In the same company, we often find this phenomenon: with the same boss and the same subordinates, some people will get the support of the boss, while others find it difficult to win the support of the boss. Is it because of the boss? Or is it because of the subordinates? People who do not get the support of their boss will say that the boss is partial, say that the boss treats people wrongly, and complain a lot; while the boss will say that these subordinates lack communication and are unable to support themselves. When a boss stands in a high position, he may see the gap between his subordinates, but those who do not receive support rarely examine themselves: Why do they not receive support from their boss? Why do others get support from their bosses? Is the boss really partial? Doesn't the boss want all his subordinates to make a difference? Is it a boss problem or an employee problem? After research and summary, the author found that employees still have more problems. I feel that these people still do not do enough in the following aspects:

First, lack of plans

Many managers or When marketers communicate with their bosses, they basically just think about it, and rarely come up with an overall plan for the boss to make decisions. When the boss finally asks about the plan, what he gives are fragmented processes, and some have no goals. , a fruitless process, and even after talking for a long time, I didn’t talk about what the boss wanted. You want support. Do you understand what the boss wants? Most bosses have to give within their means, and the input should be based on the output ratio. Remember, the boss is in charge of management, and management should focus on survival and profitability. "Profit, profit, profit" is the boss's slogan. There is no need to talk about anything except profit! Of course, there are two types of bosses. One type is smart bosses. These bosses only care about immediate interests and care about every detail. For this type of boss, your best way is to calculate the output ratio, expenditure, and income with him every time. Calculate clearly. Of course, the time boss must also be considered. The other type of boss is a smart boss, and They are bosses with a strategic vision. When dealing with this type of boss, don’t talk about immediate benefits with them. Talk to them about the topics they care about, such as brand, goals, strategies, roads, directions, and development. In the end, they are profitable. matter. The plans made must be influential and have strategic goals. It also requires that it depends on the person, the enterprise, and the time, but one thing is that there must be a plan. The boss supports the implementation of the plan, not you personally; the boss only supports you to work because he wants a plan that can bring benefits to the company, not because he has feelings for you. The best boss does not Will support you to do unnecessary things. Another point is that the boss's support usually comes from the rationality and appropriateness of your plan. Reasonable means that it is in line with common sense, and appropriate means that it is in line with the boss's taste. The plan approved by the boss is a good plan. Of course, here we only talk about whether we can get the boss's support or not, not whether we are suitable for the market.

Second, the lack of methods to persuade the boss

Once you have a plan, you must also have the method and art to persuade the boss. Methods and art should be different depending on the person, the time, the occasion, and the environment. I remember when I was the general manager of marketing in a company, the company’s marketing department wanted to purchase AC Nielsen’s sales data of each brand in Hong Kong for a year. The price was 450,000. To be honest, at the time, the price was not cheap. When I got to the boss, I was stuck. The boss thought it was worth buying such data. Will such data help sales? No wonder, at that time, private enterprises did not pay much attention to data, so it was difficult for brand managers and market CEOs to find ways to convince their bosses. They reported the problem to me and asked me to talk to the boss. That day, several of us went to the boss's office together. The boss asked us: "Do you have anything to ask me about?" The boss asked knowingly. I said: "Yes". The boss said: "Listen to me first." Then the boss said energetically: "I watched the CCTV 2 dialogue program last night, in which Zong Qing, the boss of Wahaha, was invited to talk about how to do the market. Zong Qinghou talked about how to do the market. Mainly based on feeling. The person Zong Qinghou admires most is Mao Zedong. "The boss looked at me with a smile: "Okay, it's your turn!" I followed the boss's words and said, "Boss, Zong Qinghou is a very good person. A far-sighted boss, I remember his famous saying, ‘He said that he was on the front line of the market 300 days out of 365 days a year!’ In addition, I remember an article in the first volume of Mao Zedong’s anthology, “Hunan Peasants.” There is a classic saying in "Sports Investigation Report" that is, 'Without investigation, there is no right to speak.'" I also smiled and said to the boss, "I'm done!" The boss responded quickly, and he said, "Go ahead and do it!" It can be seen that the boss is very happy because our boss is a very discerning and speedy person. In fact, I used two important methods here: the first is to talk about the matter according to the boss's ideas; the second is to use persuasive examples and persuasive words. I think the best way to persuade the leader is: mainly what you say is right, and the approach you propose is good for the company or the boss; it is good for him, valuable for the company, and good for yourself. Only in this way will the boss follow your ideas and plans. In addition, whenever you discuss a plan with your boss or try to persuade your boss, you must use a language that the boss can understand. Otherwise, the boss will ignore you, no matter how beneficial and perfect your plan is to the company. , it is also difficult for you to achieve your goal.

Third, the plan is inconsistent with the company's requirements

Many people have plans and methods, but the design of the plan deviates from the company's main goals and is not on the same path. The bosses are all very smart people. They may not have written down their company’s goals in their notebooks, but they are very clear about their company’s pursuits: what do I want, what don’t I want, what do I need to achieve to be satisfied? These are all in their hearts. If they don’t say it with their mouths, it doesn’t mean they don’t have it. Therefore, when you make a plan, you must first understand what the boss wants. This is crucial, otherwise everything will be lies and empty talk. What benefits does your plan bring to the boss, and what goals does it satisfy the boss or the company? Short-term or long-term, it is best to be short-term; whether it is fame or profit, it is best to get both fame and fortune!

The second point is that the design of the plan must start from the company's existing resource allocation, adapt measures to local conditions, and finalize the plan based on finances. Many people often lack understanding of the company's existing resources and do not tailor their plans to suit the needs of the company. The reason why many consulting companies fail to implement their plans is often because they do not proceed from reality. The result is that the plans are beautiful and perfect but are not applicable. Not practical. A newly appointed sales director went to work for a company that had just launched a household paper project. He made a plan to expand the national market and asked me to help him take a look. Two of the data surprised me: the first is to recruit a sales team of 380 people within one year, and the second is to open 103 offices across the country. To be honest, such a plan is very unrealistic. The first is that the newly launched projects spread the dishes so big all at once. Neither the manpower nor the material resources are capable of supporting such a large plate. The market cannot be built in one day; secondly, the companies that have launched the household paper project have not yet Experience is unfamiliar to the market, sales, management, channels, products, personnel, etc.; in the end, there is no successful model market experience to copy. Therefore, my advice is to do a good job in the Guangdong market first, and first do a good job in your own doorstep market---do a good job in the market of a county, a city, or a channel market.

Fourth, failure to build trust with the boss

Without trust, it will be difficult for the boss to believe in your work ability and plans; without trust, it will be difficult for you to get support from the boss . In order to gain the support of the boss, a good plan must also build trust with the boss. Especially in Chinese society, the boss often supports those whom he feels are trustworthy to work boldly. You see, there is a famous saying in China: "Don't doubt people when you employ them, don't use them when you don't!" Most bosses regard this sentence as their famous saying for employing people to do things. How to build trust with your boss? A workplace friend told me that it can be established from three aspects: First, be transparent and don’t try to hide things like your own experience, education, and family from your boss. Concealing things often makes others lose confidence in you and trust. Secondly, do things in a down-to-earth manner and do not brag about your abilities and the speed at which you complete the work. In order to gain trust, many people often like to brag about their abilities and work style. In fact, the result of this is just the opposite. Thirdly, we must keep our promises in daily life, such as punctuality. People who usually have a strong sense of time tend to gain the trust of others easily; and for example, people who borrow small amounts of money and can pay them back on time generally do not treat small amounts of money on time. Work irresponsibly. Finally, take responsibility for things. When you mess up, clean it up as soon as possible, but don't be too busy apologizing. Taking your responsibility is what you should do. An apology may work for you in the short term, but it won't do anything to build trust with your boss in the long run. The courage to take responsibility is already a rare quality of modern people. All bosses trust those who dare to take responsibility!

Successful people are all those who "get the right time, the right place, and the right people," but the biggest noble person here is your boss, and getting the support of your boss is the greatest "harmony." I believe that winning the support of your boss is what every working person strives for, because only with the support of your boss can you do your job better and demonstrate your abilities.

Work hard and do the above four points, and I believe you will get the support of your boss soon!