Thirty-year-old people who have not yet reached the management post, what have they done since then?
Nonsense workplace (ID: HRInsight)
There is a hot topic on Zhihu: "People who have not reached the management position at the age of 30, what did they do later?"
When many young people make career plans, they will be promoted to senior executives as their career development goals. However, being a manager is not the only path to career advancement.
The workplace structure is pyramid-shaped, and only a few people can get to the top. But even professionals who don't go into management positions can do just fine.
At consulting firms, we often discuss what the future of the workplace will look like, and the prevailing view is:
The traditional employment market in the industrial age gradually began to disappear, and the value of talent as an individual rose rapidly. Enterprises are more of a platform. Enterprises set up the stage, talents sing.
In the workplace of the future Internet era, the right to speak and autonomy of talents is far greater than that of workers on the production line in the industrial era. They are good enough to choose platforms and even become independent third parties to provide services for enterprises.
In other words, the future will be the era of experts (super-individuals).
Many friends come to the official account, and it is worth asking me this question:
> > I am XX major, XX second major, XX university exchange, I have done XX work in the university, I have practiced X position in X company, and I have XX personality. Please plan my career development... >
I feel helpless.
Professional development is something you have to do yourself:
It is more appropriate to know yourself. Why would you trust a stranger who is thousands of miles away, but not yourself?
Make your own plans, and be more persistent when encountering difficulties. You will also have tears in your own appointments; if others do it for you, you have already quit.
In general, the career path is about two directions:
Managers and Experts
Which direction you choose depends on your work values .
Work Adjustment Theory (Work Adjustment Theory, the research results of two scholars at the University of Minnesota, Rene V. Dawis and Lloyd H. Lofquist) subdivides work values into:
Achievement: how do you feel about work achievement;
Comfort: Do you value stable and comfortable work;
Status: Do you pursue promotion to become a manager;
Altruism: whether you want to do a job helping others;
Sense of security: Do you want the company to be more transparent and more equal;
Autonomy: Do you want more freedom to play.
Most of these factors have something to do with our final choice, such as:
◆ How do you feel about accomplishment? Is it better to make a big order by yourself? Or is it more fun to watch the young people you promote get big orders?
◆ Are you pursuing promotion? Do you like managing people?
◆ Do you want more autonomy?
Generally speaking, being an expert is more autonomous . We usually think that as a leader, we will have autonomy, but in many companies, leaders are overwhelmed by the tasks of their superiors, and their subordinates also need to take care of themselves. Their own decision-making space is not as large as imagined.
If you ask a college student about his future career development plan, most of them will tell you that he hopes to be a manager within 5-8 years after graduation. Of course, the shorter the time, the better.
This must be good? uncertain.
When planning your career, first ask yourself two questions:
01
Are you a management talent?
To be a management talent, you usually need to light up the entire skill tree.
►Communication skills
You can't always rely on your own authority to suppress subordinates; let alone managers and bosses at the same level. You need to be strong persuasive, and you should have the skills to listen to timely and correct feedback from others, be able to speak, and be able to compromise.
►Altruistic thinking
It's not just about being successful as a leader, you need to lead the whole team to succeed; many successful professionals become nervous when they become managers. They like to save others by themselves. I can do this, and it works very well. Why can't you?
But in fact your set of things works for you, not for others. Leaders can think, analyze and solve problems for them from the perspective of their subordinates, which is the real leadership ;
► Comprehensive management skills
Budget arrangement, organizational structure adjustment, cross-departmental collaboration... Being in a management position requires you to be able to change roles among multiple tasks and respond flexibly.
…
I have seen quite a few outstanding professionals who have become overwhelmed and even self-questioning after entering management positions.
I have also seen a pretty and lovely girl enter the office and turn into a face that the whole office owes me 5 million, glaring at her subordinates.
They may be talented, but at least temporarily unfit for leadership.
02
Are you an expert?
Experts have to work hard on certain specialized skills:
►Non-stop learning spirit
No matter how great the experts are, you have to learn. Once you stop or your knowledge is outdated, you are likely to be eliminated by the organization.
►Innovative spirit
How does your field of knowledge fit into new markets? How to adapt to the new environment? Are you ready when a new competitor comes from another dimension one day?
►Share the spirit
Whether you are willing to spread your knowledge, whether you are willing to be a teacher, and whether you are good at giving speeches. The company raises experts because managers who are out of technical/knowledge positions can no longer specialize in technology/knowledge. When companies need technology or knowledge to share with ordinary employees, they need the role of experts.
► Independent problem solving skills
Take the consulting industry as an example, a consultant who can be called an expert is not a superman who can carry the project forward by himself.
Common mistakes made by professionals
1
I think there is no way out without being a leader
In fact, with the corporate pyramid structure, very few people can really sit on it; the loser in the wrestling process, the best way to survive is as an expert. In addition, the path of experts is more free and flexible, especially the consultants of consulting companies. Nowadays, many of them are independent executive coaches, who are more comfortable than executives.
2
I thought it would be easy to manage
In fact, being an expert is easier than being a manager. No need to memorize team metrics, no need to struggle with complex interpersonal relationships, no need to do things that go against values (such as layoffs), and have greater flexibility and autonomy.
3
I thought it would be easier to get unemployed in management
Once layoffs are needed, everyone feels that the right to layoffs is in the hands of supervisors, and naturally they will not make their own decisions. Experts will not be able to do so. They have no right. This ignores the fact that the expert has been immersed in knowledge/technology/business for a long time. He is the most sensitive to risks. Once there is trouble, he will change jobs or become independent consultants, which is highly flexible; instead, the management is easy to be fooled. Drum, it's too late to respond. Moreover, after the management is laid off, it is not as easy to re-employ as the experts.
4
believes that leadership is authoritative
True authority comes from our capabilities and patterns . Ability, you will be convinced that you can solve a thorny problem; pattern refers to how you protect your subordinates and help your team grow. There is a saying that first-class leaders recruit first-class talents, and second-class leaders recruit third-class talents, because second-class leaders panic, afraid that first-class talents will take their jobs. He is reluctant to recruit great people, and he is even less willing to train young people to be great people.
write at the end
I have seen many so-called leaders who are just bosses who give orders, not leaders who help people grow.
I have seen many leaders. Although they have real power, their subordinates regard him as a joke. He can only use his position to press people to work.
I have also seen experts who have no real power. He takes good care of his friends. People around him regard him as a leader, respect him and follow his advice.