Workplace: Don'T Think Your Performance Is Outstanding.

Whether the performance is outstanding is not what we say, but is made by the leadership.

However, some people often think that their performance is very outstanding, and they judge themselves as excellent, so it is easy to embarrass their leaders.

Enterprises do their own performance appraisal, they will give themselves a chance to score.

Sometimes, I am very competent. I think my performance is also very outstanding. Is it necessary to score a high score? It depends on the culture of the enterprise, especially Chinese enterprises. It is best not to score a high score on their own, which makes it difficult for the leaders to do so.

Why? If you say that you have scored a high score for yourself, then what does the leader think?

First, we really recognize our outstanding performance.

Well, leaders will also push you to a high score.

But this is not to tell the leader, this is what I deserve, but the leader reconfirm.

In fact, this has already crossed the leadership will.

Two, the leader thinks his performance is not outstanding, or is not the most prominent one in the organization.

At this time, it will be difficult.

The personal assessment is lowered, and subordinates believe that the leader is denying himself and himself.

Far from it.

Besides, a lot of times, is work really done by oneself? Are all grades really belong to themselves? For example, I put the Department's work as a priority and asked Xiao Li to do it.

In doing this, Xiao Li is not compatible with work and does not meet the requirements.

Under the guidance and guidance of the author, the work was finally completed.

At this point, if Xiao Li thinks the work is done on his own hands,

Naturally belongs to oneself, in this quarter examination, oneself should appraised oneself is outstanding.

Well, the director was in a dilemma with his grading.

Three, they are not prominent.

The score is very high.

This is a very immature practice, and it is also a way to ask for it.

I listened to a supervisor talking about a former colleague who rated himself as excellent in performance appraisal.

The supervisor asked, "what is the basis for your excellent judgement?" the colleague said, "I don't need to explain anything. No one else has done anything. Why can't I be an excellent person?"

What a ridiculous excuse.

The final result is that the communication between supervisor and employee is disconnected.

More importantly, the colleague could not continue to work under this supervisor.