澄清期望 对于高管来说,主要就是要求一号位澄清期望 发布时间: 2021-04-03 21:07 点击:
澄清期望 对于高管来说,主要就是要求一号位澄清期望
Clarifying expectations for senior executives is mainly to ask position one to clarify expectations
要求上级澄清期望,这个技巧经常很有用,可以确保方向一致,避免一些无谓的浪费。
It's often useful to ask your superiors to clarify their expectations. It can ensure the direction is consistent and avoid unnecessary waste.
对于高管来说,主要就是要求一号位澄清期望。
For executives, the main thing is to ask position one to clarify expectations.
“澄清期望”这个技巧用的多了,很容易用歪:
The technique of "clarifying expectations" is used too much, and it is easy to use it askew
1. 没有明确的期望、清晰的边界,就会陷入焦虑。
1. Without clear expectations and clear boundaries, you will fall into anxiety.
2. 不仅要求上级把目标说清楚,还要把怎么做都说清楚,这样才能算“期望清晰”。
2. Not only the higher authorities are required to make clear the objectives, but also how to do them, so as to be regarded as "clear expectations".
3. 难以容忍任何浪费和无用功,特别怕走任何一点弯路。
3. It is difficult to tolerate any waste and useless work, especially afraid of taking any detour.
4. 不愿意在自己所辖的领域去主动独立设立方向、选择路径。
4. They are not willing to take the initiative to set their own direction and choose their own path in their own fields.
5. 只要还有模糊性,就有了不去行动的借口。
As long as there is ambiguity, there is an excuse not to act.
6. 上级提点意见就拿鸡毛当令箭,顺便把责任完全推给了上级。等等。
6. When the superior gives some advice, he takes the chicken feather as the arrow, and by the way, he completely puts the responsibility on the superior. wait.
对于“真高管”来说,他们必须是“领导上级”,而不是“管理上级”。
For "real executives", they must be "leaders", not "managers".
不要低估领导愿意被领导的意愿。意识不到这一点的高管就很难成为一号位可以信赖的“真高管”。当然,高管要想领导一号位,这个权力是需要被赢得的。这个权力是不会被自然就授予的
Don't underestimate the willingness of leaders to be led. Executives who are not aware of this can hardly become a reliable "real executive". Of course, if executives want to lead the No. 1 position, this power needs to be won. This power will not be granted naturally.
这种“澄清期望”的技巧,一般是在成熟的组织里面训练而来的。从成熟组织去到一个创业公司,很容易在这方面栽跟头:自己觉得自己这么做“很职业”,但在同伴看来这些很像是保护自己的“伎俩”。
This skill of "clarifying expectations" is generally trained in mature organizations. From a mature organization to a start-up company, it's easy to fall into a dilemma in this respect: I think it's "very professional" to do so, but in the eyes of my peers, these are like "tricks" to protect myself.
他们没有意识到的是,如果每个人都这么干,创新、迭代、突破、变化的速度根本就赶不上竞争和发展的需要。
What they don't realize is that if everyone does this, the speed of innovation, iteration, breakthrough and change will not keep up with the needs of competition and development.
当然,我们不能走到另外一个极端,一号位一点明确、靠谱的期望都没有,结果这个组织的文化就变成了“揣摩文化”。
Of course, we can't go to the other extreme. No one has any clear and reliable expectations. As a result, the culture of this organization has become "speculation culture".
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