In enterprises, it is understandable that leaders promote and promote excellent employees. But in fact, some high-caliber people are not promoted, and those who are not so outstanding rise to the top step by step and are highly valued by the leader. What is the cause?
On the staff side, many people often fall into the trap of “I think I’m doing great, why doesn’t the boss give me a raise/promotion?” As for the leadership side, they take into account more factors than that.
1. Does your capacity match the company’s development needs?
A few years ago, a large tech company hired an outstanding student. Not long after joining the company, the talent wrote a 10,000-word letter to the CEO. The letter proposes numerous reform measures and strategies. This leader received the letter and immediately said: “If this person has a mental illness, he should be taken to the hospital for treatment, if he is not sick, let him stop.”
Not long after, another new hire wrote another letter of similar length, proposing detailed and possible improvements to the company’s existing shortcomings. This time, the CEO did not spare to praise: “This report reflects the company’s problems from different perspectives, and also reflects the new employee’s understanding of the company from their perspective, giving comments and suggestions in good faith. That is commendable for a new employee.”
The same new employee, the latter may not have the same excellent ability as the former, but their end is completely different. In fact, these two letters also have differences: one is to intervene in the future development of the company from an “I think” perspective, the other is to express opinions based on actual work and information through its own personal experience.
The first-person reform proposal should be made from the perspective of managers, it takes a long time to understand the situation and how the company works. The second person proposes improvements to existing problems in a practical way.
If you were a leader, who would you prefer? In the initial stage, a “popular” employee who walks slowly, observes reality and slowly understands the business situation will be able to develop further in the future.
2. Do you share your leadership ideals?
Leaders are actually the most insecure in the workplace. The higher the position, the more concerns they have, from business to personnel management. Therefore, most of the people promoted by the leader are those who give them a sense of “reliability”.
This requires you to stay for a long and stable time so that your boss can observe what you are doing in the company, and then see if you are a person with the same ideals as the leader. This is very important because the common ideals of the leaders will determine the success or failure of the entire company.
The founder of a successful million-dollar investment company on Shark Tank USA, Shaan Patel once shared that his company is successful because of having a talented and reliable management team, “who not only do the work productively, but also bring ideas that I never thought of. had thought of.”
By the way, if you have a skill that is difficult to replace, not the strength of the bosses, they are looking for this factor to better manage the company, then you also have a high chance of being promoted.
3. Are you suitable for teamwork/people management?
Panasonic founder Konosuke Matsushita, the Japanese “god of management”, not only pays attention to improving personal capacity, but also pays more attention to how an employee can use his or her full strength to contribute to success of the company, a powerful group or not. This billionaire always uses people who think about the common interests of the team.
Some people stand out when they work alone, but in combination with others they don’t get along, they even get blurry. On the contrary, there are people who have the ability to unite a group and contribute positively to the common success. To be promoted to a higher level requires not only your skill, but also the ability to work in a team, in harmony with the team and beyond to manage people.
Source: CafeF
