Workplace Women Don't Let Your Character Ruin You.

Although the performance of women in the workplace is obvious to all, the distance from the "half sky" is still far away. Especially in the leadership level, women are still the "secondary sex".

In addition to the "glass ceiling", do women have certain characteristics that restrict their development?

Dr. P Fraenkel, President of the international consulting firm, Lois Fraenkel, has consulted many multinationals, and has instructed professionals from all walks of life who are new to the workplace.

In recent years, more and more career women have come to seek advice. This makes the same woman Fraenkel concentrate on the problems of women in the workplace and get the reputation of "the first woman in the workplace".

During the consultation process, she found that over 90% of women had a unique set of action. It was the way these women were accustomed to, or even led by, the virtues of life. They were unknowingly destroying their own future.

Acting like a girl can only make you unable to show your ability.

Even if some women act decisively along with other women, when they speak in mixed groups, they will become more passive, compliant and implicit.

Susan, a purchasing manager in the world's top 500 oil company, went to Fraenkel's team to ask for help. She worked in this position for 12 years. Compared with those male colleagues who started with her at the same time, her promotion speed was much slower and her job was much lower.

Before starting a separate guidance for Susan, Fraenkel found the opportunity to observe her performance with her colleagues.

Fraenkel described Susan's impression of herself: she had long blond hair, a small figure and dark blue eyes.

When she listens to others, her smiling face is very charming. When she comes to speak, she uses some ambiguous statements, such as "maybe we should consider..."

"Maybe it's because..."

And "if we...

No one will blame Susan for being aggressive, but no one really takes her words seriously.

More to Fraenkel's surprise, she guesses that Susan's age is between 30 and 35 years old, and in fact, Susan is 47 years old.

Fraenkel analysis: "Susan has accepted all the cliches about the lovely girls.

At the beginning of the workplace, the behavior she showed at the meeting is indeed good for the success of her career.

The problem is that they are not conducive to Susan's goals and aspirations in the future.

Her superiors, colleagues and direct subordinates acknowledged that it was a great pleasure to work with her, but neither of them seriously considered whether she should be promoted to a higher position or to take a more focused project.

Susan behaves like a girl, so people treat her like a girl.

Susan is, of course, just a case, but in fact, most women have the shadow of Susan, which is inextricably linked to the mainstream female education.

"We strive to make our behavior consistent with the role of social recognition, so never completely pformed from a girl to a woman.

Women are nurturing, supporter, and husband's good help. We are committed to satisfying other people's needs, not to ensure that our needs are met.

If women are advised to use their power, they will not be overly masculine, aggressive or uncooperative because they are afraid.

Women tend to

Rather than ingenious play.

She followed the rules and hoped that others would be the same; she could not do anything that was not allowed by the policy; she would not do anything disturbing others.

If you put it on the tennis court, she usually only dares to play safe old lady ball.

A female customer of Fraenkel, who was promoted to be a supervisor, was rated as "not active enough" by his superiors.

The customer came to ask for help very much: "no need to ask for it, I have done all the things I should do."

How can I blame me for not taking the initiative? "Fraenkel reminded her:" to do all that is to be done is not an initiative. It can only be done within the work done. The management wants her to shoulder more responsibilities and make independent decisions. "

The female customer indicated that she did not want to go beyond the power, so she would rather have her superiors make up her mind for the most important decision.

Fraenkel likened this cautious approach to "playing the old lady ball", and shared the experience of playing tennis with the customers.

"I am an ordinary tennis fan who used to throw the ball straight into the field because he was afraid of losing his score.

In order to be more confident in playing, I narrowed my playing field artificially.

Then I suddenly realized that by this way, I would never win.

If I want to win, I have to hit the ball to the side, but it must fall within the bounds.

So I started out of my own safety zone and found that I could win more.

The client immediately understood the limitations of seeking stability. She followed Fraenkel's advice and asked her manager to help her determine her terms of reference so that she would feel more secure when she needed to take risks.

A few weeks later, the manager called Fraenkel, indicating that the client "showed greater initiative" and achieved her performance goal.

Fraenkel said many women are motivated by "

"Psychology, dare not express all their ideas, or unwilling to shoulder more responsibilities, and thus lost many opportunities to show strength.

As a result, she thought she was thinking about the boss and the whole world, and the boss thought she was too conservative and unbearable.

So women walk in the workplace, just like playing tennis, "can't let the ball go out, but also dare to go to the side."

One of the business rules that women must understand is that when people are employed or promoted, they not only work hard, but also because policymakers know their character, not only believe that they are competent, but also believe that their work style helps enhance teamwork.

Another common phenomenon of Fraenkel in her female career guide "blooming" is that a woman has a rather low opinion of her colleagues. Every Monday they go to work with their boss to discuss the first half of Sunday's rugby match, and even more upset her, the most important task is assigned to these guys.

Fraenkel often receives similar complaints in consultation. She points out that women often think that if they are not concentrating on their work, they are "wasting company's money", while men understand that whether they are talking about football or golf, they are developing relationships beneficial to them.

"Her male colleagues are connected to the boss, so the boss can get a better understanding of these team members.

When a promotion opportunity comes, he will choose them because they are familiar with them and get along well with them.

In fact, no one has been promoted simply because of hard work.

Attraction, strategic thinking, interpersonal relationship and team spirit are all factors that shape successful career. "

In addition, light work without rest is also easy to leave people with a sense of flustered and inefficient.

When talking about the problems of women in the workplace, an executive general admitted that a vice president who reported to him was always a "hardship and suffering."

"If an employee always leaves someone with the impression that he is too busy to move around, it will probably prevent him from getting the favor of his boss."

Fraenkel further pointed out that the reason why women work so hard may also be that it is easier to do familiar things than to participate in unfamiliar activities.

Her advice is to limit her working hours and never exceed them.

This is not to say that you can't work overtime, but that if you leave the office at last, you may be a bit wrong.

Besides, before you start working everyday, determine what goals you want to achieve.

It is possible to leave those jobs that are incidental to the end, so as not to see what to do.

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