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职场上从不怕淘汰的人,都做对了哪些事?

What do people who are never afraid of being eliminated in the workplace do right?
职场上从不怕淘汰的人,都做对了哪些事?
2562字
2019-07-21 18:44
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职场上从不怕淘汰的人,都做对了哪些事?

Better spell insight than experience

与其拼经验,不如拼洞察?

You've heard the phrase, "a lot of people talk about having 10 years of experience, but they're really just reusing 10 years of experience."

你一定听过这样一句话:「很多人说起来有 10 年工作经验,但实际上他只是把 1 年的经验重复使用了 10 年。」?

This is about the quality of experience. A lot of people who have worked for eight or nine years, they have great resumes, they are directors of big companies, they are the soul of the team, but when you ask them, they often don't answer well. So even if you have 8 years of experience, 10 years of experience on your resume, there is no difference between your ability and that of someone who just graduated two or three years ago.

这讲的就是经验的质量。很多工作了八 九年的人,简历上风光无限,又是大公司总监,又是团队灵魂人物,但如果细究去问,答出来的东西往往都经不起推敲。这样即使简历上写着有 8 年经验,10 年经验,实际上能力和一个刚毕业两三年的人没有区别。?

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Recently, several of my friends came to tease me that the middle and senior managers interviewed are becoming more and more qualified. For example, there is a candidate who has been working for 10 years and whose resume says that he led his team to achieve 300% growth in the past year. However, that was the end of it.

最近我好几个朋友跑过来跟我吐槽,说现在面试的中高级管理者越来越水。比如有一个面试者工作了 10 年,简历上写着过去一年带领团队创造了 300% 的增长业绩。然而,就这一句话结束了。?

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My friend asked him what the specific performance was, whether it belonged to his department or cooperated with other departments, what kind of reform or opportunity enabled him to create such a significant growth in a short period of time, and what specific role he played in this process... Surprisingly, I couldn't answer any of them.

我朋友问他具体是什么东西的业绩,这个业绩是属于他领导的部门还是和其他部门合作的,是什么样的改革或契机让他在短时间内创造如此显着的增长,他在这个过程中具体起到了哪些作用......竟然,一个都答不上来。?
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My friend was worried. She had been looking for a candidate for this position for half a year. Later, after many inquiries, she finally knew that this interviewee was indeed a director in the former company, but his ability was very ordinary. Although the work for nearly 10 years, but belong to the type of fish in troubled waters. The growth of the company's performance is more dependent on the cooperation of other teams, he just participated in it, without any outstanding contribution.

我这朋友着急啊,她找这个职位的人选找了大半年,但这位候选人半桶水的状态又让她隐隐担心。后来她经过多方打听终于知道,这个面试者确实是前公司里的一个总监领导,可能力很一般。虽然工作了近 10 年,但属于浑水摸鱼的类型。公司业绩的增长更多是依靠其他团队的配合,他只是参与了其中而已,并未有什么突出贡献。?
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We can't say this person lied on their resume, but such vague statements are common in the workplace. If you meet a new HR person, you may be able to muddle through this way. However, the current economic environment is not good, and all companies have increasingly high requirements on the professionalism of HR and headhunters. This professional degree is not only the professional degree of "finding people method", but also the professional degree of "business understanding". For example, when I interview HR, I often encounter the following questions:

我们不能说这个人简历造假,但这种含糊不清的说辞在职场中很常见。如果碰到 HR 新人,这样做或许可以蒙混过关,可现在经济大环境不好,所有公司对 HR 和猎头的专业度要求也越来越高了。这个专业度,不仅是「找人方法」的专业度,更是对「业务理解」的专业度。比如我在面试 HR 的时候经常遇到的问题是:?

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1. What difficulties have you encountered with this project? What do other people think, and what do you think? 3. Why do you think differently from others? 4. Why do you believe you are right?

1. 你做的这个项目遇到过什么困难?2. 其他人是怎么想的,你又是怎么想的?3. 为什么你的想法和其他人不同?4. 为什么你相信自己是对的?

I believe that the questioner is the boss of the business department unless I know it is HR in advance. You can no longer treat HR interviews as a formality, and don't try to get away with the online "how to impress an interviewer" routine. Now is the era of real sword, no point dry goods will be eliminated. "Multi-year experience" is something you can only refer to. More importantly, you need to have an insight into the industry.

如果不是事先知道对方是 HR,说这个提问者是业务部门的老板我都信。你再也不能把 HR 面试当做走过场的形式,也不要妄想拿着网上「如何给面试者留下好印象」的套路就蒙混过关了。如今是拼真刀真枪的时代,没点干货的人一定会被淘汰。「多 年经验」这种东西,只有参考意义,更重要的是你要对行业有洞察。?

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Everyone has experience, if they stay long enough. Insight is not for everyone. It requires thinking, polishing, overturning, restarting, practicing, demonstrating, optimizing... Every step is the update of self-knowledge, and every conclusion can be reached to the key and stubborn disease of the industry. This kind of talent is the most valuable.

经验人人都有,只要时间呆的够长就可以;洞察并非人人都有,它需要思考,打磨,推翻,重启,实践,论证,优化...... 每一步都是对自我知识的更新,得出的每一条结论都能切中行业的要害和顽疾。这种人才,最有价值。?
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So how do you develop your own insights into the industry? Get back to your work routine:

那如何培养自己对行业的洞察呢?回归到工作的日常:?

Gather insights from the small. There are no small things in work, that's my opinion. Say no small things, because you have to learn from any small things to make a big thing. The workflow, the way things are done, the mode of cooperation and even the way of communication, each of them can dig out something worth thinking about. These accumulated summaries will eventually add up to the underlying operating logic of the industry. The sooner people see clearly, the more chances they have.

从细微处总结洞察。工作无小事,这是我的观点。说没有小事,是因为你要学会从任何小事中总结出大事。工作流程,做事方法,合作模式甚至沟通方式,每一件日常背后都能挖掘出值得思考的东西。这些不断积累的总结,最后将汇总成这个行业的底层运行逻辑。越早看清楚的人,机会越多。?

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For example, in a simple cross-department cooperation, if other departments are unwilling to cooperate, you can start a series of questions to start a series of thinking:

比如一个简单的跨部门合作,遇到其他部门不愿意配合的情况,你可以用一系列问题来开启连环思考:?

1. What does it mean? Why not? Was it a lack of planning, a scheduling problem, or a disagreement over the allocation of resources? 2. What are the ripple effects and effects of this problem? Will it affect the overall progress of the project? Will there be cracks in future cooperation? 3. Who will be involved in this question and what are their respective positions? Do you have a problem with me or with the whole thing? 4. What kind of support do I need if I'm going to solve this problem? Ask your boss for help? Or should I communicate with their department leaders? Or do I just walk away and wait for someone else to help me out?

1. 它说明了一个什么问题?为什么不愿意配合?是我计划不够周密,还是时间安排有问题,或是资源分配上出现分歧?2. 这个问题会造成哪些连锁反应和影响?会不会影响项目的整体进度?会不会在之后的合作上出现裂痕?3. 这个问题会牵涉到哪些人,他们各自的立场都是什么?不愿意配合是对我这个人有意见还是对整个事情有意见?4. 如果我要解决这个问题,我需要得到哪些支持?是找大老板直接求助?还是我过去和他们部门领导沟通?或者我甩手不管,等其他人出面帮我解决?

I call this way of thinking, "from a small point, spread out a universe." You don't have to answer every question well, but you have to think of every question first. That's the insight. Insight is the summarization, summarization and refinement of all the information to find the most essential reasons behind it. It is not a copy of the information, but the repeated understanding and processing of information.

我把这种思考方法,叫「从一个小点,扩散出一个宇宙」。你不是每一个问题都要回答好,但每一个问题都要先想到。这就是洞察。洞察是对所有信息的归纳、总结和提炼,从而找到背后最本质的原因。它不是对信息的照本宣科,而是对信息的多次理解和加工。?
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On the surface, "unwillingness to cooperate" is only a daily work contradiction, but in fact it may be a problem of divergence in the strategic direction of the whole business. The way to solve it is not to secretly send a complaint email to the big boss, but to sit down and discuss various possibilities in detail and achieve unity in the main direction first.

表面上看「不愿意配合」只是一个日常的工作矛盾,实际上可能是整个业务战略方向上的分歧问题。解决它的方法,绝不是你偷偷发一封投诉邮件给大老板,而是大家坐下来详细讨论各种可能性,在大方向上先达到统一。?

This is my experience. To develop your own insights, it's best to start with the simplest things around you. Write them down in a small notebook you carry with you, or make an electronic memo. Over time, your understanding of the industry will become more and more profound, which is your most valuable asset. Small steps make a big difference.

这是我的亲身经历。培养自己的洞察力,最好就从身边最简单的事情开始总结起。把它们写在随身带的小本子上,或者做个电子备忘录。时间久了,你对这个行业的理解会越来越深刻,这才是你最宝贵的财富。以小见大,积跬步足以致千里。?

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Be contrarian. At work, we often encounter situations where people disagree with us. Most of the time, we tend to be emotional, too busy fighting, but few people calm down to think. In fact, if we think about it from the perspective of the naysayers, we often get surprising answers. For example, I once advocated in a meeting to promote a new product with high-handed promotion, but a colleague kept opposing me.

具备反方思维。工作中我们经常会遇到有人跟自己唱反调的情况。很多时候我们容易被情绪所左右,光顾着去吵架了,却少有人冷静下来思考。实际上,如果我们站在反对者的角度去思考问题,往往会得出让人惊喜的答案。比如我曾在一次会议中主张用高举高打的方法推广一个新产品,可对面的一个同事一直跟我唱反调。?

He believes that spending all the advertising money on elevator screens, subway stations and APP screen ads cannot produce direct conversion effects, but it will be more accurate and effective to do some vertical community content implantation. And then our solution was parallel. Do vertical community content placement first, and then take small steps to see how it works, and then decide if you want to take advantage of it. This is the use of counter-thinking, which is to constantly check their own missing.

他认为把广告费全花在电梯屏,地铁站,APP 开屏广告上并不能产生直接的转化效果,反而做一些垂直社区的内容植入会更精准有效。后来我们的解决方法是两者并行。先做垂直社区的内容植入,小步快跑看看效果,然后再决定是否高举高打趁胜追击。这就是反方思维的运用,它是对自己不断的查漏补缺。?

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Understand your "negative" side, strip the emotions out of what makes sense, and then combine your thoughts to come up with new ideas. This is another way to develop insight. One of my favorite questions is, "how would I refute my opinion if I were someone else?"

理解你的「反方」,从情绪中剥离出有道理的东西,然后结合你的思考提出新的观点。这是另一种培养洞察能力的方法。我最喜欢用的一个问句就是:「我如果是别人,我会怎样反驳自己的观点?」

Instead of waiting to be eliminated, take the initiative

与其等着被淘汰,不如主动去出击?

Two days ago, I was watching the story of lei jun. Lei jun is in at the beginning of establishment millet, in order to find suitable supplier, run outside everyday. Five months saw more than 1000 people, lost more than 20 jins. Five months 1000 people, an average of 7 people a day. Every time I meet someone, I have to explain my product, plan and blueprint in detail, over and over again. It's a terrible amount of work to think about.

前两天在看雷军的故事,里面有一段让我印象深刻。雷军在创立小米之初时,为了找到合适的供应商,天天在外面跑。5 个月时间见了 1000 多个人,瘦了 20 多斤。5 个月 1000 人,平均一天就是 7 个人。每见一个人都要详细介绍自己的产品,规划和未来蓝图,一遍又一遍,不厌其烦。这工作量想想都很恐怖。?
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Before this lei jun is the general manager of golden hill software, realized wealth freedom early. He could have put the money to work and lived it up. But he was willing to put down his face, even to a small regional factory leaders are polite, one after another to visit tirelessly. I don't know how many people can do that. At least I see many people far less than lei jun that achievement, but the age, the high position, like to put on AIRS, do not work. Be complacent every day. It's very dangerous.

在这之前雷军是金山软件的总经理,早就实现了财富自由。他本可以拿钱去做做投资,过过逍遥日子。可他却愿意放下面子,连对一个地区小工厂的领导也客客气气,一趟趟不知疲倦去拜访。不知道有多少人能做到这一点。至少我看到许多人远没有雷军那个成就,只是年纪到了,职位高了,就喜欢摆架子,不做事了。每天沾沾自喜,好逸恶劳。这是很危险的。?
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The workplace is going against the current. Today, there is no such thing as being able to talk and direct management. If you don't solve the problem, the output value, regardless of the position, will be eliminated. Recently, tencent, jd.com and alibaba began to lay off employees from the top, which is a good example. In fact, we are laying off people who cannot keep pace with the development of enterprises. That's the status quo, but you don't have to worry too much about it. Because there's a lot more you can do than just sit there and wait. Take the initiative, for example.

职场就是逆水行舟,不进则退。如今再没有那种做到管理层就可以动动嘴皮子,指挥一下就够了的好事。如果你不能解决问题,产出价值,无论职位高低,一样会被淘汰。最近腾讯、京东、阿里从高层开始裁员就是很好的例证。说是给年轻人让位置,实际上是让一批不能跟上企业发展节奏的人提前下岗。这就是现状,但你也不必过分焦虑。因为与其坐以待毙,你还有很多行动可以去做。比如说,主动出击。
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First, take the initiative to learn new knowledge. The younger you are, the better. As long as you are not imprisoned by the past experience, always remind yourself not to fall into the fixed thinking, do not make the mistake of empiricism, in fact, you have the advantage.

首先,是主动学习新知识。学习这个事情,并不一定越年轻越有优势。只要你不被过去的经验所禁锢,时常提醒自己不要陷入到固化的思维中,不要犯经验主义的错误,其实你才有优势。?

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Why do you say that?

为什么这么说??

Because you're not learning from scratch, you're evolving halfway through. In other words, you have a foundation. You understand it faster than a young person, it just depends on whether you want to understand it or not. In my industry, for example, a lot of people in the last few years have thought that the Internet has revolutionized all methods of marketing, but it's not that scary. The Internet merely enhances certain methods and re-empowers some outdated marketing techniques. But the essence of marketing has not changed since ancient times, which is to build unique brand associations and ultimately promote product sales.

因为你并不是从零开始学习,而是从中途开始进化。换句话说,你是有基础的。相较于年轻人而言,你理解起来其实更快,只是看你愿不愿意去理解而已。就拿我所在的营销行业而言,过去几年很多人觉得互联网颠覆了市场营销的所有方法,但实际上并没有那么可怕。互联网只是增强了某些手段,给某些过时的营销手法重新赋能而已。但营销的本质从古至今都没有改变,那就是建立独特的品牌联想,最终促进产品销售。?
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Let me give you an example. A friend of mine used to work for a traditional advertising agency, marketing brands for Tmall. Tmall little partner over there threw over a pile of introduction documents, is the super brand day, is juhuansha, is the fans of carnival, the general people have long looked at a big head.

举个例子。我一个朋友曾在一家传统广告公司,给品牌做天猫的营销活动。天猫那边的小伙伴丢过来一堆介绍文件,又是超级品牌日,又是聚划算,又是粉丝狂欢节的,一般人看了早就头大了。?
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Can he? He spent a day studying the mechanisms and differences in each document, and then explained it to his team members. Finally, he led them to make an excellent plan and successfully helped the client win the biggest super brand day project in Tmall. When I listened to this story, the most memorable part was that he asked colleagues in the e-commerce department over and over again with the files given by Tmall, what does this mean and what is the difference between that and what we usually do.

可他呢?他花了一天时间去研究每个文件里的机制和区别,然后再解释给自己团队的小伙伴们听,最后带领大家做了一份超棒的方案,成功帮客户拿下天猫最大的超级品牌日项目。我在听这个故事时,记忆最深的地方是他拿着天猫给的文件一遍遍问电商部门的同事,这个是什么意思,那个和我们平时做的有什么区别。?


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He is a 35-year-old man, asking for advice from people seven or eight years younger than him, which makes people embarrassed. But I think he is particularly strong, since they do not understand, then take the initiative to ask, rather than holding the shelf, this is the place that makes me most admire. In the ever-changing, to find those unchanged things, and then combined with their own experience to continue to improve.

他一个 35 岁的人,向年纪比他小七八岁的人请教,搞得人家都不好意思了。可我觉得他特别厉害,既然自己不懂,那就主动去问,而不是端着架子,这是让我最敬佩的地方。在千变万化中,去寻找那些不变的东西,再结合自己的经验不断去改进。?
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This is the first initiative. The second "initiative" is the initiative to build your own information network. "Middle-aged professionals" are relatively well-connected. After all, after so many years of work, I think I know a lot of former colleagues, former bosses and even headhunters. They're scattered across the industry today, and they're often in the middle and high places, which can be valuable networking resources.

这是第一个「主动出击」。第二个「主动出击」,是主动构建自己的信息网络。「职场中年人」的人脉其实是相对广阔的。毕竟工作了这么多年,前同事、前老板甚至猎头都应该认识不少了。如今他们散落在行业的各个公司里,而且普遍身居中高位,这都是你宝贵的人脉资源。?
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As long as you are in place and kind, these people can build your network of information. What companies are doing these days, what new companies are doing these days, what trends are happening in the industry, what new opportunities are there, even gossip. Put together your "acquaintance list" and you'll be surprised at how many people you actually know. You just have to consciously increase your contact with them, open up the information channel, and make sure you don't lag behind, and you've left a lot of people behind.

只要你平时做人还到位,与人为善,这些人都可以构建成你的信息网络。比如哪家公司最近有什么动作,哪家新公司最近势头很猛,行业里发生了什么趋势变化,哪里有新机会还不错,甚至是八卦新闻等等,这都可以互通有无。整理一下你的「熟人清单」,你会惊讶地发现其实还认识不少人。你只用有意识地和他们增加往来,打开信息通路,保证自己不要滞后,就已经甩开了一大 波人。?
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Neither of these "initiatives" requires much effort. As long as the heart over the hurdle, everything is very simple. It's not whether you can, it's whether you will.

以上两个「主动出击」,都不需要花特别大的力气。只要迈过心里那道坎,一切都很简单。这不是你能不能,而是你愿不愿意。?
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It's better to spell "knowing people" than physical strength.

与其拼体力,不如拼「识人」?

That's the last piece of advice for today. The so-called "knowledge of people" is to identify each other is unreliable, have ability, can do great things. Most people who work for five or six years or more should start managing people. Many people think that managing people is to arrange subordinates to do things well so that they can rest easy. This is a very wrong idea.

这是今天最后一个建议。所谓「识人」,就是识别对方靠不靠谱,有没有能力,能不能做大事。工作五六年甚至更久的人,大多数都应该开始管人。很多人以为管人就是安排下属把事情做好,自己便可高枕无忧。这是个极其错误的想法。

Especially the young people nowadays, they have more and more access to information and more and more ideas. If you can't stop them in a certain way, it will be a matter of minutes. Great managers have a set of skills to make subordinates willing to work with him. That's what the heart does.

尤其是现在的年轻人,接触信息的渠道越来越多,想法也越来越多,你如果不能在某一个方面镇住他们,不服你是分分钟的事。厉害的管理者,都有一套拿手绝活,让下属们心甘情愿跟着他一起做事。这就是人心的作用。?
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I once had a boss who did just that. In fact, she did not teach me many things in professional ability, but she is my bole, constantly strive for more performance opportunities for me in the company, and also highly praise me in front of customers. It gives me so many opportunities to grow and be exposed. The biggest characteristic of her management is that she is very "supportive" of her subordinates. And she could tell at a glance whether a man was really good or just plain stupid.

我曾经遇到一个老板就是如此。她在专业能力上其实并没有教我许多东西,可她却是我的伯乐,不断为我在公司里争取更多的表现时机,在客户面前也极力推崇我。这都让我获得了非常多成长和曝光的机会。她做管理最大的特点,就是非常「挺」自己的下属。而且她一眼就能辨别出一个人是真有本事,还是胡说八道。?

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Even though I couldn't work with her again for various reasons, I was still very grateful. It's her personality. Such a person has a strong centripetal force, and it is easy to build a stable team and create great value in the workplace. And this kind of person is difficult to be eliminated, because one elimination may eliminate an entire team, is a huge loss for the company.

即使后来因为种种原因不能与她再共事,我依然非常感激。这是她的人格魅力。而这样的人具备很强的向心力,在职场上很容易建立起一个稳固的团队,创造出巨大的价值。而且这种人很难被淘汰,因为一淘汰就可能淘汰掉一整个队伍,对公司而言是巨大的损失。?

So if you're starting to lead a team in the workplace, ask yourself: 1. Do my subordinates agree with me? Are they willing to work with me? 3. Can I lead people to create more value?

所以如果你在职场上开始带团队了,不妨先问问自己:1. 我的下属服不服我?2. 他们愿不愿意和我一起共事?3. 我能不能带领大家创造更大的价值??

Do not want to be eliminated, be about to turn over the guest to give priority to, the cost that thinks clear company to eliminate you is how many, whether can it exceed the income that the company obtains greatly. As you go up, the more you shift the focus of your thinking from the individual to the group. Don't want to be eliminated, let your "cost of elimination" as high as possible. It's not just your individual salary, it's the value of your entire team, the role you play, the impact and impact you can have, even your image with your customers...

不想被淘汰,就要反客为主,想清楚公司淘汰你的成本是多少,它是否会大过公司所获得的收益。当你越往上走,考虑问题的重心越要从个人向团队倾斜。不想被淘汰,那就让自己的「被淘汰成本」尽可能提高。这个成本不仅仅是你的个人工资,而是你这整个团队的价值,你在里面扮演的角色,你能产生的作用和影响,甚至你在客户那边的形象......?
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These are your "helpers". They are all negative effects that the company has to take into account when it comes to weeding you out. The more things you involve, the more people you involve, the harder it is to weed out. That's the power of bonding. And the key to all this, is to know people. Identify the abilities of different people and assign appropriate professional positions; Identify the personality of different people, create space for him to play; Identify the needs of different people and know how to bundle interests. Make the best use of your talents. Do this, and you will reap a huge reward.

这都是你的 「帮手」。它们都是公司要淘汰你时,不得不考虑的负面效应。当你所牵连的事情越多,牵连的人越多,就越难被淘汰。这就是「抱团」的力量。而这一切的关键,就是会「识人」。 识别不同人的能力,配备合适的专业岗位;识别不同人的性格,创造适合他发挥的空间;识别不同人的需求,懂得如何做到利益捆绑。知人善用,人尽其才。做到这一点,你会获得巨大的回报。

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