Why you obviously do a lot of things, in the end the leadership or give you a bad review?

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The problem stems from a teammate doubts, the original problem is

I work in state-owned enterprises, usually outside of work, do a lot of things, because the leaders do not understand the technology, the end of the year, the department personnel to deal with me as a general, feeling not see the future, a little confused, Brother Bear how to see?

I do not know you have not encountered such a situation?

The group expanded, recruit more people, leadership Gubuguolai. The end of the evaluation, the boss does not know what you've done, how to Hello performance?

Some people say, I send an e-mail summary of the past is not on the list, but just by a message that does not reflect your workload a year.

If the boss so hastily give you a good, there is no way to his superiors, to other people accountable.

Why report?

In the final analysis this problem or communication problems, in the "crisis of leadership" inside the book said, and the rest of the crew at the helm need timely communication and exchange of information in order to ensure the problem was not sailing halfway arise, early detection of potential dangers .

Lack of communication can lead to employees do not know their target , the boss did not know what the staff did.

So standing on the employee's point of view, regardless of whether the owner to provide us with information, we can take the initiative to better than the boss, timely reporting .

Even if the boss does not necessarily require you to report, but wanted to be a fly, you should have three qualities: everything has confessed, each piece is secured, everything has an echo .

Before you can send a message before work and after work, take the initiative to report the boss no matter how busy or some time reading email, deviations in your actions, the higher you can give timely guidance direction.

How to report?

Reporting time to seize the key, I recently read a lot of books and recommend it to everyone a good way "OKR Work Act."

Every report when you can follow these four quadrants, and the key state record your results.

How to develop OKR?

1. Develop you want to accomplish big O: 50% of difficulty, trying to look O can be reached too hard to make too anxious, it can not be completed.

2. In order to accomplish the goal of dismantling a small target had done, there must be a causal relationship.

3. Each goal-setting key KR, KR can be measured from the time, quantity and quality point of view.

4. Each KR develop an action plan to do list: in chronological order, to achieve concrete results of what at what time;

Suggest:

1. subtraction: O no more than 5, at most 3 per O KR

2. Periodic Review, weekly, monthly, quarterly, and adjust KR

3. OKR is not the only thing to do, it is to be done, we must achieve.

4. There is not OKR inside, in the case of the key to ensuring this goal can be accomplished can do it.

OKR personal relationship with the enterprise OKR

A team, to develop good OKR, a meeting, the Advice to all employees, everyone thinking, assigned to the person responsible for collecting everyone's views and goals.

A meeting to discuss the exchange, to speak out their own problems and progress encountered in the final ballot filter duplicate target, selected only three key objectives.

If a big team on the establishment of company-level OKR, and then determine the level of OKR department, and finally to the center, to the individual, the individual's OKR not at odds with the company .

After the establishment, a weekly review of progress and results, adjust the direction.

OKR for fast hardware business two places:

• Every employees a clear understanding of the company's development goals, and to clarify their position in the process, contribute to its power, the " focus "

• Each of a team and every employee will strive to achieve their desired performance, the " sense of mission "

在《10人小团队管理办法》里有说过，领导者需要对员工的表现及时反馈，这样员工才知道自己做的对不对，做出来的成果有没有用。

像打游戏一样，如果一直得不到反馈，员工难免会产生自我怀疑。

大团队可以拆分成多个小团队来管理，结合《OKR工作法》指定各个小团队的目标、找出关键结果、给出指示、记录状态。

你只要教会你的下级上面的方法，他就能依次管理他的下级。

OKR其实代表了一种简单到令人发指的“沟通”工具，即便每个人就只看看不说话，每个人也都知道前进的方向在哪里，接着闷头干就是了。

OKR只要用的好，个人绩效、公司业绩突飞猛进指日可待。