1

  It’s better to fight for insights than to fight with experience.

  You must have heard this sentence :

  “Many people say that they have 10 years of work experience, but in fact he just reused 1 year of experience for 10 years.”

  This is the quality of experience.

  A lot of people who have worked for eight or nine years, the resume is infinite, the director of the big company, and the soul of the team, but if you ask carefully, the things you answer often can't stand the scrutiny. This way, even if the resume has 8 years of experience and 10 years of experience, there is no difference between the ability and a person who has just graduated two or three years.

  Recently, several of my headhunting friends ran to tell me that the middle and senior managers of the interview are getting more and more water.

  For example, an interviewer has worked for 10 years, and the resume says that the team has created a 300% growth in the past year.

  However, this sentence is over.

  My friend asked him what the specific performance is. Does this performance belong to the department he leads or cooperates with other departments? What kind of reform or opportunity makes him create such remarkable growth in a short time, he is in the process What role did it play...

  Actually, one can't answer it.

  My headhunter friend is in a hurry. She has been looking for a candidate for this position for half a year, but the candidate’s half-barreled state has made her faintly worried.

  Later, after many inquiries, she finally realized that the interviewer was indeed a director in the former company and could be very capable. Although it has been working for nearly 10 years, it belongs to the type of fish in troubled waters. The growth of the company's performance is more dependent on the cooperation of other teams. He just participated in it and did not make any outstanding contributions.

  We can't say that this person's resume is fraudulent, but this ambiguous rhetoric is very common in the workplace.

  If you encounter a newcomer to HR, you may be able to get away with it. But now the economic environment is not good, and all companies have higher requirements for HR and headhunting.

  This degree of professionalism is not only the professionalism of “finding people”, but also the professionalism of “business understanding”. For example, the problems I often encounter when interviewing HR are:

  1. What difficulties have you encountered in this project?

  2. What do other people think, what do you think?

  3. Why are your thoughts different from others?

  4. Why do you believe that you are right?

  If you don't know in advance that the other party is HR, I believe that the questioner is the boss of the business department.

  You can no longer use the HR interview as a form of passing through, and don't want to take the routine of "How to make a good impression on the interviewer" on the Internet.

  Nowadays, the era of real swords and real guns, people who have no dry goods will be eliminated. The "X-year experience" is only a reference, and more importantly, you have to have an insight into the industry.

  Everyone has experience, as long as the time is long enough; insight is not for everyone, it needs to think, polish, overthrow, restart, practice, demonstrate, optimize. Each step is an update of self-knowledge, and each conclusion drawn can cut the key and stubbornness of the industry.

  This kind of talent is the most valuable.

  So how do you cultivate your insight into the industry? Return to the daily work of work:

  a) Summarize insights from subtleties

  There is no small matter in my work. This is my point of view.

  There is no small matter because you have to learn to sum up big things from any small matter. Work processes, ways of doing things, cooperation models, and even communication methods, every day, every day, you can find something worth thinking about.

  These accumulated summaries will eventually be aggregated into the underlying operational logic of the industry. The sooner you see the person, the more opportunities there are.

  For example, a simple cross-departmental cooperation, in the case of other departments are unwilling to cooperate, you can use a series of questions to open a chain of thinking:

  1. What does it explain? Why are you not willing to cooperate? Is my plan not well-considered, or is there a problem with the timing, or a disagreement over the allocation of resources?

  2. What chain reactions and effects will this problem cause? Will it affect the overall progress of the project? Will there be a crack in the subsequent cooperation?

  3. Who are involved in this issue and what are their respective positions? Do not want to cooperate is to have an opinion on this person or an opinion on the whole thing?

  4. If I want to solve this problem, what support do I need? Is it looking for a big boss to ask for help? Or did I communicate with their department leaders in the past? Or I don't care, wait for other people to come out and help me solve it?

  I use this method of thinking as "spreading out a universe from a small point." You don't have to answer every question, but every question must be thought of first.

  This is insight.

  Insight is the induction, summarization, and refinement of all information to find the most essential reason behind it. It is not a copy of the information, but multiple understandings and processing of the information.

  On the surface, “unwilling to cooperate” is just a daily work contradiction. In fact, it may be a divergence in the direction of the entire business strategy.

  The way to solve it is not that you secretly send a complaint email to the big boss and then tough, but everyone sit down to discuss the possibilities in detail and reach unity in the general direction.

  This is my personal experience.

  To cultivate your own insights, it is best to start with the simplest things around you. Write them on a small book with you, or make an electronic memo. After a long time, your understanding of this industry will become more and more profound, this is your most valuable asset.

  Seeing big and small, the accumulation of steps is enough to make a thousand miles.

  b) have anti-party thinking

  At work, we often encounter situations in which someone sings against themselves.

  Many times we are easily influenced by emotions, patronizing to quarrel, but few people calm down and think. In fact, if we think about the problem from the perspective of the opponent, it will often give a surprising answer.

  For example, I once advocated in a meeting to promote a new product by holding high and high, but a colleague from the opposite side has been singing against me.

  He believes that the advertising costs are all spent on the elevator screen, subway stations, APP open screen ads can not produce direct conversion effects, but to do some vertical community content implantation will be more accurate and effective.

  Later our solution was to be parallel. First do the content of the vertical community, take a small step to see the effect, and then decide whether to hold high and win.

  This is the use of anti-party thinking, it is to constantly fill in the gaps.

  Understand your "anti-party", strip out what makes sense from your emotions, and then come up with new ideas based on your thinking.

  This is another way to develop insights.

  One of my favorite questions is:

  "If I am someone else, how can I refute my point of view?"

  Hundreds of trials.

  2

  Instead of waiting to be eliminated, it is better to take the initiative to attack

  I was watching the story of Lei Jun two days ago, and there was a paragraph that impressed me.

  At the beginning of the establishment of Xiaomi, Lei Jun ran outside every day in order to find a suitable supplier. I saw more than 1,000 people in 5 months and lost 20 kilograms.

  1000 people in 5 months, an average of 7 people a day. Everyone who comes to see a detailed description of their products, plans and future blueprints, over and over again, tirelessly. This workload is very scary.

  Prior to this, Lei Jun was the general manager of Jinshan Software and had realized the freedom of wealth. He could have used the money to make an investment and live a happy life. But he is willing to put the following, even the leadership of a small factory in a region is also polite, and tireless to visit.

  I don't know how many people can do this. At least I saw that many people are far from the achievements of Lei Jun. It’s just that when they get older, they have a high position and they like to put on the shelf and not do anything. Every day, I am complacent and I am very happy.

  This is very dangerous.

  The workplace is to go against the water, and if you don’t advance, you will retreat. Now there is no such thing as a management that can move your mouth and command it.

  If you can't solve the problem, the value of the output, regardless of the position, will be eliminated.

  Tencent, Jingdong, and Ali have recently laid off employees from the top. This is a good example. To say that it is to give young people a position, in fact, is to let a group of people who can not keep up with the pace of development of the company to lay off.

  This is the status quo, but you don't have to worry too much. Because you are sitting still waiting, you still have a lot of actions to do. For example, take the initiative.

  First of all, it is to actively learn new knowledge.

  Learning this thing is not necessarily younger and more advantageous. As long as you are not imprisoned by past experience, always remind yourself not to fall into the solidified thinking, do not make empirical mistakes, in fact, you have an advantage.

  Why do you say that?

  Because you are not learning from scratch, but starting to evolve from the middle. In other words, you have a foundation. Compared to young people, you understand that it is actually faster, just to see if you are willing to understand.

  Take my marketing industry, in the past few years, many people think that the Internet has subverted all the methods of marketing, but in fact it is not so terrible.

  The Internet has only enhanced certain means to re-enforce some outdated marketing techniques. But the essence of marketing has not changed since ancient times, that is to establish a unique brand association, and ultimately promote product sales.

  for example.

  A friend of mine used to be a traditional advertising company to do Tmall's marketing activities for the brand. Tmall's small partner lost a bunch of introduction documents, it is a super brand day, but also a cost-effective, but also a fan carnival, the average person has long been a big fan.

  But what about him?

  He spent a day studying the mechanics and differences in each document, then explaining it to his team's friends, and finally led everyone to make a great plan to successfully help the client to win the Tmall's biggest super. Brand day project.

  When I was listening to this story, the most memorable part was that he used the documents given by Tmall to ask colleagues in the e-commerce department over and over again. What does this mean? What is the difference between what we do and what we usually do.

  He is a 35-year-old who asks people who are seven or eight years younger than him, and they are embarrassed. But I think he is particularly powerful. Since he doesn't understand it, then take the initiative to ask, instead of holding a shelf, this is the place that I admire most.

  In the ever-changing, to find those things that are unchanged, and then continue to improve with their own experience.

  This is the first "active attack."

  The second "active attack" is to actively build their own information network.

  The network of "middle-aged people in the workplace" is actually relatively broad. After all, working for so many years, former colleagues, former bosses and even headhunters should know a lot. Nowadays they are scattered in various companies in the industry, and they are generally in the middle of the high position. This is your precious network of contacts.

  As long as you usually a man still in place, with people, these people can build into your information network.

  For example, which company has recently had any action, which new company has been very strong recently, what trends have changed in the industry, where new opportunities are good, even gossip news, etc., which can be exchanged.

  Organize your "acquaintance list" and you will be surprised to find out that you still know a lot of people. You only have to consciously increase your dealings with them, open up the information channel, and ensure that you don't lag behind.

  The above two "active attack" do not need to spend a lot of effort. As long as you walk through the heart of your heart, everything is simple.

  This is not whether you can, but whether you are willing or not.

  3

  Instead of fighting for strength, it is better to fight "to know people"

  This is the last suggestion today.

  The so-called "recognition of people" means recognizing that the other party is not reliable, has the ability, and can do big things.

  Most people who have worked for five or six years or more should start to manage people. Many people think that it is to arrange for the subordinates to do things well and to be able to sit back and relax.

  This is a very wrong idea.

  Especially nowadays young people, more and more channels of contact with information, more and more ideas, if you can not hold them in a certain aspect, dissatisfaction with you is a minute.

  The powerful managers have a set of skills to let the subordinates be willing to work with him. This is the role of the human heart.

  I have met a boss like this.

  She did not teach me a lot of things in terms of professional ability, but she is my Bole, constantly striving for more performance opportunities in the company, and also highly esteeming me in front of customers. This has given me a lot of opportunities to grow and expose.

  The biggest feature of her management is that she is very "very" her own subordinates. And she can tell at a glance whether a person is really capable or nonsense.

  Even though I couldn't work with her for various reasons, I am still very grateful. This is her personality charm.

  Such people have a strong centripetal force, and it is easy to build a solid team in the workplace and create great value. Moreover, such a person is difficult to be eliminated, because it is possible to eliminate an entire team as soon as it is eliminated, which is a huge loss for the company.

  Like Song Jiang in "Water Margin", he does not have Lin Chong and Wu Songgao in comparison with force. He has no use of intelligence or Wusun, and Gongsun is very powerful. The only thing that can be done is that "the text cannot be Anbang, Wu can not serve the public." people.

  The reason is because he knows how to use people and will serve people.

  So if you start to bring a team in the workplace, you may wish to ask yourself:

  1. My subordinates are not satisfied with me?

  2. Are they willing to work with me?

  3. Can I lead everyone to create greater value?

  If you don't want to be eliminated, you have to be anti-customer. You want to know what the cost of the company is. You will be bigger than the company's gains. As you go up, the more you think about the problem, the more you want to lean from the individual to the team.

  If you don't want to be eliminated, let your "cost of being eliminated" be as high as possible. This cost is not just your personal salary, but the value of your entire team, the role you play in it, the role and influence you can make, and even your image on the client side...

  This is your "helper." They are all negative effects that companies have to consider when they want to eliminate you. The more things you are involved in, the more people you are involved in, the harder it is to be eliminated. This is the power of "carrying the group."

  The key to all this is to "know people."

  Identify the abilities of different people, equip with appropriate professional positions; identify the personality of different people, create a space suitable for him; identify the needs of different people, and know how to bundle benefits.

  Knowing people makes good use of them and people do their best. By doing this, you will get a huge return.

  Today's article is here, and it is still a familiar three-stage. Finally, a brief summary:

  How to make it difficult to be eliminated?

  1. It is better to fight for insights than to fight for experience;

  2, instead of waiting to be eliminated, it is better to take the initiative to attack;

  3, instead of composing physical strength, it is better to fight "to know people";

  Above, I hope to have some inspiration for everyone.