You can't say no, but you're stuck with your skin, and the more you're stuck, the more you put the label on yourself。CareerThe dumbest response is to treat all arrangements as orders that must be carried out unconditionally, without analysing why the leadership is doing it and what he is doing。
The leader sees the motive first
There are two kinds of motivations for the leadership to arrange for you outside your duties. One is to create a problem, to put in a mess that no one else wants, to test your bottom lines and consume your energy. And the other is to really prepare you and give you the challenging work. The test is practical: to see if the job has anything to do with your core business, to see what the leadership's attitude is to you, to see whether it's temporary or deliberate。
If the leader always likes to give you small shoes, with all the chores, work, and no one wants to take it, then the probability is to make you a free laborer. Conversely, if the work assigned to you is in the direction of your profession, it is difficult, but it is against your career development, mostly by giving you an opportunity. It's a loss for you to lose your motivation and save the leadership human costs。
Don't be a good old man. It'll only get worse if you pick it up
The company it is outsourced and the response is always slow. Small week sales, usually helping colleagues with equipment problems. There was a major meeting where the equipment was not calibrated, there were repeated breaks, the outsourced engineers were unable to reach out, cho was hard-headed, and he couldn't handle it. The sales director called him into the office and scolded him so hard, and then he said, "the next time this happens, the end of the year is over."
Cho was in a hurry and went straight back: "i'm a salesman, not a webkeeper. I'm supposed to be paid for extra it work, and i'm entitled to an extra salary? Since then, the inspector general has never let cho talk to him about it again, but he's got no more problems from his colleagues。
Don't just say no. Go on
The dumbest way to say no is by taping the table and saying, "i've got too much work on my hands. I don't have time. It's too hard to say, it's like the public and the leadership are tearing their faces apart. The core of rejection is not to be tough, but to use the facts to get the leaders to figure out that "it's not realistic to find you now" and to kick the ball back in dignity, without harm。
The right approach is to be positive, but to show the time line. The leader told you to record a bunch of data into the business system, and you said, "okay, but i have to meet my clients this afternoon, i have a report, i'm busy at around 10:00, and i'll do it later." there is always a priority, and if the leader cannot wait, he will find someone else. You can't be a sinner, you can't be trusted。
The leader beats his head
The leadership sits in the office for macro-planning, has little idea of the personnel, process, time cycle of a particular operation and is often directed at the head. For example, the deputy director of the management has rushed to find zhang, saying that the new r & d project is in urgent need of a database architect, so that he can be recruited within a week, with a very strong tone, without any room for negotiation, as simple as hiring someone to buy food on the market。
She didn't have a hard-on, she laughed, and said, "mr. Li, you're too busy to read my job analysis report last week. Such talent is scarce in the market and generally does not volunteer a curriculum vitae, with recruitment taking at least one month. If it's quick, head-to-head digs from one's peers. "the vice president listens to me and makes the head hunt. It took the headhunters only seven days to find the right person。
It's hard to bring solutions
You can't just say, "i can't do it, i don't have enough time, i don't have enough manpower," so that sounds like a pushover. You have to delineate the problem and talk with data: how many people do this job, how long does it take, what's stuck in, what's the reason? Let the leader do the whole cycle, and he'll understand that you're not busy at all, not that you're looking for excuses。
It is crucial that difficulties be accompanied by alternatives. "no regular recruitment can be done for a week, but the first seven days will be done, with a budget of 100. 000. You can't walk away?" so you're not refusing, you're helping the leadership. The leadership would think that you're working out ideas, working hard, not excuses. Convincing with detailed data and real cases is a hundred times more effective than using emotions to block back。
The leader will prepare you
My classmate song was a senior technical engineer, who had a block chain project. The general manager saw his background and wanted him to lead the company's block chain development. It's very stressful for song, who has little development experience. Instead of pushing, he prepared a detailed feasibility report for the project, listing the manpower, financial resources, technical support needed and the pits that might be stepped on during the process, which he then interviewed the general manager。
If the leadership is trying to promote you and give you a chance to show up, you're afraid of pushing it, and you're losing your future. Accept it with sincerity, with a clear list of resources and support required, so that the leadership knows that you are not alone. It is the right way to move up the job market and take a good place, not to let others have the chance because of fear。
What's the most ridiculous thing you've ever been stuck by a leader? What did you do, flipped or rounded? The comment section would like to talk about your real experience. It would be useful if you could forward it to your colleagues who are also led by "arranged"。
