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Habit

lastmod 2021-01-20created 2021-01-203 edits

A habit is a behavior repeated routinely, and it also influences the culture of a place. A person's habits are acquired patterns of behavior that become fixed through repeated performance. Besides physical behavior, they also include mental and psychological tendencies such as thoughts.

Not-quite-mistakes made as a junior

1. Only trying to do well.
They barely think about what the standard for doing well is, how to do well, or how well they need to do. Their eagerness simply runs ahead. It is all eagerness. There is hardly anything they actually put into practice on their own.
2. Trying to do well alone.
Work is done together, yet they can't easily break free of the thought "as long as I do well." That doesn't mean they are bad at it. The problem is that they don't consider balance with the colleagues around them. Being number one in the company is not being number one in the market.
3. Procrastinating readily.
Having gained some experience, they mistakenly believe they can do that work better than anyone. They are downright cocky. They procrastinate readily. They say it can be done later. Then they belatedly realize they can lose not only speed but even direction, but it is too late. It is hard to fix.
3. Doing everything at the last minute.
They think they have a kind of deadline god, or a spirit that descends on them. If work done at the last minute after putting it off once or twice turns out well, they may mistakenly believe that procrastinating brings better results. They even create jinxes and start some tasks only once the deadline is imminent.
4. Believing they must be efficient.
Since they are told any work must be done "quickly," they think doing it "only quickly" is enough. They even think it is an important standard for doing work well. The attitude of doing any work "quickly" becomes ingrained. And for everything, at that.
5. Believing there is a right answer.
They think every task has a right answer and become absorbed in finding it. The problem is that they believe an answer found once (process and result) will last forever. They don't research new processes and take doing it "the way it has always been done" for granted.
6. Not looking around while working.
There is no need for all-around vigilance in a company. But you should at least know what the colleagues in front of, behind, and beside you are doing and what tasks they are currently working on. Yet they have no particular interest. Their posture is like a racehorse that always runs looking only straight ahead. They can't break out of it. They never have any slack. They don't even notice why they have no slack.
7. Even when looking around, the scope is narrow or limited.
When approaching work, they always look at only one side. They take looking only at that side for granted. Or they mistakenly think that is all there is. The problem is that even when someone points them to "look elsewhere," they look at that person's finger instead of in that direction. As this tendency repeats, their field of view narrows and closes.
8. Trying to look good to someone.
They think "looking good" to whoever holds the key in work matters is what doing work well means. They show that person their "loyalty" to the best of their ability. This is because those above "taught" them that way. You should blame the boss who made me like that.
9. Not knowing how to work without recognition.
They consider work done to get someone's attention or interest more rewarding and valuable. They often step forward to do work that stands out in the company. Instead, they neglect work that isn't visible or draws less attention, and so always carry the potential to cause a major accident. (Only they don't know it.)
10. Approaching skills and techniques for work almost obsessively.
They say the right skills and techniques are essential to doing work well. That is because many say good skills are the core competency that lets you leave work earlier and reduces overtime. They fail to think that what moves those hands and feet is the "head (thinking)." In that way they become office workers who do their own work like "technicians."
11. Only trying to fill the hours.
They think the most important thing in work is "punctuality." Beyond that, they don't consider what else matters. Since time must always be kept, they "just" avoid being late. They even try to merely keep their seat warm. They may not place much value on doing real work.
12. Working without distinguishing what is important.
Assigned work, work they are told to do, recurring work, work they have never done, work that suddenly barges in, and so on: they "process" all of it each time it comes. Work that passes by in this "process it quickly" way sometimes remains as a Big Ddong for someone later.
13. Not considering the various factors that change priorities.
Variability is inherent in work. Because of it, the order of tasks and the priorities among their relationships can change at any time. Highly variable issues must be checked and responded to frequently. Yet they can't do that at all. They just go straight ahead on "my way." Because convention or procedure says there's no problem.
14. Having no clear purpose or goal for working.
There is no purpose. They have no interest in what effect the goals within it have. Because there is no reason why they do some work or what they do it for, there is no reason to work hard either. They try to do "just that much." The words and actions of "good enough" pop up everywhere and make people frown. Limited goals limit their opportunities to demonstrate their capabilities.
15. Even with organizational goals, they don't empathize with or understand them.
Without an essential understanding of purposes and goals, they pay no mind to the organization's goals either. They think it has nothing to do with them and is not their responsibility. When a problem arises, they first try to wriggle out of it. Because of this irresponsible attitude, many people go through hard times.
16. Not doing it, or doing only part of it.
Having no interest at all in organizational goals, they think there is no reason to bother. Or they pay attention only to the parts directly related to themselves. In this way they gradually settle into being a "dysfunctional" link in the organization's chain of work.
17. Failing to connect the organization's business goals with their career.
They are caught up in the thought "the organization is the organization, and I am me." Giving "my own value" to the various tasks done at work is too much to ask. As a result, they always harbor "other intentions." They don't recognize that their current experience is connected to their future.
18. Having no career, or no thoughts about it.
Because of the prejudice "Career, what career... I'm busy enough just making a living...," they show no particular interest in hopeful planning, investment, or voluntary effort for the future. As a result, rather than caring about work, their eyes are always on the side benefits. They waste excessive time on things unrelated to their main job, including personal finance (stocks, real estate, etc.).
19. Not having a high understanding of systems.
Due to limited understanding, they don't think that people also exist as part of the organizational system, and that if they fail to do their own work properly as an element of it, they can harm the system. They lightly ignore the organization's distinctive working culture or principles, or apply and borrow them in their own way.
20. Not knowing that work has vertical and horizontal structural relationships.
An organizational system is structured by work (duties, tasks, etc.). Work gains a system once vertical and horizontal relationships related to tasks are established. But because they have no thought (interest) about the area and weight their assigned tasks occupy, they don't know the relationships between tasks, or between the people doing them, and often end up doing the wrong things.
21. Failing to distinguish trial and error from failure.
When a new attempt doesn't turn out as intended, they are overcome with frustration. Since it is clearly a first attempt and not something they have much experience with, they could frame it as "trial and error" rather than failure, but they can't. As a result, they often don't try again something that didn't work once. They almost never change the process and take on a fresh challenge. Meanwhile, they naively hope things will just go well.
22. Blindly aiming for the flawless perfection of "no problems."
They work with the thought that any work must be "perfect." But rather than raising the level step by step, they set and carry out plans with the will that they will, and can, reach the "flawless" stage in one go. The problem arises from "it not turning out that way." Because they put forward goals that are too high, the disappointment relative to expectations is bound to be large.
23. Not trying to work by raising completeness sequentially.
At first it may be because they don't know better. But foolishly, they charge toward a high goal again. They should set target levels sequentially and in stages and develop gradually from the most approachable level, yet they always emphasize "one big shot." They even say you should be full after the first spoonful.
24. Not making real effort.
Perhaps because they never thought of growing through work in the first place, they don't invest time outside working hours. Their effort to do work well happens only "while working." Whatever effort they make is naturally limited, and their growth is bound to be slow. This is not due to talent. It is a matter of will.
25. Not pursuing detail.
They have a feel for the work. But they often leave it as just a "feel." They almost never record and manage it separately to do better next time. As a result, when they pass the work on to others or give instructions, orders, or leadership, they ramble off "incomprehensible explanations." Consequently, the people working with them have a hard time. It is at least fortunate if they belatedly realize all of this is due to a "lack of detail" in their own work.

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