Transcription
To create, you need inspiration from life. How can you create if you don’t have time in life?
When a place is toxic, there may be a lot of office politics and unreasonable work processes that are completely outdated. Why do they still exist? Because it is very likely that they have not thought that I would ignore XXX before, but I found that even if you have strong skills and a lot of experience in doing this, if he does not support your direction, the overall productivity of the entire team will drop.
In fact, when it comes to over-communication of vision, it is always It is better than lack of communication. You have to keep talking. Don’t brainstorm during meetings, but problem solve. You need to have clear goals because the cost of all-inclusive meetings is very high. Many people’s troubles come from wanting everything. I think everyone has the choice to choose what is most comfortable for them. When people are happy and doing what they like, they will naturally be more productive and bring benefits to the company.
Almost one-third of a person's life goes to work. Whether he or she is happy or stressed is closely related to one's own health. In this episode, Lost Bookstore found the ancestral YouTuber Ming Zai. He started by "kicking" photogenic video editing and writing and gradually built a team. Not only did he expand against the market trend, but his works became popular. He also had a wish to change the media's influence. If you want to expand the ecology, do you have to give up your health if you want to succeed in starting a business?
Today I will ask him about his management philosophy and see how to reverse the toxic workplace culture. Hello everyone, today we are very happy to be next to the Abnormal Research Institute. This veteran is very familiar to everyone. Super YouTuber Ming Tsai, thank you very much for inviting me. Why did Hua An invite Ming Tsai? We met Mingzi for the first time in 2023, one of the top ten YouTube creators. Another thing was that we signed up for Mingzai's course at that time, and then by chance, we wanted to share a favorite book with Mingzai, right? Thank you for the invitation. I just wanted to ask you why you chose this one when there are so many books about leadership. This author, John C. Maxwell, has actually written many books. He is a pastor and he has written nearly 50 books on leadership of this type. I roughly estimate that I have read at least five to six books. I think his philosophy is very clear (Leadership team) 17 laws and then leadership has 21 laws. He provided a simple framework for me to learn. He also had historical examples and figures. I also like to read history, so I find it easy to understand what Ming Tsai just mentioned from more than ten years ago.
What is the biggest change in mentality from starting as a lone ranger to now starting to build a team? I feel that the world was much smaller before because I like to create a work of art by myself. I spend a lot of time studying one thing to make it very personal. But I always feel that if there is one more person to help me, I can do more. I am big but don’t know how to communicate with others and how to convey some personal thoughts to others. These thoughts make me feel that it is better to teach others than to do it myself, so I maintain this mentality. I have been a lone ranger for 9 years, but at a certain stage, I feel If you want to improve, you can’t do it 24 hours a day because the results have been maximized. What I can learn has serious diminishing returns. If you really want to improve, you must build a team with some professionals to do the initial work.
How do you learn? Because there is no teacher to teach you about this matter. First of all, I will read books and learn many different theoretical applications from books. But sometimes books written by foreigners may not be fully applicable. It is not your culture or your industry. How you apply it sometimes depends on it. It doesn’t matter how familiar you are with the principles. I’m lucky enough to know a lot of great people. Look at some of them who have very strong leadership. When I started a company, I was almost at the start-up stage. I studied those friends and found out that they were great. Why can the entire team of 30 to 40 people communicate so efficiently? The team may be very young. How do you lead such a team? I will observe, and after observing and reading the book, I try to apply it to my team, so my teacher has three aspects, which are from experience, observing friends and reading books. When the three aspects confirm the same set of theories, I will be more confident, and it is easiest to follow suit.
What qualities do you think a good leader should have? I think it needs to be clear and requires a lot of communication. He doesn’t need to provide all the answers, but he wants everyone to know where we should focus. I think my biggest growth or my biggest blind spot in the past is. I often think that being a leader needs to be very strong. If someone asks you to give it immediately. The other party’s solution is actually that the more you are a leader, the more willing you are to show your vulnerability, because even if you pretend to be strong, everyone will see that you don’t understand the matter and barely give an answer. Do you think they can’t tell? If they see it, they won't respect you. But if you can express it, I don't know. Everyone may not know that this is an unknown area. Why don't we solve it together? I found that this method is a reversal of the previous impression of leadership.
I heard a saying that it is a lot. Nowadays, leaders will not provide accurate answers but guide them to think about whether the answers all mean this? Yes, our team often complains about this, but there is no way this book says it, because sometimes I think it is more of a coaching direction. If you want a person to learn one thing, you can tell the answer and then he will follow it, but he I won’t learn how to get to this conclusion, but if you can guide him to reach that conclusion or know the tools in the middle to think about logic and how to solve similar problems next time, that will be a lot of value. In the past, I might have given the answer directly because it saves time at that moment. But it will trouble you in the future because he will ask you the same question next time. Observe for yourself whether the coach usually gives the answer directly or...? Originally, I wanted to give an answer, but then I found out that he often came to me for the same question. I found that answering and answering again and again did not make any progress for him. Recently, my mentality has changed. Now I will allow him to make mistakes. I used to be afraid of making mistakes, but now I see them If the error is acceptable and not too big, for example, we are a medical channel and we will not write wrong medical nouns, then try and make mistakes and let yourself find out. I think this is a very interesting topic because I have also thought about which way to go. I have seen it before. Some books and some people told me that we should give the other party a chance to fail. The most important thing is to know that the thing is not irreversible. The second thing is that he knows how to fail. The coach will be there to mentor you and will not let you make a mistake that makes it difficult to recover. The other party has more costs to fail. I will encourage more failures. The faster you fail, the faster you learn. This method has been very useful to us so far.
Let’s talk about the content in the book. In fact, the book proposes the 17 Rules. Because the content is a bit too much, I asked Mingzi to help. Let’s sort out the three things that he thinks have the greatest impact on him and how to apply them when leading a team. Can you first introduce the first one of my favorite rules called the law of the scoreboard? I used to feel good and beautiful when I finished something. But so what after it’s done? What are the guidelines for how fast or how well I should do it? I now need to think more and more about principles because I no longer have to explain every important decision to myself. We need KPIs. For example, in December, should we make a good-looking video? Okay, okay, of course everyone agrees. I don’t know whether it will be a good-looking video in the end. It depends on how you look at it. Is it defined by click-through rate? Or did we take a short time this time? Or read the message? When there is no definition, everyone may not be able to work in the same direction.
Can you be more specific about how small the scoreboard projects should be? How do you determine if you are really qualified to do this? It can be very small. For example, take the production time as an example. Our KPI is 3.5, which means that we hope that the post-production of the Abnormal Human series can be completed within 3.5 days. At that time, we spent an average of 6 to 7 days. I discussed with everyone how we can pursue quality. The next step is to pursue efficiency. Even if many people watch our channel, if it takes 7 to 8 days to produce a video, the channel may not survive. How can we double the speed while maintaining quality? Does the representative want to review the work process and recruit new people? Is it possible to improve the workflow without adding people and resources? Through these different criteria, these methods make things faster and faster. For example, if you want to deliver a certain percentage of the finished product at 10 a.m. in 3.5 days, you will know whether the goal will be achieved on the 2nd day, whether each part of the film can be released on the 3rd and 3.5th day. Each stage, each person, and each process has a KPI. The more careful you are, the more accurate you will be to know whether you can achieve the goal. Sometimes the deadline is exceeded, sometimes half an hour is reserved, and it ends up taking 45 minutes. Our attitude is that it doesn’t matter next time. If the next time is scheduled, it will take 45 minutes. When I first arranged 45 minutes, I found that it was right. This is our comfortable time. When we keep repeating it, you will actually know how long it will take to actually achieve this and what the output is. We will have a clearer understanding, which is very useful for future plans, but it is forced now.
Would it be stressful to have a task every 45 minutes every half hour? In fact, there must be pressure because everything is added to the deadline, but this pressure is a very clear choice because I have seen that many productions are very toxic, that is, working overtime may last until 12 o'clock in the morning. One of our editors once had a job. It's like this, and then you come back very early the next day. You need inspiration to create, and inspiration comes from life. If you don't have time to live, how can you create? One of the company's goals is to improve our workflow so that most of the work can be completed before 6 o'clock. This is what we have been trying to do. What has been achieved so far has sometimes failed at different times. It has been successful many times. How to achieve it is that you have to be very efficient when working. One of the efficient methods is that we have to set KPIs. There is indeed a certain amount of pressure, but as long as after work You don't have to think about it anymore because you've already done what you want to do.
This exchange is another one of my favorite laws. It's the law of the price tag. You know exactly what trade-offs you have to make. Can you tell me more about the second theory, the law of the I think the price tag is very effective. Most people who choose to do a big thing don’t necessarily think about what they want to give up in advance, because if the thing is difficult and big, it’s difficult to have the best of both worlds and still achieve most of the things I’ve seen that are unsuccessful. When there are a lot of people, they want me for everything, and I want to eat these things, but I also want to be strong, and then I do here and there, and I do everything only half the way, and in the end (both sides are not pleased) why don’t you choose to enjoy it, it’s not going to be achieved anyway. What will you sacrifice in everything to achieve your goal? Maybe in the past two years, I hope to pursue a career, which means that I may not have time, may not be able to date or play with friends. For example, my future goal is to have children. You already know that having children does not leave you much time in a day for you to pursue other things. Your career may have to slow down. There is not so much personal time and these things come up. It is better to anticipate the cost in the first place than to figure out how to deal with it when it happens. It is usually too late and ineffective. So the law of the price tag says that the sooner you find out what you have to sacrifice, then Think about this again, if what you want to pursue is applied to leadership. For example, as mentioned earlier, do we want to have a life? For example, I asked the editor that you often had to work overtime and had no time to have dinner with your family. I haven’t seen him and his family have dinner for many years. Do you want to have this time? If we think about it, we need to find ways to be very efficient at work. Is this a trade-off that you agree with? If everyone agrees with this clear trade-off, we can move in a clear direction. In addition to setting a price, we must also pass it to the other party and listen to it. When the other party agrees after reading it, there will be a big difference. In terms of leadership, I apply this to everyone. When there is a consensus to sacrifice certain things to achieve certain things, everyone agrees The goal will be very clear. For example, are there colleagues, friends, or everyone around you? Do you sometimes see a lot of people's troubles coming from the fact that they want everything and agree with everything? I remember before Mingzi moved into a new house. There is an Impossible Triangle in the office. It should be encountered by many people in life. I think everyone has a choice. You choose the combination that you are most comfortable with. For example, a camera may capture low light, but may not capture sharp vision. It doesn’t matter what the situation is when you buy this camera. For example, the place where I go in and out is very dark but I don’t need to take sharp pictures. Then this camera is suitable for you. There is no camera that suits everyone. Just choose the one that suits you best. If you know clearly, then it's ok. What's most scary is that if you don't agree with the same thing and it's not made clear at the beginning, or if everyone's understanding is different, we have to make adjustments, otherwise it will be very troublesome.
What is the third of the two rules I just mentioned? The third one is called the law of the compass. It roughly means that as a leader, you have to give everyone a vision. When the team has a consistent direction, they will move towards the same goal. I have tried to lead a team before, but I Without clearly telling them where we want to go, everyone uses their own interpretation to go in a very vain direction. So the law of the compass reminds me to always give a clear direction. It may be the direction of the whole year, the direction of the quarter, or even every week. What exactly are we going to do today or what are we going to do this hour? What is the purpose of this meeting? We need to have a very clear vision to give everyone so that we can do it. Many people think that the more you speak, the more prepared you are, as if you are thinking, in fact, the more direction you have. The more I think about it, the more I think about it. In fact, the wish list needs to be shortened to one or two. It is best to have one. It is easier for everyone to remember and everyone can rush much faster.
Have you ever been in pain because the team did not have a vision before? It should be said that we have encountered too many visions but don’t know what the key points are. Many times, we talk a lot, but it is actually in vain because people don’t know what you want to say. This is such a problem, and it leads to confusion. Yes, it will be very confusing. Then I think about it. Slowly narrow it down this year, for example, what do you want to achieve in the year, for example, increase subscriptions and increase views to break even? Actually, you have to set it clearly. I think it is actually very useful, because if you set a vision, for example, you want to increase subscriptions, you know that any daily decision is based on whether it can be done. For example, whether to design the thumbnail this way or whether to edit the film this way, should you go in an artistic direction or a practical direction? It depends on the vision. You can have different answers. There is no ultimate answer that can apply to all situations. You have to choose the direction and then go to the guild. It helps you make a lot of decisions, but a problem arises from this is that you often feel that those visions are too "lofty and empty" and you don't know what you actually want to do, or they don't seem to say how you will deal with this situation, or are your goals very real? First I will set a vision and then explain why it is worth going in this direction. Then I will combine the scoreboard rules. How do we define arrival if we want to go in this direction? Or how long does it take to get there? If it doesn’t work, admit failure and try to do better next quarter.
I think in addition to having a vision, you also have to calculate it to be efficient. Just now we mentioned that we need to constantly put forward the vision. We usually talk about the vision during meetings. Do you think you need to remind them from time to time or just talk about it? What about everyone doing it themselves after one time? Because many people don’t like meetings, this is a good question. I used to think that after I’ve said it once, everyone understands and everyone nods, Go! Then maybe I don’t mention it for three weeks, I don’t mention it for a month, I don’t mention it for two months, and I still assume in my heart that everyone already knows it, no need. Repetition seems very annoying, but if you don’t express it many times, you may doubt whether it is important. Later, I discovered that it is actually better to over-communicate the vision than under-communicate. I would rather be the annoying person than take the risk. You have to keep talking and keep talking.
You have an average meeting. What is the frequency? You came up at the right time. We just had a meeting and we just did this interview. Usually, every time we do a production, there will be a small production meeting. When nothing special happens, we have a meeting every week, then there is a quarterly meeting every quarter, and then there is also a year-round meeting. Among so many meetings, I have one-on-one meetings with everyone. They happen every season. In fact, the purpose of many meetings is to adjust and communicate in daily life. When we are too busy, some things may not be dealt with. Is what you are doing now good? Is there something you are passionate about that you like to do or something that you want to learn? Would I put you in the wrong position? Or are there other developments that you would actually like to pursue? If we don't create opportunities to talk about these things, I may not know that we hold weekly meetings for 1.5 hours. We cherish that time because the 1.5 hours pass quickly. We have a team of six or seven people and now we are all trying to learn how to hold meetings, even if we don't have meetings. If brainstorming is a weekly meeting, we are problem solving or we look at how far the current progress is from the quarterly goal. We need to have clear goals because the cost of all meetings is very high. If you go to a meeting and aimlessly brainstorming is equivalent to a loss of productivity for six or seven people (waste) Time) One-on-one chatting is at least very low cost, but a group meeting cannot afford this time, so meetings must be targeted and efficient.
This is very interesting because when it comes to meetings, there are actually many things that Hong Kong people find very annoying. When you are in a meeting, you feel that there is no communication. When you are in a meeting, you feel that you don’t know what to do. Can you talk more? For example, will an agenda be set in advance and what will be specifically said? This is also a very good question. At the beginning of the year, my understanding of meetings was that every company must have meetings every week. Then it turns into looking for topics around the fire. You don't really need a meeting. Those people come over to see how it goes. Then it turns into chatting. Sometimes brainstorm sometimes thinks that it would be better if we just do this, right? Yes, yes, then the topic turned to what to eat and I started reading. It turns out that there are some books specifically about meetings called Death by Meeting. Death by Meeting mentioned that in fact, a healthy meeting should be like problem solving from the beginning until the last meeting. Tell us what the purpose of today's meeting is. We have an agenda in advance, which may be items one, two, three, four, and five. We will spend this 10 minutes on each item. This is more important, 20 minutes, 30 minutes, and two minutes. This adds up to 90 minutes. The order is very clear. And we will There are meeting goals. At the final stage of the meeting, we need an action list. One, two, three, and four items are the purpose of the meeting. We start without wasting a minute as much as possible. Manage your own time or fix the meeting at 90 minutes. This is what the book taught me, because I From personal experience, I found that if you add a timer, everyone will automatically and consciously speak more because you know that if you don’t speak, you may not have the opportunity to speak when you go to the next question. There are many different techniques that can be learned from this book. Now I feel that at least I I don’t know if other colleagues will think that meetings are scary, or it feels like we have to solve a lot of problems every time. This is what I hope every meeting can achieve (Ming Tsai makes me like meetings) (I am most looking forward to it) meeting) Why? Can you explain? (Actually, I’m lying) (But I think it’s really effective) (Ming Tsai mentioned it before) (Wandering Soul talks about eating, etc.) (I feel it very deeply) (But now everyone is starting to feel it) (I have ideas to Said) (They will be responsible after speaking) (The projects mentioned by themselves)
In addition, the most important thing I learned is that in the initial meeting, we mentioned many projects to do this and that, but for some reason it passed. Isn’t it agreed that no one will do it for a week? Then we discovered that the big problem is that we put forward a lot of ideas but did not designate who will lead this matter. I learned this book and also taught who does what by when you are the project leader. We will decide when to do it well and how to do it well. Because you have to be clear, everyone will know what he is actually responsible for and what he will be responsible for. As Cho Cho mentioned just now, sometimes there is a psychological effect. We say it in front of everyone. I accepted this task many times before, and no one followed me up. It was because I could be irresponsible and no one said I should be responsible. I just thought that this matter was big and I didn’t care whether I had enough resources and time to carry it out. When we have responsible control, all ideas can be implemented.
I think many viewers or I have learned from the rules I just mentioned. I want to ask Mingzi what is the biggest difficulty you encounter when building a team? I used to think that in some cases, you have to communicate with colleagues about the matter. You may not know whether they can accept hard truth or some real opinions, but as a leader, you have to say it because you have to maintain team coordination to the point where you are forced to have some opinions. It’s a very difficult conversation. When we all join together and have fun, we can be very happy and enjoy ourselves, but sometimes we need some real feedback on some works or things. We don’t want to ruin the relationship and stay friendly. Then all we say is likes, but sometimes we really need criticism and we can’t hear it. Because everyone cares too much about each other, I feel that we have been stuck in this position for a long time and it has hindered our progress. So I think one of the biggest obstacles in the initial leadership is this matter. Do you think there is anything that you find difficult to break through? (It is very difficult to break through. thing?) In a team working environment, I think everyone agrees that we need to maintain a good relationship. But in fact, many film production schedules are very tight, and I have some perfectionism and want to be tight on many things, which sometimes leads to pushing myself too hard. Sometimes I push my colleagues too hard. In the end, there is more and more friction among everyone. I think this is quite difficult to do. It is quite an artistic thing.
Have you ever read a book called Radical Candor? I tried to read the book because of this and he taught me One way my team and I have mentioned is that we have said many times in meetings that we need to give everyone feedback, but there have been researchers who generally don’t give feedback. Just because I'm afraid of damaging the relationship, I'm afraid of hurting you by speaking out. What should I do? But if you know that I'm doing things well or know that I care about you, you may not feel attacked when I tell you. So how do you make both parties directly "opportunity" and at the same time he feels cared for? This will make the feedback easier to digest and allow you to tell the truth.
A buzzword I have heard recently in the workplace is toxic work culture. What do you think of this word yourself? Or what problems do you think it reflects behind it? This is the first time you mentioned it. I feel that these problems are all consuming each other, making everyone uncomfortable or dislike the environment. I will try to look at the source. I will try to understand why everything is toxic. There are reasons why everyone is inefficient. What are the causes of inefficiency? I will try to find out and then think of ways to change or remove the problem. Therefore, I have to actively listen to you from the beginning to find the source, because when a place is toxic, there may be a lot of office politics or unreasonable work processes that are completely outdated. Why do they still exist? Why are everyone still doing them? Because it's probably that they didn't think about it, they didn't think about why they did every action, and in the end, everything existed somehow but continued to exist. So I really hope that everyone is the most respected every minute they work here, and they are. important Everything everyone does has an impact. I care about your happy life. Even if it is your life outside of work, is there anything that the company can help with? I think in fact, if he is happy outside of work, he has achieved something called "ikigai" is a Japanese concept that people who are happiest will do better at work than unhappy people.
But from a realistic perspective, as a start-up, it has cost constraints and employees' demands. How will you balance it? These two things mean that the company is developing well but the employees are meeting the requirements? I think there is no conflict between the two parties, because if a person is happy, he will naturally be efficient in official work. Even if he is keen on doing that thing, you won't mind thinking about it when you get off work. Did you put everyone in the right position? If I didn't care about what you like and was given a position that you didn't want to touch for even a second, you wouldn't think about it after work. Even when you go to work, you may not be able to perform well. Is there a minimum way to achieve it so that it may become a thought? Those directions, so I will try to actively listen to as many people as possible, what areas they want to develop next, I know what you want to pursue, and I will arrange it as much as possible, so I feel there is no conflict between the two parties. When that person is happy doing what he likes, he will naturally become more efficient. In order to bring benefits to the company, it is known that the Mingzi team has recently gone against the trend and expanded again. When hiring people, how will you screen and find suitable colleagues or comrades? I will look at the team culture fit, and secondly, whether he can get along with the team, and then look at the overall skills. These rankings are not what I used to think like this. I used to ignore culture fit, but I found that even if you have strong skills, there are many If you do this with experience, if he doesn't support your direction or mission, or if he can't get along with other people, he can only do it by himself in the "Exclusive Village". The productivity of the entire team will drop. So if you get along well and cooperate well, you will automatically help you when you need help. Speaking out, these are things that I pay more attention to than comprehensive skills. Comprehensive skills can be learned at work, but how to see these characteristics during interviews is difficult to know only after you are hired.
Yes, I also think this is a gamble. I try to do it during interviews. When you use standard questions, people are ready to answer some routine answers. You will not see the value of that person. He has a lot of thoughts. When you need to change the way of asking, you want to achieve the same effect. For example, I might want to know what this person's graphic design style or editing style is like. I won't ask you what style it is. I'll just ask him what YouTube channels you usually watch. What do you usually like to watch? Who is your favorite director? They may be in those places. If you listen actively, you will know more about the person's taste to a certain extent. Is it suitable for you? For example, I sometimes ask the interviewer if there is anything in the world that makes me feel unfair and angry when I hear it. What is this question? What is the role? I just want to see if this person is passionate about something. That thing is not necessarily related to work. I really want to know if he is passionate and thoughtful. If he answers with clichés, he will know that he is going beyond the ordinary to accept the interview. He doesn’t know how to answer the questions. It’s possible that he may not be able to prove that he is very thoughtful. There are also many questions that I learned from my friends around me. Some of them are outrageous and inconvenient to mention here. I have heard that for example, Elon Musk will ask a very important question: What is the most difficult thing you have ever encountered at work, and how did you solve it in the end? It’s a good question. I think the logic behind this question is not to ask a technical question, but your values or ability to deal with difficult problems. Because the world is constantly changing, all skills are available. It’s a day to exit, but your thinking mode can always improve. This is a good question. I want to borrow it.
If I take up the previous question, I just mentioned that interviews are a gamble. If the gamble loses, there are also some rules mentioned in the book, such as the impact of negative attitudes. How will you deal with an entire team or someone who is not a good fit affecting the team? You're right. This is the law of the bad apple because team culture is difficult to establish. If you find one more person who is not of this culture, it will only erode the team culture and become more and more difficult to control. The cost of hiring the wrong person is too high. When hiring the wrong person, statistics indicate that the cost is about 40% of that person's annual salary. This is the cost of hiring the wrong person. You have to hire him, train him, and integrate him. After he leaves, you have to re-recruit and then re-train and integrate him. In fact, It is a very annoying thing and you will pay the opportunity cost. There will be many steps. I often have two interviews. Then I want to confirm whether I can really get along with the team. Before I hire that person, I will find the team to have dinner with him. Casual There are no interview questions. Then I will ask how the team atmosphere is. Is it okay? Then after hiring, you may "Q". Maybe you missed something. We can add some terms, such as part-time cooperation at the beginning to see if he is qualified, and then switch to full-time. This is the first method. The second method is a two-month trial period. Explain clearly to him that this is our goal. In two months, we will achieve these different goals. If we can, we will continue to cooperate. If we find that it is not possible, we may need to find another candidate. Try to avoid it. Pay too much cost.
For example, if we continue to use the start-up example, in fact, companies are constantly changing. When the change reaches a certain stage, if it is not the interviewer but an existing employee, and you find that he is not suitable for you, how will you deal with this matter? I will try to start communicating and then understand if I am not clear because there is such an opportunity and then I understand and spend some time communicating with each other and you understand what I want to do and I will get a recognition and I understand why you are like this and then Find out if there is space to continue cooperation and see if everyone can do this voluntarily. When bad situations continue to occur, I will increase the intensity of meetings and express more directly. Then when we reach a certain stage, I will set a goal. It may take two months to solve the ABC problem. This will be the measure. What are the conditions for continued cooperation or a kind of scoreboard? Because many training books teach you not to hear it for the first time and it is the last time that person hears it. It turns out that he has this problem and there must be a transition period until unfortunately. When this person cannot continue to cooperate, he may have seen the evolution a few months ago, and there are many opportunities for each to try. Many times, it may not be who is wrong. It is purely everyone's goal. Everyone wants to pursue different things, so they each find what they want to do. I think everything is handled well.
Do you have any short-term goals for 2024? We have now set a quarterly goal, which is to relaunch the course in December. We also hope to increase the team by three people so that Team B can continue to produce videos. If everyone is interested, please actively sign up. It should be very enthusiastic. I hope. I hope. I just gave you a little reminder. Thank you all, Ming Tsai, for sharing so many leadership principles. For me, the most important thing is to communicate openly. In fact, many things can be resolved to the point of agreement. Thank you, Ming Tsai. Thank you, Hua An.