最好的自己不在未來,就在現在。
認真回想,以前我好像在每一段關係中都是在扮演某一個角色,不由自主的在為每個對象做調整。不只有在戀愛上,有時候可能跟朋友、工作夥伴都是,尤其是在前輩面前,常常我都會本能反應似的改變自己。聲音要甜一點嗎?笑話要低級一點嗎?從穿衣服就可以看出,我今天是要跟誰吃飯。雖然是微調,但透露出了一件事,我好像不夠喜歡真正的自己,所以才會擔心大家也不會喜歡真正的我。我告訴自己即使累,但如果持續努力,有一天就能變成大家都喜歡的Lara。
久而久之我和世界的相處模式只有「由外到內」,會依照別人對我的反應去斷定我的下一步。大家會覺得我很好相處,我卻越來越不快樂。現在我慢慢開始懂了,原來我把順序弄反了。我該優先處理的是自己內心的感受,其他人買不買單,其實跟你一點關係都沒有。就像找另外一半,如果我跟夢中情人在一起,但我根本無法在他面前做自己,最後還是會走不下去。
我現在33歲,So What? 終於懂,「當下的自己」才是人生時間軸上最重要的!
對了,有人好奇這次「{}」的意思嗎?簡單說是「大括號」,在數學運算式中稱作「空集合」。數學不好的人就想像一個清空的行李箱吧。「空」不是無,而是無限可能。括號還有另外一個更好懂的意思,就是「優先處理」。將過去整理過後的自己,回歸純粹,態度成熟自信!(失戀後重新出發的人應該很有感觸吧!🤣)
Your best self is not in the future, but in the Now.
Looking back, I seem to have been playing a role in almost every relationship I was ever in. I'm not just talking about romantic relationships. Whether it was with friends or colleagues (especially seniors), I would modify myself almost instinctively. Should my voice be sweeter? My jokes dirtier? If you wanted to know who I was eating with that day, all you had to do was look at the clothes I was wearing.
The changes were subtle, but they still reflected a truth: I didn’t feel like the real me was enough so I was worried that other people would also find her lacking. I told myself that if I just kept working at it, I would someday become a version of Lara that everyone accepted.
Eventually I only knew how to get my cues from the external world. I would always base my next step on feedback I got from others. Most people considered me easy to get along with, but I grew more and more unhappy.
I think I had it all wrong. My first priority should have been listening to my inner voice. Whether or not other people agree with it is not in my control nor of my concern. Take looking for a partner. Even if I found the person of my dreams, it would never last if I couldn’t be myself around them.
I am 33 years old. So What? I finally understand that "the present self" is the most important thing on the timeline of life! It’s time to prioritize me!
By the way, is anyone curious about the meaning of "{}" this time? Besides the more commonly known representation of parentheses as prioritization, these curly brackets are called “the empty set”. The empty what? If like me, math is not your strongest suit, think of it as an empty suitcase. "Empty" doesn’t mean nothing, but infinite possibilities! What will you fill your life with this time?
2021全新專輯《來者何人{}》
數位收聽:https://LaraLiang.lnk.to/DearYou2
<再也沒有你> 陳勢安 Andrew Tan
數位收聽:https://kkbox.fm/Iss26l
#Lara梁心頤2021全新專輯二部曲 #來者何人{} 全球發行
#再也沒有你 #NoMoreU #SoWhat30
同時也有21部Youtube影片,追蹤數超過4萬的網紅李根興 Edwin商舖創業及投資分享,也在其Youtube影片中提到,原裝一連七集(46分鐘) - 哈佛知識分享: 做生意,七大困難選擇! 今次一連七集同你分享咗我係哈佛學到嘅 Seven Strategy Questions 七條策略問題。我營運成盤生意也是 based on these 7 questions: 全文內容: https://drive.g...
「prioritize to」的推薦目錄:
- 關於prioritize to 在 Facebook 的最佳解答
- 關於prioritize to 在 Milton Goh Blog and Sermon Notes Facebook 的最佳貼文
- 關於prioritize to 在 Dr 文科生 Facebook 的精選貼文
- 關於prioritize to 在 李根興 Edwin商舖創業及投資分享 Youtube 的最讚貼文
- 關於prioritize to 在 李根興 Edwin商舖創業及投資分享 Youtube 的精選貼文
- 關於prioritize to 在 李根興 Edwin商舖創業及投資分享 Youtube 的最讚貼文
- 關於prioritize to 在 What to prioritize to improve your health in 2023 - YouTube 的評價
prioritize to 在 Milton Goh Blog and Sermon Notes Facebook 的最佳貼文
How God Can Bless and Multiply You
“For when God made a promise to Abraham, since he could swear by no one greater, he swore by himself, saying, “Surely blessing I will bless you, and multiplying I will multiply you.” Thus, having patiently endured, he obtained the promise. For men indeed swear by a greater one, and in every dispute of theirs the oath is final for confirmation. In this way God, being determined to show more abundantly to the heirs of the promise the immutability of his counsel, interposed with an oath; that by two immutable things, in which it is impossible for God to lie, we may have a strong encouragement, who have fled for refuge to take hold of the hope set before us. This hope we have as an anchor of the soul, a hope both sure and steadfast and entering into that which is within the veil; where as a forerunner Jesus entered for us, having become a high priest forever after the order of Melchizedek.” (Hebrews 6:13-20 WEB)
God wanted Abraham to be absolutely sure that He would bless him, so He swore by Himself.
The truth that is impossible for God to lie and His sworn oath gives us a doubly confident hope of receiving His blessing as the seed of Abraham.
When tough times come, just remember that our God who cannot lie has sworn to bless and multiply you, and He is surely doing it.
Even when the world is floundering and men’s hearts are melting because of fear, we can remain stable and unshaken because Jesus is our anchor. He keeps us in shalom peace and leads us to navigate through any storm.
Right now in Heaven, Jesus our high priest is with the Father, praying for us, representing us before the Father.
Whereas the Levitical priesthood under the Law had curses upon those who disobey God’s laws, Jesus’ priesthood after the order of Melchizedek is one that only bestows blessings.
Melchizedek brought the bread and wine to Abraham, and blessed Abraham. In Christ, we are the seed of Abraham, and we can receive God‘s blessings through the same pattern.
Partaking of the Lord’s Supper is such a precious and important time of our day. As we set aside a minute in our day to proclaim the Lord’s death and what that accomplished for us, we benefit from His victory wrought at the cross.
“The cup of blessing which we bless, isn’t it a sharing of the blood of Christ? The bread which we break, isn’t it a sharing of the body of Christ?” (1 Corinthians 10:16 WEB)
The apostle Paul called it “the cup of blessing”. Could it be that when we partake, we receive the fulfillment of God’s oath to bless and multiply us? I believe so.
The blood and body of Christ are full of divine life, and when we receive that, we experience close fellowship and identification with Him. This means “I am as You are.” Whatever Jesus is, you also become and have.
If you are not already making the Lord’s Supper the highlight of every day, I encourage you to prioritize this token of Jesus’ love, and see what wonderful things happen in your life!
God has given us many powerful spiritual weapons in Christ that destroy Satanic strongholds, yokes, and bondages. In “Silencing the Serpent”, you will discover how to emerge victorious in spiritual warfare, and be finally set free from cycles of defeat that have perpetuated in your life. Don’t miss it: https://bit.ly/silence-the-serpent-now
prioritize to 在 Dr 文科生 Facebook 的精選貼文
淺談世界各地公共衛生措施成效
【香港】
1. 買BNT疫苗速度買得算快,不過可惜的是接種率並不高、大抵是因為非Pfizer廠而是復星OEM,市民欠缺信心。雖然理論上過到衛生署就應該質素上無大問題,但今時今日市民對政府部門仲有幾多信心,大家心知肚明。
*讀者補充首批貨為德國原廠,我認為歸根究底仍然是香港市民對政府的信任危機。另外都有不少市民大概因為香港控制得幾好而想睇定d再打。
**再加上世界各國邊境未開,即刻打疫苗的誘因並不大。如果打完可以去日本不用隔離,相信好多人會衝去打
2. 另外科興愈來愈多研究發現無足夠保護力,要補打BNT,當初狂推老人打科興,打完無保護力中招死亡率最高的又是老人。(但老人們似乎又好buy科興)。花了一筆錢同資源幫一大班人打完疫苗,之後卻要打BNT booster仲要不知混針打booster的效果和風險,執屎需時良久。更加重要的是日後的疫苗護照和Restriction exemption等等,到時認不認科興,定要打埋BNT booster先認?這將會是一大難題
3. AZ疫苗因為罕見的Vaccine induced immune thrombotic thrombocytopenia(VITTS)令不少人卻步,基本上都不用期望香港人會打,有大量BNT貨的情況下,亦無急切引入AZ的需要。(但somehow又好多人去打無乜保護力的科興)
4. 病毒檢測效能當初相當慢,但隨著時間慢慢提升至可以catch up contact tracing。快速地得到檢測結果極為重要,如果你驗完一個人要等成48小時先有結果,其實你就delay了contact tracing亦delay埋isolation同其他close contact的化驗同isolation (呢點台灣做得不太好)
5. 口罩令當初原意是好,但大家都知當執法部門已經再無信用的時候,權力使人腐敗,放任權力後便很難收回。
6. 個別官員和學者企圖透過shaming tactics去令市民打疫苗,在媒體上call out因不同原因延遲接種疫苗的市民,說他們應感到羞恥。They need to go back to introduction to public health, shaming and labeling never works, at least not in the long run
Overall 香港做得幾好,實在有賴香港人自發防疫和警惕病毒的awareness。If anything, we should be proud of ourselves, not ashamed.
===================================
【台灣】
1. 原本的防疫模範國家,從二百幾天無本地個案突然爆出雙北爆發,延至全國。當初大家都說台灣只會為世界示範一次兩周內清零,大抵反映大家對這病毒的不認識。當初防疫做得好,馬照跑舞照跳,似乎不能避免地令大家變得complacent
2. 疫苗買到2046都未買到足夠數量。這有多種原因,政治原因比較大
無他,一來歐美各國一定會傾向留大部分的產量給自己國家。
BNT跟不同廠商共同開發/OEM,跟Pfizer主要歐美業務,而中國則同復星簽約OEM。有趣的是合約的中國境內包括了香港和台灣,這大概反映為什麼台灣買極都買不到Pfizer的BNT,Pfizer不可能違反協議自行和台灣簽約賣疫苗,同時台灣大概不想直接跟復星買,因為這某程度想同意了「台灣」為中國一部分,這有關國家主權的重大決定,令台灣遲遲都未買疫苗(到最後要靠商人出手非官方式地購買,引來打手瘋狂追擊)
AZ當初便允許Pandemic期間的首30億劑於成本價發售,任何想自己搵廠OEM的都可以申請(如澳洲就自己OEM AZ,不過太focus一間廠就會出事,待會再講澳洲)。當初聽聞AZ有搵台灣廠做OEM,但somehow台灣無簽到,可能當初覺得?難以提供足夠產能?頭大半年無個案令疫苗未有急切性?想等自己國產疫苗臨床試驗結果
無論如何,台灣政府在買疫苗方面的確做得不好,當初並未考慮到分散投資的重要性,大抵是沒想過會突然爆發吧。幸而有日本捐AZ、美國捐250萬劑Moderna再於2022-23加賣上千萬劑,否則可能要更依賴復星廠的BNT,令兩國國際關係變得更曖昧
3. 驗病毒的產能搞到2046都未提升
台灣上個月便出現了驗病毒速度跟不上民眾化驗的數量。如香港的Point 4,驗不切便延後了contact tracing和isolation,令更多可能已感染的close contact在不知情下在社區遊走從而感染更多人。這令更多人需要檢測,vicious cycle
這令「校正回歸」成為媒體新寵,更加重民眾憂慮的問題。
疫情爆發一年多,卻遲遲未能提升驗病毒的產能,這反映政府其實從來無預過台灣會爆發,跟Point 2一樣。
4. 台灣不少民眾民智未開 (講這點大概會被鞭屍)
台灣一些民眾真的要多點國際視野,網絡世界不難發現不少民眾都一副財大氣粗的覺得有錢就可以買到疫苗。
首先,BNT又好,Pfizer又好,AZ又好,Modern定J&J都好,均為歐美各國的藥廠研發的,各國政府當然會先跟自己國家的藥廠達成協議把疫苗先留給自己,多餘的產能才賣給外國。又或是像AZ讓各國藥廠成本價生產的話你可以自己OEM製作。
另外,台灣在國際社會的地方仍然是微乎其微,到底你有什麼影響力要人家prioritize賣你疫苗?藥廠賣疫苗除了錢,一定有商討到不少將來跟各國的deals,跟台灣的deals到底在哪裡?更可能要面對跟台灣做生意的風險。
另外台灣健保是notoriously known,一些藥廠什至不想跟台灣做生意,到底有什麼誘因去令藥廠優先賣疫苗給你?論道德論理的話,台灣未算爆發嚴重,相比起其他每天上萬宗個案的國家,賣給那些國家還可能更有迫切性。
如果要講出錢買疫苗的話,價高者得的話,大抵也拼不過新加坡和香港。
面對種種買疫苗的難關,台灣不少民眾仍然覺得AZ是毒針打完會血栓、本土自家製造的疫苗不想打,想要打歐美國產的疫苗。
這未免太不認清台灣的國際地位和現階段的bargaining power
You don’t really have many options
================================
澳洲和英國視乎大家有沒有興趣,再一起淺談
prioritize to 在 李根興 Edwin商舖創業及投資分享 Youtube 的最讚貼文
原裝一連七集(46分鐘) - 哈佛知識分享: 做生意,七大困難選擇!
今次一連七集同你分享咗我係哈佛學到嘅 Seven Strategy Questions 七條策略問題。我營運成盤生意也是 based on these 7 questions:
全文內容:
https://drive.google.com/file/d/1NFsmpK8v1rbXWIPyblz-2-mlme_F3z_q/view?usp=drivesdk
(1) Who is your primary customer? 誰是你首要顧客?
(2) How do your core values prioritize shareholders, employees, and customers? 你的核心價值,公司股東、員工、顧客、邊個行先?
(3) What critical performance variables are you tracking? 追數,應追邊三條數?
(4) What strategic boundaries have you set? 公司應有邊「十誡」?
(5) How are you generating creative tension? 如何令員工在適當壓力下更有創意?
(6) How committed are your employees to helping each other? 同事們之間有幾願意互相幫助?
(7) What strategic uncertainties keep you awake at night? 公司有什麼變數令你夜晚瞓唔著呢?
我營運自己全間嘅商舖基金公司都係 based on 以上七條問題辦事,Really! Every single one of them. 希望一連七集,以上七條問題亦對你點做生意有所啟發。
有興趣聽多啲,可就來我六月份星期六嘅早餐會啦! 希望到時見到你。Have a good business, have a good life!
。。。。。
五/六月份早餐分享會 Topic: The Seven Strategy Questions by Harvard Professor Robert Simons
哈佛分享: 七條做生意策略問題
2012至2014間,我連續三年在哈佛上了 Robert Simons 的堂,畢生受用。我自己成間商舖基金公司都是建基於這本書。
有興趣 sign up la ? 每次限四位 (包括我)。 人多傾唔到計。
5月1日或8日或15日或22日或29日或6月5日或12日或19日或26日,星期六早上9時開始,約三小時。地點中環。
對象: 管理層/生意經營者/創業者,連我限4位。
有興趣參加的話,請 whatsapp 你的名片給 Suki (我助手) (+852) 5566 1335。
大家交流做生意最重要的幾條問題。
我唔係靠呢行搵食,免費,我請食早餐 ? Be friends ..... 有機會到時見你。李根興 Edwin
www.edwinlee.com.hk
www.bwfund.com
聯絡李根興 whatsapp (+852) 90361143
。。。。。。。。。。
購買李根興的【李根興的生意哲學】(最新2020年6月出版 - 定價$198),或【買舖 要買得 PRO】(定價$198),連親筆簽名,可 whatsapp Suki (+852) 5566 1335。各大書局也有售。
#做生意要做得PRO
#我發夢都諗住這七條問題
![post-title](https://i.ytimg.com/vi/GivXuho32IQ/hqdefault.jpg)
prioritize to 在 李根興 Edwin商舖創業及投資分享 Youtube 的精選貼文
足本七集(46分鐘) - 哈佛知識分享: 做生意,七大困難選擇!
今次一連七集同你分享咗我係哈佛學到嘅 Seven Strategy Questions 七條策略問題:
全文內容:
https://drive.google.com/file/d/1NFsmpK8v1rbXWIPyblz-2-mlme_F3z_q/view?usp=drivesdk
(1) Who is your primary customer? 誰是你首要顧客?
(2) How do your core values prioritize shareholders, employees, and customers? 你的核心價值,公司股東、員工、顧客、邊個行先?
(3) What critical performance variables are you tracking? 追數,應追邊三條數?
(4) What strategic boundaries have you set? 公司應有邊「十誡」?
(5) How are you generating creative tension? 如何令員工在適當壓力下更有創意?
(6) How committed are your employees to helping each other? 同事們之間有幾願意互相幫助?
(7) What strategic uncertainties keep you awake at night? 公司有什麼變數令你夜晚瞓唔著呢?
我營運自己全間嘅商舖基金公司都係 based on 以上七條問題辦事,Really! Every single one of them. 希望一連七集,以上七條問題亦對你點做生意有所啟發。
有興趣聽多啲,可就來我六月份最後兩場星期六嘅早餐會啦! 希望到時見到你。Have a good business, have a good life!
。。。。。
五/六月份早餐分享會 Topic: The Seven Strategy Questions by Harvard Professor Robert Simons
哈佛分享: 七條做生意策略問題
2012至2014間,我連續三年在哈佛上了 Robert Simons 的堂,畢生受用。我自己成間商舖基金公司都是建基於這本書。
有興趣 sign up la ? 每次限四位 (包括我)。 人多傾唔到計。
5月1日或8日或15日或22日或29日或6月5日或12日,星期六早上9時開始,約三小時。地點中環。
對象: 管理層/生意經營者/創業者,連我限4位。
有興趣參加的話,請 whatsapp 你的名片給 Suki (我助手) (+852) 5566 1335。
大家交流做生意最重要的幾條問題。
我唔係靠呢行搵食,免費,我請食早餐 ? Be friends ..... 有機會到時見你。李根興 Edwin
www.edwinlee.com.hk
www.bwfund.com
聯絡李根興 whatsapp (+852) 90361143
。。。。。。。。。。
購買李根興的【李根興的生意哲學】(最新2020年6月出版 - 定價$198),或【買舖 要買得 PRO】(定價$198),連親筆簽名,可 whatsapp Suki (+852) 5566 1335。各大書局也有售。
![post-title](https://i.ytimg.com/vi/lDdBkH_2SWk/hqdefault.jpg)
prioritize to 在 李根興 Edwin商舖創業及投資分享 Youtube 的最讚貼文
哈佛知識分享: 做生意,七大困難選擇!
七條策略問題 Seven Strategy Questions《第七: What Strategic Uncertainties Keep You Awake At Night? 公司有什麼變數令你夜晚瞓唔著呢?》
Everybody watches what the boss watches. 老闆䀹實乜,同事們就䀹實乜! 你應該䀹實乜呢?
Business is about making tough choices. 上六集就講咗 Who is your primary customer? 公司股東、顧客、員工,邊個行先? 追數,應追邊三條數? 公司應有邊「十誡」? 如何令員工在適當壓力下發揮創意? 同埋同事們之間有幾願意互相幫助?
今集我會同你探討第七個策略問題,亦都係最後一個: What Strategic Uncertainties Keep You Awake At Night? 公司有什麼變數令你夜晚瞓唔著呢?
根據哈佛教授 Bob Simons 呢本書 Seven Strategy Questions,only three things in life are certain: (1) death, (2) taxes, and (3) the fact that today's strategy won't work tomorrow. 三樣嘢肯定: 死亡、交稅、及做生意策略要隨著時間改變。
你公司提供嘅產品/服務,如果永遠一成不變,無論現在點好,遲早會畀人淘汰。 道瓊斯 工業平均指數成分股有30隻,25年前後,超過一半成份股都已經被剔除。
當中一隻嘅股份依然非常成功,就係強生,Johnson & Johnson。 第二集同你講過,佢哋 Credo 教義,係 Customers Come First 嘅公司。 Credo 最後一句: "When we operate according to these principles, the stockholders should realize a fair return."
咁佢股價表現如何? 如果你1944年買咗強生1股,當年強生 IPO 上市,招股價是$37.5 美金。如果你由1944年揸一股到呢本書出版嘅時候 (即2010年), 期間再 reinvest 你收到的股息去買多啲強生股票,你所收的股息連同股價升幅,到這本書出版,合共累積收到超過90萬元美金。Yes! 由1944年嘅$37.5美金,至2010年收到合共90萬元美金。等如65年間,年化增長17%。 Grow 17% every year for 65 years! Wow!
佢點做? 睇下呢個 Johnson & Jonson(強生) 嘅table, 每年嘅 profit planning 由 functional, company, group VP 至 executive level 逐層逐層上, 一年上四次,revisit and revise continously.
2013年就做定2014年同埋15年嘅 profit plan, 再做多額外5年,10年嘅projection,即2020及2025年。
2014就做定2015及2016年嘅 profit plan, 再 revisit 上年做過嘅5年10年計劃,即重溫2020及2025年嘅 projection,睇呢幅圖, 如此類推。
如果數字同當初預期有所出入, 會 face -to-face 問下屬:
(1) What has changed?
(2) Why?
最重要,(3) What are you going to do about it?
Keep it simple. Johnson & Johnson, 就係因為不斷地問這三條問題,過去幾十年都能夠 就住市場適應改變。
唔好講到大公司咁複雜, 即是你係個屋村入面做間茶餐廳,What Strategic Uncertainties Are Keeping You Awake At Night? 有乜風險令你夜晚瞓唔著?
怕你個廚師走咗去? 怕你個業主大幅加租? 怕突然間一大批你啲食客食物中毒? 怕你條村啲人口味變化, 鍾意食日本餐,唔再食茶餐廳? 怕翠華/太興開入來你邊村,咁你就無得爭? Whatever it is! 除咗怕,你打算點應對? 點樣能夠做到兩手準備?
如果有日,你盤生意條數唔靚,我問你:
(1) What has changed? 有乜改變咗?
(2) Why? 點解?
And (3) What are you going to do about it? 咁你打算點做?
你會點回答我?
我做商舖基金,都有好多嘢怕。 經歷過社運/肺炎, 連舖王鄧成波都話唔係「百年一遇」,係「百年不遇」。 我都好怕個市大上大落。 我亦都好怕個個 shopping online 以後街上無晒人行街。我更加怕以後社會動盪,冇曬遊客來港。 我亦都怕中原/美聯/長實/新鴻基會搞個商舖基金同我直接對撼。但怕有用咩,最緊要能夠做兩手準備。 我爸爸教我: 「永遠要作最壞的打算!」
2021 今年我公司目標要買入港幣五億街舖,沽出兩億,對外集資起碼每季港幣6000萬, 基金派息六七八厘,及年回報達至10%。 每季度我同公司管理層都會 review 以上數字, 稍有偏差,就會問自己以上三個問題:
(1) What has changed?
(2) Why?
(3) What are we going to do about it?
有乜改變、點解、同我們點辦?
你盤生意呢? What's keep you awake at night?
今次一連七集同你分享咗我係哈佛學到嘅 Seven Strategy Questions 七條策略問題:
(1) Who is your primary customer? 誰是你首要顧客?
(2) How do your core values prioritize shareholders, employees, and customers? 你的核心價值,公司股東、員工、顧客、邊個行先?
(3) What critical performance variables are you tracking? 追數,應追邊三條數?
(4) What strategic boundaries have you set? 公司應有邊「十誡」?
(5) How are you generating creative tension? 如何令員工在適當壓力下更有創意?
(6) How committed are your employees to helping each other? 同事們之間有幾願意互相幫助?
(7) What strategic uncertainties keep you awake at night? 公司有什麼變數令你夜晚瞓唔著呢?
我營運自己全間嘅商舖基金公司都係 based on 以上七條問題辦事,Really! Every single one of them. 希望一連七集,以上七條問題亦對你點做生意有所啟發。
有興趣聽多啲,可就來我六月份最後兩場星期六嘅早餐會啦! 希望到時見到你。Have a good business, have a good life!
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五/六月份早餐分享會 Topic: The Seven Strategy Questions by Harvard Professor Robert Simons
哈佛分享: 七條做生意策略問題
2012至2014間,我連續三年在哈佛上了 Robert Simons 的堂,畢生受用。我自己成間商舖基金公司都是建基於這本書。
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我唔係靠呢行搵食,免費,我請食早餐 ? Be friends ..... 有機會到時見你。李根興 Edwin
www.edwinlee.com.hk
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