The 11 Trick That The Workplace Can't Do Is To Protect The Dragon.

Management is a two-way dynamic process. Employees can not only accept the management of the boss, but also take the initiative to take actions, influence the boss, manage upward, and turn the boss into a partner to achieve a win-win situation.

In my work, I have provided a considerable amount of guidance for the management of enterprises in the Asia Pacific region. First of all, I will ask them some questions. One of them is: "how is your relationship with your boss?" after hearing this question, many people do not know whether to laugh or cry. Usually, I will get some answers.

My boss... I never gave me time, and I hardly ever heard my thoughts.

Um... My boss will only tell me what to do, then I will wait for miracles, and I will be very tolerant of mistakes. I don't trust him very much.

Boss... Always right, of course the king always wears clothes. Whoever tells him the truth will shoot him. Why bother looking for trouble?

My boss... Never regard me as a human. I am a donkey who does dirty work for him.

The less I get in touch with my boss, the happier I am.

Oh, my God. These people I serve are meant to help me build a better career for them, or realize their dreams. Therefore, in many cases, my first job is to enable them to acquire "upward management" capability.

The reason is, really, no matter how bad you think your boss is, they are all human beings. They all have weaknesses and blind spots, and for most bosses, subordinates are likely to establish better working relationships with them.

If not, then we can always vote with feet, just like many people do. In fact, more than 80% of the employees said that "boss" was the main reason for them to leave. Bosses need to pay attention!

Here are my 11 Secrets of upward management. The relationship between upper and lower levels is bidirectional, so please take a moment to think about what you can do to influence your relationship with your boss.

1. the superior is human.

Yes, it's true. They are absolutely human beings, and have strengths and weaknesses as well as you do. They have emotions, pressures, responsibilities, families and concerns. They will be busy and make mistakes. They will not always be able to see clearly, nor will they be able to handle everything well. And they can also look at problems in the same way as others. Let's welcome these ordinary people.

Then, we should try to understand them, do not make any decisions about them, forgive them when necessary, and support them as much as possible. Helping superiors succeed is one of the most effective strategies for upward management. First of all, we should put the boss in the position of people and regard them as valuable partners. Don't you want your boss to treat you like this?

2. enter into individual contracts.

All relationships are constrained by the framework of individual agreements. To maintain trust, people must have clear agreements and expectations when there is a relationship between subordinates and subordinates, and both parties have the responsibility to carry out the agreement. Go straight to your boss and ask for an hour to set up a personal contract.

During this period, both sides wrote on a piece of paper for such a subordinate relationship. Then the two sides exchange this paper, then we need to adjust the content to negotiate with each other to confirm their understanding.

Next, print out the contract, give it to your boss, and keep it yourself. This personal contract is not static. It can be updated at any time. This simple approach has changed the relationship between many superiors and subordinates.

3. responsible.

Both the superior and the subordinate are responsible for performing the contract signed by the two parties. There are no exceptions. To be clear, people assume that responsibility is two-way. If there is a problem in the performance of the agreement, trust will be destroyed and integrity will be questioned.

Therefore, in such an environment, it is very important for all parties to pose their concerns directly to the relevant personnel with courtesy. If we do not take responsibility as the premise, trust will be threatened. Misunderstanding and contradictions will inevitably be unavoidable.

Therefore, we must be responsible for our commitments, and let others know when you feel that someone has failed to fulfill their commitments. Reputation is earned, and so is boss. They can not be unconstrained only because of their higher positions.

4. the power of employees.

Employees have the right to expect their superiors to do so:

Respect each other when you contact each other, and let the other side have dignity.

Provide feedback, guidance and channels in time.

Define performance objectives and update them at the right time.

Provide support for subordinates to achieve performance goals through training and guidance.

Praise when you perform well; put forward specific feedback when you need improvement.

I believe subordinates have the ability to carry out their work and bear heavy responsibilities.

Willing to listen to subordinates' concerns and thoughts.

Assign time and responsibilities for work.

5. the power of the superior.

Superiors have the right to expect their employees to do so:

Respect each other when you contact each other, and let the other side have dignity.

Regularly and timely report the latest progress of the work.

The performance objectives agreed to the two sides are constantly advancing.

Willing to learn new skills, accept challenges and take responsibility.

Accept feedback, advice and guidance with open mind.

Willing to be a member of a team, always ready to improve.

You can put the company in your heart, not just everything.

Put the customer's influence first.

Always know what the goal is, and ask, "do we achieve our goals?"

6. active communication.

The whole idea of "upward management" depends on effective active communication. You always face the choice: either speak out or endure in silence. You may feel that your boss should know what you want and what you need, but this may not be right.

They are human beings and can not read minds. Everyone is busy and distracted by many things. Therefore, if you want your boss to hear your voice, you must choose to say it, including:

If something goes wrong, when action is needed and questions arise, we need to speak out immediately.

Through appropriate channels, such as phone calls, e-mails, interviews, writing notes... As long as it works.

Specific, reasonable, concise, resolute and polite.

Active communication is not "delaying tactics". To speak out, we must take the initiative.

7. often provide the latest. information 。

The world is changing all the time, and things are changing rapidly. As long as new information is grasped or the situation is changed, communication must be made immediately. Write down your concerns and problems you think may arise, and send copies to all those who may be affected. "Sharing information quickly" is one of the characteristics of efficient teams.

Make your point a part of the solution. If this is not the case, others may see you as part of the problem. Often providing the latest information is the key to effective collaboration. Never assume that what you know is known to others and communicate repeatedly.

8. put forward specific requirements in taking measures.

If you find that the action or resources you need may be approved by your superiors, explain what you need clearly and concretely according to your idea. Don't be vague and do not beat around the bush. Do not sit down and indulge in the idea of "if they don't agree with what to do". Follow the principles of positive communication and submit your requests in writing. Don't expect that any request you make will naturally be approved.

On the contrary, we should regard the request as the first step of negotiation, and at the same time regard "win-win" as the goal of negotiation. Be prepared to make concessions and achieve reciprocity. If Superior If you do not agree with your request, you must accept it graciously. There is a choice in arguing with superiors, not all problems are worth making a fuss about. Remember, you have the responsibility to make your request "both audible and visible".

9. take the initiative.

It is impossible for the superior to solve all the problems at once. However, there are few problems that can not be solved step by step. When others are busy, you need to take action in time to let them know, "I need to get a reply before a certain time point. If I don't get a reply, I will follow this plan."

If you don't get a reply, ask if someone else has received your message. E-mail is often lost or ignored. Timely and proactive measures are often better than "silently enduring" when working tasks emerge in an endless stream. Make a clear warning and prepare for the task and work at the right time.

10. follow up and report.

No matter when a task is completed, it is necessary to inform the parties concerned what the work has been accomplished and what the result is. You can't assume that they will know that, and in most cases, you won't know if you don't say.

You have to take the initiative to say, "this task has been completed according to the outcome of our consultations", so that other people will be clear about the current situation. This is very important. In fact, this is one of the most effective ways to get trust from superiors. They will quickly respond to you, let you track and report progress; they will also think you are a competent professional.

11. provide feedback and ask for feedback.

Effective delivery and reception of feedback is another key capability of efficient teams. Adequate mutual respect, trust and tacit understanding are essential to team members' freedom of feedback. By feedback, subordinate And higher authorities can make necessary adjustments to policies and behaviors. Therefore, if a situation makes you feel frustrated, you can actively and courteous feedback.

At least, you can let your boss know how you feel from your point of view, how you feel, and what you want at this time. Feedback is the breakfast of champions. If you want to be outstanding, you have to ask for such a breakfast, and often provide breakfast for others when you think you can solve the problem.

As I can imagine, this article will bring the following comments:

? "this is a fairy tale. It's not practical."

? "too idealized... It can't be... Who is this funny person? "

"If I try half of my suggestions, I will be expelled."

? "he doesn't know how the real world works."

Therefore, in order to stop their mouths, I would also like to say:

In your life, you never get anything for it. You can only get it by striving for it.

If you describe things that are disturbing to you as "impossible", you will stick to the rules.

In fact, these "secrets" are very effective in the real world: if the boss is not doing this to you, don't let yourself get in the way, or think about the possible ways out.

If you never take risks, you will never know what will happen.

Three feet are not cold in a day.

You believe in yourself. You should set an example by yourself and don't wait for yourself to become another's boss.

I find that this method works in 90%. It takes time and patience.

I wish you every success in turning your boss into a partner.