The colleagues are all very nice. You rarely have to work past 7 p.m. The office is very close to both the MRT and train stations. There is a refrigerator and a microwave. Salaries are paid on time (although payday is delayed when it falls on a holiday, payment is still made).

Compensatory leave for holiday event support must be used within a limited period (usually about one and a half months); once it expires, no compensatory leave or pay will be provided. Annual leave must be requested before the 30th in order to schedule it. The year-end bonus is paid in March and April installments.

The regular weekly meeting runs from 9:30 a.m. to noon; the record is 1 p.m. However, it actually contains very little substance. Most of the time is spent on normal energy release or endlessly going around in circles.

The audio from the energy release sessions is somewhat high-pitched, and the volume is a little loud.

At least 30% of working hours are spent in the above-mentioned environment, placing a relatively high burden on the eardrums.

One person manages three Facebook pages and must publish at least three posts a day (the expected number is five). Unless sharing posts from the original manufacturer or other partner organizations, one person completes everything from the graphics to the copy, and preferably also shoots videos. The actual position is online sales, requiring management of online channels, including order processing, customer service, inventory adjustments, and listing or delisting products. There are nominal sales targets, but no authority to propose campaigns.

All content to be posted on Facebook must be submitted in paper form for the leader’s review. If it does not pass review, the leader will notify you, but possibly a day later. Posted content must be something the leader can understand and must not involve issues that differ from the leader’s beliefs. The leader expects posts to use original-manufacturer materials whenever possible, such as product cutout images, and does not want staff to create their own illustrations (including hand-drawn product-use demonstrations), to avoid wasting time. Each week, you must submit a daily posting plan for the following week, as well as a detailed, itemized, hourly record of the previous week’s work.

The leader’s principles are the highest guiding principles, but the leader’s principles have no principles. The leader’s will is the central doctrine, and implementation is the sole mission. To create a relatively comfortable working environment for the group, do not question the leader. The leader dislikes people who have too many ideas of their own, including graphic designers with their own ideas. The leader cannot understand why some tasks need to take an entire afternoon instead of being completed over two days at two hours per day. The leader seriously questions why staff cannot spare 20–30 minutes to help in the warehouse after completing their daily routine tasks.

Suggestions and related materials proposed by everyone in the world except the leader’s children cannot enter the leader’s consciousness until the leader’s children propose them; however, failing to make them enter the leader’s consciousness beforehand is considered your dereliction of duty.

If there are protests outside the Legislative Yuan, the office may become an isolated island, requiring people to walk into the restricted area.

Glossary:

Frog at the bottom of the well / frog in the well: Refers to inaction—simply looking up at the sky and waiting for food to fall from above.

Brains splitting apart: Refers to activities being impossible to carry through across departments; whether and how they are implemented is determined subjectively by the leader.