《孔子的智慧——邁向全球化領導之路》由深刻影響了臺灣當年現代化進程的石滋宜博士撰寫，以當代人視角解讀傳統經典智慧，從個人的生命體驗出發去講解孔子的智慧，將中國傳統的哲學思想與當代企業管理相結合，避免了理念式的空談，敘述親切自然而饒有趣味，是一本真正為國際讀者撰寫的推宣“中國思想”“中國智慧”的優秀著作。

《孔子的智慧——邁向全球化領導之路》一書欲以英文講《論語》中的領導力原則，古為今用，以當代人視角解讀傳統經典。本書分為三部分，以《論語》中的思辨結合當今領導力原則，在企業人士的專業態度、領導統御力、經營管理之道三個方面做了詳盡闡述。通過本書，領導者、經理人可以學到如何找出核心問題、培育人纔、組織領導、經營管理等必備方法，而一般職場人士則可以從中學到正確的專業態度，以及建立人脈、溝通協商的技巧。

There are two important Confucian terms， Ren （仁） and Junzi（君子）， which are not readily translated into English. Rather than provide atranslation which does not capture the Chinese meaning in its entirety，the phonetic transcriptions or pinyin of those terms have been used andexplanations of their meanings are listed below：
“Ren” （仁） has traditionally been translated as “benevolent”. However，the meaning of Ren is broader than that of benevolence. It embodiesbenevolence， goodness， kindness， love， humanity， justice， motive andphilanthropy. It is the highest of the Confucian values. A Ren person refersto a person who has the quality of Ren. Literal definition of “Ren” in Chinesemeans how people interact with one another with benevolence and respect.
“Junzi”（君子） has been translated in various ways， including“gentleman”， “scholar”， “superior person” and “noble man”. But a ]unzi isnot limited to a person of good manners， position or influence， or learning.The key quality of a Junzi is moral fiber. A Junzi should follow high moralstandards and set a good moral example for others.

石滋宜，日本東京大學工學博士；現任全球華人競爭力基金會董事長。曾在臺灣地區輔導逾4000家中小企業成功轉型，並推動執行臺灣地區的“生產自動化推行計劃”、“全面提高生產力運動”、“全面提升產品質量計劃”及“中小企業技術引進服務計劃”等重要項目，是將臺灣地區推上“亞洲四小龍”之首的功臣之一，被稱為臺灣“自動化之父”。

Author’s Preface 7
Foreword 14
Why Confucius Would Be Delighted with Dr． Shih’s Book：
Confucius’ Wisdom 16
PART 1 Character Building and Attitude
– Make a Success of Your Life 1
Chapter 1 Associate with Wise People 3
Chapter 2 Be Genuine， Practice What You Preach 8
Chapter 3 Whether What You Do Is Outstanding
Depends on You 14
Chapter 4 Nine Guidelines for Thought 22
Chapter 5 Operating Manual for Life 27
Chapter 6 Attitude Determines Everything 32
Chapter 7 Three Common Mistakes in Communicating 37
Chapter 8 What You Should and Should Not Do 40
Chapter 9 The Art of Leadership 44
Chapter 10 How Full Is Your Bucket? 48
PART 2 Leadership and Training
– Make Others and Yourself Successful 53
Chapter 11 Be Trustworthy 55
Chapter 12 What Makes a Successful Leader 61
Chapter 13 Four Nos 65
Chapter 14 The Courage to Admit You’re Wrong 68
Chapter 15 The Art of Recruiting and Making the
Most of People 74
Chapter 16 Seek to Be Good， but Even More Importantly
Seek Ability 78
Chapter 17 Ability to Think Independently 82
Chapter 18 Know Yourself and Others 87
Chapter 19 Handle Things According to Their Priority 91
Chapter 20 Ask the Right Question to Get the
Right Answer 95
Chapter 21 A Perfect Superior-subordinate Relationship 98
Chapter 22 Dialogue with Colleagues Creates Positive
Energy 105
PART 3 Operating and Managing a Business
– Sustainability 109
Chapter 23 Build a Corporate Culture That Benefits Others 111
Chapter 24 Earning Customers’ Trust 116
Chapter 25 Respect Heaven， Love Mankind 121
Chapter 26 Firmly Uphold Justice 127
Chapter 27 Running a Business – The Ultimate Level 131
Chapter 28 Customer First 135
Chapter 29 Constant Improvement 139
Chapter 30 Choose the Right People 144
Chapter 31 Start from Ren 151
Chapter 32 Find the Root of the Problem 155
Chapter 33 Novel Thinking Is the Source of Everything 159
Chapter 34 Ve

Author's Preface
The Analects of Confucius（《論語》）- Priceless Management Wisdom
When I visited Japan in 2006， I read an article by the formerchairman of the Japan Business Federation （and former chairman ofToyota Motor Corporation） Mr. Hiroshi Okuda， saying that the Firstthing any great leader must do in the 21st century is to study TheAnalects of Confucius thoroughly.
I must admit I was very dubious at the time. My image ofConfucius was still that of the May Fourth Movement in 1919， with itsslogan of “Down with Confucius and his followers” and destruction ofthe statue of Confucius at Peking University. In almost everyone's mind，Confucianism was equivalent to a rotten imperialist school of thought，the exact opposite of the modern ideological trend of democracy， scienceand liberty
But I held Mr. Okuda in the highest regard. He definitely musthave had his reasons for what he said. Out of curiosity， as I was in Japan，I bought myself a Japanese translation of The Analects. To my surprise，that sage who had been considered by everyone to be a relic of the pastopened a new chapter in my life.
At the age of 69， I had my first real encounter with Confucius. Forsomeone like me not trained in the Chinese classics， reading the ancientConfucian texts was very difficult. I purchased and collected numeroustranslations of The Analects， both in Japanese and modern Chineselanguage， studying them in depth. The more I came to understand TheAnalects， the more ashamed I became because I realized that some of thelater generations of Chinese had grossly misunderstood China's greatestteacher， whereas Confucian thought had directly influenced neighboringJapan.
The Japanese applied Confucianism to everyday life. WhenConfucianism was first introduced into Japan over 400 years ago， only thesamurai had an opportunity to study it. They converted the concepts ofRen and loyalty into bushido， the samurai code of chivalry. The Anal-ectswas subsequently spread among the Japanese as a whole， becoming part ofthe most popular novels， plays， tea ceremony， flower arrangement， etc. withthe result that much ofjapanese culture has derived from The Analects. TheJapanese also have great respect for Confucian ceremony For these reasons，I could understand why Mr. Okuda openly told modern leaders that theyhave to study The Analects well.