Why does my boss just dislike me?

So is the workplace. Yu is my old friend. He once compared himself to the most unlucky person in the workplace. Because he has been to many units and worked hard, but somehow, successive leaders don't like him. What is the reason? Let me tell you some interesting stories about his career. The weak team meets the strong team: I will retreat when the enemy retreats. Shortly after the new leader took office, he decided to organize a spring outing at the weekend to connect feelings and tell everyone to participate as much as possible. Because the party was held outside the city and it took two days to go back and forth, and I was preparing to get married at that time, so I decided to ask for leave without thinking. Leader: Only two days. Do you think it's okay not to take a vacation? Yu: I didn't want to ask for leave, but if I'm not here, my wife can't make up her mind to buy things and decorate a new house. If I miss this weekend, I will have to wait for the next week, so I still want to ask for leave. Leader: I just came here and I really want to get together with you. It's a pity to lose everyone. Yu: I know, I'm embarrassed, too ... next time, I will definitely attend next time. Leader: If one person asks for leave, there will be a second one. If you are allowed to take a vacation, it will be difficult for others to refuse me again. You see ... Yu: I will never tell anyone about taking time off. Don't worry. Leader: All right then. In fact, if you analyze the leader's words, you can see his mentality: the first sentence of the leader is still a peaceful mentality, that is, discussing with his subordinates: "It's only been two days ..." For the leader, there is still a little sense of dignity, but he must be a little uncomfortable. The second sentence of the leader has been a little heartfelt: "I just came here and I really want to get together with you." And this kind of heartfelt words is obviously forced to say, not to mention the subordinates who have just met. He has lost his identity, and his subordinates still don't understand and lose face, so the leader is naturally very unhappy. In fact, the last sentence of the leader was a little "pleading" with his subordinates, but they refused. As you can imagine, his heart must be a little angry. Then for this subordinate, he certainly won't have a good impression. However, at that time, Yu did not feel these mentality, and still went his own way. After that, the new leader took office and burned "three fires". The workload of employees has increased, and overtime often occurs. Because of the busy marriage, I still maintain my previous work intensity and state. Finally one day, the leader said: I don't really want this person. I'm not worried about anything else. I'm worried that his slackness will affect the state of other employees in the company ... I can imagine the ending. Summing up Yu's mistakes on this issue, we can find several points: when you find that the leader has made concessions for you, you must also take a step back, or even two, at least not push your luck, or the leader will knock you down if he takes a few more steps. It's like a football match, where a strong team meets a weak team. The weak team shrank in their own half-court, and the strong team could not attack. At this point, the strong team may choose to shrink, but if the weak team "unappreciative" large-scale attack, leaving a large area of their own half open to the other side, then the strong team will fight back several times and the weak team will be defeated. Canoeing: I changed my job when the enemy advanced and I retreated, and paid great attention to "the enemy retreated and I retreated", so I got along well with the company leaders, and my ability was not bad, so I was still highly valued. However, the good times did not last long. Because of the adjustment of the leading group, the leader in charge of the department has changed to a new person, and he feels a little bad again. I have a very good relationship with my former leaders and have gained many opportunities to create good performance. However, the new leader and the former leader are just a little contradictory. Therefore, there is naturally a preconceived "prejudice" against the "red man" in front of the former leader. Although the new leader didn't show anything obviously, Yu's mentality has changed. The first feeling in my mind is being excluded! The new leader is depressed because some important things have been handed over to others. At the same time, due to the recent mediocre performance, our income has also dropped a lot. I believe that every migrant worker has this experience. Once the income drops, the enthusiasm of the whole person will cool down. "Even if the job at hand is very good, what's the use? If you can't make money, the leaders won't appreciate it, and you will eventually be criticized. " Gradually, Yu also learned to cope, and the final result of coping was that he slipped from the third place to the last place in the company's quarterly assessment ranking. Although I was a little refreshed at first because of face problems, I regressed in less than two months. At last he got used to it, telling himself that as long as it wasn't one or two from the bottom. Finally, one day, the leader said to Kevin, "I thought your ability was good, but I didn't expect you to always wander at the bottom, and you couldn't see the way to forge ahead." In that case, you have nothing to pursue in this company. In that case, why don't you find a place more suitable for you to play, don't you think? "So, I left my job again. In fact, when the leader has preconceived ideas about you, the best thing you can do is not to hide in Java, but to work harder and make progress, and let him know that such preconceptions are false and should be broken! Slack, in the eyes of the leader is a broken jar, which just proves that his prejudice is correct to some extent. In this way, the result may only be left or refrigerated. In fact, this is very similar to kayaking in sports. In the steeplechase, you can only struggle in the steeplechase, which is your "destiny". Because if you stop a little, you will be washed away or overturned. Badminton court is broken: I won't bother if the enemy is tired. Recently, something happened in my new job: on this day, I came to the company early and wanted to finish the work at hand as soon as possible. There is an agreement that needs to be decided by the director, but he has searched the whole company and found no director. I immediately dialed the director's mobile phone-busy tone. Call again, but no one answers. Twenty minutes later, I dialed the telephone again. This time, there was an echo on the other end of the phone. The director's voice sounds tired. After the director recognized Yu, he only said, "I worked overtime until four o'clock in the morning last night and just fell asleep." What can I do for you? " I was a little nervous and embarrassed, but he still told the truth. About ten minutes later, after listening to Yu's report, the director said rudely, "You called three transgressions of five times just for such a trivial matter? "You find the deputy director and let him decide." I couldn't help muttering, "I did it for work, too." There was silence on the other end of the phone for a few seconds, and then the director hung up without saying anything. I can clearly feel that since then, the director's attitude towards him has taken a 180 degree turn-from the previous smile to the current indifference. I even heard the director's evaluation of myself from his colleagues: "This person is too inflexible, too axial, and entrusted with a heavy responsibility." Later, Yu himself made an analysis: no boss would want his subordinates to completely control their whereabouts, let alone be disturbed during the break. In fact, at that time, the best thing to do was to send a short message, report the work and wait for a reply. Or if you have heard that the director is resting, simply explain the situation and hang up the phone in time, then the result will be relatively better. In the final analysis, when the leader is in a state of physical and mental discomfort, if you aggravate his negative feelings, this "deep" impression will always be planted in his head, and if you make mistakes in your future work, he will associate these two negative feelings and evaluate you even worse. In badminton, as long as the opponent's simple movements are not in place, it means that there must be something wrong with his health. Of course, we should "take advantage of others' danger" and win the game in one fell swoop. But as a subordinate in the workplace, you have to do the opposite. If you can't help when the leader is uncomfortable, at least "stay out of it."