There are hundreds of kinds of workplace ecology, in each stage of career development, the problems faced are also very different.

Frustration and sense of accomplishment at work often happen staggered, dealing with "things", we are more often because of "people" and into glue, partners lead and get along, sometimes than do things themselves more difficult to fight.

Women's fan co-founder Yu Xuan said in the sharing: A job is simply two dimensions: things, people, they are dynamic development.

Also because people, things affect each other, so as a mature worker, mature leader, but also must be achieved and bring people to take a good balance between, only balance and build good trust, in order to bring stable development conditions for the team.

This time, women fans opened a room chat on the voice community platform Clubhouse to respond to readers' questions.

Here are answers from Audrey, editor-in-chief of Women's Fans, Co-Founder and CEO of Women's Fans, and Disney, Chief Operating Director of the School of Business Thinking, when interacting with readers at Clubhouse.

Photo|Photo by Akson on Unsplash

Q: As a mature worker, how do you set goals?

Women's Fan Editor-in-Chief Audrey:

Goals should be divided into two kinds: one is a pragmatic digital goal, the other is the goal of the team's spiritual significance, these two things, I think equally important.

Team members must be clear about what this growth number means to us, and what we mean behind it, in addition to revenue numbers, is to give partners a sense of accomplishment and know what they're trying to do.

Q: As a team leader, how do you motivate your partners?

Women's Fan Co-Founder and CEO Zhang Weixuan:

The bigger the team, the harder it is for everyone to align themselves with the ideas and passions of their supervisors and operators.

So I would suggest being a supervisor and the boss of a company to be clear: What is our purpose in this task?

As a leader, you need to understand very well what mission and goals are, and think about the second dimension: what do the partners who work with us in the team care about?

For example, I started a women's fan in the hope of making everyone fearless, but does it have that much push for everyone in the company? I don't think so.

As a supervisor, you have to help your partner see what he "can accomplish" and "how he can grow the company" in the job, and that growth makes sense to him.

If the supervisor just puts his imagination's passion on the team, it can easily lead to situations such as inconsistencies in your meaning. As leaders, we should understand, be curious, and discover what our partners mean at work, and even what it means to help team mates find tasks together.

Q: As a worker, how to adapt the tasks that come with it?

Director of Operations, School of Business Thinking Disney:

At all stages of the work, this experience is bound to be there.

I started out as a product manager in the past, and the situation was that if you could carry it, people would throw things up.

So for a worker, you have to learn to ask yourself " what is the most important thing in the company" and then rank it by importance. Of course, in addition to thinking about the company, consider yourself, and you can think about which project you choose at this point, which project is best for your personal goals, or what is the most valuable thing for you?

In the face of the ensuing task, after weighing, to come up with the courage to refuse. After all, a person is only one person who is strong.

Disney, Chief Operating Director, School of Business Thinking

Women's Fan Editor-in-Chief Audrey:

I think this problem can be thought in different directions at various stages.

New to the workplace workers, can have things I do, learning is my thinking, at this stage do not fear things too much, to allow themselves to accumulate more can learn professional skills.

Then in the middle-level supervisor, small supervisor, the main understanding at this time is to stand in different positions to promote the task to happen well, this stage should learn to balance things priorities, what can do to bring the greatest value to the team, can bring the greatest contribution to the team will be the best decision. It is recommended that you put your career stage into thinking about it.

I do things, learning is mine.

Women's Fan Editor-in-Chief Audrey

Q: Is there any mechanism for team recruitment to more efficiently screen out who they want?

Director of Operations, School of Business Thinking Disney:

I have a lot of interview experience, but also to the middle and late only found that we can not put their organizational culture and values clearly is the most important.

It's best not to say what the founder says, or the company's big goal, but to be in an executive position, and you have to know who you need, because a lot of the people you work with are you, not the founder.

Interviews are difficult, after all, how do you meet someone in two hours?

Therefore, I suggest that the reference value of the interview is less than 30% , but we can still judge whether the candidate is suitable through the mandatory questions . As I usually ask, here are four things:

  1. How to deal with setbacks, there is no experience of giving up?
  2. What's uncomfortable with some work, cooperation?
  3. Where are your mines?
  4. What is the customary way of working together?

As a supervisor and interviewer, you can only piece together a portrait of the information given by the other person to identify whether he or she is fit for the job.

Photo |PIXTA

Q: As an airborne supervisor, is there any way to gradually develop your leadership and convince your team?

Women's Fan Editor-in-Chief Audrey:

Airdring comes to a new team and needs to understand how partners are operating and think about how to move forward with new tasks.

I think, on a personal level, you also have to ask yourself, "What can be done to bring the most value to the company?" Then start to synchronize information, with the internal team to have communication, before the delivery, if you do not understand the original operation of the team's operation, you can carry out 1 on 1 communication, cross-group, the same group, project, outside the project communication can be very quick to understand the team, and a person's card clearance.

Furthermore, you can set clear milestones for yourself and keep track of your work goals.

When the new official takes office, he will certainly be very kind to push a lot of things to happen at the same time, so it needs to be sorted out.

As a leader, you have to communicate with your internal partners before you can do it.

Women's Fan Editor-in-Chief Audrey

Q: What are the tips for managing up?

Women's Fan Co-Founder and CEO Zhang Weixuan:

Whether it's airborne supervisors, cross-departmental transfers or promotions, there are actually different challenges.

A job is simply two dimensions: things, people, they are dynamic development.

There are three corresponding groups of people in charge of airborne: upper (upward management), middle (self-management), and leadership partners (down management), much like the traditional wisdom: heaven, earth, and people.

When it comes to how to take someone, when you're in a department, you need to start building principles so that your partner knows how to work with him. Not just the people he leads, but also the heads of different departments at the level, who also need to build new boundaries through the establishment of principles.

With regard to upward management, the most important thing is to build a sense of trust, that is, consensus-building.

The most important thing you need to do to establish an effective trust mechanism in a short period of time is to talk to your supervisor 1 on 1 before deploying 1 on 1. All subsequent decisions will be right as long as the main direction of development of the department is clarified and exactly what is to be done.

When you get into a new team and it's a waste of time, all your answers have a chance to be the right one.

Women's fan co-founder and CEO Zhang Weixuan

Manage small steps up:

  1. Before you begin, remember to confirm with your supervisor what milestones are looking forward to this task.
  2. Establish trust relationships and reward mechanisms with your supervisor on a regular basis of 1 on 1.

A phased effort to establish digital goals and team morale goals with your supervisor can help you stay free of worries about airdring and make your supervisor your best help.