It foretells your workplace, the speed of promotion and upward mobility can be determined by these three statements.

Since the day you left school, you have been in the workplace.

Some people work hard and become great; others complain and waste their time. What determines the speed and ceiling of your career advancement? This conversation between Strategy and Xiao A may be an inspiration for you.

A, a good friend of Strategy, is a rookie who has just joined the workplace.

He has a good platform and is doing a job that interests him, and he plans to work in this field in the future. It can be said that Xiao A is already the best among his peers and is the envy of many people, and gradually became the "other family's child" in the neighborhood.

However, in recent times, Xiao A has often sought out Strategies to talk about his worries at work. Either he couldn't do the work given to him by the leader, or the gap between his business ability and that of his colleagues was too big, and he felt overwhelmed every day, always living in the eyes of others.

After hearing this, Strategy smiled and immediately understood what A's problem was.

His problem was all too common. Almost every young person entering the workplace will go through such a stage, and having such worries is a sign of his motivation.

This is because young people like A, who feel they have just joined the workplace, are always desperate to prove themselves as soon as possible and be recognized by their leaders and colleagues. However, due to their shallow qualifications and lack of experience, they often make a lot of jokes by botching things up. But these are all perfectly normal problems. The key lies in how to adjust your mindset to deal with them.

The strategy gave Little A a three-stage theory of interpersonal communication, which, when mastered, could solve most of his current troubles. The triad is: accept, like, and cannot leave.

In interpersonal communication, to truly integrate into a new environment, a person must go through these three stages: to make others accept you, to make others like you, and finally to make others inseparable from you

When you first enter the workplace, both leaders and colleagues need to have a slow process of getting to know you. For yourself, it will take some time to adapt to the work environment and content.

This process cannot be rushed and there is no way to rush it. The length of time involved often varies from person to person.

Some people go through this phase for quite a long time, while others take to it like a fish to water in a short time. Those who take less time to get started often share a common characteristic, which is that they are very good at seizing any opportunity to prove their abilities at work, and they usually treat their work seriously and honestly.

In this way, in the eyes of the leaders and colleagues, you are firstly a "harmless plant", and secondly, the occasional demonstration of your ability will gradually make people pay attention to you, and slowly give you some things to do, so that you are accepted into the environment.

But acceptance alone is not enough.

Acceptance is only the initial recognition of one's ability, and this initial recognition, in a short time, may be based on external conditions (including education, appearance, family background, etc.).

To stand out in a team, you need to be liked by as many people as possible.

But how do you get most people to like you?

It requires you to be able to present yourself in a way that gives people a glimpse of you.

Not only will you be able to complete things that people give you on time and with quality, but you will also be able to make a lot of innovations, which may be time-saving, great ideas, or more likely, accomplish things that the average person cannot do.

There is a wonderful story about a colleague at the Think Tank who was so popular with her clients that they once asked her for credit. What did she ask for? It turned out that the consultant had just returned to Shanghai by plane after communicating about the project in Chongqing, and as soon as she landed, the client called her and said she had a new problem. What client wouldn't like this kind of responsible attitude?

Once this kind of bright feeling appears many times in the hearts of people around you, then people will gradually like you and find out that you are different.

And in this process, your character must be fully tested and recognized. Otherwise, having talent without virtue is also a big no-no for personal development.

When you reach the third level, that is when you are inseparable.

This is based on others accepting and liking you. After a long period of understanding all aspects of you, people around you will gradually deepen their trust in you and will eventually form a dependency.

Because the leadership of the things you explain assured, colleagues explain your things to save your mind, customers explain your things comfortable, the same thing, to others to do things 60 points, and to you may be 90 points or even 100 points, so you will be more and more entrusted with important responsibilities, and your position is increasingly difficult to be replaced.

At this time, most people are either in a management position, in a certain field alone, or the accumulation of a wealth of technical experience, these are summarised in one word, that is, core competencies.

A person with core competencies in the workplace must be the one who holds the initiative and has very high bargaining power.

The basic condition for this is precise that others cannot leave you alone. Of course, modern society is a high division of labor environment, no one is truly irreplaceable, and the earth would still be spinning without anyone. But if your core competencies are so strong that the cost of replacing you is much higher than the benefit of replacing you, then you become someone the company "can't live without".

When a person reaches the point where others can't do without you, that is, when a person can do what they want in an environment without overstepping the boundaries.

In this way, you choose the platform rather than the platform choosing you.

In this way, you go from being a small player who sings on someone else's stage to being a big player who dominates the stage.

In a broader sense, this triple theory covers the three realms of human development in the workplace, in which you are bound to feel differently with each step up the ladder.

This is a process of "turning the tables" and is a process that one must go through if one is to succeed.

Unfortunately, not everyone in life can reach the third stage. Some people are eliminated at the acceptance stage, while others stop at the second stage. There is a multitude of variables that can influence this, but mastering this triad gives you the possibility to respond to all changes with no change.

Of course, not only in the workplace but also in dealing with people, you often have to go through these three stages. In the workplace, in government, and even in love, life is a difficult place to get through. But the general rule is always the same, except a lot of people, like a small number of people, can not leave that fixed a few people. Hold on to this trilogy, and leaders and colleagues get along or get along with the opposite sex, can always open the way to meet the water to build a bridge, more on a few dark flowers to turn good fortune.