Four Muddle Headed Bosses See How You Get Along With Them.

Some bosses were forgetful, and obviously said something about the day before. But two or three days later, he said he had never said anything, or he said the same thing the other day, but after two or three days, he said it was meant.

He is often confused and often forgetful.

This way of dealing with a boss is: when he is talking about an event or showing a certain idea, his subordinates can pretend to do not understand, deliberately ask him several times, or put forward his own different views, and deliberately arouse discussion to deepen the impression of his superior.

In the end, you can also summarize your boss's statement and repeat it to your supervisor in a short language.

Some bosses, obviously you gave him some material in the morning, in the afternoon, he would be serious and say that he didn't take it at all, and asked for it again.

For such a boss, the feasible way is to send materials without leaving them, or to send them to others, and to extend the contact time appropriately, or to give specific explanations to the materials. If there are other people, let them know that there is such a material to expand their influence and increase circumstantial evidence.

If it is an important material, you can ask your superior to sign.

If you have to pfer, you can call the boss again before sending or sending.

If you are a Secretarial Officer, receive your superior's documents or written notice, ask your superiors to attend meetings or activities, etc., then give him the notice directly, and use his time, place, articles and other elements to use his stroke or write it on the boss's desk calendar.

If it is a telephone notification, the specific content can be pferred to written notice, sent directly to the boss, if people are not in, can be placed on the desk, but after the meeting to repeat.

Some bosses are vague and cage when they are assigned tasks. They never have specific requirements. Some can be understood and understood, some are inconsistent with each other, and subordinates are simply unable to operate and implement them.

Once you have done it, some of your superiors will blame you for saying that his request is not so. You are mistaken.

For a supervisor like this, he must ask his specific requirements in detail when accepting tasks, especially in the aspects of completion time, personnel implementation, quality standards, amount of funds and so on.

You ask for a job, ask for specific indicators or give a definite answer, but some bosses have no clear attitude after "hum ha ha", some just say "know", others say "you do it".

Sometimes, the matter of asking for or reporting is mutually exclusive. It is either right or wrong, and some bosses do not have a clear indication.

In order to avoid unnecessary trouble in the future, subordinates can repeatedly explain their will and try to induce them to have a clear judgement.

If necessary, you can use the method of providing the language premise, such as "your meaning" to let the boss continue to connect, or to use the conjectural judgment to give the boss a reply. For example, if you have a more clear judgement, you can immediately repeat it several times to strengthen it, and it can be further extended. If so, then what will happen?

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Some bosses do things carelessly and often do things that make people laugh.

Some of them did not study carefully on the above documents, and did not take part in meetings held by superiors. They expressed their opinions, put forward opinions or openly communicated without understanding the basic spirit.

Such as a company manager and Secretary to the bureau to participate in housing reform work conference.

During the meeting, the manager was not laughing and laughing, but he was in and out.

When he returned to the company, he only read the words.

When the staff asked specific questions, he was speechless, unable to explain clearly, and did not understand himself in some places.

At this time, someone asked the Secretary present.

Faced with a very embarrassing boss, the secretary was very clever. He did not say that the manager did not listen carefully, nor did he explain the problem in detail.

In fact, the secretary is clear, just to take care of the boss's face and deliberately said so.

Afterwards, the secretary explained the questions raised by the staff to his superiors one by one.

Although the secretary does this with some false elements, it is entirely feasible from the perspective of interpersonal relationship.

Some superiors will sign the instructions when they do not carefully read the materials such as applications, reports and reports.

In this regard, subordinates should be treated according to the specific circumstances. If they are very beneficial to themselves, they should not be secretive and beyond their proper scope. They should be laughed at to indicate their improperly. If they are unfavourable or very unfavorable to them, they can make the necessary explanations. Do not be impatient, and do not blame them too much.

Some materials or events are urgent and important, but some bosses are careless and leave them behind.

For such a boss, the only way is to reiterate, repeatedly stressed that the best three or four people to emphasize in turn, to arouse their attention and take seriously.

Ignorance here refers to ignorance, ignorance and unwise conduct.

Some bosses clearly know that they do not understand, do not know how to do things, and are not good at it. But he has fashion understanding and professional conduct. He wants to show himself that he has to work hand in hand and others to command blindly.

Such a boss can be treated separately.

If it is an important and principled question, subordinates can directly clarify their views, or argue strongly or firmly oppose them. If there is no general problem, subordinates can deal with them flexibly, so as to avoid confrontation and intensification of contradictions.

A large and advanced library has been built in a city recently.

When the city was basically completed, the Secretary of the Culture Bureau encouraged his secretary to imply the librarian of the subordinate to ask for the name of the library.

The secretary was very aware of the Secretary's "attainments" in calligraphy. He graduated from junior high school and could not distinguish Liu and Yan. The Secretary knew that the curator had asked a calligraphy master in the province to inscribe the name of the museum.

He was rather embarrassed: he would not tell the director that he would blame himself if he asked about it later.

Later, he worked out a plan with the curator to make the secretary write and use it, but the production was simple and the materials were ordinary.

Calligraphy masters write temporarily for spare time, but the material is exquisite, making fine.

Once the secretary leaves office or pfers, replace it immediately.

At the same time send someone to explain the reasons for the calligraphy master, apologize.

It should be said that many people will understand this kind of maneuverable and flexible way of dealing with such unwise and uninformed superiors.