Write a weekly report to subordinates.

Writing a weekly report to the next level is a very important management measure.

In the past, our weekly newspapers were all from the bottom up, and employees wrote about leadership instead of writing. The employee writes to the supervisor, who writes to the CEO. The more they write, the fewer people read. But reporting to the next level means that the leader formally reports the work of this week to his subordinates.

For example, I write a weekly report, because I am the CEO of this company, and everyone in our company is my report object, so every Friday, I will report my work to the whole company on a weekly basis. Our company has a rule that front-line employees don't have to write weekly reports. If you don't have subordinates or managers, you don't have to write. You just have to wait and see the leader's weekly report.

In this case, the weekly newspaper has become an "accessory" of the organization, which is useless but exists. Nobody wants to do it, but it seems that they have to do it. Look, isn't this a waste of management?

But writing weekly reports to leaders and subordinates is different.

If I report to my subordinates, who are just my superiors, they will all read my weekly newspaper seriously. Moreover, we have added many small designs. For example, I can see not only the weekly report led by me, but also the weekly report led by the department next door. For the leader, his attitude towards the weekly newspaper is about to get serious.

Because it is very simple, for two cross-departmental leaders, if the subordinate of leader A thinks that the weekly report of leader B is well written, then whenever there is a rotation opportunity, this subordinate will definitely leave.

At the same time, because I have to report to my subordinates, I will prove that no amount of work is meaningful, because my subordinates know everything. Then I want to prove that I have some unique value. I thought of something you didn't think of, and I will present my thoughts to you.

Then when the leader is writing a weekly report, he may have to think about what I did this week and whether the work I did supported his subordinates to carry out their work better. For subordinates, reading this kind of weekly newspaper is very refreshing, and there is a feeling that the boss reports to me and I want to give him instructions.

Of course, you may be curious. It is useful to write a weekly report to the next level, and the next level will read it carefully. We believe that. But why is writing a weekly report a way to improve managers' learning ability?

This is actually a good communication design. The first point is to force you to think structured. We designed a special format for the weekly newspaper and wrote four contents: this week's work, next week's plan, ideas and vision information.

Next, let's talk about how to write.

The first part, this week's work, the second part, next week's plan. These don't need to be taught. You can write very briefly, but I suggest you write it.

What matters is the latter two parts, experience and thinking, vision and intelligence.

If a department leader doesn't write these two parts for two weeks in a row, it usually means that there is something wrong with the manager, which is a signal.

Either he is in a bad state and too lazy to write; Either there is something wrong with your ability, and you are no longer qualified as an information officer for your subordinates, or you are a promoter and promoter of learning.

I want to tell you that this communication design is not only a management design, but also a sociological basis.

In 2008, a sociologist wrote a paper called "The Decline of the Masses", in which there was a sentence called "Narcissism is the Protestant ethics of this society." What do you mean? In other words, no matter how disgusted you are, people will always become more and more narcissistic for many reasons, but whatever the reason, this fact is certain.

Writing a weekly newspaper, by going up one flight of stairs, satisfies everyone's psychology. As an employee, he will feel, "My leader has been reporting to me since Friday night. He is reporting this week's harvest, so he has a sense of control."

You see, this is actually to improve the feeling of team communication by designing a mechanism. From the beginning, you didn't need to make it a mandatory system at all. If you are the CEO of this company, you should do it yourself first and take the lead. But soon you will find that the system will spread by itself.

And this method is effective not only for management, but also for everyone. So you can also write it down and use it in other places with a slight deformation.

A parent, who reports his work seriously to his children, is also demonstrating your own learning to them bit by bit. Don't worry that children don't understand, children can understand completely, which is a very positive influence. If you have children, you can try.

From the perspective of management, from the perspective of improving the team's centripetal force, cohesion and goal, "writing weekly reports to subordinates" is a very good thing.

Anyone who leads a team should report his work progress this week to the team members in the weekly report. It includes not only daily work, but also synchronizing your own business thinking and industry observation.

I feel that "writing a weekly report" can be said to be a model of leadership building that sets an example and takes the lead in setting an example. In a good enterprise, the relationship between leaders and employees should not be the management relationship between leaders and employees, but the apprenticeship relationship between coaches and players.

The relationship between enterprises and employees should not be managed. Management is easy to cause resistance, and employees are not easy to obey the leadership of the company.

I think a manager is a competent coach and a partner who cares, inspires and helps his subordinates succeed. Otherwise, it is difficult to manage and unclear: "enterprise" and "people" are above and "stop" is below. Enterprises should first pay attention to the growth of "people", otherwise the core "people" will be lost and the development of enterprises will be "unclear". Not only enterprises, but also any organizations.

In any enterprise, a good leader should be a good teacher first. Enterprise managers should guide and motivate others or a team like coaches to achieve organizational goals through effective operation.

There is also the way that leaders write weekly reports to their subordinates. I feel that it is a way to guide and strengthen the team like a coach. Writing a weekly report to employees is the guidance of an example.

This is to say to employees: Look, this is written by my leader this week. What did I do this week, what was the decision-making method and what was the basis? What growth have I gained as a leader?

At first glance, leaders always do. I also want to learn from leaders and their decision-making methods. Through the weekly report of the leader, I also saw the current situation of the company. Seeing that the leader is working so hard, I should also work hard, which will convince employees of the leader and make them more willing to cooperate with the leader's decisions and instructions. Teamwork is naturally more efficient.

In this new era, employees are employees of enterprises, but at the same time, employees are also employers of enterprises. The previous generation of employees hired enterprises to settle down for life; Now employees hire enterprises to accelerate their career development.

In this era, enterprises must change their ideas if they want to be "employed" by more excellent employees. It's not how you try to motivate and manage employees, but how the company can prove its value to employees in turn, so how can employees grow with you? Of course, it is not managed by command, but by coaches.

Don't try to make the company all employees, don't take' making employees inseparable from themselves' as the company's goal, but try to pave a good career path for employees and make them unwilling to leave.

A good downward management approach may make it easier for employees to grow up and establish good corporate values and corporate culture for companies with employees, which is the basis for retaining employees.

This is to say to employees: Look, this is written by my leader this week. What did I do this week, what was the decision-making method and what was the basis? What growth have I gained as a leader?

At first glance, leaders always do. I also want to learn from leaders and their decision-making methods. Through the weekly report of the leader, I also saw the current situation of the company. Seeing that the leader is working so hard, I should also work hard, which will convince employees of the leader and make them more willing to cooperate with the leader's decisions and instructions. Teamwork is naturally more efficient.

In this new era, employees are employees of enterprises, but at the same time, employees are also employers of enterprises. The previous generation of employees hired enterprises to settle down for life; Now employees hire enterprises to accelerate their career development.

In this era, enterprises must change their ideas if they want to be "employed" by more excellent employees. It's not how you try to motivate and manage employees, but how the company can prove its value to employees in turn, so how can employees grow with you? Of course, it is not managed by command, but by coaches.

Don't try to make the company all employees, don't take' making employees inseparable from themselves' as the company's goal, but try to pave a good career path for employees and make them unwilling to leave.

A good downward management approach may make it easier for employees to grow up and establish good corporate values and corporate culture for companies with employees, which is the basis for retaining employees.

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