What are the most common mistakes made by government youth after studying?

Press: Zhang Jian used to be the secretary and director of the Party branch of the Mission Department of the National Population and Family Planning Commission, and now he is the national health and family planning supervisor. Combined with many years of government work experience, he wrote a series of articles on "36 taboos of government youth (office)", which triggered a heated discussion and thinking among young people. Here is the first draft of the first eight taboos. The article is taken from China Renmin University Aisi Youth Exchange.

First of all, "no, no"

In the eyes of our director, young cadres in the office, such as directors or directors, are all excellent. They are all "top people" who are one in a hundred and one in a thousand, especially in IQ. We are not as good as ourselves. Think about it. When we were your age, how could you be so capable and smart? I have been working for decades, but I am not sensible in my twenties, inexperienced in my thirties, unsuccessful in my forties and hopeless in my fifties. I don't know how many "nails" I met during this period, and I stumbled all the way. I made many mistakes during this period, many of them unconsciously and inadvertently, and even many of them were taboo, but they were unconscious and unclear. In retrospect, if someone had warned us in advance, or consulted and understood in advance, we would not have made so many "unconscious mistakes" and taken so many detours.

Mother said to her daughter, "son, don't take the detour I have already taken." The daughter said, "I'm not going. How do you know it's a detour?" Mother was speechless. My daughter said nothing wrong. How do you know if many things are right or wrong without personal experience? There is nothing wrong with mother. Not to mention the detours you have taken is to fail to fulfill your responsibilities. That's your own child. Besides, how can you be sure that what you said is right? So let's listen and make a reference. After all, you have to go by yourself What I'm going to say next is the detours we and I have taken, but just listen, not necessarily right, for reference only. Let me first say something that I often hear in institutions: "No, no".

Once, a young clerk gave me a piece of material for me to comment on. I asked him, "Have you read it?" He said, "Yes," I asked him, "Do you have any comments?" He quickly said "no, no" and was very modest, meaning "how dare I have an opinion?" The speaker has no intention, but the listener has intention. I can't help feeling cold. I said to him, "since I read it, I should have some opinions." How much did you say? " Seeing that I really listened to his advice, he made some comments. Then I agreed with him and asked him to give feedback according to his opinion.

When I was young, I usually didn't read the used documents, as if it had nothing to do with me. I don't want to express my opinion when I send it to the leader, just think of myself as a transshipment tool. Look at the young people now, they are better than I was then. Generally, I will look at the used materials, but I am generally not prepared to express my views. If you don't ask him, I won't say anything. I mistakenly think that "no, no" is the best policy, or I may not expect the leader to listen to his advice. Because I have no opinion, or I don't think I need to express my opinion, or I don't want to express it. Anyway, I'm not prepared. We know that opportunities are for those who are prepared.

Sometimes, I will participate in or experience something with my superiors or subordinates. If my superiors ask me what my views or opinions are, I will express them seriously and to the point, because at this time, it is an opportunity to think, improve and show, as well as an opportunity to learn, consult and enjoy. Normally, I wouldn't let go. And when I seek the opinions and opinions of my subordinates, I also hope to have the meaning of learning, communicating and enjoying, and of course, the meaning of inspecting my subordinates. If a subordinate is unprepared, just rushing to deal with it or "nothing", I will feel sorry, knowing that it is because he is inexperienced and unprepared, just like when I was young, he still needs experience.

My suggestion is that in this case, never say "no, no", the so-called humility is inseparable from the leadership; Don't say "no", unless you haven't seen it or don't know it, you need to explain it; Even if the leader doesn't ask for your opinion, if you have an opinion, you should try to express your opinion to the leader. This is called subjective initiative, which is to create conditions for yourself. You'd better express your views simply and be as specific as possible. It is possible to add your own ideas or ideas to the leaders, because you always have something that your superiors don't have or don't need, and it is not bad to enjoy such exchanges. Why not?

Second, "I can't, I can't"

Some young people suggested that I call my "unconscious mistakes in the office" "36 taboos in the office", which I found acceptable. There is no problem with article 36. It should be noted that there are many taboos in the office. What I said was an unconscious mistake. Although it can be said to be a taboo, it should not be criticized. I don't know if this is too much. This requires us to give them some reminders or warm reminders with our own experiences and lessons. It's just a reference, not necessarily correct. Let me say "I can't, I can't".

On one occasion, the Committee held an exchange meeting on party building experience of government organs, and one of the eight speeches was made by our branch. I hope to pay attention to the growth of young cadres. There is nothing better than talking about the growth of young cadres themselves. Our young cadres are all excellent, so it is no problem to invite any comrade to talk about it. Later, a young man came to my office to deliver materials. I told her, "The Committee will hold an exchange meeting on party building experience, and you will speak on behalf of the branch." Unexpectedly, she quickly said, "No, no!" Seeing her real and even a little scared expression, I can't bear to put pressure on her. Later, another young man, party member, readily accepted our suggestion, and the effect of his speech on the stage was unexpectedly good.

In the office, you can often see the scene I just mentioned. At this time, I feel sorry for young cadres. Many good things with certain pressure were originally excellent opportunities for young cadres to learn and improve their expression. As long as they work hard, it is hard for them to do badly. Why do many young people think they can't do it and shirk it?

It may be because family and friends often tell themselves not to be low-key and cautious, but they don't show their faces in big occasions; Perhaps because the authorities pay attention to hierarchical order, they must start from their superiors as soon as they come to power; Maybe it's because I haven't experienced exercise on big occasions, and I don't know if I can perform well. Maybe it's because I've always felt inferior and insecure, and I've always decided that I can't do it, so I broke the idea of expressing my show, and so on. But superiors often don't see it that way. When he recommends you, he thinks you can do it, depending on your determination and confidence. As long as you have determination and confidence, with some practice and guidance, nothing is impossible. Besides, as long as you work in the office, you have to go to the scene sooner or later. Why not start exercising earlier? Our young clerks or directors, who represent grass-roots departments and bureaus or participate in any activities, are all called "representatives of central state organs" and even "leaders of central state organs", and they should always speak at the conference. At this time, it is ok if they can't. Therefore, we often see young cadres behave inappropriately because they don't exercise enough at ordinary times, and sometimes they are embarrassed. If you dare to accept challenges and pay attention to daily exercise, you will often show great confidence and ability, and you can be called a young cadre in the central state organs.

Self-confidence is not only the basic quality of civil servants in state organs, but also the necessary quality for the growth and development of teenagers. When I was in a public institution, I recruited some young workers every year, and my self-confidence played a considerable role in the interview and employment process. Once I presided over an interview, a young woman came in and shook hands with our examiner. Her eyes were full of confidence. I am very frank: "Our unit pays attention to gender equality. At present, more than half of female employees want to recruit a male employee. " She said, "You can treat me like a boy. I have no problem in energy and physical strength." The answer is confident and powerful, which is hard to deny. I asked again, "What are your strengths and advantages?" She said: "My advantage is that no matter what task the leader gives me, I can do everything possible to finish it well!" " One of our examiners casually said, "Then take off the moon", and she casually replied, "OK, please ask the leader to prepare a ladder for me, and I will definitely finish the task! At this point, we have to catch the ball, so I said, "well, I'll go to the website to broadcast the program tonight and hand in a report two days later." "In fact, her confidence has won our recognition, so there is no doubt that she was hired.

The chief clerk of "I can't do it, I can't do it" began to build confidence after seeing the positive performance of his peers on the stage. After some exercise, her self-confidence and expressiveness improved rapidly. Later, she was invited to speak at the conference of relevant ministries and units for more than 20 times, all of which were off-draft, which was well received by the audience.

Third, "Don't reply when things are over."

On one occasion, I personally ordered a young subordinate to send a material to his superior. When it was time to send it, there was no reply. I didn't rush him for fear of giving him the feeling that he didn't trust him. Although I didn't contact him, I thought about it all morning. I saw him in the corridor, and he didn't reply until noon. So I asked him if the materials had been sent. He said yes and explained that the leading comrades to be sent were absent, so they were handed over to the staff. I asked him why he didn't reply to me in time. He was speechless, and so was I. From then on, I no longer entrusted him to do even small things.

Some people may say, since you are very concerned about the delivery of this material, why don't you emphasize it? Objectively speaking, this matter is not important enough to be emphasized, but it is also a big problem not to reply in time to things assigned by superiors. As the saying goes: ability is important, quality is more important. Small things are unreliable, dare to rely on big things?

When I was young, I must often do such irresponsible things, because I didn't have a clear belief in my mind, thinking that as long as I did it, my heart would be clear, I seldom cared about other people's feelings, and no one taught me a lesson because I didn't reply after I finished it. It is only when I entrust others to do things that I have such a strong feeling. I don't know how many people have been offended and how many opportunities have been missed. Young and frivolous, very ignorant, rarely concerned about the feelings and needs of others, and replying afterwards is considered a trivial matter, so it is difficult to get the entrustment of others on important matters.

Around us, we can always see people who do things reliably and reply when they are done. In the company where I work, everyone consciously starts with small things and everything has an echo. And of course, the most reassuring comrades. When you meet something important, no matter big or small, you will definitely think of him or her. Don't worry, he (she) will keep your account in mind, do his best and report at any time, and will never make you wait anxiously. Similarly, you will not be careless about this kind of person's affairs, and you will try your best to give him (her) an account. This kind of scene, this kind of feeling, only the parties have the tacit understanding, the world will look at it with the same eyes, and * * * will enjoy the beauty of trust. What is commendable is that people with this personality will never only talk about credibility with their superiors, get along with colleagues, outsiders and subordinates, and can rely on any small matter, even if it is a big one. You see, people who have a good reputation in the office all have this excellent quality and can be praised by everyone.

Many years ago, when I was in a public institution, I recommended Letter to Garcia to young workers. It's about an American army lieutenant named Tan. Entrusted by the President of the United States, he went through difficulties and obstacles and handed this letter to General Garcia on the Brazilian island, winning a key victory in the Spanish-American War. He has thousands of reasons not to deliver the letter. If you give it to someone else, it won't be called Tan. Did he post the letter? No, he sent the reputation of a soldier and the fate of the American country. The legendary story of delivering letters is widely spread all over the world because it advocates the spirit of loyalty and professionalism and embodies the glorious side of human nature. This is also the reason why the book Letter to Garcia has been widely circulated all over the world 100 years.

It is easy to say, but it is not easy to do. Sending letters and things is just a superficial matter, or a question of how to be a man, which is related to commitment and integrity. Many people around us will reply when things are over, and only a few people will not reply when things are over. That's because these people haven't understood the harm of not replying when things are over and the sweetness of replying when things are over. Others may say that people who don't reply to these things may have a high level of ability, may be informal and look down on small things, but may be able to do big things. I believe that people who don't care about trifles may have so-called "great skills." It would be great if they were both capable and reassuring, but if you had to choose only one person who is capable and reliable, which one would you choose?

Fourth, "not in place before the meeting"

Some people say that all the young people in the office today know what I said earlier, but they deliberately pretend or deliberately don't do it. I believe many young cadres do not need to be reminded, but it is quite common to make mistakes unconsciously. Those who knowingly commit crimes or deliberately fail to act can be discussed in a separate unit in the future. What I want to say is the "taboo" of unconscious crime. Let's just say, for reference only. Let me talk about "not in place before the meeting".

"Not being in place before the meeting" is a common phenomenon in public institutions. Often attend meetings held by some departments or departments, and listen to opinions at coordination meetings and symposiums. Usually I arrive at the meeting room 10 minutes in advance, but sometimes I can't see the organizer of the meeting. Colleagues from other departments came, but we still didn't see the host and felt left out. Some people only have three or five minutes left to see the organizers present. There seems to be no preparation, and the meeting seems to be loose. In this case, the mood of the invited people is greatly affected, so the quality and effect of the meeting are generally not much better.

If the organizer's leadership "pinch point" is barely acceptable, then the staff who undertake the meeting will not be in place before the meeting, which is a bit unreasonable. If all the participants are in the same office building, the staff should arrive at the meeting place at least 15 minutes in advance, because for various reasons, participants from other departments are likely to arrive at the meeting place 10 minutes or 20 minutes in advance. If representatives from other units are invited to attend the meeting, they are likely to arrive half an hour in advance as long as they use transportation. It's really impolite to leave the impression that the participants are indifferent. Worst of all, they don't respect the invited participants, which reflects that the organizers, from leaders to general staff, lack due professional ethics and personality.

Is it that serious? That's what I think, except for special reasons. For a time, the atmosphere of "squeezing to the meeting" was popular in the office, and the time of participation was accurate. There is nothing wrong with the participants, but if the organizers feel at ease, it will make people feel bad and puzzled. It may be influenced by some foreign customs. Since the 1990s, I have been there many times, and sometimes the arrival time of visiting the relevant departments of the other government is rather tangled. On the one hand, because the local traffic situation is complicated and they are worried about being late and impolite, they all leave early and arrive at the interview unit in advance. On the other hand, we are usually told to arrive on time and arrive early without being received. So we often arrive 10 minutes, 20 minutes or even 30 minutes in advance. When we arrived at the interview unit, no one received us. We can either stay in the car or drive around, and no one will receive us until the time is up. Master feels at ease, but I am very depressed. What is this? Didn't the host consider that we might arrive early? What's wrong with us arriving at 10 minutes early? Are the owners so exquisite and expensive? Is it difficult to arrange a staff to receive us?

Some people explain that this is because foreigners, especially westerners, pay attention to efficiency, don't waste time, and no matter what level you are and what guests you are, you treat them equally and impartially. This argument will be recognized by some of us, and it is really like westerners following suit. Don't you know that this is an unintentional taboo, at least for us in China, it is unacceptable. If we only talk about punctuality and don't talk about the way to treat others, I'm afraid we just pick up some fur and lose some fundamentals. What have we lost? I think we have lost something about being human and the fine tradition of China culture, that is, sincerity and enthusiasm for hospitality. We would rather work hard, pay a little and try our best as the host and organizer. In addition, arriving at the meeting site early and receiving the guests who arrive in advance can also strengthen communication and try to find and solve some problems before the meeting, which is often the key to a good meeting and solving problems.

The so-called phenomenon we see abroad is that in western developed countries, some people don't treat you as a guest at all. What if they think the important guests arrive before us? If you are in underdeveloped areas, being late and being lazy is more of a habit, so you look down on yourself, and then look down on others, treat them slowly, or disrespect them. However, any phenomenon of not being in place before the meeting is related to the organizer's lack of attention. It may be a formalistic meeting, and everyone can handle it. Not being in place before the meeting and not doing the meeting seriously are all manifestations of bad office culture or office culture. Looking at the performance of the leaders and staff of the organizers, it is not difficult to find that this is a problem that the meeting has not been held well because of poor performance.

Our practice is that if the meeting of relevant departments is held in the same office building, then the staff will be present 20 minutes in advance; If there are participants who use transportation, the staff will arrive half an hour in advance, and often I will arrive at the meeting place 10: 20 in advance to receive the first batch of participants who actively participate in the meeting to show respect and attention. In recent years, Comrade Li Si and I have gone to 50 or 60 ministries to study and communicate. Whether at home or away, we always arrive at the meeting place more than half an hour in advance. There are many things to pay attention to before the meeting. The more prepared, the more successful. Even if it is an internal meeting of the company, I will be there in advance, nothing else, my heart is at the meeting.

If the participants arrive at the meeting place in advance due to special circumstances, the organizer cannot be expected to receive them in advance, but the organizer is obliged to arrange staff to attend the meeting in advance. These should be what our directors or staff should think of.

The article before the meeting is very big.

V. "Procrastination"

Once, I asked an intern to copy some documents. Because there is a lot of information, it takes an hour or two to copy it. I said to him, "Please take time to copy." . Having said that, I still hope he can do it as soon as possible, but I didn't rush him. One day has passed, two days have passed, three days have passed, and the copy has not been given to me. In those days, the company was really busy sorting out documents and rummaging through cabinets. The intern worked hard and everyone praised him. As a result, a week has passed and ten days have passed, and the copy has not been given to me. I thought he was going to copy it for me, or was it too difficult to copy it? Fortunately, the superior doesn't want it, so wait.

After waiting for half a month, the superior asked for materials that day. I asked the young man, "Did you make copies?" He said, "No, I helped the office organize the filing cabinet these days, and now I'll make a copy right away." I said, "No, it's too late. You work hard these days, but I'm afraid you will fail in your internship here. Now you don't have to come to work as an intern when you go home. "He regretted it, he apologized, but it was useless. I have no sympathy for him. I told him that this is the lesson he taught me, and I hope it can become his "life wealth". Please remember it well. He left angrily, wondering if it was good for him.

What happened to this intern? It seems to be a procrastination, but in fact he is not lazy. In those days, he did not hesitate to do manual work. How could he fail? And he hasn't realized his mistake, which is what I call "unconscious mistake", which is sad. At this rate, I'm afraid it will be more difficult for him to find a good job, because he doesn't know the importance, is not sensible, and doesn't know that many things can't be delayed.

I must have done this a lot in my twenties. Some things feel that the leader says "hurry up", so hurry up my time; Or think that you are not idle or lazy, and it doesn't matter if some things are delayed; Or think that this matter is not important, and it doesn't matter if it is delayed; It is possible to even forget it completely. As a result, I often feel that leaders don't trust, value or reuse, and I don't know why. I didn't realize it until I became a leader myself and encountered such a thing. Very embarrassing.

Everything has priorities, and we have a lot of things to deal with every day. There should be a balance and arrangement. It doesn't mean that what the leader told us is the most important. Many things have a balance of priorities. For example, major and difficult family events, such as emergencies, often need to be adjusted and rearranged in time. However, things assigned by leaders are usually important. Although the leader didn't emphasize the urgency of doing things quickly, you need to think for yourself. In practical work, everything I tell you, except that it is not urgent or slow, is actually something that needs to be done at once. Someone is a little slow, so I am anxious. Actually, it's not that I'm in a hurry, it's that things are in a hurry. Now that I've retired, there's really nothing to worry about. But in the front line, including directors, clerks and so on. , are in the front line, a lot of things can't be delayed.

Even if there are difficulties, that is, an hour or two, I should be able to copy the materials in a day or two. How can it be delayed for more than ten days? Where does this matter fit into his arrangement? How to judge this matter is dispensable? It should be said that everything assigned by the leaders is very important. Whether it is urgent or not depends on the situation, but it must be completed as soon as possible to avoid delay. More importantly, it is more important to cultivate good character habits and establish a good character image by doing what others tell you, rather than delaying things. Even if it is not a leader, as long as it is related to others, it should not be taken lightly, and it should be arranged and handled properly in time. Unless you are intentional, this is not what I call an "unconscious mistake".

Procrastination is not only a mistake of others, but also a mistake of oneself.

Sixth, on-site demonstration

I use "prevention" instead of "prevention", which means that making a sound on the spot is different from not making a sound. If you write a note or use clever methods to explain or defend, it is also possible. If you come prepared and deliberately want to defend yourself on the spot, it is beyond the scope of what I call "unconscious mistakes."

Once, we held a company-wide meeting, and the content was more important. As a result, a cadre was ten minutes late. I immediately criticized him: "How can you be late for such an important meeting!" He immediately argued: "The bus is broken and the road is blocked. It shouldn't be late. " Seeing his self-pity, my criticism was more severe: "You can't be late for any reason! Don't argue. " This result greatly affected the atmosphere of the meeting.

However, there are usually some reasons for refuting on the spot, and sometimes it makes sense, but whether this truth is a big truth or a small truth, we rarely consider it. As for being late, traffic jam is a reason, but if the meeting is important, traffic jam is not a reason, let alone a reason, unless everyone agrees that special circumstances are exceptions. This reminds me of an incident many years ago. It was 40 years ago when I was in middle school. One day I went to school with a classmate, and I felt a little pressed for time. My classmate wore a watch. He just clicked the clock in front of china national radio and said it should be all right. Walk fast, walk slowly. No sooner had we entered the school gate than the bell rang. When we opened the classroom door, the teacher had already started the lecture. The teacher said to us, "If you are late, you should stand at the back." My classmate excused himself on the spot: "We were not late, but the bell rang a minute earlier. My watch is Beijing time! " The teacher was even more angry: "Being late is being late, so why quibble! Stand in the back! "

After standing for a class, we stood and stood, still dissatisfied. We always thought that we were not late and the bell didn't ring according to Beijing time. Afterwards, the teacher told us the truth: "It may be a bit wrong to ring the bell in class, but ringing the bell in class is the rule of the whole school." This is a fact. According to your time, you are late. This is a fact. Truth should be obeyed. If everyone follows his own "truth", isn't the learning order a mess? " . Our teacher is respected by everyone, and we also admit our mistakes, so we should learn from them and pay more attention to them.

Some people will say that if you ring the bell strictly according to Beijing time, you won't be late, or the school made a mistake first, and we shouldn't be blamed. Think about the conditions of the year, the time error of ringing the bell is inevitable. Even today, there is no guarantee of being so punctual. Even if you are on time, you will not be punished for being late, but can the reason for being late be the reason for arguing on the spot?

Some people think that they can refute it on the spot as long as there is a reason, but they may not have thought about it. Whether there is a reason is not the same thing. There are some reasons for being late, or if there are sufficient reasons, it doesn't matter if you are late, even if you are punished. If being late is worthwhile or commendable, it is different from arguing on the spot. The so-called truth is big and small, and the small truth should obey the big truth. The essence of arguing on the spot is not refusing to accept management, but unreasonable. Subconscious dissatisfaction with management will be manifested when there are so-called reasons. Unless you consciously express this kind of emotion, it is unreasonable, which leads to the escalation of problems and the intensification of contradictions. Such consequences do more harm than good, and even have serious consequences.

Some people just want to explain on the spot, and the tone is not so hard. At this time, I will immediately stop him: "Don't explain, don't explain." Why? This is my own experience and lesson. Your explanation is meaningless unless the leader asks you to explain. Criticizing you for being late is criticizing you for being late. It is wrong to influence the meeting. It's not the same thing to say what the reason or contribution is. If the leader gives a lecture sweeping the floor, the effect of refuting on the spot will be even worse, turning the original criticism into contradiction, which may violate the original intention and purpose and affect the meeting effect. Unless you want to find fault on purpose. Otherwise, don't argue on the spot, because: first, violating the meeting discipline affects the meeting effect and should be criticized; Second, it is wrong not to say hello in advance; Third, the so-called truth, if any, is also a minor truth. It is a great truth to observe discipline and have a good meeting. Major principles dominate minor principles, and minor principles should obey major principles. If you are a great truth, you don't need to refute it on the spot. Just explain it. Fourth, the argument on the spot shows that it is narrow-minded and has no discretion. In the final analysis, it is still a psychological problem that is out of control. Refusing to accept management is not a small problem.

The whole company held another meeting. A young cadre was ten minutes late. As usual, I criticized two sentences. She nodded modestly and accepted. Later, I asked her, only to know that she sent her father to the emergency department in the morning, settled down in the hospital, and came to the meeting immediately. After the meeting, she had to rush to the hospital. Family is the most important thing. She can skip the meeting and just send text messages, but she still takes the overall situation into consideration and accepts my criticism. Therefore, I trust her more and attach importance to her criticism. She didn't defend herself on the spot, which is a good demeanor of a mature young man and an excellent civil servant.

It is very important for critics to grasp the discretion of criticism. There is also a question of minor truth and major truth. It is useless to criticize for the sake of criticism, and impure motives are even more harmful, which is aimed at critics. I know you have reasons, even good reasons, for those who have been criticized, but you haven't explained what is in front of you. I'm afraid you can't explain it. As for your on-the-spot defense, it is really a delicate situation to test your intelligence.