What should I do when I'm not having fun working?
Question:
Things have been boring lately, and I can't picture the future. I also have concerns about what I want to do personally and the direction within the company.
Thank you so much for sharing your concerns. I think this is a question that everyone in the world has. I also think of these questions every few years and answer them. It's something that I thought a lot about, so I'll share my opinion. What I'm saying is not the answer.
What should I do to make my work fun? In the end, the vision is clearly visible, and the ceiling is open to the taste of work. But I think it's hard to do that now. I'll analyze it first and suggest a solution.
• The next step between environmental and practical work is not well illustrated.
• I'm not sure which direction I should grow.
• The worry between acting on behalf vs growing one company.
• What I want to do personally vs. concerns about the direction within the company.
Answer:
I think the first problem is growth. Teams or organizations that have stopped growing are bound to think differently. The reason why work is not fun comes down to two problems.
1) Performance rewards don't come in time
2) a situation in which results are not in itself. Not being praised by the team or the client.
I think the academy team has the best atmosphere. The academy is not a situation where you have a huge vision or a dream. However, the results come out immediately, and sales increase every month. And there's a reward. Humans have fun when they're rewarded numerically and produce dopamine.
Many philosophical ideas and questions are coming up right now. Why is that's the reason? It's because I didn't. Your dopamine levels have dropped. I think the question would have been different if your team had grown three times in a year and had the confidence that "my marketing skills and our team's marketing know-how can save all operators." In other words, if your salary tripled and you heard thank you from your client every day, you wouldn't have had any philosophical concerns.
The team that I'm thinking of now is commonly "where team sales growth has stagnated." In the past, the team atmosphere was good and fun because it continued to grow.
The four questions above are questions that every human being has. The reason why I didn't think about that until now is because I've grown up well. I had fun because the team's sales also went up. But it's the basic human psychology that comes to mind as growth stops.
Of course, we can solve it. The method is simple. It's about quitting your job and finding your own way. I will announce the graduation system soon, and I think this is also a good way.
(The graduation system is a model in which a company helps start a business and shares profits with each other when it is considered to start a business after completing two years in the company.)
But I think there's no paradise where you run away, as shown in the cartoon Bercerc. With the company's full leverage, what are the consequences of not improving the current situation?
I'd take a slightly different approach. Let's just do it for three months until we do it. If it doesn't work, I'll quit my job. In the end, I think the fundamental reason why I think of something else is that the team is stuck, and the financial rewards don't follow. I think I'm going to make this resolution.
1) Suppose the net profit of the team is 5,000. Let's set a two-month short-term goal here, and raise it to 7,000
2) Identify your team's problems and how do you strengthen the nature of marketing? Let's think about it.
(There is usually always a reason for team stagnation. The boss may act stupid, or the representative may be stupid. It may be because of the number of free riders, or it may be a problem with the supply and demand of manpower. Business is a problem of catching inefficiencies. It can be solved somehow. The boss or the CEO is the problem? Then tell me straight. Or you can submit a proposal and do it.)
3) The current problem is that resource waste occurs while trying ways with weak essence. Narrow and sharpen the target group, develop expertise. If you try too many things, you end up not making an awl.
In fact, Mr.Kim and Mr.Yang did not produce any results when they tried in the early stages, but they are popping 100,000 each in their new accounts through the "pre-game reference."
The essence is that strengthening will always produce results. In the end, the key is to find the problem and how to solve it. All of our members are good at learning, so we can do enough if we study.
Conclusion:
1. The reason I feel different is that there is no result. If you are a professional, you should not avoid it with philosophical thoughts, but try to set short-term goals and solve problems.
2. The short-term solution to this, of course, is to quit and get freedom. If it's too psychologically difficult, I think this choice is absolutely right. If you don't suit your aptitude from the beginning, it's right to quit right away. However, if you have been having fun for more than a year and have recently lost interest, you should diagnose whether it is a matter of performance or compensation. If there is a shortage of compensation, ask the company.
3. If you want greater growth, you should be a problem solver who defines and solves problems. However, the period itself should not be taken long. It should be shortened to 3 months or 6 months.
If you do more than that, you'll get tired. If you set a short-term goal and have no results, you are not talented or suitable for it. If I don't solve my target problem within this period, I can accept my defeat and leave. Even if it fails, it will be a big level up.
4. Whether it's a success or a failure, let's set a period and figure and set a goal (120% increase in 3 months). Let's do it or fail it or burn the last flame. Let's wait and see if philosophical concerns come to mind even at this time. If one's marketing skills are growing and the compensation for this is clear, the question of '?' will no longer arise.
I hope today's story was helpful!
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