How to improve your competitive ability

Familiarizing yourself with your work environment is only the first step. You should also be familiar with your company and working environment. In the process of providing consulting services for guests, love found that there were always people complaining that the company or boss buried talents and promoted those employees with mediocre ability. At this point, Love's advice to you is: Generally speaking, there are five stages of enterprise development; In order to open the market as soon as possible and put the company into the normal operation track in time, newly established companies always like to use the way of "poaching feet" with high salary to bring some "aggressive" employees who have entered the industry early and have enough experience under their own banner. In the initial stage of the enterprise, the new company attaches great importance to the value of these employees and often talks with them to understand the operating ideas and specialties of the same company; At this stage, the suggestions and working ability of these employees will be appreciated by the management of the new company. Over time, old employees will breed the mood of "being the boss". When the company is on the right track, especially after establishing a complete operation mode, the company will tend to recruit new people who are consistent with the corporate culture and value orientation. These newcomers may not be as good as the old employees in business development ability, but they often belong to the type of "both offensive and defensive" and have no outstanding strengths, but their comprehensive ability is very strong; Their greatest advantage is that they agree with the company's rules and regulations and are easy to manage. Therefore, when an enterprise enters the growth period, it is often the employees with poor business ability who are promoted and reused. At this time, old employees are often "psychologically unbalanced." Here, Love reminds you to have a good understanding of yourself and the company environment, pay close attention to the management style changes of the company and the boss, and adjust your work attitude and style in time to avoid being regarded as a "pioneer cow" by the company and eventually being kicked out. 2. Performance does not mean that many new employees or newly promoted supervisors always regard work performance as the embodiment of personal ability. This is a very superficial understanding. Elieen has just been hired as a regional sales manager by a foreign company. Before that, she was only the head of regional sales in another company, so she was eager to show herself in front of the new company and new leaders. At a regular sales meeting, she suggested that she could increase regional sales by 20% in the next few months. So, she increased the sales staff in the store and distributed the sales to the sales staff. In the following two months, Elieen worked 16 hours every day, constantly urging her business personnel to expand the product supply and service market desperately, and stuffed the dealers' warehouses and shelves to the brim. While working hard, Elieen forced her employees to work overtime, and the relationship between colleagues and her became increasingly alienated, and Elieen herself became very lonely. Despite the increase in regional sales, the business personnel in her department have defected, or asked to change departments, or simply resigned. Love believes that Elieen's failure stems from the blind pursuit of sales performance, while ignoring his other responsibilities as a manager. Generally speaking, managers of different ranks need different abilities, while junior managers focus on technical and professional abilities. Take Elieen for example. When she is only a sales executive, she should really focus on developing her business ability. But after being promoted to regional sales manager, she should cultivate her own personnel management ability. Therefore, after entering the new company, her first task is to establish a sales team with "long-term combat" ability, rather than simply pursuing recent sales performance. 3. Good at concluding work alliances Many people are used to thinking of concluding work alliances as "cliques". In fact, these are two completely different concepts. "cliques" can be regarded as a means to achieve a certain goal; And the alliance is only to establish a close professional relationship with a few people. Michael has many views on this issue. "I am an introverted person and I am not good at making public appearances. If I am asked to apply or interview through strange channels, nine times out of ten I will not succeed. But everyone I have worked with knows my working ability and enthusiasm. Therefore, I attach importance to understanding and finding people who share my values and beliefs in teamwork, so that we can support each other in career development. My last promotion opportunity was provided by my former boss. " Indeed, in the same industry or enterprise, it is absolutely impossible to get promoted without the approval of your boss or colleagues.