Tell You How To Give Feedback To Superiors.

Start by sorting your feedback. Is there any insight? Is there structural? Is it risky to give feedback to your boss? If the answer is yes, you need to find the right way to get close to him / her.

Let's hope that you have a good relationship with your boss. He / she can be very open-minded in accepting what you say.

Unsolicited feedback is never a good idea. If your boss asks you for feedback, it will become easier. If the boss doesn't ask you and you want to ask for feedback, ask him if he is willing. Let's see how to start if your feedback is welcome.

Make sure you use "We felt" instead of "You made us feel" when you speak. Don't use accusation statements. Don't shirk your responsibilities and focus on yourself. Let your boss know how you view things from your perspective - it will be priceless, and it will rebuild you. Boss and Colleague Our relationship.

The most important thing is to make suggestions. feedback Always give your boss a positive and polite attitude. If your boss is very simple and keep silent, don't start arguing.

Related links:

The largest number of employees in an enterprise are ordinary employees on the lower level. To these employees, the most important thing is that they must have a strong sense of responsibility and be able to give them the basic work that they must complete. Most of these jobs are not decision-making work, but they are determined by the sense of responsibility.

These employees may only require enterprises to give a higher income, relatively stable work and take as few risks as possible, and not require them to be absolutely loyal to the enterprise. Enterprises can be home and enterprises can be transitional springboards. Therefore, enterprises are by no means just to meet their general requirements.

These people may have greater mobility and are also called "soldiers of flowing water", so the rigid supervision and strict discipline of Legalists become the main management mode.

Only about 15% of the middle-level managers in an enterprise are responsible and motivated. This ambition is manifested in striving to improve efficiency, create value and shape corporate image. At least, they hope that the part they manage can become the best department in the enterprise, be able to compete for this enterprise, show their achievements and create good results through their own efforts.

They are no longer seeking encouragement and honor by individuals, nor are they the sole goal of personal income. They are not necessarily building their own home, but at least building their own home. Therefore, the Confucian Management Based on their good deeds can give them some free space and give play to their unique initiative and creativity.

At the core level, about 5% of senior management personnel should have a sense of professionalism in addition to their sense of responsibility and initiative. The dedication of this enterprise must be the dedication of the enterprise and the interests of the enterprise. Management enterprises are not only entrusted with the simple management and maintenance, but the common values, so that they can put their personal gains and losses in the interests of enterprises, and devote themselves to building a century old shop.

They hope to manage and control more social resources, hoping to have a bigger stage, hoping to create value rather than profits. The reputation of individuals and enterprises far exceeds the stimulation of personal economic interests, and the value of individuals has been closely related to the fate of enterprises.

So they turn from the manager's angle to the role of the owner of the enterprise. At this point, Derby is more important. The moral character that can suffer and endure can become the foundation of risk. Otherwise, it will become empty talk for the public, and it is impossible to pick up the burden of undertaking all responsibilities. For such a group of enterprising elites, of course, inaction is the best way to show their talents.