Why is there such a thing as a promotion? Feel like you’ve hit a plateau or a wall and don’t know how to grow and get promoted?
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This article is the fourteenth session – early talk growth promotion special, is also early talk 104, from tax friends – Zhou Yuan share text version – “front-end growth promotion – how to understand the milestone of promotion and career growth”, recorded video and PPT in the conference knowledge base.
Get to know each other
Hi, everyone. I am very happy to share with you my thoughts on growth and promotion over the past 10 years in this early chat. First of all, this time, I will share more of my thoughts over the years, rather than skills, and more of my thoughts behind promotion and growth. Therefore, some information will be abstract. If you have any questions or points you are interested in, please feel free to discuss them offline.
Two, three questions
Here are three questions to see if you agree: 🤔
- 1. Why is there such a thing as a promotion?
- 2. Feel like you’ve hit a plateau or a wall and don’t know how to grow or get promoted?
- 3. I feel that the requirement of promotion is different from my idea. Should I grow according to my own idea or according to the rules of promotion?
If you have all three of these questions, congratulations, you’ve been thinking very deeply. If not, you can also follow me to understand these three questions.
What is promotion and what does it mean
Let’s talk about what promotion is and what it means. (Promotion here refers to the promotion itself, not the success or failure of promotion.)
Promotion is to establish a functional model based on the talents needed for the company’s business development and select talents for the company’s future through promotion mechanism. There are three key words, what the company needs, functional model, promotion mechanism, let’s talk about what the company needs first.
The first is what kind of person the company needs for the next stage. Some big companies, small companies, some business 2 c, 2 b, some business some business market operation, some business slant technology research, some of the company’s business in the front in the industry, so I need the industry to break the bureau, although some companies can just this aspect of the business is small, do not need special bad man… So first of all there are differences between the different scene itself to the requirement of people, and the company is to selection for the next phase of the development of people, pay attention to here is the next stage, to support the next phase of the development of the company, so the company is in the dynamic change of appeal to people, so is a promotion, it is the background and the purpose of the company.
Then there is the functional model. There are so many people in the company who want to be promoted. How can we make sure that John can be promoted and Tom can’t? So many judges, the public said that the public reason, how to reach a consensus? The answer is the functional model (small companies don’t necessarily have their own functional model, which depends more on contribution and boss mood). Talent cannot be measured, but much more people will have to rely on efficient management system, so the function model, the company relies on function model to recruitment, on function model to ask talents growth path, by function model to promote the judges a relatively consistent evaluation criterion, you can also be understood as general requirements are written in the function model of promotion.
Then there is the promotion mechanism. Including a series of need to meet the requirements of the promotion nomination, jury selection mechanism, here is the key link of promotion, after all the judges make you, you will be able to lead, the judges won’t let you pass, you can’t have, also has a lot of talk about the head, but not this time we Shared key, don’t speak, interested can talk offline.
To put it simply, there are certain parts and uncertain parts of promotion, and the certain part is that everyone follows the same rules. The wild card is the change in requirements for people (this has little impact on promotions at lower levels, but a lot on promotions at senior levels, since the higher you go, the more business matters), and the judges (who are people). This means that promotion can be a variable process. I don’t know if you’ve ever seen this phenomenon, but I’ve seen it a lot: some people pass the interview, but not the promotion; Some people pass promotions but not reinterviews; There are also some people who could have been promoted in those years, but may not have been promoted now. Some people can be promoted now, but may not have been promoted in those years.
Ok, so now that we have a general idea of what promotion is and why it happens, let’s talk about plateaus and how to break through them on the way to promotion.
Iv. How should I break through in the plateau period — the breakthrough of promotion?
Let’s talk about plateaus. Why do they have plateaus? I’ve seen over the years that a lot of people in Alibaba are stuck on 7 and 8, while most people in the industry are stuck on 6 and 7. Here are three typical problems:
- I don’t know what the requirements are at the next level;
- Lack of ability (width/depth);
- No soil, no chance, no result (PS: I have soil, I have opportunity).
Let’s take a look at this diagram, which is a schematic diagram of promotion and personal goals. The red line represents the goal, the blue dot represents the goal of promotion, the dotted line represents the path you can choose, the solid line represents the path you choose, and the shaded part, like a bridge, represents the promotion rules.
This picture expresses several meanings:
- Your career goals and your promotion goals may not be the same, but a promotion will broaden your horizons and give you depth, which may or may not bring you closer to your goals.
- In general, the higher the hierarchy, the wider your field of vision, the deeper your depth, the more you can see.
- To move from one level to the next, you need opportunities and scenarios, sometimes opportunities and promotion rules match, sometimes not necessarily.
First of all, you have to know what the next level is, and if you don’t know, you don’t know where you’re going, and the line between the two points is closest, and the line between the two levels is covered by rules, and what the rules are, is the functional model, and that’s why we’re talking about promotion, the functional model. Some students might say, Zhou Yuan, why don’t you just tell me some promotion skills, so that I can beat monsters faster. Please listen to me patiently. Chinese people often talk about politics. There is a saying that goes like this: “Bureau, general office, bureau, bureau, bureau of real life are everywhere, advertising is a bureau, sharing a bike is a bureau, is a bureau of early chat, and promotion is the top one, in your office you need to understand the rules of the bureau, the thorough understanding of the rules, you have you own cognitive in the game more clear, you will know yourself when what conditions can a promotion, You know who can be promoted and who can’t be promoted in the company, and through this process you know what to do and what not to do, and it’s a process of organization learning.
P5 emphasize foundation, for example, that you think about yourself which block foundation is not good enough, the kind of foundation, emphasize independent P6, let oneself more comprehensive technology to do more something auxiliary team, P7 emphasizes the systemic and professional, then at some point plunge into deep, P8 emphasize system and breakthrough, then make a global breakthrough, So if you know the requirements of these levels, you will know where your gap is and you can improve yourself accordingly.
Of course, some students may say, even if I know these rules, I know my weaknesses, I still can’t improve ah? Which brings us to the second question, is there a way to grow for promotion? I usually is the first step in three steps: realize the gap, the second step is to master all kinds of learning methods, and learn the related knowledge, the third step to find a can make you play a scene, in the practical application in the scene, there is also a little skill, daily work pay attention to the next level with a view to always see a problem, thinking, and solve the problem.
So if you know the rules, you know your skills, you get promoted? No, you need opportunity, you need to find a scenario, you need to unleash your abilities, you need to produce results, you need to touch the threshold of the next level. Sometimes opportunity on the rules, just you can catch, there are times when you are found, sometimes is the boss to give you, there is also a big gap, if the boss give you, then you have to think about yourself if you think too little, and if it is found themselves, that have to think about your later can continue to do it? Or a one-shot deal. Other times, an opportunity may contradict the rules of promotion. Is it an opportunity? For most people, they might just give up, because it has nothing to do with promotion, but for some people, they feel that the opportunity is valuable, and they do it, and then they start their own business, or they don’t know the company.
The three bottlenecks permutation and combination, that is, the lower right corner of the map several ways, you can see yourself it belongs to that kind of situation, only know the rules have no ability to have no chance, that is, have the ability to no chance that you need to change the environment need a bole, some people is to have a chance to have no ability, this person’s good luck, ability to ascend.
In addition there are two exceptions, you will find that there are two P7, mean while P7 changed the direction of a relatively large, may be turned product, designer, and can also be changed technology, he on the transverse view at this time will be very wide, and even better than some of the P8 wide, his comprehensive ability is very strong, But if he doesn’t want to be promoted according to the established rule of 8, he may not be promoted.
The other is the red line, the red line is not everyone has, it is something you want to do whether it is for promotion or not, if you have it, congratulations, you are in luck. When the red line is what we’re going to focus on later.
Five, how should I break through the platform – promotion shackles?
Let’s talk about the shackles of promotion, some students may ask, promotion is promoted, and what shackles, you listen to me slowly. At this stage, you already can skilled grasp the promotion rules, and can better find their own short board to ascend, can also identify what kind of environment can play yourself, you start to their situation very bottom, you basically is the “general office”, and then you began to see a lot of the general bureau of the people around.
Later, with the pressure of the workplace, speculation, promotion temptation, and the continuous understanding of the loopholes in the promotion rules, some “smart people” began to differentiate among the “smart people”. For the “smart people”, promotion is like a game to pass through, a workplace game, and they know the rules and loopholes of promotion by heart. So there are such disgusting things as “doing for promotion”, “copying results” and “children are born regardless of raising”. Then there are some workplace miscreers. These people do not understand business, do not understand technology, do not strive to contribute their own value, but understand the workplace rules, so fish in troubled waters.
These people look prosperous, but in fact they are trapped. They will become promotion experts, career experts, rather than business experts, technical experts, after all, shortsighted, in the long run, it is bound to harm others. So what about understanding the rules and using the rules, and now being myopic? To understand these rules, the purpose of using these rules is to better understand their own positioning and shortcomings from the perspective of the company, so as to better grow, rather than playing with the rules and neglecting the essence.
In addition to the “smart people” the shackles, there is also another shackles, eventually, promotion is a head, people always can’t have been promoted, when you constantly achieve promotion, you will meet another problem, the more the less chance the enjoined, the smaller the space, the faster the change, in the end you will find that doesn’t seem to apply the rules of promotion, The other thing is you can’t stay with one company forever. What do you do then?
Growth and rules – return to the original mind
If there is a game, there is a game.
This is to say that after knowing the bureau, breaking the bureau is also very simple, is to return to the original mind, what is the original mind? Companies need to pay you not because of your seniority, but because you can bring equal value to the company, and if not, P100 doesn’t matter. It’s easy for some people to do that, because that’s what they do, they don’t care about promotion rules, they just solve more problems and create more value, but most people are affected at one point or another, especially the boss or the senior people around them. It’s human nature. It’s harder for other people, because he may not even realize that he’s regularized, he needs to realize that he’s not regularized, and then he needs to change his habits, give up his vested interests, and break out.
So how can I bring equal or even greater value? The answer is simple: grow.
The growth I’m talking about here is different from the growth I was talking about before, which is how to grow and improve in order to get promoted. Growth here refers to the continuous growth of learning in order to solve problems and create greater value. If this problem is worth solving, need to be solved, so I won’t consider this problem is your problem, won’t consider this problem is a business or product or technical problems, as long as needed, as long as I think this problem is very important, must want to solve, I will, and here only to see the growth of the width and depth, only to see whether it can solve the problems of the current business, Growth here is question and value oriented rather than promotion oriented.
In 2011, the highest level was P7 at the front end, no one could tell you how to promote P6, how to promote P7, everyone was breaking through their own and level ceiling at the same time, defining the rules through their own understanding.
I once when doing the FusionDesign, with the need of project, I continue to switch their roles, from the front to the designer to the project manager to product manager to operate to managers, so I learned in the process of all kinds of new skills, and to have a variety of qualities, but it’s easy to argue organization together, complete the common goal, I think if I had to do things according to the rules of promotion, I would not have made FusionDesign.
When I was in the box of horse in order to improve the operating efficiency to reduce the loss of the store implement new stores operating mode, everyday run to store and store, products, operations, BI, create a product model, so I understand the retail and business is going on, though this promotion for me a little help, but the process I am very happy.
I am very glad and grateful for these two experiences, which make me grow in depth and width, and also give me the opportunity to think more deeply about what kind of value experience engineering can bring to enterprise operation. Now, tax friends is a place where I can practice my thinking: 2B SaaS, digital transformation and emphasis on experience. I hope I can bring value to tax friends from the perspective of experience engineering, and I also hope I can go further along my own road.
Growth and rules — depth and breadth
So how do you grow once you get back to your roots? At this stage, they may no longer rely on the rules given by the outside world or the company, or even jump out of the rules, so they should be responsible for their own growth. To put it simply, growth can be divided into two dimensions: width and depth. To put it simply, if you’re trying to solve a problem, let’s say you don’t know what the problem is, it’s probably out of your depth, maybe you don’t have enough breadth, let’s say you don’t know how best to solve the problem, it’s probably a sign that you don’t have enough depth.
At the beginning, the breadth is within the discipline, such as various knowledge in the front-end field, software engineering, such as operating system, architecture design and network protocol, upstream and downstream collaboration, such as experience design, product design and product operation, and then industries, such as psychology, medicine and manufacturing. Depth generally refers to specialized depth, such as knowledge in the front-end domain, and as you go deeper, you focus on areas such as frameworks and component libraries, deeper into specifications and DSLS, deeper into languages and memory, deeper into virtual machines and rendering engines.
So when is it wide and when is it deep? Width and depth are often mutual, width to a certain extent requires depth, and depth to a certain extent requires width. The point is that according to the needs of the business scenario, the best way to solve the problem is, or must be, to dig in any direction, but there is no formula to calculate when to dig deeper and when to look wider.
Sometimes the depth and width are arbitrary, which is the state I admire more, is love, is born to want to study, and then there are conditions to do, want to be wide, want to be deep, you can do so all your life, I have not found such a thing, but IT is said that skilled people can find it.
If you look at promotion from the perspective of width and depth, you will find that different levels of promotion emphasize different points of emphasis. P5 emphasizes depth, P6 emphasizes breadth, P7 emphasizes depth, and P8 emphasizes breadth. Because growth is endless, the growth of people can be a lifetime, so you can look from the Angle of view to a promotion, he is only you in one of a company’s position on certain requirements, then the promotion rules becomes a tool, you grow up the way you want to use it with, don’t want to use pull down, but you don’t have to worry about your growth cannot!
Here’s a book that I hope will get you thinking about it, Epstein’s Scope, which is a case study of the Nintendo GameBoy.
Nintendo was originally a Japanese company that sold hanami cards, a type of gambling card, and made money from its rights to the franchise. By the 1950s and ’60s, people had stopped playing hanazza, and Nintendo had to use the money it had accumulated to explore new businesses. The company hired an electronics engineer, Junhei Yokoi, in 1965.
Yokoi probably didn’t go to a big company because his grades were mediocre. However, he has many hobbies. He can play the piano, like music, dancing, diving and toy trains. Nintendo had no electronics projects at the time, and Yokoi was doing the simplest mechanical maintenance. Under the poverty of boredom, Yokoi junping made a telescopic manipulator, holding something to play… The boss found out. The boss said can you make it into a toy? This was Yokoi’s first hit, super Weird Hands, which sold 1.2 million copies. Nintendo transformed itself into a toy company, with Yokoi as head of research and development. Nintendo found yokoi to be a philosophical man.
Whereas toy companies are all about using the latest electronic technology, Yokoi’s idea is to take mature, even outdated, technology, cheap and reliable, and combine it into a new toy that surprises you. Yokoi’s main competitive advantage is the whimsy in his head. Once yokoi Junping took a train and saw a man sitting next to him as poor and bored, playing by a calculator there. He thought, why don’t you have a game console that you can carry in your pocket? He went back and convinced his boss to work with Sharp to develop a handheld game console using calculator technology!
In their heyday, calculators sold for two or three hundred dollars each. But at that time, it was getting cheaper, profits were low, Sharp was worried, the two sides hit it off. The technology is readily available. LCD screens, computing systems are cheap. It was the first handheld game console, and it was a huge success.
This product eventually grew into the famous Gameboy.
Eight, growth and rules — stage perception
There are three stages of promotion I learned:
- Stage 1: Not knowing what is required at the next level, just trying to solve more and more complex problems, regardless of whether the problem is my “job” or not. (I understand that this is the purest and most comfortable stage: after solving more complex problems, I don’t need to care about promotion rules and judges. I just need to do things well and get recognition. This stage is both mentally and physically exhilarating.)
- Stage 2: Very familiar with the promotion rules, know what to do to a promotion, so try to do something related to the promotion, and promotion has nothing to do not do, just watch what they do operator does not accord with the requirement of rank, and what on earth do not watch (this is the most utilitarian stage, though not the boss, but he cannot prevent workplace rules, temptation and pressure to constantly stimulate the vicious, As a result, it produces people who are not worthy of the name, which is the entropy of promotion. At this stage, the body is more comfortable because of the promotion and salary increase, but the mind is not necessarily so)
- Stage 3: Found the promotion rules, assessment methods and their understanding of growth and value differences, give up the promotion, presentation and seek their own value growth path (I understand which brings us back to the initial stage, only to solve their own understanding is worth more and more complex problems, but the body is not so comfortable, because it is difficult to get recognition of the outside world, the in the mind is very calm and firm)
- Phase 4: I don’t know what this phase is, I’m exploring it, but I do know that I will definitely go through this phase one day.
