The technology has soared. The speed at which we communicate, with which we move, with which we learn, with which we open and close the stages, eat or cook, the business world, on the other hand, has not been so far removed from this dynamism and that is why more and more people accumulate their pilgrimage through various companies , come and go, and if there is one thing that new entrepreneurs are clear about is that workers, however essential, are always replaceable. In this article, we’ll address three key points so you can successfully take on a new position of responsibility.
Entering an organization is always a complicated process, in many companies there are very specific explicit rules and in each of them there are other types of rules that are not written anywhere, but that all those who work in this particular environment assume and comply. Non-compliance with these rules is not grounds for dismissal, or at least it is not, but respecting them is a sign of adaptation and good work, and it is desirable that we successfully accept a new position. Hence the first observation?
- The first recommendation to successfully accept a new position is compliance.
- To observe how people behave in a similar situation: initially.
- If they survived.
- It would not be a bad idea to imitate them.
- It is also important to observe and replicate the communication model company.
- Both with those in positions higher than yours and those of lower positions.
In this sense, identification arises from observation. The virtues and flaws of his new work. Roles that everyone has, in the case of small offices or departments: the optimistic, the useful, the distant, the worker, the volunteer, the selfish, the interested?This will lead to the latest of the most important identifications: needs. Consider that if, in addition to doing your job, you can make a significant human contribution to the business, your assessment is more likely to improve.
The second recommendation to take on a new position is specifically related to relationship care and sensitivity. The people above you on the chart are important, but even more important are the ones below. Often, in a way, these people make up your team, they are the ones who can bring out your work like no other or that can ruin everything. You depend on them, and the higher you are, the more dependent you are.
Know, know what you’re doing, how you’re doing it. Don’t take it for granted, ask. Even if you ever get the chance, put yourself in his place. You won’t have a better perspective than what part of what they offer is acceptable and which part can be exaggerated or inaccurate. Also, don’t try to make decisions for them or for them, and avoid any condescending initiatives you can imagine. As for the decisions that need to be made for your position, remember that these are the people who know you best. Listen and count on them to make changes. In this way, you will get their involvement more easily and strengthen the communication bridges.
On the other hand, avoid falling into errors: take less assertive measures not to consider the variables you ignore or mis-calculate their subjective value, for you to eliminate a five-minute break may be nothing, but for an employee it can be a lot if, for example, you use this time to disconnect between two very heavy tasks.
The third recommendation to take a new position is related to motivation, in this sense remembers that a bad motivational policy can be much worse than just not having any, so one of the most common ways to motivate is recognition: this is what everyone so desperately needs. This form of motivation is not bad at first. Well done, it values what a worker does well and how ?, gives us space to ask for effort in the points where he needs to improve.
However, for motivation to be effective (and not end up discouraging the worker), it must be timely, that is, motivation is a process, not something that can be achieved overnight. You’re wrong if you try to grow and harvest at the same time, if you just pat yourself on the back when you need something from someone, think that when we detect this strategy in others, we disconnect from what they tell us at first and simply maintain demand, so that strategy can be counterproductive. “And this one, what do you want now?”
In addition, another key ingredient for your motivational measures to work is that they are tailored, specific and not general, forget about ‘I love your job’, ‘you are the best’, these phrases are comfortable, but in the long run they are unproductive. They are manual phrases and do not imply a real appreciation of anyone’s work. “I’m the best, but what do you like about my job? Why do you think I’m doing something right?”
Unfortunately this is much more common than desired: there is little effort and the results in the first place are not bad, the problem is that the manipulation is usually very crude and that the person will soon identify this type of assessment as false and impersonal. And who likes to be manipulated? To value work in this way is to tell the worker one way or another that what he is doing has so little merit and difficulty that he has not even bothered to know it.
These are perhaps the most important psychological recommendations for successfully assuming a new position. Understand that income is a consequence of many factors, especially the human factor, hence the need to take care of this factor and seek honesty in communication.