The strategy of business management

　　

1. set a selfless goal. doing business on the right doesn't mean trying to manipulate others, or creating a scene that makes you profit. Broaden your horizons to look for things that are good for the lab, not just the things that are most beneficial to you. "On-the-top management" can include recommendations that can improve the visibility of the lab or make the whole team profitable. In order to have this mindset, as Jones wrote, you need a "real sense of humility". Remember, by helping your boss and your team, you will eventually help yourself, for example, by improving the culture of your working environment and ultimately benefiting yourself.

2. Understand what your boss, your department and organization need . Take a closer look at your organization's plans and the biggest investments, and then figure out how your boss and department are adapting to these plans. Seize every opportunity to come up with ideas that will benefit the larger departmental or institutional strategies and share them with your boss. Again, your goal is to help the team, the team is getting better, and you can make a profit.

3. Maintain and strengthen your professional skills . When you are looking for and developing a plan that is conducive to the overall interests of your lab or department, learn some skills that complement your boss's professional strengths, and you can become an authority in these areas of your team. For example, your boss may not be very good at the job counseling of a business, and if you learn this skill, you can provide valuable insights that will help your boss expand his knowledge. This can also help you to find a working lab partner in your business, and of course yourself. A friend of mine became an internal expert in the establishment of interpersonal and vocational guidance during his postdoctoral career--and everyone in the department and the Institute knew that anything related to career development training could come to him. A year or two later, he got a job at a major Japanese university, and that's the line!

4. Treat honor and negligence with humility . As Jones wrote, "Honor is a huge resource that should be shared rather than concealed." "Sharing your honor wisely can prevent you from being labeled as a horse-polisher. Similarly, when someone needs to take the blame, you should share more. You can win respect and trust by being the one who takes the initiative to take responsibility and give the solution quickly.

5. Do not make big news when reporting upwards. the dog has enough blood in the lab, so don't do anything that might fuel the fire. You have to be the one who can bring a solution to the boss without having to make the atmosphere more tense. Avoid exaggeration, gossip and negative emotions. In this way, you can get a reputation for frankness and wit. Don't say what the boss wants to hear, but describe the problem in a precise way, and give positive suggestions that can push the problem to a solution.

Choose the Right method

"On-top management" is a highly individual process and you need to know something about your boss. You cannot start the business on the first day of entering the lab as a postdoctoral fellow; you need to see, hear, and study before you know anything about the boss's style.

We can use "communication" to illustrate this principle. Communication is a key component of effective on-the-ground management. In general, communication is an interchange process that requires both parties to participate in order to achieve a successful outcome. If we sit down and have a cup of coffee to talk about, then it is our common responsibility to ensure that the interchange goes smoothly. Unfortunately, your communication with your boss isn't always the case. Just because they have higher prestige, they don't have to obey the same rules.

In the communication with others, you send out your own information and expect to hear their feedback. But when communicating with your boss, you need to pay great attention to the way she prefers to communicate and adapt as needed. Does she like direct communication-asking you to hit the key and say it clearly in a minute or less, or do you have a broken ice link before you get to the point? Everyone is different, and if you can precisely adjust your communication so that it matches the pattern your boss likes, the information you send will be better received.

Whatever the boss's style, Jones advises that communication should be kept concise. "Simple and clear," she wrote. "Suppose your boss is very busy and doesn't want to waste time." If you ask for three minutes to discuss an important issue, but before you cut into the topic for 10 minutes, your boss may feel impatient or be annoyed by the time you spend. To avoid this embarrassing situation, she went on to write, "plan ahead." Clarify the key points in your mind before you talk, and be prepared to express them concisely and directly. ”

Based on my previous experience, we all want to talk about as many topics as possible in a conversation with our boss. Most of the time, you can't meet your boss often, so you want to express every detail you think about in a compact way. But the point is to sort your questions by importance. Try to limit the number of items included in the conversation. If you try to discuss more than three or four questions at a time, you're at risk of exhausting each other's patience. In my opinion, nothing is more frightening than when I try to articulate a very important question, but the boss keeps looking at the watch.

Finally, there is a fact that there is a basic universal application of "on-top management". The boss doesn't like it when you come in and chatter about the problem without proposing a plan of action to deal with it. "Tell me the solution, don't just say the question." "That's what my first boss said. Yes, you might be looking for a boss to get her or him to solve an important problem, but you still need to come up with your own approach. She may not take your advice-if so, don't be angry, and gradually you will be respected for being proactive and creative in solving problems. Then when your boss first adopts your advice, you'll feel great.

Some bosses will gladly accept compliments and look forward to the sycophant of the people who pursue the strategy, but you are not. No matter how your boss feels about himself, she or he needs a team that has a vision that is not as narrow as a selfish horse-polisher, and can be considered in a larger way.

The strategy of business management