How to deal with a typical confused boss
Some bosses who work with forgetful bosses are very forgetful. They talked about the incident the day before, but after two or three days, he said that he did n’t say it at all, or what he said the previous day, but two or three days later.But he said it meant that.
He often turns upside down and four times.
The way to deal with such a boss is: when he is in a specific event or expressing a certain point of view, the subordinate may pretend not to understand, and ask him a few times more deliberately, or put forward his own different views to deliberately cause discussionDeepen your boss’s impression.
In the end, you can also summarize the boss’s statement and repeat it to the boss in a shorter language, so that he can keep it in mind.
Some bosses, obviously you gave him a certain material in the morning, he will ask for it again in the afternoon without a serious statement.
For such a boss, the feasible method is not to leave the material when sending it, or entrust the person to transfer it, you can extend the contact time appropriately, or give a specific explanation of the material. If anyone else, let them know that there is such a thingA material to expand influence and increase evidence.
If it is important material, you can ask your boss to sign it, and don’t send it by trust.
If it must be forwarded, you can call the supervisor to explain before or after the delivery.
If you are a clerk and receive superior documents or written notices, and ask your supervisor to attend a meeting or event, then show him the notice directly and use his stroke to draw out the relevant time, place, and items.Or write it on your boss’s desk calendar.
If it is a telephone notification, you can translate the specific content into a written notification and send it directly to your supervisor. If you are not there, you can put it on it, but you need to repeat it when you meet later.
Working with vague bosses Some bosses are vague and general in setting work tasks, and they never have specific requirements; some can be understood as this and that; some conflict with each other, and the subordinates are fundamentalImpossible to operate and implement.
Once you do it, some bosses will blame him for saying that his request is not like this, and you are mistaken.
For the bosses who are often like this, when accepting tasks, be sure to inquire about their specific requirements, especially in terms of completion time, personnel consolidation, quality standards, amount of funds, etc., and record them one by one. After approval by the bossGo and do it again.
You ask for a certain job and ask for specific indicators or explicit approval. However, some bosses have no humorous attitude after they have “humped”, some just say “I know” and some say “you seeTo do “.
Sometimes, the things that are requested or reported are different from each other, which is either OK or not, and some supervisors do not express it clearly.
In order to avoid the inevitable troubles in the future, the subordinates can repeatedly explain their intentions and try to induce them to have a clear judgment.
If necessary, you can use language alternatives, such as: “What do you mean” for the boss to continue, or use speculative judgment to let the boss answer, such as: Do you mean ×××?
After the boss has a clearer judgment, repeat it several times to extend and strengthen, and it can be further extended. If so, what will happen.
Working with sloppy bosses Some bosses are very sloppy and often do things that are both crying and laughing, making their subordinates confused.
Some do not study the above documents carefully, do not attend the meetings of the higher federations seriously, and express opinions, opinions, or communicate them openly without fully understanding the basic spirit.
For example, a company manager and secretary go to the bureau to participate in the housing reform work meeting.
At the meeting, the manager either talked and laughed, or went in and out, very careless.
When he returned to the company, he only followed the declaration.
When the staff asked specific questions, he couldn’t explain clearly, and he didn’t understand himself in some places.
At this point, someone asked the secretary present.
In the face of a very embarrassing boss, the secretary was very correct. He did not say that the manager did not listen carefully and did not explain the problems in detail. Other questions were not identified above, and he would ask for a few days before replying.
In fact, the secretary is clear, and he just said so intentionally to take care of his boss’s face.
Afterwards, the secretary explained the problems raised by the staff to the boss one by one.
The secretary therefore, although a bit fake, is completely feasible from the perspective of interpersonal relationships.
Some supervisors have not read the application, report, report and other materials of the subordinates carefully before finishing this and signing instructions.
Subordinates should be treated separately according to specific situations, such as being very beneficial to themselves, but beyond the scope they should be. Do n’t be secretive, but point out their improprieties; if they are disadvantaged or very disadvantaged, you can make necessary explanations and do not be impatientDon’t blame and blame too much, lest individual confused bosses become angry and stubborn, and make a mistake in the end.
Some materials or events are urgent and important, but some bosses are careless and leave it behind.
The only way for such a boss is to repeat the statement repeatedly, highlighting it repeatedly, preferably three or four people in turn, highlighting their awareness and taking it seriously.
Working with an ignorant boss means ignorance here, which generally means do not understand, do not understand, unwise layman.
Some bosses clearly do not understand, layman, not good at it, but he has a fashion understanding, pretending to be an expert, he wants to show himself, he has to intervene, some have to blindly direct.
Such bosses can be treated separately.
If it is important, if it is a matter of principle, the subordinates can directly correct their views, or argue based on arguments, or resolutely oppose it; when it is a general issue that has nothing to do with the overall situation, the subordinates can deal flexibly to avoid the intensification of positive conflicts and contradictions.
A city has recently built a large-scale library with advanced equipment.When the construction was basically completed, the director of the city’s cultural bureau granted the secretary and asked him to imply to the library director, asking for the library name to be inscribed.
The secretary knows the director’s “achievement” in calligraphy. He graduated from junior high school and couldn’t even distinguish between Liu and Yan. The secretary knew that the library director had asked a calligraphy expert in the province to write the name of the library.
He felt quite embarrassed: if he didn’t go to the curator, he would blame himself if he asked about it later; if he knew it, wouldn’t he force the curator to be passive?
Later, he made a plan and agreed with the curator: let the director write the inscription and use it, but the production is simple and the materials are ordinary.
Calligraphy master’s inscriptions are temporary, but the materials are exquisite and the production is fine.
Once the Director-General steps down or is re-assigned, he will be replaced immediately.
At the same time someone was sent to explain the reason to the master of calligraphy and apologized.
It should be said that many people will understand this unwise and unfamiliar boss with this mobile and flexible response method.