How to write the year-end summary?

It's time to settle accounts for another year. The boss should calculate the company's income for one year and the plan for next year; Wage earners should calculate their own performance and make plans for next year. Everyone needs to make a year-end summary. Today, this veteran in the workplace will talk to you about how to write the year-end summary.

What is the central idea of the year-end summary?

I think I got further recognition, appreciation and input from my boss through my debriefing. Instead of talking to yourself, dealing with errands and going through the motions. I don't communicate closely with my boss on weekdays, and this opportunity to report on my work is rare.

How should the structure and content of year-end summary be constructed? Along the central idea, we might as well plan and summarize the refined structure in this way.

What did you do this year?

Straight to the point, it is very rare to be able to explain this year's work at the beginning. The boss needs to know what you did. Your work direction should be consistent with the company's strategy. The higher the correlation, the more the boss will recognize it.

This part should pay attention to the granularity of things listed. Weekly concerns, monthly concerns about tasks, quarterly concerns about projects, and annual concerns about directions.

What achievements have you made this year?

Bosses like to hear the results. They don't care what you have done, only what you have achieved.

User product managers can write here which versions were released this year, how much market share they occupied and how many days they lived. How many achievements the sales staff have made for the company, sales increase, customer satisfaction and word-of-mouth evaluation, conversion rate and so on.

Three. Challenges and Countermeasures I Encountered

In addition to objective results, the boss also values your ability to cope with challenges. This part is very important, and it is the place where working methods and management ability are reflected. It's a challenge to go beyond your responsibilities.

After lovelorn, engineers don't like to write code, and your demand is overdue, which leads to the loss of sales orders or users. This kind of thing is not a challenge. Product managers usually have to consider various risk factors and prepare plan B or plan C. Because of the different organizational structure and performance appraisal orientation, the obstacle of cross-departmental coordination is your challenge. Your countermeasures should be enough to solve the risks at that time, and you can just remind the boss whether the top-level design needs to be moved.

Four. Plans for next year

This year's summary is over. It is time to talk about next year. The boss is more concerned about the direction of next year. The boss usually starts planning the strategy for the coming year at the beginning of the last quarter. So you must first know what the boss's strategy is for next year.

Then, your plan can stick to the strategy, land, and find the general direction from the strategy. When setting goals, we must thoroughly analyze the market and thoroughly understand ourselves and competing products. Otherwise, setting the goal too low will make the boss unhappy, or setting the goal too high will make you into the pit.