The second part of self-motivation is doing what needs to be done. Trait #3: Does what needs to be done, and then some When someone solves a problem no one asked them to, employers pay attention. Employees who can spot work that should be done, could be done, or areas where improvement is within their reach-noticing those areas and doing something about them, that’s how to get promoted. They have no ownership in what they do and how they do it.Īn employee who has to have someone over them telling them what to do, no matter how great a worker they are, is not ready for promotion. If something goes poorly, they can simply say that they were only doing what they were told. The second problem in this situation is that employees who rely on being told what to do often don’t take responsibility for the outcome of their work. It means they have a big-picture view that extends past job requirement expectations. An employee who can see what needs to be done is able to spot problem areas in customer service or experience. It’s tiring to have employees that need someone to tell them every single thing that needs to be done. Their work is always the minimum required, even if they work hard and do a great job with their assigned tasks. That might work for a while, but for such people, once the list is complete, their job is done. There are two problems with that, the first being that employees that rely on being told what to do are unable to identify things to do on their own. It sounds obvious, but not everyone has the ability to do that. The first is being able to see what needs to be done.
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