Five Guidelines Make You Happy With Your Boss.

He has many subordinates and needs to make various decisions.

Therefore, if you urge him to make decisions, he will probably say "no".

To avoid these words that will destroy you and your team's enthusiastic "no", you can:

Remind him of his intentions in the last meeting; remind him of his goals rather than hastily specific contents and methods; remind him of the problems he had encountered in the past because he did not make timely decisions; quickly summarize the options to be considered, the criteria for selecting such alternatives, tell him what you expect him to do: just inform you or make common decisions, take risks together, add a standard, reexamine the plan, concentrate on those matters that you need his help, and prepare facts and data to avoid possible differences.

Use tables and charts to help him quickly understand the situation; after the talks, the summary of his decisions is confirmed by consensus; once the decision is made, do not comment on it.

Criterion two

You have problems to solve, and spend all your time dealing with these things.

But don't expect your boss to arrange his time like that too.

The simpler the problem, the less time it takes for him: preparation, summaries, comprehensive information and various choices. Do not confuse the most common problems and the most important ones.

Make an appointment with him in advance.

Criterion three

When a boss is asked for guidance or advice, he rarely pushes the question back to the person asking him questions.

Their opinions may not always be gifted or farsighted, but once they are given, they may become a constraint: is this an order? So if you do not want your boss's opinion to interfere with your progress, slow down the speed of decision making, or blurred the point, and do not rush to ask for advice.

Choose the right time to avoid delay.

He should not only save his time but also choose the right time. If he asks questions at the wrong time, he may delay.

Prepare for your meeting.

First of all, the advantage is to those who are prepared. Secondly, preparation can help you quickly discuss the central issues.

In the discussion, we should talk about the whole situation first, and then talk about the details.

Start with the basic questions and remind him of what he is aiming at, what steps you have taken and what you want to get.

Rule four don't use information as data.

We should analyze the results of the market survey and do not send the thick documents that are full of data to your boss like the postman.

It should be selective and intuitive, and classify the data and highlight the key points.

Excessive data can cause tension, leading to negation, rejection or indifference.

Do not only give him bad news, but also give him good news.

If you just keep sending bad news, you will be bad news over time.

Don't look down on good news because you have to focus on the problem.

Doing so will only create a bad atmosphere.

Make sure that he doesn't always get information from others.

Sometimes we do not report important information to our superiors because we are ashamed to speak or feel unrelated, but others may have done this before you.

The boss will say, "why don't you tell me..."

At this point, you need not only defend yourself, but also correct the wrong information.

Simplify the numbers.

886262.11 and 890 thousand, which two figures are more clear? How to make the decision-making process faster: 79.27% to 21.73% or simply 80% to 20%? Take a look at all the forms you submitted to your boss in the past year.

Participate in its informal network.

Every manager has some informal external networks, such as experts, friends and business contacts, to help them form their perceptions of the outside world and take corresponding actions.

Why not take the initiative to make your network part of him, so you don't need to always refute the information that you think hard to plug into.

Rule five, ask questions and provide solutions.

A good boss hates the problem and puts the problem on his shoulders instead of bringing solutions or at least giving some choices.

You should at least understand that:

There is usually a gap between goals and outcomes.

There are options to narrow this gap; we must identify choices, key tasks, data, manpower and resources that we can make.

Among these steps, which one do you need your boss to take part in? To clarify what you need to help, instead of putting pressure on you, "I have a problem...