When I first heard about the "beggars" in a team, I was as surprised as you are. What exactly is a "beggar" in a team? Perhaps after reading the following article, you will understand more clearly.
If the leader doesn't communicate with me, I won't communicate with the leader. These people lack "spirit": Some people are self-righteous, thinking they rely on their talent to earn a living, and whether they communicate with the leader or not doesn't matter. They never proactively communicate with the leader, reasoning that since the leader doesn't communicate with them, they won't take the initiative. There are many reasons why a leader might not proactively communicate with you, such as time constraints or leadership style. If you don't proactively communicate with the leader, you may lose the opportunity for the leader to understand you or to showcase your talents. Solution: You should proactively communicate with the leader about ideas that benefit team building or enterprise development, turning your thoughts into decision-making actions in time, contributing to the team and the enterprise. Only then will your talents not be buried. Don't think that being a swift horse will naturally find a Bole (a good judge of talent). In today's society, there are many swift horses but few Boles. A swift horse must learn to please the Bole to be considered a modern swift horse.
If the leader doesn't recognize me, I won't work hard. These people lack "honor": These people have strong vanity. They may have made some achievements in previous work, but if the leader doesn't promptly acknowledge them, they think the leader doesn't recognize them, and if not recognized, they won't work hard. So they start to slack off, fail to complete work on time and with quality, and quickly fall from the ranks of advanced workers to the ranks of eliminated. Solution: Everyone has vanity, but it should be handled correctly. Used properly, it is a booster that helps you advance rapidly; used improperly, it is a fire extinguisher that dampens your enthusiasm or dilutes your motivation. Some leaders may not openly praise subordinates' achievements, but in private communication with others, they will affirm your work. Doing your job well is actually your duty and also shows your ability. Those with discernment can see it without being told; sometimes you don't need the leader to break the paper for you.
If the leader doesn't encourage me, I won't work hard. These people lack "fuel": These people have no destructive power in the company, but they also have no execution. They are the immovable figures in the company. Even if the company is about to go bankrupt tomorrow, they won't be moved. Solution: You must learn to "refuel" yourself and "step on the accelerator" yourself. This is the basic instinct for an employee to survive in an enterprise. Otherwise, you will be the first to be eliminated. Today's enterprises won't give you time to learn to "refuel" or the opportunity to learn to "step on the accelerator." Enterprises need a driver with a license, not an apprentice. Learn to arrange your own work and self-motivate to achieve self-growth.
I'm unhappy because the leader doesn't coax me. These people lack "tempering": These are emotionally volatile employees in the enterprise. Their mood is entirely determined by the leader. Happiness seems to be coaxed by the leader, and unhappiness seems to be given by the leader. Don't forget, few leaders are artists by profession. Solution: Being emotionally volatile is a sign of immaturity. It is not conducive to work or personal growth. You must learn to overcome emotional decision-making, undergo more psychological tempering, and strengthen rational control. Emotions should be centered on "me," not on others or the leader, and naturally you will overcome emotional volatility.
When tasks are not completed, they use a bunch of objective reasons to cope. These people lack "method": Some people in the enterprise always use a basket of objective reasons to prove they have tried their best, such as too many product quality issues or special market situations. These reasons seem reasonable every time. Solution: If this continues, there must be a problem with your work methods or work attitude. You should learn from colleagues, understand how they develop and manage customers. What we need is performance, not people's understanding of objective reasons. You must enhance your ability to predict, discover, and control objective situations to avoid being swayed by the external environment.
When making mistakes, they hope everyone doesn't make a fuss. These people lack "electricity": These people in the company don't make big mistakes but constantly make small ones, either being late or leaving early, being careless or forgetful, or leaving work unfinished. But they think it's no big deal. When everyone stares at them, they say, "What's so special about this? Others do the same." Solution: "Don't fail to do good even if it's small, and don't engage in evil even if it's small." There are many people who achieve great things through small good deeds. In an enterprise, if small things are done well, there are no big things; if small problems are solved, there are no big problems. When you make mistakes, you must bravely admit and correct them. To succeed, focus on the small details and start from small steps.
Not understanding technology, they complain that the company doesn't provide training. These people lack "understanding": Every technical link in an enterprise has technical content. When problems such as weak customer service, insufficient sales skills, or poor expression ability are exposed, most people say, "The company didn't train us on this content." With just this sentence, we lose many good opportunities. Solution: The content of company training is limited. The market itself is the best training material. You should make good use of market practice rather than relying solely on company training to meet work needs. Those who are good at summarizing are definitely those who do their work well. Those who are good at summarizing in practice are the ones who truly benefit the most from training.
Not making progress, they complain that the company atmosphere is bad. These people lack "progress": These people's performance in the company is just muddling along. They think that since the company management is chaotic, it's useless for them to be proper. Some also say, "I want to improve, but the company is so chaotic, can I improve?" It sounds like the company is at fault for their lack of progress, but in fact, these people lack goals, lack purpose in work, or have the wrong purpose. Solution: "Small hermits hide in the mountains; great hermits hide in the city." The environment can influence a person, but not completely. The internal cause is primary, and the external cause is secondary. To make progress, you must set correct life and work goals, and not be disturbed by the external environment or overcome the interference.
In summary, these spiritual beggars often play the role of passive slackers in the enterprise team, reacting slowly and complaining everywhere. Spiritual beggars are worse than material beggars. Material beggars are easy to satisfy, but spiritual beggars are difficult to satisfy and control. This is the difficulty of enterprise team management!
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