The Law Of Workplace Survival: 3 Secrets Of Revealing Secrets To Superiors

In a company or an enterprise, you get along with your colleagues in two situations: one is that you are from the same level; the two is that your position is not equal, and it becomes the situation of the upper and lower levels.

It's not always difficult to deal with colleagues at the same level.

But once you are promoted, you have to adapt to your new position.

At this time, you have to deal with the relationship with your former colleagues with great care. Some people are too cold at the height of their new jobs and gradually lose their real power. Some people are forced to become puppets by powerful subordinates. Some people have reduced the heat of interpersonal relationships in the process of promotion.

All these situations will make

The sense of happiness is greatly reduced.

Next, we are going to give you a hand to ensure that your relationship is as good as ever.

Case 1

Frank turned from an expert of a foreign company to a manager of a state-owned enterprise and got the way of professional manager.

The new official took office in the team and did not set aside energy for upward management and parallel management.

This kind of leadership is concerned only with subordinates but neglecting other stakeholders. I call it "1" leadership.

He put 100% of his energy into management team and business.

Such a leader is not a good leader.

Such leadership is the best and only the team morale is high and team capability is super.

Six months later, 360 of the company's feedback results shocked Frank: his subordinates were adored by him, his leader was disappointed with him, his colleagues had words for him, and customers did not know who he was.

In short, Frank failed in its performance evaluation.

Frank's feeling is one word: injustice.

From the point of view of "three forces" of leadership effectiveness, there is lack of a resultant force for motivation and ability.

The so-called resultant force is teamwork, and the goal is the same.

If you do not take the initiative to do well in uplink management and parallel management, a leader can not ensure that his direction of work is in line with the requirements of his superiors, so he can not ensure effective cross team and inter departmental collaboration.

Promoted from professional positions to

There are five milestones in mind pformation.

First, positioning: identifying new roles.

Second, clapper: decisions under uncertainty.

Third, relationship: managing new stakeholders.

Fourth, empowerment: do it from one's own to others.

Fifth, educating people: from training ourselves to cultivating others.

Peter Drucker summed up the three secrets of upward Management:

First, do things not to surprise your boss, take the initiative to communicate, let the boss always feel that things are in his control.

Second, look at the advantages of the boss.

Third, praise the boss sincerely.

Case 2

Xie Lin, creative director of advertising company

In the early days of promotion, Xie Lin did not adapt to what her colleagues called her. The familiar "Linzi" was replaced by "Xie TSE", which made her uncomfortable.

In her view, promotion is just the recognition and more power that the company gives her, and does not mean that she should draw a clear line from the previous office atmosphere.

After that, brainstorming talked about advertising creativity. When she was there, her subordinates' speeches were not very active.

She felt as if she were on a lonely island, and the people around her were getting farther and farther away from her.

She told this to a friend and said, "just like you haven't adjusted to your new identity yet, your colleagues haven't adapted to this change."

A person who used to make fun of a joke is now in control of their power to live and die. What changes this change will bring about the way of getting along is not known, but they are all exploring.

Xie Lin thought it was reasonable. After returning to the company, she secretly agreed with several familiar colleagues to drink afternoon tea, and tactfully stated that although she was promoted, she still hoped to work well with everyone to achieve a win-win situation, and hoped that everyone had any problems to say directly.

After this honest communication, it seems that the relationship between them is not so embarrassed.

Xie Lin knew that this was just the beginning, but she had confidence to go better.

and

The hard nut to crack is:

First, honor and fault.

If we have achievements in work, we must know the principle of sharing interests.

Leaders often attribute their merits to your "leadership skills" but are actually the common contributions of the following colleagues.

So, never forget those colleagues who work for you.

If there are any problems in the work, leaders should take the initiative.

This will make your colleagues feel that you are a trustworthy and responsible leader and will be willing to work under your banner.

Second, do not put on airs.

After promotion, after all, I played with my colleagues and ate together, so I could not feel superior after being promoted.

Work should be treated in a tone of negotiation.

When colleagues do something wrong or do not do well, you should criticize them to pay attention to the occasion and grasp the sense of propriety.

These will not only make them feel that you have not changed, or that they will be respected by you.

So your assignment will go smoothly.

Third, no secret operation.

When we do not agree with our colleagues and we can not reach a consensus, we'd better not operate in black box.

You can guide people to discuss the key points, and then induce colleagues to achieve their own decisions.

Guangming is going to see the plan as a common plan and then work without emotion.

In this way, you can save a lot of energy to do other things.