建立追求存活，能打，耐打的部隊

多年前，我在Acer服務，有個女同事這麼說我：Sam是那種在戰場上，即使打到沒子彈了，倒在地上，都要抓起石頭往敵人擲過去的戰士。Sam的特色是persistent(堅毅的)。

經歷了那麼多年，我已經從一個國際企業的職業經理人，轉為一名創業者，領導一個團隊在新的戰場上征戰。我已經不是打個人英雄的搏鬥，而是要率領一個部隊在戰場上奮戰。

商場如戰場，刀光血影，一個不留神，命喪沙場。從指揮官到每名戰士，都要能打、耐打，要先能夠追求存活！能活命，才能出招。

如何建立這樣一個追求存活、能打、耐打的部隊？

1. 將存活的意志形成企業文化，對待存活，如同公司的客戶與產品。讓每名成員都思考存活與否的經濟、生態與社會意義。
2. 存活是每個成員的基本責任。團隊中的領導，必須督導成員具有存活、能打、耐打的共識與能力。公司能夠省一分錢，我們就多一分能夠獲利的機會。我們多一分機警，就可以避免損害的可能性。我們將作品品質做好，就能夠多贏得一個客戶。具有經驗與能力的資深成員，要將其經驗與能力傳授給新進同仁。我們多支援同仁，就能夠連結成為團隊戰鬥力。我們信任領導、信任同仁、建立自行，就能團結成為鋼鐵部隊。
3. 建立外援夥伴。要期待一個人在沒有生存機會中奮鬥求生，要期待一個部隊在必死的戰役中犧牲奮戰，是不合邏輯的。指揮官要能夠準備後備部隊，能夠建立外援夥伴，在戰況危急時，得到奧援。員工之間，要彼此建立合作默契，彼此互信，相信合作比單幹更有度過難關，共用利益的機會。

Establish a force that seeks survival, can fight and resistant to beating

Years ago, when I worked in Acer, a female colleague said, "Sam is the kind of soldier who throws stones at the enemy on the battlefield even when he falls to the ground without bullets." Sam features persistent.

Over the years, I have changed from a professional manager of an international company to an entrepreneur, leading a team to fight in a new battlefield. I'm not fighting personal heroes anymore, I'm leading an army to fight on the battlefield.

Shopping malls are like battlefields, where knives shine and bloodshed, and people lose their lives in the sand. From the commander to every soldier, we must be able to fight and endure fighting. We must first be able to pursue survival! Only if you can live can you make a move.

How to build such a force that seeks survival, can fight and resistant to beating?

1. Form the will to survive into the corporate culture, treat survival as the company's customers and products. Let every member think about the economic, ecological and social significance of survival.
2. Survival is the basic responsibility of every member. Leaders in a team must supervise their members to have the consensus and ability to survive, fight and endure fighting. If a company can save a penny, we will have one more chance to make a profit. If we are more alert, we can avoid the possibility of damage. If we do our work well, we can win one more customer. Senior members with experience and ability should impart their experience and ability to new colleagues. If we support our colleagues more, we will be able to link up and become a team fighting force. We can unite into an iron and steel force by trusting our leaders, colleagues and self-esteem.
3. Establishing foreign aid partners. It is illogical to expect a man to struggle for survival in the absence of a chance of survival, and to expect an army to sacrifice in the battle of death. Commanders should be able to prepare for reserve forces, establish foreign aid partners, and receive Austrian aid in critical combat situations. Employees should establish a tacit understanding of cooperation and mutual trust, and believe that cooperation is more likely to overcome difficulties and share benefits than doing it alone.