Seven Job Cases Will Help You Get A Good Career.

One of my men

Afterwards, I wonder why this employee is not like this at ordinary times. Why is it abnormal today? Because the pressure is too great.

First, she was under the pressure of customers' cold talk.

Second, and I ask new job is equal to exerting pressure on her. Patience is always limited and will erupt on certain occasions.

In view of this, if an enterprise does not attach importance to the feelings of the employees or support employees who are in a super working state, the enterprise must change, otherwise the side effects will accumulate and find opportunities to break out.

Look at some service industries. When employees are dealing with their customers, they will feel great pressure.

You go to the restaurant to eat, hoping to get rid of those waiters who don't smile, and throw food in front of them. But have you ever thought of it? Is it possible for these waiters to keep a good mood? We need to be tolerant.

In the telemarketing industry, salesmen are asked to make customers feel the smile from your voice. They wear masks to work every day. We should be careful.

The hostesses of the hotel are asked to face the impolite customers and keep the charming smile. Is this humanized management?

Workplace case two: how to deal with employees who do not appreciate it?

I used to work in a state-owned enterprise. China's state-owned enterprises are politically oriented enterprises. People here like to play tricks on small things, while leaders are keen on playing such political games, but in the end, "playing with fire will burn themselves."

I was in charge of a department at the time, and a supervisor was removed from office because of insufficient ability.

She was very dissatisfied with our team and waited for revenge.

One day, she made up, saying, I and two other colleagues were trying to smear our boss.

The boss did not do the investigation, believing her "tell the secret".

All the staff in our department were called together, and our boss told us to speak clearly.

I was shocked at that time. It was nothing at all. Four of us passed the confrontation, and the lie was exposed. The truth came out. It was all the one who made up the charge. Since then, she has been estranged from our department.

Alienation is the most difficult thing to do.

First, you have nothing to do in groups, no one is talking about you.

Second, isolation.

Third, we feel that work is meaningless.

How did I help her build up her confidence? I asked her to take charge of a project. This project needs teamwork. She must be a member of the group. I first support her and then do other people's work.

Tell you, she is very unfortunate, have divorced experience, from her point of view to understand.

I also helped her introduce her boyfriend.

All this made her regain the sense of "home".

Remember, you can never alienate any employee, no matter how much you do not appreciate him.

Your task is to find his unique gene, and then start the gene program.

Story office case three: what will happen if you lose your faith?

This is a true story of a friend of mine: a leader in a public institution talked to my friend, implying that my friends would have better prospects for personal development.

Before mobilizing, the leader promised to "come first, and promote you six months later."

My friend believed in his words and adjusted his past.

As a result, half a year passed, and a year passed without mentioning my friend's development.

Do you think my friend will still believe this leader's words?

Human beings have three characteristics:

First, fear of losing social status.

Second, the desire to have influence.

Third, the dislike of no credit.

Remember: others trust you like a tree, it takes a long time to grow, but you can see it in an instant.

Workplace case four: hostile to outsiders, right?

When I was teaching at Nankai University, the professor divided us into several groups for the sake of case discussion.

After class, I asked students which group was good. Almost every group of students could find one better than the other. Generally speaking, they thought one side was better than the other. When asked about the evaluation of another group, each student criticized each other, even his best friend was no exception.

If I put them in a more competitive game? I remember that in the simulated decision-making exercise, the positive attitude towards this group and the "hate" attitude towards the opponents were rising, and the classroom was full of hostility.

My group, a CEO of a large state owned enterprise, left the classroom because of the opening of the board of directors, and called me immediately after the meeting. The first sentence was, "what is our ranking?"

It is human instinct to categorize things and people.

We are naturally fond of categorical thinking. This way of thinking can help us identify who is dangerous and which people are not trustworthy.

In your business, if you want a group to reach an agreement, you must try to classify a (you agree) into a good and beneficial class, and return it to a difficult and dangerous category.

When we openly select senior cadres, we see that the organizational departments will pick out the desirable ones, only label all the other candidates with negative labels, and then make a case for the selection.

Think about it. Is that the case?

Remember: humans are easy to tolerate insiders, and are easily hostile to outsiders.

Please do not despise people of different kinds.

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Workplace case five: Why did the team fail?

I am a natural person who likes to ask questions and research questions. I like to have meetings to be brief and direct.

When I was working in a state-owned unit, I found that meetings were discussed repeatedly and inefficiently.

As a matter of fact, every important decision of the unit was made by CEO, and everyone acted according to his wink.

When meeting and discussing, your opinions are different from him. He immediately interrupts others, and his deputy becomes his "echo man".

On the contrary, when he was away from the meeting, everyone was positive and productive.

During his term of CEO, the unit lost money every year.

I have attended many meetings of state-owned enterprises and institutions. I feel that the atmosphere is too bureaucratic and there is no real discussion. It seems to be a meeting to show the existence of the level rather than to solve the problem effectively.

In many state-owned enterprises, you can not find a meaningful team, often to meet the leadership set up a number of leading groups, members are the heads of departments, the results of the group no one to ask, the only concern is "I am in the list of groups from time to time."

Such a team is a failure.

Another typical problem is that people here work only for small groups representing their own interests.

We say that enterprises need teams, but there are too many useless examples to show that people are unwilling to join the team, because the upper and lower levels are clear. This is not a real team.

Remember, the real team is to work for a specific goal and pcend the relationship between functional departments and subordinates.

Such a team can build a team spirit.

Workplace case six: what will happen if information is hidden?

The management system of an industrial company is so bad: the head of the procurement department bought goods from the cheap supplier, and later because of the bankruptcy of the supplier, the company had to find the supplier again and purchase it at a high price than the cost. The production department imported from abroad, but the new machine always had problems. Later, it still used the old machine. The marketing department found a relative as an advertising agent, and it didn't understand the rules of advertising at all.

And all of this is because people here like to hide things from the real situation and lead the company leaders to make erroneous judgments.

We should encourage employees to open their minds, encourage employees to disagree with those "taking for granted" procedures, and encourage companies to put everything on the table.

The whole company creates an atmosphere of openness.

Remember, gentlemen have nothing to say to people.

After publicity, even if you are wrong, others can forgive you.

Workplace case seven: read yourself.

I remember a textile mill whose CEO is a hardworking style and relies on personal struggle to have its own factory.

Employees are afraid of letting the boss discover their mistakes because they see examples of being dismissed because they are "brave enough to expose their problems".

Therefore, they always try to cover up problems, and even admit it early, they can solve the problem, but no one says.

In this case, making mistakes is a shame. Therefore, in order not to lose humiliation, we deliberately don't make mistakes.

At one time, CEO made a few small mistakes in front of everyone, and gave a severe and sharp criticism to an important manager.

What surprised me most was that everyone present was embarrassed except me.

After they told me, this is a common occurrence.

A few years later, the company was taken over at the brink of bankruptcy.

I have studied numerous failures and found that the real cause of failure is neither investment nor product problems, but the failure of management character of CEO.

Because investment, product problems can be solved by other people's help, and management psychology, really can not cross.

Remember, all failures are failures of character management. No matter what it is, it is always a hidden psychological problem.