Whether the communication with superiors is smooth or not directly affects the salary, performance, work comfort and promotion of subordinates, so to some extent, it can even be said that the communication with superiors determines the fate of subordinates' career.
People who are good at communicating with leaders will have higher work efficiency, easier access to matching resources and more opportunities for recommendation. On the other hand, people who are not good at communicating with leaders may do the opposite and get twice the result with half the effort.
However, among the people I contacted in the workplace, I found that many people have obstacles in communicating with their superiors, which are embodied in two aspects.
First, there is no will to communicate.
I don't like and don't want to communicate with leaders. Typical performance is: leaders don't ask, I never say, leaders ask, love to say; I am afraid of upward communication. Meeting a leader is like a mouse meeting a cat. I try to detour and try not to communicate. Sit farthest from the leader in the meeting. Don't speak if you can.
Second, there is no communication ability.
Not good at communicating with leaders. Failure to provide relevant information to leaders in a timely, accurate and comprehensive manner and lack of necessary communication skills lead to dissatisfaction of leaders, which in turn affects the overall communication ability.
Li Shimin was the most scheming monarch in ancient times, but when he met a subordinate like Wei Zhi who didn't know communication skills, he would go on the rampage. Therefore, no matter how enlightened the leader is, communication skills are essential.
Therefore, to improve communication with leaders, first of all, we should not regard strengthening communication with leaders as "flattery", but as an important guarantee for doing our job well.
The second is to master some necessary communication skills with leaders.
This paper is the research result of teacher Hu's communication skills between superiors and subordinates for many years. It will be introduced from five aspects: how to accept instructions from superiors, how to report to superiors, how to ask for instructions from superiors, how to ask for instructions from superiors, how to reply to inquiries from superiors, and how to treat criticisms from superiors. Learn five tricks and you can get rid of leadership.
1, how to accept instructions from superiors
A complete instruction issued by a superior to a subordinate usually contains three basic elements, namely, what to do, how to do it and when to finish it.
First, do what?
Many subordinates immediately "obey and carry out" after receiving instructions from their superiors. Without saying anything, they rolled up their sleeves and began to work. It seems very executive, doesn't it?
Doing so is risky, because the tasks given by the leaders are not necessarily complete orders, or the leaders' understanding of the tasks may not be exactly the same as ours. If there is misunderstanding about "what to do", it is likely to lead to wrong execution, which will eventually lead to delay in progress and waste of resources.
When I was secretary-general, I had a tacit understanding with my chairman. That is, every time the chairman gives me important or complicated instructions. I will repeat it to the chairman from beginning to end as soon as possible according to my understanding. Because, only after retelling, can I check my understanding and the agreement of the chairman. As the chairman of the board, if I find that my understanding is biased, he will immediately correct or re-issue the order. This two-way feedback communication can minimize the deviation of instruction understanding.
Second, how to do it?
Generally, when a superior gives an order to a subordinate, "what to do and when to finish it" is relatively clear, but "how to do it" is generally unclear, because "how to do it" is exactly where the value of the subordinate is reflected.
As an excellent subordinate, you should try to open your own wisdom and give full play to your subjective initiative to do things well. Instead of frequently asking for opinions from superiors at the "how to do it" stage.
It must be understood that an excellent subordinate should be a "problem solver", not a "troublemaker".
The only child kept asking "100,000 whys". People in the workplace must be experts in solving problems, not experts in solving problems. The "puppet man" who often asks questions will make leaders think: "What do you want to do"?
Third, when will it be completed?
Among the "three elements" of the instruction, it should be said that the superior is most concerned about "when to finish", so there will be a problem that everyone may encounter-if the task assigned by the leader is not completed on time, how to reply to the leader?
Some people will explain why, and some people will make excuses, right? None of them are right!
If the task assigned by the leader's instructions is not completed, as a subordinate, you should report the following three things.
1. What are the factors that make it impossible to complete?
Second, what remedial or corrective measures will I take to realize it as soon as possible?
Third, the completion time of the final commitment?
"The delay in delivery is caused by the failure of XX machine. We have mobilized internal and external technical experts to carry out emergency repairs to ensure that all accumulated orders can be completed on the 8 th of this month. "
It should be noted that the above three are indispensable because they are strictly logical. Only when we know the reasons can we think of targeted countermeasures, and only when we have countermeasures can we guarantee the deadline.
2, how to report to the superior leadership
Reporting is also called calling me, a qualified subordinate, the superior has instructions, the subordinate must report and call me! Please remember: if you don't report it, you will lose your job!
So what are the requirements for reporting to the leaders?
First, we must report it in time.
Strictly speaking, the work completed on the same day must be reported on the same day, and the work completed in more than one day must be reported on the progress every day. And the report should be as concise as possible, and charts should be used if possible.
Wanda has a good tradition of reporting its work to the board of directors, which cannot exceed 3 pages of PPT. Concise and clear, how to present the details? Make all the notes and put them behind PPT. If the leader needs to know a certain detail, he can refer to the corresponding item directly according to his notes.
Second, report what the boss wants to know.
What does the leader want to know after giving the order? The answer is: the result.
We saw that some subordinates spent 1 hour in a report when reporting to the leader. The first 55 minutes are all about the process and the process, and the last is about the result. This is called putting the cart before the horse. The leaders are worried sick about you!
Third, you can't report good news but not bad news.
Fear of being criticized and criticized is the last thing a leader wants to see. Because leaders are most afraid of the unknown risks brought by the information "black hole". A temporary concealment is likely to lead to "the embankment of a thousand miles is destroyed in the ant nest."
Fourth, don't just report your grades. Talking about your own efforts and efforts can easily lead to the leader's plan. You should know that there is an old saying in China: Mules that bark are sold as donkeys!
Employees who show their achievements, when boasting, are actually such a logic: the leader is an idiot, and the idiot doesn't know how difficult it is for me to do this. I must explain my efforts to that idiot. You know, there is another famous saying: He who treats others as fools is the biggest fool!
3, how to ask for instructions from the superior leadership
In the communication between superiors and subordinates, it is inevitable that there will be times when the decision-making scope of subordinates' abilities or rights is exceeded. At this time, it is necessary to ask the superior leaders for instructions. Pay attention to the following three strategies when asking for instructions.
First, choose multiple-choice questions, not topic types.
If a subordinate keeps asking questions and answering them, he will have a plan in his heart: What's the use of asking you? !
Therefore, please ask the leaders to ask questions like this.
"Leader, do you want to have a meeting before going to work today or tomorrow morning?"
"Leader, I have designed three schemes. Please have a look. Which is more suitable? "
The use of multiple-choice questions shows that subordinates have active thinking and targeted design before reporting, cutting off redundant unqualified options and greatly saving the decision-making time of leaders.
Second, when reporting, we should not only give alternative plans, but also compare the advantages and disadvantages of the plans.
"There are two options for leadership, one is radical, what are the advantages and disadvantages, and the other is conservative, what are the advantages and disadvantages."
With the comparison of advantages and disadvantages, leaders have the basis for decision-making.
Third, when reporting, we should not only compare the advantages and disadvantages of different schemes, but also explain our own biased schemes.
"Leadership, ABC's three schemes have their own advantages and disadvantages. According to our current situation, I personally think that Scheme C is more suitable for our current situation. "
Express your own views and provide reference for leadership decision-making.
Fourth, the place to report is not necessarily the office.
The more serious the office is, the lower the communication effect is, and the lower level can choose a suitable place to report according to the topic to be reported.
When I was a subordinate, I tried to report to leaders in different places such as overloaded elevators, parking lots, canteens and badminton courts, and found that it was more likely to report in a relaxed environment.
4. How to respond to the suggestions of superiors
As a superior leader, I sometimes ask my subordinates for their views and opinions on some issues. What should subordinates pay attention to at this time?
First, try to choose private occasions to express.
In order to express one's thoughts completely and comprehensively. At the same time, don't go out to preach.
Second, the leader didn't adopt your opinion, so don't express your dissatisfaction.
As a supervisor, it is the duty to make suggestions, but if the leader doesn't agree, then he should do it according to the leader. Liu Bei was chased by Cao Cao and insisted on fleeing with the people. Zhuge Liang tried his best to dissuade Liu Bei, but Zhuge Liang could only do as he said. Because Zhuge Liang knows an iron law: the power of suggestion lies at the lower level and the power of decision-making lies at the higher level.
Third, leaders have done something wrong, so don't be cynical behind their backs.
"You see, I told you it wouldn't work, so there was no mistake. Deserve it. " I believe that no leader can be indifferent to such ridicule. No one can predict the future, and there is no need to be cynical afterwards.
Fourth, if the leader asks you for advice from other departments, he must be cautious and objective.
If you get 90% merit, talk about it as much as possible. Gossip is the most feared thing in the workplace.
5. How to respond to the suggestions of superiors
In the workplace, subordinates are inevitably dissatisfied with their superiors, so how to face the criticism of their superiors?
First of all, we must take the criticism from our superiors seriously.
Criticism from superiors, whether correct or not, should be taken seriously and carefully analyzed as subordinates.
Second, don't contradict to your face.
In the workplace, the confrontation between superiors and subordinates must be "killing one thousand enemies and injuring 800 enemies", which is the most stupid way to deal with it.
In 2006, the story of "the best female secretary" was widely circulated on the Internet. Although 80% of readers support female secretaries, the contradiction with superiors directly leads to the complete destruction of this professional elite's career.
Third, don't be devastated by criticism.
Blx is the most taboo in the workplace. Being criticized a little bit will make you unhappy, and it will definitely give the leader a feeling that this person is not important.
Comrade Xiaoping's "three ups and downs" suffered a heavy blow, but even when he was written "posters" by his superiors all over the country, he did not forget to write to Mao Zedong. It is this way of facing criticism directly and laughing at life that makes him have a big stage in his later life.
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