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Howtocontrolemployee-leaving?2.1PerspectivePowerIftheperspectivepoweryouknewanyfactormaystimulatepeople'spower,thenyouhavegraspedandthepeoplecommunicatetheexchangethemosteffectivetool.Intheintroductionpartcontent,Ihadsaid,thestimulationpoweriseverybodymostuniversalrequest,eachpeopleallwanttoobtainmorepowers,buttheydidnotknowactuallythepowerisany.Apersonpossiblycansayhehopedobtainsabiggerpower,thesuperintendentandtheleadercansaytheyhopedhasamorepositiveteam,theemployerhopedhiresonetohavetheworkingzealstaff,thestaffhopedhasonetobeabletostimulatetheirpowertheemployer.Infact,theemployerisextremelyhightostaff'srequest,thereforethestaffshouldhavestimulatestheself-enthusiasticability.Thepowerandthestrengthrelationsisextremelyclose,wemaysayaworkingzealfullpersonhastheinfinitestrength.Wemayrecollectanextastonishingstory:Amotherandherseveralchildrenhaveexperiencedatrafficaccident,theirautomobileturned,thevehicleupsidedown,thechildrenarestrandedinthevehicleoutside,themotheristhrowndispatchedavehicle,luckyis,shehasnotbeeninjured.Motherbodyweightapproximately57kilograms,heightonlythen163centimeters.Whentheambulancecorpsarrive,theydiscoveredthemotherhugsthechildreninthebosom,thechildrenhasnotbeeninjured.Theambulancecorpsdeliverthemthehospital,hascarriedonacomprehensiveinspection,finallydiscovered,thismother'svertebraisbrokenbypressing.Obviously,atthattimeshehasliftedtheautomobile,movedwiththefootthechildren,inthisprocess,herbackhasreceivedthedamage.Weknewthat,underthenormalcondition,themotheralsoiscannotliftinanyeventtheautomobile,shealreadydoesnothavesuchphysique,alsodoesnothavesuchmusclestrength,butshehasthepowerstrength.hopeisallpowerfoundationTherefore,thehopestimulatesapeople'spowerstandard,thehopeisanyresultmotive,isactuatestheenginethefuel.Lacksthehope,anybodyenthusiasmandthepowerallnotimpossibletobetransferredandthestimulation.2.2DriveandControldifferenceLetusfirstfromthemanagementangle,looksatbetweenthedriveandthecontroldifference.Inmyopinion,thecontrolisforcessomebodytomakesomething,isyouwantstoletthemmakethesematters;Butdroveisletssomebodyownbewillingtomakesomething,becausetheywantsuchtodo.Mygreatfriendfranker·enlightensQiaotosaythat,”Ispreciselythissmalldifferencecreatesthehugedifference.”Therefore,youareusethedriveorthecontroloperatethecompany,alreadybecameweighstheoldenterpriseandthenewenterprise'ssymbol.HasalooktheEnglishrecentcommercialhistory,wemayseethecompanythemanagementallisseeksthecontrolinonekindunderthesystemtocarryon.Inverymanysituations,thiskindofshoddymanagementpatternisextremelycomplex,Englandiscontinuouslydeepitsevil.Infact,England'smanageroncestoppedandbetweenstaff'sdialogue,betweenthesuperintendentandstaff'sexchangecommunicationallwascarriesonthroughthetradeunion.Isengagedincommercialconsultationandintrainingsuchmanyyearsinme,Ihadnotseenbetweentheoutstandingmanagementlevelandthetradeunioncanhavethebigproblem,Icannotfindoutsuchexample.Front,Ihadalreadysaid,weworktheworldwasahumanistworld,butmiddlemanyorganizations,thepeopleobtainthepromotion,undertakesthemanagementandtheleadershipposition,ismerelybecausethesepeopledoverymuchonotheroperatingpostsplendidly,thepeoplehadmanagementtrainingthesituationtootoberare.Becausethesepeopleexcelatsomeresponsibility,isverysplendidonthispost,thereforetheircolleaguehopedtheycanundertakesuperintendent'sposition,thesepeopleasifobtainedthegraciousgiftwhichascendsthesky,knewnaturallyhowarousesothersenthusiasm,ifcarriesonthecommunication,howmanagesothers.Verymanysuperintendentsallimitatethempredecessor,studiestheirmanagementpattern,haslikethisformedaninexhaustibleviciouscircle.Certainly,thecontrolmanagementpatternalsoiseffective,butthispatterncannotlong-time,cancreatethecolleaguebetweennottotrust,formsonekind“theyandwe”thehostileaspect.Underthecontrolmanagementpattern,wenotimpossibletoachieveonekindofidealboundary,thesuperintendentandthestaffnotimpossibletoworkasone,tofacethecommongoalandthedirectionadvance.Ifyouencourageonetohavethedesiretodobetterpersontoparticipateinterview,simultaneouslyhopedafterherespondstoacallforrecruitssuccessfully,hasthegoodresponsetothiskindofcontrolmanagementpattern,thiswassimplytoonaive.JustlikeIsaid,thedriveisletssomebodymakesomethingvoluntarily,isbecausethesepeoplewantsuchtodo.Thisprincipleissuitablesimilarlyforyourme,ifwereallywanttomakesomething,wecanhaveabiggerpower;Ifwedonotwanttomakesomething,welacktheself-power.Therefore,inthisbook,wetothemethodology,theprincipleandtheskillcarriesonthediscussion,notonlythesemethodologies,theprincipleandtheskillcanhelpyoutodevelopownpower,moreovermaycauseyoutodriveyoucontactperipheryperson.Acceptsandtheunderstandingpainfulandthepleasureprinciple,possiblyhasthehelpextremely.Weandintheworldotheranimalsaresame,webiggestavoidthepaindiligently.Certainly,wecanavoidexperiencingonanybodilytheache,similarlywealsohaveonekindofnaturalinstinct,avoidsanyformthespiritbeingworried.Therelatedhumansuchinstinctrespondedtheexampleareverymany,whenusfacingthiskindofunpleasantduty,wecanhavesuchinstincttorespond,fore