What problems should the "airborne soldiers" in the workplace pay attention to?

How do airborne troops carry out their work

As an airborne soldier, it is difficult to carry out work. In fact, everyone in the company can be said to be an airborne soldier except the boss, but we call the new managers recruited from outside the company, especially the middle and senior managers, airborne soldiers. So how should airborne troops work?

Remember that the first task of airborne troops is to survive. Only by staying in the enterprise continuously can we show our abilities and realize our ambitions. If you pat your ass and leave within a few days, nothing can be done. Of course, this is not entirely the problem of the airborne troops themselves, but also related to the whole cultural system of the enterprise and the courage of the boss. But in general, the most important thing is the action of the airborne troops themselves.

Steps 1 and 1 are to familiarize yourself with the situation, including personnel situation and business situation. How many people are there in your team? What is the personality of the personnel in each position? What is the business ability? What is teamwork ability? You need to know this, and then you need to know about the company and other departments related to you, including some senior employees, and you need to know from the side of abnormal channels. Otherwise, it is possible that what you did happened to stir up a hornet's nest and hit a relative of the boss, with disastrous consequences. Then familiar with the business, which is actually not the most important thing for airborne troops, but in solving some troublesome things, the more familiar the business, the easier it is to solve. In short, when you enter a new company, don't start work in a hurry. Don't let a new official take office with three fires. This fire is probably itself.

2. The second step is to focus on improvement. During the interview, we will know more or less what problems the company will have in its own business sector, or what aspects the superior needs to improve, so we can focus on these key points and don't expect to improve 100% at once. We just need a more obvious and bigger improvement. If it is a performance-oriented department, of course, it is necessary to rush performance. If it is a service-oriented department, then do a good job of service. Only with obvious performance improvement can we establish authority in front of superiors and subordinates and further improve.

3. The third is to strive for benefits. This is not for yourself, but for your subordinates. Not necessarily wages, but some welfare aspects, such as the improvement of the on-site environment, such as the adjustment of commuting time or the adjustment of some posts, are all possible. If you make certain achievements, you will have the right to speak in front of the boss. Some minor welfare improvements can basically be passed. For employees, these are obviously the good changes you have brought to them, and good changes are also the lubricant for your future work.

4. Fourth, communicate with your superiors, that is, communicate with your superiors more and understand their thoughts and expectations, including what you have been doing recently, your achievements, your plans, and perhaps some puzzles and difficulties you have encountered, and what resources you need from your superiors to support you. This is very important. As an airborne soldier, the foundation in the enterprise is unstable, and it is the premise to get the affirmation and support from the superior.

5. Fifth, improve the system, especially for some small companies and entrepreneurial companies. The system is very imperfect or even non-existent. Then when you encounter some problems, you can't reward or punish them accordingly. Companies can't always rely on people to manage, but on systems. It is necessary to sort out and improve the system, but we can't do it at the beginning because we can't see the effect immediately. You should do something that can see the effect first, and then turn to it. But we have to do it, because if we don't do it, there will be too many loopholes, and there will always be problems later.

6. Sixth, personnel training. When the previous 5 o'clock is almost done, you should focus on personnel training, because only if you have a group of people who can fight hard and have high management level can you make outstanding achievements, otherwise it will be very difficult for you to manage everyone by yourself. At this time, your foundation is relatively solid, and you can also consider making some organizational structure or personnel adjustments. Personnel adjustment does not mean that all unsuitable personnel must be fired, but whether they can be transferred to other departments or transferred to other departments can be considered, because some people may not be suitable in a certain position, but may be suitable in other positions, such as being at home, and try not to create confrontation for themselves.

In short, airborne troops should make a smooth transition, on the one hand, they should accomplish the goals given by their superiors, on the other hand, they should win the support of their subordinates. Communicate more in the process.