What Is The Secret Of Success In Work?

Although I have written an article about office politics, there is a secret that I have always hidden in my heart.

This is a technology that allows you to exceed your opponent in almost every workplace.

Are you ready?

Always admit this problem.

Try to influence

Most people are really trying to figure out why this decision should be beneficial to them (not you).

They use footnotes, facts and quotes to support those arguments.

However, you can cut down all those jobs and reduce them to completely irrelevant ones by grasping the problem.

You see, every decision is to answer a question: how do we solve this problem? Where should we buy this? How do we sell it? Who is the correct supplier? In every case, the problem defines the limits of the answer.

The limitations are slipped away when problems are changed.

For example, suppose CEO convened an employee meeting to discuss the latest one.

Loss.

The engineering director has built up a rigorous situation, that is, the company lost its account because the sales team messed up and the marketing department cheated.

The executives sat at the table with CEO, ready to eliminate the accusation, when the sales director came in and sat down and said, "the real question we need to answer is: how can we win the customers back?"

Correct! Well prepared accusations have been swept away because they are not trying to hold their own answers, but CSO is determined to seize them.

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The real power of this technique is to grasp the problem before it is asked.

In doing so, you can almost always make the final driving decision towards your own agenda.

For example, suppose CSO wants the company to buy a new iPad for the entire sales team.

Chief financial officer, he asked, "do we have a budget for 50 iPad?" the answer is No.

What CSO can do here is to debate the priority of the budget.

But let's assume, on the contrary, that CSO asks the chief financial officer, "how much ROI is needed to justify spending $25000 on equipment?" in this case, the CFO may say, "$50000 in the first year."

What CSO needs to do now is to prove that owning iPad will bring about an increase in annual sales revenue of US $50000.

To catch this question, CSO got the answer. He was close to achieving his goal.

I realize that these two examples seem a little simple, but when you seriously think about it, office politics is not so complicated.

Decisions are almost always made within the parameters of any question that is asked.

Grasp the problem and you seize the decision.

It's really that simple.