.

Reading is not just an intellectual exercise; it provides therapeutic value. The lessons of history and the teachings of philosophers help us navigate uncertain futures and looming political turmoil.

Hong Kong's survival hinges on the free exchange of ideas. Our reactions to news and government policies that contradict our beliefs underline the critical importance of freedom of expression. Though the dictator can silence us, he cannot change our minds. Our core values of democracy, freedom, and justice remain inviolable. The more he suppresses, the more we resist.

Compassion requires no degree, and ethical choices need not be supported by extensive reading. We must question the morality of events like police violence against protesters and collaborations with gangsters.

Your words, however small, can influence others. They resonate with human empathy, urging people to listen, understand, and act. Never underestimate the power of words; they are our last line of defense.

We have a duty to document our thoughts and experiences, offering future generations a chance to understand the misdeeds of tyrants. Your well-structured articles, filled with clear messages and motivational tones, can empower those who feel powerless. Words are not just a means of gaining knowledge; they help us understand the currents shaping our society.

Even as many writers face threats under national security laws, your ideas can ignite the spark that encourages others to overcome fear. Words are our last line of defense in this struggle.

  • in podcast
  • 2 min read

On Sympathizing with Others' Feelings

Hello, and welcome to Continuous Improvement, the podcast where we delve into personal development, social issues, and global events, all with the aim of inspiring positive change. I'm your host, Victor, and today we have an important topic to discuss—the ongoing situation in Hong Kong.

Dear Hong Kong friends, your anguish is palpable, and your fight for freedom has not gone unnoticed. Today, we will reflect on the recent blog post that resonated deeply with many of us, shedding light on the challenges faced by Hong Kongers.

The blog post highlights the struggles you endure, the limitations on free speech, and the repercussions of the national security law. It speaks to the paralyzing fear that anyone could face legal consequences for simply expressing their thoughts.

But amidst the darkness, there is a glimmer of hope. The power of words, ideas, and solidarity can never be underestimated. As the blog post reminds us, your dissent terrifies those in power. Your ideas have the potential to influence the world.

While physical means may be limited, the strength lies in standing against the emergent police state, protecting the core values of democracy, freedom, and justice that remain inviolable.

It's important to remember that knowledge and enlightenment can come from various sources. Books, videos, and historical perspectives provide us with a deeper understanding of the broader context in which these events unfold. Reading is not just an intellectual exercise—it offers therapeutic value, helping us navigate uncertain futures and political turmoil.

Our words carry immense power. They resonate with human empathy, urging people to listen, understand, and act. Even in the face of suppression, our voices have the ability to kindle the flame of resistance.

Compassion and ethical choices need not be supported by extensive reading. We must question the morality of events and collaborations that contradict our beliefs. Expressing our thoughts, documenting our experiences, and offering future generations a chance to understand the misdeeds of tyrants become crucial in this struggle.

Hong Kong's survival hinges on the free exchange of ideas. And although the current circumstances may pose challenges, our reactions underline the critical importance of freedom of expression. Words may be our last line of defense, but they hold immense power to inspire change.

As we conclude this episode of Continuous Improvement, let us remember that through our collective efforts, through our words, we can make a difference. Never underestimate the power of your thoughts, your ideas, and your voices.

And to our Hong Kong friends, know that you are not alone. The world stands with you, supporting your fight for freedom and justice.

Thank you for joining me today on Continuous Improvement. Remember, change begins with us, and together, we can create a better world. Until next time.

  • in zh
  • 1 min read

對他人情感的同情

親愛的香港朋友，

你們的痛苦是切身可感的。看到你們因為殘酷的毆打而流出的血，我的心都有些痛。我理解你們的行動，明白他人的感受和痛苦。我們曾經享有言論自由，能夠透過媒體表達各種觀點，但現在我們生活在香港歷史上最黑暗的時代，全因言論受限。

政府最近封關了蘋果日報，因為他們無法容忍不同的觀點。與政府意見不合的意見領袖們越來越感到無力，自我審查。他們的分析和建議在情況每日惡化下顯得無力。

最令人擔憂的是，我們因為任何人都可能在國家安全法下面臨法律後果而感到恐慌。證據的負擔非常小；警方只需要證明你有危害國家安全的意圖。有了法律作為他們的武器，他們可以你在未經審訊的情況下收押你。請謹慎行事，當局可能會掃描你的WhatsApp和其他社交媒體，以找到加重罪名的理由。

我們是否希望一個沒有立法會反對派存在的專制香港呢？當局的目的是灌輸恐懼，壓制你們的意見。然而，你知道什麼真正嚇到專制者嗎？你的反對。你的想法，公開演說，甚至你T恤的顏色——最好是黑色——都會讓他們感到害怕。

你的想法比任何武器更有可能影響世界。雖然我可能缺乏實力去戰鬥，但我們必須站出來反對正在出現的警察國家，來保護我們的原則。我們在專制面前感到恐懼，但在願意承受監禁的香港同胞中找到慰藉。

我們同情被囚禁的香港人，但我們的問題沒有簡單或快速的解決方法。文章和演講可以提供臨時的舒緩並激發集體覺醒。

信息和啟蒙來源眾多，包括書籍和YouTube視頻。我們應該從全球和歷史的角度來評估我們的處境，充分理解共產黨的本質。儘管有政治操作，他們對權力的渴求、誤導人民導致飢荒的錯誤決策以及瓦解文化和道德體系的手段始終不變。

閱讀不只是一種知識活動，它具有治療價值。歷史的教訓和哲學家的教導幫助我們應對不明朗的未來和愈演愈烈的政治動盪。

香港的生存取決於思想的自由交換。我們對新聞和政策的反應，表現出言論自由的重要性。獨裁者可以使我們保持沉默，但他不能改變我們的想法。我們的核心價值觀——民主、自由和公正——始終不能被侵犯。他越壓，我們越反。

同情不需要學位，道德選擇無需大量閱讀的支持。我們必須質疑警察對示威者的暴力行為以及與黑幫的合作的道德底線。

你的話，無論多麼細微，都能影響他人。他們可以引發他人的同情，促使他們傾聽、理解和行動。別低估這文字的力量；他們是我們的最後防線。

我們有責任記錄我們的思想和經歷，為未來的一代提供一個了解暴君罪行的機會。你那結構優良的文章，充滿明確的訊息和激勵的語調，可以給那些感到無力的人帶來力量。文字不僅是獲取知識的手段，它們還幫助我們理解塑造社會的潮流。

即使許多作家在國家安全法下面臨威脅，你的想法可以點燃勇於克服恐懼的火花。文字是我們在這場鬥爭中的最後防線。

  • 3 min read

Live in the Moment

Last month, I was planning my speech for a public speaking conference. The process was stressful, and sleep eluded me as I agonized over what could go wrong during my presentation.

To alleviate my anxiety, I needed to focus on the present moment. Worrying about things that might never happen was a waste of both time and energy. While preparation for tomorrow is important, the best way to prepare is to be fully engaged in today's tasks. That is the only way to effectively plan for the future.

In prayer, we ask only for "today's bread," without dwelling on yesterday's stale loaf or tomorrow's uncertainties. The idea is to live for today—you can only consume what is available to you now.

Preparing for my presentation is largely a mental exercise. I like to think of life as an hourglass. Thousands of grains of sand rest at the top, slowly and evenly passing through the narrow neck in the middle. Attempting to rush more than one grain through this bottleneck would clog the hourglass.

Each morning when I wake up, it feels like I have a multitude of tasks ahead. However, tackling them one by one and allowing them to pass through my day gently and evenly—like the grains of sand—is essential for maintaining both my physical and mental well-being.

Rather than fretting over yesterday's burdens or tomorrow's presentation, I can live a more fulfilling life by focusing on today, a compartment of time separate from past and future.

I stand at the crossroads of two eternities: a past I can't change and a future I can't predict. I can exist only in the present moment. I can endure whatever today brings until the sun sets, knowing tomorrow will be a new day.

Life passes by quickly. We journey through space at an incredible speed. Today is the most valuable asset I possess. I live only in the current moment. No one ever loses any life except the one they are presently living, and no one ever lives any life except the one they are about to lose.

The distinction between the longest and shortest lives is negligible. We cannot lose the past or the future; our only guaranteed possession is now. Therefore, to minimize worry, I should focus on living in the present moment.

Of all the resources—focus, time, and money—time is the most crucial for my success and well-being. Anxiety about tomorrow's speech will not improve my performance; rather, it will likely hinder it, causing poor sleep and diminishing my focus.

By optimizing my time and concentrating on the present, I can achieve better outcomes in life. This is the only moment in which I have the power to effect change.

Generally speaking, living in the moment contributes to a happier life, personal growth, improved social interactions, and greater self-acceptance. Trusting my instincts and feelings as they occur helps me combat feelings of impostor syndrome.

Lowering my expectations and knowing that I've given my all in a specific situation helps alleviate embarrassment in case of failure. I must take responsibility for my present circumstances, rather than hiding behind unrealistic fantasies or blaming others.

By caring less about what others may think of me in the future, I can take risks and discover my capabilities. Stretching my self-beliefs could reveal that people are more accepting of my flaws than I thought. Being vulnerable and genuine could lead to stronger social connections.

Currently, I avoid overreacting to societal judgments. I value the present moment with the candid opinions of those who truly appreciate and respect me. I worry less about past perceptions and focus more on how specific people will see me in the future.

Living in the present moment is a powerful tool for moderating overwhelming feelings of rejection and humiliation. It makes me more aware of the irrational negative thoughts that occasionally cloud my mind.