How to manage your boss?

It is quite good to think that the success of a career depends on the basic ability to do a good job, but this is only half the success factor. Salary increase, promotion and other promotions will directly depend on how you manage your boss. If the boss is not enthusiastic about you or can't remember your existence, you will never reach the peak of your career. In addition to completing your work performance, you also need to make sure that your boss knows all your efforts, and at the same time establish good interpersonal relationships so that your boss has a good impression on you. To this end, you need to keep in mind the following precautions: First, you must understand that money can't buy respect. Second, every time you meet your boss, you should have preparation time, and you can spare one or two hours a week. Third, the premise is that the boss is a decent person. If the boss is evil, it is best not to approach him (her). Fourth, prepare chocolates or other small items to "bribe" the boss's secretary and get the most valuable information about the boss from the secretary. Of course, you can't mention the boss's agenda. Fifth, pay close attention to every job you have recently completed or just started, so that the boss can answer questions when asking about the progress of the work. Sixth, empathy: If you want to thoroughly understand the qualities and goals that the boss values most, you should put yourself aside and keep consistent with the boss's values. Step 1: Report your latest progress to your boss regularly. Goal: Let your boss know what you are doing. Every boss is worried that his employees will be in a mess, and everyone is unwilling to expose this situation. To make matters worse, no one knows what the problem is. In order to dispel their worries, bosses sometimes ask some very sharp questions randomly for a certain detail in a certain field where employees work. If you can calmly answer the boss's questions, the boss will think you are qualified for your job. If you are hesitant or evasive when answering questions, the boss will think you are sloppy. Since you don't know what questions your boss will ask you in advance, you should be prepared for all kinds of emergencies. Jack Cooper, former chief information officer of Bristol-Myers Squibb Company, said: "When you walk into the boss's office, any silence shows that you are not ready. When you need to talk to your boss for an hour, you should spend ten hours preparing to think about the answers to the questions that your boss may ask. " It takes ten hours to prepare for an hour-long meeting, which is too much for employees who communicate with their bosses every day. But when the senior managers of those big companies meet their bosses, it is as grand as the president's visit. Cooper's formula 10: 1 is still very meaningful. The boss expects you to have some basic qualities: complete the tasks assigned to you and ensure that you keep your word. If you want your boss to trust you, what you say should carry weight. Major: The boss appreciates those who are serious and responsible for their actions and are willing to spend time studying technology. Integrity: The measure of integrity is whether you will stick to your position even if your boss doesn't like it. Although the boss has the final say, you should stick to the correct position. Concern: When the boss evaluates interpersonal relationships, he directly takes whether he cares about other members as the standard. You should show your concern for others through solutions instead of complaining or making excuses. Knowledge: The boss needs someone with professional skills. You don't have to be a generalist, but you need to master a professional skill that the boss values. Step 2: Create a core information goal for your boss: bosses are forgetful. You should make sure that your boss knows your value. When you work hard, it's easy to think that the boss knows what you are doing. Even if the boss has assigned you a job, it is easy to forget your contribution in the face of daily work pressure and changing task priorities. To make matters worse, when you finish your goal, it has lost its original importance. Spencer Clark, former general manager of General Electric, said that the best way to prevent your contribution from being discovered by your boss is to establish a one-person marketing team and constantly locate your contribution. Clark said, "Your most important task is to sell your service to your immediate superior." To do this, you need to create a "core message"-a brief description of what you are doing and why it is crucial to your boss's success. The core message can be "My team is designing the follow-up products of our most successful product series." Or "I am recruiting scarce technical talents for the new R&D activities." Clark suggests that every time you talk to your boss, try to find a core message. Popular skills are not about bragging about how you got promoted. If you find it difficult to sell yourself to your boss by the above methods, you can consider communicating with your boss in a very casual way, don't brag too much and pick out the core information. Every time you communicate, you should insert the core information into your daily information. For example, you can say, "I just got a call from a job seeker who applied for a research and development position." We are studying the resumes of job seekers who impressed us deeply. "Step 3: Get important resources that can influence your boss. Goal: Let others publicize your importance in the company. You may think that your relationship with your boss is one-on-one, but you are actually just one of many people. These people include your colleagues, the boss's colleagues, and the boss's boss who affects the boss's decision. Their comments or small talk will inevitably affect the boss's opinion of you personally and your work. So, if you want to get affirmation, you need to do this-even if they don't take the initiative to praise you, at least make sure they can hear your praise. Create a file for everyone who can influence the boss. Including their positions and your understanding of their background and role in the company. Then adjust your core message to make it beneficial to everyone. Then use the adjusted core information to create opportunities to talk with them. Ken Evans, former vice president of North American waste management sales and marketing, said: "You should get consistent evaluation information from the whole organization, not different voices that may confuse your boss to judge your importance within the organization. "Example support information audience information Your boss (vice president of marketing) I am developing a channel sales project (core information) that can increase revenue and profit. This new project can let more people know about your products. With the help of channel sales, the vice president of manufacturing can predict demand and cut labor costs. This project, developed by me as the vice president of human resources, enables us to expand our business without exceeding the employment quota. CFO sells through channels, and the gross profit margin of the products we sell is 20% higher than that of direct sales channels. Step 4: Be familiar with everything about the boss's career goals: In order to understand the boss's expectations, you should know which company the boss comes from. If the boss already believes that you are qualified for this job, you need to prove that you are "priceless". To this end, you should think about what the boss thinks and worry about what the boss is anxious about. Before the boss thinks it over, you have taken the lead and solved the problem that the boss wants to solve. Of course, after a long time, you can observe and understand the boss's expectations, but by studying the boss's career and asking questions that help you understand the boss's way of thinking, you can quickly understand the boss's expectations. Another advantage of this activity is that the boss will be very happy because you are interested in him or her. Learn about the boss's work experience through the internet, rumors and boss secretary. Then find a suitable opportunity to express normal curiosity about the boss's experience. Apart from talking about themselves, most people think such questions are valuable because they provide them with an opportunity to explain their decisions. Mike feaster, former senior vice president of Intel Enterprise Platform Group and now CEO of Cadence, said: "Knowing a person's background helps to understand how this person handles problems. I find that I often use my experience at Intel to explain strategic or tactical points. "Some detailed examples to ask the boss questions: I learned more about our industry online and found that you attended a (designated) meeting. What response did you get? " Your secretary mentioned that you work in a company. What do you think is the most valuable thing in that experience? "I heard that you used to work in an industry (specify). Can you tell me the main difference between the operation mode of that industry and our current industry? Step 5: Cultivate a common personal hobby goal: If you don't like playing golf or football, you need to cultivate this interest now. When the boss is in trouble, he'd better find his own interest. The boss will think that you are not only competent for the job, but also a "bosom friend" with similar interests. If you want to have a more harmonious relationship with your boss, you should cultivate the same hobbies as your boss. If this kind of interest or activity can be better integrated into work experience, that would be great. For example, your boss likes to talk about business while playing golf. Learning to play golf will undoubtedly bring you closer to your boss. Dilip Fadek, director of HP's strategic action plan for enterprise development, explained: "To really understand your boss, you need to treat him or her as an ordinary person, not just a business contact. My current manager is a huge football fan. Although I am not interested in football, I often talk about this topic. Because through the topic of football, we can promote our understanding of the team's values and plans. Don't talk about work directly Introducing people's love experience is a purpose and behavior, not a character and an accident. If you want others to like you, you must find similarities with others. If you find that you really like and respect someone, that person will naturally like and respect you. "Source: Business Talent Network.