It is true that there are many situations like this in the workplace, that is, people who are obviously very good at their level, who are responsible for attacking in the team, who are impeccable in terms of technical ability, but have difficulty in getting promoted, or have difficulty in adapting to their management positions after promotion, and are suffering.
Readers also have a lot of questions in this area, some anxious about their promotion prospects, some anxious about their management skills.
In fact, a large part of this is related to the so-called upward management, that is, how to better communicate with your boss, and get each other’s trust and support.
Then some people say, upward management, I know, not a while ago there is a so-called “Wang Jianlin because employees do not know how to persuade a doctoral student fired” paragraph circulation, which Introduced the so-called workplace emotional intelligence secrets.
Seriously, I do not know the causes and consequences of this paragraph, the traditional industry social entertainment, I have no say, but at least the Internet industry, this kind of rotten way of thinking has no market. Then you said, is my vision too low, did not deal with Wang Jianlin such a curious big shot? Sorry, I’ve actually had dinner and coffee with more than one Internet bigwig of Wang’s stature.
Back to the topic, if you hope to work in the sunrise industry, work with the sunrise people, and can get a career promotion, I would like to give you some advice.
First, the basis of trust
Trust, to put it bluntly, comes from the ability to perform, what is the ability to perform, is the promise of things can be done, the promise of things can be achieved.
New people parachuting, I mentioned in the old article, do not rush to spread the spread, from the simple things, fast and effective things to start, to build a trust relationship, grinding trust base.
Trust means something, you can fight for more resources, can have a higher degree of management flexibility and freedom.
Of course, trust in a broad sense is divided into two aspects, on the one hand is loyalty, the so-called identification with corporate values. On the other hand is the ability. The former different companies, different bosses will have different preferences, some will even be judged according to the geographical area, graduation school, such an odd boss is also a lot of. But we can only say that according to the conventional and reasonable situation, it is important to have a good reputation in the workplace, not to be greedy for small bargains and do something that hurts credit, and not to have a bad record on integrity. The latter is the ability to perform, that is to say, to be able to do what is said, the promise can be fulfilled.
Of course, there is also a very critical point here, that is, if you can not do, to inform as soon as possible, as soon as possible to seek other options, do not a person deadlock and delay the plans and progress of others. In addition, do it as soon as possible to inform the relevant responsible person, do not stifle waiting for others to ask. This is also a very important point in building a relationship of trust. Sometimes, some talents can really solve a lot of problems, but are too stuffy and do not say anything even after solving them, and wait for others to ask before saying anything, which is not conducive to building an effective trust relationship.
For unfamiliar environment, unfamiliar leadership, I still suggest, from the simple, fast and effective things to build a foundation of trust, step by step to fulfill the promise, to achieve trust, and then apply for more resources, for more flexibility, do not rush to set up too large and complex planning, and then complain bitterly that the leadership does not trust you, do not give you the opportunity.
Second, the goal of alignment
Must be clear, their own work goals and value embodiment, if not clear, or not well understood, to communicate with their leaders. Especially you as a manager, not only to their own goals to be clear, the team’s goals should also be clear.
You may have done a lot of things, the boss gave you an account of many things you have tried to achieve, but you do not know what the value of what you do, where the meaning is, what is the relationship between the system and other projects, it is possible to catch the focus, do useless work, or even the wrong direction to do.
Your leader gave you a goal, whether you understand and his understanding of the same, is sure to be clear, if not, be sure to find opportunities to communicate clearly.
Every time you arrange tasks and make plans, you must be clear, what is the goal of the general direction, what is the meaning and value of this task to the goal.
I give an example, for example, taptap platform to improve the platform recommendations, the distribution efficiency of the list, then the simplest idea is, click rate is high, download conversion rate is high does not mean distribution efficiency? If the optimization is only adjusted according to this direction, it will not lead to some material to do a good job, landing page copywriting is very good game is recommended, but the actual quality of the game may be very poor, player retention is very poor. Is this the right goal?
So furthermore, distribution efficiency should be combined with quality indicators, so what is the quality, the rating? Some games with high production levels have low scores for some reasons, such as kryptonite, such as operational accidents, does that mean the game is of low quality? The game with high score and low retention, the game with low score and high retention, which one is more quality?
So talk about strategy optimization, is not found, if the direction of the goal is not clear, or team goal cognitive inconsistency, then a variety of optimization efforts, it is possible to deviate from the real claims.
Third, boundary control
I have mentioned many times before, management, the workplace to have fault tolerance. Maybe your supervisor’s management ability is not so perfect, maybe your subordinate’s communication ability is also lacking, you may need a certain degree of workplace tolerance, so as to realize the value of individuals and teams.
But fault tolerance is also a boundary, this should have some control.
For example, some people have asked a very common question, as a small manager within the enterprise, there are senior staff often across their own and boss cross-grade reporting, the boss also often cross their own cross-grade command, how to do this.
I personally think that this is the so-called workplace tolerance, as a small company, you say you go to eliminate this behavior, frankly speaking, not realistic. But if you do nothing, you may not be able to hide behind a lot of backstabbing, which needs to do a boundary control.
My advice is this, you can cross the level of reporting, but you can also cross the level of command, but you have to talk to employees and bosses, clear two things.
First, the right to know, as a team or project manager, you have the right to know what this employee is doing, what you plan to do, otherwise your team management and coordination will go wrong, so if there is a cross-grade reporting and cross-grade command, you need to be copied to let you know.
Second, the impact of the declaration, if the trans-level command may lead to your project progress and the existing work plan is affected, you have to declare with the leadership, because a certain new inserted into the project’s manpower claims, may lead to a project progress delay how much, and then, let the boss judge for himself, how to make a choice.
This is a typical boundary control.
Including the company may be multi-departmental project conflicts, or resource conflicts, there can be a similar principle. Some problems cannot be eliminated, but you should try to control the scope of their impact and be able to let your boss correctly understand the relevant impact.
Fourth, rights and interests to fight
If someone on your team is aggrieved by something within the company or is treated unfairly, as a manager, you cannot remain indifferent. You need to stand up for your staff to advocate.
If someone on your team is doing well, you should fight for them to be rewarded and promoted.
We should be clear about the fact that the vast majority of ordinary people, the work is inevitably not affected by emotions, high emotions and low emotions, the gap between work performance is amazing, the same eight-hour work day, the difference in output is also amazing, I do not say others, I myself, in fact, my emotional is also quite typical. Of course, there are very few workplace factors that can affect my emotions now, but more family factors instead.
Then as a manager, fighting for the rights and interests of the team, in fact, is to maintain positive emotions for the team, so as to enhance the value of the team output.
Here’s how the math works.
Some managers will feel that since the company so decided, since the big leader so decided, their own implementation is good, the aggrieved and complaints below turn a blind eye and a deaf ear, or strong suppression, they will think, follow the boss is always right, but if you can not fully play the value of the team, where is the value of your management?
The more people in the team can reflect the value of growth, the more managers can reflect the value of management, for the team to fight for value, which is to reflect the value for themselves.
Five, effective feedback
The so-called effective feedback, it is very important to think differently, standing on the upper level to see their feedback. Frankly speaking, I used to do a bad job when I worked part-time, until I opened my own company, look at my staff to report to me, I realized that this report is not right.
What is the common report, express their hard work, what I did this week, what I did, every day is very hard, the boss you see. But what the boss wants to see is not whether you worked hard or not, how much code you did, how much work you did.
What does the boss care about?
How is your project plan going, is it in accordance with the progress? Progress ahead of schedule? Or was it postponed?
If it is delayed, what is the reason and how to solve it. Do you encounter any obstacles and do you need me to help you solve them?
Especially the third point, the boss actually has a very strong will, motivation, and resources to help the team to solve the obstacles, but many project managers are reluctant to speak, why, feel bad to speak out, afraid of bosses look down on themselves, want to stifle their own sneaky solution.
If you can sneak within the scope of the progress to solve, of course, there is no problem.
If you can not, if the boss happens to have the resources to quickly solve, you think you work hard overtime for a long time to solve a problem, the boss should praise you? When you are the boss you will understand, how delayed ah, the cost of time is very expensive there!
So what is effective feedback?
First, the progress of the situation.
Second, their side of the problem, may be on other projects, other team impact, be sure to inform as soon as possible, as early as possible.
Third, encounter difficult to cross the problem, the urgent need for resources to solve, to inform the boss as soon as possible.
Remember, your work performance from the goal to achieve, to achieve the goal may need the support of other teams, and even the boss, if needed, and is reasonable, generous and bold to put forward, rather than hold back must be their own solution.
The so-called effective feedback, you must know, conducive to quickly and effectively achieve the goal, more than all other statements.
The above five points, I hope that the workplace practitioners, to help.