Within the organization, results simply don't come.

An organization is an organ of society. It can only be considered successful if it can make its own contribution to the external environment.

If one does not make a conscious effort to become aware of the outside world, the affairs within the organization will inevitably blind him from true reality.

All results exist outside the organization.

You cannot be an effective manager without committing yourself to learning to improve your effectiveness.

Effectiveness is a learned habit, a combination of practice.

Since it is a habit, it can be learned. Learning habits must be practiced repeatedly.

effective elements

You cannot rent, hire, or buy. The supply of time is not flexible at all. Time is always in short supply.

The road that is impassable with your feet can be made with your head - Eastern European Slavs

What matters is how time is used.

effectiveness performance

Pay attention to overall performance and pay attention to the external world, which is where results are produced.

The question of what contribution I can make is about tapping into untapped potential at work.

Talent is the biggest driving force for development, because people can adjust themselves according to external requirements.

A commitment to contribution is a commitment to effectiveness.

It is your responsibility to let others know you.

If you are willing to make contribution as your goal, you must make your products (knowledge) available to others.

Effective interpersonal relationships with a focus on contribution

Decision-making in employing people is not about how to overcome people's shortcomings, but about how to bring into play people's strengths.

There is no truly omnipotent person in the world. At most, there are only people who are particularly capable in certain aspects.

If you can only see people's shortcomings but not their strengths, and deliberately avoid their shortcomings instead of focusing on developing their strengths, then the manager himself is a weak person.

He may feel that the talents of others may constitute a threat to himself.

Adhere to employing people according to the situation rather than setting things up according to the people

Managers should maintain an appropriate distance from direct colleagues or reports.

1. Positions are designed by people. If a position is failed to be filled by two or three people, it must be redesigned.

2. The job requirements should be strict and the coverage should be broad.

3. When hiring people, you should first consider what you can do, rather than what the requirements of the position are.

4. While utilizing people’s strengths, we must tolerate their shortcomings.

1. Someone is not really good, but he is not demanding and survives under protection;

2. The manager's own ability is too poor and he misuses someone's talent to support a boss who is untenable;

3. A serious problem was lurking in the first place, and the problem was covered up by misuse of someone's talents.

You should be transferred anyway, the sooner the better.

Taking advantage of your boss's strengths is also the key to effective work.

reader type

listener type

Assisting your boss to leverage their strengths is the best way to be effective

1. Only negative opinions can protect decision-makers from becoming prisoners of the organization.

2. The counter-opinion itself is exactly the "another plan" needed for decision-making.

3. Opposite opinions can stimulate imagination.