He is not a person who likes to think with his head, nor a philosopher or thinker. In ordinary days, all brain cells are not enough for work. How can he have the strength to think deeply about others?
But I can say that without these three in-depth thinking, my career will not usher in a qualitative leap.
I hope you can also think after reading my story: i am good enough&i still have something not good enough, how can i get further improvement? (The writer of this article is LinkedIn columnist Uncle Ogawa: Cute uncle who only talks about the workplace and doesn't write stories, scolding countless people who are confused in the workplace and still loved by everyone.)
As for the definition of deep thinking, different people may have different definitions. My humble opinion is that they can ask questions by themselves. It is deep thinking that can go deep layer by layer, have logic, find answers and produce realistic guiding significance. Often, when I encounter such an opportunity, it is the time to make a big deal.
1. Change jobs? Pay is more important than planning
I was 31 years old for the first time to think deeply about life and the future. After seven years of working as a loser, I never had any career planning. I changed jobs at will on the premise of interest and curiosity. I loved creativity more than freedom, and hated self repetition.
In seven years, he changed six jobs, worked as a fashion designer, animation magazine, book planner, fashion reporter, TV screenwriter, finally entered the advertising circle and became a copywriter. Later, he was transferred to the Public Relations Department to be responsible for the implementation of activities.
At that time, I was always dissatisfied with my salary, confused about my future, unsure of myself, and confused about my development. At that time, I didn't believe in any plans. I always said that plans didn't change fast.
I almost crossed my thirties with the attitude that I was disgusted and dissatisfied with myself, wanted to change jobs and didn't know where to go. At this time, an opportunity appeared in front of me. My department leader was going to resign and hoped to take me away.
When the leader said that he was going to do a magazine after he jumped over, hoping that I could help take charge, and asked me if I would like to be together, I almost blurted out that I would, but at that moment I endured, and I said that I needed to think about it.
That night I asked myself a lot of questions. For example, now is an opportunity, I can go, but if I want to raise my salary, how much salary can I ask? How much am I worth now?
Another example, is it just money? I'm 31 years old. What kind of position do I need? What other abilities do I need to be qualified for this position?
Do I want to stay in that company or field after changing jobs? Or is it just a transition this time, and you want to change for another year?
Some of these questions I asked myself before, some I didn't have answers before, and some I even hated to think about. That night, I forced myself to face them directly for the first time, and finally set the following requirements for myself:
Hope the salary is no less than 6000
It is hoped that the position should at least be an executive editor, not an editor.
Stay here for two years and try to be close to the core business department
Later, I got a salary that exceeded my expectations and the goal of two years' hard work, and jumped to a new company with the leadership.
If I hadn't thought about it that night, I would probably have moved with my original salary and position.
So far, I would like to thank that night for not only allowing me to think about problems directly, but also allowing myself to think about future and planning problems for the first time. With goals, there will be no lack of methods and growth speed.
2. Not in the core department? Think high, think far
During my two years in the company, I have experienced several stages, such as hard work, promotion, exclusion and personal maturity. People have become more mature and confident, but my troubles have not decreased.
I have always been the nominal manager of the promotion department in the subordinate company, but what I am responsible for within my scope of responsibility is more related to the group and corporate culture. What I do has never been closely linked to the business, which always gives me a workplace panic, fearing that the whole department will become the first choice for layoffs once there is a change.
My goal is to spend two years getting close to marketing and planning, but the fact is that I can only connect and help, more like hanging in the air, which makes me very distressed, and the reality even gives me no time to breathe.
For some reasons, I was transferred back to the group as a brand, and there was already a manager in the department at that time. I received instructions from my superiors to write a plan for next year, starting from the previous situation of the group, to talk about what plans I had for next year.
I am not good at planning. I may have ten topics and five plans for a landing activity, but you let me speak freely. Tell me how many activities we will do next year and when? Why do you do it? How do I know that?
I held back that annual plan for a week and couldn't write a word. I understand the significance of this annual plan. This is an examination paper. Those who pass the examination will be left behind because one department does not need two managers.
I also know the knotty part of my heart. I want to do marketing. I think the brand is useless. I stayed alone in the empty office to work overtime, and again began to ask questions from my heart.
You want to do marketing now. Do you have any opportunities at present? After two years of work, I didn't get a chance. What should I do? Do you want to leave?
At present, the monthly salary is over ten thousand yuan, but it is certainly not as much as planning. Besides, if you want to go back to school, you should also consider teaching costs. Can you accept the reality of salary reduction?
All planning posts are linked to projects. What will you do if the projects are sold out? Continue to do it in another place? Or is it transferred back to the group?
When asked here, I seemed to see a gap, revealing light, suddenly enlightened.
If I stay in this company, even if I get the opportunity to do marketing planning for the project in the future, I will accept the fact that my salary will be reduced. I may also be transferred back to the group after the project is completed, because it is possible to work in the management and general control of the group.
For the group itself, brand is a higher level than marketing. If you want to return to this position, why do you have to practice for another two years? But can't grasp the present?
The reason why I want to choose marketing planning is that I am familiar with it and have a sense of security, which is easy to be recognized. But now there are many marketing personnel, and everyone wants to look for opportunities to try and gain project experience, but the final results will definitely point to a higher level.
So, why should I follow people when they are competing for marketing, instead of taking advantage of this time to study the brand, when people are competing for the brand position again, I am already a senior person in it?
When I think about it, I feel completely smooth and comfortable. Looking at what is available at the moment, I suddenly had new ideas. I began to draw a mind map on the paper and found the relevance of several sectors, including which sectors need to be created and upgraded next year, and how to relate the enterprise's internal journals, websites, chairman's packaging and media balance, It was as clear as playing the game.
I was very excited about the plan report that time. It was not my intention to infect the leaders, but the first time I found that I had a lot of things to do about the brand. I listed the five sections I would do next year on the whiteboard, from positioning to relevance, and won the praise of the direct leadership.
As a result, I was left behind after the Spring Festival and another manager was out.
I was really relieved when I learned this news, but more happily, I found an outlet for the personal positioning problem that has been bothering me all the time. My mood is favorable, my people are favorable, my thoughts are not tangled, and I have the opportunity to stay. It seems that a new future is at hand.
3. Want a promotion? Find the core value of leadership
Two years later, I encountered a bottleneck in my career development. I felt that I could do my job well, but I just couldn't get a bigger promotion. I also mentioned it to the direct leadership, but they all said wait, the boss thinks you are not mature enough.
I have led a team for four years, completed self transformation, and made a lot of improvement and efforts. I don't know what is the difference between me and the position of brand director at present?
Then a team member's resignation made me think deeply again.
In fact, before that, I had also encountered the bottleneck of leading the team and the situation of team replacement, but I was able to recruit and replenish the staff in a timely manner. This time, I took my subordinates for nearly two years, and really cultivated them bit by bit and entrusted them with important tasks. Maybe because the subordinates felt that they were responsible for a lot, but only took half of my salary, there was an imbalance in their hearts; Maybe I was too rude in the initial task assignment process, and didn't let the other party see the significance of training behind the task.
In a word, you can clearly feel that the morale of the original capable cadres is declining, and the work can still be completed, but there is no innovation, no vitality, and become free and casual. I try my best to understand and interview with no effect. This sense of frustration hit me very hard, because I watched a person in my team stop developing or even regress, and you still had no way to deal with her.
In the end, the subordinate was expelled because he was absent from work too much and seriously violated the company's administrative system, but I didn't feel better about it. Instead, I fell into self questioning.
If my subordinates share 80% of my tasks, what should I do?
What do I do that I rely on the team and consider for the team as a whole?
Where does the charisma of a qualified leader come from?
Under such self-examination, I found that I was really far away from the requirements of the director, and there were many loopholes in management. I had fallen into the traditional teaching mode of master apprentice, thinking that sincerity and sharing can make the other party work with gratitude, but when your subordinates share your actual work, You should spare more time to think about the future development and transformation, and how your work achievements can be magnified and recognized, otherwise they will not find a sense of self recognized value.
In addition, how to design a promotion path for a subordinate and what kind of development might satisfy his curiosity depend on his observation at ordinary times. Only when people are interested in something, they will invest in enthusiasm regardless of cost, while when they are not interested in something, they are just numb to deal with it.
How to change "what I am interested in" into "what you can find here that you are interested in" is not only a shift of emphasis, but also the first step for a leader to judge the possibility of more growth of subordinates.
Qualified leaders are not what I teach you, but after you meet, I can help you create more possibilities in the future, and help you win the space and treatment worthy of you.
But I still stay at the initial stage.
Now, two years have passed since the in-depth thinking, and I have also been promoted to the brand director of the group.
I am 37 years old this year, and the most surprising decision I made is: I want to go to the University of Hong Kong [Weibo] As an on-the-job graduate student, I hope to learn integrated marketing systematically and grow in three dimensions of strategy, system and contacts.
It took me six years to become a director from an ordinary clerk. I would like to thank these three times for facing my heart and thinking deeply. This is my story, and I hope it can help you.
(Statement: This article only represents the author's view, not Sina.com's position.)
