Workplace Strategy: The Level Is Not High Enough To Be Straight.

Different styles of business have different styles of speaking. "There are different ways of speaking in American funded enterprises, Japanese and Korean enterprises and state-owned enterprises.

But the company's culture and environment are different, and the strategy is different.

She said.

In the US funded enterprises, what is fastidious is direct communication, there are many channels of communication, such as regular meetings, e-mail communication, talks with superiors, etc., if opinions are not expressed, they will usually be regarded as giving up power automatically, and afterwards regretting will only prove that you are not qualified in the US capital enterprises.

"A person can be frank in his company, but it often represents his position in the company."

The more you can express your mind, the higher your status in the company. Otherwise, it will be very difficult to survive in a big company.

Feng Lijuan, who is the chief human resource expert and director of public relations, knows too much about the complexity and diversity of the "human" species.

In Japan and South Korea, those enterprises with strong hierarchy are often at the top of their decisions. If you want to do things smoothly and smoothly, you have to clearly let your boss know how you do things, tell him what you think and why you should do so. You can't let him suddenly feel that you are doing this thing and he doesn't know it. If you feel wronged, then you can get the understanding and support directly.

In contrast, the most cautious of words is state-owned enterprises. "With the pparency of the company, the way of expression is different."

In state-owned enterprises, the boss will not explain why you want to do a project, employees do not know the background of the project, the boss rarely in the process of making employees to make any suggestions.

But no matter what company we are talking about, we should never bring personal feelings into our work. Do not whine about, complain about what I think of this matter and what kind of mood I am. Instead, I should discuss things objectively. When I find out problems, I will give examples, data and research, and speak reasonably, so that others can see that the questions you put forward are objective and out of the public, which can give the company a better perspective.

Everyone in the company has their own key goals. People are different from people. You can't come up and say, "why didn't I do the work for you? You did what I could do, but you didn't take it seriously. I have a great opinion of you."

The truth is true, but things must not be solved. "We must twist ourselves in mind. Don't impose our key goals on others. It's for work. In fact, it's still selfish.

"

If the state of mind is not twisted, two people will be on top when the time is long.

More and more words, more and more white, more and more angry, the result is a deadly enemy.

"We found in management that you only praise others frequently, and when you criticize others, you have more effect. Otherwise, the other person thinks you are just a prick person, and it's very difficult to get along with."

Many management books will encourage people to praise others more often, whether they are sincere or not, whether it is from the heart. "Praise is not flattering. It is always right to say good things." instead of doing so, we should change the direct criticism into a straightforward compliment. This is indeed a great skill to relieve tension, so don't be stingy!

In the application of this technique, we should put aside personal likes and dislikes. "Let's first say what I agree with the other's work, and never say" I don't agree with him. "

Even in an open US capital enterprise, this is also taboo, so that we can see that the speaker still carries his own emotions.

In addition, praise should also be in line with the Chinese way of using some seemingly less rigid skills.

If the collaborator is on the same level, if you want to praise him for being inappropriate, you might as well write your email to your boss smartly, compliment your partner on how good and why it is good, give specific examples, and send it to him at the same time, commend it to your boss.

It is not easy to compliment each other on the same sex. It is very difficult for women to get the recognition from women.

If you go to compliment her, she will be very happy, for example, if she is dressed properly today, she will be very well received.

But the subtle thing is, if a man says to your boss that you are dressed beautifully today, it will make people feel frivolous and negative.

Praise among the opposite sex is better than work, and recognition and praise of work are more likely to get good feelings from each other. But to maintain a certain frequency, too much will have a sense of cheap.

In all praise, the most challenging thing is to praise your boss.

Generally speaking, the manager is always lonely. He must ensure that a certain distance has a certain degree of authority, which can produce an effect on the decisions he made and the orders he issued.

Generally speaking, it is best to praise each other face to face.

For example, the boss you give me a lot of advice today, and so on, but if this is to say in public, others will feel very strange.

Female superiors often feel that their professional expertise is ignored because of their sex and appearance. Therefore, male subordinates' support for women's superiors' decisions is the best compliment to female bosses.

From a male perspective, women do not have much need for oral praise from male superiors. They should focus on executive power or ask some questions to ask their superiors, saying, "this idea is very good, how I didn't think of it" and so on, so that men can have more professional achievements, but don't do it too deliberately.

In short, it is important to remember that "when we speak good words, we can criticize others when we are not doing well."

Whether the relationship closeness decides whether to be frank and straightforward or not, in fact, whether or not to speak in a straightforward way depends on the relationship between the speaker and the people around him.

"When you and your coworkers are mixed up with your brothers, what can you really tell them?"

Nowadays, enterprises are getting bigger and bigger. Everyone is a part of the precise division of labor. It is difficult for a person to decide whether the result is good or bad.

"In this process, it is an ability to get through your upstream and downstream relations. The way of speaking is an important tool for dealing with people."

In the workplace, things should be done smoothly. From the handling of the relationship, 70%'s energy is supported by the boss. 30% of the effort is to get the support from the subordinates. "Be sure to master this size, if you want to speak out in your work, it is very important to find out the temper of the people you are dealing with."

People are different in their ways of doing things and their psychological endurance. Some people like to say that when they are done in the future, some people like to do something without saying anything, others like to talk and do it.

When your boss doesn't like praise, do more; some of your superiors love to praise, then say more when you do.

If you want to establish a smooth communication channel with your superiors, you have to talk with him, tell him the purpose of doing so and decide the basis and process of dealing with this matter, and see if this idea is consistent with the boss's thinking. This is the process of building mutual trust, and it is very relevant for meeting important events or expressing directly their views in public.

"You will find that after this trust, the same thing you say is different from what others say, and if you say that the boss feels that you have the ability to do it, you agree with it, which is entirely based on mutual understanding and trust."

In most companies, the most effective is to win the trust of their superiors, but there is another way to win the recognition of their superiors, that is, "to ask him with questions, he is happier and feels respected."

Especially in China, Japan and South Korea, when employees take a plan to ask their superiors to give advice, even if they have a mind in mind, they should let these ideas be told from their superiors' mouths and let their superiors feel that they are their own ideas.

Of course, if you are in the company culture, communication channels do not understand the mouth, it is best to remain silent, first look again.

"Frank and direct talk to improve work

It does help, but it is absolutely conditional. "

This prerequisite is three: look at the object of speaking, can he bear this set of things; two look at the matter, if the secret thing lets you speak out, it is better to shut your mouth; three, look at the occasion, you have a good relationship with your boss, when you discuss it alone, it is all right for everyone to confuse your face. But when you open the office door, you have to maintain the dignity of your superiors.

If you are talking fast and unhesitation in meetings held by different departments, you will probably step into the minefield of departmental relations and make your boss very embarrassed.

"Usually after two or three years in a company, they are usually more straightforward."

First, because young, sensitive to many things, two is the environment is ripe to dare to speak.

But the contradiction is that people who are direct and straightforward often do not understand why things will show such signs and phenomena. Why do they make such a decision? They do not know the depth of water and the speed of a day.

"Managers need to reconcile their attitude and speed, and coordination and balance are the main tasks."

Young people's straightforward mind can help managers achieve the effect of listening to each other, making decisions more reasonable and reducing psychological conflicts.

Managers who block words and phrases often carry more pressure, do not know others' opinions, and get support too.

In addition, the way of expression is directly related to a person's vision.

When you are only the last part of the matter, you often do not understand the whole picture of the matter, and the manager spends much of his energy in coordination because he knows clearly how many things are different and how different people think about it.

When a supervisor is faced with a person who is not aware of the facts and points out problems directly, he usually needs to do a lot of communication explanations, tell him the process of consideration and the reasons for doing so.

To do things simply, to speak simply, to do things that are complex enough, and to contact people are diverse, and they will slowly understand why they can not take the time to speak quickly.

Remember, speaking is more thoughtful than eloquence, and wording is better than flattery.