[White-collar professionals] advanced workplace skills

Advanced reporting contact
1. Report to the supervisor before being asked.
2. Reports should be reported when the work can be predicted to be completed.
3. The first report of complicated work is to report your plan.
4. For the sake of the other party, contact the other party to reassure them.
5. The frequency of the contact provider should be determined based on the specific situation of the Object/situation.
6. Find out your boss's intention.
7. Respond to the concerns of superiors.
8. Sort reports according to the importance of the superiors.
9. Do not wait for the indicator family.
10. Report problems.
11. The purpose of the report should be to solve the problem, so the report should be a proposal.
12. The more you report bad things, the more you need to fully predict your boss's questions.
13. Use the most appropriate method to report to the contact provider.
14. It focuses on solving problems and reporting them to the relevant vendors.
15. Use facts and data to make people convinced.
16. Establish the awareness of finding people to discuss problems.
17. Report to your boss in a prompt.
18. Do not overstep the authority when handling problems for your superiors.
19. Pay attention to the use of daily contacts to create an environment for mutual assistance.
20. If you want someone to help you, you should first contact him for help.

Cadre Liaison Officer
1. All the mistakes in the team are under the leadership.
2. Even if you criticize your subordinates, pay attention to skills.
3. Create a relaxed communication atmosphere in the team.
4. Treat subordinates with a mentality of treating customers.
5. Cultivate the awareness of the obligation to report.
6. Listen carefully and let all the subordinates speak out.
7. Use the question to induce the subordinates to speak the information you need.
8. Frequent and simple negation makes it difficult for subordinates to communicate with you.
9. Only by daring to protect the leaders of the subordinates can they unite their centripetal force.
10. Teaching is not as good as coaching ).
11. Although it is hard to strike the iron into steel (under the Ministry of Education Adjustment), it does not cut firewood by mistake.
12. Middle-level cadres should understand their business philosophy and guide their subordinates not to deviate from the overall goal when they cannot ask their superiors.
13. Cadres must have an "eagleeye" overlooking the whole, and an "ant eye" to control details.
14. The reporting methods of middle-level cadres are more flexible and appropriate.
15. Process, refine, complete, and then send the obtained information.
16. The following instructions must be specific and clear.
17. Understanding the status and needs of the other party helps to use information to mobilize the other party.
18. Only by sharing information with subordinates can consensus be reached.

Capabilities/awareness under the cadre and handsome Department
As a cadre, we should have the following five capabilities: observation, criticism, expressiveness, authorization, and persuasion.
Observation Force:
1. Did you consciously observe your subordinates on weekdays?
2. Are you sure you want to observe the working status of your team?
3. Have you noticed what your team said?
4. Do you know what your subordinates care about?
5. Do you pay attention to some details?

Criticism:
1. Have you and your subordinates confirmed what they want to improve?
2. Have you held the hope of growth under your team?
3. Do you think that the "criticism" Team is also a task of leadership?
4. Have you specifically pointed out the areas for improvement?
5. Have you expressed your expectations for your subordinates in terms of language or expression?

Expressiveness:
1. Do you realize that praise can improve the enthusiasm of your subordinates?
2. Do you pay attention to collecting materials from the praise team in your daily work?
3. When you praise your subordinates, have you considered choosing the right time?
4. Do you use specific tasks to praise your subordinates?
5. Will I use some details to praise my subordinates?

Authorization force:
1. Do you have the current capabilities of your subordinates?
2. Are you clear about the purpose of assigning tasks to your subordinates?
3. Are you clear about the scope of work authorized to the subordinates?
4. Have the subordinates been given an obligation to report midway through?
5. After assigning jobs to the subordinates, as a superior, have you followed up?

Persuasive power:
1. Have you told the subordinates about his expectations?
2. Do you have a strong sense of communication with your subordinates?
3. Do you have the enthusiasm to persuade your subordinates?
4. Have you sorted out the content you want to pass to your subordinates?
5. Have you thought about how to have an impressive conversation with your subordinates?