This Is The Right Way To Grow Yourself In The Workplace

Self-growth of people in the workplace should be oriented to bring out their strengths, and action plans should be formulated in conjunction with daily work scenarios, rather than deep analysis of everything. If it is indeed necessary to deeply analyze certain issues, it should also be tailored to the specific issues, with a focus on solving problems and removing limitations, rather than just encouraging growth.

Self-growth is the most important topic in the professional training of counselors, which starts from the deep subconscious realm and brings lasting growth and change to counselors. It is precisely because of the revolutionary effect that self-growth brings to improve self-confidence and relationships that more and more practitioners of psychology are bringing self-growth into the field of corporate training in the hope that people in the workplace can benefit from it as well, and at the same time, open up a new field of application of psychology. Unfortunately, the starting point is good, but the implementation is not easy.

For the workplace self-growth and self-growth training problems, the author puts forward the following three suggestions for peers as well as interested in self-growth of the workplace for reference.
First, analyze the advantages and potentials, choose the right opportunity and environment to play, and make the growth process more enjoyable.
(i) Problems:
Human resource management has entered the era of potential from physical strength, intelligence and ability, and the traditional "barrel theory" has been replaced by the "longboard theory", however, most of the self-growth is still oriented to identify and improve problems.

I once had a friend who worked in a psychology training organization and was very enthusiastic about self-growth, and changed a lot through self-growth, but the more she came to the back, she found that she had more and more problems, and it seemed that there were never-ending problems, and the teachers often reminded her of this, which led to a lot of self-doubt, and she felt that she had so many problems, and that she could not change the same problems all the time.

This is actually a common problem faced by most self-growth, that is, there are always endless problems and deeper reasons for growth. For counselors, this kind of growth is not a problem, self-growth, originally every counseling practitioner's life subject, but for the workplace, it is not necessary. It is more appropriate to make full use of the strengths and make up for the weaknesses through teamwork.

(ii) Suggestion:
The self-growth of working people should be oriented to discovering and giving full play to their strengths in combination with the development trend of modern management human resource management. It is more important to choose suitable opportunities and environments to give full play to one's strengths than to improve existing problems.

In addition, the strengths of colleagues should be fully discovered and utilized, and good cooperative relationships should be cultivated to make up for each other's deficiencies through cooperation and collaboration, without spending a lot of time on change. The traditional way of self-growth requires a lot of time and money, which is completely unrealistic for modern corporate training and professional development.

Second, the development of an enforceable behavioral plan to improve from the daily work, quick results.

(i) Problems:
The current methods of self-growth, whether psychoanalysis, family therapy, NLP or body-mind growth, are all based on "realization", the principle of change behind, basically psychoanalytic, that is, "let the deep subconscious reasons into the consciousness, the behavior will naturally change! ".

Just as psychoanalytic treatment takes a long time, the "realization"-based growth method also takes a long time to achieve results, which is unrealistic for the "short" and "fast" corporate training. This is unrealistic in terms of the "short" and "fast" required for corporate training.

There are also some methods that are relatively action-oriented, such as NLP, which has a lot of specific behavioral improvement strategies and techniques, but the degree of integration of these techniques with the corporate scenario is far from enough, and the planning and continuity of the action changes are insufficient to bring about substantial changes in behavioral performance in the workplace.

(ii) Suggestion:
Self-growth of the workplace should be combined with daily work scenarios to formulate an executable and continuous behavioral improvement plan, and then follow up and supervise the realization of workplace performance and implementation.

This action change plan, directly to achieve the performance of the workplace as a way of growth, but also directly to the actual workplace behavior for the improvement of performance as the goal, for corporate training, workplace growth, can be short-term results, this rapid results of self-growth, more suitable for corporate training on the "short", This kind of fast-acting self-growth is more suitable for the requirement of "short" and "fast" for corporate training.

However, there is a prerequisite that the mentor responsible for guiding the growth of the mentor needs to have a good understanding of the daily work of the enterprise and the workplace, so as to assist the workplace to formulate an action plan that can be implemented.
Third, analyze the deeper causes for specific problems, so that deeper growth is more targeted.

(i) Problems:
The current self-growth training is basically based on a large and broad theory, methodological guidance, without regard to the relevance of specific issues, are directly from the self-worth, self-acceptance, relationship patterns, childhood growth experience.

Indeed, the root causes of all problems are related to childhood parenting style, current self-worth, self-awareness and acceptance level, these aspects of growth, all the problems will follow the improvement, whether self-confidence, marital relations, parent-child relationship, workplace performance will improve.

But it is also because these are deep-seated causes and have lasted for a very long time that change is very difficult and takes quite a long time, and this long wait is hard to accept both for professionals and for companies.

(ii) Recommendation:
Self-growth, without analyzing the deep-rooted causes at all, is hardly a revolutionary change. Although strengths should be the theme of self-growth in the workplace, there are some strengths that need to be improved for some weaknesses to be realized, and many of these weaknesses have deep subconscious reasons.

Only through the behavioral plan to change, often found that the plan to do a lot, but always in place or the implementation of the results are not ideal, many attempts are always ineffective, usually because of the deep subconscious reasons behind.

The analysis of the deeper causes of professional people should be oriented to specific problems, and only analyze the deeper causes related to the problems, and should also aim at solving the problems and executing the behavioral plans, rather than aiming at the so-called "growth", and continue to analyze.

For self-growth, it is recommended to focus on strengths rather than deficiencies. If there are certain issues that need to be addressed, and if they are not addressed, they will cause lasting constraints to personal development, action plans should be formulated in the context of the daily work environment rather than in-depth analysis of all issues.

If deep analysis of certain problems is indeed needed, it should also address specific problems and be oriented towards solving problems and removing constraints, rather than encouraging growth.