10 Ways To Make Work Efficient And Simple

First, clear objectives and requirements of work can avoid duplication of work and reduce the chances of errors.

The questions you must clarify are: what changes do I have to make in my current job? Can you suggest where I should start? What matters should I pay attention to avoid?

Two, know how to refuse others, do not let the additional requirements disrupt the progress of their work.

For many people, rejection of others' demands seems to be a difficult task.

The skill of rejection is very important.

When deciding whether or not you should agree to the request of the other party, you should first ask yourself, "what do I want to do or do not want to do? What is the best for me?" you have to consider whether it will affect the progress of the work if you agree to the request of the other party, and will affect others because of your procrastination. And if you agree, can you really meet the requirements of the other party?

Three, take the initiative to remind the boss to prioritize, can significantly reduce the workload.

"I can't finish my work at hand, and throw me a bunch of work."

But is it possible that the problem is on you? Do you properly reflect the real situation? If you don't speak out, the boss will think you have time to do so many things.

Besides, he probably didn't remember having given you too much work before.

Bosses need to be reminded.

Of course you can't accomplish so much at the same time. Why don't you take the initiative to help the boss prioritized your work? You don't do it, but everything comes first.

Remind us that in the process of discussion, we must always stand in the position of the supervisor and consider the pressure he is facing.

What you should do is help the manager solve the problem instead of pushing the problem to the supervisor.

Of course, we should not bear problems ourselves.

Four, the report should have its own views, only a small amount of information can make the boss feel satisfied.

Most people worry about not enough information when they report to the supervisor or the boss. "If the boss asks, what can he do?" according to the research conducted by psychologist John Wei of the business psychology consultant, 10% to 15% of the people will have fear when facing the boss, and if the data is not enough to report to the boss, the proportion of people who feel fear will be more.

In fact, such worries are unnecessary.

Too much information will become unfocused. If there is no explanation, there is no help for the boss.

"The content is concise, the key points are the most important, and the most important thing is that it can help me make decisions quickly."

This is the general conclusion that Johnson has asked many senior executives for the contents of the briefing.

What you need to do is to use important information or data to explain. You must have your own views, rather than ambiguous descriptions.

When reporting to your boss, you should be able to control your time accurately.

Five. Increase the opportunity of interaction in the briefing, which will shorten the content and time of the presentation.

The truly successful presentation is to communicate information clearly and correctly, create opportunities for communication and dialogue, and allow the other person to change thinking, decision-making or action because of your briefings.

Therefore, the emphasis is not on briefing, but on the quality of communication.

Instead of just reporting, you need to initiate two-way conversations and try to influence each other.

Before making any briefing, you must consider the following three principles: what key points do you want to remember after listening to the briefing and how do you feel about the audience? What kind of decisions do you want them to hear after the briefing?

Next is the actual production problem.

The best way to start is to shift the focus of the audience's attention to problems, which can not only attract the attention of the audience immediately, but also greatly reduce your workload.

The process of briefing should not only be one person talking, asking questions, you can have an opportunity to interact with the audience.

As a result, you only need to prepare 30 minutes of briefing for the 50 minute agenda, and the rest of the time should be interactive with the audience.

Six, effectively filter mail and focus your attention on the most important information.

The first step is to read the main message and the sender. If you do not feel that you can't see the reason today, you can delete it directly.

This can at least delete 50% of the mail.

The second step is to quickly browse the rest of each letter, unless the content is about the work you must finish in the near future (such as two weeks), or you can delete it directly.

So you can delete 25% of the letters again.

Seven, simplify the content of the email, save time and increase the response time.

"The most easily read, understood and replied letters attract my attention most."

This is Johnson's answer to the use of E - mail in the implementation of the "pursuit of simplicity" research program.

You must use the smallest space and minimum text to convey the most and most important information, and you must read more easily and save your time.

How do you do it? You must: 1, limit the content of each email to about 8 to 12 sentences.

2, more than 20 words should be changed.

3, if more than 3 rows must be blank.

Eight, when there is no possibility of communication, do not waste time to change.

No matter what ideas or opinions you put forward, every time you shut your door.

If you really encounter such a supervisor, when there is no possibility of communication, you need not waste time or energy to make unnecessary communication or try to change.

At this point, you have to make a choice: can you accept such a working environment, do everything only according to the opinions of the supervisor, or do you prefer to have your own space to play.

This is a matter of choice, not good or bad.

Nine, as long as you get trust and do not need repeated communication, you can also get the resources you need.

Your trust in your boss comes from your ability to solve problems.

So you have to think from different angles: what is the biggest headache for your boss? Is it impossible to finish the project according to the original plan, or is it unable to control the situation? Is it uncertain about the future? Is it hoped that the employees can do more to reduce the cost? When you are fighting for the budget, you must first think clearly about the problem that the boss may be worried about, as your reason to convince the boss, this is the most effective.

Also, don't just emphasize the needs of your units or departments. The purpose of your budget is to help the boss solve problems and achieve goals.

So your focus is on the concerns of bosses, not budget figures.

When you first make a request, the most important thing is to let the boss know your proposal. The shorter the meeting time, the better not to exceed 15 minutes.

Never ask how much budget you need directly at the time of the first proposal, which usually does not have a high success rate.

Your goal should be to have second discussions.

If the boss is willing to discuss the budget again, the chances of success usually exceed 80%.

Ten, focus on the work itself, rather than the name of performance appraisal, in order to truly perform well.

There are only two things you need to do.

1, ask your supervisor at least every month: "how have I done?" try to ask specific questions, such as: "what is your boss's opinion on my schedule?" "I think the meeting process is very smooth. Do you think there is room for improvement?"

You should always communicate with your supervisor about your performance, not only the annual performance appraisal, so that you can know where your shortcomings are in advance, make corrections in time, and understand the expectations of the executives.

2, ask at least every month: "is there any need to adjust the original work schedule?" maybe your goal was set at the beginning of the year, or even the end of the year before, but the external environment has changed, and the goal set before is bound to be adjusted, so we should always identify what the highest priority is.