d****o
发帖数: 1055 | 1 看最近几个同胞遇到工作问题有感。开个贴一起讨论下怎么工作。
抛砖引玉：
公司跟公司不一样，文化也不一样，说一些我的理解吧。
1。知道谁能决定你performance和去留。
进去公司，先搞明白谁决定你的performance和你的去留。和他搞好关系，让他知道你
的进度。 例子，有的公司是manager决定你的performance，但是你干活主要跟 tech
lead或者senior。这个时候，你要想尽办法让manager知道你的进展，千万不要把你所
有的宝押在tech lead上面。知人知面不知心，你根本不知道tech lead会怎么在背后反
映你的performance给manager。我朋友就吃过这个亏。可以把这个关键人物叫做老板。
下面的老板都是指这一个人。
2. 做人比做事更重要
一个task 做得效果差个10%-20%没有人关心，但是和关键人物关系搞差了就很致命。时
时刻刻牢记这一条。
3。迎合老板和其它人的需求比做对事情更重要
很多时候你觉得一件事情应该这么做，但是老板不这么认为，那么你应该怎么办？迎合
老板需求更重要。有几个原因，1是符合做人比做事更重要原则，2是老板对问题理解更
深刻。3，即使做错了，那也是老板的责任，怪不到你头上。
4。多发email
留下书面证据，多把你干活的情况抄送给老板。也让其它人知道你在干活。如果英语交
流不行，我一个朋友的经验是：对于中国人，可以多口头交流，对于老外，多发email。
5。professional，对事不对人。
这也是我学到的最大一条，工作中讨论问题，永远对事不对人。我老板，一个老美曾经
给我说：“ 人都不傻，如果你对事不对人，别人也会知道，别人也会同样来对待你。”
6。公司内部，找到你的behavior mentor
遇到关于任何behavior的问题，比如怎么和某人更好的交流，咨询他。当然，作为初级
员工，如果能把你老板发展成你的behavior mentor更好，遇到什么工作中棘手的问题
，可以直接咨询老板。比如说某人block了你工作，某人把你做的活儿report成他的活
儿，某人对你的合作要求不上心。我的经验是老美比我们更善于处理这种事情。找老美
或者欧洲人作为career mentor更好，他们的回答往往简单，但是直接命中问题的本质
，他们的处理方式也更符合美国公司的要求。如果没有，可以让你老板帮你推荐一个人
。你老板乐于看到你的成长。 | d*******d
发帖数: 3382 | 2 赞经验总结！
【在 d****o 的大作中提到】
: 看最近几个同胞遇到工作问题有感。开个贴一起讨论下怎么工作。
: 抛砖引玉：
: 公司跟公司不一样，文化也不一样，说一些我的理解吧。
: 1。知道谁能决定你performance和去留。
: 进去公司，先搞明白谁决定你的performance和你的去留。和他搞好关系，让他知道你
: 的进度。 例子，有的公司是manager决定你的performance，但是你干活主要跟 tech
: lead或者senior。这个时候，你要想尽办法让manager知道你的进展，千万不要把你所
: 有的宝押在tech lead上面。知人知面不知心，你根本不知道tech lead会怎么在背后反
: 映你的performance给manager。我朋友就吃过这个亏。可以把这个关键人物叫做老板。
: 下面的老板都是指这一个人。
| f****l
发帖数: 8042 | | r****u
发帖数: 28 | | f********d
发帖数: 82 | | f********y
发帖数: 921 | 6 好帖
【在 d****o 的大作中提到】
: 看最近几个同胞遇到工作问题有感。开个贴一起讨论下怎么工作。
: 抛砖引玉：
: 公司跟公司不一样，文化也不一样，说一些我的理解吧。
: 1。知道谁能决定你performance和去留。
: 进去公司，先搞明白谁决定你的performance和你的去留。和他搞好关系，让他知道你
: 的进度。 例子，有的公司是manager决定你的performance，但是你干活主要跟 tech
: lead或者senior。这个时候，你要想尽办法让manager知道你的进展，千万不要把你所
: 有的宝押在tech lead上面。知人知面不知心，你根本不知道tech lead会怎么在背后反
: 映你的performance给manager。我朋友就吃过这个亏。可以把这个关键人物叫做老板。
: 下面的老板都是指这一个人。
| m********o
发帖数: 796 | | UK
发帖数: 119 | 8 赞
【在 d****o 的大作中提到】
: 看最近几个同胞遇到工作问题有感。开个贴一起讨论下怎么工作。
: 抛砖引玉：
: 公司跟公司不一样，文化也不一样，说一些我的理解吧。
: 1。知道谁能决定你performance和去留。
: 进去公司，先搞明白谁决定你的performance和你的去留。和他搞好关系，让他知道你
: 的进度。 例子，有的公司是manager决定你的performance，但是你干活主要跟 tech
: lead或者senior。这个时候，你要想尽办法让manager知道你的进展，千万不要把你所
: 有的宝押在tech lead上面。知人知面不知心，你根本不知道tech lead会怎么在背后反
: 映你的performance给manager。我朋友就吃过这个亏。可以把这个关键人物叫做老板。
: 下面的老板都是指这一个人。
| g********n
发帖数: 4054 | 9 好贴，加一条。
7。老板给你压担子时先不要提条件。先接下，明知需要加人手。
等具体开始需要时再提要求，合情合理。否则容易给人太过精明的感觉而不是踏实肯干
。因为信任最重要. | K****o
发帖数: 2183 | | | | T*******o
发帖数: 99 | 11 Mark!
【在 d****o 的大作中提到】
: 看最近几个同胞遇到工作问题有感。开个贴一起讨论下怎么工作。
: 抛砖引玉：
: 公司跟公司不一样，文化也不一样，说一些我的理解吧。
: 1。知道谁能决定你performance和去留。
: 进去公司，先搞明白谁决定你的performance和你的去留。和他搞好关系，让他知道你
: 的进度。 例子，有的公司是manager决定你的performance，但是你干活主要跟 tech
: lead或者senior。这个时候，你要想尽办法让manager知道你的进展，千万不要把你所
: 有的宝押在tech lead上面。知人知面不知心，你根本不知道tech lead会怎么在背后反
: 映你的performance给manager。我朋友就吃过这个亏。可以把这个关键人物叫做老板。
: 下面的老板都是指这一个人。
| l*****8
发帖数: 1083 | | l*****8
发帖数: 1083 | | w******r
发帖数: 3156 | 14 多谢分享宝贵的经验。
我觉得对于刚开始工作的人还有一点也许值得注意，就是不要太着急表现，一下把老板
的期望推得太高，以后因为各种原因达不到的话，可能会有负面影响。不如逐步地升上
来，这样老板会觉得你一直在进步。
【在 d****o 的大作中提到】
: 看最近几个同胞遇到工作问题有感。开个贴一起讨论下怎么工作。
: 抛砖引玉：
: 公司跟公司不一样，文化也不一样，说一些我的理解吧。
: 1。知道谁能决定你performance和去留。
: 进去公司，先搞明白谁决定你的performance和你的去留。和他搞好关系，让他知道你
: 的进度。 例子，有的公司是manager决定你的performance，但是你干活主要跟 tech
: lead或者senior。这个时候，你要想尽办法让manager知道你的进展，千万不要把你所
: 有的宝押在tech lead上面。知人知面不知心，你根本不知道tech lead会怎么在背后反
: 映你的performance给manager。我朋友就吃过这个亏。可以把这个关键人物叫做老板。
: 下面的老板都是指这一个人。
| r******l
发帖数: 10760 | 15 虽然是好帖，但是似乎跟jobhunting不相干啊，发到working版更适合。 | a******o
发帖数: 261 | 16 At a higher level, 3 major principles guiding all of your office actions:
1) empathy - put yourself in your peers, your underlings, your boss, your
customer's shoes - what are their motives, interests, perspectives, and how
do you take that into consideration when you want to achieve what you want?
the more you can think like them and speak/write in a language that resonate
with them, the more likely you will achieve your goal.
2) expectation management: satisfaction = result - expectation. you can
achieve your result, but if the expectation of your boss was very high, then
in his mind you might still be seen as a failure. at the same time, i do
not promote lowballing either - no one likes to give work to a CYA type who'
s always pessimistic and looking for excuses ahead of time. this is a
delicate balance and it's an art from that's at the core of every consulting
company.
3) visibility management - you need visibility in order to move ahead. sure
every now and then you get a great boss who appreciates everything about
you and actively tries to move you ahead, but absence of that, you need to
create visibility / brand name inside and outside of your team. Note this
is NOT about blasting everyone on everything you have done - there are much
more subtle and tactful ways to do that (a general rule of thumb is always
put your accomplishment in the context of the specific goal that the
organization is trying to achieve - that way, you are seen as a team player
as oppose to someone bragging.) And executive meetings are never a place to
doze off - a few well timed and insightful comments will go a long way to
make an impression on your skip bosses, who, along w/ your boss, will
determine your future.
More specifically, it's all about being professional:
a) hard work and intelligence is a given - i.e., it's assumed you have both,
or put it another way, don't think these two by itself is going to be your
competitive advantage
a) be punctual - be at work and meeting on time
b) always be prepared at meetings - w/ notebook and/or computer taking notes
c) be reliable - if you say you will do something by tomorrow, do it
d) at the same time, if you know you can not do something, better to
communicate that now than later
e) be courteous and respectful - even if someone doesn't know what
he/shes' doing - trying to help out as oppose to be condescending - there
will be times you will be at the other end
f) be proactive - if you see something that needs to be done, take
initiative
g) be a good teammate - will others like to work with you?
h) don't be drama queen - this is especially true for women - getting
emotional (worse yet, crying) might get you sympathy points, but you have
lost all professional respect going forward. there's one school of thought
that if you mother is in the hospital, you dog died, and you didn't have a
place to sleep over the weekend; if someone asks you how you are doing on
monday, you respond "everything is great!" now i don't subscribe to that
completely but you get what i am saying here.
i) there's more... but when in doubt, refer to the principles above | s*******m
发帖数: 384 | 17 Nice.
对工作是尽量做好。但也别太上心
对大多数人 就是个挣钱的手段。开心就干 不喜欢就换。
洒脱点好。活的轻松愉快。为公司奔命没意思。
how
?
resonate
then
who'
【在 a******o 的大作中提到】
: At a higher level, 3 major principles guiding all of your office actions:
: 1) empathy - put yourself in your peers, your underlings, your boss, your
: customer's shoes - what are their motives, interests, perspectives, and how
: do you take that into consideration when you want to achieve what you want?
: the more you can think like them and speak/write in a language that resonate
: with them, the more likely you will achieve your goal.
: 2) expectation management: satisfaction = result - expectation. you can
: achieve your result, but if the expectation of your boss was very high, then
: in his mind you might still be seen as a failure. at the same time, i do
: not promote lowballing either - no one likes to give work to a CYA type who'
| c*****3
发帖数: 1655 | 18 Mark! THANKS!
how
?
resonate
then
who'
【在 a******o 的大作中提到】
: At a higher level, 3 major principles guiding all of your office actions:
: 1) empathy - put yourself in your peers, your underlings, your boss, your
: customer's shoes - what are their motives, interests, perspectives, and how
: do you take that into consideration when you want to achieve what you want?
: the more you can think like them and speak/write in a language that resonate
: with them, the more likely you will achieve your goal.
: 2) expectation management: satisfaction = result - expectation. you can
: achieve your result, but if the expectation of your boss was very high, then
: in his mind you might still be seen as a failure. at the same time, i do
: not promote lowballing either - no one likes to give work to a CYA type who'
| a******o
发帖数: 261 | 19 these are just the rules of engagement.
knowing the rules will allow you to play the game more efficiently - how
well you play depends on how deep and at what level you understand my points
. believe me, each one of the guiding principles i can write a book about.
and you can leverage all this in a number of ways - and getting ahead doesn
't always have to be the only way.
but if you don't play by these rules, i.e., just bow your head down and only
worry about the task at hand and not contemplating about all the other
elements that are, IMHO, just as important if not more so than technical
competency - you might end up working your ass off while still getting bad
reviews, wondering why you don't get the recognition while be the first on
the layoff chopping block.
【在 s*******m 的大作中提到】
: Nice.
: 对工作是尽量做好。但也别太上心
: 对大多数人 就是个挣钱的手段。开心就干 不喜欢就换。
: 洒脱点好。活的轻松愉快。为公司奔命没意思。
:
: how
: ?
: resonate
: then
: who'
| x*******u
发帖数: 50 | | | | d*******d
发帖数: 3382 | 21 是啊，做好这些，才能事半功倍，自己老板都开心。
points
.
doesn
only
【在 a******o 的大作中提到】
: these are just the rules of engagement.
: knowing the rules will allow you to play the game more efficiently - how
: well you play depends on how deep and at what level you understand my points
: . believe me, each one of the guiding principles i can write a book about.
: and you can leverage all this in a number of ways - and getting ahead doesn
: 't always have to be the only way.
: but if you don't play by these rules, i.e., just bow your head down and only
: worry about the task at hand and not contemplating about all the other
: elements that are, IMHO, just as important if not more so than technical
: competency - you might end up working your ass off while still getting bad
| d*******d
发帖数: 3382 | 22 这个总结的很好，是你自己总结的还是有类似的tutorial?
how
?
resonate
then
who'
【在 a******o 的大作中提到】
: At a higher level, 3 major principles guiding all of your office actions:
: 1) empathy - put yourself in your peers, your underlings, your boss, your
: customer's shoes - what are their motives, interests, perspectives, and how
: do you take that into consideration when you want to achieve what you want?
: the more you can think like them and speak/write in a language that resonate
: with them, the more likely you will achieve your goal.
: 2) expectation management: satisfaction = result - expectation. you can
: achieve your result, but if the expectation of your boss was very high, then
: in his mind you might still be seen as a failure. at the same time, i do
: not promote lowballing either - no one likes to give work to a CYA type who'
| s*******m
发帖数: 384 | 23 你写的挺好。尤其年轻人会很受益。
工作了八九年 跳了好几个公司 看了很多公司经济行业的变化 太多的斗争
残酷和血雨腥风 裁员 上位 拍马 滚蛋。觉得公司或工作就这么回事。
有点麻木 有点无所谓了。
自己机灵点 找个挣钱多的地方。身体健康 心情放松。过好自己日子 孩子教育好。
对在公司爬corporate ladder没动力。
points
.
doesn
only
【在 a******o 的大作中提到】
: these are just the rules of engagement.
: knowing the rules will allow you to play the game more efficiently - how
: well you play depends on how deep and at what level you understand my points
: . believe me, each one of the guiding principles i can write a book about.
: and you can leverage all this in a number of ways - and getting ahead doesn
: 't always have to be the only way.
: but if you don't play by these rules, i.e., just bow your head down and only
: worry about the task at hand and not contemplating about all the other
: elements that are, IMHO, just as important if not more so than technical
: competency - you might end up working your ass off while still getting bad
| a******o
发帖数: 261 | 24 This is all I can make up in 10 mins. ;)
【在 d*******d 的大作中提到】
: 这个总结的很好，是你自己总结的还是有类似的tutorial?
:
: how
: ?
: resonate
: then
: who'
| t*****n
发帖数: 4908 | 25 6 不完全。
中国人在美国职场不能指望career path。说白了就是基本没希望。跳槽是加薪和升职
的唯一办法。
【在 d****o 的大作中提到】
: 看最近几个同胞遇到工作问题有感。开个贴一起讨论下怎么工作。
: 抛砖引玉：
: 公司跟公司不一样，文化也不一样，说一些我的理解吧。
: 1。知道谁能决定你performance和去留。
: 进去公司，先搞明白谁决定你的performance和你的去留。和他搞好关系，让他知道你
: 的进度。 例子，有的公司是manager决定你的performance，但是你干活主要跟 tech
: lead或者senior。这个时候，你要想尽办法让manager知道你的进展，千万不要把你所
: 有的宝押在tech lead上面。知人知面不知心，你根本不知道tech lead会怎么在背后反
: 映你的performance给manager。我朋友就吃过这个亏。可以把这个关键人物叫做老板。
: 下面的老板都是指这一个人。
| g********n
发帖数: 4054 | 26 10分钟就提醒了很多人。谢谢。
【在 a******o 的大作中提到】
: This is all I can make up in 10 mins. ;)
|
|
