There is a project that needs to be communicated with the leader, but the leader doesn't care what I say. How should I communicate with the leader?

Although I didn't write this answer myself, I read it and found it ok. I can study it carefully, which should help you.

Being able to communicate well with leaders is an essential ability for a good employee, but not many people can communicate well with leaders.

Suggestion: Encourage yourself, give yourself courage, write down what you want to report to the leader on paper first, and pay attention to language and attitude when you speak, otherwise it will be counterproductive. In addition, we must put our minds right.

As a manager, I like to use three kinds of people:

1. People with challenging spirit

2. People with personal ability

3. People who like flattery

Then, as employees, we just need to try our best to finish your work and communicate with your boss more to let him know what you think. Don't brag, be confident.

*****

How can I chat with my boss easily?

Are you nervous to see the leader? Say the wrong thing? Or don't know what to say, hoping to talk about some topics that leaders are interested in and show their abilities?

I'll just say my opinion:

Don't walk around the corner when you see the leader; Chatting with leaders more, no matter from which angle, is a very good thing for your career.

Some people with a "sense of justice" always have the view that people close to leaders are nothing more than flatterers, just to get more benefits, promotion and treatment. In fact, there is not necessarily any real talent, that is, people who are always "fooling around" and "serious" in front of leaders are dismissive and dismissive.

Undeniably, this phenomenon does exist in some big pot units, so it is often this kind of unit that will spread the idiom "small people succeed". This kind of unit can't keep people. If you are currently working in such a unit, it really doesn't matter how far you are from the leader, because even if you mix an official position, it doesn't mean much; However, if you are in an environment with good benefits, real skills and fierce competition, it is necessary to contact leaders more. Because it is very important and "affordable" to "make the current leaders like you" from the perspective of broadening their thinking and from a more realistic standpoint.

There is a quiet female colleague in our company who turned out to be a clever girl. It's just that an important leader of the company often comes to talk to her. Although this leader does not directly lead the quiet, he is a member of the company's board of directors, and his opinions can directly affect the future of every employee. So our female colleagues have been doing a job that others can't replace. The only drawback of this job is that you can't be quiet and smart, and let others talk about her and the leader behind her back.

Later, the leader left for personal reasons, and some people foolishly thought that no one would be "injured" if it was quiet. That's not the case at all. No matter what you say behind your back, the new leader has been in office for three months and has been boasting of silence. Wenjing is a clever man. Since being praised for the first time, she has always met the leaders in the corridors and canteens at the right time. No one seems to comment on her work. Quiet. Never say a word. Anyway, the leader can see that she is blind, because she is in a particularly good mood. The achievements of quiet work are indeed obvious to all. Of course, it's hard to say whether it's really that good and praised by the leaders. Anyway, Wenjing not only won the company's highest award of the year, but also was promoted to middle-level leadership by the leaders. Quiet. No promises. A year later, the leader left again. The third leader took office, solicited the opinions of some people, and was quietly promoted to department director. Because the subordinates of the former leader are all putting in a good word for silence. This third leader, like the first two, can't help but be happy when he sees silence. Some people say that silence can win the * * * and "like" of three leaders with different political views because of their personality. Because silence is feminine. The meaning behind this may not be so noble, but those who refuse to accept it will have to refuse to accept it from now on, so that leaders like it and everyone is quiet. Is it okay? This is "wisdom". Everyone knows that quiet business is good, but she is not the only one who is good. Why does the leader trust her? Because she will judge the situation and create opportunities for leaders to know themselves and trust themselves.

Middle-level cadres are people who play an important role in a unit. He wants to upload orders, undertake tasks assigned by leaders, lead people in his own department to rush forward and seek "benefits" for his own people. In short, this is a very tiring job. Therefore, middle-level cadres, in particular, should have more exchanges and communication with their superiors, and should always let their superiors know what they and their departments are doing, to what extent, and whether they are doing well. Therefore, chatting with leaders often can almost be regarded as their main work content, not just as simple as "flattering". Even as an ordinary employee, when you meet a leader, you should talk more about things at work and tell the leader what you think and how to do it. First, it shows that you are very attentive to your work, and the leader will naturally think that you are a dedicated employee; Secondly, he may give you some opinions and suggestions, which is also very good for your work. After all, in a market-oriented unit. He can become a leader, which shows that he has something extraordinary and is worth learning. So, in any case, more contact with leaders is very beneficial to your career.

What I am most afraid of is that meeting a leader is like meeting a "bad dog", wiping your head and leaving, or just saying hello and bowing your head and leaving. Such a leader may think that there is something wrong with your work, that your department head has a problem with you, or that you have a problem. I'm afraid the leader knows that you are working part-time outside, or meeting the leader is like seeing a cat. Such employees are either really unwilling to let the leaders know something, or "lofty" or lack confidence in their work performance. Let's not talk about the first situation. The second situation has been clearly described above, and the third situation is really unnecessary. Maybe you are too demanding of yourself and always dissatisfied with yourself. Maybe the leader doesn't think your grades are not as good as you think. Even if you are really worse than others, as long as you work hard, the leaders will not look down on you. On the contrary, tell him your "pain" and he may give you some good advice to make your mind suddenly clear.

In short, leadership is not terrible. Don't walk around when you see it. More communication with leaders is definitely beneficial, not harmful.

*****

How to communicate with leaders

antecedent

Everyone has his own leader. This is true from national leaders to ordinary people. It's just that people have different names, some are called "leaders", some are called "bosses" and some are called "bosses". In short, people are all people, and that is the person who leads you. You may regard your leader as your friend or your "enemy". But in any case, your leader is your leader after all. In this case, it is better to use your communication skills, let him stand on your side, "turn your enemy into your friend" and establish good interpersonal relations with the leader. In this way, both of you will feel very happy.

The procedures and key points of asking for instructions from the leaders.

(1) Procedures for asking for instructions and reporting to leaders

1. Listen carefully to the leader's orders.

After determining the general direction and goal of a job, the leader usually appoints a person to take charge of the job. If the leader clearly instructs you to finish a job, you must understand the intention and focus of the leader in the most concise and effective way. At this time, you might as well use the traditional 5W2H method to quickly record the main points of work, that is, to find out the time (when), place (where), executor (who), for what purpose (why), what work needs to be done (what), how to do it (how to do it) and how much work is needed. After the leader gives the order, he will immediately sort out his records and repeat them to the leader concisely to see if there is anything missing or not clearly understood, and ask the leader to confirm. If the leader asks you to complete a group insurance plan about ABC company, you should repeat it to the leader according to your own records and get the confirmation from the leader. You can say, "general manager, my understanding of this job is this." In order to enhance the competitiveness of our company in the group life insurance market (why), you hope that our group insurance department (who) will spare no effort (how) to sign a contract (what) with them on employee welfare insurance at ABC company headquarters (where) before this Friday. Please confirm whether there are any omissions. " If the leader agrees with your understanding of the goal, then you can move on to the next step.

2. Discuss the feasibility of the goal with the leader.

After giving orders, leaders often pay attention to the methods of solving problems by subordinates. He hopes that his subordinates can have a general understanding of the problem so as to grasp the progress of the work from a macro perspective. Therefore, as a subordinate, after receiving the order, we should actively use our brains, have a preliminary understanding of the work we will be responsible for, and tell our leaders our preliminary solutions, especially the possible difficulties in our work. For the difficulties beyond their ability, please ask the leaders to coordinate with other departments to solve them. For example, in the above example, you should quickly reflect the steps of action and the difficulty of winning the employee welfare insurance contract of ABC Company.

Self-check

What are the feasibility and possible obstacles of the scheme you are responsible for?

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

3. Draft a detailed work plan

After defining the work objectives and discussing the feasibility of the work with the leader, you should draw up a work plan as soon as possible and submit it to the leader for approval again. In this work plan, you should elaborate your action plan and steps, especially give a clear timetable for your work time progress, so as to lead the monitoring.

Self-check

Please write a plan about your action plan.

___________________________________________________________________

____________________________________________________________________

____________________________________________________________________

4. Report to the leader at any time during work.

Now that you have started working as planned, you should pay attention to whether your work progress is consistent with the plan. Whether it is ahead of time or postponed, you should report to the leader in time, let him know what you are doing now and what achievements you have made, and listen to his opinions and suggestions in time.

5. After the completion of the work, summarize and report in time.

Thanks to the joint efforts of you and your colleagues in your department, you finally completed this work and obtained the group insurance policy of ABC Company. When everyone is happily celebrating success, as the head of the department, you should still have no reason to relax. You should make a summary report on this work in time, sum up the successful experience and shortcomings, so as to improve in the next work. At the same time, don't forget to mention the correct guidance of leaders and the hard work of subordinates in the summary report. At this point, the request and report of a work has basically ended.

Never ignore the function of asking for instructions and reporting, because this is the main channel for you to communicate with your leaders. You should make every request and report perfect, and the trust and appreciation of the leaders will gradually deepen.

Please fill in the following worksheet about asking for instructions and reporting to the leader, and think about whether your request and reporting work is perfect.

◇ How to record command points?

____________________________________________________________________

____________________________________________________________________

How to make a detailed work plan?

____________________________________________________________________

____________________________________________________________________

How to determine the schedule?

____________________________________________________________________

____________________________________________________________________

How to grasp the work progress according to the work progress?

____________________________________________________________________

____________________________________________________________________

◇ How to feed back information to leaders in time?

____________________________________________________________________

____________________________________________________________________

Is the summary report focused and clear?

____________________________________________________________________

____________________________________________________________________

(B) the basic attitude of asking for instructions and reporting

1. Respect without blowing a stick

As subordinates, it is also their duty to fully respect leaders, safeguard their authority in all aspects and support their work. First of all, support, respect and cooperate with leadership work; Secondly, we should care about life; Thirdly, to solve problems, sometimes leaders are in the focus of contradictions, and subordinates should take the initiative to contact contradictions, take responsibility and solve problems.

2. Don't rely on others for instructions.

Generally speaking, as a department head, working boldly, responsibly and creatively within the scope of his own authority is worth advocating and welcomed by leaders. Subordinates can't ask for instructions in everything, they have no opinions when they are in trouble, and they don't make decisions on major issues. In this way, the leader may think that you are incompetent and can't handle it. Those who ask for instructions must ask for instructions, but they must never rely on and wait.

3. Take the initiative to attack without exceeding the authority.

Proactive, outspoken, good at putting forward their own views. You can't be passive and stable. In dealing with the relationship with leaders, we should overcome two misunderstandings: first, leaders do what they say, and there is no responsibility for good or bad; Second, self-reliance, not to study the working ideas of leaders, not to implement them, or even to engage in another set, part. Of course, the initiative and bold responsibility of subordinates are conditional, and they should be conducive to maintaining the authority of leaders and unity within the group, and they should not exceed their authority in some work.

Skills of dealing with leaders of various personalities

Because of different personal qualities and experiences, different leaders will have different leadership styles. Carefully consider the different personalities of each leader, treat them differently in the process of communicating with them, and use different communication skills to achieve better communication results.

(A) the characteristics of controlled leadership and its communication skills

1. Personality characteristics

A tough attitude;

◇ Full of competitive mentality;

Require subordinates to obey immediately;

◇ Steady and decisive, determined to win;

Not interested in trifles.

2. Communication skills with them

For this kind of people, getting along with them should be concise, crisp and neat, not dragging its feet and not beating around the bush. In the face of such people, it doesn't matter, just talk less, get to the point, get to the point.

In addition, they attach great importance to their authority and don't like subordinates disobeying orders. Therefore, we should respect their authority and take their orders seriously. When praising them, we should also praise their achievements, not their character or character.

(B) the leadership characteristics and communication skills of interacting with them

1. Personality characteristics

Good at communication, like to associate with people;

◇ like to enjoy the praise of others;

I like to participate in anything.

2. Communication skills with them

In the face of this type of leader, remember to praise openly. Praise must be sincere and meaningful, otherwise false praise will be regarded as flattery by them, which will affect their overall view of your personal ability.

To get close to such people, you should be kind and friendly, and don't forget to pay attention to your body language, because they are sensitive to your every move. In addition, they also like to communicate face to face with their subordinates, and they like to talk openly with themselves. Even if you have a problem with him, you want to talk about it on the table, and you hate subordinates who vent their dissatisfaction in private.

(c) Practical leadership and communication skills.

1. Personality characteristics

◇ pay attention to logic and don't like emotionalization;

There is a set of standards for dealing with people;

I like to find out the ins and outs of things;

Rational thinking, lack of imagination;

◇ is the best practitioner of methodology.

2. Communication skills with them

When communicating with such leaders, you can save the time of daily conversation and talk directly about what they are interested in and substantive. They also like the direct way, and it is better to answer their questions directly. At the same time, explain some key details in the work report.

A person with a leadership style ...

Tend to; help ...

Control type

Give orders directly, don't allow subordinates to go against their wishes, and pay attention to the result of the work rather than the process.

Interactive type

Get along well with subordinates, be willing to listen to their difficulties and demands, and strive to create a harmonious working atmosphere.

Seek truth from facts

According to their own standards, they are required to pay attention to the details of the problem and be good at rational thinking.

You have been with your leader for some time. Please judge what kind of leadership style your leaders at all levels are and think about how to communicate with them better.

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

Skills of persuading leaders

We should conscientiously carry out the instructions of the leaders. So, how to persuade leaders to understand their own ideas and agree with their own views? Please note the following points:

(A) choose the right time to make suggestions

At the beginning of the work, the leader will be busy with many things, and at the end of the work, the leader will be very tired and upset. Obviously, now is not a good time to propose. In short, remember that even the best advice is hard to listen to when the leader is in a bad mood.

So, when will it get better? We generally recommend around 10 in the morning. At this time, the leader may have just finished his business in the morning and feel relieved. At the same time, he is arranging today's work. If you put forward your own opinions euphemistically at the right time, it is easier for leaders to think and pay attention. Half an hour after lunch break is also a good time period. At this time, leaders may have better physical strength and energy after a short rest, and it is easier to listen to other people's suggestions. In short, you should choose to put forward improvement plans when you have enough leadership time and feel comfortable.

(2) The information and data are very convincing.

Suggestions for improving the work are not very convincing if they are only verbal. However, if the relevant data and information are collected in advance and made into written materials, the persuasiveness will be strengthened with the help of visual power.

case study

Director A: As for the plan to set up a filling branch in Tongzhou, we have demonstrated its feasibility in detail. It will take about 3-5 years to recover the cost and then make a profit. Please do consider our plan.

Supervisor B: Regarding the plan to set up a filling branch in Tongzhou, we have demonstrated its feasibility in detail with the departments of finance, sales and logistics. According to the financial evaluation report, the net financial cash flow of the scheme changed from negative to positive in the 28th month after investment, which indicates that the investment will be profitable from the third year. According to calculation, the payback period of this scheme is 4-6 years. According to the socio-economic evaluation report, the scheme can also promote the development of downstream industries related to us. This can provide useful reference for our future enterprise forward and backward integration schemes. I brought the feasibility analysis report related to the scheme, and asked the chairman to have a look.

The reports of the above two supervisors are obviously more convincing, so the leaders are satisfied.

Remember: only by showing the advantages and disadvantages of the new method and proving it item by item with various data and facts will the leaders not think that you are hot-headed and subjective.

(3) Imagine the leader asking questions and preparing the answers in advance.

The leader asked questions about your plan. If you are unprepared, hesitant, inconsistent and contradictory, you will certainly not convince the leaders. So we should imagine in advance what questions the leaders will ask and how to answer them.

Self-check

Think about it. If you are asked to answer the leader's question about setting up a filling branch, what preparations do you have to make?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

(4) Speak concisely and to the point.

Talk to the leader, be sure to be simple and clear. Focus on the issues that leaders are most concerned about, and be concise. For example, for the plan to build a new factory, leaders are most concerned about the recovery of investment. He wants to know the investment amount, payback period, profit point, profit sustainability and so on. So when you convince leaders, you should grasp the key points and answer the questions that leaders are most concerned about concisely, instead of rambling and distracting them.

(5) Smile and be confident.

We already know that when talking with people, the information conveyed by a person's language and body language accounts for 50% respectively. If a person is full of confidence in his plans and suggestions, he will look natural no matter who he faces; On the other hand, if he lacks the necessary confidence in his proposal, he will also show it in his manners. Imagine if your subordinates were nervous and embarrassed and said to you, "Manager, we have confidence in this project." Will you believe him?

You will definitely say that I read the word "not confident" from his body language, and I'm not sure whether his advice is trustworthy. Similarly, when you face your own leader, you should learn to infect and conquer the leader with your confident smile.

(6) Respect leaders and don't hurt their self-esteem.

Finally, it should be noted that the leader is the leader after all, so no matter how perfect your feasibility analysis and project plan are, you can't force the leader to accept it. After all, the leader is in charge of the overall situation, and you don't fully understand what he needs to consider and coordinate. You should leave politely after explaining your point of view and give the leader some time to think and make a decision. Even if the leader is unwilling to adopt your opinions, you should thank the leader for listening to your opinions and suggestions, and let the leader feel the enthusiasm and initiative of your work.

Self-check

Did you notice the following points when persuading the leaders?

Key points of persuading leaders.

Always (3 points)

Often (2 points)

Rarely (1)

Can maintain a confident smile from beginning to end, with a moderate volume.

Be good at choosing to talk when the leader is happy and energetic.

Detailed information and data have been prepared to support your plan.

Have a full understanding of the questions to be asked by the leaders.

The language is concise and focused.

Be kind and friendly when talking with leaders, and fully respect the authority of leaders.

Score:

14 ~ 18: Be able to use communication skills consciously at work. You are a very popular person, and your leader appreciates you very much.

7 ~ 13: You have mastered many communication skills and tried to apply them in your work. Your leader thinks you are a potential person, but you need to step up your efforts.

0 ~ 6 points: You should take the time to learn and lead the communication skills. Because your relationship with the leader is not harmonious now, properly improving your communication skills can help you give full play to your abilities and strive for a broader development space.

abstract

Leaders are human beings, and they also want to communicate with subordinates and establish a harmonious relationship between superiors and subordinates. So, don't be afraid, don't hesitate, and do it bravely. After closing this book, I began to think about how to better use communication skills to get along with leaders, and how to memorize the communication skills mentioned in this lecture and use them flexibly.