When I finished reading "Be Results, Don't Be Reasoning", there was a sentence in the book: A task is an illusion of execution, because most of us are actually completing the task, not executing it, when you think you are executing it. Actually, the task is not the result. It makes me feel that I am also responsible for the task, not the result, and I am confused about "completing the task".

But in actual work, the example in the book seems to us that there is no problem with the subordinates, and the boss asked him to convene a meeting with the leaders. And he called the leader to the meeting, and he completed the task given to him by his boss. Unfortunately, the task is not the result. Many people have completed the tasks we asked them to do, but they have not achieved the results we wanted. The reason is that we are confused by the illusion of perfect execution of "completing the task". Now we understand that the completion of the task is often only a partial result, and sometimes even the result has just begun, but in the view of causal logic, the subordinates have completed the "task" (such as making a phone call), but they have not met your requirements. This contradiction will lead subordinates to find reasons to shirk their responsibilities (I have already called the leader, whether he will come or not is the other party's business), find reasons to deal with you, and you find reasons to deal with the boss, because as long as we finish the task, we will have 10 thousand reasons to explain that it is not our responsibility to fail to complete the result. I think that almost all enterprises are faced with countless "conspiracies" directed by "completing the task". If we can't stop the spread of this "conspiracy", then when the real result comes out, everyone can win the credit, which means that it is their own credit. This enthusiasm for completing the task confronts the boss and is keen to find reasons to shirk the responsibility. Over time, there will be a situation where everyone will fight for the credit and everyone will push the responsibility! Who is the culprit? Then you will be overwhelmed by this "conspiracy", resulting in the loss of execution of the whole enterprise. When the company grows bigger, there will be more jobs; The more employees, the more departments. With more posts and more departments, procedures will often replace results, and organizational level will replace customer value, so tasks will often confuse our eyes, so there are countless reasons to excuse them: you see that he has tried his best, he has worked hard, and he has worked hard without credit.

In practical work, we are often confused by the illusion of perfect execution of "completing the task". Leaders often send me emails asking me to inform cadres at or above the deputy division level of various departments of the meeting, and let me inform them half an hour before the meeting. After receiving the email, I will print out the list and start calling them one by one according to the time arranged by the meeting. At XXX location, the meeting will be held at XXX time. When informing Director XXX, he asked me what meeting I attended, who presided over it and what we should do. This problem is a common problem when I call them to attend various meetings, but I never pay attention to it. ) I opened the email again and saw that only the director was presiding over the meeting, and I didn't know what meeting to hold. I was speechless when asked by the monitor, so I had to answer, "I don't know, only that our monitor asked me to inform you to attend this meeting." When the last monitor was informed, it was almost time to get off work. At this time, I don't know whether the meeting will continue. I informed the last monitor who attended the meeting in advance and told him that the meeting would start at XXX, so he asked me the same question again. Before him, several monitor asked the same question. I know what the meeting was about and who presided over it. After the meeting started, a section chief couldn't attend the meeting in time because of temporary business, but I couldn't observe the progress of the meeting nearby because the meeting place was far away from me, and I didn't know whether they were really in a meeting. In this matter, I want to confirm whether the time of the leadership meeting has changed, and whether it will be missed because of something. It's best to call 10 again before the start to confirm whether they are present at the meeting, so as to achieve the desired results of the class teacher. I just finished the task that the supervisor asked me to do, but I didn't achieve the result that the supervisor wanted. The task is not the result.

After reading "Want Results, Don't Give Reasons", the examples in the book are the same as the problems in my work, which makes me understand a basic truth: being responsible for results means being responsible for the value of our work, and being responsible for tasks means being responsible for the procedures of our work. In the future work, I will learn to be responsible for the results, not the tasks, so that there will be real implementation! And execution is the result, not the task. We should always focus on the goal of the result, not the process of the task.

We live by results, but not by reasons. Employees and cadres should always keep this view in mind and recite it every day to get results. This may be the point that this book wants to promote. This view is not wrong, but it is not enough for grass-roots employees. The process and result are like chickens and eggs. There is no distinction between light and heavy. Just how to pay attention, when to pay attention, and who will pay attention. What if some chickens don't lay eggs? One way is to kill and eat, and the other way is to analyze why you don't lay eggs, and treat the symptoms rather than the root cause.

Management cadres at different levels should emphasize different priorities. As a grass-roots management cadre, I think we should pay attention to the process, and middle-level management cadres should pay attention to the results. (Not ignoring each other, of course). Why? Grass-roots management cadres, in addition to leading employees to complete the company's related tasks and goals (that is, results), another important job is employee counseling. Counseling should pay attention to the working process of employees. Without an efficient process and a correct process, it is difficult to get the results you want. So I think our engineering department should always pay attention to the working process, pay attention to the results to be achieved, and be clear in time.