After promotion, we often enter a misunderstanding that the boss gave us a promotion because we did a good job and showed our advantages, so we got a promotion. After the promotion, we continued our familiar way of doing things, wanted to "continue to give play to our own advantages", felt confident, and rolled up our sleeves and worked hard when we came up. This practice is actually falling into the "ability trap".
Just like a stream, it is a customer service background. Before that, she was best at handling customer complaints and had a good reputation among customers. After the promotion, Xiaoxi still works in the way of handling customer complaints, which is almost harsh on product quality. But in fact, after the promotion, Xiaoxi's work objectives have changed: seamlessly connecting the company's products from research and development to production, supervising the rapid trial production and expansion of products, and simplifying the market introduction process. Her role has also changed. She has changed from a strong department head to a cross-departmental project leader.
Therefore, Xiao Xi's first thing after her promotion is not to work directly, but to clearly know how the necessary conditions for outstanding performance in her new position exceed the expectations of the person who promoted her, and how to position herself to pursue higher goals, that is, to clearly understand the core challenges after her promotion.
The first challenge after promotion: clear positioning of post responsibilities, balance depth and breadth.
Every time you are promoted, your vision will be broadened to adapt to a wider range of affairs and decisions. Therefore, in your new position, you need a high-level perspective, rather than continuing your work thinking before promotion. Just like Xiaoxi, we should not blindly pay attention to the customer's complaint rate and satisfaction, but should raise our perspective to the comprehensive business of product release and marketing. For example, she needs to weigh the proportion of capital investment and personnel investment in products, which determines the quality of products. How to produce standard products that can be put into the market with limited resources is something that Xiaoxi needs to solve. At this time, improving product quality is not the primary goal, but making products meet the standards and face the market as soon as possible.
After dismantling this big goal, there are still several small goals, such as what is the product standard, the standard needs to be clear, so that R&D can know what to do to meet the standard, what is wrong with the original market introduction process, how to simplify it, what are the advantages and disadvantages after simplification, what to weigh, how to deal with it after listing, and how to screen out good suggestions when customers have complaints, which is helpful for product iteration.
Therefore, the first thing after promotion is to have a clear positioning of your position. Only after positioning can you disassemble your goal and your work direction will be correct.
The second challenge after promotion: assign tasks and determine the person in charge.
Every time you get promoted, the complexity and ambiguity of the things you have to deal with will increase, so you need to reconsider your assigned tasks. For example, Xiaoxi handles customer complaints before promotion, so improving customer satisfaction is Xiaoxi's goal and task. But after the promotion, the team members increased and the goals changed. The task given by the leader to Xiaoxi is to supervise the whole process of products from production to listing. But this task cannot be quantified. Xiaoxi needs to disassemble this big task into several quantifiable small tasks, assign them to subordinates, implement them to the responsible person, set goals and standards to monitor the progress of the executors, and constantly optimize the process links.
The level of detail in assigning tasks is related to the team size. For example, if you manage a team of five people, you can assign tasks such as updating product manuals, but in a team organization of 50 people, you need to shift your focus from specific tasks to processes, set milestones, and check and evaluate milestones. However, whether it is a small team or a large team, the content of the tasks you are assigned can be different, but the key is to determine the responsible person. Only in this way can you define the standards and establish a reward and punishment mechanism.
The third challenge after promotion: dilute rights and enhance influence.
There are two main reasons why great power does not mean great influence:
First, with the promotion of your position, the problems you face are more complicated and vague. For example, before the stream, you can define whether the work is "good" or "bad" by increasing or decreasing the customer complaint rate. The decision after promotion will be influenced by the interpersonal network lock of other people in the team, such as "professional judgment", "who trusts whom" and "whether to support each other", and the environment is more complicated.
Second, the higher the position, the wider the range of stakeholders involved in decision-making. At the higher level of the organization, other colleagues or partners have stronger abilities and higher self-awareness. You are promoted because you have the ability and motivation to move forward, and as your position rises, so do your companions around you. Therefore, it is very important for you to establish and maintain alliances.
We often hear cases of being provoked by colleagues at the same level after appreciation. In fact, this is a question of power and influence. After the promotion, the rights are improved, but it does not mean that the influence is also improved. Therefore, many newly promoted leaders often choose "not to burn three fires" and turn to the people-friendly line, so as to enhance team cohesion, win over interpersonal relationships, strengthen their influence in the team, and strive for more alliances in order to support their own decisions in the future.
The fourth challenge after promotion: establishing various communication channels.
Our PMP teacher once said: A leader spends 99% of his time on communication, either in communication or on the way to communication.
After a person is promoted, it means that he is no longer an executive and is farther away from the front line. The advantage of this is that he can have a broader perspective and freedom. The disadvantage is that the farther away from the front line, the information obtained is not first-hand information, but filtered information. In order to avoid this situation, it is necessary to establish communication channels to understand the situation at the forefront of the operation. This communication channel needs to be customized according to the team situation. For example, Xiaoxi used to be a customer service worker and could get first-hand customer feedback. Now, after the promotion, she can still hold the communication with several big customers in her hands, thus obtaining first-hand information. She can also choose to meet with front-line employees regularly to learn about the dynamics, or designate a person in charge to report regularly, such as the customer service supervisor, who is responsible for the communication results.
At the same time, you need to establish some new communication lines. For example, you need to communicate your strategic intention and perspective within the team, so that everyone knows why you set this goal and how to achieve it. There are also communication lines with direct subordinates and superiors. Do your subordinates accurately understand your decision and convey your instructions? Do you know the boss's strategic goal, and whether the execution direction is consistent with the boss's strategic goal?
You can list the communication lines and communication goals you need in your current position on paper, so that you can clearly know how many communication lines your team has, which communication line is out of order every time there is a problem, and then adjust the personnel or things for the problems on this communication line.
The fifth challenge after promotion: show the appropriate professional image.
Shakespeare said in the play "All is Happy": "The whole world is a stage, and all men and women are just actors in it."
After promotion, more people will pay attention to you, and your behavior will be monitored more in the company, which is equivalent to a process of attention from extras to supporting roles to starring roles. Therefore, your professional image is very important. You should learn to control your emotions, don't complain, show a positive image, and learn not to make a decision at once. In addition, you need to adjust to increase the visibility of your benign behavior.
For example, if you are a small clerk and receive a cooperation, you can say: OK, I'll do it right away and give you the result before work. This shows that your execution is very strong. But with the promotion of your position, after you receive the invitation for cooperation, you can answer: I can't answer you now, please allow me to think for a moment and give you an answer before I get off work today; You can also say that I have some questions about your cooperation and need to discuss it further with you. Whether you are free this Wednesday will be decided after our meeting. This answer shows the professional image: steady and thoughtful. Different positions need different professional images, so you need to adjust yourself according to your position and show your professional image.
Job promotion means that after years of hard work, influential people in the organization finally recognize you and are willing to promote you. It means that a new career journey begins and you have to face new challenges. As long as these five promotion challenges are clear, you can have a good start in your new job, and then form a virtuous circle and embark on a broader career path.