The situation that Xie Jun is experiencing is one that most people in the workplace are experiencing or will soon face. In the face of multi-threaded work tasks, many people will fall into a state of confusion, do not know what the focus is, how to prioritize, how to do resource allocation, resulting in a full day of busy but busy.
The root cause is that many people do not learn how to manage themselves and make themselves efficient at work. When faced with the complicated work, we are not only the identity of the executor, but also assume the role of the manager. Only by recognizing the nature of the work and managing ourselves well can we make our work productive.
If your work is a "management" attribute, you may have experienced these embarrassments.
He is busy all day long, around the colleagues but it seems that ten days rarely a busy; original colleagues are responsible for the task, but they are always the one who is being watched; they are careful to maintain the quality of the work in teamwork, colleagues feel that you eat carrots and worry about it; obviously he is a manager, but all day long in the subordinate to do ... ...
If your work is "management" attributes, you may have experienced these embarrassments. ...
If this is the case, it is likely that you are hit by inefficiency, become trapped in the workplace compartment inefficient people, busy all day but exhausted "workplace prisoners". The most common phenomena are the following three:
Chen Yu is a company's administrative general secretary position, and then due to the company's introduction of a foreign production line, she was transferred to the technical department to do translation and site management. Soon after, the leadership that Chen Yu is more production management potential, they will promote her to the production department deputy and responsible for the company with the city of an exchange exhibition. After the success of this, Chen Yu was again assigned to the sales department, responsible for the company's work in an industry exhibition ......
With the idea of more contact and more learning, Chen Yu slowly found that his efficiency is no longer so high, and even had a fight with the leadership in one of the work arrangements, and now she gradually feel the problem comes.
The new department was just formed when there was a lack of manpower need her, the organization is becoming more and more perfect, it seems that she is redundant, again and again by the edge. Now she was transferred back to the original position, although in the new work tasks learned a lot of new knowledge and skills, but also did not match the development of space.
Xie Jun, who is a business management specialist post in the company, recounted such a small incident.
In the last week, he gave his subordinates to arrange a job, the implementation process is not very smooth. This should be completed by the subordinates, but the delay is not positive, and finally close to the superior report results, Xie Jun can only run from project to project, more annoying is to the project site as if these jobs have become Xie Jun's own business, it is really the emperor is not anxious to the state of the eunuchs anxious.
In the workplace, many managers may fall into a predicament such as Xie Jun, after becoming a leader, he found his daily energy consumption is difficult to grasp, belonging to their own time is also difficult to effectively utilize the subordinates in the work of the panic, as if the person responsible for the person is not their own will be high up.
How to avoid breaking free from this out-of-control state, to enhance the efficiency of the work, which has become a matter of urgency.
Yao Fang is the operation specialist of the company's operation center, and every month, she needs to organize the PPT of the monthly operation meeting for the leadership, because the reporting materials need to be collected from each city company, and inevitably, there will be some cases that are not organized according to the requirements of the feedback, so Yao Fang has to repeatedly check, adjust, modify, and then repeatedly report to the superiors to confirm.
At the end of many of her reports, either the leader's instructions changed from the previous requirements, or the leader was not satisfied with her organization. As a result, she had to re-understand and re-do it all over again, and after several times of tossing and turning, every report became a first draft, and she even ended up with a feeling of being tortured and wanting to give up.
In this process, the subordinates not only feel that their work is inefficient and easy to produce a sense of failure, but also the leadership will feel that the subordinates are not very good, arranging for a task to be repeated over and over again to get it right.
Although the above cases are different, the basic problem behind them is that they don't know how to manage. In the workplace, we need to face the complexity of the situation every day, only to be their own managers and make their own effective, in order to escape from the state of prisoners.
The famous management university Peter Drucker in the book "productive managers", "in a modern organization, if a knowledge worker can by virtue of his position and knowledge, the organization has the responsibility to contribute, and therefore can have a substantial impact on the organization's ability to operate and achieve results, then he is a manager. "
And in the Modern Chinese Dictionary, the interpretation of "management" is "to be responsible for the smooth running of a job". So the fact that everyone is a manager is obvious, and the identity of the manager is determined by the nature of the event for which the person in charge is responsible, not by his or her role or position.
An American newspaper published an interview with an infantry captain in Vietnam.
The reporter asked, "In the chaos of the battlefield, how do you command your subordinates?" The infantry captain replied, "There, I was the only one in charge. When my subordinates encountered the enemy in the jungle but didn't know how to act, I couldn't tell them because of the distance. My job is just to make sure they know how to act in such situations. What they should actually do is a matter for them to judge according to the situation. While the responsibility lies with me, the decision to act is up to each individual on the battlefield."
In life, we are all managers.
For example, the most mundane and important part of a series of processes, such as taking orders from merchants, serving meals, dispatching orders, and delivering food and drink, is the delivery person, a role that connects buyers and sellers as a hub of value.
In this process, the distributor not only needs to understand the location of the store environment of the merchant, but also needs to be very familiar with the delivery route, the destination and other environments, which directly affect how to deliver each single faster and to make consumers happy.
In the face of their own work, everyone is a manager. The only way to be productive is to manage yourself.
Mr. Drucker suggested that there is little correlation between a person's effectiveness and his intelligence, imagination or knowledge. Talented people tend to be the most ineffective because they fail to recognize that talent itself is not fruitful, and they don't realize that one's talent can only be effective through methodical, systematic work.
So what primarily promotes being productive?
From the perspective of time management, there are generally 3 basic steps to effective mastery:
1) Record time
2) Manage time
3) Unify time
Recording of time is the most simple, easy to operate, and the most important, while the time of the unified arrangement will need to be depending on each person's own situation. Comparatively speaking, managing time is like operating a complex system, invisible and intangible.
The books and online courses on time management are already full of books, and I think the TR tool is simple, easy to understand, and easy to operate.
1) T: represents the unit price of time
By way of artificial assignment of value to make the time value, for example, 1 minute is equivalent to 100 yuan.
2) R: stands for Recorded Time, also known as "Time Recording"
Time Recording was created by the famous Soviet entomologist Lyubyshev, and its purpose is to actively identify time-wasters and thus improve work efficiency.
How does it work? Simply put, there are 3 steps:
1) assign a value to the time, such as $100 for 1 minute, and then record your own time expenses and convert them to money, so that the time seems obvious;
2) analyze the recorded time, and the benefit of the positive value, or else the negative value, and find the point of time wastage and the value of the gain or loss through simple addition;
3) according to the 2nd step of the method, the time wasted will be analyzed, and the time wasted is the value of the positive and the negative value. p> 3) Redefine your time schedule based on the calculations in step 2.
In our daily work and life, we often feel that we don't have enough time, and we are often interrupted unexpectedly when we are working on something or doing something. Not only does a day like this feel like a busy day, but it's very easy to let yourself get bogged down.
We have always been taught to plan ahead, but the real way to do this is to evaluate your time beforehand, so that you can do the right things at the right time.
Each person's energy is a limited resource, in any complex environment with their own efforts are difficult to cover all aspects, only to find the main contradiction and the main direction of the contradiction, to find a suitable path.
The only secret to being effective is to focus your efforts. Effective managers always put important things in front of the first thing to do, and only do one thing well at a time.
In practice, everything is prioritized differently. The most common prioritization is to divide events into four categories based on these two dimensions:
In many courses and books that teach the principle of this four-quadrant system, it is generally accepted that ordinary people generally put their main time and effort in the urgent but unimportant third quadrant, and successful people put their main time and effort in the important but non-urgent second quadrant.
Priorities are not set in stone, and depending on the actual situation, it is often necessary to reconsider and revise this order of precedence, and gives 4 important principles of prioritization:
When the form of all the problems become similar, the human efficiency is not only in the use of the right tools, but also in how to effectively respond to the changing environment at any time.
Mr. Drucker, in his book "The Effective Manager", put forward five elements of effective decision-making:
According to these five elements, an effective decision is not based on the collection of facts about the causes of a given problem, but rather on a future-oriented solution.
Xiaohu is the leader of the company's information technology PMO team. Recently, the company launched a set of financial system applications, and he found that in the process of requesting feedback from various project finance posts according to the statistical template, even though there were many meetings to communicate, but it was still very unsuccessful, and therefore also delayed a lot of time.
After analyzing the known problems, he believes that the main reason is not the communication mechanism, but the lack of timely establishment of the accountability system for the task. As the project financial post is a two-line assessment management, in the company issued the task at the same time, the project leader may also arrange the work, the present official is not as good as the present management, so once the parties concerned to face the dilemma will be easy to lose control of the time.
Later, Xiaohu will be the completion of the quality of work and the performance of the project leader performance appraisal linked to the bottom-up responsible for the form of re-arrangement, although the process is still some small problems, but compared to the efficiency of the previous has a very sharp contrast.
After the change in Hu's approach, the reason for the dramatic increase in effectiveness, in fact, is to follow the effective decision-making. In short, there are 5 elements:
Element 1: Understanding the nature of the problem
Element 2: Sorting out the boundaries of the problem
Element 3: Proposing a solution
Element 4: Decision making and implementation of the program
Element 5: Feedback on the implementation
In the workplace, it is the problem behind the problem that is the real problem, and the problem behind the problem is the real problem. Identifying the problem is only the first step, and without effective decision-making, it is inevitable that you will not be able to get out of the prisoner state of inefficiency.
Finally, let's summarize:
This is a time when everyone is a manager, but also a time when you need to be your own manager, and the only way to make yourself productive is to manage yourself, and really escape from the state of being a prisoner in the workplace.
To put it simply, I suggest starting with three easy aspects:
1. Validate your time consumption by keeping track of it in your daily time consumption and configure your schedule wisely.
2. Prioritize. Set the level of tasks in advance, and focus on them with limited energy to support them.
3. Effective decision-making. Learn to dismantle, whether it is to solve problems or to perform work, to make the big smaller, to find that the most influential, the most relevant link can be really efficient.