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It's about to be the middle of the year, and the mid-year report is not only a summary and sorting out of the work in the first half of the year, but also a preparation for the work in the second half of the year.
So how to do a mid-year report in order to fully show your ability?
Take a look at the 3 details of the mid-year "upward report" that executive coaches have listed for you:
01
Coach Gao Lin:
Work performance ≠ value of work
Ability to work ≠ Work performance ≠ Work value ≠ Your work value in the eyes of your boss
For example, let's say you're an IT supervisor and you're reporting to your boss, the IT director, and you say something like this:
"Last week my team installed a new server, two hard drives for the orders department, and computers for the new employees in the warehouse. In addition, 15 IT service hotlines were resolved. ”
This is the work performance, because it is based on the content of your own work.
If the same debriefing, you say this:
"Last week I helped the orders department process the large amount of data generated by the customer, and also supported the warehouse expansion and recruitment required for the launch of new products. (Add some specific content later)
This is the value of the work, because it is based on the goals of the boss and the company.
See the difference?
The former does a lot of work but always feels like "just a worker", while the latter sounds like the boss feels more related to his goals, so he likes to listen more and is more attentive.
If you're not convinced why your boss doesn't value your work performance, it's probably because you're confusing work performance with work value.
Work performance is objective, while value is subjective. The work performance is based on the content of your work, so you have the final say, and the work value is based on the boss's goal, so he has the final say.
Here are a few key summaries to keep in mind:
"Work Value = Work Performance + Impact on the Company"
"Achievement is the achievement metric, and value is added to my own thinking. ”
"Achievement is to get the job done, and value is whether you have created benefits. ”
"Work performance is just a number, and work value has an invisible future performance."
So it's not that you don't have talent, it's that you don't know how to communicate upwards to more fully reflect the value of your work, or you may not know the real goals of your boss, so you mismeasure your value.
In the workplace, your value is reflected in whether the work you do supports your boss's goals.
Over the years, when I was training in Fortune 500 companies, I often asked students a multiple-choice question: "How much time do you spend each day understanding your boss's goals?"
Basically 50% of people will answer, "Wait until I'm done with my own work." ”
There are also a considerable number of students who choose "rarely" or "never thought about it".
What surprised me even more was that when asked if you knew the goals of your boss's boss, some of the students couldn't even call the name of their boss's boss, let alone understand his goals.
Why is it so important to know your boss's goals?
Because the most important part of managing upwards is managing the expectations of the boss.
You need to figure out exactly what that standard your boss thinks you're doing "well" or "badly" is. The minimum expectation that the boss has for you can be seen in your job description and department KPIs, which is public information.
And it's up to you to dig out and figure out the higher expectations, because many times it's not on the surface.
02
Coach Sun Jie:
Work reports should not be based on facts
First of all, let's take a look at why the work report can't be based on facts?
As an employee, no matter what kind of report you make to your boss, the ultimate goal is to make him make better decisions. However, when he has to make decisions in the face of many uncertainties, facts and figures alone cannot move his heart.
Because many of people's choices and decisions are made by heart, not by brain. As the saying goes, if there is no heartbeat, there is no action!
Many decisions in the workplace are not black and white, either/or absolute. There is a lot of uncertainty about who you will get a promotion or raise, and which products you will buy for sale.
When decision-makers are confronted with uncertainty, they mostly use intuition to fill in the unknown. Intuition, on the other hand, is a "feeling" rather than thinking.
In fact, many times we just use data and facts to confirm our instincts.
Secondly, when reporting work, I don't think about whether I can be recognized at all, either fake modesty or live Lei Feng.
The boss needs to see the golden egg, and even more needs to recognize the golden rooster! The question is what do you want the boss to recognize?
Employees with low emotional intelligence only want your boss to recognize your results;
Employees with medium emotional intelligence also want him to recognize your abilities;
Employees with high emotional intelligence understand that in addition to this, they need to recognize your potential.
The results can be obtained by looking at the report, the ability can be guessed by looking at the results, and the potential needs trust and imagination to think of.
Trust and imagination need to tell a story to let your boss see your thinking patterns, value orientation, and internal motivation in the face of difficult situations.
There are only stories that are not well told, and there are no people who don't like to listen to stories!
That's why I often say that the difference between ability and potential is a story!
03
Hubert 教练：
2 story segments are often overlooked
First, the "conflict" is not deeply described
We often feel that the boss can't understand the value of your contribution according to his own expectations, but do you know where the value in his mind comes from?
To put it simply, it is the gap between the conflict at the beginning of the story and the success (perfect ending) at the end.
The bigger the gap, the greater the value.
For example, if there is a problem in the sales process, the pain points for the company boss are extremely high: tens of millions of orders are lost, several important customers are lost, and new customers are not willing to cooperate with the company).
And the solution you give the boss is finally relieved or happy: no more mistakes, big customers return, new customers are won, and sales orders are signed because the company has a more reliable process.
Climb from the abyss of despair to the peak of splendor, and they will feel "worthy".
The deeper the abyss, or the higher the peak, the greater your value in his eyes.
Second: scribble the "perfect ending" in one sentence
OMG! This leads to a very casual basic storytelling:
"Hey boss, it's nothing. ”
"Little things, really nothing. ”
......
In that case, your salary increase will also be "nothing".
If the storytelling starts with a "nothing" conflict and ends with a "nothing" ending, there are a lot of trivial details in between: "How many shifts I have worked, what technology have I used, how many meetings have I held, how many emails have I written, and how many presentations have I made".
If you were listening to such a debriefing and feedback, what would your reaction be?
It's basically like, "What you're doing sounds like a waste of time!"
So, if you can't describe the severity of the conflict you're solving, and you can't go into depth about how perfect the outcome is, you're not going to be worthwhile.
You may say, I'm just very humble, right?
I'm sorry, but humility should be reflected in the attitude of learning, not in the results.
Besides, if you really see through Hongchen and don't care about the result, then there will be no such and such entanglements.
A salary increase and promotion is not a question of "whether to add or not", but a question of "whether it is worth it".
The only solution to this problem is to get things right, tell the story well, and smooth out the relationship. When you become an irreplaceable character, it's no wonder that the boss doesn't chase you behind your ass for a raise and promotion!
There are no shortcuts, only paths.
As for how to tell a good story that will get you promoted and raised?
"Story Power" communicates actual combat
Report up to the bootcamp
In addition to the professional "Story Power" upward reporting course, there will also be a weekly online mock reporting and review through Tencent meeting video.
Really practice the communication and expression in the upward reporting scene, get the teaching assistant at the first time, as the real feedback of the audience, help you find mistakes, and avoid jumping into the pit in the report without knowing it.
PS: In real life, especially in important reports that determine whether you are promoted or not, there is only one chance, no one helps you practice, feedback, if you fail, you have no chance of promotion.
Moreover, the teaching assistants are all lecturers who have been trained by systematic storytelling trainers and have rich experience in the workplace, which can be a good helper for you in the next 21 days of work.