Introduction: Why don't you involute yourself at work? Today we will discuss it.
Two days ago, I wrote an article titled "The biggest problem in reducing costs and increasing efficiency is to engage in a bunch of "feints".
The article mentions that one of the feints is "the synergy of formalism".
Some managers encourage the team to roll in, roll overtime, roll workload, and call it "improving people's efficiency", but in fact, everyone is grinding foreign workers, and the efficiency has not been improved.
Many friends left messages saying that they resonated very much. Because that's what their company does.
Involution at work is meaningless. Low-level repetition, trapped beast-like competition, and pseudo-diligence without results both consume others and drag oneself down.
So, I advise you, don't roll up in your work.
Don't roll up at work
The involution in the work is usually reflected in three aspects:
1. Volume time
Economist Xue Zhaofeng once said: It is not your boss who makes you work overtime, but other people who are willing to work overtime.
This seems to be ridiculous, but there is actually some truth in it. For example, when you get off work at six o'clock, you have finished your work and are ready to pack up your computer and go home, and you look up around you to find that your colleagues are sitting in front of you, all of them still working overtime.
You hesitate for a moment, thinking that you might as well work overtime. So, you sit down, turn on the computer, scroll through Weibo for a while, and play with your phone for a while.
Thirty minutes passed, and still no one left. You sneak a glance at your colleagues and see that they're just like you, either scrolling through their phones or playing games, passing the time in boredom.
One hour passed, the leader left, and everyone finally got off work. You also understand, it turns out that overtime is a performance for the leader to see.
It is understandable that the work is not done and the work is consciously overtime. However, when a person starts to work overtime in acting, his mind is no longer on the performance results, but on the show.
Such behavior is a drain on himself, the team, and the company.
2. Volume energy
What is volume energy? It is to be busy every day, doing everything, and dissipating one's energy.
You may have had a time when you work one after another, as if you can't finish it, many people need to socialize, all kinds of trivial things need to be dealt with, and at the end of the day, your whole person seems to be drained.
The work is never done. But is your busyness valuable? Is your busyness efficient and valuable, or is it inefficient, or even ineffective?
Many times, being busy is more scary than being idle.
Because human energy is limited, if you can't focus on the important things and blindly busy, the result is that your energy is wasted in low-quality diligence and you are busy with no value.
3. Volume relationships
Relationships in the workplace are important. But you can't be so busy building relationships and making circles all day long that you forget to improve yourself.
Entrepreneur Feng Lun once proposed a "10-30-60" rule of interpersonal relationships.
When you encounter difficulties, there are probably no more than 10 people who can lend you money;
There are probably no more than 30 acquaintances and friends around you, people who often deal with you, and people who have done something;
And the kind of "friends" who remember this person when they call, and also have a general understanding of his background, may not have seen for a long time, is at most 60.
In other words, the number of people who need to know in this life is very limited, and there will be no more than 60.
The essence of networking is a kind of value exchange. Networking isn't someone you know, it's someone you can help.
So, don't roll up the relationship, but roll up your own ability.
To break the game at work
The people who can really achieve things are not those who invest the most time in "involution", but those who continue to break through and grow in their work.
1. Thinking game-breaking
The philosopher Schopenhauer said: The largest prison in the world is the human mind.
At work, many times, it's not your IQ or your diligence that hinders you, but your fixed mindset.
When you encounter a problem, if your analysis only stays on the surface and is blindly trapped by past experience, then you will be blinded and unable to find a way out.
So, you have to think deeply and find the key point to solve the problem.
The key is to keep asking questions, asking a few more whys, peeling them off layer by layer like peeling an onion, and slowly, you can reach the essence.
Many times, the gap in problem-solving ability between people and people lies in whether you ask more "questions behind the problem", and how many layers do you ask.
Don't use diligence in action to cover up laziness in thinking.
2. Ability to break the game
Most of the pain at work does not come from the work itself, but from the lack of ability.
There is only one way to improve ability, which is to "practice" and "review".
(1) Implementation
CCL (Center for Innovative Leadership), the world's top leadership development and research institution, once proposed a "70-20-10 rule".
According to the law, 70% of personal growth and development comes from practice at work, 20% from learning from others, and 10% from formal training.
Competence arises from demand. When you are constantly accepting challenging work and solving specific problems in your actual work, your ability will continue to improve.
(2) Review
Review is very important. A person's true growth comes from reviewing day after day.
When this thing is done, you have to review it, summarize and refine the successful experience, and if this thing is not done well, you have to find the reason for the failure and ensure the success of the next time.
Develop the habit of reviewing, making a little progress every day, and compounding over time, which will bring you huge growth potential and help you achieve a leap in ability.
3. Action to break the game
Any situation in the work, any difficulty, if you don't take action, there will always be various problems.
Musk believes that the problem of mobility often stems from a lack of precision. The ambiguity of the task can leave you at a loss as to where to start.
Therefore, in order to solve the problem of mobility, it is necessary to improve accuracy. So, how can you improve accuracy?
The first, to enhance the resolution of the target.
What is resolution? is the precision of the image. The higher the resolution, the clearer the image.
The same is true for the goal, if the goal is very general, abstract, and not specific enough, you can't disassemble the goal and implement it downward.
Therefore, the goal must be clear and clear. In terms of goal setting, we can refer to the SMART principle: that is, clear, specific, measurable, challenging but achievable, relevant and controllable, and time-bound.
The second is the granularity of the refinement time.
After the goal is disassembled, you need to make a schedule, refine the time granularity, and strengthen the perception of time, so as to better improve the ability to act.
Make a list of things you need to do today, mark the 3 most important things, and make a time plan.
I write a TDL (To do list) to make a daily plan. What is the daily work to be done, and what is the goal to achieve by doing it. What are the three most important things, how to do it, and what methods and strategies do you have.
How to write TDL? "Diligence Journal" is a tool, so I won't repeat it here.
Finally, I would like to say that the essence of involution is to consume oneself, and the essence of breaking the game is to improve oneself. Therefore, do not roll in, roll time, energy, and relationship in your work, but break the situation in your work, break the situation in thinking, break the situation in ability, and break the situation in action.