What is the right nonsense in the workplace?
Editor’s note: This article is from WeChat public account “ 张良 计 ” ( ID: zhang_liangj), author Zhang Liangji.
Today’s article talks about an interesting topic, the right nonsense in the workplace.
I wanted to write this because I heard a lot of this kind of information in my work recently, and it caused a lot of trouble to me and the little friends I worked with. So I write them all at once, and also help you identify them together and become a person who thinks and acts efficiently.
So what are the right nonsense in the workplace? Here are three things to keep in mind: :
Retelling what everyone knows: Fried rice
I often meet people like this when I work for an advertising agency.
When we propose to customers, some colleagues who explain the solution will repeat the demand information sent by customers over and over again.
This is the first correct nonsense:
Fried cold rice.
For example, customers say that we want to increase brand awareness. When he explained the plan, he said that our visibility was not enough and consumers didn’t even know our brand.
For example, customers say that our competitors’ prices are lower than ours, but the quality of our products is not as good as ours. The person who explained the plan then found a lot of research reports to tell customers, um, our prices are indeed lower than others, but the product quality is full.
When you have a good-tempered customer, you will be kind enough to tell you that your homework is quite good; when you have a bad-tempered one, you will come here like this:
“Did I come to you just tell me this?”
“Can you say something we don’t know?”
“I think you are paying for so much money.”
Why is he so angry? Because your inefficient communication is wasting each other’s time.
Now that the customer already knows where his problem lies, what he needs is a solution, instead of asking you to find a bunch of information to tell them that it is correct, your problem is indeed this.
Unless you have strong evidence to tell the other party that the problem was defined wrong at the beginning, your problem is not A, but B.
This does subvert the other person ’s thoughts and reflects your value. Otherwise, don’t “fry cold rice.”
In the past, I mentioned in an efficient communication article that the first principle of communication is “know yourself.”
What do you mean?
In the openingBefore, be sure to know to what extent the other party knows what you want to say.
If the other party knows nothing, then you must tell the story of the situation; if the other party is half-knowledge, then explain the information that the other party does not understand; Go ahead and analyze the phenomenon in depth, find insights, and provide solutions, rather than repeating the problem.
At this point, many real estate agents are doing very well.
When they help customers screen their houses, they often throw a lot of questions first, such as:
Autonomy or investment?
Are there any preferences for the lot area?
Full payment or loan?
Are there any special requirements for the floor?
……
Don’t find this annoying. In fact, every question they ask is constantly narrowing their choices to save you time.
There are so many houses in a city. If you find them aimlessly and without standards, the final result must be that this is not good and that is not good.
On the contrary, if you clearly indicate your needs from the beginning, it is often much more efficient to have a purpose and direction.
When I was working in a consulting company, one of the most useful skills I learned was combing problems. My boss told me at the time:
“Customers are confused, and you ca n’t follow them. Customers feel that they have a problem, you ca n’t follow the trend and say that you do have problems. You have to tell them what caused these problems, where to start to solve them, how many This solution solves these problems, what are the advantages and disadvantages of each of these solutions, how much resources need to be invested, and what are the returns that can be obtained. “
So in daily communication, be sure to ask yourself before you speak. Have I heard the other person countless times? What are the others who do n’t know but can hit the point?
Never be a person who talks about “fried rice”.
There are no clear instructions for the next step: talk empty talk
If your company likes to meet frequently, you must understand what I mean.
Many readers wrote to me in the background, and my boss talked for more than half an hour at the meeting. It was an industry trend, a cutting-edge development, and a vision of the future. However, the purpose of the meeting was to solve a productBug.
In the end, everyone was very aggressive after listening, and didn’t know what to do next.
This is the right kind of nonsense in the workplace:
Talk nonsense.
What is empty talk? It is the words that you feel very reasonable after listening, but can be implemented in actual actions but you do n’t know where to start.
For example, “We need to strengthen our faith and overcome difficulties.”
What beliefs are firm? What difficulties to overcome? How to overcome it? Is there a specific method?
No further explanation.
Another example is, “To improve your core competitiveness in the workplace, you need to work harder than others to excel.”
What are the core competitiveness of the workplace? How to improve each? How much more work harder? Is there a quantified standard?
No more detailed instructions.
This is not a bar, but these empty talks can’t stand scrutiny.
Why do I still have a bad life after hearing a lot of truth? It is because some truths simply cannot bring further clear inspiration and instructions.
They cannot guide the next move, they cannot correct mistakes they have made, and they cannot provide visual assessment criteria.
All the words that sell chicken soup for selling dog blood belong to this category, which are called “correct nonsense.” It sounds right, but what it says has no effect and cannot change the status quo.
They are more often used as a comfort to keep you comfortable, not useful after listening.
This is quite dangerous.
If you are comfortable for a long time, your thinking will degenerate, your response will be slow, and you cannot guarantee that you will always be comfortable.
So how to avoid talking in the workplace? Remember the three “specific”:
Specific issues, specific actions, specific standards.
First, clearly define where the problem lies.
The problem should not be big and comprehensive, but small and fine. The more specific, the deeper, the more detailed, the clearer it becomes.
For example, “This Excel statistics table is too messy and needs to be redone.”
This is big and comprehensive, and throwing this sentence to anyone will feel confused.
It’s too messy. What a mess? Is the calculation formula messy? Category description unclear? Or is the digital representation imprecise?
Redo, what needs to be modified? Is it visual typography, text writing, or page number reduction?
When speaking, consider the other party’s reaction after hearing it. Comparing hearts to hearts is the first step to effective communication.
Second, extend specific action methods around the problem.
A question corresponds to one or N methods, orMultiple problems correspond to one method. The point here is not a few methods, but one-to-one correspondence.
I have worked with German clients for a long time, and their rigorous thinking habits have impressed me.
No matter what problems they encounter, Germans follow the “correspondence principle.” Which problem corresponds to which solution, and each solution specifies what action to take (as shown below):
This “correspondence rule” makes your thinking very clear, whether you think for yourself or explain to others.
Third, develop quantifiable and visual assessment standards.
Each method must have clear evaluation criteria, so as to ensure the smooth progress of the action.
For example, your method is:
Early morning reading in the morning to increase the professional knowledge reserve.
So how long do you get up early? If you get up at 8 o’clock every day, does 7 o’clock get up early?
Every morning, how many books can I read in a month? How does the book you read help your profession? Has it enriched your horizons or focused on a certain skill?
Thinking about these issues, our evaluation criteria may become:
1. Guarantee morning reading time of at least 1 hour every day;
2. Guarantee to read at least 3 books a month;
3. There must be one book per month that directly addresses a certain type of problem at work. For example, methodological logic of problem analysis, language expression skills, workplace emotional intelligence, etc.
Make your method quantifiable and visual.
Suggestions That Can’t Bring Substantial Change: Drag the Word
This is the last type of nonsense in the workplace.
What is “big word”?
It’s a little more advanced than the first nonsense “fried rice”. Fried rice is a repeater that repeats what everyone knows; the big word is the Huyou family, and the concepts familiar to everyone are exaggerated and repackaged.
That
If your company likes to meet frequently, you must understand what I mean.
Many readers wrote to me in the background, and my boss talked for more than half an hour at the meeting. It was an industry trend, a cutting-edge development, and a vision of the future. However, the purpose of the meeting was to solve a productBug.
In the end, everyone was very aggressive after listening, and didn’t know what to do next.
This is the right kind of nonsense in the workplace:
Talk nonsense.
What is empty talk? It is the words that you feel very reasonable after listening, but can be implemented in actual actions but you do n’t know where to start.
For example, “We need to strengthen our faith and overcome difficulties.”
What beliefs are firm? What difficulties to overcome? How to overcome it? Is there a specific method?
No further explanation.
Another example is, “To improve your core competitiveness in the workplace, you need to work harder than others to excel.”
What are the core competitiveness of the workplace? How to improve each? How much more work harder? Is there a quantified standard?
No more detailed instructions.
This is not a bar, but these empty talks can’t stand scrutiny.
Why do I still have a bad life after hearing a lot of truth? It is because some truths simply cannot bring further clear inspiration and instructions.
They cannot guide the next move, they cannot correct mistakes they have made, and they cannot provide visual assessment criteria.
All the words that sell chicken soup for selling dog blood belong to this category, which are called “correct nonsense.” It sounds right, but what it says has no effect and cannot change the status quo.
They are more often used as a comfort to keep you comfortable, not useful after listening.
This is quite dangerous.
If you are comfortable for a long time, your thinking will degenerate, your response will be slow, and you cannot guarantee that you will always be comfortable.
So how to avoid talking in the workplace? Remember the three “specific”:
Specific issues, specific actions, specific standards.
First, clearly define where the problem lies.
The problem should not be big and comprehensive, but small and fine. The more specific, the deeper, the more detailed, the clearer it becomes.
For example, “This Excel statistics table is too messy and needs to be redone.”
This is big and comprehensive, and throwing this sentence to anyone will feel confused.
It’s too messy. What a mess? Is the calculation formula messy? Category description unclear? Or is the digital representation imprecise?
Redo, what needs to be modified? Is it visual typography, text writing, or page number reduction?
When speaking, consider the other party’s reaction after hearing it. Comparing hearts to hearts is the first step to effective communication.
Second, extend specific action methods around the problem.
A question corresponds to one or N methods, orMultiple problems correspond to one method. The point here is not a few methods, but one-to-one correspondence.
I have worked with German clients for a long time, and their rigorous thinking habits have impressed me.
No matter what problems they encounter, Germans follow the “correspondence principle.” Which problem corresponds to which solution, and each solution specifies what action to take (as shown below):
This “correspondence rule” makes your thinking very clear, whether you think for yourself or explain to others.
Third, develop quantifiable and visual assessment standards.
Each method must have clear evaluation criteria, so as to ensure the smooth progress of the action.
For example, your method is:
Early morning reading in the morning to increase the professional knowledge reserve.
So how long do you get up early? If you get up at 8 o’clock every day, does 7 o’clock get up early?
Every morning, how many books can I read in a month? How does the book you read help your profession? Has it enriched your horizons or focused on a certain skill?
Thinking about these issues, our evaluation criteria may become:
1. Guarantee morning reading time of at least 1 hour every day;
2. Guarantee to read at least 3 books a month;
3. There must be one book per month that directly addresses a certain type of problem at work. For example, methodological logic of problem analysis, language expression skills, workplace emotional intelligence, etc.
Make your method quantifiable and visual.