Many companies likely have a complete SOP during training periods, setting weekly and monthly targets, specifying when reports and assignments must be submitted to assess whether someone is suitable for the job. As a "newcomer," you might easily see the gap between yourself and others. I know the "real estate brokerage industry" has this kind of training.
However, in the media and news industries where I've worked, supervisors don't even know what news will break the next second, so how can we talk about SOP?
Therefore, the news industry usually lets you "figure it out yourself." The most common phrases you hear are probably "learn by following along today," "get familiar with the system operations with your colleagues," "ask me if you have questions," "ask more questions," or "I'll tell you if you run into problems." These sound simple enough, but in reality, when you're completely unfamiliar with your new job and environment, you often don't know where to "start" learning or how your approach differs from others.
As the saying goes, deciding the direction is more important than hard work—otherwise you might find yourself thinking you've learned enough, only to discover there's always more to learn.
Generally, newcomers fall into the following types:
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The Obedient Type — sitting blankly at the computer, glancing left and right, following what others do.
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The Anxious Type — frantically browsing system announcements.
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The Proactive Type — printing out materials and finding time to ask questions.
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The Arrogant Type — thinking they've learned everything quickly, writing a few news articles, then rushing off.
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The Indifferent Type — not asking anything, won't learn even when taught, keeps making the same mistakes repeatedly.
The first three types of newcomers can still be "sculpted" by supervisors into talent that "aligns with company values." If someone is one of the last two types, it probably causes headaches.
The first type, the Obedient Type, are usually "do as told" people. Such individuals might have just entered the workforce or be on their first job, so they're not particularly proactive. They're not lazy or unwilling to learn; they just hope someone will tell them what to do, and after doing it a few times, they can learn from it. However, they don't easily make their own decisions, and if the same problem presents itself in a different form, they might panic.
The second type, the Anxious Type, are likely "prepared for any contingency." Before things are finished, they tend to worry constantly, feeling they won't do well. Their first instinct often leans toward negative thinking. They don't dare ask questions because they fear making mistakes, saying the wrong thing, or asking stupid questions. However, in their "behavior," they're quite proactive—they might actively read existing system announcements, thoroughly understand all big and small matters in the department to avoid being caught off guard, and actively learn from seniors. But when facing problems, they might only research quietly without daring to ask. (I myself lean toward this type.)
The third type, the Proactive Type, are usually very confident. This confidence isn't arrogance, but rather expresses composure, even with some humility. When first integrating into the environment, they've likely already mentally prepared themselves, anticipating different problems and solutions. When actually facing problems, they don't hesitate to ask seniors for guidance, and they usually make people want to share extra tips with them naturally.
The fourth type, the Arrogant Type, are actually the worst in the workplace. They easily "think they're great," with an inexplicable self-confidence. Some of these people might have been "leaders" in school—like club presidents or organization heads—earning considerable respect on campus. So entering the workforce, they "don't realize how different the workplace is from school."
At work, they don't like asking others for help or don't realize what their problems are. They love "imagining" how things should be completed. Even if they make mistakes, they'll likely use the same approach next time. Most unbearable is when seniors point out their problems, yet they remain unchanged, unwilling to modify, even thinking the senior is wrong. Even if they don't express it verbally, it's easy to sense from their every action. Whether they change depends on how long the company is willing to tolerate them until they realize their mistake, or whether they'll just ignore them.
The fifth type, the Indifferent Type, might be described harshly, but such people are probably "extremely self-centered," thinking that as long as they complete their own responsibilities, that's enough. Their "completion" might mean others are anxious and worried, giving you the simplest tasks, yet they're still full of mistakes.
But these types of people don't understand which step went wrong or why, so they won't change and can't change. Even if they're "do as told," the next time no one stands in front to let them "imitate" or "learn," they'll make the same mistake again. To be honest, it might be that no one is willing to tell them the truth: "the company doesn't actually need you."
Overall, these five types of newcomers are really an "attitude" issue. Returning to the main point: "Sometimes asking seniors for advice is not because you don't understand, but to show your attitude"—it sounds quite calculated, but it's actually "the key to letting seniors decide whether to teach you."
For instance, I recently heard about a fresh graduate being called in by their manager and scolded: "I've never seen someone like you who doesn't ask 'senior colleagues' questions." But he felt wronged, thinking he asks "other people" questions quite often and his attitude isn't bad either. The issue is that he's the Obedient Type, waiting for someone to point out the problem before he asks follow-up questions.
So what's the problem?
Because the manager isn't always at their desk, they never get the chance to "see" him asking questions. Every time they notice him, he's just sitting obediently waiting, which is why they can't help but lose their temper.
Therefore, asking questions isn't about waiting until there's an actual problem to speak up. Asking for guidance at appropriate times, even if they're "simple" or "stupid" questions, lets your seniors feel that you have the "will" to learn. When they notice something new next time, they'll also be willing to offer guidance, helping you better overcome this rookie period.
