And an forgetful boss.
Some bosses are forgetful. They clearly said something the day before, but two or three days later, he said he didn't say it at all, or said it the day before, but two or three days later, he said it was that. He is often upset. He often forgets things. The way to deal with such a boss is: when he tells an event or shows a certain point of view, subordinates can pretend not to understand, ask him several times on purpose, or put forward their own different points of view to deliberately arouse discussion, so as to deepen the boss's impression. Finally, you can summarize the boss's statement and repeat it to the boss in short language so that he can remember it firmly.
Some bosses, when you give him a certain material in the morning, will solemnly say that he didn't take it at all in the afternoon and ask you again. For such a boss, the feasible way is not to leave when delivering the materials, or to entrust others to transfer them. The contact time can be extended appropriately, and the materials can be specified. If there are others, let them know that there is such a material, which can expand the influence and increase circumstantial evidence. If it is an important material, you can ask your boss to sign it, and generally don't entrust others to transfer it. If it is necessary to transfer, you can call the boss before or after delivery to explain.
If you are a secretary, you receive a document or written notice from your superior asking your boss to attend a meeting or activity. Then show him the notice directly, draw the time, place, items and other related elements with his strokes, or write them on his desk calendar. If it is a telephone notice, you can turn the specific content into a written notice and send it directly to the boss. If not, you can put it on your desk, but you should repeat it when you meet afterwards.
With a vague boss * * *
Some bosses are vague when assigning work tasks, and they are unified in a cage and never specify specific requirements; Some can be understood as this and that; Some of them are self-contradictory, and subordinates can't operate or execute them at all. Once you do it, some bosses will blame him and say that his request is not like this, and you made a mistake. For bosses who often do this, when accepting tasks, they must ask for specific requirements in detail, especially the completion time, personnel implementation, quality standards, and the amount of funds. And record them one by one, so that the boss can approve them before starting work.
You ask for a job and ask for specific indicators or a definite answer, but some bosses don't have a clear attitude when they call, some just say "I know" and some say "it's up to you". Sometimes asking for instructions or reporting are mutually exclusive, either doing it or not doing it, but some bosses don't make it clear. In order to avoid unnecessary troubles in the future, subordinates can repeatedly explain their wishes and try their best to induce them to have a clear judgment. When necessary, you can use the method of providing language premise, such as: "What do you mean?" Let the boss continue, or let the boss answer with speculative judgment, for example: do you mean XXX? When the boss has a clear judgment, repeat it several times immediately to strengthen it, or it can be further extended. If so, what will happen?
And a sloppy boss * * *
Some bosses are sloppy and often do ridiculous things, leaving their subordinates at a loss. Some people don't study the above-mentioned documents seriously, don't attend the meetings held by superiors seriously, and express their opinions, put forward opinions or communicate them publicly without fully understanding the basic spirit. For example, the manager and secretary of a company went to the bureau to attend the housing reform work conference. At the meeting, the manager is either joking or going in and out, not serious. When he sent it back to our company, he just followed the script. When the worker asked specific questions, he was speechless and couldn't explain clearly, and he didn't understand some things himself. At this point, someone asked the secretary present. Facing an embarrassed boss, the secretary is very clever. He didn't say that the manager didn't listen carefully, nor did he explain the problem in detail. On the contrary, these problems are still uncertain. I will ask them in a few days and give them an answer. In fact, the secretary is very clear, just to take care of the boss's face and deliberately say so. Afterwards, the secretary explained to the boss the questions raised by the employees. It's a bit fake for the secretary to do this, but it's completely feasible from the perspective of interpersonal relationship.
Some bosses draw conclusions without carefully reading the applications, reports, reports and other materials of their subordinates, and then sign the instructions. In this regard, subordinates should be treated separately according to specific circumstances. If it's good for you, but it's beyond the scope, don't keep it secret, but point out its inadequacies with a smile; If it is unfavorable or very unfavorable to yourself, you can make necessary explanations, don't be impatient, don't criticize and complain too much, lest individual confused bosses get angry, stick to their opinions and make mistakes. Some materials or events are urgent and important, but some bosses are careless and put aside. For such a boss, the only way is to repeatedly affirm and emphasize, preferably three or four people take turns to emphasize, so as to attract their attention and take it seriously.
And an ignorant boss
Ignorance here refers to an ignorant, ignorant and unwise layman. Some bosses clearly don't understand, are amateurs and are not good at it, but they know fashion and pretend to be experts. He wants to show himself, he wants to intervene horizontally, and some even want to command blindly. Such bosses can be treated separately. If it is an important matter of principle, subordinates can directly clarify their views, or argue or resolutely oppose it; If it is a general problem that has nothing to do with the overall situation, subordinates can handle it flexibly and try to avoid the intensification of direct conflicts and contradictions. A large-scale and advanced library was recently built in a city. When it was basically completed, the director of the Municipal Cultural Bureau instructed his secretary to hint to his subordinate librarians to write down the name of the library. The secretary knows the director's accomplishments in calligraphy. He graduated from junior high school, and he can't even tell Liu Ti from Yan Ti. The secretary knows that the librarian invited a master calligrapher from the province to write the name of the museum. He was embarrassed: if he didn't talk to the curator, the curator would blame himself for asking about it later; Say, knowing this, isn't it hard for the embassy chief to be passive? Later, he made a suggestion and agreed with the curator: the director's inscription is also useful, but the production is simple and the materials are average. The calligraphy master's inscription is temporary, but the materials are exquisite and the production is fine. In the future, once the director leaves office or is transferred, he will be replaced immediately. At the same time, send someone to explain the reason to the calligraphy master and apologize. It should be said that many people will understand this flexible way to deal with such an unwise and ignorant boss.