Home >

The "Small" Boss Gets Along With The "Big" Principle.

2008/10/11 16:37:00 41859

??? 日本語 Fran?ais English 中文

Linda, 30, is a senior clerk in a company.

A rainy evening, when she was buried in front of the computer to gather up a mountain of meeting minutes, the young boss arrived last month.

Sitting down on the sofa and rubbing his stomach, he said, "Oh, this meeting is really long. It almost starved me to death."

Linda, stay there, you go down to buy me a meal, I have another document to see. "

Afterward, Linda could not help complaining to her boyfriend: "every day I was led by a yellow girl. What is she calling me?"

I entered the company longer than her, older than her, nor her academic background.

Boyfriend asked: if Fang Xue is a nearly 50 year old woman, will you still complain?

　　一樣的事，兩樣的心態(tài)，關鍵就在于老板是27歲還是50歲，一切的根源就在于她比你小。但事實是，隨著技術的日新月異，新的經(jīng)濟增長點不斷出現(xiàn)，必將有越來越多的年輕人在工作中擔任要職，年齡不大卻位高權重，當你越來越頻繁地面對著這群Baby Boss（小上司）時，你準備好如何應對了嗎？

Workplace enters "post figurative era"

In the book "culture and commitment", American sociologist Margaret Meade divides human society into three periods: "pre figurative culture", "metaphorical culture" and "post figurative culture".

In the "pre figurative culture", the younger generation mainly studied from the elders. In the "metaphor culture", the learning of the younger generation and the elders took place among the contemporaries. After the Second World War, the vigorous development of the science and technology revolution brought about great changes in the whole society, and the society entered the period of "post figurative culture" in which the elders came to learn from the younger generation.

"If there were a number of elders in the past, they knew more about them than those of young people with accumulated experience in specific cultural systems.

That's not what it is today. "

Meade summed up the article.

In fact, this is also the law of the development of the workplace. The performance of its "post figurative era" is that more and more young people have been promoted rapidly by virtue of their excellent performance or mastery of a certain professional skill.

According to the latest statistics from a human resources website, at present, at least 14% of the senior managers in the world's major companies are under 35 years of age, while in Japan, the average age of business executives is 10 years younger than 10 years ago.

Leon, who is just 30 years old, has been a sales manager of a telecom operator 4 years ago. He has managed 10 people, and the oldest is 8 years older than him.

In 20 or 10 years ago, in the traditional large enterprises with strict adherence to seniority and seniority, it is impossible for him to become a middle-level manager under the age of 35, according to Chinese traditional ideas.

This change has caused quite different reactions among young people and the elderly.

Of course, it is exciting for young people to get promoted quickly, but for older employees, it is a kind of pressure to face their younger boss.

After all, for many forty or fifty year old people, hard work is a difficult road. Success is also very long.

Almost everyone works hard, groping, and groping out a road suitable for their own development one by one.

How much of a fall and how much pain you have suffered, only you know.

They grow with the times, without exception, all have undergone the pformation from planned economy to market economy. Every change is a fatal blow to them.

Now, in their eyes, many people who can only count as "children" have hardly suffered any setbacks, and have become their superiors smoothly. This is really not a very easy task for them to digest.

Perhaps, "the traditional age based promotion system is collapsing.

The biggest challenge today is to face a young boss.

Young boss may be low-key.

"Actually, it's hard to be a young boss."

Yi Ren, the youngest financial officer of a hundred enterprises, said.

"This is almost impossible in the state-owned enterprises more than 20 years ago."

Because of the long development of enterprises, the ten leading people under the leadership of Yi Ren are all older than her employees. The oldest one is ten years older than her.

Yi said, financial work is very particular about accumulation, and experience is very important. So when she took office, she encountered a lot of trouble.

Although he has tried to pay attention to his words and deeds, Yi Ren still can not maintain good relations with all people.

Usually, the pressure from your old colleagues is nothing more than jealousy, deliberately challenging questions, arranging for work, cheating on you, confronting yourself and killing you.

"These are not the most frightening," Yi said. "After all, it is a frontal conflict. What embarrass her most is that some people will use the" Qi Jian "method," for example, when you have a little problem, tell your boss about it. "

Hu Bayi, a human resource expert, points out that if you handle your own mindset, establish a strict and effective "game rule" and grasp the principle of "working close to each other, living far away, living close to each other and working long distances", even if your subordinates are smaller than you, your leadership will not be too big.

　　“首先，你要端正自己的態(tài)度。你要相信自己，在平時的工作中，充分展現(xiàn)自己的能力，甚至要比以前做得更出色，讓老員工們知道：我并不是憑關系上來的。而當你的權威建立起來后，千萬不要因為年輕得志，就動輒擺出領導的架勢，頤指氣使，否則很容易招致眾怒。失去了群眾基礎，再才華橫溢，也無法將工作干好。”

　　“其次，多建立些公平有效的游戲規(guī)則。” 一樣米養(yǎng)百樣人，即使你沒做錯什么，也不能保證所有的員工都對你服帖。所以此時你就應該使用人力資源管理的三大方法，以確保政令通行。“一、明確部屬的職責，這樣就能避免因個人分配而帶來的主觀偏差；第二、建立公平透明的績效標準，這樣會淡化老員工的敵對情緒；第三、獎罰分明。如此一來，即便你在處罰一個老員工時，他也不會過多地把矛盾焦點匯集到你個人身上。” 胡八一總結說。

We should also learn to use the "emotional offensive".

"Senior employees are not always up to their own reasons, sometimes because of historical factors, such as technology aging, often in front of a small boss, he may have a subconscious sense of inferiority and depression.

At this point, we must respect and listen to his opinions from the heart and make full use of his strong points in experience and experience.

In the spare time, we should communicate with them more, especially those who have distance in the office. You should be good at getting close to each other in daily life.

But for those subordinates who have been very harmonious in the company relationship, you'd better keep a certain distance in your life, otherwise it will be easy to form factions in a way that is not conducive to maintaining balance at work.

Senior subordinates need to be generous

Two years ago, Shao Huashan, who worked as a sales manager in a computer company, was secretly delighted when his supervisor pferred to the head office. Because everyone felt that the vacancy of the director of sales was no longer 32 years old, and he had devoted 6 years of youth to the company.

Surprisingly, the head office pferred Frank to be his new leader.

Frank is younger than Shao Huashan, and his qualification is also lighter than that of him. At first, Shao Huashan could not swallow this tone. He had resigned several times, but was repeatedly left behind by the fierce competition of employment.

But the awkward situation lasted for only half a year. Shao Huashan found all sorts of "good" things for his little boss: he was young and weak, but under his guidance, the sales volume of the whole team had increased by two times.

Frank is also very modest and polite to him. When he gives his tasks to other young employees, he will directly explain, but for Shao Huashan, he often only refers to goals, but never asks for specific operational methods. He often takes some important projects to discuss with Shao Huashan.

What moved Shao Huashan most is that Frank is different from his predecessor. What's wrong is not to call Shao Huashan into the office, but to personally go to Shao Huashan's desk to discuss it. Shao Huashan feels that such details can make him feel respected by his superiors.

After two more years, the two became tacit partners. One year later, Frank was promoted again. Before leaving, Shao Huashan was recommended to the head office to take over his post.

In the opinion of human resources experts, Shao Huashan's choice is wise.

Because he objectively evaluated the advantages of his little boss.

In fact, all old subordinates should have such a correct attitude: to be a leader, age is not the main factor. If he can be your boss, he will have his own reason. If it is not for his comprehensive quality, it is better for you to be inferior to a certain professional skill.

A truly rational person should make a list at this time, list his strengths and analyze the reasons, so that he should not complain all the same.

Secondly, as an old subordinate, we should first abandon the negative thoughts that are "old and useless" because the real communication is based on equality, and the psychology of inferiority or self abandonment will greatly affect the work.

Be good at learning the strengths of small boss, because the world belongs to young people.

Third, as the saying goes, there is a place where there is talent.

Experienced, highly skilled, and able to work hard are always the characteristics of the old staff.

In the face of young bosses, you must make full use of this advantage, take the lead in your work and dare to shoulder heavy responsibilities.

At the same time, care and help young colleagues in their work and life, establish good interpersonal relationship with them, gradually develop their prestige, and use this prestige to support young boss's work.

In this way, not only will the staff respect you, but your superiors will take a higher look at you. There will be more opportunities for promotion and salary increase.