'I don't care what method you use, hurry up and get it done! ' Leaders who only make demands, don't follow

In the afternoon, I went to a company recommended by a friend to give a lecture. After the lecture, I found a rest area to chat with my friends. I happened to meet the small conference room table next to it. , and then walked away.

Judging from the dialogue, the atmosphere of this small team meeting was a bit depressing.

There were 5 of them in total, and the leader was online, so they made a video call.

Among these 5 people, 2 are customer service and 3 are promotion. There are a few words in it that we may all be familiar with:

"I don't care what method you use, get it done quickly and increase the conversion rate."

"Since there is no way to solve this problem in the industry, what do you tell me to do?"

Obviously, these two sentences were said by the online boss.

I have nothing against the boss being able to make such a request, but the question is:

If the boss only needs to talk and ask, why should the employee follow you? He has this ability to "fight where you want to go", can't you do it yourself?

In contrast, I share with you a healthier boss-employee interaction.

This is a case I saw in "Deep Impact" a few days ago, and the scene is also reporting to the boss.

The boss asked: "What is the result of the first batch of effective exposure?"

The other party may be a newcomer in the workplace, and the content of the answer is very long, including: what did he do, who he has contacted, what level of exposure has been achieved, how much is the gap with the expected goal, what is the reason, and so on.

For a newcomer, being able to speak so systematically is actually worthy of praise. At least he didn't say answer a number, and then robbed.

However, he was interrupted by the boss.

The boss said: "Obviously, I want the conclusion first, and the plan second. You told me the process for a long time, but that's your job, you don't need to tell me this, you just need to tell me, in order to reach our common What do you need me to do?"

Look at the boss's attitude.

First of all, he did not interrupt the employee's speech, although it was very long;

Secondly, point out "what I want" on a case by case basis;

Another important point is that this boss is obviously a cooperative thinking.

What does that mean?

Look at his last sentence, "What do I need to do to achieve our common goal?"

Not your goal nor my goal, but "our common goal".

This one hits me quite a bit.

I remember that when I was in the editorial department, I met an old editor-in-chief, and he led the team very well. Because he is the editor-in-chief, he is responsible for topic selection, planning and quality control, and the writers in the team complete the corresponding content according to the planning.

I remember when he was in meetings and bringing new people, he often said something like this:

"We get the content right together.

My strength is in topic selection, knowing what kind of content is popular, while your strength is in production, knowing how to quickly get the content done and meet the requirements.

Although I am the editor-in-chief, we are a cooperative relationship, and we can accomplish our goals together by doing our part well.

Remember, your content is not for me, but for readers, and you are responsible for your own posts. "

It's like driving a boat, you need a captain to see the road, grasp the direction, and also need a sailor to cooperate with specific operations. If either side loses its standard, the boat will not go well.

This is a workplace partnership.

Which bare commander can really do great things? Leaders who will only give orders blindly and wait for the team to complete their goals for themselves will be replaced sooner or later.

So what does a leader need to do in this team?

In addition to looking at the direction and setting strategies, the leader also needs to provide some resources and information to remove some obstacles for the team.

Take the leader who held the meeting as an example, the team has obviously encountered a problem in terms of conversion rate. It is not that the employee is not working hard, but that he has encountered a bottleneck.

At this time, leaders need to do three things:

First, diagnose the problem.

That is to determine where the problem lies? Is the selection, content, planning, or the plan has not been implemented.

Second, give ideas for improvement.

It is not necessarily a complete improvement plan, but the way of doing things must be correct, otherwise it will drag down the efficiency of the entire team. As for the specific plan, just like the old editor above, we should appropriately delegate some authority to the employees and let them come up with the specific plan themselves.

Third, offer help.

If it is a problem of team ability, you can find a consultant for the team. You can't do some things, but it doesn't mean that others can't. You can explore everything from scratch. This kind of research spirit can be put in academics, but in the workplace, why not "more" learn from".

Let's take "conversion rate" as an example. I have been consulted before. Because I am very familiar with it, I directly asked them for two months of data, and then told him, "From your data, the conversion rate is the highest. It can be up to 35% at the time of the year, and it is only 5% at the lowest time, you are asking how to improve, right?”

This step is to identify the problem.

Then I told him, assuming your average conversion rate is 25% right now, that's where you are right now. And 35% is a relatively high level, you can pick out the content that is higher than 25%. These content, whether it is topic selection or method, can be continued; and below 25%, these topics and content can be continued. Try not to do it. Then observe the data once a month, iterate twice, and your data will look much better.

You see, this is actually a way of doing things.

But if you are in it, or don't have data awareness, if you don't tell him, he may not know it all the time, and he will just bury himself in the content. Whether it is good or bad depends on luck.

In addition, securing special relationships, getting better resources for the team, and receiving better clients are all things the boss can do.

Therefore, although "raising goals" is also the boss's business, but only mentioning goals, not ideas, difficulties, and help, as an employee, you really have to be vigilant.

It's not that I want to resign directly, it's a bit too arbitrary.

If you come across it, you can try to bring it up yourself. For example: "My current ability in this area is limited. Do you know any experts in this area? I hope you can consult and learn." Or, "If the company can invest more resources, I think this matter can be done. ."

Leaders are not born to be leaders, and the interaction between people also has a running-in process.

Unless it is not possible, then consider stopping the loss in time, "such a leader, don't follow."