After 80 in CIO's eyes

When it comes to the 80 s, people often think of words like youth, entrepreneurial myth, and fear. Indeed, compared with people of other ages, today's post-80 s distinctive and arrogant personality have left a deep impression on the world, and have caused many topics, or even a lot of opinions.

Due to work characteristics, there are usually more post-80 systems in the Information Department. Therefore, many CIOs have to deal with these post-80 employees. How to lead this personal Group naturally becomes a matter of great concern to every CIO.

After 80 in CIO's eyes

As the saying goes, "Know Yourself And know yourself" cannot be defeated. First, let's take a look at the characteristics of the post 80 s in the eyes of CIOs.

I am very passionate about my post-80s work. To do a good job, I can work overtime and even mobilize my own social strength. For example, during the implementation of some information projects, many post-80s have been able to actively invite Sakura and break into the band, and have not waited for the CIOs to talk about the problem, take the initiative to seek a solution from your classmates and friends in the past, so that CIOs can be seen in their eyes.

It is a pity that this kind of passion is fast and faster, and sometimes it is so fast that CIOs cannot touch their minds, so they have a feeling of "cool and cool.

In the post 80 s, I am knowledgeable and have a strong working ability. Especially, I am especially good at creative work. Unfortunately, my team is slightly less conscious after the 80 s. CIOs have a deep understanding of this point. Generally, when CIOs hand over a job to three or four people to complete the work together, the work will certainly be delayed. But if you give it to a specific time, the 80 s will certainly overcome all the difficulties to complete the task. So what worries CIOs is that in information projects, many jobs are highly sensitive. Therefore, such personal heroism sometimes makes project coordination more difficult.

The post-80s are a real generation. They dare to love, hate, and pursue personal liberation. Therefore, their discipline is somewhat less disciplined. This makes some older CIOs unaccustomed. Every time they see their online stores run on their computers during their work hours after the 80 s, they often feel very uncomfortable. What makes CIOs laugh even more is that the reason for being late or not going to work in the 80 s is often ridiculous. After a long time, when CIOs receive phone calls for leave after 80, there is always an advertisement in their mind: everything is possible.

The post 80 s is a happy generation, born in the golden period of reform and opening up, with superior material conditions. Because it is the only child, the psychological endurance of parents is weak due to their long-term care. Therefore, even though CIOs are not familiar with the 80 s, they have to treat these porcelain dolls with caution, and even arrange work in a way that can be discussed: "Do you think these ERP process files have been written down in disorder? It is better to refine it, OK ?" This "Cool-Child" style of work is very important, otherwise, once the 80 s (especially the women 80 s) lie on their desks, the effect on CIOs is "rather" poor.

The post-80s work is very energetic and open-minded. The characteristics of "born calves are not afraid of tigers" are very obvious. In various occasions, the 80 s were relatively calm and generous, which made CIOs very appreciated. However, sometimes the pioneering consciousness after the 80 s is easy to overhead, and everything can be drummed up. CIOs are also a headache, but they can only swallow it. Therefore, when valuable hardware such as minicomputers need to be debugged, experienced CIOs intentionally or unintentionally shy away from the 80 s to avoid embarrassment.

Understanding is the foundation for successful leadership after 80

In the eyes of CIOs, there are many shortcomings that can be picked up after the 80 s, but CIOs must also face this reality, that is, they cannot do without the 80 s in their work, it must also rely on the 80 s.

Today, especially when the post-80 s gradually become an important part of social life, it is impossible to avoid the post-80 s in work. Therefore, CIOs should abandon their prejudice against the post-80 s and guide them to correctly understand themselves, carry out their work in a solid manner, treat difficulties rationally, and scientifically plan their lives.

First of all, CIOs should realize that the lack of work after the 80 s is caused by their age and is also a manifestation of their world-related experience. This is a periodic feature. In fact, CIOs have experienced it themselves. In the past, when many young people started to work, they usually had to work for several years. Today, jobs are more practical, and they are the criteria for "winning and fighting" in terms of employing people. The transition from students to employees in the post 80 s requires a process. It is not surprising that there is a lack of methods in specific work skills and performance is not long enough.

Second, CIOs should also understand and recognize the post-80s personal heroism. After the 80 s, I felt a strong competitive atmosphere from my birth. Every step from a key primary school to a key junior high school to a key high school or a key university is full of fire and medicine. In the cruel reality of "The winner, Wang Hou, the loser, and the thief", the 80 s gradually become selfish, with only personal gains and losses in the eyes. However, we should also see that this strong sense of competition after the 80 s is very valuable. If CIOs make good use of it, they will surely release their passion for work after the 80 s. Otherwise, it is easy to cause internal friction between the 80 s.

As for the post-80s lack of detail at work, this feature is actually the mainstream development of the world's workplace. When it people talk about the mythical performance of big companies such as Google, many people will be connected to the loose office environments that these companies can bring pets to work in. Under the influence of the hard work and gold of the Chinese nation over the years, CIOs often advocate Huawei's "Mattress culture" style of hard work and dedication. However, when the bow is always broken, it is sometimes counterproductive to work blindly. From the success experience of those multinational companies, providing a humane working environment for employees can greatly stimulate the creativity of employees and often achieve unexpected effects.

Therefore, CIOs should be tolerant of the fact that they are going online for private affairs during work hours after the 80 s, changing their old vision in a timely manner, and no longer taking the amount of work time as the standard for measuring employee performance, the evaluation is based on the task completion status. Of course, we should also offer good faith to those individual who indulge in the virtual world too much.

In addition, CIOs must fully respect the post-80s and get along with the post-80s with an equal attitude. After the 80 s, there is a lot of pressure to survive, and frustration education is lacking. Therefore, the psychology is generally weak. At the same time, because of the superior living conditions and a large number of external things, especially with the help of the Internet, the 80 s are also good at challenging authority. Therefore, CIOs must pay attention to the methods and methods when leading the post 80 s. They should not emphasize the relationship between superiors and subordinates too much, nor should they be qualified to follow the post 80 s.

Skills are the key to successful leadership after 80

Understanding the many characteristics of the Post-80 s is the basis for leading the post-80 s. The targeted use of some work skills can be very clever to stimulate the enthusiasm of the 80 s, but also to successfully avoid the many shortcomings of the 80 s.

According to the current situation, CIOs have many unique conditions for leaders to work after the 80 s. CIOs should start from their own work characteristics and explore the skills of leaders after the 80 s.

Tip 1: Use networks as media to enhance identity.

The post 80 s is a generation of people who grew up with the Internet. They have deep network brands. After the 80 s, you can have no food for a day, but you cannot have no Internet for a day. CIOs need to deal with the Internet all day long, and most of their work is very concerned about the content after the 80 s. Therefore, CIOs are easier to talk with post-80s than other fields.

This is the best way for CIOs to understand and understand the post 80 s. Through the communication between their hearts and minds, CIOs can naturally recognize CIOs and work for them voluntarily. CIOs can not only work properly, but even communicate with the people after the 80 s to get inspiration and innovation motivation for their work, so as to better carry out their work.

Tip 2: Use yourself as a teacher to help you grow.

I am very eager to start a business in the Post-80 s. I think that the success of the post-80 s will be regarded as my idol and goal. Therefore, many 80 s have strong entrepreneurial impulses, which is also one of the reasons for their insecurity. As a leader behind the 80 s, CIOs should fully affirm the enthusiasm of these post-80 s and objectively point out their weaknesses. It is necessary to guide the post-80 s to make full use of the current convenience conditions for information-based work, and increase some work experience in the Internet era to lay the foundation for future entrepreneurship. After the 80 s, I felt that I was able to learn useful things under the CIO, And I was relieved to work naturally.

Tip 3: replace your mind with honor and disgrace.

After the 80 s, although she was the only child, she was somewhat pampered and had a heavy family burden. Especially after the 80 s, we have to face four elderly people at the same time. At this time, CIOs need to care more about their post-80 lives, so that they can feel the warmth of the collective, so as to return the unit with more effort. When there is a mistake at work in the post-80 s, CIOs should be more adept at promoting and take responsibility for these young people. Only by sharing honor and disgrace can we get the respect and support from the 80 s.

Tip 4: Improve the "stickiness" by providing technical support ".

In the post 80 s, they dared to doubt their authority, but they also admired true talents. In the post 80 s, CIOs should fully demonstrate their work ability and rich experience, and use real skills to "Shake" them, rather than relying on administrative commands to "Press" them. Once the 80 s were conquered by the capabilities of CIOs, they would be willing to accept management, making it much easier for CIOs to carry out their work. At the same time, this personality charm is also a soft power that can enhance the stickiness between CIOs and the 80 s, and stabilize the workforce. When the team is stable, the combat capability will naturally come out.