[Origin]
A classmate approached me to discuss a matter. After communicating for a while, he was still not sure what to express, and he hoped that I would cooperate. Based on my own experience, briefly talk about "how to communicate with the leader quickly and accurately ".
[Potential confusion from the perspective of employees and my true thoughts as a leader]
Question 1: The leader's time is precious, will it take up too much time and affect the leader's work rhythm?
Inner monologue : There
are indeed a lot of things, but isn't the value of my existence to help you solve problems? I hope you can describe the problem clearly as soon as possible. "I'll find you later", or "I'll find you sometime".
Question 2: Is the leader's "I'll find you later" a perfunctory?
Inner monologue :
Brother, you think too much, "I'll find you later" means literally.
Generally, I say "see you later" when there are more important things at hand. If there is no accident, this thing will be written into the schedule, and it will be inserted later to complete. In extreme cases, if I didn't find you, I really forgot. Please remind me in the friendly window on the instant messaging tool, and I will definitely respond and express my apology.
Question 3: Why does the leader say "come to me at a certain time"?
Inner monologue :
It is generally more formal and requires more than 20 minutes of communication and discussion. I will reserve a fixed time separately to discuss and resolve the matter with you.
Don't be late , it may disrupt my work rhythm.
Other confusion? Discussions are welcome.
[No one will tell you in the workplace]
How to communicate with the leader quickly and accurately?
一，表明期望
用最简明的几句话说清楚希望leader配合什么事情，第一步往往是很多人做的不好的，经常的开头是这样的：
“早上，我们和PM及业务方对XXX事情进行了讨论，业务方认为YYY，产品认为ZZZ，但我们认为这样会导致WWW…”
这类事实陈述式开头，不利于leader了解需要沟通的主题，以及需要配合的事项，这样leader可能难以判断事情的紧急优先程度。
如果是需要征得leader同意，可以这样开头：
“XXX某个项目的排期，需要你确认一下，这个项目是关于YYY…”
如果是请求leader帮助，可以这样开头：
“XXX运维工单，需要你通过一下，这个运维工单是关于YYY…”
如果是工作汇报，或者是交流讨论，可能需要较长的时间，不宜莽撞的临时抽空当面交流，最好只是约一个时间：
“XXX项目的设计评审，不知道你什么时候有空，这个项目是关于YYY…”
无论如何，快速说明来意，第一时间让leader清楚需要配合什么，以及事情的紧急优先程度是什么样的，而不是一上来就陈述细节。
二，来龙去脉
表面来意之后，需要进一步说明更多事情的细节，对来龙去脉做一个简单的描述，这个过程“逻辑性”非常重要。
事实性描述，可以采用先后时序：
“先xxx，然后yyy，最后zzz”
也可以采用分角色立场描述：
“pm认为xxx，qa觉得，我们认为zzz”
决策性描述，一定要说明理由：
“建议采用xxx方案，因为xxx原因一，二，三，所以xxx方案我认为是最佳选择”
这种“论点，论据，强调论点”的表达方式，逻辑性强，重点突出，强烈推荐。
三，复述确认
对沟通目的，来龙去脉做了简要称述，最后对期望leader要配合的事情做复述和确认。这个过程，最重要的是“强烈的行动导向”，为leader做出的决策和行动提供强有力的信心（例如进一步计划）：
“好的，如果确认使用方案XXX，后续我们将YYY”
“如果确认明天下午XXX时间有空，后续我们会YYY”
“既然同意了XXX排期，后续我们则YYY”
这个最终的确认非常重要，所有的沟通都是为了明确最终的这个结果，最怕误以为双方达成了一致，其实非常含糊。
【总结】
“快速”“精确”和leader完成沟通，三个步骤：
（1）表明期望：简洁，明确
（2）来龙去脉：逻辑性强
（3）复述确认：行动导向
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