The Art Of Being A Good Boss

Stand up, push away the chair, M manager assistant B walks to the door of the conference room.

The boss sitting in front of the conference table looked at his back, and his bulging anger was stirred up again: "if you go out, don't give me back!"

Close the door, little B did not turn around, and the boss did not detain him.

Little B was disheartened and had 10 years of revolutionary emotion with his boss. At the moment, he was as thin as a piece of paper and could not afford to argue so much.

"Do you have to defend?"

You give me out! "

This may be just an unpredictable shot and fire. After all, little B has contributed a lot to the development of the company, and even an indispensable figure around the boss.

Although half a year later, B was still called back by his boss, but little B knows that if such a scene happens again, then the firm revolutionary emotion can not afford to toss.

In the face of this cruel workplace reality, almost no one has any privileges, even if you are his confidant.

The ancients said: "with a gentleman like a tiger", the upper and lower relations in the workplace are actually the best portrayal.

The boss has a bargaining chip for managers, and what are your chips for the boss?

The "subordinates" are not just "dry jobs". Have you ever been in conflict with your boss?

Have you ever known the boss's face or temporary feelings?

You know, most of the time, it often overtakes your professional ability or the truth itself.

When the blade of power is waved, a sentence is enough to get you into deep water.

C, a high-ranking manager working in the automotive industry, is very worried about this.

When the general manager trusts him to treat him as his own person, they even have a good personal relationship; when he is frank with the general manager and disagrees with the general manager's work, he thinks that both sides will discuss the matter, but he soon finds out that the relationship between his friends in the past has suddenly returned to the upper and lower level of the authoritative order.

There was even a time when the chairman wanted to promote him but he was shelved by the general manager.

His experience is: "being a good manager is only the first stage. This is the boss's need for you.

By the second stage, the boss will want to have his own people around him, and there will be additional expectations for his subordinates.

The first stage is that he thinks for you, but when he regards you as his own person, he expects you to help him think.

This kind of demand is like a lover's endless love for you, and how to cooperate with you depends on your personal feelings.

In fact, conflicts between many subordinates and supervisors are often caused by this cognitive gap.

How to narrow the gap is also the key to the harmonious operation of power relations.

To narrow the gap is to manage your boss's expectations of you and see whether you will stand up for what he wants to achieve. This is the experience of small B in introspection.

Such a strong sense of experience is also closely related to another setback that has gone through before.

At that time, he was led by a supervisor who was quite empowered and loved. But for a time, the director was hospitalized for a long time because of illness. Little B didn't want his supervisor to worry about public affairs again. He hoped that he would take care of his illness, so he shouldered all his decisions and did not report to senior executives.

But when he went to see the supervisor one day, the supervisor said to him, "little B, what a great power you have!"

At that time, he thought that the supervisor no longer trusted him. After that, he realized that the elders supervisor was warning him that lack of communication could easily lead to misunderstanding and even deny everything he did.

The experience of small B is enough to make many people take warning. Even if you think you are right, you must get your boss's understanding and support.

Otherwise, the better you do, the more anxious and anxious the boss will be, and may even make him think you will have competition with him and start grinding.

In the workplace, the difference between people is that who makes fewer mistakes, especially in the critical moment, the difference between doing right and wrong is bigger.

This is a summary of C's experience in many years.

Therefore, he believes that many people who have been promoted smoothly in the workplace have learned the philosophy of communication which is "let the boss rest assured that they can do things first".

Although the current boss expects small C to report every 3 months, small C insists on letting the boss know his work status every month and providing complete and clear data analysis.

He thinks: on the surface, this is to let the supervisor grasp the whole direction, but it is actually accumulating your influence on the supervisor and making him feel at ease.

In fact, the more you love your boss, the more you need to let your boss know you. Every contact is when he defines you.

"The fewer opportunities for daily contact, the higher the cost of making mistakes.

Conversely, if the boss knows more about you on weekdays, the flexibility and tolerance of tolerance of mistakes is greater.

Perhaps there are many high - flying subordinates who think that they will be flattering to report to their bosses all day.

But you must not assume that the boss knows or should know what you are doing, so let the boss know that you are not the same as flattering, because the core is still everyone's professional ability.

The supervisor must live in front of his supervisor. He will never care about his work because he likes a person.

To avoid being entangled in the small D working in the investment department of an insurance company, the company is responsible for the market investment of the company.

But his manager at that time did not completely let him do it. Every investment should be reported and explained in detail.

But this manager is just a layman who manages the profession. Small D thinks that the market investment pays attention to the timeliness. If we are busy with the work mode of early asking and late reporting, who will be responsible for the final success or failure?

At that time, he was almost depressed every day because he could not persuade his superiors, and even quarrelled with his superiors. The final result of the quarrel became the antagonism between the whole department and the new supervisor, and he had to go through the way of collective resignation.

After many twists and turns, today's small D has become a responsible manager, but he does not think he was right at that time: every day he is busy arguing right and wrong, almost like rebel.

"The boss has already made a final decision, and you have been arguing all the time. Now think about it. This may not be a good thing, because you will let yourself die or become a blacklist early."

In the spring and Autumn period, Qi Xue Gong and ginger pestle and mortar were good hunting, but the arrow law was not very smart, and often went out in a big way to hunt for nothing.

Later, some people came up with an idea: tie a thin line on the paw of a bird, like a kite, and it can be put and put in freely.

This kind of hunting law is called "Yi".

One shot can not shoot again, can shoot again, anyway, the wired rope is tied, can not escape, always will be shot by him.

On one occasion, for some reason, a "bird" was flying away without a trace. Qi Jing was very angry and angry. He called the Guan bird official named Zhu Zou and ordered him to die on the spot.

The prime minister Yan Zi certainly can not support this cruel act, but it is difficult to change the decision of such a fatuous king.

So he asked him to explain why he wanted to kill Yao Zou, and then enforced the law to make him die.

Qi Jinggong thought about it and agreed.

Then Yan Zi scolded severely, "do you know?

Candle Zou, you control the bird for my king, but fly the bird.

Because birds flew, and my king got angry. He killed a bird for the sake of birds.

If I kill you, I will return it to you. In the princes, all of you think my king is a heavy bird, but a bad man. It is a terrible crime.

Speaking of this, he said to the executioner, "three crimes have been declared, and you can execute them!"

This gentleman was not confused, so he returned to life.

Yan Zi dares to face his advice directly, by virtue of his wit, skill and integrity, and loyalty to the people of the country.

However, the most important thing is that he knows the skills of speaking, and can grasp the opportunity to speak and understand the target of speech.

To the most noble monarch, his subjects were not qualified to teach him what to do and what to do, but to give Xiao Yu the only way.

Similarly, managers must pay attention to the skills of communication even if they are "kings", even if you are a confidant.

It is not always like a tiger or a tiger. People always say, "a gentleman is like a tiger." it means that a leader is very difficult to serve and has great risks.

But the problem must be dialectically divided into two parts, and the probability of promoting work around leaders is also very high.

After E graduated from University, he became a secretary of the general manager of a private enterprise. He worked for several years and is now the vice president of the group.

His experience tells us that we need some necessary "dislocation thinking" in our work.

The so-called dislocation thinking is not to stand in their own perspective.

He first put himself in the position of his superiors, figured out what subordinates his superiors needed, such as work attitude, ability level, temper and so on; secondly, standing at their own point of view, perceiving the boss's work style, leadership style, value standard, rule of life, interest and love, etc., after finding out the shortcomings of the two aspects, constantly improving communication, it is easy to be compatible and coexist.

For example, if the boss pays attention to the result, you should not report every process in detail. If your boss likes to control the management, you should not just say "OK" after he has done very important things.

As the saying goes, "only when we choose what we want is good."

He thinks: many people think that "accompany a gentleman like a tiger" is because he feels that his boss is moody and unpredictable. If he is careless, he will become a victim of his boss's dissatisfaction.

In fact, not necessarily, some of the reasons are subordinates themselves.

The boss is suspicious, arbitrary and so on. But if the positioning is accurate, the scale is well controlled and the communication skills are grasped, then the companion may not be accompanied by "tiger", or it may be accompanied by "father", "mother" and "companion".