What are you most afraid of in the workplace?

What I fear most at work:

1. Colleagues whose words and deeds are inconsistent, and who are different when the leader is present and absent

2. Leaders cannot treat everyone fairly A colleague

3. Chatting awkwardly with unfamiliar colleagues in order to survive in the office

3. The most fearful thing is that one of the leaders will be a bad guy and another will be a bad guy

4. Most afraid of colleagues with poor teamwork skills

5. Most afraid of leaders’ insatiable greed

6. Most afraid of leaders who pretend to understand when they don’t understand< /p>

……

Tell me how I overcame it.

I tried hard to get out of the original corporate environment and entered the field I wanted to enter through learning. During this period, I studied at home for three months. Day and night were reversed, and my work and rest were somewhat disordered. But I don’t regret choosing this path. Met a lot of lovely friends. And mentors who are admirable and respected. I have started to get on track. Although my time has become less, I have chosen not to be angry and pessimistic all day long.

If you can’t change anyone, then change your environment. I believe that people can change their destiny through hard work. I am most afraid of self-conception and misunderstanding in the workplace, which will affect work efficiency. Let me share a few of my own workplace stories:

1. There are many sensitive topics in the workplace, salary can be one of them. In the past, "you must be cautious about issues involving remuneration, communicate more, and change positions more." I didn’t understand it, but I just thought it made sense. Until there was an internal policy adjustment. At that time, communication and reporting were carried out through WeChat. The adjustment was made without confirmation. The information from both parties deviated, which resulted in relatively bad consequences. .

2. Attendance is a routine job that every HR will encounter. Although the entry level is not high, it is very rigorous. After all, it is an important basis for salary payment. It can be handled well if it is implemented within the system and can be handled well by asking for instructions outside the system. This is only an ideal state for me. Until one verification process, the problem of unauthorized modification of attendance was exposed, which broke my ideal understanding.

Summary: Every story lights up a red light in my workplace. What I fear most is "self-conception", which is the inner failure of responsibility, thinking that the other party already knows, thinking that subordinates have basic common sense, so that " "Being self-conscious" constantly relaxes management, causing uncertainties that may explode at any time. The solution is to set your own requirements, break your own inherent cognition, and build up your own knowledge based on facts, so that everything can be answered.

3. In the execution of internal processes, departments will seek a flexible solution to achieve things faster. Choosing the latter between balancing efficiency and risk control. In order to prevent such incidents from happening, in subsequent separate internal and external communications, he was misunderstood as an "official master".

Summary: In the workplace, it is inevitable to be misunderstood and wronged. I am a person with delicate emotions, so I don’t want to be misunderstood. When many things happen, I don’t know “what are you thinking” , rather focus on what you did.” Let yourself understand some truths to help solve such incidents. 1. If you have anything to say, speak out as soon as possible, communicate in a timely manner, and try to do it in a public place; 2. Think carefully before speaking and doing it, everyone. The focus is on what you did, no one will know your inner monologue; 3. Use the greatest kindness to understand the other person's behavior.

You will always encounter some new problems in the workplace. If you deal with them in a positive way, you will feel that the results will not be bad. Compared with professional level, interpersonal communication, and enthusiasm, what I fear most is: having to rely on my own efforts to try to solve the dilemma caused by structural problems.

The most obvious and troublesome part of the structural problems is that internal strife at the upper level due to inter-interests leads to extremely high communication costs and unclear division of powers and responsibilities for subordinates.

The remnants of the internal restructuring and reform are still there. The leadership team is acting in its own way, vaguely forcing your team to secretly break down the functional departments managed by the other party, and the employees are tired of the constant alternation of powers and responsibilities.

For example, you may be completely separated from project A, but you still need to deal with the requirements of other leaders and questions from brother departments in the past. It is inconvenient to decline easily due to cooperation or authority, but your direct reports Leaders have the mentality that there is nothing to deal with. Caught in the middle, you become a victim of the infighting at the top.

Many departments were reorganized due to (infighting) reforms and received projects with poor returns. Leaders often did not pay attention to breaking the pot, but asked employees to deal with the mess wishfully. Leaders made unintentional promises when listening to reports Arrangements were made with the departments, but when communicating with each department, they did not want to take responsibility for all kinds of kicking, so in the end the work could not progress smoothly.

This kind of leaders have interests and do nothing to govern, and different departments are forced to take sides and repeatedly reject each other or even hate each other. As an employee, I am unable to report to the boss and receive support from the leadership, and cannot communicate effectively to receive feedback from the bottom. I am forced to communicate shamelessly and repeatedly due to work requirements, but the business just cannot progress.

Originally structural problems need to be solved by employees themselves. This kind of tear in organizational management has a great impact on work enthusiasm and growth.

Only tired.

It is very painful to deceive oneself and others by trying to paint the leaves green when the roots are rotten.