Do A Job That You Don'T Want To Do.

How much time do people spend in their life doing what they want to do? Not much. At least, this is my own conclusion.

This is the source of many human suffering.

People's temperament is different and their interests are different, so their attitudes towards immediate things are different.

For example, a person who is good at independent work may not be willing to take charge of others. A typical example is that a friend of mine is a very good sales person. He has quite strong experience in dealing with clients, but he can not be a good sales manager to direct his subordinates. In his ability, he can do well, but he says he is really not interested.

People who are used to marketing and selling do not want to read the product and technical information quietly; introverts do not want to appear in front of customers; few people are willing to write work reports and so on.

As a manager, of course, he should consider arranging his suitable job according to the different characteristics of everyone when employing people, but in fact, no manager can completely "make the best of himself".

Under such circumstances, how to teach your subordinates or even yourself to do things that you don't want to do become very important.

In fact, from a broader sense of life, whether we can do things that we are unwilling to do is a sign of whether a person is mature or not. It is also a major factor for a person to succeed in life.

This world is not for you, nor is this position for you.

In order to be responsible for yourself, others, collectives, and career, you must take things seriously that you do not want to do, and you must do everything you can to do them well.

You need to adapt to the environment and society instead of requiring the environment and society to adapt to you, though you may and can rely on your own strength to maximize the environment around you.

Many problems occur in this company. People usually take a negative attitude towards things they don't want to do, or don't do them or push them around.

Or perfunctory, no matter which situation will bring losses to the work.

In addition to the above education, what managers should do is to have a thorough understanding of their subordinates' character and habits, understand what kind of things they will actively handle, and which things they are unwilling to do.

For those things he does not want to do, supervise them, observe them, and sometimes help them.

Let them know that this is a must, and doing well is beneficial to the work or themselves.

People do not want to do things that are usually not good for themselves, so they are afraid of it. In many cases, this is people's misunderstanding of themselves.

If done

As superiors and spectators think that he is not impossible to do these things well, they should be encouraged to do it, and sometimes even ordered them to do it. Once successful, he will increase his confidence and will not be afraid in his future work.

Another reason why people are unwilling to do something is laziness. Of course, laziness is not allowed.

There are also some.

Ambitious, self conceited, disdain for some things, always think that they should do something bigger and more important.

For them, managers should force them to start from things they do not want to do, and if they realize the truth, they will be lifelong useful.

"Unwilling to do" is absolutely not a reason for not doing it. People who say such a reason should be listed in the list of being fired. In turn, managers must understand that if a person in a certain position is unwilling to do more than half of his work, it is necessary to consider whether the person is suitable for such a position.

After talking, you can consider changing him to a more suitable position, or simply advising him to change his career.

"Hard hitting your head and biting your teeth" will do a good job of what you don't want to do in your heart. It will be much more productive than what you are good at.