? Six occupational crises that managers fear.

Everyone will go through a crisis. Money, wisdom, power and success can't ensure staying away from the crisis. In fact, these factors usually backfire and fuel the crisis!

When you feel that there is a painful gap between hope and reality in your life, it means that the crisis has come to you. Managers will encounter many crises. Only by understanding them can we face them bravely and propose targeted solutions.

■ Personality crisis: "I must have a sense of belonging to the group"

Teamwork, integration into corporate culture, encouraging feedback, seeking the participation of stakeholders and making compromises. If appropriate, these are good signs. But when the manager puts these things above everything he does, it means that the crisis is coming. This is the crisis of personality deficiency!

If the manager feels that he is in a larger and more important group, he will feel better about himself and the crisis of personality loss will begin to stand out. Managers try to blend in with the organization. People like him very much. He seems to be a perfect "company man".

Generally speaking, it is difficult for managers who encounter the crisis of personality deficiency to adhere to an enterprise strategy and implement it persistently. Driven by a strong desire to please others, he usually changes his plans and tries to do something to please others instead. As a result, nothing he did touched the status quo much. In addition, no matter how inefficient the employees who support him are, he will try his best to cover up their weaknesses. He has no patience with new employees who openly challenge the status quo. Over time, he may build a kingdom of employees with low competitiveness.

When management or direction changes and managers are asked to make some unpopular decisions, such as cutting some favorite product lines or reorganizing departments, crises often break out quickly. Managers are incapable of making such decisions. He hopes all the members like him, and he is very confused about the decision he is asked to make now. In the past, his loyalty was rewarded, so he continued to do so. This got him deeper and deeper. Some people began to regard him as an "old school" that must be abolished.

To counter the crisis of personality deficiency, managers must first realize a problem: most of the important decisions they make in their personal life and career are to win the approval of others.

Secondly, what managers need to do is to strengthen their own beliefs, no matter what others think. No matter what kind of crisis you face, you must have enough courage! Managers must understand that if others see him defending what they think is important, then others will accept him and respect him. They may not agree with him, but they respect him and dare to stick to their own ideas.

This does not mean that he should openly oppose the mainstream direction of the organization. He should choose a gentler way. A manager can start with some small things that he can express his opinions to powerful people, or he can start with some unimportant problems or projects.

Managers must understand that success has nothing to do with being loved. In fact, most of the greatest managers in the world are not deeply loved by employees. This is the rule as a manager: there will always be people who don't like the way you work. Success is to realize your life ambition, and it has nothing to do with how many people like you.

■ Inferiority crisis: "I need dominance"

"If I want to win, everyone else must lose." The way of the workplace, every man for himself, the devil takes the hindmost. These thoughts reflect the crisis of inferiority. He believes that if other people-colleagues, bosses and employees-become a stumbling block to his goal, he will defeat or destroy them sooner or later. For him, to survive in the workplace, he must prove that he is better than other colleagues.

The tragedy is that on the one hand, managers think they are inferior to the people around them, on the other hand, they constantly prove to others that they are not inferior. This line won't work. He still feels inferior when he gains something.

When managers lose the majority support in the organization because of behind-the-scenes transactions and self-boasting, a crisis arises. He is friendly to those who can help him, but he only uses them to achieve his own goals. Over time, other managers will see through his tricks and stay away from him unless he is so powerful that others can only succumb to him. In either case, everyone is quietly expecting his "death". Once he is in big trouble, others will stand by and watch.

For this type of manager, it must be noted that at first glance, he appears very confident and authoritative. When dealing with employees, he acted as if he had never doubted himself. Generally speaking, these managers are not the same as the type of inferiority you think. But what you see is a lie. Managers with low self-esteem usually show the image of being in power and controlling everything to make up for their self-doubt.

Managers who are in the crisis of inferiority should realize that they feel that they are constantly competing with the people around them most of the time and always feel that they are at a disadvantage. Sometimes, he is forced to pursue the expected goal that he can't achieve. When he was a child, his parents, coaches or teachers all wanted him to be an extraordinary person, but no matter how hard he tried, he always showed unsatisfactory performance.

Through gradual efforts, managers who suffer from such crises can become less bossy. A manager must summon up courage to participate in the activities of a group in which he is not dominant. He must learn to decentralize and let others shine. The more he adopts this method, the greater his courage will be. Once he gains enough self-confidence to let others thrive, it will not only hinder his career development, but will help him.

■ Isolated crisis: "I am disappointed in others"

Although the manifestations of this crisis are various, they all have a unique feature: an obstacle has been established between managers and their departments and other departments of the organization. Why do managers like to isolate themselves? The answer is simple: power. Without the intervention of other departments, managers can establish their own kingdom, and one person has the final say!

The power he pursues is the kind of power that can protect himself from others. In almost all cases, the isolation crisis was triggered by what he thought was "betrayal". There are many forms of betrayal, such as the promised promotion being rejected, a colleague stealing the work results, or being betrayed by other managers. Therefore, the manager retired to the second line, defined his own territory, acted as the ruler and firmly protected himself.

This kind of manager lacks patience with the shortcomings of other managers and is too sensitive to things that are unfavorable to him. He became more and more paranoid and inflexible, blindly using standard procedures and policies as an excuse not to change. These policies can protect him from the harm he thinks may cause to his career. He insists on the status quo because he thinks it is safest for himself.

The core of the isolated crisis is excessive concern about "betrayal". Over time, managers will feel betrayed and disappointed about some important people in their lives. He will feel this way as if no one else can trust him. Such managers can't understand a key element of human nature-shortcomings. He expects everyone else to be perfect. When others have such defects, he feels more and more untrustworthy.

This kind of manager needs to know that he always flinches when dealing with difficulties. When he sees the warning signs of difficult projects, he will find an excuse to escape. Retreating in the face of difficulties often makes the problem deteriorate rapidly.

Such managers need to have the courage to accept the fact that no one is perfect. This means that everyone else will make mistakes and let him down. But that doesn't mean others can't be trusted. He must also accept that he is also a flawed person, with shortcomings and weaknesses. When others make mistakes, he shouldn't blame others, but should spend time analyzing the reasons for such mistakes and whether he will make the same mistakes again. In this way, he can get along well with others.

Dan is the executive director. The number of his employees is always changing. The only constant is that few employees can stay for more than one year. Dan is bound to find the shortcomings of the staff. Once he finds out that the staff have made mistakes, his attitude towards them will cool down and he will criticize them constantly like a strict parent. Before long, employees will find that they are no longer favored, so they will soon jump ship.

Through the following gradual improvement, Dan accepted the fact that he and his employees have shortcomings. First of all, whenever he criticizes employees, he will sit down and write down three reasons why he may make the same mistake. Although this method is simple, it is very effective. He will understand that shortcomings are common mistakes, not fatal defects. A few months later, Dan finally realized his mistake and the employees began to look at him with new eyes.

■ * * * played down the crisis: "I don't like my success"

Imagine this scene: you wake up one morning and suddenly find yourself a stranger in a strange world. Everything is so familiar-your residence, your partner, your job, but everything is so strange. "What kind of life is this?" You are surprised. "How did I become like this? It's as if you suddenly realize that what you have spent decades creating is actually not the kind of life you dreamed of. This kind of life is not bad, but it is not the life you want to create.

Of all the crises, this one is more destructive on many levels. It is difficult for a manager who has experienced this crisis to clearly describe what is bothering him. * * * Desalination crisis is not the disillusionment of dreams, but the loss of dreams. Do you really want to be a senior manager, not a professional athlete or musician? You dream of owning your own business? You don't want to write a best-selling novel anymore?

Almost overnight, once loyal and hard-working managers began to behave strangely. In some cases, it is similar to what we call a "midlife crisis". A manager may leave his wife and buy a sports car; Maybe quit your enviable job on the spot; Maybe be late and leave early; Work is no longer active. He treats his colleagues and the company with a cynical attitude. He looks tired, uneasy and even a little anxious. He blamed his dissatisfaction on others.

Worried about their feelings led to the outbreak of the economic recession crisis. The manager decided to stop trusting his feelings and think that others knew better what kind of life he should live. Maybe after years of rejection, they no longer believe in their feelings. Their basic life script is: "I can't believe my feelings. Their bad influence will make me lose my way. 」

? In order to solve this crisis, managers should first study and respect their own feelings. He can adopt another brand-new behavior mode. The old model may be like this: think and act regardless of your feelings. The new model is completely different: you must understand your feelings before you think and act.

Before trying to solve the problem, managers should consciously ask themselves: "How do I feel about this? By doing so, he no longer feels uncomfortable with his feelings, and he understands that feelings no longer control him. Keeping a diary may help him. Every day, he can write down some of his feelings about what happened that day. Another way to build courage is to get out of your comfort zone and take action.

■ Responsibility crisis: "I am too busy to concentrate"

Busy, polite, non-stop meeting, non-stop talking. These may be the first impressions left by managers who are deeply involved in the responsibility crisis. On the surface, everything seems to be fine. But from a deeper perspective, you will find that such managers are busy every day, but they lack the focus of their work. In fact, he should have refused others' control of his schedule long ago so that he could concentrate on any project. But he didn't. He allowed himself to be pushed left and pulled right.

* * * recession crisis is the most obvious and painful of all crises, and the crisis of taking responsibility for work is the most subtle one. This kind of manager seems to be hardworking and motivated. But in fact, they are all experts in dodging, afraid of dodging projects that require full devotion. They always confuse work with workflow. They always feel dissatisfied and robbed. They are often indignant at the promotion and bonus of other managers.

This manager has a knack for his work: recruiting subordinates to cover for him. These subordinates have outstanding abilities and are willing to do the work they left behind. Because subordinates pay attention to details, such managers can survive. Of course, because subordinates often do the boss's work and make decisions for the boss, they are very painful inside and usually choose to change jobs in the end.

In fact, behind the accountability crisis is the fear of failure. If the manager is not committed to a task, then failure will not happen. When managers suffer the most extreme consequences of failure, they often have fear of failure.

The prescription to help managers who are in deep crisis of responsibility is as follows: Failure is an inevitable part of life and human beings. Besides, he must understand that failure is the mother of success and not all failures are punitive. In most cases, failure is only the result of many factors beyond his control.

The secret of solving the responsibility crisis is that managers must treat their own shortcomings correctly. As long as he continues to deny the existence of shortcomings, he will still dodge situations that may show his weakness. When you face your weaknesses bravely, you have overcome them. As long as he knows his shortcomings, he can find many ways to effectively avoid his weaknesses from hurting himself.

In addition, managers must give up control to some extent. Being responsible for work means giving up control of certain things in life. This is the truth and the basic fact of human nature. Avoiding job responsibilities will not increase managers' control over their career development, but will reduce it. When a manager accepts an arduous project, studies it carefully and then completes it successfully, he will create a successful record, which will bring him more career choices.

■ Confidence crisis: "I am not capable of being promoted to a high position"

A manager got a good promotion opportunity. But the thought that he couldn't cope with the requirements of his new job skillfully knocked him down by this panic. He said, "I'm a liar! Don't they know that I don't know what I'm doing? " As a result, he began to forget the time of the meeting, often being late and not fully prepared. Suddenly, he became more and more harsh on his subordinates. His problems piled up and he was finally fired.

Whenever you see someone taking stupid actions-sometimes even deliberately-to ruin their successful career at one fell swoop, it is usually a crisis of confidence! He thinks that his ability is limited and he should not be so successful. This feeling made him feel very uncomfortable, so he began to be passive.

Quite a few managers have suffered a crisis of confidence. They don't believe they will succeed. This feeling makes them very uncomfortable. They think they are imposters of successful managers. When such managers find themselves in an unfamiliar environment, such as a new job, this crisis will intensify. Because managers don't believe in their own abilities, they can't stand even the slightest criticism from others. They will overreact to such criticism and keep others away from them. He hates confident managers, and when dealing with them, his tone is usually full of gunpowder. In the eyes of managers in crisis of trust, every move of confident managers is a kind of provocation.

In life, such managers are always careful to avoid situations that may completely stretch their abilities. He has never evaluated himself, and he doesn't know how strong he is or how weak he is.

The key to building a manager's self-confidence is that he must know what he can bring to the company. Only when he understands this, will he devote himself wholeheartedly to the field he is sure to succeed. There are many ways to help managers test their talents.