When I first started working, I met a very down-to-earth and serious senior who was also extremely dedicated to his work. After a period of observation, I thought he was worth learning from. Later, at the meeting to summarize the work at the end of the year, some people put forward some opinions on him. In short, there were also bad opinions. I had just joined the work and could only silently listen to everyone's opinions and speeches.

Once I was doing a seed test with him in the field, and he said something that still makes me feel that it is too realistic. It may mean the same as the question: "What you do is not as good as what you see." , I don’t think it’s as good as making trouble. Later, when I worked for a long time, I really felt that this was a wise saying!

Something happened later. There used to be a colleague who went around making trouble all day long. He talked about people and ghosts. In his mouth, no one except the person he was talking to A good man has no one to work with except himself! One day he actually said bad things about colleague B to colleague A, and then went back to colleague B to say bad things about colleague A. Everyone had a headache when they saw him, but the various bonuses and rewards from every unit would not be missing from him, as long as he If there were not enough, he would go to the boss and make trouble non-stop. For a while, it felt like he was dealing with issues related to him. At the end of every year, we always make a summary of various tasks. He doesn't do anything and makes no mistakes, but those who do the work always end up complaining.

In fact, there will be leaders who are more open-minded and know how to manage at work. I also encountered it at work. One year, a new leader came to the unit because at that time, we were engaged in vegetable sales with outside parties. It was the end of the year. , the leader didn’t summarize anything, he just took out the invoices of every salesperson. There was a stack of the thickest invoices, which was several times larger than the others. The leader said that if you look at this stack of invoices, you will know how much he has done. After working, it turned out to be a reimbursement invoice from a relatively capable employee.

Many of us do encounter the above problems at work. If we do more, we will make more mistakes. The key is to see how to deal with mistakes. If we blindly pursue responsibility and accountability, we will ignore the work itself. Starting point, then not many people will work, and naturally no one will work, and naturally there will be no problem.

I personally understand that if what is said is correct or not, please criticize and correct me.

I have been working for some years, and to be honest, this kind of behavior is very common.

This kind of thing happens more in the north than in the south (I have not been to many cities, so in terms of the places I have worked)

I remember this sentence, more Doing more is wrong, doing less is less wrong, and doing less is better. (It should be, basically the same as what you said)

Why such a problem occurs, I personally understand that it is a problem of leadership, and the problem is from top to bottom.

Let me explain my understanding in detail.

First of all, the company's senior leaders have average abilities. (This is how it is today. There are people with 1 million abilities, all in positions worth 5 million. There are a few people who don’t feel that their positions have wronged them)

A company without very capable senior leaders , don’t talk about the following things. There are many, not to mention small and medium-sized family businesses.

Among middle-level leaders, although each department is directly independent, there are always some disconnected relationships. Therefore, when encountering something unfavorable to your department, your first reaction is to push it out, for fear of affecting your career. Which leader would let you mind your own business. If you dare to do more things, what should you do if you get stuck? How to push it out then.

Grassroots leaders have no rights. Most of them cater to the leaders above and do whatever the leaders above ask them to do.

So, when it comes to employees, think about it, what do you dare to do? What more do you dare to do? What should I do if I do something wrong that my leader didn’t ask me to do? What’s the reward and punishment system for getting it right? (I'm afraid that most companies have not formulated this kind of system in detail. Don't make excuses. I'm talking about doing more of this part. It's not your job.)

Therefore, this leads to a The problem is, if you do more, you will make more mistakes (there will be times when you are right, but there are risks). If there are risks, your leader will not let you try (he is worried about his career). If you do something right, it may not happen yet. A clear reward system (if the reward system is clear and tempting, see if someone is willing to do more)

Under this premise, who is willing to do more?

I think companies with this kind of thinking (from leaders to employees). That is the problem of senior leaders or people with decision-making power.

As the saying goes, people die at the expense of money, and if there is no profit, you will not be able to afford it early, and so on. You have to have something tangible out there so that people will be willing to pay, do more, and even work hard for the company.

I am just complaining. Make everyone laugh.

I have a deep understanding of this point of view. Although I am a practical type, I do not agree with the statement that if you follow and make many mistakes, it is better not to do it! I joined this company at the end of 2013. When I came in, everything was complicated. The older people above would not tell you how to do it, they would just let you do it. What you want is the result anyway, and our department was very shady. The yang is declining, which means that there are only two male colleagues and I working as directors. The two leaders are male colleagues and eight female compatriots, so a lot of things fall on the two of us. In 14 years, another colleague changed jobs, so outside things I Everything was covered, and of course many mistakes were made, but the leaders saw it and understood it. In 2016, he was promoted to be the deputy director until today. I think every leader has a steelyard in his heart, either he does too much or he does too much. Even bad things can sometimes be a blessing! !

I have also encountered this problem at work!

Here I will talk about my real experience and feelings. I would not have had such thoughts when I first joined the job. I wanted to learn more, so I will definitely go out to do more work with the old master and accumulate experience, so that when I meet again When problems arise, they are able to solve them independently. However, as time goes by, I find that many employees have this idea. They do more and do less, and those who do more are prone to making mistakes and being criticized. Over time, this negative thought begins to spread among employees!

Our company pays wages based on position, and the difference between the same positions cannot exceed 200 yuan. This leads to the fact that many employees are paid the same amount whether they work well or not. If there is a difference, it won’t be more than 200. I think this is the fundamental reason!

As time goes by, everyone will understand this truth, so there will be this kind of negative emotion. For employees who have room for improvement, I hope they can abandon this kind of thinking and do more and learn more. There will be opportunities for promotion in the future!

The more you do, the more mistakes you make. It is better not to do it. What do you think of this phenomenon?

I have experience working in administrative agencies. According to my observations and encounters, the phenomenon of "the more you do, the more mistakes you make" still exists in government agencies and institutions. However, generally speaking, it is definitely not "it is better not to do it". Society and units still welcome those who start a business, and the people who laugh in the end are also those who start a business.

Nowadays, in government agencies and institutions, regardless of the size of the unit or the number of employees, the general situation of the personnel is not much different. They are generally divided into three types of people:

The first type of people are those who "just do things." Don’t tell” people. These people work with all their heart, focus on their work, have no distractions, do not compare, do not complain, do not blame others, do not worry about others, work hard, and do their jobs well. Whenever there are difficulties, I always find ways to overcome them myself. I rarely ask for instructions and rarely cause trouble to my leaders and comrades. If you can't finish your work during working hours, you will take the initiative to work overtime. It is not his own work. As long as others ask for something from him, he will do it as well as his own without any regrets. This kind of person does not distinguish between internal and external duties, and never strives for credit. These are the pillars and backbone of the organization. They support the high-speed operation of the unit and hold up the "heaven" of the unit. These people do a lot of work, so naturally they make a lot of mistakes, and there are a lot of errors and problems. Sometimes I become the target of attack and criticism from some people who “talk the talk but don’t do the deeds”. However, when encountering good leaders, some of these people will be rated as outstanding, praised in large and small meetings, and won the support and welcome of most people. On the other hand, because they do not compete or grab, the benefits of the unit, such as promotions and promotions, often do not come to them.

The second type of people are those who "talk a lot but do little". This kind of people have a flexible mind and are good at adapting to the situation. They only do work on the surface, things on the table, or they only do work under the nose of the leader. On the surface, he is busy, busy, and does not contribute much to his work. He is the same in front of the leader and the same behind his back. He never does his work in obscurity. Doing a little bit of work can be said to be a huge achievement. It can only be the icing on the cake and never provide help in times of need. This type of person sees in all directions and hears in all directions. On the surface, they do their job well and make few mistakes in their work. They are often the "little smart people" in the unit, and many are also the "popular people" of the leadership. They are evaluated for excellence and selected for excellence. Such people often have a high chance of winning the lottery.

The third type of people are those who “talk the talk but don’t do the deeds”. This type of person is someone who does nothing but find faults. They are unable to do their own work, and whenever they encounter difficulties, they turn to their leaders, shirk the blame, act in vain, and do not work or contribute. All such people have high ambitions but low ambitions, and cannot do what they want. They tend to find fault with others in a very clear-cut manner, and talk about other people's mistakes in the same way. I like to comment and point fingers at others. This type of people is not the majority, nor is it the mainstream of the workplace, it is just a few exceptions. However, although the number of people is small, it has a great negative impact on the atmosphere of the unit. Of course, there is no market for such people in the workplace. Most people stay away from them, and their "popularity" in the workplace is not good.

I saw many people replying that this is a problem of employee mentality. They are lazy and negative, and the structure is too small. I think this view is wrong, and very wrong! "The more you do, the more mistakes you make, it's better not to do it." Admittedly, this kind of thinking is wrong.

But is this an employee problem? no! This is a typical corporate culture problem!

There is a word called "easy to blame", which means the contradictory mentality of employees! Why do employees have the idea that "the more they do, the more mistakes they make, so they might as well not do it"? Because the company's value orientation is wrong! In many companies, if you do more or less, you will do the same thing whether you do it well or not. In such a company, if others don't do it, you won't have any responsibility. If you do it, you will run the risk of making a mistake! Since a mistake has been made, the company will be held accountable. Well, since it was you who did it, I will take action on you! In fact, if you choose to stand by and watch like everyone else, you will have no responsibility at all, and at most you will share in the difficulties! If a board hits one person, will the pain be the same as if it hits everyone?

A private company I once worked for had such a ridiculous culture. The boss knows little about management and punishes his subordinates too harshly. So when everyone sees the boss coaxing them, if they encounter a problem, just go around and push it out. Otherwise, as long as you carry forward the team spirit, as soon as you reach out, things will stick to you, and if you make a mistake, the board will be slapped on you. On the ass! Therefore, wrangling has become common in the company! There is no way, in order not to be punished, everyone is a Tai Chi master! When I first joined the company, I didn't understand the company culture. When I saw a problem, I suggested it to my boss. The boss said, "It's very good. You can take the lead in doing it!" I was dumbfounded when I heard it. What was going on? Only when I started doing it did I realize that it was too difficult and no one cooperated at all. Everyone was avoiding me as if they were seeing a plague! I was fined several times! From now on, I don’t dare to make random suggestions or make random comments, because it makes me scared!

How to solve this problem? We must start with responsibilities! Why do people think, "The more I do, the more mistakes I make, so I might as well stop doing it!" Because they know that even if they don't do it, the stick won't fall on my head! His reason is very good: "I don't know who should do it!" This is a typical unclear responsibility! In other words, what we often say is that whether you do something or not do it is the same thing! How are responsibilities established? Two major responsibilities are indispensable, one is department responsibilities, and the other is job responsibilities! Once your responsibilities are clear, it’s yours to do, so you can’t do it! Then, we must standardize the company's processes! What does the process do? It guides people on how to do things, when, what to do, and what results will be achieved. It is clearly written in black and white, which solves the employee's excuse of "I don't know how to do it"! Next, there is inspection and assessment. Responsibilities are established, procedures are established, and work standards are established. Inspections must be carried out. If you do well, you will be rewarded. If you do not do well, you will be punished. This immediately solves the problem of "the same thing if you do good or bad" !

If the company system is perfect, responsibilities are clear, processes are clear, and inspections are in place, how can employees have the idea that "the more they do, the more mistakes they make, it is better not to do it"!

Someone asked why the leaves of the trees turned yellow. We cannot just discuss the leaves.

Looking at water and air, this is focusing on external influences (external factors).

Looking at the trunk, this is focused on middle-level communication issues (organizational connection).

Looking at the root of the tree, this is a problem with the operation of the focusing mechanism (the core of the problem).

The essence of this kind of negative behavior is the behavior of employees seeking advantages and avoiding disadvantages under an unobjective and unreasonable evaluation mechanism. If you want to criticize, please focus on the evaluation mechanism and not focus on it. Employees who live in it.

"Do more and make more mistakes" is an objective phenomenon. However, innovation and development itself are inseparable from the process of trial and error. If a person can live a stable life by following the rules, why should he innovate?

If the mechanism can give him enough protection and give him more opportunities when he makes a mistake, then as a person who is willing to do things and to innovate, he can settle down and do it, otherwise , the cost of trial and error is too high, which will only deter most people. After all, everyone needs to survive first, and the cost of making mistakes may be very high.

The people’s eyes are sharp. Although this approach is not positive and not worth promoting, it is also full of survival wisdom. Nowadays, old people like to say that those born in the 1990s are not active in work. They are not as hard-working as they were back then. The problem is that the expected results of their efforts back then were also very generous. Today, on the other hand, the culture of mourning has gradually begun to rise, and it is inevitable to blame them all on their lack of fighting spirit. It's biased. Everyone wants to be able to make ends meet. I only realized this countermeasure after eating too much pie on the wall. On the other hand, I was blamed for not working hard. Isn't it a bit unfair?

If there is a chance, who wouldn’t want to work hard to improve their life?

Of course, from the boss's point of view, this kind of behavior is particularly undesirable. After all, if every employee does not work hard, the boss's car will not be able to be replaced with a new one next year.

From an employee's perspective, although this behavior is negative, it is also a helpless move.

If the input-output ratio is too low and passive response will not have much impact on your job, then this idea is understandable.

Of course, for young people who want to make great achievements in their careers and have sentiments and ideals, you don’t have to be bound by the above judgments. Just use your skills and strive to achieve success as soon as possible. Just a grand picture.

After all, although you will make more mistakes if you do more, the probability of success also increases with the number of times.

Whatever you pursue, you have to endure the consequences, and only if you endure any test can you get the corresponding harvest.

Everyone has different pursuits in life. There is no need to force others. As long as you can afford the salary, just live your own life.

“The more you do, the more mistakes you make, and the less you get, so it’s better not to do it!”

, Why do you want to do it? ”

“If you don’t do it, it will be in vain. If you do it, it will be in vain!”

This is a typical management problem. Why does this happen? The problem lies in the labor distribution mechanism.

What do we mean by management? Take care of people and things. The most important thing in managing people is guidance and guidance.

A manager, a leader, should guide, guide and teach employees and subordinates to do things, instead of blindly issuing "dead orders" for them to execute.

If you want to cultivate excellent employees and subordinates, you must train new employees and let them do the things assigned to them. Don’t be afraid that employees will make mistakes. Even if they are wrong, don’t just let them do it. It is easy to blame and criticize him, but give him guidance and teach him how to do things and professional knowledge and skills. But in reality, it is often employees who make mistakes and subordinates who make mistakes, and superiors ignore the cause and process of the matter and first assess, fine and punish them. As time went by, everyone felt that it was better not to do it.

What do managers and leaders do? Instead of handing things over to subordinates and asking them to execute them, you only need to look at the results when the time comes. As a manager and leader, you must understand that as long as people do something, there is a possibility of making mistakes and a risk of failure. As a manager and leader, you should pay attention to the process and be able to prevent and control the development of the situation in a timely manner during the execution of things, eliminate subjective errors and risks, and reduce errors and risks caused by objective factors. This is called planning, planning, and execution management of personnel.

Some managers conduct performance appraisals and set a target value. If everyone achieves it, they will be rewarded, and if they fail to achieve it, they will be punished. As for the amount of completion or failure, it has nothing to do with the amount of rewards and punishments. For some challenging tasks, it is very difficult to complete, and the rewards for completed tasks are not as large as the penalties for incomplete tasks. For such a distribution mechanism, how can we mobilize the enthusiasm of employees? It simply kills the enthusiasm of employees. If the distribution system is unreasonable, the result will be: Since I have to do more and less, why should I work so hard? The more you do, the more chances you will make mistakes. The gains outweigh the losses, so I might as well not do it. Everyone is just dawdling, so how can we talk about efficiency and innovation.

For employees, it does not mean that your superiors allow you to make mistakes, but you can make any mistakes. If you know that what you are doing is wrong and you still try to do it by yourself, then you will have to bear the blame and responsibility. For those first attempts and challenges, mistakes and failures, you have to learn to summarize and learn lessons. You can't just laugh at your mistakes. If you fall down in the same place repeatedly, it's a bit unjustifiable.

In short, this phenomenon is a typical management problem. Both managers and those being managed have something worth reflecting on. We have always talked about excellent performance management. What is excellence and how to achieve excellence need to be carefully discussed and studied by managers.

I am from a state-owned enterprise.

This phenomenon is so common, to be serious, it has penetrated deep into the bone marrow, especially among those born after 8090.

My personal opinion is that there is a lack of shame. The main reason is that the assessment mechanism of state-owned enterprises is sound, and now there is a continuous liability mechanism. If one person makes a mistake, all members of the work team will be assessed. This makes the enthusiasm for work low, because if you don't do it, you won't make mistakes, there will be no assessment, and you will make the same money. What kind of work should I do? Not working has become a high-sounding excuse. It is also true that people who do not work will not make mistakes and will not be assessed. Therefore, the assessment mechanism is correct, but what is lacking is that the reward mechanism needs to be richer and more complete. While punishing people more, they should encourage and reward those who actually work. I think things will get better.

Xiao Lingzizi believes that if you want to stand out among the many people in the entire unit, you must work more, and do more "beautiful work."

Employees can be roughly divided into three types:

First, they want to do more, achieve more, and are eager to be promoted.

The second is to follow the arrangements and do your job well.

The third is dawdling. Those who can finish it tomorrow will not finish it today. They procrastinate and wait for wages.

But you can observe the people around you. Whether it is an institution or an enterprise, among the top leaders or those in charge of important positions, which one is not an officer?

Is it okay to use top leaders from various backgrounds to be afraid of making mistakes in their work? The brilliance of their various "doings" lies in their "knowledge of doing", and they are slowly recognized by everyone.

We young people who have just entered the workplace are already inexperienced. If we want to get a promotion and a salary increase, and gain something, if we don’t improve our abilities, we will remain stagnant for the rest of our lives?

Because I am young and have just entered the workplace, the cost of trial and error is also the lowest. Many times if I don't do it well, the leader will scold me, or even deduct some money.

If you reach middle age and manage dozens of people, do you still have the courage to ask bold questions and act boldly?

The consequence of such an accident is to pack up and leave. It is really a last resort for middle-aged people.

Young professionals should not be afraid of other people’s opinions. It is the right way to boldly try and make mistakes, accumulate the experience you need, and quickly improve your abilities.

1 Listen and understand, don’t be completely result-oriented.

Managers, you also need to be promoted, right? Does promotion require performance? Is it possible to rely entirely on the second and third types of people required in the previous article?

When people who want to do something come up with new ideas, the result they want is not "Okay, go ahead and do it." What they want to hear is "Okay, if you have any difficulties, come to me. "Coordinate for you."

When they encounter mistakes, listen carefully, don't veto them, ignore all the hard work, tiredness and coldness, and give them the greatest tolerance. ,encourage.

2. Have more contact with big leaders to gain trust and less prevarication.

Many things require the cooperation of other departments. It can no longer be done at this time, so the only choice is to ask the boss. Don't think about how to get rid of it, and do it boldly.

As a manager, when everyone can push forward, you support your subordinates and achieve results, then you are different.

In this way, your relationship with your leader becomes very important.

Communicate more with big leaders in work and life. Everything can prompt you to approach him when you have difficulties, instead of just improvising.

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