▲ Yu Minhong, founder of New Oriental Education & Technology. Photo/IC "Old Yu" Yu Minhong sparked public debate with an all-staff letter. On November 16, the 32nd anniversary of New Oriental's founding, Yu, who was in Antarctica, sent an internal letter thanking employees and supporters. In the letter, "Boss Yu" reflected on the entrepreneurial journey and outlined future plans under the theme of "Perseverance in the Ice and Snow." His words were heartfelt and emotional.

However, when this letter from Antarctica reached New Oriental’s office cubicles, it unexpectedly drew harsh criticism from employees. Some revealed they were working late on retention plans after classes on the anniversary day, finding the descriptions of Antarctic scenery "ironic." Others expressed on social media that they "couldn’t empathize." Many netizens also called the letter "too inspirational," more of a boss’s "self-indulgence."

Objectively, this is a typical Yu Minhong-style letter. As New Oriental’s founder, Yu has long been seen as a positive, motivational, and passionate entrepreneur in public discourse. Starting from a humble classroom, he built New Oriental into a major education group impacting countless students. Faced with transformation challenges, he led the company into live-streaming e-commerce, overcoming hurdles to establish a foothold in the new field.

For a seasoned entrepreneur who repeatedly "stood on the brink of collapse," reflecting on 32 years of trials without emotion would be unrealistic. Thus, it’s hard to say the letter was "wrong." Entrepreneurs write from the heart, reviewing the past and envisioning the future—far from the "missteps" that disregard employee interests or public principles.

But if Yu’s words weren’t flawed, are employees’ grievances unjustified? Not at all. Their frustration, even anger, is understandable: while the boss enjoys Antarctica, they burn the midnight oil at work; while he relaxes on a yacht, they face empty fridges at home. Such inequity and deprivation make empathy impossible.

The letter, amid shifting external conditions, amplified the inherent tension between employers and employees. Labor relations are complex, with fundamentally divergent perspectives. If Yu were a frontline employee, he might not wax poetic about visions or "inspiration." Conversely, would critics do better in his shoes?

The lesson here is Yu’s message could have been more grounded. Today’s workers are more pragmatic—they expect not just "correct values" but tangible empathy. Endless OKRs, KPIs, and ROI pressures leave no room for motivational platitudes. When Yu’s letter omitted these realities, workers snapped: "You admire icebergs; I stare at spreadsheets in a rental."

Workers’ mindsets have changed; entrepreneurs can’t linger in self-congratulation. Founding a business is hard, but past glory must translate into shared rewards—or face backlash. How could Yu’s letter have improved? Perhaps symbolic bonuses, small gifts, or staggered half-day breaks on the anniversary.

Entrepreneurs may weep for their journey, but they can’t expect employees to always resonate. As a comedian once quipped: "Who’s the demon, who’s the god? Who’s the swan, who’s the crow? Who’s the sackcloth, who’s the wedding gown?" Different stances breed different views, definitions, and expressions. Adapting with understanding is no bad thing for leaders.