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    Workplace Changed From "Obedient Girl" To "Daring Girl".

    2009/5/9 15:00:00 42069

    In today's workplace, women's work ability and performance are absolutely not inferior to that of men. They not only have the same qualifications and skills, but also contribute much to the work.

    But even so, there are few women who can go to important positions. Most of the companies, most of them are male.

    Most people blame this imbalance on "male preference for women" in the workplace, but some American scholars point out that in fact, it is the traditional obedient, gentle and frugal personality of traditional "obedient women" that limits their success in the workplace.

    He believes that if women want to be promoted to higher vocational education, they must turn from "obedient women" to "daring girls".

    There are 9 opposing personality traits between "daring girl" and "good girl". What kind of class do you belong to?

    Obedient women: follow the rules, do everything they want to do, work hard, want everyone to like her, be gentle and frugal, wait for praise and promotion, dare not face up to problems, care for others' opinions, and never take risks.

    Daring girls: breaking rules or self-discipline, having a clear goal for the future, just doing important things, caring for everyone who wants to like everyone, talking and walking like a winner and what they want directly demands, meets difficulties, believes in their intuition, and risks wisely.

    Usually, the character of a "good girl" has been formed since the child's behavior was observed.

    For example, she saw her mother taking the primary responsibility of taking care of the family, but her father was only helping when he was involved.

    Girls were told to resist parental orders or to be angry and appear lovable.

    Therefore, if you want to be a daring girl, you must first overcome your ego from the mental habit and then succeed.

    How to realize the pformation from "obedient girl" to "daring to break a girl", the business daily gives you 6 suggestions:

    1, we must have a clear idea that women want to hold important positions in the workplace. They must have been determined to "break the ice in the workplace" very early, instead of holding the naive idea of "waiting for a prince to save me from the sea of pain".

    You know what kind of goals you will set for yourself in the workplace.

    2, make a request not to think that your supervisor will take the initiative to pay attention to your needs, and will plan for you to plan for your promotion.

    In fact, a large number of departments, it is difficult for supervisors to take care of everyone's needs.

    If you have a strong ambition, you'd better take the initiative to let the supervisor know.

    3, do you always sit in the back row or corner when you speak and become the "silent majority"?

    From now on, sit in the front row in a prominent position, and express your opinions in a clear and steady voice.

    Of course, if we can be prepared before the speech, make a coherent statement, and have something to say, we can show the sense of authority and highlight it from colleagues.

    4, sell yourself, even if the supervisor does not ask, report regularly to the supervisor.

    Don't be a habit of hiding from your boss like other colleagues. You should take the initiative to talk with your boss and give your boss a positive and positive impression.

    5, do not learn to do things before doing, do not shrink back, hesitation, thereby losing the opportunity of performance.

    Because even if not fully familiar with, you can still do the frontier learning, even if you do wrong, you can get valuable experience.

    6, the requirement is authorized in the workplace, the boss's favorite employees, is can be assured of the authorized "just", rather than shrink back, can not afford to take up the big soldier.

    If you can "voluntarily" request the boss to authorize, take other people do not dare to receive work, naturally can get more performance opportunities.

     

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