Rich and Famous

Twenty years ago the most common ambition of American children was to be a teacher, followed by working in banking and finance, and then medicine. But today’s situation is quite different. 【小题1】 Instead they most commonly say they want to be a sports star, a pop star, or an actor—in other words, they hope to become a celebrity .

According to experts, young people desire these jobs largely because of the wealth and the fame. 【小题2】 Let’s take athletes and singers as an example. Their careers are short-lived. Many athletes’ best time only lasts a few years and singers can have a very limited career. The field that was once the focus of their lives becomes something they have little or no involvement in. As a result, they’ll have a feeling of worthlessness and a lack of control. 【小题3】The truth is quite simple: they have been so far removed from it for so long.

In spite of these disadvantages, there is greater ambition than ever among young people to achieve that status. They are not satisfied just making a living—they want to be rich and famous. Globally, more and more TV shows provide talent competitions where winners can achieve their goals in just a few weeks or months.【小题4】They unrealistically believe that this lifestyle is easily obtained and leads to great satisfaction.

While many people argue that there is nothing wrong with having such ambitions, others feel that this trend will finally lead to dissatisfaction as more and more people are unable to reach their goals. 【小题5】 That means they ignore the simple fact that great effort is needed before success. As a result, many people won’t realize their childhood dreams, which could have a negative effect on their happiness.

When I opened my closet door this morning, I saw a sign that says, “Good morning, beautiful business.” It’s a reminder to me of just how beautiful business can be when we put all our creativity, energy, and care into producing one product or service in exchange for another. Economic exchange can be one of the most meaningful and beautiful interactions among human beings.

Over the past years since I started the White Dog Café, my business has not only provided me with a way of making a living and a way of serving others but also been my teacher. In reading Small Is Beautiful I realized that so much of what my business has taught me can be found in the great lessons of E.F. Schumacher: it is of great benefit to keep your business focusing on the needs of workers rather than only on what they produce; you’d better use a management style that balances freedom and order; you should build sustainable local economies and respect the land and nature. The effects of industrialization that worried Schumacher decades ago have gotten even worse: namely, wealth inequality and the growing degradation (退化) of our environment.

Today much of what I care about ---nature, animals, communities, family farms, family businesses, native cultures, the character of our towns and cities, even   our children’s future---is being threatened by corporate globalization. To protect all that I care deeply about, I need to step out of my own company, out of the White Dog Café. I started my journey with the simple idea that a sustainable global economy must be compromised of sustainable local economies. Rather than a global economy controlled by large international corporations, our movement advocates a global economy with a network of local economies made up of small independent businesses that create community wealth while working in harmony with natural system.

I opened the White Dog Café in 1983 on the first floor of my house in a neighborhood of Philadelphia. It is the house I have lived in since I was a child. Today much of the food I serve at the White Dog Café comes from the same land where my ancestors once farmed. When I opened the café years ago, it was a simple coffee and cake take-away shop serving students who lived nearby. Over the years we have expanded our menu and grown to occupy five buildings. We now employ more 100 people, can seat more than two hundred customers, and earn over $5 million a year! I owe our success to making decisions not for the purpose of maximizing profits but instead maximizing the relationships with our customers and staff, with our community, with our suppliers and with our natural environment.

Now I still live above the shop. I still have the old-fashioned way of doing business---the way it was in the old days with the family farm, the family inn, and the corner store. Living and working in the same community has given me a stronger sense of place and a different business outlook. When I make a business decision, it comes naturally for my decision to be made in the common interest of all involved because every day I see the people affected by my decision---my neighbours, my customers, and my employees as well as the natural world. There is a short distance between the business decision-maker and those affected by the decision. I believe that when we are surrounded by those affected by our decisions, we are more likely to make a decision from the heart as opposed to the head.

Business schools teach “grow or die”. But I make a conscious decision to continue to be a small business because I know that when we grow in physical size, we give up something very important ---authentic relationships with the people around us and those we do business with. I have come to realize that we can measure our success by measuring how much we improve our knowledge, deepen our relationships, achieve happiness, and have more fun.

Plato believed that men are divided into three classes: gold, silver and bronze. Vilfredo Pareto, an Italian economist, argued that “ the vital few” contributed to most progress. Such viewpoints are taboo (禁忌) today in public life. Politicians avoid talking of a “leadership class” or “the vital few”. School recruitment turns away from picking winners. Universities welcome the masses: more people now teach at British universities than attended them in the1950s.

In the private sector things could hardly be more different. The world’s best companies struggle tirelessly to find and keep the vital few. They offer them fat pay packets, extra training, powerful instruction and more challenging assignments. Private-equity (私人股权) firms rely heavily on a few stars. Firms in emerging markets are desperate to find high-flyers who can cope with rapid growth and fast-changing environments.

Few people know more about how companies manage talent than Bill Conaty and RamCharan. Mr. Conaty led the human-resources department at General Electric (GE) for 14years. Mr. Charan has spent the past few decades presenting proposals to some celebrated entrepreneurs (企业家). Their recent book, The Talent Masters, provides. a nice mix of portraits of well-known talent factories, such as GE and Procter & Gamble (P&G).

Successful companies make sure that senior managers are involved with “ talent development”. Jack Welch and A. G. Lafley, former bosses of GE and P&G, claimed that they spent 40% of their time on personnel. Andy Grove, who ra n Intel, a chipmaker, obliged all the senior people, including himself, to spend at least a week a year instructing high-flyers . Nitin Paranjpe, the boss of Hindustan Unilever, recruits people from campuses and regularly visits high-flyers in their offices.

Elitism (精英主义) has its drawbacks. In their rush to classify people, companies can miss potential stars. Those who are singled out for special treatment can become too full of themselves.