A closer look at the young soldiers in the workplace

Take a closer look at the big soldiers and little generals in the workplace

Take a closer look at the big soldiers and little generals in the workplace. The "big soldiers" refer to the setbacks encountered in the workplace. If they can be treated correctly, the "little generals" will With a positive attitude and an open mind to learn from "Soldiers", he is likely to be a young general. Let's take a closer look at "Soldiers in the Workplace" 1

It tells the story of a soldier who hopes for peace and no war. A story about a majestic, brave and resolute young general who is proud to die on the battlefield.

There is a sharp contrast between the "big soldier" and the "little general". On the battlefield, the "big soldier" has experienced his own experience. With hundreds of battles and rich experience in actual combat, the "junior general" has a distinguished status and has received a good military education. He has already commanded thousands of troops at a young age. On the battlefield, the "junior general" accepts the command of the "junior general" and goes into battle to kill the enemy. Because of their character and strength. Due to the huge difference in behavior and the disparity in status between the two, conflicts and disputes are common.

As we all know, the workplace is like a battlefield, and this happens in many workplaces today. There are various stories about "Big Soldiers and Little Generals". What will happen when "big soldiers" encounter "little generals"?

Situation 1: Freshly graduated college students or graduate students rely on their personal connections to enter a company or company. The leadership department of the unit has no work experience, but they are making decisions, while the employees under them are ordinary employees with several years of work experience. They are very dissatisfied with young and energetic young people as their bosses.

Situation 2: Some occupations require related professional nature. If a layman takes over, he will undoubtedly be confused at first. For example, a team doing technical work is supervised by a person who does not understand the technology at all. , management, although it is the leader, the employees in the department do not have a professional and comprehensive understanding of technology. This gives many employees a headache. They even feel that the boss is nepotistic, which will make them feel disappointed and lose confidence in the company.

< p> Situation 3: Some employees are very capable and perform well, and can be responsible for the overall operation of a project. However, sometimes they often have to act as deputy, while some people with less ability are in important positions. If a soldier-level employee is placed in the position of a general, then the people working under him cannot be a general, but can only be a soldier. Therefore, those who want to be a general are not willing to live in the position of a soldier, and would rather resign and choose to become more soldiers. A good place where you can shine.

In the smokeless workplace war, some people are winners and some are losers. Some people in the workplace also enter the same company, in the same environment. With the same training and the same superiors, some people will rise to great heights after a few years and develop rapidly; while some people will never recover. "Walk".

Opportunities are important, but abilities cannot be underestimated. When "big soldiers" encounter setbacks in the workplace, if they can treat them correctly and adjust their goals, perhaps after several years of struggle, they will dominate the workplace and become Man of the hour. If a "junior general" does not correct his mentality and humbly learn from the experienced seniors - "soldiers" - he will probably always be just a junior general, or degenerate into an unknown soldier. Take a closer look at "Big Soldiers and Little Generals in the Workplace 2"

The so-called "Big Soldiers and Little Generals", as the name suggests, refers to senior or older employees in the workplace who encounter junior or younger bosses.

The feeling is subtle. I think many professionals in the workplace have experienced or are still experiencing such a situation. So, how do these "big soldiers and young generals" feel, and how can they be calm? We have to study it carefully and think about it slowly...

First of all, let us distinguish different situations. The phenomenon of "big soldiers and small generals" is relatively widespread, but in IT, media, This is particularly evident in the sales, public relations and consulting industries. Companies in these industries either rely on technology and develop rapidly, or they are the most challenging and flexible. However, some young people are less receptive to new things and more advanced. They have strong ability to use technology flexibly, are non-conventional, have ideas and are motivated. In addition, most of them have high academic qualifications and can be quickly reused in the companies mentioned above. This has given rise to a group of energetic young managers. That is what we call "junior generals", and "junior generals" generally have the following characteristics:

First, they are active in thinking and do not stick to stereotypes. Compared with following the rules, "juniors" are more inclined to break the rules and sometimes act unconventionally. As long as the expected results can be achieved, innovation is everywhere.

Second, they have strong abilities and excellent skills, but sometimes lack of management experience. Many of these "little generals" are technical backbones and professional elites. They have been promoted to management positions because of their outstanding performance or abilities. To some extent, they may not adapt during the role transition process.

Third, have strong self-esteem and hope to be recognized. As a boss, due to his high position and authority, his self-esteem is generally very strong, especially for "junior generals", especially those who have been promoted from within the company. They are most afraid of old employees making trouble for themselves.

Fourth, he has a strong sense of teamwork and has a certain degree of dependence on his subordinates. The higher the position, the wider the scope of management. It is impossible to do everything personally, so a team is required to share the responsibilities. At the same time, more attention is paid to balancing the overall interests. Sometimes, due to their lack of experience, the "juniors" encounter problems and are more hopeful. Subordinates can help solve the problem.

Next, let’s talk about “soldiers”. The "soldiers" in the enterprise are either older and senior veteran employees, experienced technical backbones, or high-end talents with master's or doctorate degrees. When they encounter "junior generals" with less experience, they often They complain that they have worked hard for the benefit of the company, but their remuneration and position are far inferior to those of young people. They also feel that under such a "small" boss, it is difficult to get ahead no matter how hard they work. In the long run, where is the face? Relative psychological imbalance.

So, how do these various "soldiers and junior generals" move around in the workplace so that they can be comfortable in their positions and manage their relationships with their superiors and subordinates? The author believes that understanding and communication are important.

"Soldiers" should correct their mentality and always remind themselves that work is work. We serve the enterprise, not a certain person. Do not use age or seniority to judge the quality of a leader. , Don't let your own preferences or the lack of face dictate your work attitude. You should get along with the "little generals" based on the principle of cooperation, give full play to your specialties, and complement each other's advantages.

At the same time, try to figure out the psychological needs of young bosses. Only when you understand them can you understand. If it is due to age or experience that the "juniors" sometimes have extensive management, don't take it to heart. In turn, give them more care in an attitude of caring for the younger generation, and the relationship between you will become more and more harmonious.

And what about the "little generals"? Mental adjustment is also very important. You must accept the "soldiers" psychologically, discover their strengths and values, affirm them, support them, and sincerely help them. Don't always think that everyone will target you because of your age or qualifications and form a certain mindset. Once the mentality is adjusted, when the "junior general" communicates with the "big soldier", the angle will no longer deviate, and the tone and intonation will be relatively calm.

Once faced with a situation where subordinates do not cooperate, the "little generals" must first figure out the reason. If it is because your management style conflicts with the style acceptable to your subordinates, then you must work hard to communicate so that the "soldiers" can gradually understand your direction and ideas and slowly accept you; if you find that your subordinates are actually doing it intentionally If your ability is to be tested on a regular basis, then you must remain calm and let your subordinates see the advantages of your abilities through facts. For employees who deliberately create difficulties, decisive measures must be taken to maintain the prestige of managers.

At the same time, different types of "big soldiers" and "junior generals" must also be treated differently and govern according to their individual needs. Older and senior veteran employees are generally highly respected in the company. When communicating with them, the biggest obstacle is often the issue of "face", because they feel that they have more say in various situations of the company, so when faced with this In this situation, when the "little generals" are dealing with some important and sensitive matters, even though it is you who has the final say, you must put down your arrogance and take the initiative to greet them, showing that they are very experienced in the company and use a humble attitude. Ask them for advice, show more respect and discuss more; and for those "big soldiers" who have strong technical ability and are not much older than themselves, the "junior generals" must learn to improve their communication skills, understand their respective personalities, and use appropriate and appropriate communication The method can not only appease their emotions, but also mobilize their enthusiasm, prevent them from being arrogant, and make them convinced and actively cooperate with your work.

In summary, the communication and cooperation between "junior generals" and "big soldiers" is a long-term process. It must be persevered and the balance point of contradictions must be established based on focusing on the development of the enterprise and serving the employees. The foundation upon which career development is paved. Only in this way can we ensure that "big soldiers" and "little generals" can coexist peacefully in the enterprise, help each other, cooperate and make progress together.