01 Clarify the Essence of Leadership and Reframe Management Perceptions

At the opening of the training, Mr. Fan first broke the long‑held misconception among many managers that “management authority equals leadership”, and clearly distinguished between hard power and soft power. He pointed out that leadership is not one‑way command from a position, but two‑way interaction between leaders and followers. Hard power refers to the reward‑and‑penalty and resource‑allocation authority granted by position, which can only realize top‑down constraints. True leadership, by contrast, lies in leveraging influence and charisma to guide teams through hardships and deliver goals. From Deng Xiaoping’s Southern Tour Speech to Zuo Zongtang’s defense of Changsha, history repeatedly proves that genuine leadership stems from vision, wisdom and sense of responsibility, rather than rank alone.

He further elaborated that hard power is a constant that vanishes when one leaves office; soft power is a variable that can continuously attract followers. If managers rely solely on hard power, employees will only execute passively. Only by continuously honing soft power, setting direction with vision and making resolute decisions, can leaders anchor orientation amid uncertainties and drive proactive collaboration and cohesion across teams.

02 Draw Wisdom from History to Elevate Vision and Cultivate Mindset with Traditional Insights

Mr. Fan cited the ancient tale of “the man of Chu losing his bow”, unpacking profound management wisdom embedded in the story. He noted that King of Chu, Confucius and Laozi each viewed the lost bow with increasingly broader mindsets, which mirrors different tiers of vision among managers. Trapped by immediate gains and losses, leaders tend to develop short‑sighted thinking, inadvertently creating internal collaboration barriers and resource friction.

This principle also applies to corporate operation and management. Business development is a long‑term journey. Managers must look beyond short‑term KPIs and partial interests, and think from higher dimensions including long‑term corporate development, industrial transformation trends and sustainable talent pipeline cultivation. Only in this way can they build strategic resilience to weather cycles and steer teams forward steadily.

03 Build a Core Competency Model: Drive Outstanding Leadership with Seven Quotients

The training conducted an in‑depth analysis of the core competency model for entrepreneurs, establishing seven key pillars of entrepreneurial competence across five dimensions: Daring Intelligence Quotient (DQ), Emotional Intelligence Quotient (EQ), Intelligence Quotient (IQ), Adversity Quotient (AQ), and wisdom from Confucianism, Buddhism and Taoism. ‑ DQ manifests in entrepreneurs’ courage, risk‑taking spirit and sense of responsibility in critical moments. ‑ EQ refers to capabilities for self‑emotion regulation, understanding others and reconciling interpersonal relationships. ‑ IQ emphasizes cognitive capacity, learning agility and innovative thinking to navigate complex business landscapes. ‑ AQ represents psychological resilience and adaptability under adversity, which determines the ultimate outcome of undertakings.

These four pillars jointly form the inner foundation of outstanding leaders.

04 Integrate Wisdom of Confucianism, Buddhism and Taoism: Empower Business Management with Culture

The training further elevated the discussion to explore the integration of entrepreneurship and traditional cultural wisdom. The Confucian ideal of “public interest for all” inspires leaders to embrace broad vision and altruism, integrate business ethics with Confucian values in practice, and foster positive interaction between wealth accumulation and cultural inheritance. Drawing on Fan Li’s legendary experience of “thrice amassing and thrice distributing wealth”, the Taoist wisdom of “retiring after achieving success” and “governing by non‑interference” illustrates the business philosophy of abiding by natural laws and regarding enterprise operation as a path of self‑cultivation. Illustrated by Kazuo Inamori as a role model, the Buddhist state of “illuminating one’s true nature” stresses that entrepreneurs shall treat business management as spiritual practice, temper their mindsets and broaden their vision through continuous self‑improvement, so as to realize shared growth for both enterprise and individuals.

Mr. Fan concluded with a famous couplet: Cherish lofty aspirations, embrace moderate connections, and be content with modest blessings; stand from a high vantage point, stay grounded, and advance with magnanimity. He encouraged all management cadres that leadership improvement is an endless journey of self‑transcendence. Only by constantly breaking cognitive boundaries and reshaping inner motivation can leaders anchor direction amid shifting times and deliver long‑term value through joint growth of enterprise and individuals.

Going forward, Leary Technology will continue to build platforms for learning and growth, deepen its talent development system, empower management through inner cultivation, and drive development with vision, thus consolidating talent foundations for high‑quality corporate growth. Every Leary team member shall build influence through continuous self‑improvement, unite teams with holistic thinking, forge ahead hand‑in‑hand with the company, and jointly paint a new blueprint for the enterprise’s high‑quality growth.