职场经验| 如何摆脱“职场人设”困境

2018-11-27 14:30:52 职场经验 132 views 职场经验
[导读]:本文(《 如何摆脱“职场人设”困境》)由来自白银的读者投稿,并经由本站(海南人才网)结合主题:职场经验,收集整理了众多资料而成。主要记述了her等方面的信息。相信从本文您一定可以获得自己所需要的!

品牌这个词往往被用在产品上,但很少有人意识到我们每个人在生活中都有自己的品牌,或者说的通俗一点即“人设”。职场中的人设决定了很多事情,甚至跟一个人的升职加薪直接挂钩。

图片

下面是对号入座时间,不论你是职场小鲜肉还是老腊肉,都难逃下面三种职场人设困境。

情景一

小A半年前是以实习生的身份进入公司,大家都把TA当作职场小鲜肉,总是把杂活教给TA做,也经常开开玩笑,叫他“小实习”,后来小A转正了,大家似乎并没有从他“实习生”的印象中抽离出来,打印复印,拿快递的话依然丢给他做,每次又不好意思拒绝。该如何改变自己在大家心目中“小实习”的人设呢?小A很是苦恼。

情景二

情景二

小B是一名建筑师,毕业后进入一个国际知名建筑事务所工作,目前已经3年时间。虽是国际知名事务所,人手却时常不够,从进入公司就是一个全面手,指哪打哪,从画图到管综到会议翻译,没有一样做不来,但正是因为“太好用了”,能者多劳,造成了超负荷的工作量,这样“超人”的人设让他非常苦恼,说到这里小编想起了最近看的一部日剧《无法变成野兽的我们》,同样得,小B在想是不是应该向主跟剧里的女主一样,向主管反映,划分清楚的职责范围?

情景三

情景三

小C进入职场5年,一直是以”喜欢开开玩笑,不正经”的样子出现在大家的视线中,大家也总是拿他开玩笑,总不把他的话当回事,由于不错的业绩,他成为了这次升迁候选人,他想借着这次机会改变一下自己“嘻嘻哈哈”人设去多一些“领导气息”,于是他试着在公司表现的严肃一点,但周围的同事好像并没有接收到他的信息。他很怕因为自己的人设影响了自己的这次升迁,但也不知怎样才能改变在大家心中一贯的印象。

职场经验| 如何摆脱“职场人设”困境

以上三个场景是职场中最常见的“人设困境”,往往对一个人的职场生活,升迁,加薪都会造成不同程度的影响。该如何重塑职场“人设”?今天的电台节目选自哈佛商业评论,由职场顾问Dorie Clark来解答这个问题。

为了帮助大家理解,小编总结了以下几点:

找到导致“人设困境”的因素,可利用焦点小组的方式获取反馈

敢于去面对和采取行动,其中可参考的方式有:

主动让他人知道你想要改变,不要仅仅停留在态度上的改变,而是要说出来。据相关调查显示,比起日常生活,工作的环境下职场人更难察觉周围人态度上的变化。

可以利用任何公开发言的机会,以职业的方式去传达自己在工作上的期望和对专业问题的见解,如在工作报告会上,领英等社交媒体有意识地发布或转发相关内容并加入自己的见解以展示自己的战略性思维。这对于希望升迁到领导层的职场人尤为重要,因为通过这些方式可以让大家认识到你具备成为一个Leader的潜质。

对标一个你想成为的“人设”并靠近,据一项关于全球女性CEO的调查显示,这些具备优秀领导力的女性均具备一些相同的特质,如勇气,坚韧,和处理模棱两可事物的能力。试着让自己向自己期望的人设靠近,会有意外的收获。

  善用幽默,把握分寸

电台时长13分钟建议边看英文文本,边听录音, enjoy!

录音文本

DAN MCGINN: Welcome to Dear HBR: from Harvard Business Review. I’m Dan McGinn.

ALISON BEARD: And I’m Alison Beard. Work can be frustrating, but it doesn’t have to be. We don’t need to let the conflicts get us down.

DAN MCGINN: That’s where Dear HBR: comes in. We take your questions, look at the research, talk to the experts and help you move forward. Today we’re talking about rebranding yourself with Dorie Clark. She’s an independent consultant and the author of the book Reinventing You. Dorie, thanks for coming on the show.

DORIE CLARK: Hey, thanks, Dan!

DAN MCGINN: So you did a pretty radical reinvention a couple of years ago. How did that happen?

DORIE CLARK: I actually had multiple reinventions, Dan, and it started with an ignominious failure which is that I got laid off from my first job so I was forced to reinvent myself. I had been a political reporter, and so I thought, all right, if I’m not having any luck in newspapers, maybe I can do this other adjacent thing. And so that’s how I became a spokesperson first on a governor’s race and then on a presidential race. Of course, they lost, too. 

ALISON BEARD: In your consulting work, do you find that people are more often completely changing what they do? Or more just want to change their reputation?

DORIE CLARK: I think it’s both. I mean, it’s a human condition that we want something that’s a little bit out of grasp. Right? We want to advance. We want to do more. And usually, for most people, there is a gap between where they are now and where they want to be. They need to be perceived a little bit differently. They need to be seen as more of a leader. But there are also folks that are probably daydreaming and saying, gosh, I wish I could be a photographer. I wish I could do whatever it is that really lights them up.

ALISON BEARD: Well, we have both of those types of questions to tackle today.

DORIE CLARK: I’m excited. Let’s do it.

ALISON BEARD: Dear HBR: how can I change people’s perception of me as a colleague? I’ve been at my current organization for 3½ years. During that time, I’ve been in two different leadership roles. However, no one seems to see me as a leader or an expert in my field. That’s despite over 15 years of experience. I’m enthusiastic, loud, sarcastic and quick-witted. Because of my past sarcastic quips, people feel like they can say whatever they want to me. They frequently make jokes at my expense. I want to grow in my job and gain the respect of my colleagues. But I don’t want to drastically change my personality while I’m at work. I’ve tried being quieter and cutting out the jokes, but people still don’t seem to see me any differently. How can I gain respect and demonstrate that I’m a competent leader and contributor?

DORIE CLARK: The thing that really jumps out at me here is that this woman said she’s tried acting in a different way, and people haven’t noticed. Of course, they haven’t noticed. It’s noticed. It might seem huge to this woman, but it’s probably a really subtle shift to her colleagues. And so she’s going to need to take much more deliberate and concerted action to get them to notice.

ALISON BEARD: But at the same time, she says she doesn’t want to change her personality. So how far would you encourage her to go?

DORIE CLARK: She needs to telegraph her moves a little bit more. She might be adjusting and modulating just the right amount, but because people are so used to thinking about her in this particular frame, oh, she’s the funny one. She’s the sarcastic one, you know, it could take a long time for them naturally to pick up on the fact that’s she’s behaving a little bit differently. And so something that is a really powerful tool whenever somebody wants to change how they’re perceived by other people, you get them to do it in a rather expeditious fashion, is to actually draw attention to it by saying to the person, hey, I have thought about it, and I’ve realized that in the past, I may have come across as a little sarcastic. And I just want to let you know, I’m actually making an effort to try to not do that anymore. Just by stating it, by calling it out, that’s how you get the perception to change much faster.

DAN MCGINN: I’m struck in this situation by the idea that she faces a challenge now to rebrand herself because when she entered the organization 3 ½ years ago, she wasn’t as intentional as she might have been about what she wanted her new brand to be.

DORIE CLARK: I think that’s really true, Dan, absolutely. Fundamentally, humans are wired to conserve cognitive energy. We don’t want to think about things that we don’t have to think about. There’s just so many things already that people are worried about at work, that they have to deal with and so we have to somehow break into people’s consciousness if we want there to be a change. That’s why it’s important to flag your new behavior. It becomes particularly important for people who’ve been at an organization for a long time because you know what? You might have come in as an intern, and now you’re 37 years old, and everybody says, oh, she’s such a lovely girl. And that is completely not the brand you want anymore.

ALISON BEARD: What can she do in more subtle fashion to just act more like a leader?

DORIE CLARK: The question I think for someone like her who has kind of a fun, rowdy personality, is under what circumstances is it appropriate? And it sounds like from her question that maybe she just kind of had the on switch on all the time. And so it’s not about her being different. It’s really about what are the places where that’s appropriate, and then what are the places that as a professional and as a leader you may want to tone that down?

DAN MCGINN: Your point about the humor is very well taken. On our show, Alison’s brand is that she’s the person that brings all the research. She brings all the citations and the real knowledge, and I kind of just wing it. But let me try to rebrand myself here and cite some actual research by [HBS professor] Alison Wood Brooks on the use of humor in the workplace. What Professor Alison has found is that powerful people, if you’re in a leadership position, you can easily get away with jokes, and if they land, you’re OK. If they don’t land, you’re probably pretty still OK. If you’re in a lower power position in a workplace, and you tell a joke, and it comes off wrong, the penalties for that can be much more significant.

DORIE CLARK: Yeah, absolutely. I think that’s a great point.

DAN MCGINN: A lot of us use sarcasm as a way to be funny. Is that ever a part of leadership? Is it a brand attribute that people need to be particularly concerned about in this context?

DORIE CLARK: well, there’s certainly a place for sarcasm. Lots of people enjoy it. But an implication that could be taken from the use of the word sarcasm is that it’s jokes at someone’s expense. And what leads me to believe that perhaps, is that she said that people feel free to say anything to her, and sometimes make fun of her. And that sounds like it could create some negative feelings potentially. One other thing that comes to mind about this woman’s situation, too, that may be important, she is focusing on questions about her humor and about saying anything and being a little bit loud and rowdy. But I think it’s also worth asking, is that the only issue at play?

ALISON BEARD: That’s a great point, Dorie. We published a post from Christie Hedges, basically telling people to do that, and assuring them that it would be incredibly uncomfortable, but gathering five people, friends, colleagues, mentors and asking them point blank two questions, what’s the perception of me, and what could I do differently? And just be ready to hear the unvarnished truth, and then act on it in a way that will help you advance in your career.

DORIE CLARK: I love that. And in fact, I have a related story or exercise that I share in my book, Reinventing You, which is the idea of having a literal personal focus group just the way that a consumer package goods company would do about a new product. And in this instance, one thing that’s helpful is, if you can find somebody, you get a friend, a trusted friend to be the moderator. And this moderator, who’s your friend, asks the questions. And that way you just sit there, take it in, take notes, so that you can really listen with an open mind to it.

ALISON BEARD: Dorie, I wanted to ask you about other ways in which she could demonstrate her expertise or authority after she’s telegraphed that she’s interested in leadership positions. What can she do to show her colleagues and her bosses that she is smart and talented and ready to move up?

DORIE CLARK: So one of the things that she can do, Alison, is to focus on content creation. So meaning, how can she share her ideas publicly in a way so that her colleagues can see for themselves that she is smart and talented and has good ideas. Signing up to do sessions at a conference or even a lunch and learn inside your company can be a way of sharing ideas. If she’s more of a writer, it could be starting to write blog posts on LinkedIn or Medium, so that people can really take a look and say, oh, that’s interesting. I didn’t realize was working on that. Or I didn’t realize that she thought about things that way. That can really begin to mark you as a leader because frankly, most people do not make the effort to do that.

DAN MCGINN: Is there a case to be made that she should be judged less on the jokes she makes in meetings and her sort of general demeanor, and more on the actual substance of her work? And if what she thinks is holding her back is these sort of style points, can she kind of redirect focus to the work instead of what jokes she may have made last month in a meeting?

DORIE CLARK: I mean, certainly, if you’re doing good work, you want people to see it. You want people to be aware of it. But it sounds like she at least believes that her past quips or behavior may have been a barrier to that. So I think it actually is a legitimate thing to focus on.

ALISON BEARD: I also focused a little bit on, is there more substance she could offer that would overcome the sort of style dings that she’s getting? We published some research on female CEOs and what got them to the top, and the researchers found that women who got ahead demonstrated courage, risk-taking, resilience, an ability to manage ambiguity, I think also demonstrating vision and strategic thinking are also seen as important for leaders. So if she can go into meetings and still maybe make her jokes, but then demonstrate all of those things, the fact that she understands the business, she’s highly competent in addition to being warm, I feel like that could be a good strategy as well.

DORIE CLARK: I think that’s absolutely right. I mean, if she were to actually just plan out in the important meetings, you know, the ones where influential people, her boss, her senior leaders are going to be there, she may say, this particularly meeting is an opportunity for me to showcase my vision with regard to the future of the industry. This particular meeting is a place where I can really highlight the accomplishments of my team and make it clear what you want to get out of it. What do you want other people, what perception should they have of you coming out of that meeting? Just being a little bit more deliberate can pay huge dividends for her.

DAN MCGINN: So Alison, what can we say to lift this listener up?

ALISON BEARD: So first we think she could consider whether it’s only the jokes that are holding her back. She might want to gather a group of trusted colleagues and ask for candid feedback about how she’s perceived. Once she has all that information, she should telegraph her desire to assume more leadership roles and be taken more seriously, and maybe even the fact that she’s going to try to change her behavior accordingly. She should understand that she doesn’t need to completely alter her personality, but she may want to make subtle shifts in her leadership style, and that’s pretty easy to do with experimenting and repetition and finding out what works for her. And then she can also establish her authority and expertise internally by preparing well for meetings, asking smart questions, showing vision and strategic thinking, and then even outside the company, by becoming a thought leader in her sector or field.

DORIE CLARK: Absolutely. I think that’s a great summary. I am down with that.

职场经验视频

1 王小川 令人羡慕的职场晋升成功经验

相关问答

问:九个职场经验告诉你该怎么聪明的工作

答:1.找上司沟通时,让他做选择题而不是问答题。
-正确的方式是,你需要带着几个备选方案,请上司选,每一个下属都要有为上司节省时间的自觉,封闭式问题会比开放式问题省时间的多。
2.不要随便否定别人,除非你能提出建设性意见。
团队中每一个人的存在都是要推进工作进度的,这是职场,你要破有力,才能创造真正的价值。
3.角色感和场合感很重要,职场不相信眼泪的撒娇。
不要把你私生活的那套带到职场,职场中的重大原则就是效率原则,你的一切行为都应该指向你的工作效果。
4.能在缺乏条件的情况下把事做好,才叫真正的牛逼。


问:什么叫职场体验?

答:  职场体验从字面意思来理解就是指在工作的场所进行体验。主要是针对即将进入职场的待业者在进入职场前先行进行体会与感受。
  设计此次职场体验的目的,主要有以下几点:
  1、通过在真实的职场尝试,发现自己的不足与差距;
  2、通过自己的职场尝试,让自己开始走向适应社会的第一次;
  3,通过职场尝试,进一步锻炼自己的面试经验与经历。


问:经历了从一个什么都不懂的职场菜鸟

答:客户经理Mark找我帮忙,我说我在赶明天的提案方案,Linda的组不是新招了一个实习生吗?让她翻译一下,刚好趁这个机会让她学着分析标准版的客户简报。
Mark一脸茫然,你说的是哪个实习生啊,叫什么名字?
我说,我也不记得什么名字了,一个短头发的女孩子,就是之前坐在Linda对面的。转身问身旁的Jane那个女生的名字,Jane也说没什么印象。
Mark说,得,我还是直接去找Linda吧。
你有没有过职场隐形人的经历?明明每天勤勤恳恳地上班、下班,可公司里的老员工多半连你的名字都叫不出来?同事平日里点餐、聚会也常常把你落下?
偶尔,有天请假没上班,也几乎没人发觉。更有甚者,实习期间悄悄地来,悄悄地走,从头到尾无人问津。
嘿,职场新人,为什么你的存在感这么弱?为什么你像个隐形人一样不被察觉和在意?
你可能不够自信,换句话说,你多少有些自卑。
你可能能力欠佳,职业化程度偏低。
你可能没有明显的特点或优势。
也许作为职场新人,但你有着老员工的心智,认为“低调”是保护自己的最好方式。
然而你忘了,对于公司而言,那些看起来很安全、价值不明显的员工,也是最容易成为弃子的员工。
加上,国内这几年互联网经济泡沫太大,实体经济又不景气,这种趋势更为明显了。


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发表评论

李小涼

任何行业大咖,都是从菜鸟升级而来的,正常

2018-12-08 17:15:51
刘思

就是刚参加工作的 感想是什么?推荐一个app天天在线,个人觉得,这个app是一个还不错的树洞。

2018-12-02 09:55:31
周少besos

就是以心态训练为主线,从自我定位到职业定位、从工作习惯养成训练到职场竞争训练、从设计个性化简历到面试选拔再到试用期全过程训练.

2018-11-28 08:32:38

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