How To Break The Deadlock?

< p > in a class discussion, I suddenly realized this: we are analyzing an outstanding functional expert (Harris) who is responsible for recruitment, appointment, training, reward, assessment and so on. He was sent to a leading business school to learn the integrated management course. The company promised to let him take charge of profit and loss management after he finished his study.

But this promise has never been realized. Harris is in a dilemma: he is fed up with the work that he can do with his eyes closed, but he must be loyal to companies and mentors who offer many opportunities. He does not realize that his current position is the most beneficial to all bosses.

He has been increasingly frustrated because he has been doing the same job: he has put more time to produce more than expected results and sought more advice from his company.

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At the beginning of P, my students were very strict with Harris. He thought he had no sense of security and evade a href= "http:// www.91se91.com/news/index_c.asp" > risk /a and passive.

He should negotiate hard or leave.

No headhunter can easily provide you with the perfect opportunity.

He should be more self-conscious, and all introspection would be useless.

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< p > what broke the stalemate? < a href= "http:// www.91se91.com/news/index_c.asp" > character /a > introverted Harris did not follow its natural instinct, instead, it concentrated on Establishing "external" relations so that it could objectively examine the trend of shaping its industry, widen its vision of possible career choices, meet people like him but try to break away from highly specialized fields, and finally see a different self, and then understand that his mentor may always view himself in a constant perspective.

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< p > most of the "Harris people" I met have a lot of connections, but they are mainly limited to < a href= "http:// www.91se91.com/news/index_c.asp" > inside the enterprise < /a >.

They find that these connections are effective in the following aspects: exchanging work related information, doing their job well (traditionally defined), and finding excellent talents to form a team.

However, the connections in such businesses will also stagnate: they will not provide qualified personnel for different future positions, because they themselves do not cross the comfort zone.

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< p > if you find yourself in such a situation, like many of my students, what do you do? Try to increase your "out-sigh"; that is, your insight into the world beyond the limits of its own frame (Insight).

Expand your contacts outside the team, departments and even outside the industry.

Seek outside professional knowledge and skills.

Try to understand the "office politics" of higher level promotion.

Try to get to know your superiors, at least the top two bosses, and they are often in different units or areas, even if you do that will make you feel that it is a means to achieve your goal.

Take part in major initiatives and make efforts to contribute, so you have reason to see them.

Strive to improve your popularity, not just to work hard.

Let the outside see you.

Use what you learn from outside to build relationships with people who are different from you, and increase the value of your business results.

It's two different things to understand who thinks your destiny is important and what you can achieve.

Find out your market value.

Search for like-minded people.

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< p > your network is your own mirror, and we should pay attention to what it reflects.

If you want to make changes, let your contacts face the future.

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< p > bad news is that you will need to establish networking as a priority, but we have limited time.

The good news is that once you start building contacts, such as having lunch with former colleagues or old classmates, it's like running, and you won't be able to stop.

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P > Eminiya Ibarra (Herminia Ibarra) is a professor of organizational behavior and leadership of the English Institute of international business (Insead).

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