Talk about how to deal with the affairs assigned by the leaders.

It is a regular job for government officials to do things assigned by leaders. The so-called things assigned by the leaders refer to the tasks temporarily assigned by the leaders that are not within their jobs or business scope. Leadership is not only a high degree of trust in employees, but also an excellent opportunity for employees to learn from leaders, and it is also convenient for leaders to fully understand and inspect the abilities and qualities of subordinates. In order to do the things assigned by the leaders well, government officials should understand and grasp the following questions: 1. Job types are 1. In terms of the nature of business, it includes official, private and public-private affairs. (1) business. (1) Daily work, such as contact with specific local affairs, such as children's schooling, family employment, military and civilian construction, etc. ; (2) Assault missions, such as optical cable construction, military exercises and mediation of civil-military relations; (3) auxiliary work, such as holding meetings, hosting receptions, and helping the masses solve legal disputes. (2) private affairs. (1) is purely personal and family affairs; 2 things entrusted by comrades-in-arms, fellow villagers, classmates, colleagues, friends and acquaintances; ③ Other personal affairs unrelated to the work itself. (3) Give consideration to both public and private. If you work in contact with local relevant units in higher authorities, sometimes it is difficult to carry out business and you need to use private affairs to do things; Sometimes it is difficult to distinguish between public affairs and private affairs, or to define personal affairs. If you don't do it well, it will affect your relationship and future exchanges and cooperation. 2, from the completion of personnel, including single, more than three people in a unit and more than three people in a unit. (1) single. That is, without the help of others, it is done directly and independently by the designated person. For example, help find people, receive visitors, draft leadership speeches and other simple things. (2) Multiple units. Mainly designated personnel, with the assistance of personnel from other departments of the unit, or with the participation of designated personnel and assistance of other personnel from other departments of the unit. For example, a designated person takes the lead in forming troops under the working group of the Political Department, or a designated person participates in the working group. (3) Multi-unit and multi-person. That is, the designated personnel are responsible, and the personnel of this unit and other units participate in and assist in the completion, or the designated personnel participate in and assist in the completion of the work that other personnel of this unit or other units are responsible for. Such as a comprehensive investigation team led by designated personnel or a comprehensive investigation team attended by designated personnel. Second, the principle of doing things 1, fast. Most of the things assigned by the leaders are time-limited, so we should be witty, pay attention to timeliness and finish them quickly within the prescribed time limit. Dare to be responsible for things within the scope of responsibilities and deal with them decisively, such as issuing notices at meetings and doing specific small things; Matters outside the scope of duties should be promptly asked for instructions and dealt with quickly. We can't wait passively, let alone delay the backlog. 2. Be careful. The obvious difference between doing things and making a fuss is that making a fuss can discredit, modify and repeat, but doing things is irreversible and irreversible. Sometimes doing one thing well is more important than doing one thing well. Therefore, we must think carefully and meticulously. At present, people who handle affairs should consider how to do things well, and people who are unexpected or thoughtless in leadership should also help to consider and concentrate on things, and are not afraid to say that they are offside, increase their workload or take responsibility. 3. Be responsible. No matter what level of government cadres, they should be loyal to their duties, have the idea of being an unknown hero and the spirit of self-sacrifice and silent dedication, and fulfill their obligations and responsibilities of being a good leader's assistant and supporting role. No matter what the leaders assign, whether inside or outside the work, big or small, official or private, they should accept it gladly, do not bargain and handle it improperly. Don't be picky, have a spirit of being responsible to the end and the motivation to never give up if you don't do it well. 4. Keep secret. Private affairs assigned by leaders cannot be made public; If it may involve leadership relations, personal image and prestige, don't talk nonsense, keep it secret to prevent other negative effects. The official duties assigned by the leaders, especially the participation of the cadre departments in the investigation and study of cadres, the investigation and handling of cases by the discipline inspection departments, and the participation of the secret group departments in some important activities or meetings of the leaders, need to be kept confidential. A slight leak will affect the work and even cause serious consequences, which constitutes a crime of dereliction of duty and will be investigated for criminal responsibility. 5. Maintain discipline. You can't operate illegally at work, and the things assigned by the leaders can't be expanded or reduced. We should work actively within the scope of our duties, and we should not arbitrarily advocate doing things on our own, let alone do things in an anticlimactic way, and use the name of leadership to do private affairs and abuse power for personal gain. Third, the method of doing things 1, accurately understand the intention. When accepting a task, we should accurately understand the connotation and essence of the leadership intention and grasp the joint points of handling affairs. This is the premise and foundation for doing things well. Without this premise, clerks cannot go their own way. First of all, you should understand thoroughly, don't pretend to understand. When assigning work, giving tasks and giving instructions, leaders should be clear about their original intention or spiritual essence and the purpose they hope to achieve. They should not be vague and specious, knowing what it is but not why. Secondly, it should be accurate and avoid dabbling. When handing over tasks face to face, leaders should pay attention to listening clearly, and take the initiative to ask questions if they don't hear clearly or can't remember clearly. They are not afraid of losing face and being criticized by leaders for being stupid. They should seriously understand the intention of the leaders and master the standards, requirements and time limits for doing things. For example, who to find, what to do, to what extent, how long to finish, what to achieve, what problems to pay attention to, etc. In order to prevent the deviation of understanding and abnormal behavior, three methods can be adopted: ① Retelling. That is, when the leader explains his intention, he will repeat the contents of the record, verify whether the leader's intention is made clear face to face, and let the leader point out the mistake immediately. 2 consulting. That is, when you feel uncertain about the understanding of the leader's intention, you can tell the leader how you understand it and let the leader judge whether you understand it correctly or not. ③ Descriptive type. It is to verify the right and wrong understanding of the leader's intentions, specify what you intend to do with hypothetical situations, and ask the leader to judge whether your actions are in line with his intentions on the spot. The third is to understand and avoid taking it out of context. That is, empathy, thinking with leaders from the perspective of leaders, insisting on comprehensively, systematically and piecemeal understanding of leaders' intentions, grasping leaders' thoughts at multiple levels, sides and angles, and creatively digesting and understanding leaders' intentions. 2. Make a plan carefully. Everything is established in advance, and it is abolished if it is not foreseen. If you want to do good things well and do difficult things well, you must be fully prepared to prevent rushing headlong into action, freezing relations, screwing up good things, complicating simple things, making things that can be done well difficult, and postponing things that can be done quickly. Before you do anything, you should complain. According to the purpose, standards, requirements, difficulty and the number of personnel needed, do a good job of investigation and analysis, break down tasks around the leaders' intentions, assign responsibilities to specific people, carry out their duties, cooperate closely, and not disrupt the war. Second, we must come up with a plan. When making a plan, we should pay attention to all the small links, details, things and parts that affect the work process, predict the possible accidents, difficulties, contradictions, failures and uncoordinated factors as much as possible, come up with solutions one by one in the principle of thinking from difficulties and working hard from interests, and even preset several solutions for individuals, preferring to prepare rather than use them, and consider them carefully in advance. Really think more, think first, plan first, avoid messing around and make things smoother. 3. Coordinate the relationship in time. When dealing with the tasks assigned by the leaders, sometimes one person can't complete them, which requires the cooperation and support of relevant organs, departments and personnel, so there is a coordination problem. Many of this coordination is non-power-led coordination. To do a good job of non-power-led coordination, I think the key is to do four things well: ① put the position right. Coordination should be carried out according to the will of the leaders, instead of putting on airs and playing down a peg or two. The authorization of the leaders can only be used as the basis for adjusting contradictions and solving problems, and can never be used as a bargaining chip to raise their status. 2 respect others. For coordinators, the contradictions they face are all work problems. They must focus on things instead of people, impress people with their sincerity, consider problems from the perspective of others, and fully listen to and adopt reasonable opinions and suggestions from others. 3 the language is appropriate. A good word warms three winters, but a few words are not speculative. It is very important to communicate with your partner and let him accept the coordination happily. It is necessary to use mandatory language carefully and discuss more. Don't press people with a knife, so as not to hurt the harmony and affect feelings. 4 calm down. When things are annoying, coordination fails several times, and you hear different voices, don't be impatient. Be tolerant of words, people and things, stand up to grievances, have the tolerance and self-restraint of generations, and don't detour when encountering contradictions. We should adjust our way of thinking and working methods in time. As long as the coordination of some important things meets the time requirements as a whole, it will fail two or three times at a time and two or three days at a time until the coordination is successful. 4. prioritize. Prioritizing is an effective way to get the best work benefit. Sometimes I have a job, and the leader may not know it. At the same time, one or several leaders handed in their work. When many thoughts and affairs came one after another, I couldn't catch my beard and eyebrows, and I couldn't cure my headache. I was busy all day. We should be clear-headed, prioritize according to the weight of the task, the length of the time limit, or according to the instructions of the leaders, attach importance to important work, give consideration to other things, be busy but not chaotic, and be orderly. What is urgent, what is postponed, what is public, what is private, which is more principled, which is more transactional, which is easy to do, which is difficult to do, which is normal and which is abnormal, the clerk has to go through the sieve and turn around in his mind three times. When the work assigned by the leader conflicts with his own business work, do the things assigned by the leader well first; When the leadership positions are different, do the things assigned by the highest position first; Under the same leadership position, do the things that need the most time first; In the case of the same leadership position and tight time requirements, the first thing to do should be ranked first. 5, active feedback information. Insist on asking for instructions, actively feedback information, find everything, and respond to everything, which is highly responsible for the leaders. Especially for those difficult and time-consuming things assigned by the leaders, we should ask for instructions and report to the leaders in time. If the leader arranges special research, he should report the progress or completion on his own initiative in addition to careful planning in advance. Sometimes, despite careful consideration and specific coordination, due to the influence of subjective and objective factors, new contradictions, problems and other disharmonies will still appear in practical work. When encountering difficulties, contradictions and problems, we should ask for instructions in time and get the understanding, support, guidance and even coordination of the leaders. If it is difficult to get a reply from the leader, we should take the initiative to find a way to creatively implement, resolve contradictions, eliminate misunderstandings and follow up the guidance around the overall intention of the leader. After the event, ventilation should be approved to ensure that there are no mistakes, and the process and results should be fed back in time, so that leaders can know fairly well and make decisions easily or take appropriate remedial measures for some unclear and dissatisfied places. Four. Matters needing attention 1. Proactive, gain the trust and support of leaders. It is important for managers to gain the trust, knowledge and ability of leaders, but the first thing is a high sense of responsibility and loyalty to the party's cause, which is manifested in the initiative of work, that is, they want to lead what they think, be anxious about what they are in, and help the leaders need. They can't rely on negative emotions and ideas, try their best to overcome difficulties and remove obstacles, try their best to do things well, really play the role of assistants and consultants, and make leaders feel that you are very effective, so they like you and trust you. 2, adhere to high standards, not sloppily. It is the basic requirement to make leaders feel at ease and satisfied without negative effects and sequelae. Therefore, we must be perfect in our work and adhere to high standards. We should have a solid work style, a rigorous and meticulous work attitude and a hard-working spirit. Do everything carefully, do everything carefully and neatly, prevent carelessness, put an end to mistakes, and avoid the phenomenon of paying attention to one thing and losing another. Don't be silent when you finish things, keep the leaders in the dark, and don't drag your feet and give up halfway, so that the things assigned by the leaders can't be completed for a long time, or even start without end. 3, be open-minded and eager to learn, be prepared. Usually, you should love learning, be proficient in business, consult others more, master more relevant knowledge, and have the ability and quality to deal with some special problems. Practice planning in the practice of completing one's own work, constantly explore the basic rules of planning, and improve one's planning and handling ability. At the same time, we should always go to the underground grassroots with a purpose to do some investigation and research, think about the problem from the perspective of the overall situation of army building, master more information and comprehensive analysis methods, take precautions and do more pioneering and pioneering work. As soon as the leader hands over the work, it can be solved quickly and easily. 4. Combine principle with flexibility. Acting according to principles can ensure the implementation of laws, regulations, policies and rules. However, because there are many particularity and complexity problems in contacting and dealing with specific affairs, in this case, blindly adhering to principles will make some difficult things difficult to deal with. Therefore, under the premise of strong principles, clerks sometimes need to be flexible to avoid the phenomenon that leaders tell them to do one thing, but they can't do anything when they encounter sudden changes. They consciously combine the instructions and intentions of leaders with objective reality, so as to be consistent with being responsible for the upper and the lower, and creatively complete the things assigned by the leaders.