What impressed me most was this question:
Why don't managers just promote people according to their abilities?
According to the traditional education we have received or the workplace atmosphere we strive to create, it is natural that the stronger our ability, the higher the possibility of promotion.
Even from the perspective of the enterprise, it is in the interests of the enterprise that people who can do things let him do more things and give him more resources to do things.
Being with people and enterprises is a good thing. Why not?
However, in reality, sometimes the business ability of the person who is finally promoted is not the most prominent, so there are many sighs in the workplace, such as those who are not as good as flatterers, such as those who are not talented at the right time, such as managers who are fools, and so on. So what kind of employees will managers promote?
As an experienced operator who has worked in state-owned enterprises, private enterprises and foreign enterprises and has been managed and operated by others, I think this is not unexpected.
Because many people mistakenly understand the interests of managers and enterprises as the same direction. In fact, most professional managers, their personal interests and corporate interests are not in the same direction. This is a huge information gap.
First of all, we should make it clear that the company is an imaginary entity. The big factory we talk about on weekdays is a simplified expression in language.
In reality, enterprises are made up of specific people, and the decisions of enterprises are made by these people.
Theoretically, the manager who has the right to promote personnel should be "the enterprise is good to me", but in practice, the interests of managers do not necessarily coincide with those of enterprises.
After all, the company is not his. If the company is gone, it is also a big deal for him to change companies. It's normal that they all come out to support their families and have their own small plans. This can't be said on the table, so when conveying ideas to new employees or bottom-level employees, they will only say that everything is in the interests of the company. This creates an intentional information gap. According to my observation, some people who have been in the workplace for more than ten years have not found this small blind spot. Therefore, people in blind spots measure their own capacity building direction by the interests of the company, not from the perspective that managers can decide whether they are promoted or not. All your skills are good for the company, but not even harmful to the boss personally. How do you think he will weigh you when making a decision? I know it's wrong, but it's reality. A big boss gave me a push and said the job was for the current manager and the next manager. I think this is very interesting. No mention of the company, only the manager. This is to point out whether my ability is useful or not. In fact, it depends on whether the manager has the right to interpret. Say you can do it, or you can't; Say you can't, you can't, you can't. Some workaholics really work hard, but the manager can't remember the promotion. At most, I've been hanging out for too long. Give me a consolation prize.
What kind of abilities do managers want? Macroscopically, there are two characteristics, namely, industry characteristics and specific company characteristics. From the attribute of ability, if it is a new employee who just entered the company, the outstanding thing is the execution ability; If you are an old employee who has been wandering outside for several years, what should be highlighted is the ability to innovate. One is work, and the other is the whole work; One is the stock and the other is the increment. From the manager's point of view, he also has KPI, he is also competitive, and even his competitive pressure is greater, because there are more gains and losses involved. Ordinary migrant workers can't mix well without wages. Managers can lose millions if they don't mix well. Therefore, what managers ponder every day is how to complete their own KPI. If managers want to manage upward, they need executives to complete the tasks assigned by the team, and at the same time, they need employees who can live and innovate to do something to attract the attention of higher-level managers. Then our migrant workers' coping strategies are straightforward. Just treat managers as customers and provide whatever they need. When you are a new employee, you should do things well and quickly, even too much. You don't need to bring your own brain. This is beyond your scope of work, so get it done quickly. After mixing for a long time, we should make the whole job sound good, outstanding, explosive, provide managers with money for workplace social interaction, and even achieve the ultimate, no matter how practical and good for the company, fancy is the key. This is also the place where moral arguments are most likely to occur. Some skills look pleasing, such as making a colorful PPT with Kan Kan style, but they are useless. For example, organize a very ornamental party and invite the big boss to sit in the front row and applaud. These are beyond the scope of benefiting the company, but they are too useful for managers. Why? Because he can brag to the boss.
There are actually several kinds. The first is business card promotion, which is more common. After all, there are too many cake-painting bosses. Ah, you think you have been a lobby manager for a long time, and hope to make progress. Where is the lobby director? The salary remains the same, the daily work remains the same, but the title sounds better. This is a way for managers to stabilize their morale. Anyway, there is no cost, just print another box of business cards. Why everyone in many enterprises is the chief, and everyone is the chief, is the result of the long-term accumulation of this title expansion. Faced with this situation, there is naturally no need to change their working mode, and migrant workers do not want these false names. The second kind of promotion is expansion and promotion. To put it simply, the team led by the manager did a good job, giving more resources and more people, making the team "shift from camp to camp, from camp to group".
At this time, some migrant workers will acquiesce that they will also rise, but they are not. For managers, this is the result of their own efforts. That's right. Everyone in the workplace is selfish and exaggerates their contributions, including your superiors. If you go to work and he goes to work, the manager will think that he is well managed. Even if the following migrant workers are working hard, then other teams are working hard. Why does the expansion of quota fall on your team?
In addition, managers have a mountain culture. What is a mountain? On the one hand, gather your own strength to complete the task, on the other hand, block others' necks and prevent the resources to complete the task from being taken away. Workers see the hills, not the departmental walls, and they can't wait to scold a few management defects, but managers see their own hard work. Then managers will treat expansion as a reward for themselves at this time, and there is no need to promote the following employees by default. Moreover, this can be an opportunity for me to rectify my internal affairs. It's up to me who goes to bed and who doesn't, and an opportunity of "clear reward and punishment" appears. When managers are complacent, new employees or grass-roots employees can just change their working mode and improve the content of the whole road from 100% to show their abilities. One advantage of migrant workers in the face of expansionary promotion is that there is a preparation period before they are finalized. Anyone familiar with the workplace knows that the team is going to expand. Going to work today won't be a sudden notice. Everyone can feel it more or less in their daily work. Some of them saw the expansion of business with their own eyes, and some relied on the gossip in the teahouse. At this time, the workers have the opportunity to fully demonstrate their new abilities. Then another situation will suddenly come, that is, the third promotion, replacement promotion. A reasonable team, all kinds of positions must be a radish, but now many industries are very mobile, even if the team does not expand, it will suddenly become vacant because of other colleagues' career changes. At this time, managers need to find someone to fill this position. Sometimes I feel this way in the workplace. Leaving a supervisor and recruiting another one is not to be promoted from within, which is particularly stingy. In fact, from the perspective of the manager, you can know why he made such a decision. There are two ways to make up the position, either from within the team or from outside. Pulling outside, the disadvantage is that it needs to be re-run-in, and it is easy to be fooled by some "interviewers". The advantage is that you don't have to explain to the team why you chose this person. Sometimes you can insert your own people, and sometimes it is easier to do so simply, so that the HR department can work hard. For internal promotion, we need to reasonably explain why we chose this person instead of another. At this time, you can ask yourself whether there is always one person who is good enough to convince everyone among people with similar qualifications who have entered the company at the same time. Without such people, how can managers choose such dazzling people? Why do managers have to wait until they need a replacement before they can be promoted? They are not afraid of such employees jumping ship or being poached by other teams. Therefore, it is more rational for migrant workers to constantly do a good job at the implementation level and live from time to time. This is not very demanding of yourself. After all, it takes time to build the ability, and the current work intensity makes everyone have no energy to study extra. At the same time, from the perspective of managers, you will find a clever subordinate. Again, we don't need to be persuaded, as long as the manager thinks it's ok. I know this is not a good thing, but this is the reality. I don't want to tell you something right.
However, the degree inside is sometimes not so easy to handle. We have all seen tens of thousands of dollars given to big leaders just after joining the company. From the perspective of managers, you should know that most managers are actually quite busy. To manage the team, to focus on business, to cooperate with other departments while wrangling, and to lose a smiling face, your own cost, budget, performance and other indicators are stuck. Although you can't do specific things, managers should pay attention to many aspects. So some managers are superstitious about the power of organizational structure. They think I made a top-level design, put the right people in the right position, then shouted a few slogans to get together for a few meals, and then waited for the employees to make achievements in their own circles. This busyness leads many employees to do things that managers can't see, especially managers with huge management teams. It's not that managers don't want to see it, but that their energy is really limited, and at most they just stare at the results. Just look at the results, in fact, stay in the matter, the fear of career promotion is just talking about things. When I first started working, I was also very happy to be invisible in the workplace, fish. How happy I am. I remember reporting my own work at that time. I don't know which book I read about the method of reporting. I pay attention to short, flat and fast, give the results directly, try to digitize as much as possible, and try to get it done in three minutes. Only later did I react. Indeed, my report made the manager comfortable and saved his time, but I also lost the opportunity to "watch". This watch can be a performance, a performance, and more importantly, an expression. In the back, I slowly changed my style. I simply made things clear, but I always added a small tail. Like, that's what I did at the time, thinking about "these"
The "these" here are all things that are cloaked in the interests of the company, but actually linked to the actual interests of managers. I know, and he knows, as long as he can feel that I am always on his side. A lot of times it's small details. I still remember a business trip together to book a plane ticket, which was not even within my responsibility. I'm just doing it together. Let me repeat, I chose a window seat on the right for you. This time I will fly from west to east, and there will be no direct sunlight. You can call it licking, but you can't help it. In the rules, you should maximize your own interests. I didn't mean to ask for nanny-level service at that time, but I said all the points I thought because I was afraid of direct light on the plane. It is enough to replace your own needs. We ask ourselves, do we think a lot in our daily work, but in the end we say little to our boss? With this attitude of standing in the interests of managers, managers will not have a sense of crisis and trust will be gradually established. This is another example. I heard Director Cao talk about how he interviewed foreign consulting companies. At that time, the immediate manager asked the most common question in the interview. What are your plans for the next five years? Director Cao became nervous in his heart and generally began to ask the standard boring questions prepared by HR, which meant that the manager had nothing to say. So Director Cao said, of course, we should sit in your position as soon as possible. I immediately made the other person laugh, and then director Cao added that it was to put you in a higher position.
Let me ask you, are you coquettish? But I ask you, do you like it? This is an ambitious demonstration of loyalty. In exchange, I put it on the table and said, I am your man. My promotion depends on you. I'm not a threat to you, just a helper.
Of course, director Cao's operation is risky. He is anxious and needs to change the boring atmosphere of the interview in a short time. He is the strongest air mass in Amsterdam. However, even this groundless statement has brought him preferential treatment, which shows that the reason is the same. You should look at the problem from the manager's perspective and let the manager know clearly that you are looking at the problem from his perspective.
When chatting with many friends about the workplace, I found a small detail. Many people think that making yourself an indispensable core of the team is the basis for promotion. Managers need you, which is naturally a good thing. But if managers can't live without you, they can be invincible. This kind of capacity building needs a long time to pave the way and needs to suppress big moves. Moreover, in the workplace, the corresponding ability of each level will be different, so every time you upgrade, you must hold a big move. Although it is very stable, the golden age of people in the workplace is only 20 years, which is too slow. Moreover, this mentality still stays in the employee perspective of "I don't want you to feel, I want me to feel". Employees think that the team can't live without themselves, and managers sometimes really don't think so. Employees think that ability is the core, and managers start from their own needs. Working ability is only one of the factors, and even the priority is not necessarily high. Then, in the process of promoting the game between employees and managers, if you want to keep yourself from being delayed, or simply want to study on a higher platform, you must look at the problem from the perspective of managers' interests. A lot of things, you can see your face by looking at your ass. I'm not asking you to lick it.
I'm trying to maximize your interests. Finally, I got such an evaluation: if this person is mentally ill, it is recommended to send him to hospital for treatment; If you are not sick, it is recommended to dismiss. This has caused many migrant workers to be afraid of the whole job and to usurp the role of master. This kind of cognition is very accurate, especially when one's manager is not at the top, there will be a certain sense of crisis subconsciously. You are so novel that your present position can't bind you. Are you staring at my position? At the key node of promotion, managers will definitely not do anything harmful to themselves, even if it is only risky, they will try to avoid it. Then this needs to show loyalty to managers. Are you a little disgusted when you hear loyalty, thinking that I, a little fat man, have defected and started looking for rationality for the workplace compliance test? Of course not. Loyalty has two meanings, one is expression and the other is loyalty. Whether you think the other person is an idiot or not, at least on the surface, you have to play him.