Any small act can ruin your career.

Imagine you've worked hard for nine years at a World 500 company, get promoted, and get an unexpected blow: your leader suddenly calls you to the office and suggests you change jobs. What would you say?

It was the real story of Professor Carter Custer, who nearly lost his job, but after correctly overcoming the crisis, Carter jumped into departmental office and started a workplace counter-attack.

Carter later discovered that he was not alone, and that many people had experienced such workplace moments:

suddenly told to be fired;

Colleagues who joined later than themselves were promoted earlier;

Usually eat together leaders, the original performance evaluation of their own very dissatisfied...

What factors could derail our careers? Carter spent years studying the problem.

In "Professional Practice", he uses 5 characters to analyze the wrong behavior, 8 steps tailored to your career path, can be called a "cruel workplace frank guide", worthy of all professionals to read.

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One.

 The "king of destruction" who harms himself.

You're having a meeting with team member Bill, and Captain Fantastic broke into the office without knocking on the door, and he interrupted the meeting and said, "I'm sorry, we have to talk, it only takes a minute." "He's the deputy head of purchasing, and you're the marketing manager, so you just say, "Okay, my meeting with Bill is over right now, give me two more minutes." But he said, "I'm sorry, I need to talk to you right now." My supervisor and I are going on a Gulfstream business plane for business in an hour. "

Before you answer or wait for Bill to leave, he sits down and starts talking about your marketing campaign for the new line of blue shiny jeans with little success. "Models don't appeal," he says. Advertising words are monotonous - the pun 'glitter and Twitter' (shining and tweeting) makes no sense. And I've never seen this ad air in prime time - when exactly does our ad air? Is it broadcast with an animal-shaped pot ad during a midnight TV show? "

You take a deep breath and prepare to answer his questions one by one. Just as you were about to explain that in the concept attraction test, the target customer preferred a natural-looked model to the "senior face" model that competitors have always used, he interrupts you and says, "I came to interview you out of politeness." I'm mainly here to inform you that I'm going to remove this ad and suggest that you hire another advertising ad ad company. I happen to know a good advertising ad company. "You remind him that marketing is in charge of advertising, not procurement. He said, "If the marketing department designed the ads did not increase product sales, it should be another matter", and then got up and left.

"Captain Fantastic" expertly wields a sledgehammer and kills a path to his office. "Captain Magic" regardless of the feelings of others, hubris, mood change, is a veritable "king of destruction." They're always dismissive of other people's opinions, so when things change and the company slows down (which is inevitable), no one wants to help them. When companies are strong, policymakers often turn a blind eye to their actions or choose to forgive them. But if the performance is not satisfactory, then "Captain Fantastic" will certainly be fired.

Two.

What's the problem with Captain Fantastic?

"Captain Fantastic" is characterized by career setbacks due to interpersonal problems.

"Captain Fantastic" has poor self-management skills, manifested in arrogance (especially regardless of other people's feelings, indifference to others, disdain for others), and alert (especially unwilling to accept criticism, poor listening). The extent to which Captain Fantastic lacks self-awareness (especially the inability to realize the impact of his words on others) is almost ridiculous (though you can't laugh if the subject of criticism) leads to even worse self-management of Captain Fantastic.

People who are not good at dealing with relationships are among the "worst occupational derailers". Marshall Goldsmith, a well-known executive coach and author of What Got You Won't Get You There, said: "One of the worst people I've ever seen is people who lack self-management skills - they don't know how to be humble, they don't want to listen, they don't want to learn from others. "

Regardless of age, salary level, race or gender, captain Fantastic's problems are the number one reasons why career development is hampered. If there's one difference, it's that as your career path develops, the importance of building good relationships is growing.

In the transition from independent contributor to manager or leader, people increasingly rely on others to do their jobs in the face of unprecedentedly complex work projects. Some talented managers who are on the rise are arrogant and don't realize the importance of building good relationships. I often say to them, "Remember, 'we' know more than 'me'." "

Stuart Kaplan, Google's head of leadership recruitment, highlighted this point in a conversation with me: "It's more important to build good relationships with others than data capabilities as your position continues to improve." When you move to middle or senior management, you start to need to build relationships. This is a change in perception. You need to control your self-awareness, not get too tangled up with results, and focus on building relationships. At this point, the importance of an individual's abilities decreases and it becomes critical to gain the trust of others. "

Yana Ritchie is a respected Silicon Valley executive headhunter and founder of Rich Talent Headhunters, which has recruited executives for companies such as Apple, Google and Uber. She stresses that poor self-awareness and poor listening in interviews can lead to a significant reduction in the interviewer's score.

"I often ask interviewers, 'Can you use 10 minutes to outline your career and highlight how and why you're transitioning your career?'" she says. I've read your resume and I know the specifics of each job and what you've achieved, so I hope you can skip this section. I'm curious what you think when you change your career. Again, keep the time within 10 minutes. '"

Yana then smiled and continued: "I'm not kidding - you can't believe how many people have been talking for thirty or forty minutes!" Don't they have a sense of themselves? Don't you have listening skills and communication skills? Isn't it going to be a fun talk? It's their home! I only asked them for a simple description, and the interviewer kept talking. I suspect that they find it difficult to experience other people's feelings in their interpersonal relationships, and even feel that they are difficult to work with others without thinking about them at all. "

Three.

 6 interpersonal issues

There are a number of interpersonal problems that cause career derailments, of which the following 6 are the most serious:

Be alert

Arrogant.

Can't keep calm

Like to make a mess of right and wrong and make a publicity

Can't trust others

Act passively

The number one problem is to be on high alert.

High-alert people are likely not to get accurate performance feedback. Both peer and lower class will shy away from them and be reluctant to say what they think (why?). Your ideas are always immediately ignored.Eventually, wary people find it difficult to get accurate and helpful job feedback. Negative effects build up and eventually lead to career derailment. People who are alert and unwilling to accept criticism cannot learn from experience and improve themselves. Early in my career, I was also very resistant to negative feedback - and didn't realize my weakness. In the face of other people's comments, I've been wondering how to fight back with reason, rather than looking for merit. Whether I am willing to accept criticism depends directly on the time and effort I put into a project.

When I was a marketing manager at Taco Bell Canada, I was thrilled to have the opportunity to present our latest TV advertising plan to the division's Deputy Marketing Director. But I kept interrupting him when he noticed the flaws in the scheme and pointed them out, and I thought it was very creative and kept justifying it. Finally the supervisor said, "Carter, you've been saying ,yes, but, like a frog, but yes, yes, but." Can you stop talking and listen to me? I have a lot of experience in restaurant marketing. "

To avoid this happening again, I set a motto for myself, reminding myself every time I face criticism: "I want to be neutral;I believe that I am not an exception, and the number of people who have suffered setbacks in their career development as a result of their high level of vigilance is untested. Recently, while reading the sports section of the newspaper, I saw Alan Iverson, a former member of the Philadelphia 76ers and a superstar, being elected to the NaiSmith Basketball Hall of Fame. Iverson said he hasn't called coach Larry Brown to thank him because he thinks he'll "cry like a kid" when he hears the coach's voice.

"I love being myself," Iverson told reporters in an interview after the 2016 NaiSmith Basketball Hall of Fame presentation. I don't feel awkward because of the color of my skin. But if you have to say what you want as an athlete, then I want to be able to listen to the coach before. Before I was always empty-eyed and pretentious, and he had always been for my good... I should have listened to some constructive comments from him before, but I didn't. Iverson also said he went from being a talented player to being the MVP of the American Professional Basketball League after he stopped fighting the coach and began listening to him

(NBA) Finals.

Captain Fantastic's second biggest interpersonal problem is hubris.

Such people will be promoted quickly because they have the courage, but then they will suffer a terrible defeat. They are usually self-serving and only care about their promotion, regardless of the feelings of others and the interests of the team. They may have a good relationship with their superiors, but not with their superiors and lower levels.

I've met a lot of "Captain Fantastic" people at Pepsi. A very smart, highly educated and ambitious person is promoted very quickly. Finally, he was promoted to a higher management position. This position requires him to rely on others to do his work, but he thinks he is omniscware and always sneers at others' proposals. No one wants to work for him or work with him, and he can't gain the trust of others, who are essential to getting the job done. A few days later, I saw the human resources department put up a notice that the magic captain had been "transferred to a special project team" and he left the company 12 weeks later.

"When I think about the causes of career derailment, I find that self-centeredness is a very important factor," said Raul Vazquez, chief executive of Portun, a company that builds credit points and provides loans to people without a credit history. Problems arise when one pursues one's self over one's sense of accomplishment from one's work. It's a battle between yourself and others. Would you rather work for yourself or obey the needs of your team? "

Lauer brings up an example: "There's a very talented marketing guy who's on the rise, and he's always imposing his ideas on his colleagues." He is unwilling to listen to the objective opinions of others and has been forcing others to accept his proposal. He is very clever and has a variety of skills. However, he was ambitious, not modest and cautious, and never considered problems from the perspective of others. He always looked like a man of greatness, and then asked for forgiveness; His mistakes are always borne by others. "It didn't take long for him to leave the company, " He continued. "

The third biggest interpersonal problem that leads to career derailment is the inability to stay calm.

It is difficult for managers to maintain good and efficient contact with their subordinates if they are unable to maintain calmness. Team members want leaders to remain emotionally stable, positive and optimistic about the future. Team members will be disturbed if the boss is always "cloudy" and less able to resist stress. They think, "What will the boss show this time?" "Arrogance and caution are reflected in behavior, but people who can't control their emotions are always unpretested and unpredictable.

On the good side, people who are moody and responsive are often creative and responsible for their work. On the bad side, however, the whole team is going to be volatile and shaky because of them. Brooke Volkovic, executive coach and part-time lecturer in entrepreneurship training at Northwestern University's Kellogg School of Business, says:

Emotional leaders can affect the whole team, which can be a pain in the ass for those around you. If lower-ranking employees can't control their emotions, they'll be warned right away. But with more and more high-level leaders in mood, it's hard for the entire system to react right away -- it's too late to take action. The reasons are:Emotional leaders are highly controlling in front of the company's authorities and rarely show a real face;

In the face of such bosses, subordinates need to be very calm (albeit unfair) and make sure they are calm when their boss is out of control. Otherwise they'll wipe their asses for the boss. The problem of mood change is difficult to solve and can lead to a highly unstable work environment for the entire team.

The fourth major obstacle to the career development of talent interpersonal problems are: like to provoke the right and wrong and out of the public eye.

Such people like to show off, they can't control their impulses, and it can be dangerous for them to communicate with senior management and key customers because they can say the wrong thing. At the same time, people with this trait have difficulty focusing on a task or following up on priority businesses all the time. People who like to make a play and love to be popular are usually very imaginative - they always have a steady stream of new ideas, but doing anything is just a matter of heart and effort. They are attracted to "bright things".

Subordinates describe them as: the good side is that they are creative, visionary, and inspiring, and the bad side is that they are very emotional, want attention, always have a three-hearted mind, and have poor team management and decision-making skills.

A senior software sales manager is very emotional and likes to play tricks, and in his 360-degree performance review feedback report, a peer says, "He always wants to be the focus, especially when his subordinates are there, or at job fairs." It was as if someone had screwed his hair, and he began to babble about small stories, little jokes, anecdotes. These were supposed to be anecdotes, but he didn't understand the truth that it was too late to stop. He may say he's trying to liven up the atmosphere, but every story boils down to him. It's pointless, it's just a waste of time, so we can't concentrate on the work at hand. "

The fifth problem with relationships is that you can't trust others.

People with this trait tend to work hard and efficiently. They question everything and are careful, so they can accurately spot political intrigue within the company. But at the same time they are pessimistic and negative, and it is difficult to work with people. Subordinates will find that they are micro-managers and not good at assigning tasks. Peer-to-peer feeling that they are too sick and distrustful can affect team relationships, create hostility, and make work projects difficult.

At Pepsi, our team calls these people "groups that influence sales." We try to avoid working with such people in cross-sectoral projects. I have found that it is the nature of the technical sector (including production, research and development, software development), finance and legal staff to be sceptical about everything. While this makes sense - the nature of their work requires rigour, accuracy, and detail in order to promote the company's development and protect its property - in dealing with staff in these departments, particularly the company's legal counsel, financial managers, and chief financial officers, I find that sometimes their suspicions are not out of rigour, but because they do not believe in "new things, new ideas". In this case, I'll change the conversation from "Why can't we..." to "How can we..."

The sixth-largest interpersonal problem that leads to career derailment is to act passively.

Passive people are usually the "best soldiers" who move the project forward step by step. But at the same time, they will hinder the development of enterprises, slow down the process of innovation, and create a mediocre corporate culture. They always try to avoid risk and can't work independently, so the performance is flat.

Executive headhunter Ted Martin, who specializes in hiring executives for fast-growing venture capital firms and private equity firms, said: 'I've interviewed a lot of people who keep saying they're very busy and have a good schedule, so they think they're working hard and deserve a promotion. However, it should be noted that: attend the meeting on time, follow the instructions of superiors, do a good job within the division of things do not mean that you have a strong ability to work, should be promoted. In fact, there are so many such people, and I call them "process promoters". They are porters on the assembly line and do not drive change in the business. People with strong work skills tend to pop up and drive innovation. The two are quite different.

Editing by Green Shaw

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