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The young girl who had just graduated kept procrastinating because she was afraid of causing losses, and then she quit her job.
A girl who had been working for five years changed her career and kept doing all kinds of wrong things according to her own ideas.
If I were to be honest with myself, I have taught what I know in an orderly manner, and provided links and resources.
The little girl said she was afraid of being blamed, and every time she encountered a problem, she would struggle for a long time on how to ask it so as not to be scolded.
So often things are delayed for a long time because half of the time is spent on psychological preparation.
The older girl said that she had a dull mind and did many things impulsively, so she did not think comprehensively.
Then when something happens, I deal with it in a panic, and end up getting nothing done.
The little girl is very obedient. She does whatever you tell her to do and is very efficient, but she is timid and hesitant.
The older girl is disobedient. She takes everything for granted and does things according to her own wishes, so basically everything she does is wrong.
The little girl just wanted to make some progress every day. After all, she was here to learn. But I put too much pressure on her.
The older girl wants to prove every day that she can do well, so she keeps doing things her own way, always apologizing but never changing.
I myself was brought up in a rote learning manner and kept making mistakes in the beginning. I think newcomers still need to learn more through practical experience. Under the leader's orders, I should first complete the tasks he assigned me efficiently and successfully, and then review them so that I don't have to ask again next time I encounter the same problem.
The rest of the time is spent on proactive observation, observing your own products and competing products, seeking resources, and seeking space for operation.
Analyze advertisements and various data yourself, then summarize your ideas, interact with experienced people, and adjust your ideas.
With this in mind, I immediately provided the link and said I could provide a safety net to maximize the sense of security.
Maybe it's just the sense of security I think, letting them do it and strengthening basic skills to solve problems during operation.
But the result was: one was always observing and hesitating, not daring to take action, while the other acted impulsively without following any instructions.
Did I encounter two extreme colleagues, or did I have a serious problem in leading people? It should be the latter.
Should I not provide them with resources as soon as possible? Personally, I think people learn faster with links than without them.
If you give them the link right away, they may feel pressured and not know how to start, fearing that they will suffer losses.
When I asked them, they all said yes. Maybe it’s just the novelty?
Should I be more tolerant? I can't use my standards to ask others. I got the hang of it in just half a month.
After all, everyone's learning progress is different? More learning plans and progress should be proposed by them themselves?
When I asked them, they said they would listen to me, after all, they were also newbies in the industry.
The girl is a fresh graduate who is full of ambition.
The old girl is a rookie who has been working for about five years and has changed her career.
It's March now. Do you have any good experience in leading people that you can share?
"Wonderful Reply"
Anonymous user Agree from: Shu Xiaoxin, Ben970923, JJJosie, ZOLAZH, anont1 more » I haven’t led many people before, so I can’t give much advice. (From start-up to gradually stabilized)
I mostly communicate with people when I lead them. I can only say that it depends on the person. At the beginning, I always emphasized (bad temper, good at teaching, and scolding. If you start to feel that it is not suitable, you can arrange for someone else to lead). It depends on the specific situation. Let's talk about it. From the beginning, there was no allocation of links. You can get as much as you accumulate. You don't need to consider the old link inventory, etc.
1. No experience - willing to learn, easy to build - a lot of problems in the early stage, easy in the later stage
Candidate A, who I interviewed, just graduated from university. He gave me the impression that he was very studious. He would ask questions about everything, such as "Is this allowed?", "Is this right ...
Conclusion: It was very hard. It took about 2 months to gradually adapt to the work. In the 3rd and 4th months, I gradually entered the daily work state. There were fewer problems. I would find solutions by myself when I encountered problems. Later, we discussed which links of the problems could be optimized to reduce the recurrence of problems. After a few months, I was in charge of the store independently (the current performance has been surpassed, and I am very relieved)
2. No experience - typical cramming teaching
Player B was assigned here and had experience on other platforms. He was taught in the same process as above. He would ask questions when he encountered something he didn't understand, but he would take notes after asking, but he would forget it after a while... He forgot... I told him to look through his notes and see that I had mentioned it several times before. He looked through them for a long time and asked if this was the way to deal with it. I was annoyed, but it still depends on the person. I began to reflect that there was something wrong with my communication style. Later, I adjusted it and let him find the answer to the question himself when there was a problem.
After getting used to it, I slowly learned how to deal with problems. It took me about 4 months to get started. However, the subsequent performance was still too poor, with negative profits for 2 months. I was not very suitable for this job. I was persuaded to quit.
Summary: This is my personal problem. Work is work. Don’t bring too much emotion into it. If you give too much weight, it will affect their growth.
3. Experience - Very Easy - Problems are Big Problems
C players can learn things quickly, get familiar with the company's processes within the same month, provide work drawings, ideas, video scripts, check the samples returned by the developer, inspect the goods, arrange shipments, etc., and place orders steadily every other month. They will make mistakes, but when they do, they are the most basic and major mistakes (sending the wrong SKU, the warehouse sending the wrong goods, and they can only transfer the warehouse and change the label). Small problems can be solved by themselves.
Summary: Grasp the general direction and make adjustments to small details.
Anonymous user Agree from: winwinwin , Ben970923 , ZOLAZH Teaching is a complex issue. The most talked about issue is teaching students in accordance with their aptitude. The workplace is not the same as teaching and educating people. The workplace is more cruel and more focused on results. I personally think that the core issue is leadership. A leader should be a teacher at five levels:
Discipline - Do as I say.
Preaching - I'll tell you.
Teaching by example - I will show you how to do it.
Please advise - how do you do it?
Missionary - why do you do it?
Discipline, preaching, and teaching by example are management, while consulting and preaching are leadership.
Secondly, theory and method are two levels of entities. Theory is the foundation and the underlying logic, and method is execution. Logical thinking will never become outdated, and methods can be updated and created. All roads lead to Rome is the best explanation of methodology. Setting goals, making plans, finding methods, executing, tracking results, and summarizing are the theoretical basis. For example, Amazon's algorithms and rules are the theoretical basis, and how to write copy and how to advertise are methods, etc. Don't just teach methods or talk about theories in pursuit of efficiency. Theory comes from practice.
Third, learn to solve problems.
When faced with technical difficulties, I may not know.
When faced with difficult problems, my past answers may not always work.
When faced with a difficult problem, I will mobilize people to find the answer.
When faced with a problem, I would say I didn’t know even if I knew it, in order to motivate people to take the initiative to implement it.
Fourth, the right attitude towards failure.
1. To detect failure early, leaders should manage by walking around.
2. Encourage reporting of failures. You might even consider doing this by offering rewards for failures.
3. Analyze failure in depth. Don’t ask: Who did it? Ask: What happened and why?
4. If the experiment fails, take the initiative to innovate, but you need to pilot it first.
Fifth, leaders must learn to use people’s strengths. There are two important principles for using people’s strengths: One is to tolerate people's shortcomings, the other is to recognize people's differences.
Sixth, learn to reflect: The essence of reflection is to think again about your thoughts. If you already have a thought, you should think about it again. This is reflection. Reflection is looking back, but looking back is not necessarily reflection, and reflection is not necessarily looking back. There is a good way to reflect before taking action, which is called rehearsing failure.
Reflection on the four elements: Pulling back, analyzing feedback and letting go of emotions, rehearsing failure can help us let go of emotions.
Change your perspective and think differently
Guide practice,
I personally suggest that you read more books on leadership, for example, 21 Laws of Leadership, Zhang Nan's 30 Lectures on Leadership (many of the above content comes from here), Replicable Leadership (Fan Deng), Horizontal Leadership, etc. The improvement of your own abilities is the best teacher.
Absolutely impossible Agree with: DTMDPD, komoribe, Rumspringa, Go Home and Grow Jelly Orange, The Little Monster at Home More » "The little girl said she was afraid of being blamed, and every time she encountered a problem she would struggle for a long time on how to ask it so as not to be scolded."
Um, do you curse at people? Or are you more strict when you lead people?
In fact, for a young girl who has just entered the industry, giving her the link and saying that you will cover the bottom line will not give her a sense of security. The sense of security comes from how you communicate with her during the process of guiding her, how you help her solve problems, and how you should give timely encouragement to newcomers. Only these work processes can give her a sense of security, and only in this way will she let go and try and make mistakes.
One mistake when leading people is to use your own experience to demand others. I also relied on my own exploration to do Amazon, and there was no master to guide me in the operation. However, when I lead people, I will not use my own standards to demand new people. On the contrary, I envy them very much. In fact, I have always hoped that there would be such a person who could guide me. So when I lead new people, I will be more meticulous and patient, and I want to do my best to prevent them from repeating the detours I have taken.
Not everyone can study and learn step by step on their own. Don’t let them “think actively” too much. Try to follow them more carefully. Drowning Dog • Quanzhou • 2024-03-04 17:17 I don't curse, but I have facial paralysis when I'm working.
Yes, I do hold others to my own standards, and I feel that this is wrong.
I have been encouraging him, but maybe my encouragement was wrong or not enough.
131415926 • Guangzhou • 2024-03-05 09:58 I feel like you are very similar to my former boss, she tried her best to teach every subordinate, but she was quite strict, so in the end, they all left the company not long after they started working. I can only say that it is difficult to find a subordinate with a similar rhythm and personality.
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