Why do you need to know more about your superiors?

Peter drucker, a famous management expert, once said that the first secret of improving efficiency is to know the people you cooperate with and rely on, so as to use their strengths, working methods and values to realize the rapid development of your career.

For professionals in Jianghu, leaders are people you need to rely on for a long time. Therefore, an important prerequisite for "upward management" is to fully understand your leader. As the saying goes, know yourself and know yourself. If you can't fully understand your leadership, how can you manage it and pave the way for your career?

Lao Wang believes that the most important thing to know your leader deeply is to know his true intentions.

In practical work, we often see many people are conscientious and motivated, but strangely, they are always ignored and not promoted, which makes them depressed and finally seriously affects their career development.

Lao Wang thinks that if you can analyze it carefully, you may find that the reason why these people can't be promoted is not that they don't work hard enough or the methods are incorrect, but that they ignore the understanding of the real intention of the leaders before they start working, which leads to their frustration.

For example, the main purpose of the performance analysis report that the leader wants is to explain that the performance is "not good enough", and your analysis is "My performance is very good, why should the leader treat me like this?" Compared with them, although the analysis is the same, the conclusion is quite different.

Why? Because you don't know your leader, you don't understand his intentions. Lao Wang believes that it is not so easy to fully understand his own leadership and master the real intention of the leadership, but he still gives you some good skills to help you find out the intention of the leadership:

1, get in touch with leaders and create opportunities for yourself to be "photogenic".

Put yourself in others' shoes. If you were a leader, what kind of subordinates would you like? Of course, it is a subordinate who knows you, knows what you want to do and is in tune with you.

Therefore, as a subordinate, you should have more contact with the leader in order to understand your leader and his intention to do things. At the same time, you should try to create more opportunities to communicate with leaders, learn to report your work progress and ideas to leaders every day or regularly, let leaders know what you are doing every day, and sincerely seek guidance and advice. In this way, the leaders will notice you and get familiar with you, and then they will have the opportunity to carry out deep binding and cooperation.

2, multi-lingual sense, understand the implication of the leader.

After Ms. Liu entered a company, she rose from the most basic ordinary staff to the level of deputy director in just five years. The reason is that Liu Xiao is very good at reading words and observing emotions. As an assistant to the general manager, Miss Liu should be the third eye of the leader. When she sees what the leader can see, she should also see what the leader can't see.

Last month, the former general manager of the company was promoted. Instead of directly promoting employees to fill the vacancies within the company, the company recruited a new person to take over as the general manager. Faced with such a general manager who doesn't know enough about the company's business processes and internal personnel, Miss Liu knows that her first job is to let the general manager know all this as soon as possible. So before the general manager asked her, she took the initiative to submit to the general manager the company's operation and the list of the main responsible persons of each department. If someone wants to see the general manager, she will also tell him what she knows about this customer when she informs the general manager, so that the new general manager can better deal with it; When a difficult employee comes to make trouble, Ms. Liu, the general manager, can get the message at a glance and quietly invite the troublemaker to another place ... and so on. In this way, Miss Liu won the appreciation of every leader by virtue of her strong sense of speech and color.

For Xiao Bai in the workplace, he may not be able to advance to this state in a short time, but with a little longer brain and more thinking, it is easy to remember and identify some very characteristic expressions and actions of the leaders and make corresponding judgments. Because even if the acting talent is high, people's eyes, expressions and body language will always inadvertently expose his inner changes. Pay attention to the hidden words, voices, intonation, tone, rhythm and even subtle feelings in the leader's speech, all conveying a specific message. Improving listening ability means grasping the main points and understanding the real subtext in various languages and physical states. Because many times, what the leader says is not entirely what he really thinks, so he should be able to listen.

3. Communicate more and master practical communication skills.

Rockefeller, the oil magnate, said: "If interpersonal skills are the same commodity as sugar or coffee, I am willing to pay a price more precious than anything in the world to buy this ability." This shows the importance of communication.

In practical work, there are no leaders who can't communicate, only subordinates who can't communicate. Therefore, it is particularly important to master some necessary communication skills with leaders. Specifically, any communication with leaders must go through four steps: "clear intention-effective coding-full decoding-accurate channel selection":

1) How to define leadership intention?

First of all, you should pay more attention to the concerns, preferences and background information of leaders in peacetime, gradually deepen your understanding of leaders, and cause qualitative changes through quantitative changes, so that it is easier to understand the true intentions of leaders in future communication.

Secondly, we should think more and think more at ordinary times. When leaders explain some more important tasks, they should ask themselves more why. For example, if the leader arranges you to draft a bidding plan, you should ask yourself a few more questions in your mind: "Why does the leader let me take the main responsibility?" Find out what leaders value you, and fully reflect it in this task; "Why did the leader bid this time?" Knowing the purpose of bidding will make it easier to plan and implement; "What is the effect that leaders want to achieve?" What is the ultimate intention of the leader? Doing this kind of question and answer questions more often will make you understand the intention of the leader more and more accurately.

Finally, before the communication is over, confirm the intention. After accepting the task and making a full analysis, you must confirm your intention with the leader at the end of the communication. Because the previous preparations are all your own guesses and inferences, the final confirmation of intention link can not only help you correct the deviation of your understanding of the leader's intention, but also let the leader see your thinking process, and it is easier to recognize and accept you in the subsequent communication.

2) How to code effectively?

Don't think that everything will be fine after the leader's intention is clear. You should also convey your understanding of the communication results to the leaders, so that the leaders can feel that their needs have been understood, so that the communication goals of both sides can be consistent.

When coding and transmitting information to the leader, you should be able to put yourself in the other's shoes, either by yourself or by the leader. You should convey information to the leader from his point of view. For example, if you are on a business trip, you should help the leader book a plane ticket. Because it is the tourist season, it is hard to get a ticket. You used your superhuman powers to get a ticket for the leader through a circle of friends and relatives. When you report, you want to emphasize your efforts. If you say, "leader, this ticket is too difficult to book. I have brushed both online and offline, and I have found a scalper, but I haven't bought a ticket." There is no way. I asked the airline insiders for help, but there was nothing I could do. Later ... "Before I finished, the leader decoded that you didn't get the ticket, and criticized that you didn't find so many excuses earlier and didn't care about your hard work. But from the leader's point of view, if you say, "Leader, your plane ticket has been booked, and the specific information has been sent to your mobile phone. But this ticket is really difficult to book ... ",so after coding, the leader can perceive that his needs have been realized and will recognize your intention.

3) How to decode it completely?

Having done all the above, we must learn to fully decode the information received from the leaders. At this time, we should grasp three key points:

First, learn to listen and understand. People have one mouth and two ears, that is, they should talk less and listen more, especially when communicating with leaders. When assigning tasks and expressing opinions, leaders should pay attention to listening and remembering well, don't interrupt halfway, and don't rush to ask questions about their own confusion and doubts. Write it down first, and then confirm it uniformly after the leaders have finished speaking.

The second is the carding mechanism. Many times, there are many key points in the work or speech assigned by the leaders, and there is no way to fully understand and digest them at that time. Afterwards, we must rearrange and organize what we have written down to form a clear vein;

The third is to be able to repeat and confirm. After you have prepared the first two steps, repeat your understanding to the leader and get the final confirmation. Through the above three points, it can be completely decoded.

4) How to choose the right channel?

The choice of communication channels is directly related to the final communication effect, so it is necessary to clarify the communication types of leaders. Communicate with controlling leaders, do things simply and neatly, don't beat around the bush, and talk less if it doesn't matter; Communicate with interactive leaders, be peaceful and friendly, communicate face to face and be honest with each other; Communicate with realistic leaders, be straightforward, elaborate on details, and directly say what you are interested in, which is more substantive.

Write it at the end

Learn to gradually deepen the understanding of leaders in daily work, quickly grasp and find out the inner thoughts and requirements of leaders, so as to adjust themselves to their styles and needs and lay a good foundation for their future development.

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