Chapter 40 Chapter 40 Doing the Daily Work Well

Leadership work is inseparable from giving orders and making instructions.Some people regard it as a relatively simple matter, and think that as long as the decision is correct, it doesn't matter how it is issued.But in fact, it's not.We have some mistakes in work, some things are procrastinated, and we argue with each other. One of the very important reasons is that the leaders' instructions are not clear, incomplete, or issued in the wrong way, so that the subordinates do not know how to implement them. , or dampen the enthusiasm of subordinates.So, how can leaders make their instructions well implemented?When making instructions, pay attention to the following points:

1. Instructions must be complete and accurate Instructions are to direct people to do things. Therefore, it must clearly tell people what to do, who is responsible for carrying it out, how to obtain the resources needed to complete the task, such as people, money, and materials, when to start, when to complete, and when necessary, what to do. Describe the method and precautions for completion.Only such instructions are complete and accurate, and subordinates can operate easily. 2. Instructions must be precise When the leader gives instructions, he must pay attention to the choice of words. If the words are not used properly, it may cause subordinates to make mistakes in execution.Some words are precise, and some words are more vague.For example, how does "fast" count as "as soon as possible"?What degree and quantity is considered "appropriate"?Leaders should avoid using such ambiguous terms as instructions.

3. Instructions must adopt different tones depending on people and circumstances The objects of the instructions are different, the nature of the matter is different, and the local environment is different at that time. Only by distinguishing the situation and adopting a different tone can good results be achieved. discuss. "This report is very urgent. Can you hurry up and finish it before you get off work today?" This kind of instruction has a negotiating tone, and there is some room for maneuver. The other party will feel that the leader is kind and kind. If there are no special difficulties, Generally best effort will be done.This is also a more commonly used method.

ask. "A major financial inspection is about to take place. Please prepare all kinds of materials today and tomorrow." The tone of this instruction is relatively gentle, and it briefly explains why it is done, which is easy for subordinates to accept.In most situations, and for most people, this tone is acceptable. lesson. "Why hasn't this work been completed yet? It must be completed within this week!" This kind of instruction is blunt and irritating, which can make subordinates feel deeply dereliction of duty, and will never dare to procrastinate next time.However, the leader's accusation must be well-founded. Under normal circumstances, this tone should not be used too much to reprimand subordinates.

suggestion. "This material is urgent. Please take it out within this week. If you can't finish it by yourself, you can ask others to help you find the material and transcribe it. What do you think?" The tone of this instruction was gentle. , Solicited the opinions of the other party, put forward specific suggestions for the sake of the other party, and the subordinates easily accepted them. Require. "Get this job done right now." This instruction is non-negotiable and must be followed.In an emergency situation, or when the subordinates are procrastinating in their work, it is better to use this tone to give instructions.

4. Instructions must be combined with inspection and supervision It is not that the leader will be fine after completing the instructions, but also carefully check and supervise the implementation of the instructions.The implementation of instructions can be understood through methods such as investigation, inquiry, listening to reports, and tests. 5. Instructions must be issued through the correct channel Instructions are a way for leaders to perform their leadership functions. They must follow the principle of unity of responsibility and authority, and be issued through correct channels without disturbing the leadership hierarchy.Under normal circumstances, the leader cannot give instructions beyond the level.Otherwise, the authority of the subordinates will be violated, the enthusiasm of the subordinates will be affected, the prestige of the subordinates will be damaged, and ultimately it will be detrimental to the leadership work.According to the same principle, unless it is absolutely necessary, the superior should not directly cancel the instructions of the subordinate supervisors.

Signing and approving documents is a daily task of leaders and an important means for leaders to exercise their powers.The speed of signing and approving documents is fast, and the language is simple and clear, which is of great significance for guiding work.So, how should leaders sign and approve documents? Leaders should master several principles when signing and approving documents, that is: efficiency principle Accurate and timely signing and approval of documents is not only a manifestation of the leader's good work style, but also a reflection of the leader's comprehensive management quality.The principle of efficiency in signing and approving documents should be reflected in two aspects: First, according to the requirements of the division of labor, try to reduce the situation where multiple people handle the same official document.That is, the approval that can be completed by a leader in charge should not be broken down and completed by multiple leaders, let alone submitted to the top leader for approval.Second, in accordance with the principle of hierarchical management, try to control the abnormal or unnecessary upgrade of the authority to sign and approve documents.That is, decisions that can be made by the leaders of the corresponding agencies and their departments should not be sent to higher-level leaders for signature and approval, so as to avoid wasting energy and time.

clear principles Signing and approving documents is the leader's deployment, guidance and requirements for the work. Therefore, when signing and approving documents, the leader must first understand the spirit of the document, clarify the original intention of the document, and then give instructions. It is easy to have instructions that are contrary to the spirit of the document or do not conform to the original intention.For example, sometimes higher-level documents and lower-level reports propose several solutions and solutions to a certain problem.The leaders marked "agreed" or "according to" on the above, which made the executive department not know what to do.Secondly, the leader's instructions must be used accurately and clearly, and the words should not be vague or unclear. This will also cause difficulties for subordinates to implement and reduce their own prestige.

principle of proportionality Signing and approving documents is a necessary form for leaders to perform their leadership duties, and it is also an actual manifestation of their status and responsibilities.Therefore, when signing and approving documents, the leader should first consider the level of the agency he is in and his own scope of power, that is, the relationship between the language of the document to be signed, the content and tone of the document, and the identity and status of the person who signed the document. commensurate with authority.Neither can arbitrarily overstep the scope of power at the same level, nor can they arbitrarily give up their own powers of division of labor, so as to truly exercise their power in a highly responsible manner in accordance with the principles of hierarchical management, collective leadership, and division of labor.

Leaders should pay attention to the following points in their instructions: 1. Guiding instructions Such instructions are mostly used to make instructive remarks on the whole or part after reading certain documents and materials.Attention should be paid to the following points: First, the instructions must have a strong ideological nature. From a certain typical trend or example reflected in the official document, we must discover important discussions of a coherent nature, which will shock people and form appeal and appeal.The second is to be targeted, and to express opinions closely in conjunction with the actual situation of the department and unit, and play a guiding role.The third is not to be limited to the specific handling opinions on the matters involved in the official document, but to extend the specific matters for the purpose of enlightenment and guidance.

2. Supervisory instructions Supervisory instructions are mostly used for approval, transfer, or assignment opinions from superiors, situation reports, letters from the masses, and feedback from other channels.The main points to note in such instructions are: Approval objects should have a clear direction to facilitate the acceptance of the named units or departments. It is best to choose typical issues that are instructive and representative, and do not give general instructions. The content of the instructions must have specific processing requirements and time limits, so as to facilitate reminders and inquiries. 3. Approval instructions Approval approval instructions are mainly used for the approval opinions of subordinates' requests for instructions and reports, as well as the final approval of the reviewed agency manuscripts to clarify whether they are signed and approved for issuance.This type of instruction should mainly pay attention to the following points: First, the opinions expressed by the critic should be commensurate with their own position or division of labor.The second is that the content of the instructions must meet the requirements of relevant laws, decrees and policies; the third is that the attitude must be clear, whether it is for or against, whether to implement or not, and which units and departments should implement it must be clearly stated. 4. Inquiry instructions Consultative instructions are mainly used to put forward consultation, questioning or negotiation opinions on issues that are difficult to decide in the approved official documents, as well as suggestions that need to be countersigned.What should be paid attention to in this kind of instructions: First, we must be prudent and humble so that others can consider and reply.The second key point is clear, the crux of the matter is grasped, the reasons are sufficient, and the investigation and understanding are done in advance, which makes people feel that it is necessary to re-study and discuss. It is a commonly used and important leadership method to grasp the typical, use the typical to guide the work, and drive the general.But in actual work, many leaders don't know how to grasp the models. Either they don't have models, or the models are advanced and not persuasive, or the models grow abnormally and die halfway.So, as a leader, how can we grasp the typical example? If a leader wants to grasp the typical, he must first be good at discovering the typical.Any model comes from our social life, so it cannot be perfect, and its shortcomings in some aspects will not affect it from becoming a model.As a model, the most important thing is to look at its mainstream and essence. As long as the mainstream and essence are good, represent the spirit of the times and the direction of development, and are top-notch in this unit and industry, we must dare to affirm, publicize and establish It, don't pursue perfection, don't be afraid of some people's gossip.Any typical is only relative, don't take it so sacred, the typical also has a process of continuous improvement and maturity. It is necessary to objectively publicize the typical.A model is an advanced representative, and it is only natural to promote the model and call on everyone to learn from the model.However, typical publicity must be objective and realistic. While emphasizing the promotion of typical advanced, good, and positive things, it should not cover up the bad parts, but also show them, and try to give everyone a three-dimensional and vivid image. Typical, let people have a comprehensive understanding of typical.There are two points to avoid when promoting typical models: First, do not exaggerate the facts.Second, don't raise it arbitrarily. Be realistic about the typical.It is normal for things to be replaced and transformed, and it is not typical to engage in "lifelong tenure".If a good model has become relatively backward due to insufficient subjective efforts or changes in objective conditions, it should be replaced by a new model.There is a unit that has been an advanced model for many years, with dozens of awards and pennants, but later, it has gone downhill, and even some aspects are not as good as ordinary units.But in order not to make it fall, the leader insisted on letting it last for 5 years.There was a lot of discussion among the masses, and the cadres of this unit were also very ashamed. They could neither get up nor get down, making them very embarrassed.Therefore, we must seek truth from facts when dealing with typical models, and publicize and praise those who are indeed always advanced.For those who have fallen behind, don't let them persevere.Of course, we must also do a good job in the work of resigning from the original model. Don't let everyone support you when you go up, and no one cares about you when you go down.It's not embarrassing to make them feel logical.It is necessary to promote typical competition and let typical models have rivals.Only when there are rivals can one be competitive, competitive, and energetic; only when there are rivals can one see the superiority and inferiority, can the typical ones see their own deficiencies, feel pressured, and promote a large number of new typical ones to constantly stand out. Models must be cultivated correctly.The discovery of typical models is only the premise of grasping the typical models well. To make the typical models grow up healthily, be persuasive, and play the role of typical models, it is also necessary to cultivate the typical models correctly.Typicals also live in reality, and they also have emotions, joys, sorrows, and joys; they also have their benefits and sufferings; they even have more sufferings and difficulties than ordinary units and individuals.Therefore, we must take this into consideration when cultivating typical models. Not only must we purposely let them take on some important tasks, let them beat, hone, and make more contributions; we should also care about them and help them solve practical difficulties and problems. When cultivating typical models, you should also pay attention to the following issues: Do not "feed" specially.In the process of typical growth, appropriate financial, material and human support is necessary, but if the typical unit is regarded as the "crown prince" of the unit, asking for money and goods, feeding "special nursing milk", If "preferential fertilizers" are applied, people will think: "This model is not created by themselves, but fed by the leadership", and they will not be convinced. Don't "set up a shed for shade".The typical ones are developing, and even the relatively mature ones still have the problem of pioneering and innovating.However, some leaders tend to protect the typical model when it is well-known, and regard the typical model as a "glass bonsai" that is only for people to watch.For example, after a certain car is designated as a "safe driving red flag car", it will not be allowed to run on dangerous roads.A certain unit is rated as a "big profit maker", and it will no longer do low-profit work.The models cultivated in this way lose their role as models. Correctly handle typical output and input relationships.If there are too many typical reports, introductions, writing materials, and attending meetings, etc., there will be too much output, and it will inevitably make ends meet, which will exhaust the typical.Therefore, it is necessary to allow typical models to have opportunities to consolidate, improve, and create while outputting and releasing heat.Try to reduce some unnecessary meetings and experience introductions, do less pilot projects in typical units, let them focus more on practical work, and help them continuously create new achievements and experiences, so that their income exceeds their expenditure. Only in this way can the typical vitality greatly enhanced. Documents are an important tool for conveying information and implementing management.The main disadvantages in the processing of official documents are: more and more documents, more and more complicated briefings, longer and longer texts, slower and slower turnover, and worse and worse implementation.In this way, not only will the leaders suffer from paperwork, but also a lot of human and financial resources will be wasted, work efficiency will be affected, the work style of the leading organs will be corrupted, and bureaucracy will be fostered.The main solutions are as follows: screening communications All communications should be read and handled by the secretary or assistant first, and let them select important documents from a large number of communications, and then send them to the leader for review.For materials that are too long and must be understood, the secretary should highlight them, or compile them into a short summary, and then provide the leader for reference.According to statistics, a mayor spends about 20 hours a week on approving various written reports, an average of more than 3 hours a day.According to the current file format, if you delete the "boots" and "hats" at the beginning and the end, you can save 5 hours of reading time per week; if the secretary can make a summary, you can save 10 hours. It saves 400 hours a year, calculated according to the 8-hour working system, which takes two months! control posting Leaders and office heads must strictly control the publication of documents, effectively control the frequency, quantity and scope of publications, and strive to improve the quality of publications.Do not publish any content that is empty or unclear; do not publish those that can be conveyed orally or by telephone; do not publish those of poor quality, send them back and redraft them; for those documents that are copied from the top and "forwarded" layer by layer, as little as possible or Don't send it out; those so-called "briefings" that are casual, insignificant, and often contain thousands or even tens of thousands of words should be resolutely banned.As for which departments can do briefings and which departments do not need to, the leading organization must have a unified grasp, so as to make it less and better, and prevent indiscriminate handling, which wastes the energy of staff and leaders.Necessary documents and presentations should also be of high quality, straight to the point, straightforward, and concise.There should also be a limit on the length, such as whether a briefing or a general request for instructions can be limited to 1,000 words, and the elderly will not accept or issue it.The scope of distribution of official documents should also be strictly controlled. Send them to whatever level they should be sent to, and only those departments should send them to those relevant departments. Don’t send any irrelevant ones. Don’t send them to all departments regardless of the content. . Urge to finish the text The fact that a leader has given an instruction to a certain official document does not mean that the processing of the official document has been completed, but should continue to grasp the implementation of the instruction.The leader can designate a secretary or assistant to be responsible for the investigation, to see if the order was issued on time?Have you put it into practice?What is the result of the implementation?Let them report back the processing situation in time and report to the leader who approved the document.For the instructions on major issues, leaders should also personally intervene and supervise.This is not only an important means to speed up document turnover and give full play to the role of documents, but also an important measure to change leadership style and improve leadership effectiveness. The debriefing report is a written material for leaders to report to their superiors and the masses on the completion of their responsibilities.How well the debriefing report is written can not only reflect the leader's comprehensive generalization ability, logical thinking ability, written and oral expression ability and personality characteristics to a certain extent, but also directly affect the superior leaders and the masses' perception of the debriefer's work situation. understanding and mastery.Therefore, leaders at all levels must carefully write their own debriefing reports.Now some leaders have done a lot of work, and their work reports are not short, but people just can’t make up their minds after hearing it. It is difficult to have a comprehensive understanding of his work through the work report.The key reason is that the debriefing report is not written to the point.So, how can leaders write their own debriefing reports? First of all, explain your job responsibilities and work objectives concisely, and clearly define your responsibilities.In other words, you should first clarify what you should do in this position. Secondly, when describing the achievements of your own work, you must handle two relationships: one is the relationship between the role of the individual and the overall effectiveness of the team.A common problem in debriefing reports now is to write personal debriefing reports as unit work summaries.Some leaders don’t even use the first person pronoun “I” when reporting their work, but the whole article talks about “we” and so on. It is hard to see what the leader has done since he took office. What a difference it has played.It is unacceptable to write this way, and the role of individuals should be distinguished from the role of the leading body as a whole.The debriefing report is mainly to write clearly about the work you have done personally, the role you have played, and the achievements you have made.The second is the relationship between individual performance and the overall performance of the department in charge.It is necessary to seek truth from facts, one to say one, and two to say two, neither to take the achievements of subordinates to oneself, nor to push one's own achievements to subordinates.When talking about the achievements of subordinates, mainly talk about what is related to you, and explain what role you have played in it. Again, the debriefing report must be written by the leader himself.Nowadays, there are still many phenomena in which debriefing reports are written by people. This is an important reason why many debriefing reports are unsuccessful.The debriefing report should be written by the debriefing person himself.Because the work I do is the clearest and the deepest experience, the things I write are more vivid, realistic and credible.However, entrusting others to write on behalf of others is the easiest way to make mistakes in conceptualization and digitalization, and it is easiest to write personal work reports as work summaries of units and departments.It is understood that most of the debriefing reports that are well evaluated by superior leaders and the public are mostly made by the debriefers themselves. Finally, you must realistically state the main work you have done, and properly evaluate your achievements and deficiencies.Don't be embarrassed when talking about grades, and don't discount them.For the main work you do, you must have the main and the secondary, have a bit of a face, have specific examples, and have numerical explanations.Never keep a "chronological account", describe the specific details of each job in general, or list a large number of numbers.In that way, it will make people feel tedious and boring, and they will not be able to grasp the main content of your work.At the same time, you must also write clearly about what good ideas you have come up with in your leadership work, what effective measures you have taken, what the results are, whether you have made any major mistakes, and how much responsibility you should bear. In their day-to-day work, many leaders feel the headache is too much unplanned work.This kind of unplanned work mainly comes from four aspects: The first is the petition of the employees of the unit.Most of them are for personal issues such as work arrangements, children's employment, policy implementation, housing, wages, rewards, promotions, and transfers; Favor, go through the back door, let you help with things.The second is that the subordinate cadres come to ask for instructions, ask the leaders to sign and express their opinions, or go out to help them solve problems.The third is that the higher-level leading organs come down to inspect and guide the work and the horizontal exchanges between fraternal units.The fourth is some dispensable internal and external meetings that have little to do with oneself. For these unplanned work, it can be said that every leader cannot avoid it.But how to deal with it is ingenious.If it is handled well, it can not only close the relationship between cadres and the masses and the relationship between superiors and subordinates, improve leadership prestige and work efficiency, but also buy a lot of time to deal with more important issues and make work more effective; If you don't do what you should do, but do what you shouldn't do, you can't help but spend most of your time on trivial matters, causing work to suffer. What should a leader think of these unplanned tasks?The author believes that many of these work are sent to the masses, and leaders should not reject them because they are not included in their work plans; some things, such as necessary reception work, also belong to leadership responsibilities Within the scope, it is only because it often comes unexpectedly and is unpredictable, so it is not easy to put it into the plan, and it can only be dealt with at any time.There are also some things that are purely interference to the leadership work and have no positive significance, such as unnecessary entertainment, meetings that should not be attended, etc. Some leaders do not distinguish which unplanned things should be done and which should not be done. Adding analysis is all regarded as what one should do, so there is no matter how big or small, no one is rejected, and as time goes by, affairs are entangled.Both of these practices are signs of a lack of leadership. So, how can we handle it well? The general principle is: For those things that are within the scope of your duties and can promote your work, you should not push them away because of your busy work, but handle them patiently, seriously and responsibly; Don't get entangled in things that you deal with or that are purely interfering with your work, so as not to delay your work.Let's talk about it from three angles: 1. How to treat subordinates who ask for instructions It is a normal leadership activity for subordinates to ask their superiors for instructions. The problem is that there are too many "requests" now.The reasons may be in the following aspects: some subordinates are used to asking for instructions, have poor ability to deal with problems, and have to ask their superiors for help in case of trouble; Subordinates are tactful and afraid of being responsible. It was originally his decision. He insisted on asking for a "sword of Shangfang", so that if something went wrong, he could push it up; It is determined what matters should be consulted to the superior; some superior leaders are too powerful, and the subordinates have to ask for instructions on everything.To solve these problems, we should proceed from the following aspects: According to the different functions and tasks of different leadership levels, clearly divide the responsibilities and authority of the top and bottom, so that each performs its duties and assumes its own responsibilities. Strengthen the assessment of cadres, improve the quality of cadres, and promote the improvement of cadres with low abilities as soon as possible.Education should be strengthened for cadres who are afraid of taking responsibility.Those who are too incompetent or extremely irresponsible, and will not change after education, should not be tolerated, but should be arranged separately. Leaders should often go deep into the grassroots, go deep into the masses, actively discover and solve problems, don't wait for the subordinates to ask for instructions, and learn to take the initiative in their work. 2. How to treat visits from internal subordinates Although the contents of some petitions are personal issues, they are within their own responsibilities and they are their direct subordinates, so they should not hesitate to prevaricate, but should listen to opinions carefully and deal with them correctly.For relatively simple problems, it is of course best to solve them immediately.If the problem is more complicated and the workload is heavy, you can instruct the petition department, relevant functional departments or the staff around you to do a good job of investigation and research, come up with solutions, and then make a decision.This can reduce your workload. If a subordinate's petition is for personal issues, he must first distinguish whether it should be handled by himself.Generally speaking, the leader does not handle such problems on behalf of the subordinates, and the leader should not directly deal with matters that are within the purview of the next level or functional department even though the subordinates come to them.Especially in large units with many leadership levels, the leaders at the top should not directly intervene in the problems of different levels.For a long time, there has been an impression among subordinates and the masses that the more high-level leaders and main leaders are found, the more problems can be solved.Some leaders also consciously establish this kind of image among the masses, regardless of their level, regardless of whether they belong to their own authority or not, they can talk to people when they come, and respond to requests. In this way, more employees will petition, and more and more people will come to you, but you don't understand the actual situation at that level, and you often don't handle it properly, making it difficult for lower-level leaders to work.If you know that you should not handle it yourself, please ask the visitor to go to the unit and department where you are.If you don't know in advance, and after the talk, you find that you shouldn't ask him directly, and ask him to go where he should go.If the problem is more important, the superior can remind and urge the subordinate units or relevant departments to deal with it in a timely and correct manner.This scale is mainly controlled by the leader himself outside of working hours. During working hours, the secretary or the office can "filter" the visitors. Those who should be received should be arranged in order according to the priority, and they should be accepted one by one. Those who receive the reception shall be introduced by the staff to the relevant departments.The masses will not come to you directly if they see that this unit can solve problems.If the leader at the lower level is irresponsible and pushes it up and down, you have to criticize and educate him so that he can take up his own responsibilities. If the subordinates’ petitions are not for personal problems, but to criticize the leaders, make suggestions on the work, or reflect some valuable situations and problems, the leaders should warmly receive them, listen to them with an open mind, and praise their courageous and responsible spirit and encouragement, For the general and tendentious problems in the vital interests of subordinates, leaders should take more overall measures, create as many conditions as possible, and actively solve them.If it cannot be solved for a while, we should do a good job of publicity and explanation while creating conditions, so as to gain the understanding of the masses, thereby reducing petitions. 3. How to treat meetings and external guests For visits from fraternal units, be friendly and enthusiastic without losing etiquette.Generally, the corresponding reception method of soldiers against soldiers and generals against generals is adopted, and it is not necessary for everyone to be received by the leader. For superior leaders or leading organs to inspect and guide the work, the leaders must personally receive, report on the work, and listen to their guidance on the work of the unit.Some can be accompanied to the end, while others may not. In many cases, the functional department can also report, and the visit can be accompanied by relevant personnel. For meetings, we should treat them differently according to the situation.If the meeting held by the superior is the work that you are responsible for, or the meeting that you must attend if you are assigned by the leadership of the unit, you should attend the meeting; there are business meetings held by some functional departments, and the department leaders can go, but the leaders do not necessarily join.The meetings held by subordinates or various departments of the unit should also be considered first, should they attend by themselves?Should we speak?If you have to attend every meeting and talk about it every time, not only will the leader's energy be incompetent, but there will be many disadvantages.