Workplace Discipline: How To Communicate Effectively With Leaders

Case 1: a manager of a department has been preparing for a night to work out the work idea, schedule, possible risk and prevention mechanism and communication of the project, and has written ten pages of report materials. When the boss is handed it to the boss, the boss takes a glance and puts it on the table.

Case 2: a department manager has been ordered to act immediately, the executive force is called a strong job division, the budget is finalized, the customer has started to contact, the boss has changed his mind on the second day, and the client has been trying hard to make progress, but this side is afraid to push, nor can it be promoted.

Case 3: a department manager usually works very hard and works overtime every day. He thinks that leaders are all in the eyes. They usually communicate with each other. Reporting is just a form. They do not report according to the company's format and requirements. There is no data, analysis, problems and suggestions.

The above three cases are common phenomena in work. They all relate to today's topic "how to communicate effectively with leaders".

Mention and sum up

Communication, many people immediately think of flattery, flattery and other black school practices, I am not very good at it, I can not speak of it.

I can only talk about professionalism. Now that we talk about effective communication, let's first think about what to communicate with leaders and how to communicate effectively.

So what are the specific things to communicate with leaders? I summarize it into three categories. First, when leaders have decision-making problems, they must communicate with leaders.

Second, leaders should make arrangements for work, and you should communicate with them when the goals and requirements are not very accurate, or when leaders do not speak very clearly.

Third, regular work summary report.

First of all, the first kind of communication. Generally speaking, leaders are stronger than others in terms of "vision, bosom and strength". Therefore, leaders generally do not reject the different opinions put forward by the following people. If you talk professionally and reasonably, leaders will look at you differently, regardless of whether the results are collected or not, and think that you are a person who has courage, dare to play the role of responsible person.

In particular, when your opinion is proved to be correct, the result is achieved or the loss is lost, the leader will thank you in the heart, and will compensate you in some ways.

It is important to convince leaders that professionalism, if you are less professional than your leadership, will not be respected if you lose your value.

Moreover, this kind of professionalism is very prominent, not the general gap.

Just like a chick and a hen standing together, the chick will feel as big as a hen. Only a chick stands next to a turkey.

Bigger than me.

Only by achieving this professional gap will others respect your opinion.

Another point to persuade leaders is not that you can change leadership at one time, but sometimes you need time and time.

Do not regard yourself as a savior, stubbornly stick to your own opinions. Remember to be a leader rather than a substitute for leadership. What you have done is to show the original situation more clearly to the leaders and make the leaders make decisions.

Finally, even if the leader listened to your advice, it was not that you persuaded the leader, but that the leader persuaded himself.

Let's talk about the second kinds of communication. Many people do not really understand the purpose of the boss's assignment, but only by executing the orders of the leaders and doing things in a difficult way.

You should not only know how to do it, but also understand why it should be done so as to communicate with leaders in a timely manner with unclear understanding, so as to avoid any major deviations.

Do not be afraid to communicate details with leaders. In fact, leaders often do not think clearly. Many of his decisions may not be the most reasonable ones.

Some cadres immediately took orders from the leaders, and second days later, the leaders went back on their deeds and overthrew the plan as a whole, so that you really didn't know how to do well. Case 2 is a typical example.

Knowing the original intention of the leader and communicating specific goals and execution plans to the plan and leadership that he has made, it is possible to overturn the original tasks at this time, and sometimes hammer out some new practices. It is very important to reconfirm complex tasks and important tasks, and not to muddle through the execution.

even if

We should also communicate with leaders in order to ensure that there is no wrong direction.

As Yu Liang, President of Vanke, said, even chairman Wang Shi made decisions overnight, which fully shows that people always have irrational decisions. At this time, you are not making waves, but are good intentions of reminders.

Besides, there are third kinds of communication. Some people think their leaders can see that work reports are only forms, so they do not attach importance to work reports.

This is a typical disrespect for leadership, and job reporting is a very effective communication channel.

First of all, we must determine the content of communication, which generally includes: the key work promotion, the main problems found, the matters that need leadership coordination, and four suggestions for the company's recommendations.

Many people only report what they have done, but lack of thinking about their work. Some people have raised some problems, but there are no solutions.

The report that the leader wants is of course a report of data, analysis, thinking, and method.

It really enables leaders to get nourishment, improve company management, or control risks, improve efficiency and improve work quality.

The most feared thing is to put forward a lot of problems without solutions. There are too many people in the world who can find problems, but few people can really help them solve problems.