Better spell insight than experience
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.
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.
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。?
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.
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.
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:
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
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.
So how do you develop your own insights into the industry? Get back to your work routine:
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.
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:
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.
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.
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.
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.
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.
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?"
Instead of waiting to be eliminated, take the initiative
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.
1000 多个人，瘦了 20 多斤。5 个月 1000 人，平均一天就是 7
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.
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.
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.
Why do you say that?
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.
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.
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.
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.
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.
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.
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.
It's better to spell "knowing people" than physical strength.
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.
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.
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.
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.
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...
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.