If you don't want to do unsuitable work, should you tell the leader? How can I put it?

1. Work improvisation, you help the leader "finish"

Sometimes the work assigned to us by the leader comes from his own whim or patting his head. I think everyone has experienced it to some extent.

There is a problem: the leader may not have made a comprehensive consideration in advance and did not think about this temporary work comprehensively.

This makes it impossible for him to predict how many tedious steps his subordinates will split into, how much communication they will have to carry out, and how many difficulties and troubles they will have to overcome to complete this task.

In fact, the procedural and routine work we do every day is actually not that difficult, and most of it is a matter of workload. The trouble is that like this, the leader suddenly found something for his department.

In this case, we should think about this work from the overall perspective and keenly find possible problems and difficulties if we want to implement the leadership's intention.

For example, because of the shortage of manpower, communication and coordination are difficult, or because this work involves the interests of other departments and personnel. Help the leader to make up for the part that has not been considered.

We must be reasonable and well-founded, neither humble nor supercilious. On the one hand, it can help leaders clear their minds, on the other hand, it can make leaders realize the blind spots in their own thinking. Finally, let the leader know, "Oh, this job is so troublesome ..."

Usually in this case, the leader will suspend work or let you know the situation first. Even if he wants to do it, he may readjust his decision, find more people to help us share the task, or allocate more money and resources to us.

Either way, it can effectively alleviate the current situation.

2.

You "persuade" the leader for the work whose content is determined but whose implementation method is yet to be determined.

If the leader assigns you a job, you are clear and firm about what you want to do, but there is no clear requirement on how to do it, just ask you to carry it out exploringly. At this time, you can give the leader "advice" and adopt flexible solutions.

You can say: Leader, your idea is very good, which has played a very positive role in promoting the construction of the department and the improvement of annual performance. In order to effectively realize your intention, I have a suggestion. What do you think?

Of course, your suggestion should not only focus on the intention of the leader, but also reduce the implementation cost as much as possible.

The purpose of this "suggested" change plan is to reduce one's workload and relieve one's work pressure, rather than opportunistic and stealing the column. The leader, after all, is an old scoundrel. He can hear our purpose as soon as he opens his mouth.

Therefore, we are in no hurry to put forward our own alternatives at present. We can promise first, think about it seriously when we come back, have a day or two, think it over, and then report to the leader.

By then, perhaps the leaders have their own clear views on this matter, and you may dig out a more efficient execution path in the "collision".

3. You put forward "requirements" for the work with clear work contents and methods.

The leadership has made up its mind, and the work must fall on you. If you refuse again at this time, there is a high probability that you will offend the leader and not eat good fruit.

Therefore, at this time, if you want to implement your work, you must learn to ask the leaders for conditions, including getting help from people and support from resources.

For example, there is an impromptu meeting, and the leader asks you to prepare. But it is easier said than done to prepare for the meeting, such as signing cards at the desk, notifying the meeting, keeping images, debugging equipment and so on. And it is certainly impossible for one person to take care of so many aspects in a short time. Therefore, to take this job, you need to make it clear to the leader in advance.

You can say: I see what you mean by leading, and I have formed a general implementation idea in my mind. I'll prepare it right away. But as you know, I have a lot of work at hand now, and there are several urgent jobs.

I'm worried that a person's preparation time is too long, which will affect the implementation effect of other work. See if you can assign someone or ask any department to help me with the work you have arranged. I will try my best to balance the contradictions between them and try my best to prepare the meeting.

If you say so, the leader will take into account your current work and actual situation. Don't blame the slow progress if you don't coordinate resources. If you have resources, your workload and job responsibilities can be effectively broken down.