Old employees are not promoted for 10 years, and newcomers in the workplace are promoted and raised for 10 months, just because they do things in such a high-profile way!
There are never two types of people in the workplace:
One is to work honestly for many years, and as a result, more and more things are done, but the promotion and salary increase have never been his share.
One is the kind that has just entered the workplace and is appreciated by the leadership and promoted by a rocket with a promotion and salary increase.
Is it an ability issue? Absolutely not. We all know a saying that low-key people do high-profile things, but our mistake is to turn high-profile things into low-key things.
So how to do high-profile things correctly and get the appreciation of leaders to get a promotion and a salary increase?
Old employees are not promoted for 10 years, and newcomers in the workplace are promoted and raised for 10 months, just because they do things in such a high-profile way!
- Regular communication and frequent reporting
We all know that asking for instructions early and reporting late, but how many actually do it?
Xiao Zhao has been in the company for less than a year, but the department leaders appreciate him very much. In fact, there is no routine of flattering and eating, asking, and giving gifts. However, Xiao Zhao will report his work progress from time to time and ask the leaders for instructions.
Don't think that this is not technical content. Many old employees in the workplace, after receiving the task of the leader, immersed themselves in it, thinking that as long as they do things well, they can give the leader a good result. In fact, this is a big taboo both in terms of power and management. Compared with those employees who think they have high execution ability, Xiao Zhao knows how to report and ask for instructions more to the leaders. Let the leaders know the progress and situation of the work tasks, that is, without losing the mastery of the matter, and avoid mistakes and make corrections as soon as possible.
Doing things with a high profile in the workplace does not tell everyone in the entire company what you have accomplished. The correct thing is to make a high profile in front of the leaders, ask for instructions early and report late, and show in front of the leaders what they are doing. It is equivalent to telling the leader that we take the things the leader explained as one thing, and it is our respect and support for the leader.
Old employees are not promoted for 10 years, and newcomers in the workplace are promoted and raised for 10 months, just because they do things in such a high-profile way!
- Task integration, full reporting
Many people feel that their leaders will see and remember what they do. The actual situation is, what you do, the leader turns his head and forgets it. What you think your credit will be remembered in his heart is a joke at all. The leader has a poor memory, and there are so many people under his hand, how can they remember you, and why do they remember you? Therefore, leaders should continue to feed and stimulate.
The company that Xiao Zhao works for has a habit called semi-annual summary and annual summary. Each employee must report what they have done in the past six months, what they have done in the whole year, and what ideas they have in a material report. But Xiao Zhao did it well. Xiao Zhao will write a work summary report to the department manager every month, and write down what he has done, what insights, ideas, and suggestions he has. Over time, the leaders remembered Xiao Zhao.
Just imagine how much each person can write down by the time of the half-year and full-year work summary. Many things have been almost forgotten. Furthermore, with so many people's work summaries being handed in together, does the leader have time to read them? Please, the leader is very busy, okay? Even if you have time to read it, with so many materials, it is estimated that after reading this article, you will forget the previous one. The leaders did not remember what they did in the last six months and the whole year.
But like Xiao Zhao, reporting once a month is different. The time interval is short, and the materials can be matched in the leader's memory in real time; no one else is competing with themselves for time, and the leader can read it slowly. Debriefing once a month stimulates the leader's long-term memory reinforcement.
Therefore, try to report your work, thoughts, and suggestions into materials and report to the leader every month. Let the leaders know that we have done a lot this month and worked with a lot of heart. Deepen the leadership's impression and familiarity with us. You must know that people's judgments on things are often not based on the pros and cons of the thing itself, but on the familiarity of the thing.
Old employees are not promoted for 10 years, and newcomers in the workplace are promoted and raised for 10 months, just because they do things in such a high-profile way!
- The merits go to the top, and the clever report
Finally completed the task given by the leader, and it is time to hand over the business, but is the matter really over here? It is precisely this time that is the most critical place for the completion of the entire task.
The reason why Xiao Zhao is promoted faster than the old employees is largely because he is strong here. After several reports and requests for instructions, Xiao Zhao finally handed over the task assigned by the leader to the leader. If it is an old employee, the words are: "Leader, I have completed this matter, do you see if there is anything to be revised". But Xiao Zhao is different. Xiao Zhao said: "Leader, I have revised this matter according to your instructions. Do you think there is any room for improvement?"
At first glance, there is a difference, but in fact the old employee means that it has nothing to do with the leader when I do something. As for whether to revise or not, you can decide. But what Xiao Zhao expresses is that what he did under the guidance of the leader, the leader's first merit, and asking whether the leader needs to improve further is not only an admiration for the leader's previous instructions, but also a praise for the subsequent leader's revision, which is invisible and patted the leader. The flattery twice. The two ways of speaking are high and low. Xiao Zhao also achieved a promotion and salary increase in less than a year.
In the workplace, don't think that it's enough to get things done. If you don't ask for instructions or report, you will be responsible for things that go wrong, and you implicitly express that you can leave the leadership and do not need the leadership. You don't need leaders, and leaders don't need you. In a person who takes credit for things on the leader, it seems like a flattery, but it is actually the output of interests. Credit goes to the top, in fact, it is an exchange of interests that leaders also need credit.