In the cold wind at the end of the year, gift-giving has become a problem.
I know several readers whose stories are full of embarrassment and confusion about gift-giving.
For example, Mr. Li, who came downstairs to the leader's house with a carefully selected gift, received a WeChat message: "Don't come up." He stood in the cold wind, and the gift in his hand seemed to have become a heavy burden.
There is also Ms. Zhang, she knew that the leader liked literature and art, so she bought a set of four treasures of the study. But the gift has been lying at home, and she doesn't know how to give it out.
What's even more interesting is Miss Wang's story. In the cold winter, she asked ** to send a sweater directly to the leader, but the leader politely refused and asked her to retrieve it. She was hesitant now, not knowing whether to come to the door to retrieve it herself, or to keep it as such.
For these friends, a gift that can't be given, or an attempt to give up halfway, is not a big deal. What really bothers them is the worry that it will affect their relationship with their leaders.
I often tell them, don't take leaders too seriously. Try to treat them like regular friends. When giving gifts between friends, even if you don't like it, you won't be angry, at most you just have reservations about the gift.
I have a friend, Dugo, and he told me one thing. One of his subordinates had just lost his direct leadership, and there was a vacancy in the unit. This subordinate was very distressed and didn't know whether to find someone to entrust the relationship, or to communicate directly with the new leader. Because he couldn't find a suitable relation.
Du Ge said to him: "You just go to communicate directly, why go around in such a big circle." You have to be bold enough to lead. ”
In the workplace, direct contact with leaders is actually an important step in improving your chances of success. We need to understand that leaders are also human beings, and their energy is limited and it is impossible to pay attention to every detail.
For example, a leader may be more concerned about the tasks given to him by his superiors than more concerned about injustices in the organization. At this time, it is often more effective to take the initiative and go to the leader to express your demands than to be obscure.
As Du Ge said, the timid may be waiting forever, while those who dare to express themselves, even if they slap the table and ask for a promotion, tend to get more attention.
I remember one time, Du Ge met a colleague, and he directly approached the leader and asked for a change in position. Eventually, he got his wish. And those who dare not speak out can only wait silently for the opportunity to come.
In life, we often say that it is rare to have a few beats in life. Working within the system, sometimes you need to take a risk to reap different results.
In short, in the face of leadership, you might as well be bold and frank. After all, they're just ordinary people, and we don't have to be too restricted.
In this story, we see the attitudes and practices of different people towards gift-giving. Some are cautious, others are bold and direct. And in these stories, I want to convey that we all need a little courage and straightforwardness, both in the workplace and in life. In this way, perhaps we can go further and see more openly.