Theragāthā on the Mirror and the Stumbling Thoroughbred: Look at Yourself, Get Up Again
Bhaddo ājañño khalitvā patitiṭṭhatiOne elder takes the barber's mirror to look at himself; another looks with the mirror of the Dhamma; another c…
Satta sappurisadhammā
Seven marks of someone worth knowing — knowing the cause, the result, oneself, moderation, the right time, the assembly, and people.
The seven qualities of a true person all begin with knowing, because being good in Buddhism is not measured by gentleness alone but by using discernment on the right matter, with the right person, at the right time.
The list works two ways: as a checklist for developing yourself, and as a gauge of whether someone you are about to befriend or work with has the maturity for it.
Knowing principles and causes: what the thing you are doing rests on, and what causes lead to what results. Not acting out of habit without knowing where it came from.
Before following any procedure at work, ask why it is done that way. Knowing the reason lets you adapt it to new situations instead of only repeating the old one.
Knowing the purpose and the consequence: what this is for, and where it leads in the long run — not doing it merely because you were told to.
When taking on new work, be clear from the start about what success looks like. Work with a known goal rarely has to be rebuilt at the end.
Knowing your own standing, strength, knowledge, aptitude and character as they are, and conducting yourself accordingly — neither overrating nor underrating yourself.
Be willing to say "I'm not skilled at this yet; give me time to learn". People who know their own limits clearly are usually trusted more than people who agree to everything.
Knowing the right measure in eating, spending, resting, working — and even in doing good, because anything good taken past its measure turns harmful.
Set ceilings in advance for the areas where you know you slip — a monthly spending limit, or working hours per day. Deciding while calm is easier than restraining yourself mid-enjoyment.
Knowing when to do what: when to speak, when to stay quiet, and how long to wait. The same matter raised at different times produces very different results.
Don't open a serious conversation when the other person is tired or rushing. Arrange a time when you're both ready, and the very same conversation ends differently.
Knowing the group you are entering: its customs, and how to conduct yourself and speak so as to fit properly.
In a new place, listen more than you speak at first. Notice how decisions get made and how respect is shown, then offer what you think should change.
Knowing individual differences: each person's disposition, how to associate with them, how to teach them, and what kind of work suits them — so that both sides benefit.
Don't use one method with everyone. Some people want detailed guidance; others want the problem and then room to work. Matching the method to the person is what separates a good manager from an ordinary one.
The two most often missed are moderation and timing — the content is correct but said at the wrong moment, or the intention is good but taken too far, so it does harm anyway.
Before saying or doing something to another person, run three quick questions: is now the moment, is this too much, and what can the person in front of me actually take? Those three cover the last three qualities on the list.
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