Entrepreneurial Yeast: Why do the better people pay more attention to the underlying capabilities?

Why are some people able to stand alone in just two years after graduation, while some people have been working for more than ten years and are still paying a premium through job hopping? On October 29, 2021, Zhang Lijun, the founder of Entrepreneurial Yeast, shared the topic of "underlying ability" in the personal public account column and shared it with everyone.

What really opens up the gap between people is a person's "bottom ability". What are the "underlying capabilities"? those that are obviously important but are always overlooked. This ability is available to everyone, and the key lies in whether we can use it well and play its due value. The better people are, the more they value their underlying abilities. So, what kind of underlying ability will make a person more and more excellent?

First, the ability to break through boundaries and dare to take responsibility

In the workplace, "ability" is a measure of whether a person is excellent. If you go back and pull the time back to the time when you first worked, you will find that the gap between people's abilities is not so large. Why does time distinguish between people and people? Because there is a difference between the growth of human ability and slowness. How can I make my abilities grow faster? The answer is to take on greater responsibility.

The master of management, Chris Argyris, once defined ability as follows: "Ability is a bridge between need and the environment, providing a way to express need." Meaning: Ability arises from need. As much as the demand is, the capacity is great. If you just repeat what is easy to do, the ability will not grow much; But as you take on bigger, more responsibilities, those responsibilities force you to constantly improve yourself and gain greater capabilities.

When Zhang Yiming, the founder of today's headlines, talked about his growth secret, he said that he never sets boundaries when he does things. At that time, he was in charge of technology, but when he encountered problems with the product, he would actively participate in the discussion and think of a solution to the product. Although many things are not within the scope of responsibility, they will also actively participate in and take the initiative to take responsibility. These things have given him a lot of exercise. In the workplace, many times, the ability is actually passive growth, but if you can take the initiative to take responsibility and do more important work, you can see where the boundaries of your ability are. Don't set limits on yourself, have the courage to break through the boundaries of your own ability, in order to continue to grow and progress.

The ability to translate "responsibility" into "action"

When you take responsibility, you must actively take action to get results. Many people are very bold and dare to take responsibility, but when the time comes, they often dare not put it into action. Why not act? There are generally two reasons: First, the invisible future. I took responsibility, but I didn't have a clear understanding of doing this thing, and my mind was in chaos. Second, visible obstacles. In the process of action, seeing many obstacles and challenges, I was afraid and did not dare to take the first step.

There is a theory in psychology called cognitive dissonance, which refers to the feeling of discomfort when behavior conflicts with self-concept. To eliminate this discomfort, people often distort their own perceptions. Simply put, they will make excuses and justify their actions.

The CEO said a very classic sentence: "Do it first, and you will be half successful." "A lot of times, the vast majority of things in the world are simpler than you think. When you don't do it, it feels hard, but when you act, you will find that things are not so difficult.

Third, the ability to maintain "resilience" in "action"

Courage and action are not enough, there must also be "resilience". Whether at work or in life, encountering setbacks and adversity is the norm in life. The key is, how to face adversity? Is it self-pity and self-pity, sinking day by day, or rebounding against the trend and facing difficulties? Many times, the reason for not being successful in the workplace is not that there is not enough professional ability, but that when encountering obstacles, difficulties and setbacks, they choose to give up.

Ma Yun once said such a sentence: "Today is cruel, tomorrow is cruel, the day after tomorrow is very beautiful, but the vast majority of people die tomorrow night, can not see the sun the day after tomorrow." "Maintaining resilience and persevering for a long time is the ultimate secret of a person's success."

Management master Kazuo Inamori had just founded Kyocera, and the company did not have any fame. In order to survive, it is necessary to constantly open up new customers and often sell at home. At that time, Kyocera did not have enough credibility and no actual achievements, so when it came to door-to-door sales, it was always coldly rejected. However, Kazuo Inamori was not depressed and depressed, he said: "When we feel that we can't do it, it is the beginning of the work." ”

Whether it is in the workplace or in life, we must maintain psychological resilience, do not give up lightly, persistence will not necessarily win, but giving up will definitely lose. The French writer Montaigne said: "We are all richer than we think we are." But we all forget the power in us, so we always go elsewhere and beg. This kind of power that we have in us is the "bottom ability."

An excellent person must have the ability to dare to take responsibility, the ability to transform "responsibility" into "action", and the ability to maintain "resilience" in "action". As a good manager, you also need to have the ability to take responsibility and lead the sustainable development of the enterprise.

In the new business era spawned by digital transformation, how can enterprises highlight the changing needs of enterprise models, products, brands, and traffic, as well as the ever-changing needs of talent echelon design, finance, organization, and business? How can CEOs lead sustained growth? This is a rigid problem that companies and founders face now. In the face of such confusion, how to answer? Who's going to answer?

To this end, Entrepreneurship Yeast launched the "Growth: Building a New Momentum for the Sustainable Development of Enterprises" and the Beijing Station City Course. On November 26-28, three days and two nights offline, the sword finger grew, and the actual battle landed. Focusing on the growth problems faced by enterprises, this course will explain in detail from the six dimensions of organization, finance, business, marketing, branding and traffic, and join hands with nine celebrity mentors to sit in person, present the top-level thinking + practical cases + landing methods, and teach each other to achieve the goal of yeast to help enterprises grow sustainably and empower enterprise growth.