Hello everyone. Today we continue with the topic of personal development and career development. As we discussed in previous articles, we've already talked about developing our basic skills and abilities. My core competencies, the skills that allow me to integrate and develop within organizations. We haven't said anything yet, we haven't said much about your capabilities, functions, or expertise; we haven't said anything about that. I hope we'll have time to discuss this issue. Besides competence, we also need to adjust personality, right? For those of you who haven't seen it yet, you can watch it again. Personality is also a very important factor . Secondly, we adjust our perceptions. In other words, it's about whether we dare or not, whether we have confidence or not. Thirdly, we adjust the external aspect, the outward appearance, the so-called brand identity. You know, those of you who have done some research on branding know that brand identity is a very important part and people invest a lot of money in it, right? Then there's no reason why you would want to succeed in your career. No matter who you are—whether you're a manager, an employee, a doctor, an engineer, or any other professional—you need to build a brand identity that suits you. Well, having the right brand identity will help you develop better, meaning it will help others recognize you better, more accurately, and in a way that aligns with your expectations. So today, let's assume you've already chosen a suitable environment. That's the topic I just shared with you earlier: you choose an environment and change your environment to suit it. After you improve your abilities and adjust your personality, adjust your perception, and develop your own awareness, you will begin to refine your self-image and understand how important your self-image is in the eyes of others . Then you need to find the right environment where you can thrive. The key issue is the environment in which we can develop our potential, which is quite important, as I discussed in detail in the previous video. I won't repeat myself today. So today we're going to move on to something where I assume you've already done those things and you've found a place, an environment where you can thrive. So now, instead of talking broadly, we'll start talking in depth. Let's talk in depth. So, you guys get jobs like sales, accounting, programming, marketing, design, engineering, accounting, finance, and human resources. Uh, and so on, you guys work in a specific function or department. So the issue now is your career advancement, and as I told you, your career advancement and success are linked to your income, and of course, they determine what your life will be like. So, how can we succeed in our work, and how can we advance in our careers? Otherwise, we'll end up like many people who start doing a job and then just lie there doing nothing. Many people work for 5 years, some for 10 years, and some even work until retirement . Retirement means just sitting in one place doing one thing. And of course, over time you will still get a salary increase, but the issue is seniority pay. You can't change your salary grade based on seniority. Salary grade cannot be changed. If you want to change your salary grade, you have to change your position. That means when you move up to a more important position, your salary will then increase to a higher level. Your income has just reached a higher level. But if you sit in one place, you can still do a good job . But at that time, your income was limited within that salary range. So now I'll share with you how you can compete fairly within your own organization, okay? Once you join the middle management team, you will be competing with other employees in the department. When you work for a company, you will compete with other employees, especially young people working in the same company. So how can we achieve good performance and receive positive reviews? This means we compete effectively with our colleagues in terms of expertise. When I say competition, I mean they're competing in a healthy way, right? That's healthy competition, not competition in the bad sense. It means we find ways to push our teammates forward, we call it stepping on our teammates to get ahead, and we compete in a way that shows how we can rise to the top by being more successful and doing our jobs better . Well, in my opinion, we have three possible approaches. We have three options for you to choose from. A choice will have to be made. The first and foremost direction is for you all to focus on doing your job really well. Focus on in-depth research and do a really good job. I called for a meeting, right? Thoroughly research and excel at a particular task assigned to you by your manager or the company . Focus on doing your best. Do that really well, okay? And secondly, you guys should learn and improve so you can know more things, do more things within your position and within the department, so you can perform many different functions within the department. And if you're in a management role, you'll be researching the specialized knowledge of different departments. For example, if you work in sales, your marketing research involves researching the brand. Then you can study more about finance, you can study more about human resources, you can study about production, and you can study more about technology so that you can apply it. All of these things in the company are interconnected, guys. This is rare unless you're doing a particularly demanding job. The rest is mostly knowledge that you need to know, regardless of your specialization, and you should also consider the knowledge of other functions because we are all interconnected. Your input is the output of someone else in your department, or the output of someone in a different department or function, right? And your output, that is, the product you create, the work you do, becomes the input for another function within our company—what we call the company's value chain. So, those jobs are related to each other. Therefore, if you understand your input role, you can help your teammates so they can do better. This helps my teammates complete their work and hand over their tasks to me more fully, so they don't have to keep going back and forth asking things like, "What's not finished? Do it again! Give this to me!", "Have you done this yet? No, I can't do it!", etc. By understanding my input, I can support my teammates and colleagues—the people whose output is me. Conversely, understanding my output means understanding the people who will use my output and my work. Those who will receive it understand their work, meaning they want what they need and how to make their work easier. This also helps my work. Well, firstly, we can focus, and secondly, we can be unfocused but still know many things. And thirdly, instead of focusing on expertise, we should learn and research how to organize and manage work. In other words, besides doing our specialized work, we research how to organize and manage work, and improve work efficiency on a broader level. Is it a broader level, or in other words? We are doing our own work. But what we study and learn is the work of our direct superiors. In terms of your direct industry, that means instead of focusing on the first direction, you should go deep to become a general expert in that particular job, so you're the best, right? You're the most specialized, you're the most in-depth. The second direction I'm talking about is that you should broaden your horizons instead of focusing too deeply. You broaden your horizons, meaning you know your job but not too deeply, right? And what's your advantage right now? You know the work of other positions, other jobs. This means you are someone who is willing to take on someone else's work, someone who is willing to shoulder the workload of someone else in your office. Or, if you're in a leadership position like department head or team leader—if you're a team leader, you're ready to take on the work of another team because you've researched and understood it— so when necessary, you can choose to take on the work of that other team or even switch to that position entirely. This way, your knowledge is diverse. If you're a department head, you can move from one department to another—that is, you're prepared to move from one department to another. Those of you currently working in sales should prepare to switch to marketing. Marketing people often skip over branding, right? Those of you who work in branding can jump in; those of you who work in strategy can do that, and so on. So, what is our second approach? It's a broad direction to go. Go wide. And that third approach, the third approach is that we don't go broad, we don't go deep, but we focus more on the management aspect of the research. The research focuses on the organizational aspect, specifically the organization and coordination of work. You don't necessarily need to know the other party's work in great detail. You don't need to know too much about this side of the coin . You don't know much about the subject matter . But you can see the areas where it hasn't been optimized. You can reorganize your work. So, you guys should research how to organize your input and output, and other tasks, so that the work runs more smoothly. So, what does "organization and work management" mean? Instead of delving deep and gaining broad knowledge, you guys are starting to lean towards becoming managers. The manager explained that this is different from the idea that if you delve deep into something, you'll become an expert, a specialist, or a master in that field. You can delve deeper into your field if you wish . You don't necessarily have to switch to something else; the deeper you delve into it, the better you become, right? After working for many years, you will become what is called a seasoned expert, capable of solving all the most challenging problems, the most difficult issues, the most complex malfunctions that require in-depth knowledge and understanding— you are the one. That means you should delve deeper; that's the first direction. The second approach is that you do your own work but also pay attention to what others are doing, or what other people are doing, in the context of what we call work that is related to you, right? These are the jobs they are related to. If you're in a group, and there are many people in the group, then pay attention to the work of the other members. Don't be selfish and think that I only do this job, that I'm only assigned this task, that I only know this part of the process. You guys won't make any progress like that. Is that correct ? If you only want to know about this part, then you have to put in the effort as I said, which is the first step. That means you do this part very quickly, very efficiently, and very effectively; it's like when it comes to doing that, person A or person B is number one, nobody can surpass them. So, that means you'll become a specialist in that area, right? There. What is the second option? You need to be more open-minded, more receptive, pay attention to what others are doing and learn from them, participate in projects, collaborative work, and company initiatives— things outside of your regular job, right? It's related to the job you're assigned to. What is the purpose of this expenditure? The purpose is for you to learn, to familiarize yourself with what those other positions are like. For example, imagine you join a company, study marketing, and are assigned the task of conducting market research . Your job is to monitor market research. So, if you have the opportunity, you can join departments that specialize in promotion and communications, campaign management, and marketing. Instead of researching and providing input to others to build communication strategies, you now have the chance to participate in communication-related activities. So, you guys are good at research, you're good at communication, and you also pay attention to strategic planning, implementation, and other related tasks. So, you will be going in the second direction, which is the broader direction. That means you can do anything. So, you can do any of the tasks within a marketing role . So, that means you won't have to become a highly specialized expert, but rather someone with broad skills and the ability to filter information. You can either do a high job with a friend or do it all by yourself, right? In the current climate, those who are considered multi-obsessed are, arguably, the kind of people companies need. Why is that? During difficult economic times, when companies want to cut staff, they usually lay off those who are only good at one task and keep those who can handle other jobs. For example, if this department currently has 10 people, they might cut staff to five or six. If you're someone who can handle multiple tasks, you certainly won't be dismissed because you can take on another job, right? You might be able to take on different jobs than your friends, which means you might have a general understanding and perspective on other jobs, right? On the other hand, if you are a highly specialized expert, they want you to consider things very carefully because if there are any problems or difficulties, who will solve them for you? They need someone with specialized expertise. We need someone with such expertise in these two situations: if you, my friends, follow my advice, you will secure your jobs; everyone needs you. Firstly, if you are a highly specialized expert, then when you work for this company or that company, they may approach you directly and offer you a job. Why is that? I heard that they do a great job over there because of Mr. A and Ms. B, who are very good at this kind of thing. Being skilled means having a deep understanding of how to solve the most difficult problems, whether it's through images or by simply pointing out the problem and solving it completely. Then, you will become very valuable in your work . However, what does that mean? One thing to consider is that if you want to specialize in something, you need to think long-term. It's great if you specialize in areas that have a future and can be further developed . But if you focus intensely on a job that doesn't have long-term prospects, meaning that in a few years this job will become unimportant. Or will it be replaced by AI ? Those who lack specialized skills are the ones being replaced by AI; those who work in-depth will not be replaced by AI. Similarly, for people who can do many things, AI cannot replace them. AI can only perform very basic tasks. Well, if you're going to call someone "Dar," I think they can do almost anything, not to the extent of being an expert, but they can handle all the basic daily tasks. In the current context, people really need someone like that; they really need them. You can do anything, right? People want to see a reduction in bureaucracy, and you are certainly the ones who can make it happen . And let me tell you, some of you might think, "Mastering one skill brings honor and prosperity," or that going into such depth and knowing so many things is n't necessary, is n't it? Is that really the case ? So, let me tell you, with my decades of work experience , I can assure you that even if you don't want to, you'll still have to learn other skills. You don't want to have to look into other jobs as well, do you? That's the development process, the initial stage when a job, a function, or something new is just emerging within the company, right? So, those who take on that job only know the basics, right? They know the basics, and after a while, they start applying this and that, improving this and that, and gradually they become experts in that field, right? That's the worm. As you go on in the long run, you'll see that the work process will be affected by the application of technology, or changes in company strategy and business model, which will lead to some jobs being eliminated. Therefore, if you only know how to do one thing, the chances of being rejected are very high. The flushing rate is very high. Therefore, you need to learn other things so that you can do them. I didn't say that if you want to become a department head, you have to know the basic functions within that department. If you only know one thing, you can't become a department head. To be a department head, you need to be knowledgeable in order to effectively manage all the functions, tasks, and assignments that the team or department must perform. That's not all. If you still want to become a director, you want to become a general manager, you will manage a business unit or a product, including everything from sourcing materials and inputs to production, marketing, branding, sales, distribution, and customer service. If you want to become a sales manager for a product, you have to know all of that. If you don't know all of that, you'll have difficulties, right? The point where you don't know something is where your breaking point will be . Your weak point will be the breaking point, the crucial bottleneck of your bottle will lie there. So, I'm saying this so you know that you shouldn't be afraid of whether the way you're studying or researching is too broad a scope. It's never enough. It's never enough. As I said, in my case, for example... For me, every time I change companies, it's like I'm jumping into a new industry. Well, the characteristic of my career is that I do n't jump ship quickly. I don't join any company and then within, for example, a month— sorry, less than a year—I don't. Well, if I've signed a contract to be considered permanently employed, then I usually work for at least 3 years or more. That means I work until I achieve something, contribute something, and consider it as building a foundation upon which I can move to a higher position . That means if I'm going to leave, I'll go to a place that's higher up, only then will I leave. So, that's how I'm telling you: every time I change companies, I'm moving into a new industry. What does that mean? This means that during the first few months I had to focus on learning that particular profession. How can I grasp the basic characteristics and business features of that industry within 2-3 months so that I can develop my skills and adapt to the new environment? Only then can I utilize my professional abilities effectively. You need to understand the market in order to effectively utilize your abilities. Whether it's strategy, management, sales, marketing, or operational optimization, you need to understand the specifics of that industry. So, imagine this: every time I changed companies, I practically had to relearn all the knowledge of that industry. From just focusing on the market aspect, I had to learn and research production as well . So, you see, learning never stops, and there's never too much to learn. Never too much. The issue is whether you can learn quickly and expand your knowledge fast enough to surpass others. That, and everything I just told you, is how you build your competitive advantage so that you can maintain and survive in order to become skilled in your job. If you're already an expert, then you're the best, which means you're a rare commodity. That's option 1, right? If they want to fire you, they have to think very carefully. Because those who are truly skilled and possess the traits to do things that no one else can, becoming deep experts, are usually not someone anyone would dare fire, right? Unless it's a segment that will be phased out and become unnecessary later on, right? So, as I said, the issue is that you choose a field to specialize in, and it has to be a field you can focus on for the long term. It has long-term potential; it has lasting value. Don't specialize too much in things that don't have lasting value. It has no lasting value. Let me give you an example. I once had a young subordinate who seemed to have no clear direction in life. You are neither wide nor deep, neither wide nor deep. What does "not spacious" mean? When he comes, do whatever he asks. He does what he's asked to do, but he doesn't express any desire to learn more or to acquire more knowledge on his own. In other words, you're hesitant to take on extra work, you're reluctant to do things that are outside the scope of your job responsibilities or position . It would be very difficult to ask him to do things outside of his assigned duties and planned for . That person is very reluctant. That means you're not open-minded and you don't want to be . So, if you don't want it to be wide, then you have to make it deep, right? So I asked my friend, "For example, if you were n't working here anymore, you'd be just an intern at that time ." As a student intern, if I no longer work here, what do you think I will do to make a living? What is your main occupation? Then you said you would do web design. Well, I think if this person wants to focus on web design, that's fine too. So I'm asking you, can you show me your web design skills ? "Show me the website you designed," they said. "Show me a website that you guys designed, and when I looked at it, I saw it." Okay, is this the best website design you can create? Then he said, "Yes, this is the latest one I've made." Okay. Okay, now . Now, my friend is looking at this website. Does your website have this feature? Does your website have that feature? Then you said, "Yes, not yet." Mine doesn't have those things yet. Now, you think about it. The website is my livelihood, my main profession, and yet I'm not even as good at it as I am at something else—it's not my main job, not my side job, not anything at all, just a hobby for me. For me, web design is just a job; it's something I do when I have time, and it's a hobby. It's not my main job, nor is it my side job, right ? My right hand is management, and my left hand is strategy, which is marketing . I work in technology and design, but my website is even worse than someone who just makes it for fun. How can I make a living and develop in this profession? So, I'm giving you this example so you can see what it means. If someone is neither broad-minded nor in-depth, they 'll be fired from any company they join. You 'll be fired immediately because you're just stuck in the middle, neither wide nor deep. Not being wide or deep is dangerous, so we have to define what " deep" means – truly deep, really digging deep and researching. You have to design something like, "I'm going deep into web design." Okay, then you have to show me a website that even amateurs like me would be impressed by. And that's not enough, because I'm an amateur, and this isn't my profession. I'm not a web designer by profession. Other web designers are impressed and impressed by how well this person applies new technologies. His website is better than those of other people who also create websites. What I meant was that deep. "Being truly dedicated" means actually being able to create a product that others doing the same work cannot produce. "Deep" means that when doing the same task, you are the fastest and best at it. Not only within the company, not only within this department, but compared to people in other companies, you also need to be better. That's what you call depth, that 's what deep focus is all about. Otherwise, you have to broaden your horizons; you're not as deep as that other person . You're good at web design, right? But a website isn't the only thing you know is that your website doesn't have unique features, new features like that expert's. But web development isn't the only thing he can do. You can do many other things. He can also configure, design, and manage servers. He/She is capable of managing and creating content. Is he capable of doing SEO ? There. He can do many things. Then you can think about what you want. If you're a business owner, this is a difficult choice, isn't it? Are you looking for someone who can design websites with very deep knowledge and create beautiful designs, or someone who can handle web development and server management as well? Oh, it can also create content. So, you think that if these two people go in those two directions, they clearly have an advantage over others, right? If this person were to be left without a company and forced to hire someone who is considered multi-talented, and then let that person go outside, that person would likely be able to make a living. Why is that? It's about web design that calls itself the latest technology , the newest language, and the most challenging features, and that the most beautiful design is something only you can create, and you'll likely still make a living outside of that . The problem is that if you don't stick to either side, if you're neither broad nor deep, you're doomed these days. Now I'm going back to the third option. What is the third option? So, you guys aren't just broad-minded, you're not just deep-minded either. You do your job and you do additional research on the core principles of management, right ? Well, you might ask, if someone is just doing their job and only knows how to manage, and doesn't know much about other things, or does n't have in-depth knowledge of them, then what's the point of them knowing how to manage ? Well, let me tell you, if you do some research and take the time to understand, you'll see that when someone becomes a manager, they transition from doing 100% of their job to management, and management takes up 70% of their time, leaving only 30% for their professional work. That means you only need to know enough to manage it, not enough to actually do it. It's not about knowing how to do it. If you don't know something, you need to know it to become an expert. If you become a manager but still focus on your specialization, you'll only be doing specialist work, not management work. If you become a manager, your job involves organizing work, coordinating tasks, ensuring deadlines are met, costs are controlled, and quality is maintained. That kind of management should take up about 70% of your time, right? To achieve that 70% of the time, you have to study and research; where else would that come from? If you're good at your field but don't know how to manage, you can't be a manager. That's why many people who are excellent professionals fail when they move into management positions. Why is that? Because you're missing that 70% part. 70, you 70. So, here's what I'm going to say about this third direction. You guys don't want to delve into specialization; you want to develop yourselves into managers. In other words, those of you working at the lower levels, as employees, should study the role of a team leader. As a team leader, you research the job so you can do it well , knowing and learning what you need to know to excel in a position like a department head. Then, when you become a department head, you learn about other functions, right? You learn about other functions, at a level necessary for managing them, not for accounting, or for recruitment, or for assembling computers. It's just the knowledge needed for management. And more importantly, what exactly is it? It's simply the knowledge that enables you to organize, operate, and manage your work in order to achieve the overall goals . That's the third path you can take to become a manager. A manager. In conclusion, I'd like to offer you three suggestions. I need all three of those qualities within the company. The company also needs people who are versatile and can do many things. The company also needs people who are highly specialized. It's a very specialized field, and the company also needs people who know how to manage others, people who can be appointed to become managers, right? A manager doesn't necessarily have to be a specialist; those two roles often don't go together. Even if you are an expert, when you become a manager, you have to let go of your expertise, leaving 30% to focus 70% on management. That way you will no longer be an expert, and I don't encourage you to become an expert and then become a manager. If you continue to be an expert, you're wrong. You are not performing your duties correctly. Similarly, this applies to those who already know a lot of things, and later, after gaining that knowledge, they want to become managers. At that point, they research and consider changing career paths. And I'm talking about this strategy, and these are the three things you should focus on. First, it's about specializing to become an expert. Secondly, a person can be multi-talented, capable of doing many things and solving many different problems. The third option is to pursue a management career, to learn and improve your management skills, right? Or you can choose any of these three options. And this is not a lifelong goal. I'm telling you upfront and frankly so you don't have to accept that these aren't three life paths you have to choose for the rest of your lives, but that you can change them at some point . For example, initially, when you have nothing, you have to compete with others. You could do in- depth research. Your strategy right now is to focus on depth. That's quite in-depth, right? In a particular market context, such as a difficult economic situation or a specific work environment, you might choose to specialize in a particular area after a while, right? Or you could move to a different company, where you might not specialize in one area anymore, but instead broaden your horizons, learning more about different things. And after some time, you can change from being highly specialized to knowing many things to having management skills, right? Go and become a project manager. That's the project manager. Then you can customize this. In my opinion, you shouldn't choose two at once. This means it's impossible to be both an expert in something and knowledgeable about many things at the same time. Because of that, you won't specialize in anything and won't know much. You have to trade off. What does career strategy also mean? A trade-off. You have to trade off knowing only in depth for not knowing a lot. Or you can choose not to become a worm. I may not know everything in depth, but I know a little bit about everything and can do anything, right? Or perhaps you'll become a manager, right? I know the job, but I can offer suggestions to the manager. You work in a specialized field, whatever your specialization may be, but you have a broad mindset. You study management, and if needed, when your department head or manager is sick or thinks you could be the acting head, you are the number one candidate for that position. It's very difficult for these highly specialized guys to get promoted, isn't it? Even with extensive knowledge, if you lack management skills, you won't be able to succeed. But you're a manager; you may not know everything in depth, but you know what a particular task is, and you know how to get the whole team to get the job done. You are the top candidate for the management position. Therefore, I advise you to choose one of the three directions at a time; during any given period, you should only choose one of the three directions. You should never choose two at the same time because it's impossible . Does that mean you guys are never good? Since you've chosen to specialize in a particular area, you won't have time to consider what might be a career path in management. Because at that time, you guys were n't very good at management, nor were you very good at specialized areas. Similarly, this applies to multitasking and business multitasking. Depending on your stage of life, your environment, and your goals, you might choose to be a leader, a multitasker, or a manager. You have to choose one of these three paths. So what's the problem? Currently, many, and I would say most of you, are in the middle ground—not specializing in anything, not multitasking, and not even knowing how to manage. That's the problem. Hello everyone .