This article is from WeChat public account: Man and God work together (ID: tongyipaocha) The title picture comes from: Oriental IC

1, why do others give you these “resources”?

There is one biggest difference that you want to change from the former Xueba to the current excellent “Social Animal.”

Learning depends on your own efforts. The influence of teachers and classmates is limited; but the work is different. If you want to achieve results, you must have resources-to strive for good projects and leadership. Authorization for more cooperation from colleagues …

But the question is, why do others give you these resources?

Many people think that this is all required by the work flow, but the key is the three words “better”. Other people think it is your ability problem, otherwise why can’t you get it?

Any resource is scarce. The “resources” others give you are out of security, because the results of your work have an impact on their performance, so they have to believe that you can do it.

But these are not enough. If you want more and better resources, you must give others “excess returns.”

Of all the “work resources”, “promotion” is the largest resource, which means that your performance will increase exponentially. “Promotion” is also the most scarce resource. It is destined to be one of the few Employees who may generate value.

Analysis of the value of an employee has many dimensions, and there are many directions for your efforts. Today, I want to share with you oneMy own observations, summed up the value system of outstanding employees, a total of three levels, nine words:

“predictable, predictable, and controllable”

There is a big difference from the general value system, it pays more attention to what other people think of you. Why are you who are very capable in the eyes of your boss just not good enough? It may be because your “excellence” does not meet the expectations of others.

Look at the first level of value: predictable.

2, predictable

There is a “foreground theory” in decision-making psychology that people are always inclined to more certain options in the face of uncertain returns. For example, in the following example, you have two options: p>

A: earn 50,000 yuan steadily;

B: 90% are likely to earn 60,000 yuan, 10% are likely to get nothing.

If it is a rational choice, Option B is more valuable, but in real life, most people will choose Option A which is stable and win.

Of course, if you reduce 50,000 and 60,000 by a factor of 1,000 to 50 and 60 yuan, many people will choose B. This is “small gambling, great gambling.”

In the workplace, employee promotion is a very important thing for managers, so employees with a high degree of certainty are more likely to get promotion opportunities. This certainty is “predictable.”

How do you build your own “predictability”?

When we say something is “highly predictable”, it’s because it was implemented repeatedly. For example, in the evening when the sun goes down, even if the ancients did not know the rotation of the earth, they would never worry about not rising again tomorrow. The sun rising from the east in the morning is something that has been verified through repeated occurrences. This is called “predictability”.

So, the method of establishing “predictability” is “expectation value management”. In short, always keep the expectations of others to do something to the extent that you can achieve-

First, look againSimple things, do n’t promise at one go;

Second, don’t have full confidence, don’t promise the effect;

Third, once promised, do it anyway, no excuses

Build your “predictability” again and again, commonly known as “reliable”.

Actually, the “predictability” that affects you is not a lack of ability, but an overestimation of your ability. Borrowing the “capability circle” theory in the investment field here, its significance is to say that in the workplace, do not be a barefoot doctor who cures all diseases. You must clearly establish your boundaries of competence-which is good and which is not good.

The biggest function of the “competence circle” is to be unfamiliar and avoid making mistakes. The workplace is “one mistake equals three achievements”. Frequent mistakes indicate that your “predictability” is poor.

Everyone understands the truth, but many things that you think are within your ability circle are actually not, as shown below.

Predictable is just the initial stage. If you observe the colleagues around you, you will find that a large number of long-term executive colleagues are of this type-doing things “do not seek merit, but do nothing.”

“Predictability” is not difficult. Practice makes perfect. If you are a leader and both subordinates are “reliable”, what is your choice?

The answer is “lookable.”

3. Looking ahead

When going to school, the teacher always likes two types of students. The first type has good grades and has been stable in the top few for a long time. The second type has not outstanding grades, but it has been continuously improving and the ranking has continued to rise slightly. s student.

In fact, many years later, it is easier for teachers to remember the latter class of students, that is, after the high school freshman just entered 90% of the class rankings,By the third year of high school, the students who have entered the top 10% of the class; of course, it is more impressive that they must be the first in the class when they enter the class, the first in the grade two years later, and the final college entrance examination is the “citywide champion”.

This is called “exceeding expectations” in anticipation management.

People’s way of thinking is easy to “linear extrapolation”, You will take 25 tests this time, and next time you will take 20 tests, and the teacher will expect you to take another 18 tests next time.

But there is a paradox in “exceeding expectations”. If you are always “exceinging expectations”, then “exceeding expectations” itself becomes an “expectation”. What’s more, how can you possibly exceed expectations every time?

If you are still 20 in the next round, will the teacher have expectations of taking the 18 again? It depends on whether the teacher thinks you have “upside”.

For a person, “upside” is a subjective judgment. Often, the predictor has a “prediction model”, and this model is derived from experience or prejudice.

For example, many people think that students who are smart but not hard work have more room for improvement than students who are hard but not smart. This is a common prediction model. Right or not, the point is that many people think so.

So, what is the prediction model that influences the superior’s development space for a subordinate?

What we usually call work ability is actually divided into two parts:

Part of it is the ability to solve problems with your own expertise, which is what we usually call “business capabilities”;

Part of it is people’s professional qualities, such as the ability to learn and innovate, the ability to communicate and communicate, the ability to think logically, and the ability to make overall plans. This type of ability is often common in various fields. I call it “common ability.”

Obviously, strong executive ability is sufficient for executive staff, but to go up, we need to be able to control all functions to work together. Obviously, “common ability” is more important. The professional ability makes your work better than expected, and the general ability can show your “upside”, which forms a common “prediction model”.

Actually, as long as you “beyond expectations” more than two times, plus the leader thinks you have “upside”,A “forecastability” can be formed. Promotion is an irreversible thing. You are also the “work resource” of your boss. Of course, leaders must consider how far you can grow in a few years.

To sum up: “predictability” is a judgment of current performance, “forecastability” is an assessment of future space; “predictability” is a judgment of stability, and “forecastability” “Is an assessment of growth.

However, the promotion of a large company must be a few people with strong “forecastability”. How to make a choice?

The answer is “controllable.”

4, controllable

There is a psychological effect. If you want to quickly get the favor of a stranger, you can imitate each other’s movements. The principle is the psychological pleasure brought by similarity. “Similar” here refers to behaviors and values. In ancient Chinese, “unsharpness” was the same as “unfilial piety”, that is, unlike his own son, he was a filial son.

Why do we like people like ourselves? First, it is easy to predict the actions of the other party and maintain consistency in cooperation; second, it is easy to get positive feedback from the other party and have more confidence in themselves.

Similar people are easy to gather together, which makes employees of large companies often have their own unique “taste”, Ali has “Ali flavor”, Tencent has “Tencent flavor”, Huawei has “Huawei flavor”, and central enterprises have ” “The central enterprise taste”, Ali simply set up a “smell taste officer” in the recruitment, which is served by the old Ali. This “taste” is actually the values, the unique culture of the company, and some hidden rules of the company’s work.

From some readers’ inquiries, I found that most young employees at the executive level have difficulty understanding the importance of corporate values. This is because the influence of “values” becomes more obvious as we go to the decision-making level, which is related to some characteristics of decision-making.

There is a sentence for writing a decision, called “Grayscale Analysis, Black and White Thinking”. It means that when analyzing a problem, you need many levels, good, bad, favorable, and unfavorable, all must be taken into account, so there is “grayscale”, but it is really When making a clapper, your options are very limited, often black and white.

This leads to different decision makers, under the same decision conditions, will make opposite decisions, especially a very complex decision, the “black and white” change boundary between the thoughts.

We know that enterprises need the continuity of their operations. They are most afraid of “one son and one son.” A is a set of ideas when he is in office, and B is overthrown when he takes office. Therefore, the best “decision effect” is “standardization”: different people are in the same position, facing similar situations, the same decision should be made to maintain the stability of corporate strategy.

How can we ensure “standardization of decisions”? Only values, company culture, and hidden rules of work.

This is the third criterion for good employees: “Controllable.”

The stronger the company’s corporate culture, the more it will promote the elimination of those employees who “have a strong ability but have great differences in values ​​and company culture.” Otherwise, even if these people reach the high position, decision-making will be constrained everywhere, and they will suffer, and the company will be awkward.

In my observation, many outstanding employees will not realize where their problems lie until their promotion fails. Because there is a lot of demand for talents in large companies, an excellent large company often has to tolerate the personality of the employees at the bottom, so many companies also ostensibly advocate “multiple values”.

Although big companies have “cultural confidence”, I believe that no matter how personal you are, you will be transformed by the corporate culture sooner or later. If you can’t, you will be eliminated sooner or later.

More importantly, the comprehensiveness of “grayscale analysis” can only be guaranteed if the personalization of the bottom-level employees; Consistency.

So employees with personalities but different values ​​can use it, but it is difficult to reuse, unless the company itself is facing transformation and transformation,

It should be noted that This “controllability” judgment has been “automated” since the first day you joined the company. All supervisors and senior colleagues are “Wenweiguan”, this evaluation result will not have a written result, but it will settle in various performance evaluations and impressions; it will not affect your work, but it will affect your promotion.

5, man is the sum of all social relations

It should be noted that this “predictable, predictable, and controllable” value system is more suitable for employees of large companies. In the environment of large companiesYour work performance is not completely objective, but it must be filtered through a layer of evaluation by others, and the judgment of others will affect your actual work performance. This results in people of similar ability, some working like fish and water, others like running on thin ice.

Marx said: “The essence of man is not the abstraction inherent in a single person, but the sum of all social relations.” Making himself meet the expectations of others is very tiring, but it is a yoke that cannot be broken.

Of course, if you pay too much attention to the evaluation of others, you will easily deform your movements.

So, the best way is to manage only the three “key points” of “predictable, predictable, and controllable”, to establish a methodological framework of your own external working relationship, and to influence others and yourself. The influence on others is controlled within a benign scale.

This article is from WeChat public account: Man and God work together (ID: tongyipaocha)