Recently, more and more friends around me have changed jobs and transformed. To climb to a certain height, or when it comes to a certain age, each choice is particularly important.
Not only because of the high opportunity cost, but also because of everyone's multiple considerations for follow-up planning. There is a saying that you may have heard: mixed workplaces must have irreplaceable abilities.
Many people think that this means that a person must have a particularly powerful skill that kills 99.9% in seconds. Otherwise, how can it be called irreplaceable? But I don't think so.
01
I chatted with a friend who is doing development last month, and unexpectedly learned that he gave up an offer with an annual salary of nearly 200,000.
He talked about his transformation ideas. For programmers, there are usually two ways of transformation:
- Expert type. For example, the offer he gave up has very precise functional requirements, which is to study a certain technology application as the company's technical reserve.
- Management type. Become a team leader and shift the focus to coordination, communication, and management.
"Don't you consider the first one?" I asked curiously. He thought for a while and said: "My understanding of core competitiveness is A+B+C+..., not A+++, and my personality may not be suitable for technical research. I still plan to be familiar with other related fields. "
Take writing programs as an example. There are many people who write well, and many young coders often make him feel ashamed. But if you understand demand analysis, understand business negotiations, and understand market operations, your play will be broadened a lot.
A word that has become popular in recent years is longboard. What we mean is that we need to have special abilities. But it is often misunderstood as: we only need to have a special skill, it is enough.
I used to have a colleague who did QA testing. He heard that people in the same department sneered when they were learning programming, learning products, and learning project management: "Skills specializes. Can you learn those things better than programmers? Or do you want to change careers? "
In his opinion, "specialization" is enough, and he ignores two realities:
- One is that it is difficult for 99% of people to reach the ultimate professional level.
- The second is that even if it meets the requirements, there are few occasions where it is needed. Unless you happen to encounter the kind of position tailored to you one to one.
The most common situation is that you have good professional skills and several available related abilities. They are stacked and packaged to form your core competitiveness.
02
Why can't you hold on to your professional skills and learn more about other dimensions? Let me just say something.
A few days ago I participated in a project, the system was in charge of multiple teams, there was a business interface A team development tossing for a whole afternoon and did not get it, he ran to ask the programmer next to him, two people worked together for a long time to get it done, happy heart.
When the project manager learned about it, he asked: "Are you all doing this interface this afternoon?"
Programmer: "Yes, it took a lot of effort."
Project Manager: "Who asked you to do it?"
Programmer: "XX said let us do it."
In fact, that function should be taken care of by other teams, who just want to push it away. The two programmers are used to solving problems with technical means, and never thought about whether the problem should be solved by themselves.
This is actually a way of thinking. I have been in contact with many programmers, and I have been working hard after receiving the required tasks. The demand says one is one, and the demand says two is two. It never considers anything other than the demand, let alone proposes other solutions.
And some very powerful programmers, in addition to excellent development ability, there are some other commonalities. They will communicate, predict, and give other solutions based on their own perspectives.
There is a saying on the Internet: If your tool only has a hammer, you will think that any problem is a nail.
Too many people are trapped in path dependence and cannot think at a higher level, so the choices given are often only "local optimal solutions."
A book I like very much is "Dark Time". The author Liu Weipeng is a software development engineer at Microsoft Research Asia. I usually like psychology, time management, self-growth and some research on the underlying cognition, and I also like to read science fiction.
On the surface, these things have nothing to do with typing codes, right? But in that book, you can clearly feel that the deep imprint of a person's multidimensional thinking ability makes him look at problems from a very rich perspective.
A single idea means that you only have a hammer in your hand. Multidimensional thinking means you have a toolbox.
03
That's right, if a person wants to stand out, he has to fight for the long board. For example, if you are a technologist, if you have to go to the market, and then go to do operations within a few days, you will only be beaten every minute.
You must first have expertise to stand on. But the more you go up, the more you have to pay attention to make up for your shortcomings. Because it may make you lose control or initiative in a certain link and become an invisible bondage.
Ganji.com CEO Yang Haoyong once shared his entrepreneurial experience: Yang Haoyong is a research and development background and an excellent product manager, so his team is good at development and products, and the user experience is better than that of its rival "58.com". It's a lot better.
But in marketing, it just can't do 58. Yang Haoyong thought, okay, I don't know marketing, then I will find someone who knows marketing.
But because he doesn't understand marketing, it is difficult to judge whether the recruited person is really capable of supporting this business.
As a result, the three consecutive sales VPs recruited were not up to the task. He had to learn to be a sales VP by himself.
Two years later, he completed the closed loop of his own capabilities and evolved into a founder who emphasized both product and marketing. He gradually filled up the shortcomings of the core team and began to catch up with his opponents.
Yang Haoyong sighed during the resumption:
"Every founder might think at the beginning that it would be nice to find a good person in the field I am not good at. However, you will find all the mistakes you make, and the most likely ones are those you don't understand."
Just like Luo Zhenyu said, a knowledge you think is of no use, because it is because you don’t know how to do it. And what you don’t know is often your minefield.
Of course, it's not that you have to learn everything you don't know, you just slap your head and learn how to crush a boulder in your chest, it doesn't make sense.
The so-called shortcomings should be knowledge and skills that "you need but are not good at". You can only master if you are familiar, and only by mastering can you make the whole thing more controllable.
04
Taking a step back, multi-dimensional capabilities are likely to be an opportunity for you in the future.
A UI designer in my department who jumped over, initially worked as a server operation and maintenance engineer, and these two positions are almost unrelated.
He usually likes to paint, he taught himself at first, then signed up for training classes, and then helped friends design for free and occasionally do part-time jobs.
When the level is almost honed, he changes career smoothly. And I used to know a game data analyst who likes to study finance and do investment every day. Later, by chance, I moved to a securities company. My job and my hobby are so happily combined.
As far as I can see, most people around me who have changed careers and landed smoothly have one thing in common: they have more than one advantage and bright spot.
When your advantage is the combination of A+B+C, they may become your Plan B or even Plan C in the future.
Charlie Munger said it well: "My life is not just on one track."
So have you noticed that the people around who are particularly competitive, they are not very good in every aspect, most of them belong to the "one specialization, many strong", several abilities combine their own scarce competitiveness, so as to compete in a homogeneous competition Stand out from the rest of the track.
The road in this world extends in all directions, not just this one. This social competition is 3D rather than one-dimensional.
The word "special" has more new meaning than before. It shouldn't be an excuse for you to only care about the present and not want to continue to grow. Even if you do one thing repeatedly every day, you might as well try to observe with different thinking and unlock a new key to solving the problem.
Changes are everywhere, and we hope that there is more than one card in our hands.
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