A student left me a message on WeChat.
She just came back from studying abroad and joined a group company as HR.
On weekends, she is responsible for arranging the team to go to Suto, Dongguan. She thought that after Suto, everyone went back to their homes and there was no need to arrange a dinner. As a result, the boss temporarily said to have dinner together after the end.
Just in time for the weekend, the hotels in Suto base were fully booked.
The leader will also go, which is embarrassing and has to be rescheduled.
What caused this embarrassing consequence was what she took for granted-"I thought".
What you think is not necessarily what others think, so why don't you ask?
2.
A similar thing happened the other day.
I confirmed with my colleagues in the operation in advance that we should revise the copy of litchi micro-course before pushing the course.
However, I saw that the content pushed the next day remained unchanged.
I am very angry.
She answered me and said:
I thought it was impossible, so I didn't do it.
What you think is not necessarily the truth, so why not try?
3.
Every newcomer in the workplace has had a lot of "I thought" on the road of growth, and I am no exception.
I do consulting projects for a listed company.
This is a multi-million dollar project. The chairman and president attach great importance to the project and report the progress of the project at the company's middle and senior management meeting every week.
Because the company's information security management is very strict, every week I need to send the weekly report to a HR guy they contact first, and then he projects it on the company computer.
Once, I stood at the conference table, facing more than 20 middle and high-level people, and I was at a loss-the young man sent the PPT wrong.
The boss was very angry and scolded HRD.
HRD got angry and came down to scold me-I didn't confirm what I said before I went on stage.
At that moment, I felt very wronged. Obviously, their HR colleagues prepared the wrong materials. Can you blame me?
However, when I calmed down, I was also reflecting. Why don't I confirm it in advance?
Because I thought he would prepare according to the materials I sent.
Curiosity kills the cat, I thought it killed people.
From then on, I deeply understand that what I think may not be what others think, nor may it be the truth.
4.
"I thought" hurt a lot.
"I thought" he knew, so he didn't tell me, so he missed something important;
"I thought about how difficult it was," and then stood still and dared not try;
"I thought" that he didn't like me, so he secretly loved me and missed a good time. ...
Everyone has his own ideas and opinions. You can "I want to", but don't "I want to" easily.
"I think" is living in the world of self, doing things according to my own values, ideas and ways, and simply and rudely imposing them on others, but it is often useless.
"I thought" made two thinking mistakes, and "I thought" often made mistakes.
The first impression is the most lasting.
Impose your own ideas and opinions on others and put them on others. You think you think so, too. I thought you knew.
(2) inertia of thinking
Too lazy to think, too lazy to try, naturally follow your own ideas. I think I understand, I know, I think that's it, or I think there is no research: this is not good, this is not good.
Especially when dealing with closed questions such as "whether/not", we can't use "I think".
For the "yes or no" question, you can only choose one, and you must obtain some information (confirmation) for the current situation.
? Yes or no
? Can I ...?
? Going or not?
? Know or not?
? You got it?
? ……
No specious, no ambiguous, no "I thought". Faced with these problems, we must investigate and confirm them.
For closed questions, be sure to have a standard number. For example, whether the mobile phone can be set in litchi micro-class, and whether it is closed to eat together after Suto, this is a typical closed problem, which cannot be simple, I think.
5.
Last week, I went to a foreign company to interview an executive. He told me about an accident.
Once the equipment was installed, the steel wire of the crane suddenly fell off, and thousands of kilograms of equipment fell off at once, almost hitting people. Once you hit someone, the consequences are unimaginable.
Since then, although he is in a high position, he still has to personally check whether the rope is firm every time.
In fact, whether you decide something with your heart or not depends on whether you attach importance to it or not, so in the final analysis, it's all about attitude.
After starting a business, with the team, I realized more deeply:
Boss, what I like to hear is that when there is a problem, you say to the boss, "I thought ..."
This is extremely frivolous.
To get rid of "I thought", we need to pay attention to two aspects:
(1) Empathy
"I think" means thinking and solving problems from the perspective of self. Everyone is an independent world. Try to think from each other's point of view:
? Does Ta know? Will it be Ta?
? What would Ta think? What will Ta do?
If you are not sure, just ask.
(2) Step forward
Just like the spirit of "Lean in" conveyed by sheryl sandberg, chief operating officer of FaceBook, step forward until you confirm:
? When communicating, don't take it for granted and confirm with the other party uncertainly;
? When doing things, don't take the initiative to try self-righteous and uncertain, and don't let your mind limit your actions.
"I thought" is often wrong.
Don't impose your world on others.
Uncle in the workplace, let's talk about the workplace story.