It's too secretive to abolish a person in this way in the workplace. If I don't say it, it's hard for you to know.
The workplace is very complicated, and there may be traps everywhere. If you are not careful, you may fall into the traps. In some cases, it seems very reasonable, and it is difficult for people to feel that it is a trap. However, this is precisely a trap. If you cannot identify it, you will suffer a big loss. Some insidious people or leaders may use this in the workplace. The way to abolish a person is so secretive, if I don't say it, it's hard for you to know.
It's too secretive to abolish a person in this way in the workplace. If I don't say it, it's hard for you to know.
The sharp point of this method is that it is hidden, and it is difficult for ordinary people to find it. This is the most deceiving. So what kind of method can deceive people?
The answer is: let professional people do professional things!
Seeing this, doesn't it feel a little weird! Or let's put it another way: Letting a person do what he is good at is the most secret way to abolish a person! Why is this so?
To illustrate this, let's take a look at what it means for a professional to do professional things, or what it means to let a person do what he is good at?
It's too secretive to abolish a person in this way in the workplace. If I don't say it, it's hard for you to know.
Maybe many people should understand this better, that is, let you do what you know! If you know management, let you do management, if you know technology, let you do technology, and if you know sales, let you do sales.
So why let professional people do professional things is to abolish a person? According to our understanding, if you do it as a layman, you will definitely not be able to do it well. Many cases also show that when a layman does an internal job, it is a scam, and it will bring the team into a mess! On the surface, this is true. Many people say that if you are not a professional, it is easy for a layman to make a lot of jokes. In addition, professionals who do the work they are familiar with will be able to achieve better results, and only when you have created value will you be promoted.
It's too secretive to abolish a person in this way in the workplace. If I don't say it, it's hard for you to know.
However, it should be noted here that there are three traps in professional people doing professional things.
(1) Confining you to the profession
Since you do professional things, it is easy to feel comfortable within the profession. For example, if you are technical, you will always let you do technology, and if you do sales, you will only be in sales, not in management, and not in touch. How do other departments work? In this way, if you don't know how other departments work, you can't think about your work from a global perspective. Even if you are promoted to a junior supervisor because of your luck and your major, it is difficult for you to go further. . Therefore, this is why the leaders of many large companies have a system of job rotation, which is to let these people understand the work content and mechanism of other departments, and then master various management skills, so that you can get a higher promotion . If you are tied to your major, you only know technology, not management, and other work aspects, and you will not be able to get a higher level of promotion.
It's too secretive to abolish a person in this way in the workplace. If I don't say it, it's hard for you to know.
(2) Let the position be inseparable from you
If you are a technician, and your skills are very strong, then this position cannot be separated from you, and it is impossible for you to be promoted, because since the position cannot be separated from you, it will keep you in the original position for a continuous period of time. work, and lost the opportunity for promotion.
A workplace person reported that he encountered such a problem himself. He is a technician and works in the technical department. At the beginning, because of his relatively strong ability, he solved a lot of problems, so he became the core of technology, and the leader has not I chose to promote him, because the promotion was gone and other people couldn't solve the problem. At first he felt nothing, but as he got older, his energy and time were not allowed to work overtime as a technician. He wanted to move to a management position, but for management , he doesn't know anything, and the boss has talked to him several times. The position is inseparable from him. When there is a suitable person, he chooses to promote him. However, in the end, he was not promoted. Later, another technician came to the company. To share his work, his current position is precarious, and he has no right to speak. The promotion and salary increase are even more slim.
It's too secretive to abolish a person in this way in the workplace. If I don't say it, it's hard for you to know.
(3) Path dependency
Everyone has path dependence. What is path dependence? For example, if you like to walk on the right, then you often choose to walk on the right first when you go to other places. This is called path dependency. We often say "the big deal is to go back to the old business", which is a typical path dependency. If you are familiar with the major, then you will choose work related to your major when you are doing your work. If you are unfamiliar, you will not do it, and the more you are unwilling to do it. Will be reluctant to learn new things, things in other departments, which will also make your road narrower and narrower.
It's too secretive to abolish a person in this way in the workplace. If I don't say it, it's hard for you to know.
Therefore, the core is not that the layman can't manage the layman. In fact, once the management work is mastered, the layman can manage the layman to create more value. Liu Bang did not understand the military, but Liu Bang was able to manage the generals who were going to fight well below. People, often because they understand technology and do management, are not the same as those who do not understand technology.