To Be Able to Learn Real Skills. Improve Your Own Books. Please Recommend! ! !

2 改 Real Life Record Light of TaoUrban1.3M Wordscompleted 846.2kReads9.6Score211.5kShelves

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Learning from the author can really improve and change yourself.

3 道 Tao Te Ching (Spring and Autumn Period) by Laozi, Translated and Annotated by Zhishucompleted 41.9kReads9.6Score—Shelves

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As long as you study hard, you will definitely improve after a while

24 白 Three Essentials of Yangzhai in Vernacular Written by Zhao Jiufengcompleted 4.4kReads9.4Score—Shelves

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This fortune-telling book tells you your destiny at a glance~!

39 1 The Secret of Earning over 10,000 Yuan in 17 Years Q Wang YiyiModern Romance106k Wordscompleted 8.9kReads—Score4kShelves

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If you want to make pocket money, you can take a look at [Love], which the author has personally experienced. The author was born in 2008. It really teaches you step-by-step how to make money [Bookshelf plus one][Bookshelf plus one][Bookshelf plus one], "Writing novels, dubbing, self-media, drawings, selling goods, making profit margins, online customer service, novel tweets, data annotation, copying and typing, and shooting videos" all have step-by-step methods of making money, and even the platform and price are explained in detail [Sparrow Food Masterwork], don't read the labels, the labels are written in blind, it is really useful [Like][Like][Like]

60 结 Structured Thinking Li Tian121k Wordscompleted 697Reads9.4Score375Shelves

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First let yourself have a complete thinking logic, then find the right learning method, and then let yourself have something in your mind

63 天 Secret** completed —Reads5.8Score—Shelves

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High-dimensional philosophy of doing things: use human nature as the ruler and value as the boat. Low-dimensional things are trapped in "techniques" and entangled with words, routines, pros and cons; high-dimensional things are based on "Tao", anchoring human nature, value and balance. The so-called core of high emotional intelligence flexibility has never been acquired "tact skills", but a thorough understanding of the nature of "people and relationships" after cognitive upgrading - neither compromising one's own core needs nor ignoring the underlying desires of others, using precise value links to find balance in complexity, and maintaining fundamentals in flexibility. 1. Cognitive Leap: From "Focusing on Events" to "Reading People's Hearts" The first step in dealing with high-dimensional matters is to jump out of the low-dimensional trap of "judgment of right and wrong", penetrate the appearance of events, and get to the core needs of human nature. The underlying demands of human nature have never been complicated: they are nothing more than "a sense of security" (not being hurt or denied), a "sense of worth" (being seen and needed), and a "sense of control" (not losing control, being decent). All seemingly difficult scenarios are essentially a misalignment of these needs. - In an intimate relationship, when the other party hits the bottom line and "leave without explanation", it is not to avoid the dispute, but to understand that "after trust has collapsed, no matter how much you argue about right or wrong, you cannot rebuild a sense of security" - it is more important to protect your core need for "relationship security" than to dwell on the facts. - In the workplace, when a leader mispronounces a name, he takes the initiative to smooth things over. This is not to "flatter", but to understand "under an authoritative role, the need for a sense of control in order to keep the situation from getting out of control" - using the sentence "XX you just mentioned, is this the direction I understand?" It not only takes over the embarrassment, but also maintains the dignity of the other party. The essence is accurate empathy for the "role needs". This kind of understanding changes things from "passive response" to "active decoding": what you see is no longer "why he did this", but "what he desires for doing this". 2. Value Anchoring: From "Catering and Ingratiating" to "Creating Win-Win" The core of high-dimensional dealings is to reject the low-dimensional socialization of "unilateral dependence" and build a relationship of mutual achievement with "value provision" as the anchor. Many people mistake "flexibility" for "catering" and think that swallowing their anger and deliberately trying to please can bring smoothness. In fact, this is not the case - low-value catering will only make the relationship unbalanced, while high-value "supply and demand matching" is the cornerstone of a long-term relationship. - When a partner praises "a formidable young man", instead of saying "No, you are great" (denying the other party's recognition and weakening its sense of value), but saying "You have always been the object of my study, and getting your recognition this time is more satisfying than receiving a prize" - it not only responds to the other party's need to "be respected", but also conveys the signal of "I recognize your value", which is essentially a "two-way giving of a sense of value". - In human relationships, do not follow the trend and give gifts. Instead, take the initiative to help the other person clean up when they move, and share experiences when the other person's children go to school. Using "doing things" instead of "giving things" means understanding that "compared to formal gifts, the value of 'being really helped' is more real" - providing "practical value" is more powerful than empty "intentions". The real high-dimensional flexibility is never "what do I want from you", but "what can I provide you": emotional value (helping others to smooth things over, empathy and comfort), practical value (solving problems, providing resources), social value (helping others connect, maintaining relationships). When you become a "value provider", the smoothness of the relationship will naturally come naturally. 3. Dynamic balance: from "black and white" to "survival by sticking to the bottom line" The ultimate in high-dimensional work is to find a dynamic balance between "keeping the bottom line" and "understanding flexibility" - neither being a stubborn person who "faces the tough" nor being an "unprincipled" compromiser. The bottom line is "unshakable core needs", such as trust in intimate relationships, professional ethics in the workplace, and dignity in dealing with others; flexibility is "the choice of path to achieve goals," such as not entangled in right or wrong, not obsessed with forms, and not adhering to methods. - In the face of project problems caused by colleagues' mistakes, taking the initiative to "take part of the responsibility" is not "taking the blame", but understanding that "the core goal at the moment is to solve the problem, not to hold people accountable" - to use the minimum "emotional cost" to stabilize the situation is flexibility; but after the fact it is clear that "next time you need to communicate in advance" and to stick to the bottom line of "not taking responsibility for others' core mistakes" is the principle. - When facing unreasonable requests from others, do not say "I am not available" (direct refusal can easily lead to confrontation), but say "I have XX urgent matters at hand right now. When I finish this part, let's see what we can do together?" - It not only expresses the bottom line of "unable to help immediately", but also conveys the goodwill of "willing to help", and uses flexible expression to guard the boundary. This balance is the transparency of "circle on the outside and square on the inside": there is an unshakable ruler on the inside, and the flexibility to adapt to the scene on the outside. Don't lose your original intention because of flexibility, and don't get stuck in a situation because of stubbornness. Final Chapter: High-dimensional handling is "being oneself" after "understanding human nature". Some people equate high emotional intelligence and adaptability with "sophistication", but in fact they are totally wrong - sophistication means giving up one's true heart for the sake of profit, while high-dimensional handling means "being oneself better on the basis of understanding human nature". It does not make you a "well-rounded actor", but a "transparent observer": understand the needs of others, not to please, but to communicate more efficiently; respond flexibly to situations, not to compromise, but to achieve goals more smoothly. In the end, you will find that the essence of high-dimensional dealing with things is to "be honest with yourself and empathize with others" - knowing what you want and what others need, linking each other with value, and resolving conflicts with balance. This is not the accumulation of skills, but the accumulation of cognition, the transparency that has been retained after all the world has gone through: using human nature as the ruler to measure the boundaries of relationships; using value as the boat, carrying the original intention through complexity.

64 短 Practical Techniques for Short-Term Trading Lao Niucompleted —Reads9.6Score—Shelves

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As long as you study hard, you will definitely get the goods.