The people in the book

"During our 2011 Conference ‘Learning to Lead,’ we explored a number of management concepts with TNT’s entire group of 250 leaders, including crucial insights about Generation Y and the centrality of internal customer satisfaction. I had personally insisted to the senior management team that we include the broad, conceptual framework of ‘becoming better managers’ in the conference. I was (and still am) convinced that although most corporate leaders learn to ‘manage’ their employees through experience, they often have little idea how to run a decent meeting, receive and give feedback, or conduct a good interview. Typically, such practical skills are assumed to make up the standard toolkit of every manager, yet the majority of managers probably received any relevant training (if at all) when at entry levels of the organization, where companies don’t often spend much money or attention teaching leaders how to be their best."

Lee about "In China, We Trust"

i am deeply honored to be part of this book and more importantly as the proof of change towards what is correct for any individual as well as for any organization. 

to look back of certain changes in tnt, i must say any good intention must be matched with certain measures that should be clearly defined and measured. 

to foster the people issue is a challenge that either will pay off or will jeopardize the leader of an organization. while almost everyone is saying that foreign companies are strong in system and care about people less here in china, tnt took some 'other' way to 'put people first'. i believe that every business can and will benefit from the approach you took in this company on condition that those people inside truly deserve your trust. this approach can not be wrong,although 'risky', especially in short term and this approach will remain my way in the time to come.