How to report upwards, how to report upwards

1.How far you plan to get things done in what time.

2.Whether the results achieved so far are meeting your program goals.

3.If not, what are the reasons, what are the difficulties, and what resources are needed.

It is best to use detailed data and clear logic for reporting, such as:

a.What exactly did you do.

b.Your plan to do things takes into account quality, cost, efficiency, etc., which is the best plan.

c.Who are you doing it with (team members).

d.When was it done.

e.Where did it happen.

f.How much cost was spent (time, money, etc.).

g.What kind of effect was achieved.

When facing a big boss who is more than two levels above them, most employees will feel oppressed, resulting in abnormal performance, which is called "big boss phobia". So how can we overcome this symptom and better report to the big boss? This article published by WeChat*** "People and God Work Together" summarizes some experiences.

The first is to empathize and try to look at your own plan from the perspective of a leader. In an important project debriefing meeting, if the CEO, VP, director, and middle managers are present at the same time. One thing you remember as a keynote speaker is that these people are paid for a day is your salary for a year, and if you don't understand their way of thinking, then you will cause more damage to the company than ever before.

Second, the survey shows that the top five words that middle managers like to describe CEOs are: data-freaked, impatient, aggressive, time-pressured, and terrifying. These five words can be summed up in two points:

The desire for power and the ruthless big-picture view, while Chinese executives don't show much oppressive power, they like the same thing – logic. As a result, it is easier for your boss to feel secure if you appear to be a "logical and organized" employee within five minutes of your presentation.

Thirdly, the report is a decision-making tool for the big boss, not a stage for your performance. If you have the idea of asking for credit, you will describe your work process in detail, but this part of the information is garbage for their decision-making, and they only care about the meaning of the matter. The sole purpose of executive reporting is to keep executives informed and make decisions quickly, and your mission is to provide information, analyze value, list actionables, and request next steps.

Fourth, the opportunity to report to the top is a rare opportunity to understand the real decision-making process of the company.

The article suggests starting from three aspects: the first is to build self-confidence: after experiencing this kind of situation full of great psychological pressure a few times, you can learn to complete the work you should complete with a normal heart; The second is to try to show your logic:

"Logic" is one of the few abilities that is common to all large Chinese companies in all systems; Finally, learn more from the big bosses, their almost ruthless efficiency, how they use their power to influence others, how they control the meeting room, and their various social skills.

In addition, we should also reflect on our attitude towards authority, too much dependence or resistance, is a kind of "giant baby psychology", a truly mature attitude is to follow our own inner code of conduct, become a person with a strong will, in order to win the respect of others, including the big bosses. Waiter.

In fact, many people have a misconception about "work", in the workplace, any job is only really over when you show results and get feedback.

So, reporting is an important part of what we do. And every qualified professional should learn how to report subtly and clearly.

To put it simply, the core idea of the report is very simple, a total of 12 words: "turn what you want to say into what the leader wants to hear".

Next, let's take a closer look.

Quantify the results of your work in numbers.

Among the skills in reporting work, the first recommended trick is to measure the results of the work of clearing the worms. Because the specific work items are too trivial and too general, and quantification is the most intuitive form of workload and work results.

For example, I once worked in a professional market, and one day when the general manager was on his way, he walked to the service desk and casually asked, "What is the main work of your service desk every day?" ”

The colleagues in the service desk were not prepared, and they were a little confused when they were asked suddenly, and they pondered for a long time, and said: "It's nothing special, just pointing the way, receiving complaints one by one, helping the planning department do activities or something." ”

Although the general manager didn't say anything, his face was not very good-looking on the spot.

The reason for this dissatisfaction is actually very simple, because it sounds like this employee is not familiar with his work and seems to be too "idle".

But in fact, the work of the help desk is characterized by being complex and numerous. It's hard to get an accurate description, and directions and receiving complaints happen to be the most common jobs.

But the same problem, if we quantify it in numbers, is like this:

Our main tasks are threefold, the first is the general customer guidance; The second was the handling of customer complaints, which received a total of 15 complaints on Monday and were all resolved on the same day. The third is to assist the planning department in executing marketing activities, for example, we received more than 600 consumers to participate in the Mother's Day message on the wall last weekend.

If you take a closer look, some of the same things, when you add in specific numbers like 15 complaints and 600 consumers, it will look professional and informative.

So, no matter what your specific job is, when you make a report, be sure to turn "what I did" into "how much I did".

Because in most cases, people's brains are more sensitive to numbers than specific lists, and at the same time, numbers tend to give people a more rigorous and objective impression.

Describe your results in terms of costs and benefits.

When we talk about how to communicate with Ben, we always emphasize the concept that your boss doesn't care how much work you do, he only cares about how much value you create.

This is especially true in the debriefing, no matter how much work you do, how much of it ultimately translates into profit for the company.

First, the essence of reporting is not to hand over information, let alone to tie up leaders, but to regard the report itself as a productivity tool.

Gain support and resources through reporting in order to get things done. Changing this perception can solve the inner drama of many very stubborn honest people who are unwilling to get very close to the leader. Be proactive in reporting it, no problem.

Second, the most critical ability to report is to be able to present the results to the other party.

I am the main body of responsibility, we must first take responsibility, and then build a whole set of plans, so that the other party can see that a good result is emerging, and the other party is more willing to support us.

Third, if we want to present this kind of result to the leader, there are three things we need to do.

Before the report, continue to focus with the leader, run in small steps, and synchronize the progress and plan with him.

In the report, it is necessary to prepare a plan that is easy to understand and is known to help him solve the problem.

At the end of the debriefing, remember to make a minimal appeal and give him a gentle instruction. Let him give us a power first elimination, give us a support, and turn that flywheel effect first, work first.

These are the communication methods to master when reporting.

Depending on the specific situation, different reporting methods should be adopted and should be eclectic.

If you are a direct supervisor, when reporting to your leader, you should choose a detailed report and a briefing note according to different situations: detailed report. If the leader does not understand the ins and outs of the report content or is not clear about the content before you report, in this case, you can take a more detailed reporting method, first tell me some of your background report, then tell me the requirements, then talk about your solution, and finally tell them what kind of plan you want to take and why?

This way, leaders can understand the content of your report in a clear way and make the best review decisions.

If you are the big leader of the company, it is recommended to take a concise report, the big leader is busy, they pay more attention to the plan and results, and do not pay much attention to the intermediate process, so in the report to sort out the ideas, sort out the key points, concise and clear report to the company's big leader.

Concise report: If you only need to know the results or the leader has taken a long time to know the matter, you can take a simple report and report your solution and what kind of plan and reason you want to use to the leader, and the leader will make relevant review decisions based on the content of your report.

The work report must highlight the key points, the key is not the focus of your work itself, but the focus of the leadership, even if you feel that a lot of your work is very important, but the leader does not care about these things, you told the leader, the leader first became very impatient, and even directly interrupted your report, it is said that the leader is concerned about what kind of things, when you contact with the leader, you must be very clear in your heart, if you really don't know.

You can ask your colleagues, and even do in-depth communication and exchanges with the leader, and talk to the leader about things that have nothing to do with work, or don't talk about it in his report, which will meaninglessly increase your burden, and it will also make people feel that you are an eventful leader, and the work has not been done satisfactorily, the leader begins to talk about things outside of work, probably because there are too many things outside of work, so that the leader loses patience with you.

Report to the leader must be concise and to the point, don't say hello, hello, everyone, in the most concise way to turn your work content into a variety of data and reports, don't be verbose and say some non-qualitative content, for example, you tell the leader, how much work I have done recently, I have made a little progress compared to last month, in the eyes of the leader, you are talking in the vernacular. You're going to tell your boss that I'm improving from last month, and let your boss understand that this is a mistake that many people make, so you must learn this lesson and make your work rewards a secret to your promotion.

In short, when reporting to the leader, you should pay attention to the time and place, and don't be bored when the leader is upset. So you have to get your hands on it!