Workplace Etiquette Helps You Step Up.

I have seen some young people, once they are found to be careless in their work, they always emphasize their reasons, objective reasons and others' mistakes. I understand their feelings, make mistakes, fear criticism, and leave a bad impression on leaders.

But the problem is that such an attitude is precisely the leader's most disgusting attitude. He feels that you are evading the responsibility and avoiding responsibility. The cautious leader even thinks, "you are right, is that I have been wrong?"

Some people have just stepped into their jobs, especially in government departments and administrative departments, and the personnel relationship is complex. There will be a state of mind that is afraid of their own timidity. They may be cautious.

This is true, but if you always try to make a leak, you always want others to see good or bad.

From the psychological point of view, those who are too slippery and have been very vigilant in front of themselves are not enough to trust.

What is it like? It's perfect but false.

Young people make mistakes. As long as they are serious and honest, mistakes are the beginning of progress. Anyway, I am willing to give real opportunities to young people rather than people who are slippery at age.

For example, I will ask someone to be responsible for the announcement tomorrow, but second days people are not together. I asked him what happened, but he did not know. "Anyway, I sent short messages." I asked again, he said that the other side did not return messages, that is, if he did not know whether the other party had received it or something could not come, he would not pursue it.

This kind of "you let me do it, I did it, and the misunderstanding of the result has nothing to do with me" must be overcome. This is still an immature psychological state. It feels that work is done for others, and it is a passive commitment.

To do something is not the end, but to do the best is the goal.

This is easily ignored by many people. For example, sometimes I pfer a document to a certain person. He has not believed it for a long time after he has finished the document. I do not know whether he can implement it or not.

In addition, there are some things that are implemented at different levels. Large leaders are assigned to small leaders, small leaders are arranged to specific staff members, and in turn they are responsible. Leaders will ask small leaders to ask questions, and they will not directly ask specific personnel. Therefore, timely feedback and master progress are very important.

The urgent work should be feedback immediately, and no urgent work should be done at the appropriate time node.

I have had such a lesson before, when I pferred from the A department to the B department, the A Department organized a busy activity and asked me for help. What I was thinking was that everyone was getting along well and the departments should cooperate with each other.

At that time, the leaders of the B department did not say anything. Later, he reminded me that if you use your spare time to help, no problem, but at work time, and you are no longer a member of that department, you should take regular channels to communicate between departments and departments, not yourself.

I felt a little aggrieved at the time, and now I feel very grateful to him for reminding me, otherwise I don't know how long it will be chaos.

As a professional person, behavior must be professional at work time, and can not be fully used in accordance with feelings and preferences.