How to find operational shortcomings and know what you are missing in operations
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The knowledge of operations is of great help in implementation or understanding many things. It’s just that most people still focus on operational skills and ignore the training of their own thinking. This month, let’s have a little stimulation for our thinking. What I’m sharing today is related to self-operational analysis. Let’s talk about how to rationally discover your own operational shortcomings. Operations are sometimes a collection of experiences, and changes in operations at different stages are the result of continuous practical operations and thinking in more areas. But most operators have a focus, whether it is the focus on experience and ability, or the focus on thinking style. It's just that this emphasis can sometimes help operators better grasp a certain content, but sometimes it can also lead to the neglect of other content. Every operator will have operational shortcomings. Don’t let experience become the cause of your shortcomings. Break through the limitations of experience to fill the shortcomings. Since shortcomings are inevitable, let’s take a good look at the reasons why certain shortcomings exist. In fact, some shortcomings are caused by experience. For example, some people have been working in content operations . When it comes to the operation of a new product, they will first think of content issues, and other things that are closely related to the product will easily be overlooked. The existence of shortcomings is not scary, what is scary is the selective ignoring of the shortcomings. The shortcomings brought about by personal experience are generally temporary. As long as you have an open mind, things will always be different as the areas involved continue to expand. Within the ever-expanding scope of operations, take a look at how others think, especially how people in professional fields think and execute, and fill in the gaps in your own experience. The shortcomings caused by experience can always be purposefully and directionally extended to learn and supplement the gaps in cognition, and they will slowly be filled. However, many people easily take experience as the standard for measuring things and fail to see the shortcomings of their own experience. I have come across people more than once who think they are "very successful" because of past experiences. We always take past cases as the standard, and then use this standard to judge things and restrict our own thinking. There are also some people who always indulge in a certain experience and way of thinking in a certain field for too long, without self-iteration and updating. When they have to involve other fields, they cannot keep up from experience to way of thinking. "I used to be like this", "It was okay to do this before" ... using a deceiving and rejecting attitude to cover up one's own shortcomings, thinking that the shortcomings will not be discovered, and even that the shortcomings will not affect the progress of things. In fact, the scope of cognition and value involved in operations is very broad, and constantly filling this type of cognitive gap is more necessary than imagined. If you can let go of some of your cognitive prejudices, then understanding and discovering your own shortcomings and filling them is actually not as difficult as you imagine. Some shortcomings are necessary bottlenecks in operations and require self-breakthrough, assistance from opportunities, and complementation from others. Since I entered the Internet operation, the fields involved have been continuously extended, and the scope of operation work has also been expanding. However, sometimes when I think back on my past experiences, I find it very obvious that as my operational age increases, the most difficult shortcomings to fill come from myself. These shortcomings may come from personality, thinking, knowledge, experience... Each shortcoming can no longer be quickly changed simply through growth experience. There were several times when these shortcomings caused many things to be stuck in a bottleneck, and even I was in a place where it was difficult to find a breakthrough. Many people will probably have this feeling after working in operations for a period of time: they will clearly feel that the progress of some things is limited by themselves, but they want to make a quick breakthrough, but they have no way. The longer you work, the more this situation becomes apparent. Then, I tried to cross fields, tried to get in touch with different people, and adjusted myself to involve a wider range of fields, hoping to make up for some shortcomings in thinking first. Of course, this proactive attack will definitely be useful. As long as the mind is open, the original thinking and thinking habits will be broken again and again. It will be broken, but it will be put back together again! Communicate over and over again about things that you cannot understand, and learn to understand all the time. Gradually, it seems that the perspective on things has begun to change, and shortcomings are constantly being exposed and repaired. But there are some shortcomings, and sometimes you really need TA. Every project cannot be run quickly without a team. The project must be promoted quickly to seize some opportunities and resources. What you want to do must be put into practice as soon as possible to reduce the cost of time. Many things can no longer be accomplished by one individual alone; time, goals, and tasks are all being reallocated. The time used to fill the gaps in education sometimes cannot keep up with the speed required by the project. Teamwork is important! There is no standardized formula for how a team is put together. Sometimes it will manifest itself as the complementarity of shortcomings, because shortcomings can be supplemented by actual execution in collaborative work and will continue to extend through collisions. Technology, market, creativity, promotion...different sections complement each other professionally! But what is more important is the complementarity of personality, cognition and resources. You are calm and steady, while he is active and radical. You have the ability to implement, and he has a lot of resources...especially the complementary experience in cross-border fields, which can make things move forward more quickly and will not miss the corresponding market and opportunities due to the limitations of shortcomings. Of course, coordination and complementarity is the ideal state. But in reality, it is not easy to find such a person, and the process of getting along with him is not easy either. This process is no longer just a breaking of the inner self, but more like an external impact, which will lead to misunderstandings, conflicts, quarrels, integration, indispensability, and coordinated rapid progress. This requires emotional habits, rational trust, and an open and reconstructed self. Not only do we see the shortcomings, we also need to distinguish them. Which are the shortcomings that must be supplemented by oneself, and which are the shortcomings that need to be filled through collaborative efforts. Only in this way can we maximize human value while continuously extending the value stock space. This is actually a fusion of the two barrel principle viewpoints. Mobile application product promotion service: APP promotion service Qinggua Media advertising The author of this article @粉小圆 is compiled and published by (青瓜传媒). Please indicate the author information and source when reprinting! |
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