Workplace Situation: Promotion, What Should You Do?

Executives from different levels have different patterns to consider, and senior executives have their own difficulties. After promotion, your mindset has changed. How to change the life after this promotion?

　　 1. cognition Leader It's lonely.

"There are many people who are born with little knowledge and many who know much about it." a public relations officer who works in a high-tech company speaks a lot about the embarrassment faced by many executives. The taste of success is often lonely. The role of a leader is different, and things must be changed from point to point. When things are taken care of, they can not stay in the pattern of professional personnel.

"You must be clear about where your ambition is. You often have to ask yourself what are you doing? When you are given the power by the organization, what is your role requirement? "Zhou Guoxiang, assistant director of IBM Greater China system support department, said that when you can answer these questions clearly, there will be a power in the heart, and many of them will be overcome naturally.

2. from dealing with things to dealing with people

It is not an easy task to upgrade the position of supervisor in order to spanform from "working alone" into "working hard for the whole world". Having confidence in your own professional skills is a great challenge as to how to lead a team to accomplish tasks and how to achieve a sense of accomplishment. Therefore, to be a good leader, we need to be redefined for what is success.

Zhang Lvrong, chief executive of Taiwan IBM training project, said, "you have to ask yourself first, is your greatest satisfaction and joy in being a leader? Is it from your success or the success of your team? Are you able to face the fact that you often accept the award and your applause is your team, not yourself?" the leader's focus is on others, not himself. A leader who pursues his self achievement orientation will work hard. Only to break through this layer thoroughly. Psychological barriers "Leaders can only find the source of their sense of achievement before they get caught up in the myth of why they should be promoted.

3. find the right people and do the right thing.

Zhu Yacheng, Department Manager of PHILPS research laboratory, points out that when a professional is working, the basic job requirement is "do the things right". After being promoted to be a leader, the job requirement is "finding the right person to do the right thing" (do the right thing through the right). How to create a working environment that enables colleagues to grow and retain talents is an important driving force for the middle ranking executives to realize the value of the company and themselves.

Zou Hongde of Xun Lian technology recalls that when he first led a project, "in order to make the project more efficient, it often fails to write programs on its own, and the result is more and more help." After that, Zou Hongde gradually realized that it was not enough to spend two days helping others. Colleague Do not care about them for two days, otherwise they will lose their ability to solve problems and opportunities to learn.

4. don't win the truth, lose the relationship.

The management of emotional intelligence of middle level supervisors is often reflected in the communication with parallel departments. The overwhelming majority of new executives often suffer from serious frustration when they strive for performance, performance or resources for departments.

"In the past, at the engineer stage, it was used to contact with people of high homogeneity. It was very clear to the mistake. As long as the evidence was taken out, it was easy to convince the other party. At that time, the communication and coordination thing was always" theoretical "should be very simple. After taking the new job, I knew it was not the same thing. A high-tech company deputy manager said. "Disputes between departments are most frustrating when the top executives fail to make decisions."

"Don't win the truth, lose the relationship," Guo Gengcong, chief executive of the joint venture, suggested. "A lot of judgments, there is no absolute right or wrong. It's not like calculating mathematics. It depends on one's own strength.

5., "no three no reason" for superiors.

After all, business is for profit. Most of the middle managers admit that sometimes they must admit that the company is task oriented. "When the company delivers an impossible task, I will first state my opinion to a certain extent." Once the boss has made a decision, I will give up my personal opinion, take the opinions of the upper class as an opinion, and communicate with the lower class, and strive for approval, "said Ceng Weixin, assistant director of science and technology research and development department.

Don't expect the first suggestion to be heard right away. Maybe the second time, the supervisor may listen to it. Usually third times, your opinion can really be heard. It takes a little time and patience to communicate with senior executives. Even, "some things are not heard in normal circumstances. Therefore, it is also important to find the time to listen and make suggestions, "Zhou Guoxiang said.

"The environment is alive, and no formula can be applied." in the face of challenges, leaders must have different patterns, so Zhou Guoxiang should advise young new executives.

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