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The "Small" Boss Gets Along With The "Big" Principle.

2008/10/11 16:37:00 41859

Linda, 30, is a senior clerk in a company.

A rainy evening, when she was buried in front of the computer to gather up a mountain of meeting minutes, the young boss arrived last month.

Sitting down on the sofa and rubbing his stomach, he said, "Oh, this meeting is really long. It almost starved me to death."

Linda, stay there, you go down to buy me a meal, I have another document to see. "

Afterward, Linda could not help complaining to her boyfriend: "every day I was led by a yellow girl. What is she calling me?"

I entered the company longer than her, older than her, nor her academic background.

Boyfriend asked: if Fang Xue is a nearly 50 year old woman, will you still complain?

　　一样的事，两样的心态，关键就在于老板是27岁还是50岁，一切的根源就在于她比你小。但事实是，随着技术的日新月异，新的经济增长点不断出现，必将有越来越多的年轻人在工作中担任要职，年龄不大却位高权重，当你越来越频繁地面对着这群Baby Boss（小上司）时，你准备好如何应对了吗？

Workplace enters "post figurative era"

In the book "culture and commitment", American sociologist Margaret Meade divides human society into three periods: "pre figurative culture", "metaphorical culture" and "post figurative culture".

In the "pre figurative culture", the younger generation mainly studied from the elders. In the "metaphor culture", the learning of the younger generation and the elders took place among the contemporaries. After the Second World War, the vigorous development of the science and technology revolution brought about great changes in the whole society, and the society entered the period of "post figurative culture" in which the elders came to learn from the younger generation.

"If there were a number of elders in the past, they knew more about them than those of young people with accumulated experience in specific cultural systems.

That's not what it is today. "

Meade summed up the article.

In fact, this is also the law of the development of the workplace. The performance of its "post figurative era" is that more and more young people have been promoted rapidly by virtue of their excellent performance or mastery of a certain professional skill.

According to the latest statistics from a human resources website, at present, at least 14% of the senior managers in the world's major companies are under 35 years of age, while in Japan, the average age of business executives is 10 years younger than 10 years ago.

Leon, who is just 30 years old, has been a sales manager of a telecom operator 4 years ago. He has managed 10 people, and the oldest is 8 years older than him.

In 20 or 10 years ago, in the traditional large enterprises with strict adherence to seniority and seniority, it is impossible for him to become a middle-level manager under the age of 35, according to Chinese traditional ideas.

This change has caused quite different reactions among young people and the elderly.

Of course, it is exciting for young people to get promoted quickly, but for older employees, it is a kind of pressure to face their younger boss.

After all, for many forty or fifty year old people, hard work is a difficult road. Success is also very long.

Almost everyone works hard, groping, and groping out a road suitable for their own development one by one.

How much of a fall and how much pain you have suffered, only you know.

They grow with the times, without exception, all have undergone the pformation from planned economy to market economy. Every change is a fatal blow to them.

Now, in their eyes, many people who can only count as "children" have hardly suffered any setbacks, and have become their superiors smoothly. This is really not a very easy task for them to digest.

Perhaps, "the traditional age based promotion system is collapsing.

The biggest challenge today is to face a young boss.

Young boss may be low-key.

"Actually, it's hard to be a young boss."

Yi Ren, the youngest financial officer of a hundred enterprises, said.

"This is almost impossible in the state-owned enterprises more than 20 years ago."

Because of the long development of enterprises, the ten leading people under the leadership of Yi Ren are all older than her employees. The oldest one is ten years older than her.

Yi said, financial work is very particular about accumulation, and experience is very important. So when she took office, she encountered a lot of trouble.

Although he has tried to pay attention to his words and deeds, Yi Ren still can not maintain good relations with all people.

Usually, the pressure from your old colleagues is nothing more than jealousy, deliberately challenging questions, arranging for work, cheating on you, confronting yourself and killing you.

"These are not the most frightening," Yi said. "After all, it is a frontal conflict. What embarrass her most is that some people will use the" Qi Jian "method," for example, when you have a little problem, tell your boss about it. "

Hu Bayi, a human resource expert, points out that if you handle your own mindset, establish a strict and effective "game rule" and grasp the principle of "working close to each other, living far away, living close to each other and working long distances", even if your subordinates are smaller than you, your leadership will not be too big.

　　“首先，你要端正自己的态度。你要相信自己，在平时的工作中，充分展现自己的能力，甚至要比以前做得更出色，让老员工们知道：我并不是凭关系上来的。而当你的权威建立起来后，千万不要因为年轻得志，就动辄摆出领导的架势，颐指气使，否则很容易招致众怒。失去了群众基础，再才华横溢，也无法将工作干好。”

　　“其次，多建立些公平有效的游戏规则。” 一样米养百样人，即使你没做错什么，也不能保证所有的员工都对你服帖。所以此时你就应该使用人力资源管理的三大方法，以确保政令通行。“一、明确部属的职责，这样就能避免因个人分配而带来的主观偏差；第二、建立公平透明的绩效标准，这样会淡化老员工的敌对情绪；第三、奖罚分明。如此一来，即便你在处罚一个老员工时，他也不会过多地把矛盾焦点汇集到你个人身上。” 胡八一总结说。

We should also learn to use the "emotional offensive".

"Senior employees are not always up to their own reasons, sometimes because of historical factors, such as technology aging, often in front of a small boss, he may have a subconscious sense of inferiority and depression.

At this point, we must respect and listen to his opinions from the heart and make full use of his strong points in experience and experience.

In the spare time, we should communicate with them more, especially those who have distance in the office. You should be good at getting close to each other in daily life.

But for those subordinates who have been very harmonious in the company relationship, you'd better keep a certain distance in your life, otherwise it will be easy to form factions in a way that is not conducive to maintaining balance at work.

Senior subordinates need to be generous

Two years ago, Shao Huashan, who worked as a sales manager in a computer company, was secretly delighted when his supervisor pferred to the head office. Because everyone felt that the vacancy of the director of sales was no longer 32 years old, and he had devoted 6 years of youth to the company.

Surprisingly, the head office pferred Frank to be his new leader.

Frank is younger than Shao Huashan, and his qualification is also lighter than that of him. At first, Shao Huashan could not swallow this tone. He had resigned several times, but was repeatedly left behind by the fierce competition of employment.

But the awkward situation lasted for only half a year. Shao Huashan found all sorts of "good" things for his little boss: he was young and weak, but under his guidance, the sales volume of the whole team had increased by two times.

Frank is also very modest and polite to him. When he gives his tasks to other young employees, he will directly explain, but for Shao Huashan, he often only refers to goals, but never asks for specific operational methods. He often takes some important projects to discuss with Shao Huashan.

What moved Shao Huashan most is that Frank is different from his predecessor. What's wrong is not to call Shao Huashan into the office, but to personally go to Shao Huashan's desk to discuss it. Shao Huashan feels that such details can make him feel respected by his superiors.

After two more years, the two became tacit partners. One year later, Frank was promoted again. Before leaving, Shao Huashan was recommended to the head office to take over his post.

In the opinion of human resources experts, Shao Huashan's choice is wise.

Because he objectively evaluated the advantages of his little boss.

In fact, all old subordinates should have such a correct attitude: to be a leader, age is not the main factor. If he can be your boss, he will have his own reason. If it is not for his comprehensive quality, it is better for you to be inferior to a certain professional skill.

A truly rational person should make a list at this time, list his strengths and analyze the reasons, so that he should not complain all the same.

Secondly, as an old subordinate, we should first abandon the negative thoughts that are "old and useless" because the real communication is based on equality, and the psychology of inferiority or self abandonment will greatly affect the work.

Be good at learning the strengths of small boss, because the world belongs to young people.

Third, as the saying goes, there is a place where there is talent.

Experienced, highly skilled, and able to work hard are always the characteristics of the old staff.

In the face of young bosses, you must make full use of this advantage, take the lead in your work and dare to shoulder heavy responsibilities.

At the same time, care and help young colleagues in their work and life, establish good interpersonal relationship with them, gradually develop their prestige, and use this prestige to support young boss's work.

In this way, not only will the staff respect you, but your superiors will take a higher look at you. There will be more opportunities for promotion and salary increase.