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<p>In 2007, Hong Kong elected its second chief executive. To my surprise, Donald Tsang's campaign slogan was so simple that it surprised everyone. It was just a few words: Do this job well. These simple words won the recognition of Hong Kong citizens, and Donald Tsang was elected as the second chief executive of Hong Kong with a high vote. After being elected, Zeng Yinquan went to Beijing to report on his post. He held the hand of President Hu Jintao without any rhetoric. He still said, "I want to do this job well." Hong Kong people believe that Donald Tsang's words are right, and the chief executive is just a job. In today's professional era, everyone's position is different, and there is only one thing in common: due diligence. </p>
<p>"Doing this job well" is a necessary employment awareness in a professional society. We often speak of "success". The so-called success in the market economy environment should be the success of market behavior. Market behavior is exchange. Since we form labor contract relationships in accordance with the law in enterprises and various organizations, we should establish a sense of contract. The sense of contract in the labor contract relationship is to get the reward and do the job well. As a result, what is paid is sweat, what is gained is responsibility, what is lost is freedom, and what is gained is wealth. </p>
<p>Today is a time to reimagine, redefine social roles, and redefine organizational roles. Almost all of our troubles and problems come from unclear positioning - ignoring that this is a professional era. In a professional organization, we are all people in the organization and positions. At any time, we should recognize the position of individuals in the organization, the position of small organizations in large organizations, and the position of local parts in the overall situation. This is the foundation of big-picture awareness. It is difficult for a backbone to become a higher-level backbone of the organization if he does not have a sense of the overall situation and only cares about immediate interests; such a person is also prone to fall over in his career. </p>
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<p> Position awareness is easier said than done, especially being able to truly recognize one's own position is even more difficult in practice. An officer who can't get his position right will not have a long career. I liked to play chess when I was young. In Chinese chess, the rules on how to play the pieces are very interesting: the horse moves on the sun, the phase moves on the field, the rook moves straight, and the pawn can only move forward and not retreat. In recent years, when I started to think and study the problem of Chinese enterprise organization construction, I realized that the "organization construction" of Chinese chess is reasonable. </p>
<p>We often say: "The little pawn crosses the river on top of the cart." In the actual operation of the organization, whether the little pawn can "top the big cart" depends on the coach's willingness or permission to cross the river. . </p>
<p>In actual work, we often see this phenomenon: because subordinates have not put themselves in the right position, the bosses, especially those narrow-minded bosses, are very unhappy, and they are bitter about it. As a result, the boss gives you "stumbling blocks" everywhere, or quietly "puts on small shoes" for you. This is probably what many people have experienced. </p>
<p>A lot of the reason for the above phenomenon is that the backbone feels wrong at work. There are usually three situations that cause this error:</p>
<p>The first is offside, which is difficult to control. Mainly manifested as offside in decision-making, offside in statement, offside in work and offside in occasion. </p>
<p>In the army, special emphasis is placed on accountability at different levels: the lower level is responsible to the upper level, and the entire army is responsible to the center. </p>
<p> Responsible by level mainly refers to: asking for instructions and reporting by level. Under normal circumstances, it is not allowed to ask for instructions and report to the higher level. In emergencies, if it is necessary to ask for instructions and report by leaps and bounds, an explanation should be given to the immediate leaders afterwards. </p>
<p>In an organization, members can be required to participate in some decision-making, which is a method of modern management, but this participation is limited. Some backbones like to participate in decision-making, or even replace leadership decision-making, which is precisely what the organization and superiors do not allow. A position is to show people's basic attitude towards something, which is often encountered in the operation of an organization, but in an organization, a position represents a position, not a "person". Going beyond the post and making a statement at will is not only irresponsible, but also invalid. Regarding the position with substantive problems, it should be the leader or authorized by the leader, but some backbones, as subordinates, failed to adhere to this principle. The superior leader did not express his position nor authorized him, but he took the lead in expressing his position, and it was natural for the leader to be passive and unhappy. Offside at work is a bit "self-defeating", which needs to be understood by oneself. </p>
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<p>The second is misplacement and pride. In this regard, some backbones who have served the organization for a long time should be paid enough attention. They think that they have background, qualifications, and merits in the organization, and they are even proud of their achievements, and they do not obey the command and dispatch, especially those who are not as qualified as their own leaders; Engage in small moves and engage in "subversive" activities. This has actually put yourself above the position you belong to. The career of this "hero" is at a very dangerous time. Not just for the organization, but for the individual as well. Such examples are common to us. </p>
<p>The third is out of position and cannot be filled. In practical work, we must not be offside, not offside, and should have the awareness of taking the initiative to fill up. When there are loopholes in the work, it is a quality to be able to take the initiative to fill the position. The correct replacement is when we find a problem in the organizational work, take the initiative to fill in to solve the problem, but credit the credit to others, especially the parties or superiors. </p>
<p>Being clear about your responsibilities, being a person according to your true colors, and doing things according to your role are the requirements of the professional society for everyone, but in actual work, it is a common phenomenon in the workplace to not do things according to your role. </p>
<p>From an organizational point of view, organizations and leaders will deliberately arrange different scenarios of "doing things according to roles" to test and toss you - see if you are like a sentinel of the People's Liberation Army "only certifying things but not people", or like Guan Yu In order to earn his reputation for being righteous, he "privately released Cao". </p>
<p>From the perspective of professional growth of backbone individuals, fulfilling their duties is also professional quality and cultivation. </p>
<p>There is a Chinese saying, "You can't help yourself when you work hard, and you can't do anything if you die from exhaustion." The backbones of some of our organizations often regard power as their "private property", like to think about problems from their own perspective in their thinking, and often do things that are successful from a local perspective but a big mistake when measured from a global perspective. The backbone needs to understand who gives the power, and clarifying this issue is the premise of establishing a sense of the overall situation. </p>
<p>Lenovo Group requires employees to abide by three principles in any work:</p>
<p>Article 1: If there are regulations, resolutely follow them. </p>
<p>Article 2: If the regulations are unreasonable, first follow the regulations and propose amendments in a timely manner. </p>
<p>Article 3: If there are no regulations, formulate or propose corresponding regulations in accordance with Lenovo's cultural value standards while asking for instructions. </p>
<p> The principle of "if there are regulations, resolutely follow the regulations" is ranked first, which reflects Lenovo's "leadership" principle of strict enterprise management. The purpose is that employees must strictly implement the regulations when doing things in the company, and they cannot disregard the regulations and make flexible arrangements because they feel that the regulations are unreasonable. Because complying with even unreasonable regulations is far more important than employees doing whatever they want. Reasonable to implement, "unreasonable" Implement what you understand; implement what you understand, implement what you don’t understand, and deepen your understanding in the process of implementation.
</p> <p>A clear position is the premise of correcting the position. Under this premise, it is possible for us not to be offside, not to exceed authority, not to shirk the blame, not to quarrel, and to do things seriously and attentively in our work. </p>
<p> "Think about what you should do, say what you understand, do what you do, and correct what you do wrong" is the basic premise of becoming a backbone. </p>
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