Created by Zheng Yun on 2013/7/22
and last updated on 2013/10/17
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The purpose of sorting out these workplace "hidden" rules is to allow brothers to check the table together, to allow everyone to think about problems in the same dimension, and to unify standard language.
Why put the double quotation marks on the word "hidden", because these are actually fair and fair rules, but they are not explicit rules.
Master these unspoken rules, you and I may live a little easier.
- Trust, but need confirmation
- I have something to say, but I have something to say
- Don't "wait to die"
- Don't "talk about" others
- Online issues to be "fully dealt with"
- As soon as Sun Gong died, he was not afraid of being slow but afraid of standing
- Differences stalemate, escalating rapidly
- Supervisors need to provide "tools" down
- The person in charge should "show results"
- Find out why you are fighting
- Trust is fragile and difficult to accumulate
- Listen to original needs, not technical solutions
- Explanation is expensive
- Pull the car down, look up at the road
a) Trust, but need confirmation
This was originally a Russian proverb.
In 1987, U.S. President Ronald Reagan and Soviet leader Mikhail Gorbachev signed the Intermediate-Range Nuclear Forces Treaty (a treaty to destroy the medium-range and short-range nuclear missiles between the two countries). Reagan said in his speech that he liked a Russian proverb "Trust, but confirm ( Trust, but verify)”.
Why stress Trust but Verify at work?
On the one hand, it is because many people mistakenly think that if you always verify the details of my work, then you do not trust me. Know that there is no contradiction between letting you go, and checking every key point and milestone yourself .
Sometimes, we just need to sit down together and confirm the implementation details one by one, especially those links that are risky and prone to failures.
[On-site]...Explanation of specific cases...
On the other hand, only after verification can we give more and more trust. If you don't verify, isn't that just blind trust?
2) There is something to say, but something must be said well
Do you have a problem with other supervisors? Do you have an opinion on other departments? Do you have an opinion on the company?
Each department has its own code of conduct and position, so sometimes it is necessary to " official business " and put the words on the table.
If you don't tell the truth, if you keep it in your heart, you may violate the next unspoken rule " don't wait to die ".
This rule may seem easy, but it's really hard, and most of the time, when you have something to say, you usually don't want to say it, right? At this point, we can only sigh, let God's belong to God, and let Caesar's belong to Caesar.
Here we emphasize four principles that have something to say:
First, the attitude must be sincere, and the clear "I am here to solve the problem" message , yes, you are not here to mess up .
Second, you must pay attention to "evidence" when you present your opinions ! Don't speak some hearsay, specious, unflattering, or chasing opinions. Call your head to the scene, but because you didn't follow the unspoken rule "trust but need confirmation", the opinions you put out were all "reposting (subordinate) Weibo", and you didn't filter it yourself. The specific details are as follows: I don't know, it's too embarrassing. Anyway, my first reaction was to ask "for example, le". Without a specific case or context, I could only go in from my left ear and go out to my right ear.
Third, prepare the outlines one, two, three, four in advance. Don't hold meetings and turn into tea parties and waste each other's time.
Fourth, if you are talking about other people's problems in public, at least my leader will immediately ask you if you have communicated with the other's supervisor on this issue before. If not, please stop immediately, and then decide whether to talk how to say .
(Question Session: What is the purpose of point 4? - See Hidden Rules 4 and 13.)
3) Don't "wait to die"
I say this a lot: don't wait to die, right folks?
It means, don't sit still, don't go with the flow, take the initiative, and don't act as a director. At work, if you always push the boat with the current, there will be retribution. One day, someone else will tighten the noose around your neck . What do you mean by "move the boat" here? It's not that you don't do your job well, it's that you just do "what you do" .
Sun Taoran once said:
The so-called responsibility in management is not to take care of one's own affairs, but to manage one layer at a time, and to extend the boundaries of responsibilities by one kilometer to connect externally .
, Yes, if you don't take the initiative to take half a step forward (outward), it belongs to "pushing the boat with the current".
[On-site]...Explanation of specific cases...
4) Do not criticize others
If you don't know what other people are doing, what rules they follow, and how they are enforced, don't label them or draw conclusions .
Yes, please shut up, you can draw conclusions in your heart, but don't say it .
I will discriminate against people who jump to conclusions after just one look and one ear. Do you know how the company works? Do you understand the responsibilities of the department that is separated from you? Have you given him a chance to defend himself? Do you understand the Root Cause behind the phenomena you see with your naked eyes ? , have you ever tried to stop and listen to various perspectives?
This case is easy to offend people, so I won't give an example.
We actually talk about others every day. The result of arguing about others is that he who is drawn to a conclusion has to pay a high cost of explanation for this, and he doesn't even have a chance to explain, so he just game over.
———Take a break and take a break ———
5) Online issues should be "fully dealt with"
There are twenty-character formulas for handling aerospace accidents: accurate positioning, clear mechanism, reproducible, effective measures, and inferences from one case .
No matter how busy or tired our cadres are, they must adhere to these principles. These jobs, if done for a long time, will become our wealth.
(Question: What does it mean to be clear about the mechanism?)
[On-site]...Explanation of specific cases...
Some routines at work have to become human instincts, especially the instincts of the entire organization, so "comprehensive handling of online problems" is such a cute Respectable "instinct".
As we have said on various occasions, the full set of "big event mode" plays should be sung from beginning to end. I will read the whole book for you here:
- Gather enough evidence
- redefine the problem
- Do not draw conclusions until the phenomenon is clearly described
- Build a chain of evidence
- draw conclusions
- offline reproduction
- Confirm the scope of influence
- Correct online data
- develop preventive measures
- public notice
- Included in the RCA case library
6) When Sun Gong is dead, he is not afraid of being slow but afraid of standing
Great code, powerful features are iterated bit by bit from rough prototypes, and so is the work .
I give you time, I have patience, is three months enough? Not enough, how about half a year?
But you have to plan, right? There has to be one well-defined milestone after another, right? You have to insert every subdivision step into your daily work plan, right?
At the annual meeting of a company in 2008, I put a page of PPT:
When faced with difficulties...
when discouraged...it
is the goal and basic values to stick to, and it is the way to reach the goal that must be constantly revised. Correction is to actively improve, not passively give up!
Be sure to make things change, as long as it's not a bad change. Never stay put!
When the direction or solution cannot be determined, we will do things around the big event, develop it in an extensional way, and at worst, it will strengthen the main event . [ Resource 3 ]
Think of Monkey King when you are wronged . [ Resource 2 ]
[Live]...Explanation of specific cases: my entrepreneurial story...
Why should I emphasize this unspoken rule? Because life is too short to wait for me.
7) Differences stalemate, escalating rapidly
This rule is easy to understand. But I still have to add a little note: on
important and urgent matters , when disagreements remain in a stalemate, escalate quickly (this is true!) and step by step (this is to be done!) .
Yes, confirm that this layer is not resolved, and then upgrade, do not directly upgrade without trying to communicate .
But at work, you are often either desperate and too lazy to level up, or your posture is wrong and you level up so that the other party thinks you are hitting-smashing-grabbing-burning rhythm.
Then the posture is wrong, refer to the unspoken rule 2 to get up again.
———Take a break and take a break ———
8) Supervisors should provide "tools" down
The superiors questioned the employees, you can't handle just such a little thing? ! I got it done in minutes!
Then the employees were left to think hard, the leaders threw their hands and strode away, and the employees had to be scolded next time if they didn't keep things in order.
Our cadres must realize that in addition to the disunity of values, our team often has a general lack of technical and tactical literacy, so the upper level must provide tools to the lower level.
What tools, tools to solve everyday problems, tools to guide best practices, tools to improve organizational efficiency, you can't make tools, at least you can find tools .
Why provide tools down?
Because it is necessary to form the work routine of cadres.
What is a work routine?
Lin Biao published six best practices during the Liaoshen campaign:
- one point two sides
- three-three system
- Four fast and one slow
- Three fierce tactics
- group of four
- Three situations, three ways to play
This is the trick. [ Resource 4 ]
The Japanese way of fighting, the artillery rushes to the infantry, and the infantry rushes to the artillery to rush.
With a routine, what else needs to be done?
Training down to the lowest level.
I often do case reviews, and repeat with positive and negative examples, and I will talk about it when I have the opportunity! Add when you get a chance! Emphasize when you get the chance!
Keep checking! repeatedly!
[On-site]... Explanation of specific cases...
The "rule of table headers" that we have been emphasizing is also a derivative rule of providing tools downward.
(Question: What is the Header Rule?)
When you explain a job that needs you to summarize or check, define the output (excel) header for him(s).
If you can't draw up the header, it's very likely that you don't know the details of the work at all, so you don't know how the instructions are implemented.
All in all, our cadres are committed to providing tools down, including productivity tools.
9) The person in charge should "show results"
Provide tools, pawn, don't wait to die, and then what's our purpose?
The answer is: come up with results.
At the designated time, arrive at the designated battlefield and complete the designated task.
Sun Taoran once said:
The only thing we can't stand is work in stagnation, meaningless without results, for whatever reason. Therefore, our cadres must be clear that our only task is to bring out the results of what we are responsible for. Our work should progress every day of the week. This is the value of our existence.
[On-site]...Explanation of specific cases...
What is "result"? The result should at least be able to be demonstrated live in public .
10) Figure out why you are fighting before you start
On the macro level, there is a "why to fight", which is to solve the problem of who to serve in the army and who to fight for, which is to unify the values of employees.
At the micro level, in the specific work, facing the transferred projects, requirements, and tasks, as a supervisor, you must figure out why you are doing this.
My usual question is " What is your purpose? ". You can clearly explain the reasons why you decided to do this. Let me hear from which several schemes you chose the current solution based on what, and let me hear whether the logic holds true. I think it is worth doing, and it is meaningful to do it, and only then will I invest resources.
Why?
Please see the next unspoken rule "trust is fragile, accumulation is not easy".
11) Trust is fragile and difficult to accumulate
Our cadres must strive to ensure that 80% of the orders issued are correct. Commands are always correct, and brothers will tacitly trust your commands, such as fingering. If you always plan to fail to keep up with changes, change the day and night, do face projects, and do useless work, then trust will gradually be lost. Every time you issue an order, the brothers will mutter, will it be cannon fodder again this time?
Therefore, trust is fragile and difficult to accumulate.
———Take a break and take a break ———
12) Listen to original needs, not technical solutions
I found that people in many departments don't know what the original demand is, and even how the entire business system works and how the IT system works. After listening to him Blabla for a long time, he was talking about He thinks how to solve it technically and how to implement it.
On the other hand, they quite like to replace it with others. The original requirements are still unclear, so they just shoot the plan, and even can't wait to think whether the database should be added fields for us... Khan.
My standard answer to this is: " Please say the original requirement, please don't give me the solution ".
The subtext is, you have your professional field, I have mine, and the premise of winning others' respect is to do your own job well first , yes, so please describe the original needs clearly.
13) Explanation costs are high
A tough life must also be explained.
As I said before, most people don’t know what other sectors and departments are doing, how they operate, what the management method is, where people vote, why do they do this, why don’t they do that, that external complaint How did you solve it, and why you haven't solved a problem that I think is simple.
[On-site]...Explanation of specific cases...
If we do not implement the project management method of refrigerator display, if we do not develop the habit of synchronizing and reporting information at the first time, we may be forced to explain afterwards.
By the time you need an explanation, it's actually a bit late.
Others may have formed opinions in their hearts, and may have spread them out, but you cannot guarantee that your explanation will be heard by everyone who should hear it, and it may not help you to spread it.
It will also take you and me a lot of time to explain.
14) Lower your head to pull the car and look up at the road
This rule has two levels.
There is a problem with the law of conservation .
Solving one problem often means causing another problem, and problems continue to arise. For example, controlling the relationship between population and aging society. For example, the relationship between the stimulation of automobile consumption in a certain year and the restrictions on purchases in 2013.
In other words, the solution of one problem will lead to the emergence of another equally troublesome problem. From this perspective, we can only speak of managing problems, not solving them.
On the other hand, since the predicament you are encountering now may be caused by the previous work mode, it will be useless if you continue to use the previous ideas for solving problems. At this time, you need to look up at the road.
On another level...
Before we hit the road, maybe we have already figured out why we are fighting, and we have figured out the original needs, so we start out with great might.
Walking, there is a requirement change, after a few days, walking, another optimization, after a month, another urgent requirement is inserted...
During the busyness, remember to look up the road, confirm the direction, don't fall into the ditch.
[On-site]...Explanation of specific cases...
Sun Taoran once said:
At work, you must constantly review the ultimate goal and whether the current style of play can achieve the goal . Once you find a problem, you can quickly optimize yourself.
The purpose of looking up at the road is to firstly confirm whether what you are doing is still the right thing, and secondly whether it is time to improve your working methods and management methods due to the changing circumstances .
All in all, it is what Taoism says to be "out of the Three Realms and not in the Five Elements" from time to time.
Reference resources:
1, 2006, Shanghai Securities News, Trust but Verify ;
2, 2007, Little Wonton, think about Monkey King when wronged ; 3, 2006
, Liu Ren, how to make things bigger ;
4, 2012, Zheng Yun, Management Talk , Technical and Tactical Literacy Development + Managers Provide Tools
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