Article 1
Once, the content of a fitness class was boxing. After the half race, I sat on the sidelines to have a rest and drink water. I asked the coach, "Coach, do you think I can be a coach in the future?" Actually, I don't want to be a coach. I just don't have anything to ask for, so I can change something and buy myself more rest time. You know, my coach is a famous "iron coach" in the gym.
"I can't." The coach didn't even look at me, he said while drinking water.
"Why?" I'm surprised. Although my waist and abdomen are not flat yet, my heart can be higher than the sky!
"I never thought I would be a coach." He sat next to me and began to tell a story. "I first started to learn boxing at the age of 1 1, and I fell in love with it. After playing for several years, the coach said I could play, so I went. I won some prizes in the competition, and my body became much stronger. I slowly started to get in touch with fitness and practice by myself. After practicing for a year or two, I became mature and made rapid progress, and participated in some bodybuilding competitions. After that, the coach asked me to help as a teaching assistant for a while, and the coach asked me to take various fitness instructor qualifications. I 1 1 it's almost ten years, and it's almost 30 years now. This is how I embarked on the road of fitness instructors. I walked step by step from the training hall in my hometown to the gym in Beijing and walked slowly. "
My coach is a heartless but inarticulate person, and I know what he means. In fact, it means that you should really love and work hard, instead of thinking about what you want from the beginning. I can't be a good coach if my goal is to be a coach. At most, I'm a two-pronged knife who dares to point out the country after a year or two of training in good shape. It suddenly occurred to me that some netizens used to look for me to earn some extra money online, so they wanted to contribute and asked me how to write or what kind of things to write, which was easier to publish. I can't answer, because I just keep writing and I haven't thought about any results. Ordinary writers really don't make money, and after the article is published, it will cost more than 1000 words and 100 yuan. In this case, I really can't live without love. With this analogy, I understand what the coach means better.
There is a well-known fitness article on Douban. It's called "Body Shaping for 300 Days, How Time Passes Through My Panel", which is deeply touched. I remember the first day when I did a body test with the coach, all kinds of information were so bad that my waist was thick, my legs were thick and my ass was fat. Now almost two and a half months have passed. Although I haven't achieved the "European and American style" in one step, my waist is thinner, my legs and arms are much stronger, and my hips are more obvious. Besides, I sweat crazily at least three or four times a week, so that my body panel is so good that I don't need any scrub and shower gel. But how did all this happen? I know better than anyone: every morning, even if I sleep at 2 o'clock, I have to get up at 7 o'clock. It is a leap from squat training with bare hands to carrying 30 kilograms. This is a challenge to many movements and weights that I feel I can't do at all ... I haven't sweated for many years, and I have forgotten the smell of sweat. Yesterday, the coach of boxing class untied the bandage on my hand and said, "Even the bandage is soaked." Time is the best answer to such things as fitness and shaping.
Recently, I paid attention to a person, that is, the one with the largest number of douban fans. It turns out that I always thought he was grandstanding. But when I opened his page a few days ago, I didn't see any special literary articles, but I saw more than 600 theme albums in his album. What is 1600? I was really surprised. There are no pictures of 1600 in my photo album, let alone the photo album of 1600. This is a number that needs a lot of enthusiasm and time to build, and no one will refuse to accept the first place cooked in an hour.
I once read such a passage: "If you choose a self-fulfilling job from the beginning and devote yourself to the job you love, as long as the company's system is perfect and the mechanism is healthy, the material and spiritual gains such as salary increase and promotion are by-products." I have always admired and respected such people. They have a tenacity, bow their heads and work hard, and leave the rest to time.
Chapter 2: Growth is more important than success.
These days, people have been complaining to me directly or indirectly about my unhappiness at work. The content of tucao is nothing more than my own talent, and my colleagues' abilities are not up to standard, so they are not easy to get along with.
Sometimes I will tell each other that the problem you encounter now is when you show your ability and achieve yourself in front of your boss, and at the same time you will develop a strong heart, while the latter is a greater gain.
F is a colleague I met five years ago, majoring in music and art. In that year, the unit just held a draft competition, and he was eye-catching in that activity, and then he was left behind. Although I did well in the competition, I didn't have any special opportunities when I first entered the unit, so I started from the bottom. He has worked in editing and editing words, market development and activity planning, and often works overtime until after midnight, but he will still be active in the office at 8: 30 in the morning.
About half a year later, my colleague told me that F was a program host in the unit. I was as surprised as anyone else. I found the program hosted by him from the internet and thought it was not bad! Gradually, the programs he hosted became famous in the city where we live, and his works became more and more and better. Even if I have to work overtime every day and have no rest time for two months, I have never seen him complain. At this time, he also opened his own noodle restaurant, and it is booming.
In the middle of last year, he told me that he was going to resign, which surprised me. He whispered, "I'm going to publish a book." Now I am very calm, because I think his story is enough to write an inspirational bestseller, but he wrote a book that taught others how to cook. Sure enough, in 2065438+early 2004, he took his new book and signed it in the tallest shopping mall in our city. Since then, we have been seeing him on TV programs.
L is another colleague of mine. When she first entered the unit, she was still a thin student. I still remember when she entered the company, because she was a novice, in a new department, many things were not systematic, and she had to explore it bit by bit. I was very busy at that time, and it was common to work overtime until late at night.
What's more difficult is that at that time, she had to do special planning every week, with special pages online and activities offline. Online project production, if you can frame a picture, P can get a picture, and you have to understand the code. The code can embarrass her to death, and everyone's ideas are unconstrained, even programmers are embarrassed, let alone editors! However, she did not flinch, but tried her best to communicate with programmers and designers. As a result, the topics she did in each issue were both beautiful and popular.
I remember that when I organized offline activities for the first time, because of personnel organization problems, she and her colleagues in other departments were unhappy and secretly shed tears. When she was discovered by everyone, she quickly adjusted her mood, called one after another, invited friends to participate in the activities, and told each other in detail how interesting our activities were. On the eve of the event, she didn't leave the office until all the details were confirmed. It was already past ten o'clock in the evening, and the next day she still appeared at the event site with great interest.
She was still preparing her graduation thesis. Although I work overtime almost every day, I don't rest on weekends, and there are still many important and urgent things to deal with in my study, but I have never seen her complain. After more than three years, L was promoted to the editor-in-chief of the department and led a group of small partners to struggle. Now she is cheerful, confident, sunny, mature and elegant. At the end of the year, she also plans to organize an activity for hundreds of people.
I saw her in a circle of friends a few days ago, feeling: five years ago, I was a sophomore, lived in a dormitory, worked as an intern in a TV station, and worked as a tutor for two times. I spent a confused and empty time in introversion and anxiety. Compared with then, I am brand new now.
As L said, she is brand new now, and so is F. Now they may not have achieved secular success, but their growth is obvious, and this is much more important than secular success.
Having said that, perhaps many friends will say that I have paid so much just for success and for a raise and promotion. It is true that you want a raise and promotion, and it is also true that you want to succeed. But can you do what you are doing well before you want a raise, promotion and success? There are many successful ways in this world, but there are no dreams.
At work, most people will make a fatal mistake-their eyes are superior and their eyes are inferior. Many people don't want to do trivial things, but it is these small things that you can leave a good impression on the leaders and let them see your ability and attitude. Your ability to work is strong, and the more space you can give play to, the more opportunities you will have.
It's just that most people regard work as a task and finish it. Some people will feel that they have done a lot, but they can't see the results, don't want to persist and have no patience. It's actually like planting a tree. You are taking root. Never underestimate the power of action, and do everything you think is right seriously. Because your growth is more important than success.
In the words of the famous journalist Xiong Peiyun, if you don't want to waste time, you should either settle down and read some books or earn some money. These two points will be useful to you in the future.
Chapter 3: How to make employees full of positive energy
How to make employees full of positive energy, five management challenges of "yes" and "no"
1. Let employees down every day.
Don't: Don't fall into the trap of thinking that if you can't please everyone, why not try. When employees complain to you, don't treat them as whiners or people who are dissatisfied with the status quo. On the contrary, don't avoid this challenge by whitewashing bad news or avoiding difficult conversations.
The most important thing is to build the trust of employees. You can work by letting employees know the standards and principles that drive you to make decisions. You must tell everyone face to face day after day. There is evidence that if employees think the decision-making process is fair, even if they are not satisfied with your management decision, their reaction will not be too negative and will be more acceptable.
Joel Brokner, a professor at Columbia University Business School, studied the concept of "process fairness" in organizations. In an article published in Harvard Business Review, he pointed out that three key factors affect employees' views on whether the decision-making process is fair or not:
* Employees feel the information they have. Have their opinions been conveyed and considered?
* The way employees think about production. Are these decisions consistent? Is it based on facts rather than personal prejudice? Is the decision-making process transparent? Can you correct your mistakes?
* The manager announces and implements decisions. Do they respect this decision? Will they listen, explain and agree to this decision?
No one likes criticism, but it is worthwhile to listen to the opinions of those who hold you back responsibly. This can help you understand their views. It not only gives you a chance to talk with them, but also gives you a chance to establish prestige.
2. Push employees out of their comfort zone
Don't: Don't force or threaten employees, thinking that shock therapy can change their minds. Maybe you can get short-term changes, but it creates long-term troubles. As will be mentioned later in this book, fear can hardly be a positive motivation. At the same time, don't withdraw your thoughts just because breaking the status quo makes everyone a little uncomfortable. Nowadays, few managers are employed to keep everything intact. Change is always a part of management career.
Be a smart and persistent person. Let employees know how nervous you are. Does the employee respond best when being pushed or patted on the shoulder? Scholars who study management courage point out that bosses always give people a feeling of too much power, which hinders them from exerting their own effectiveness. To a lesser extent, some bosses will lose the respect of their employees if they are too cowardly. The key is that many times, you have to show moderate firmness and self-confidence, and do it steadily, which is almost imperceptible. But according to the specific situation and the people involved, you should always be ready to show your strength or put it down.
find it difficult to advance or to retreat―be in a dilemma/plight
Don't: don't provoke the relationship between the boss, other managers and employees. Don't denigrate your boss, or tell your team that all decisions come from those in power, and then ignore the boss's decision-unless you are really struggling in a bad environment. If you find yourself trying to get rid of other people's decisions, it means that you are working in an organization that is not suitable for you.
Be a smart supporter of employees. Be good at "keeping in line with the boss"-let the boss know the progress and potential of your young employees, as well as their achievements and challenges. Cooperate with other managers and set a coordinated example so that their teams can learn.
4. Can't tell the whole story
Don't: Don't hide information as a way to establish an independent kingdom. Don't leave a reputation for sharing information with people you like, dealing with gossip, or speaking incoherently. Don't assume that employees know what information managers should protect morally and legally.
Be sure to share the filtered information generously. At the same time, set an example to teach employees that you will not spread this information at will: sensitive business strategies or materials beneficial to competitors, employee personnel files or personal health problems. Try to ensure that employees who are most affected by bad news don't get this information from others. Tell him the news in person. Finally, if you gain a reputation as an active, frank and trustworthy communicator, then when you say, "I'm sorry, but I can't discuss this." Or "please believe me, the relevant people are discussing this situation, but I can't say too much now." When you are young, employees will understand you better.
make a mistake
Don't: don't think you are smarter than employees at any time; Don't think that asking them for advice or admitting what you don't understand will make you weak; Don't stand in a shaky position to save face; Don't set different standards between you and your employees, you have the same responsibility; Don't worry that apologizing for your mistakes will weaken your leadership image in the eyes of employees.
Important: You must realize that your reaction to the mistakes made by employees will affect their views on your mistakes. If you have no patience, or it is difficult to forgive others, then when you make a mistake, your previous behavior will in turn make you miserable. When you screw up, apologize sincerely and realistically. Use your own mistakes to help yourself and others grow. Of course, it is easy to preach through your success, but it takes courage and confidence to tell others what you have learned from your failure.
There is an additional "need": you must believe that it is worthwhile to strive to be an excellent boss full of positive energy.
Please allow me to interrupt here to remind you why these efforts are worthwhile. Let's take a look at another feedback binder I told you about. The boss is an editor of an important American newspaper, and the feedback comes from a reporter in her team. You should know that the relationship between journalists and editors is very tense. A keen reporter has the habit of challenging authority. They like to argue with their bosses about innovation and manipulation. However, this reporter wrote:
I don't know what to say about my editor. You trust her completely and know that she will do anything for you and your report. She inspires you and makes your work easy and enjoyable. If she can be my lifelong editor, I will definitely become better.
I really hope you can see the editor's smile when he reads these words. In fact, she was embarrassed to receive such a loving message. As a boss, she takes her work very seriously, but she didn't expect that she has such great influence-not only the employee mentioned just now, but also others. They think she is strict with herself, excellent in work, optimistic and infectious in sense of humor. Someone suggested directly: clone her!