After promotion


  Congratulations, you have been offered a promotion. In addition to being excited, you will secretly worry. You think of the famous “Peter Principle”: Every employee will be promoted to the position of his incompetence. An excellent engineer may not be an excellent corporate president, and a first-class scholar may become a mediocre university president. You will be afraid, what to do is different, can you do better?
  Your concerns are not unfounded. It’s true that some people screw up after being promoted. So why? It is because they failed to understand the changes in the situation and failed to make timely adjustments according to the changes.
  All these people have one thing in common. They think: The reason why I will be promoted is that the original job is done well. Then, the superior must hope that I will continue the previous performance. This kind of thinking is destructive. Continuing to work in ways you know and do well, and avoiding unfamiliar ways, puts you in a state of denial of reality.
  Many transformation losers will also fall into an “action trap”. That is, they think, I have to act and do something. However, if you fail to consider the challenges that may be encountered during the transformation, and act rashly, you will encounter more resistance, make yourself an outsider, and suffer greater attacks.

  So how do you avoid screwing things up after getting promoted?
  As you ascend to a higher position, your field of vision will expand. When you look at problems, you will no longer be limited to your own major and your own department, but will take into account all aspects. This requires you to change from a specialist to a generalist, be able to quickly enter a new field, and grasp the core and key knowledge in the new field in the shortest possible time.
  As you rise to higher positions, the way you influence others changes. When you are only in charge of a small team, the way to influence others is more by authority and command. This is like a grassroots commander who wants to become a role model for soldiers, directly issue combat orders, and take the lead in charging. But when it comes to commanding an army, the decisions get murkier. The cause and effect of an event are more complicated, more variables are involved, and the result is more uncertain. At this time, you need to learn to decentralize and assign tasks to the right people. Let those who can hear the artillery fire on the front line have more initiative.
  As you rise to higher positions, the nature of decision-making changes. Decision-making will be constrained by more factors, that is to say, whether a thing can be done or not depends not only on the thing itself, but also on the various intricate interest contests surrounding this thing. How to make your friends more and more and your opponents less and less is a new challenge. Gaining popular support has also become more important. At this time, you have to learn to use the wholesale communication method instead of the retail communication method-the retail communication method is to influence others one-to-one, and the wholesale communication method is to influence others one-to-many. At this time, you will find that you seem to have become an actor.

  The People’s Liberation Army has a tradition of fighting wars. It attaches great importance to the first battle, and the first battle must be won. For example, in the Pingxingguan victory, the main force of the 115th Division was concentrated in this battle to carry out an annihilating blow to the first part of the 21st Brigade of the 5th Division of Itagaki, an elite Japanese army. During the War to Resist US Aggression and Aid Korea, the first battle between our army and the US military was the Battle of Unsan. After 3 days of bloody fighting, the 39th Army encircled and wiped out the 8th Regiment of the 1st Division of the US Cavalry and wiped out most of them.
  The first battle must be won. On the one hand, it is to increase self-confidence and boost morale; on the other hand, it is also to get familiar with the new situation and obtain as much battlefield information as possible. In the same way, when you are in a higher position and want to do a new thing, you must also pay attention to the first battle, and you must win the first battle. This means that you have to choose a limited goal, concentrate energy and resources to find a breakthrough first. Just assuming office, it is most taboo to attack from all directions. If the stall is too large, it is inevitable that one will lose sight of another. You must win the first battle, and you will find that a small success can unlock many quest lines later, giving you more opportunities, and one good thing can be connected to another good thing.
  Winning the first battle in the workplace also means that you are creating your own tribal culture. There are many capable people in an enterprise, and there are many ways to accomplish one thing, but what kind of way do you want team members to do things more? To what extent is individual heroism tolerated? To what extent are subordinates forced to obey their superiors? The first battle was also a field exercise. Team members need to define the boundaries of what to do: what is considered successful and what is not. A team’s culture is built from the day it is born.

  The last point, and possibly the most important. If you want to transform successfully, if you want to win the first battle, you have to find the success that is most likely to be noticed by your superiors.
  Earning the trust of colleagues and subordinates is of course important, but how your superiors see you is also critical. Even if you don’t completely agree with your superior’s approach, when thinking about which battle to fight first, you still have to learn to think about problems from the superior’s perspective first, and first solve the problems that the superior cares about.
  General Powell once served as the chairman of the Joint Chiefs of Staff. When he was brigade commander, there was a set of so-called modern management evaluation evaluation standards in the US military. From the brigade to the battalion, from the battalion to the company, a form must be filled in and reported every month. Powell disagreed with this approach, but he did not confront his superiors. His strategy is to make great efforts to grasp all the evaluation indicators, and then he can free up his hands to do what he thinks he should really do.