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Fighting in the workplace, how can you learn more about black than your connections? Stephen Covey, Marcus Buckingham, Susan Kane and other enthusiastic sharing of workplace laws, "Harvard Business Review" book review recommended, 11 steps to turn themselves into the best in the workplace. Harvard Business School, Stanford University, MIT students are benefiting from career planning books.

Self-branding: how to build a personal brand in the age of social media

What is a self-brand? How to use new media to promote yourself? How to magnify your career advantage?

Refined to how to strengthen the "weak connection" network? How to cooperate and survive in a team? How to start your own business? These are the problems that people in the workplace have to face, but few people tell you the answer. You need to take advantage of the efficient methods shared in the book to make a difference and turn yourself into a cost-effective person in the workplace. This is a self-management reading book that teaches you to use new social media to develop your career potential. Whether you are a newcomer or an old bird, you can stand out in the workplace by creating your own brand. If you are not willing to be mediocre, show your brand!

Everyone plays from the media and talks about the era of Internet + entrepreneurship. Social media, like a magnifying glass, maximizes personal value, charm and influence, and enhances your workplace status. This book provides a step-by-step approach to the workplace to respond to rapid technological updates and economic unpredictable trends.

[US] Dan Schawbel:

"New York Times" "self-branding expert", a well-known career planning expert. The self-branded blog created by Forbes Magazine is listed as a gas station for the workplace. He is a columnist for magazines such as Time and Forbes, and a writer for newspapers such as Fortune and The Wall Street Journal.

His best-selling book "I 2.0: Four Steps to Build Your Future" has been translated into thirteen languages and is a top-selling book such as The New York Times and Barnes & Noble. Dan has spoken at companies such as Google, IBM, Time Warner, Citibank and Siemens, and is often invited to Harvard Business School,

Change is everywhere. Compared with our predecessors, we are more sensitive to the pressure of change. This is especially true in such an age of change. The development of science and technology has made the world smaller-the connection between people and enterprises has become closer. The economic bubble or recession has allowed companies to continually adjust to the reality. The variety of jobs is increasing, and many previously useful skills are becoming obsolete at an unprecedented rate.

Post-85 employees will dominate the future of the workplace, but they have also entered an unprecedented difficult period. Although they are often regarded as a groundbreaking generation and an image of our ability to change the world, they are often prone to trouble.

After 85, they are more used to getting instant feedback. They don't endure the annual evaluation like the employees in the past, but want to get feedback from their superiors every week or every day. According to a 2012 report by the Trendra Survey, nearly 40% of the post-85s believe that they should be promoted every two years. A more shocking statistic is that only 9% of post-85s believe that promotion needs to be based on their own performance.

It is normal for them to have such an idea. When the older generation of employees entered the workplace and worked in a certain company, they dreamed of being able to retire. Now, when young employees enter the workplace, they know they have to do at least six or seven different jobs in their lives. Among the young employees surveyed, more than 60% believe that the current job is just a springboard on the road to career advancement.

In view of this fact, the most important ability for everyone is to discover their own unique and transferable ability. My research involves hundreds of companies and millions of people, and the results show that great employees focus on their strengths most of the time. Unfortunately, post-85 employees often appear pretentious and show a tendency to ignore their own advantages. When asked whether they would choose to correct their shortcomings or expand their strengths to achieve workplace success, more than 73% of the post-85 respondents chose to correct their shortcomings. In a survey of all generations, only 55% of respondents made this choice.

So what does this mean for post-85 employees who are in the workplace? This means they need to learn how to enhance their strengths. To make a difference in the workplace, you need to know yourself, where your greatest strengths are, and how you can make a difference. When your job changes in the future and technological development makes current skills meaningless, your advantage can still become an advantage. Is your advantage in strategic thinking? Competitive spirit? empathy? Appeal? No matter what changes occur in technology and society, these inherent capabilities will accompany you and can add your value in any environment.

In the next chapter, Dan will lead you to find your own advantages and uniqueness and build your own brand. He will show you how to spread your unique advantages and make you irreplaceable. As you continue to grow in the workplace, your own brand is the key to your success. Build the best version of yourself-let everyone marvel at your value!

Marcus Buckingham

New York Times bestselling author, author of "Now Discover Your Career Advantage"

Foreword / 001

Introduction "Thinking Inside the Box" (Inertia Thinking) / 005

Chapter One Treats You as a "Brand" / 001

Chapter 2 Hard Skills: Beyond Your Job Duties / 009

Chapter 3 Soft Skills: The Importance of Personal Charm / 039

Chapter 4 How to Use the Internet to Promote Yourself / 065

Chapter 5 Secrets to Gain Super Attention / 111

Chapter 6 What kind of employees will the manager promote? / 123

Chapter 7: How to Maintain Relationships with Colleagues and Subordinates / 133

Chapter VIII The Key Principles of Building Networks / 149

Chapter 6 Having Passion Will Make You More Successful 167

Chapter 10 How to Create Your Own Brand at Work / 179

Chapter 11. Staying in a company or leaving a business? / 191

Postscript your career is in your hands / 205

About the author / 207

I am convinced that post-80s and post-90s will promote the development of business in a better direction. They don't like the company's rigorous system, and they don't want to be limited by the way they work from nine to five. They believe that companies should not evaluate the value of employees based on their length of service, age, or length of time they have worked, but rather they should measure based on their performance. Ken Chernot, Chairman and CEO of American Express, knows the potential and influence of post-80s and post-90s. He said: "In meeting the needs and expectations of customers and employees, the way of communication has changed. Companies that know how to successfully recruit these young talents will take the lead in this increasingly competitive market."

But this is by no means a story about the future. Recently, a survey conducted by my company in conjunction with Payscale (a website established in 2002 and now has the world's largest and most comprehensive database of employee compensation) reached such a conclusion that 15% of the 80s have entered management Floor. As the influence of this generation becomes stronger and stronger, companies will be forced to create a more transparent workplace environment, a more honest and fair recruitment system, and more collaborative work methods. Employees will be able to work anywhere, anytime, and their work results are the only criterion for excellence.

The workplace will become more and more like a game field, not a place where all the chores are busy all day. PepsiCo Human Resources Director Cynthia Rudel also sees the huge impact young employees will have on the workplace in the future. "A lot of the changes we have made in operations are to establish a flat management structure and say goodbye to the traditional command and control management system," she said.

Some companies have begun to change the internal culture of the company to make it more suitable for the needs of young employees. A study we conducted with Payscale shows that post-85 employees have been working the same job for two years (older employees typically have five to seven years). Chegg, an online e-book rental service company based in Silicon Valley, Created an unlimited paid holiday policy that Hubspot (a digital marketing company), Netflix (an online video rental provider), and others have already implemented such systems a few years ago. Bosses found that in addition to setting up a reasonable recruitment tool, implementing such a system would reduce the impact of employees' lives on job performance, thereby greatly improving their work efficiency. The pace of some business owners is even greater, and they even pay employees to spend their holidays, but with the added condition that employees cannot do any work during the holidays and must be completely separated from their previous work. Bosses said that when employees return from the holidays, they are usually full of energy and will be better placed into work.

In the past two years, due to the implementation of this policy, chegg's annual employee turnover rate has been reduced by 50%. Another software maker, APrimo, increased the retention rate of millennial employees by 85% in one year by making college graduates more responsible. The reason behind this is: care about employees and value the development of their careers. Such companies will be able to retain talent.

Here are just a few of the areas in which millennial employees are having a significant impact on the workplace today and in the future:

We will overthrow the firewall. We are used to connecting the world through technology, and we use social media tools and smartphones to connect with family, friends and colleagues. Visionary companies will allow employees to use social media during work, because it will make us more productive, allow us to connect with the world quickly and cheaply, and make us happy at work. . Conversely, companies that bar employees from using social media and mobile devices in the workplace will face many difficulties in recruiting and retaining employees. When we have full control of the workplace, all companies (except for some industries that require high management) will allow employees to use open technologies. More than 33% of us will see the freedom to use social media and mobile phones at work as more important than salary. According to Cisco statistics, more than 56% of us are unwilling to work at a company that bans social media.

We will turn work into a game, not a burden. We all grew up playing video games. We are always looking for a career of our dreams. We are unwilling to rest on the status quo and have a high degree of optimism. We believe that work should fit our lifestyle. When we get tired of our work, we choose to leave. In the future, we will revolutionize the way we work today. Gamified working methods have become more and more popular, and this will certainly become a standard for future working environments. Gamified work is a new way to train and develop employees through games. Bluewolf Consulting has introduced gamification into the company's management process in order to cultivate employee loyalty to the company. The company's employees gain high-level ratings by suggesting new discussion topics or feedback on colleagues' topics, putting the company in an innovative state and enhancing communication among colleagues. In addition, the company encourages employees to share their views and other things through their social networks. When their links are clicked, they can earn ratings. Rewards can be given as an iPad, a tablet from Apple, or a lunch with the company's CEO. As a result, employee website click-through rates increased by 45% and company blog click-through rates increased by 80%. Gartner predicts that by 2014, more than 70% of companies will have at least one gamified application.

We will work with friends. We want work to feel like home. Compared to the employees of the previous generation, we prefer to be with our friends when choosing to work. This is why many people like to treat friends as business partners when starting a business. The boundaries between individuals and work are becoming increasingly blurred, and we believe that this way of working is more conducive to our social life.

We will build a collaborative organization. We like working collaboratively. Most companies' current work environment needs to be redesigned, for example, the cubicle of each employee seems very out of date. Innovative companies will abandon traditional office cubicles and choose social spaces that fit the personality of young people. Here are two examples. One is Unilever's Hamburg office and the other is Microsoft's Amsterdam office. Employees working in these two offices don't have fixed seats, they can move around freely and work where they feel they can inspire the highest efficiency. In future companies, we will see customized office space without partitions. Open-plan living rooms, round tables, and virtual offices will be widely used. More companies will use co-working spaces instead of in one building. Building for thousands of employees. Technological progress is a major driving force for employees to collaborate. Through online social media and platforms, we can post blog posts, forum posts, videos, and more. This helps promote communication and interaction among employees.

We have had a positive impact on people of past generations. In fact, this positive impact is already showing. For example, we are the first generation to adapt to social networks. The older generation can keep up because they want to keep in touch with their children or learn about their status. Because we are not the same as their behavior, manners, consumption patterns, and worldview, they also began to change some of their previous ideas and behaviors (more than 74% of us believe that we have affected peers or other generations. Human consumption). "Actually, we can see that the people of the previous generation are changing their views on the brand and on products, services, and experiences, and the millennial generation is constantly improving," said Rose Martin, executive vice president of the network of MTV. Everyone s standards of these views, so these people s ideas look outdated in the workplace. Part of the reason is that we do nt focus on marketing products like the previous generation, but we want to be a brand, product creation process, and online activities. Participants.

Our influence also extends to the offline world. Traditional retailers like Macy's have begun to create new fashion brands-and even redesign their physical stores-to attract more young shoppers. In the workplace, we have in turn guided the next generation of people in some ways, let them know more about computer technology, and help them better use network technology to complete their work.

We will make companies pay more attention to their reputation. In many ways, many companies today are still not humane enough. There is a system that is out of touch with the times, and it relies entirely on the business instinct to make money. However, more than 92% of us believe that the success of an enterprise should not be based solely on profits, but also on the social influence brought by the enterprise. We hope that companies can give back to society and have a positive impact on the world. When it comes to decisions about where to go, we value personal value more than money. In this way, we will have a positive impact on current business development, support global charities and non-profit organizations, and build a good reputation and image for the companies in the future world market competition.

We will change the way employees get promoted. Generally speaking, employees are promoted only after working in a certain position for a period of time. However, we usually want to be promoted quickly and are unwilling to work on the same job for many years before waiting for a promotion opportunity. Our generation believes that whether employees are promoted should be closely related to their performance, not based on age and work experience. According to past practice, promotion of employees is generally carried out at the beginning or end of the year. But with the increasing influence of our generation, the time for promotion is no longer limited, as long as employees are worthy of promotion, this can be done. Here, the key word is "worth it". Employees still have to work hard in normal times, produce outstanding work transcripts, bring value to their teams and the company, and then have the opportunity to be promoted.

By understanding the impact of your generation on employees in the future, from now on you can be fully prepared to become the leader of your company. This will help you become more eye-catching at work, make people more aware of your ideas, and even give you more confidence.

Sounds great, doesn't it? The future is beautiful, the future is yours!

Schober's book is a winning weapon for all innovators who want to succeed at work. It shows the skills and strategies that can help you transform into a future leader.

-Stephen Covey, author of "7 Habits of Highly Effective People"

This book is a must-read guide for newcomers to the workplace, and also an upgrade guide for veterans in the workplace.

-Daniel Pinker, author of The Driving Force

If you want to improve yourself elegantly and powerfully, this book is for you.

-Susan Kane, author of Quiet, speaker of TED's Introverted Power

This is a strategic and practical workplace guide. It will inspire you to control your destiny.

-Guy Kawasaki, author of The Art of Entrepreneurship

This book is a practical guide for anyone thinking about how to succeed in and out of the workplace.

-Gretchen Rubin, author of The Happiness Project

This book presents great ideas for improving yourself in any field. People of all ages will benefit.

Harvey McKay, author of Swimming with Sharks

In this compelling book, Scobel gives you all the resources, advice, and inspiration you need to manage your career and achieve your career success.

Jack Canfield, editor of "Chicken Soup", "Principles of Success"

An article in "Quick Company" magazine "Brand" changed Dan's life. If you read Dan's book, I promise it will change your life.

-Alan Webb, Co-founder of Fast Company Magazine

"Brand" contains a lot of great, valuable, and useful information to help you make progress, and I am embarrassed to admit that I learned a lot from it. This book is for everyone who just graduated, but also for those who want to take their career to a new height.

Kate White, former editor of Metropolis Magazine

"Self-Branding" is the book I want to own as soon as I enter the workplace. It will help you improve your skills, learn to work with different work partners, and become a leader when your company needs it.

Doug Conant, Former CEO of Campbell Soup Company, Founder of "Conant Leadership", Author of "Contact"

Professionals need to gain a foothold through the continuous acquisition of transferable skills and experience through various companies, and the network of contacts that they form. Self-Branding provides a smart way for Gen Y to build and strengthen their personal brand.

Kathy Bachelor, Vice Chairman of Deloitte Accountants, Author of Mass Customization: Aligning the Workplace with Today's Non-Traditional Work Teams

This may be the last book a young man vowed to succeed must read. Dan conceptualizes success as an action plan. What you will learn is that everything you need is what you already have, or that you are already close to, and the rest is to develop these resources and make yourself a successful person by accomplishing things that have caught the world s attention.

-Mel Ziegler, founder of Banana Republic, author of Wild Company

"Brand" is definitely the best book I have read for millennials. Dan Schober provides the clear knowledge, persuasive facts, compelling examples, and useful tips needed to succeed in a new workplace. The creation of "Self-Branding" comes directly from his personal practical experience.

Jim Kutzes, co-author of Leadership, Distinguished Professor, Dean of the Leadership Center, Levi Business School, Santa Clara University, USA

Skobel will help you to deal with your new job easily, give you all the tools you need to help you stand out from the work, and make you progress faster than your colleagues!

Barbara Corcoran, founder of Corcoran Group, investor and moderator of ABC's "Creation of Winners" column, author of "Shark Gangster"