What pitfalls have we encountered when we first entered the workplace?

The school admissions girl in my group once asked me a soul question: What pitfalls did you step into when you first started working? What can be avoided? Seek reference. At that time, I thought silently for a long time, because most of the pitfalls need to be stepped on before I take them seriously.

But in retrospect, the biggest pitfall I encountered when I first started working was that I didn’t establish a “growth coordinate system”—I didn’t know what level of maturity I needed to achieve as a newcomer, and I didn’t understand every item. What standards should be met to be considered qualified at work, so that every day is urgent and stressful, and I often work overtime and suffer from insomnia.

In the first few months when I started working, I often blamed myself and felt inferior because I was a newcomer who couldn’t do things well. However, the business parties I contacted rarely gave me constructive suggestions in person. Instead, they directly approached my leader if they had any questions. Some colleagues in the group would comfort my new classmates not to put too much pressure on themselves, and some laughed at my output. Without saying a word. As a result, at that time, I was often praised for a few words, and I became discouraged. I was always concerned about other people's evaluations, hoping to get timely feedback and optimize myself immediately. As a result, I had to work overtime almost every day because I couldn't achieve my goals, turning on the computer and looking at documents. I made a cup of instant drink, with empty eyes, watching the endless amount of information on the screen increase in entropy.

The most troubling question is: Am I lacking in ability? Mentor discovered this problem and pointed out: What you lack now is evaluation standards.

When we first enter the workplace, we have no coordinates. When the evaluation criteria are established, there are coordinates. Not only do you measure your work, but you also measure yourself.

The first step to get out of the pit is to find the "standard of things." First, compare horizontally the speed at which peers in the same period are able to get started with the work; secondly, see to what extent the core work is qualified, and you can also try to think about the difference in the delivery results of seniors with different working years in the same job? This process allowed me to gradually find the water mark, and I also discovered that it is normal for the set goals to be not achieved - often people list a lot of things when reporting at the beginning of the month, but it would be good to accomplish just one thing by the end of the month.

The second step is to find the "growth channel" - I often extract experience from senior colleagues in the industry to understand what skills I learned in the first few years of my career. Among them, the ones that had an important impact on subsequent work are Which, combined with their sexual experience, begin to formulate their own growth plans.

The third step is the simplest and most easily overlooked: "Separate people and things." If someone says you didn't do a good job, it means your results don't meet the other person's expectations. First of all, the standard of "good" needs to be defined. What they say is not necessarily correct. You can look at it from a wider scope. Secondly, even if you are not good at work, it only means that you have not done it well. It does not mean that you are not capable. You must have this confidence.

After establishing self-evaluation standards, I pay less attention to how others evaluate me, which has brought many benefits - I feel more comfortable accepting negative feedback from others, because I feel that I have done a good job Now, other people’s advice is just the icing on the cake; I don’t feel inflated when others say I’m good, because I know my level; my boss says I’m nothing if I leave the platform, and I don’t panic because I know most people are like that, and This is a false proposition in itself: job responsibilities are all based on the needs of the organization. In other places, it is just to see what others do and then iterate. Aren't the solutions all thought out?

Whether you are a newcomer, a middle-level manager or a senior executive, what you do is the same -

"Cut off the branches and twigs in your work and concentrate your time and energy , only solve the most important things."

"Save your time from irrelevant people and unimportant things, and focus on the most important goals. In the process, be enough. Be confident and don't be kidnapped by those who are not independent.

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I hope everyone can find their own happiness in the workplace and become awesome people~

I like this slogan very much

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