Whenitcomestosmartpeople,mostofthemhaveamethodology.McKinsey,whichowns70%oftheclientsoftheworld'stop100companies,hasnotonlybeenpraisedforitsprofessionalconsultingservices,butitsmethodologythathasbeenspreadoverdecadeshasalsobeenimitatedandlearnedmadly.Theseeminglysimplemethod,butthetricksareallstunts. McKinseyhasa7-stepmethodtosolvetheproblem:1.Mastertherealproblem2.Organizetheproblem3.Collectintelligence4.Makeahypothesis5.Verifyhypothesis6.Thinkaboutsolutions7.Implementsolutions Thisisageneralproblem-solvingframework.Evenifweencounternewproblemsinanunfamiliarenvironment,wecanuseittocarryoutourwork.Buttheframeworkitselfdoesnotallowyoutosolveaproblemeffectively.比如妳知道演講要根據坡道、發現、甜點這種結構來設計內容，但妳並不壹定能真的設計好壹個演講的結構；再比如妳知道MVC模式可以很好的分離數據和呈現，可妳在開發中用不用得好也很難說。要想能夠運用某個框架快速解決問題，還需要打通壹個關節：通過練習，掌握高效使用框架的技能和習慣。《麥肯錫工作方法：麥肯錫經營的39個工作習慣》，就是從這樣壹個角度出發，圍繞解決問題7步法，分門別類總結了39個工作習慣。幫助妳養成習慣，駕馭框架，解決問題。我精選了10個，推薦給大家看。麥肯錫解決問題流程的第壹步，就是“從零開始”，找到真正的問題。因為往往委托人交給我們的問題，並不是真正的問題。比如有人找妳咨詢“為什麽部門員工沒有幹勁？”。很可能問題並不是“員工沒有幹勁”，而是經理不能很好的和下屬溝通，不能有效激勵下屬。所以我們必須要跳出問題的表象，避免直接反應式的處理模式，多考慮壹下問題究竟是什麽。保持從原點出發的思考方法非常重要。因為如果搞錯了真正的問題，那麽壹切努力都將是徒勞的。溫伯格的《妳的燈亮著嗎》對這點也有精到的描述。這就是我們的成語“未雨綢繆”所提倡的習慣。但是這本書把它具體化、方法化了，我們更容易知道怎麽做。看看下面這張圖就清楚了：“空”表示的是“如今處於怎樣的狀況”這壹“事實”。如果“天空中全都是烏雲，那麽很快就會下雨”。“雨”表示的是“如今的狀況表示怎樣的含義”這壹“解釋”。也就是說，根據事實會得出何種結論。隨時可能下雨的狀況，得出如果被淋濕會影響心情的解釋。“傘”表示的是在了解事實與解釋之後所應該實際采取的行動，也就是“解決辦法”。只要帶傘出門就不會被與淋濕。所謂PMA（PositiveMentalAttitude），指的就是時刻“保持積極向上的工作態度”。只為成功找方法，不為失敗找理由，將全部精力都集中在完成工作上。這個習慣開始的舉例比較容易引起員工的反感。不過殘酷的是，它是對的。如果妳是只有幾年工作經驗的年輕人，那麽與上司的交流基本就是“認真服從”。這樣妳工作的品質和效率都會得到提高。對上司保持尊敬，並且絕對服從，做壹個聽話的好員工。不管上司說什麽，只要保持回答“是”就好。“但是……”“哎？”“可是……”“有困難！”“做不到。”從現在開始，把這些回答都從妳的字典裏刪掉。老老實實地回答“是”，然後按照上司的指示進行工作，把壹切精力都集中在工作上，努力取得超出上司期待的成功。“真誠、正直、明朗的人”是無敵的。或許有人認為，這豈不是和奴隸壹樣嗎？那說明他不理解“積極的態度，本身就有價值”這句話。2011年08月29日，馬雲發內部郵件時說的話，也是壹樣的邏輯：剛來公司不到壹年的人，千萬別給我寫戰略報告，千萬別瞎提阿裏發展大計……誰提，誰離開！但妳成了三年阿裏人後，妳講的話我壹定洗耳恭聽。我們喜歡小建議小完善……我們感恩妳的每壹個小小的完善行動。在《致加西亞的信》壹書中，也有類似的觀點。我經常會收到類似“怎麽和領導搞好關系”、“要不要拍馬屁？”、“為什麽能力不如我只會和領導搞關系的同事，加薪卻比我多？”這種問題。這個習慣可以解答這類問題。深受上司喜愛的部下都有壹個共同點，那就是具有摸清上司類型的能力。工作能力差的人，不管跟隨怎樣的上司都是“以我為主”。結果，他和上司之間的配合就會很不搭調，工作難以取得進展。在現實工作中，我們應該從中立的視角觀察上司屬於什麽類型，然後做出相應的配合。這樣的話妳的工作肯定會變得非常順利。書裏從兩個維度區分上司類型：性格和任務管理方式。1.從性格上看，要識別上司是“情感型還是理智型”。這種劃分，遵從的是MBTI當中的第三個性格維度。比如我的MBTI代碼是INFP，第三個字母是F，就是情感型的；第三個字母是T，就是理智型的。如果妳知道上司的MBTI測試結果，就很容易區分出來。如果不知道（大概率），就只能多多觀察他的行事風格來推測。情感型的上司，直率、感情豐富、有氣勢、重視共鳴、容易感動，做決定時偏好感性，註重考慮人的感受。和情感型的上司溝通，要著重情感表現，多使用引起情感共鳴的詞語。比如妳和他聊房貸，說妳壓力太大，心煩意亂、焦慮不堪，時常感到無力和沮喪。他可能就比較容易感受得到。比如妳要請假參加孩子的運動會，描述孩子多期待妳出現。他也很可能會爽快的答應，還會和妳聊幾句。理智型的上司，自制、重視理論、準備周全、沈著冷靜、討厭借口和浪費時間；喜歡邏輯分析和推理，偏重以理服人；常常認為某些事情邏輯上怎樣就應該怎樣去做。妳可能覺得他冷漠、不近人情。跟這種類型的上司溝通，不用閑聊，不用套近乎，也不用表現妳豐富的感情。這些不但沒卵用，還會降低他對妳的評價。比如妳說自己家裏事情多比較煩惱不能加班，他往往會冷酷地認為這是妳自己的事情搞不定這是妳的責任。比如妳早上發給他的報告中有壹個嚴重的數據錯誤。妳解釋說昨晚加班到淩晨3點太累了早上有點恍惚。他根本不會接受妳這種解釋，反倒會認為這人沒有責任和擔當遇事只會找借口。開門見山、就事論事、邏輯清晰、有理有據，這是理智型上司喜歡的方式，轉變妳和他溝通的方式，主動配合，是良策。2.從任務管理方式看，要識別上司是“單獨型還是復合型”。單獨型的上司，基本上會集中於壹件工作，偏好以串行的方式管理任務，壹件工作結束後才會開始另壹件。在向單獨型上司匯報工作時，要註意集中在壹件工作上進行商討和匯報。不要壹會兒東壹會兒西，那樣很容易引起他的憤怒。復合型的上司擅長多任務並行，不怕被打斷，喜歡像八爪魚壹樣同時搞定多件事情。遇見這種類型的上司，妳盡管提問題，找他商量，他不會煩。但是，他很容易遺忘。妳今天提過的事情，可能明天他就忘了。他處理的很多任務也很有可能不了了之。在工作中，如果我們知道自己的類型。摸清上司的類型，就可以壹邊發揮自己的長處，壹邊配合上司的類型進行工作。有壹次，我的壹個同事找我說：“老大，妳有時間嗎？我想和妳聊聊。”我說有啊，於是我們到會議時，他告訴我他要離職。我好尷尬，沒有任何準備。還有壹次，我想找另壹個部門的同事討論壹個架構設計問題，我走到他工位前說：“XX，妳下午有時間嗎？”他猛壹擡頭，眼露警惕，生硬地問：“什麽事？”這是兩個很不好的開頭哦。如果妳能把問題是什麽、需要多少時間表達清楚，別人就比較容易配合妳。比如我那個要辭職的同事如果說，“老大，占用妳10分鐘的時間，和妳聊聊辭職的事情”。我就可以知道他要跟我說什麽，可以安排時間來好好的聊。比如我找別的部門同事討論架構問題，用“XX，有個CMS架構的問題，想占用妳10分鐘時間討論壹下，可以嗎？”這句話來開始，他就沒那麽大反應了。妳的經理告訴妳：“產品提了個需求，妳看壹下。”妳接受了這個任務，找產品經理討論了壹下，然後就投入工作，吭哧吭哧開始修改代碼……搞了三天之後，經理來問妳：“周壹說的版本，今天該發布了，搞得怎麽樣了？”妳壹臉懵逼：“啊？！妳不是讓我看新需求嗎？我正在實現產品提的需求，那個版本還沒來及弄呢。”經理壹臉黑線，立馬吧啦吧啦數落起妳來。是不是覺得妳很冤枉？明明是妳讓我看新需求的哇！然而，其實妳壹點也不冤枉。因為妳沒搞清楚領導的意圖，也沒有和領導確認目標。當我們接到壹個任務時，壹定要搞明白三件事：1.背景和意圖2.工作目的3.截止日期這些都要在開始工作之前確認，在搞清楚這些問題之後再安排工作時間。這樣工作效率和品質才能得到大幅度提高。另外在進行調查的過程中，也應該經常向上司確認工作的方向性，是否出現了偏差。如果沒弄明白任務委托人的意圖就開始按自己的理解猛搞。結果往往是領導壹句話，妳的工作就要從頭再來。像剛進大學、剛入職場、剛進新公司、剛加入某個群這些場景，都可能會讓妳做自我介紹。妳的介紹可能是這樣子：“大家好，我是白娘子，請大家多多關照。”請問，這樣的介紹有沒有用？沒用啊。因為這個介紹裏除了名字，沒別的信息，別人無法找到和妳的共同點。如果改成這樣：“大家好，我是白娘子。家在杭州西湖邊，畢業於浙江大學，喜歡讀小說，李碧華的《青蛇》是我最喜歡的。我還喜歡川劇變臉，還喜歡瑜伽，還喜歡自己做糕點，也喜歡玩《王者榮耀》，希望和大家多多交流。”是不是好多了？新的版本裏，透露了個人的家鄉、母校、興趣愛好，構建了彼此連接的著陸點。這樣喜歡瑜伽的就可以找妳聊瑜伽，喜歡玩《王者榮耀》的可以和妳討論裝備……當妳和別人因為某個共同點連接起來，接下來的交往就會比較自然順暢。昨天在壹個微信群裏看到壹個問題：團隊裏有個技術大牛，做的設計總是很難實現。可是他很堅持，誰說都沒用，怎麽辦？還有人問我：領導是從業務線過來的，不懂技術。他的安排經常不合理，導致效率低下，我該怎麽提醒他合適？直接說他會很不高興。類似這種問題，我們在工作中天天都會碰到。習慣26提供了壹個非常棒的方法，能讓我們妥妥地搞定這些問題。這個習慣的思路就是：運用疑問和提問，引導對方自己看到結果。還是用書裏的例子來講，我前面提的兩個問題，大家下來可以當做練習。把妳想到的解決辦法，寫在本文後的留言裏。有個客戶提出問題：“白色的杯子賣不動。怎麽辦才好呢？”妳知道白色杯子在市場上競爭力很低，應該推出不同顏色的款式。如果妳直接了當地說：“很遺憾，我認為貴公司的白色杯子沒有市場需求。這些數據可以表明……”聽到妳這樣說，對方肯定會非常尷尬——因為他的工作被徹底否定了。但如果妳嘗試提出下列問題：貴公司堅持生產白色的杯子很了不起，那麽市場對白色杯子的反響如何？顧客喜歡什麽顏色的杯子？現在銷量最好的杯子是哪壹款？如果您是顧客的話，想要什麽樣的杯子？您都在什麽時候使用杯子？您吃飯的時候經常喝什麽？喝東西的時候使用什麽容器？把自己的意見和假設，融入其中，讓對方自己思考問題的答案。他往往能夠自己看到問題所在。好啦，我們再舉個例子。公司的新聞APP要求用戶必須使用手機號碼註冊後才能瀏覽新聞。妳覺得這樣不合理，應該允許匿名使用，或者用微信登錄。如果妳直接找產品經理說：“這種設計簡直腦殘，用戶什麽都看不到根本不可能用手機註冊。再說啦，手機註冊也不方便，還要發驗證碼什麽的，煩死了。”假設妳是產品經理，聽到開發這樣說，妳會是什麽反應？尷尬，反駁，生氣，憤怒……都會有吧。如果妳問產品經理壹個問題：“妳第壹次用今日頭條時，用手機註冊了沒？”他可能就會意識到自己的設計不妥。麥肯錫的“優秀上司”們具有三個共同點：1.認可部下2.與部下產生共鳴3.激勵部下關於如何認可部下，我先摘錄原文：要想最大限度地激發出部下的潛力，最好的方法就是“認可”部下。雖然與“稱贊”很相似，但實際上有很大區別。所謂“認可”，指的是承認這個人的存在

McKinsey has a 7-step method to solve the problem:

1. Master the real problem

2. Organize the problem

3. Collect intelligence

4. Make a hypothesis

5. Verify hypothesis

6. Think about solutions

7. Implement solutions

This is a general problem-solving framework. Even if we encounter new problems in an unfamiliar environment, we can use it to carry out our work. But the framework itself does not allow you to solve a problem effectively.

For example, you know that the content of a speech should be designed according to the structure of ramps, discoveries, and desserts, but you may not be able to design the structure of a speech; for example, you know that the MVC pattern can well separate data and presentation , But it’s hard to tell whether you use it well in development.

If you want to be able to use a framework to solve problems quickly, you also need to open up a joint:

Through practice, master the skills and habits of using the framework efficiently.

"McKinsey's Work Methods: 39 Work Habits Managed by McKinsey", from this perspective, summarizes 39 work habits in different categories around the 7-step method of problem solving. Help you develop habits, control the framework, and solve problems. I have selected 10 and recommend them to everyone.

The first step in McKinsey's problem-solving process is to "start from scratch" to find the real problem.

Because often the problem that the client gives us is not the real problem.

For example, someone asks you "Why are the employees in the department not motivated?". It is very likely that the problem is not that "employees are not motivated", but that managers cannot communicate well with subordinates and cannot effectively motivate them.

Therefore, we must jump out of the surface of the problem, avoid the direct response mode of processing, and think more about what the problem is.

It is very important to keep thinking from the original point. Because if you get the real problem wrong, all your efforts will be in vain. Weinberg's "Are Your Lights On" also elaborated on this point.

This is the habit advocated by our idiom "precaution". But this book makes it concrete and methodological, and it is easier for us to know how to do it. Look at the picture below to make it clear:

"Empty" refers to the "fact" of "what is the current situation". If "the sky is full of dark clouds, then it will rain soon".

"Rain" represents the "explanation" of "what is the meaning of the current situation". In other words, what conclusions will be drawn based on the facts. The condition that it may rain at any time gives an explanation that if getting wet will affect the mood.

"Umbrella" means the actual action that should be taken after understanding the facts and explanations, that is, the "solution." As long as you go out with an umbrella, you won’t get wet.

The so-called PMA (Positive Mental Attitude) refers to "maintaining a positive working attitude" at all times. Only find ways to succeed, not to find reasons for failure, and concentrate all energy on completing the work.

The example at the beginning of this habit is easier to arouse the disgust of employees. But the cruel thing is that it is right.

If you are a young man with only a few years of work experience, then the communication with your boss is basically "serious obedience". In this way, the quality and efficiency of your work will be improved.

Respect your boss, and absolutely obey, be a good and obedient employee. No matter what the boss says, just keep answering "yes".

"but……"

"Hey?"

"but……"

"Difficulties!"

"Can't do it."

From now on, delete these answers from your dictionary. Answer "yes" honestly, and then follow the boss's instructions to work, concentrate all energy on the work, and strive to achieve success beyond the expectations of the boss.

"A sincere, upright, and clear person" is invincible.

Some people may think, isn’t this the same as a slave?

That shows that he does not understand the phrase "a positive attitude is inherently valuable".

On August 29, 2011, what Jack Ma said when sending an internal email was the same logic:

People who have just joined the company for less than a year, don't write a strategic report to me, don't talk about Ali's development plans... whoever mentions, who leaves! But after you have been an Ali for three years, I will definitely listen to what you say. We like small suggestions and small improvements... We are grateful for your every small improvement action.

In the book "Letter to Garcia", there are similar views.

I often receive questions like "How to build a good relationship with the leader", "Do you want to flatter me?", "Why are my colleagues who are not as capable as I only have a relationship with the leader, but have more salary increases than me?"

This habit can answer such questions. The subordinates loved by their bosses all have one thing in common, that is, they have the ability to find out the type of boss.

For people with poor working ability, no matter what kind of boss they follow, they are always "self-centered". As a result, the cooperation between him and his boss will be very out of sync, making it difficult to make progress in the work.

In real work, we should observe what type of boss belongs to from a neutral perspective, and then cooperate accordingly. In this case, your work will definitely become very smooth.

The book distinguishes the type of boss from two dimensions: personality and task management style.

1. From the perspective of personality, identify whether the boss is "emotional or rational."

This division follows the third personality dimension in MBTI. For example, my MBTI code is INFP, and the third letter is F, which is emotional; the third letter is T, which is rational.

If you know the results of your boss’s MBTI test, it’s easy to tell the difference. If you don't know (high probability), you can only speculate by observing his behavior style.

Emotional bosses are straightforward, emotional, vigorous, empathetic, easy to move, prefer sensibility when making decisions, and pay attention to people's feelings.

When communicating with emotional bosses, focus on emotional performance and use more words that resonate with emotion.

For example, when you talk to him about mortgages, you are too stressed, upset, anxious, and often feel powerless and depressed. He may be easier to feel.

For example, if you want to take time off to participate in your child's sports meeting, describe how much your child expects you to appear. He is also likely to readily agree, and will chat with you a few words.

A sensible boss, self-control, value theory, thorough preparation, calmness, hate excuses, and waste of time; likes logical analysis and reasoning, and emphasizes reason to convince people; often think that certain things should be done logically. You may think he is indifferent and unkind.

Communicate with this type of boss, you don’t need to chat, you don’t need to be close, and you don’t need to show your rich feelings. These are not only useless, but also lower his evaluation of you.

For example, if you say that you have a lot of troubles at home and you can't work overtime, he will often coldly think that it is your own business and it is your responsibility.

For example, there was a serious data error in the report you sent him this morning. You explained that it was too tired to work overtime until 3 am last night, and I was a little tranced in the morning. He will not accept your explanation at all, instead he will think that this person is not responsible and responsible and will only make excuses.

Straightforward, clear-cut, logical, and well-founded. This is the way that a rational boss likes. It is a good strategy to change the way you communicate with him and actively cooperate.

2. From the perspective of task management, it is necessary to identify whether the boss is "individual or compound."

Individual bosses will basically focus on one job and prefer to manage tasks in a serial manner. One job will not start until the other is over.

When reporting to a single boss, pay attention to discussing and reporting on one job. Don't stay around for a while, it will easily arouse his anger.

Compound bosses are good at multitasking in parallel, are not afraid of being interrupted, and like to do multiple things at the same time like an octopus.

When you meet this type of boss, you can ask questions and discuss with him. He will not be bothered. However, he is easy to forget. What you mentioned today may be forgotten tomorrow. Many tasks he handles are also likely to be lost.

At work, if we know our type. Find out the type of boss, you can use your strengths while working with the boss.

Once, a colleague of mine approached me and said, "Boss, do you have time? I want to talk to you." I said yes, so when we got to the meeting, he told me he was leaving.

I'm so embarrassed, I have no preparation. Another time, I wanted to find a colleague from another department to discuss an architectural design issue. I walked to his desk and said, "XX, do you have time in the afternoon?"

He suddenly raised his head, his eyes were wary, and he asked stiffly: "What's the matter?"

These are two very bad beginnings. If you can express clearly what the problem is and how much time it takes, it will be easier for others to cooperate with you.

For example, if my colleague who is about to resign says, "Boss, take up 10 minutes of your time to talk to you about resignation." I can know what he wants to say to me, and I can arrange time to have a good chat.

For example, I asked colleagues from other departments to discuss the structure problem, and used "XX, there is a CMS structure problem. I want to take you 10 minutes to discuss it, can I?" He didn't react so much when he started with this sentence.

Your manager tells you: "The product has a requirement, please take a look." You accepted the task, discussed it with the product manager, and then you went to work, and started to modify the code...

After three days of doing it, the manager came to ask you: "The version that Zhou Yi said should be released today. How is it going?" You looked dumbfounded: "Ah?! Didn't you show me the new requirements? Me? The requirements of the product are being fulfilled, and that version has not been available yet."

The manager has a black line on his face, so let's go right away. Do you think you are wronged? Obviously you let me see the new demand wow! However, in fact, you are not wronged at all.

Because you haven't figured out your leader's intentions, and you haven't confirmed your goals with your leader.

When we receive a task, we must understand three things:

1. Background and intention

2. Purpose of work

3. Deadline

These must be confirmed before starting work, and working hours will be arranged after the problems are clarified. Only in this way can work efficiency and quality be greatly improved.

In addition, in the process of investigating, you should always confirm the direction of the work to your boss and whether there is any deviation.

If you don't understand the intention of the task delegate, you start to smash it according to your understanding. The result is often a word from the leader, and your job will start all over again.

Scenes like just entering university, just entering the workplace, just entering a new company, or just joining a certain group, may all make you introduce yourself. Your introduction may look like this: "Hello everyone, I am the White Lady, please take care of me."

Excuse me, is such an introduction useful?

It's useless. Because there is no other information in this introduction except the name, others can't find what you have in common.

If it’s changed to this: "Hello everyone, I’m Bai Niangzi. My home is by the West Lake in Hangzhou. I graduated from Zhejiang University. I like to read novels. Li Bihua’s "Green Snake" is my favorite. I also like Sichuan Opera Changing Faces and Yoga. , I also like to make cakes by myself, and I also like to play "Glory of the King". I hope to communicate more with you."

Is it better? In the new version, the personal hometown, alma mater, hobbies and hobbies are revealed, and a connected landing site is constructed. In this way, those who like yoga can talk to you about yoga, and those who like to play "Glory of the King" can discuss equipment with you...

When you connect with others because of a certain commonality, the subsequent interaction will be more natural and smooth.

I saw a question in a WeChat group yesterday:

There is a great technical man in the team, and the design is always difficult to achieve. But he is very insistent, no one says it's useless, what should I do?

Someone asked me:

The leader came from the line of business and did not understand technology. His arrangements are often unreasonable, leading to inefficiency. How can I remind him that it is appropriate? Just say that he will be very upset.

Similar to this kind of problem, we will encounter every day in the work. Habit 26 provides a great way to properly deal with these problems.

The idea of this habit is: use questions and questions to guide the other party to see the results for themselves.

Let’s use the examples in the book. The two questions I mentioned earlier can be used as exercises. Write the solution you think of in the message at the end of this article.

A customer asked a question: "White cups can't sell. What should I do?" You know that white cups are very competitive in the market, and different colors should be introduced.

If you say directly: "I regret, I think there is no market demand for your company's white cups. These data can show..." Hearing you say this, the other party will definitely be very embarrassed-because his job has been completely denied.

But if you try to ask the following questions:

Your company's insistence on producing white cups is great, so how does the market react to white cups?

What color cup do customers like?

Which cup is the best selling cup now?

If you are a customer, what kind of cup would you like?

When do you use the cup?

What do you often drink when you eat? What container is used when drinking?

Put your own opinions and assumptions into it, and let the other person think about the answer to the question. He can often see the problem for himself.

Okay, let's give another example.

The company’s news app requires users to register with their mobile phone number before they can browse the news. You think this is unreasonable. You should allow anonymous use or log in with WeChat.

If you go directly to the product manager and say: "This design is simply brain-dead. Users can't see anything and it's impossible to register with a mobile phone. Besides, mobile phone registration is inconvenient. It's annoying to send a verification code or something."

Assuming you are a product manager, how would you react when you hear the developer say this? Embarrassment, retort, anger, anger... will be there.

If you ask the product manager a question: "The first time you used Toutiao, did you register with your mobile phone?" He might realize that his design is inappropriate.

McKinsey’s "good bosses" have three things in common:

1. Recognized subordinates

2. Resonate with subordinates

3. Motivate subordinates

Regarding how to recognize subordinates, I will extract the original text first:

To maximize the potential of subordinates, the best way is to "recognize" subordinates. Although it is similar to "praise", it is actually quite different.

The so-called "recognition" refers to the recognition of the person's existence and understanding of the person's superiority.

The "praise" should be carried out when the subordinates meet their expectations, that is, there are conditions.

Compared with conditional "praise", people pay more attention to the "recognition" of their own existence. Once recognized by others, it is easy to be energetic and grow quickly. The boss who makes the subordinate grow up is the boss who "recognizes" the subordinate.

The description of recognition here reminds me of "unconditional love" for children. The so-called unconditional love means that your love does not happen because a certain condition is met.

For example, if your child has good grades, you can stop him. If your child fails in the exam, you don’t love him. Then your love for your children is not unconditional, but based on good grades. The child cannot feel your love for him.

You know, you are stunned by the child, not because of what he has achieved that you love him.

Similarly, to "recognize" your subordinates, the key is to let them know that you "recognize" his existence itself.

It's really hard, isn't it?

The book provides a method that you can try: list at least 10 advantages of each subordinate and convey these advantages to the subordinates themselves.

The good teacher mentioned here corresponds to the mentor in English. He may be such a person (one or more of them):

People who listen to themselves

Someone who can overlook himself

Someone who inspires himself

People who stimulate their potential

A person who provides excitement

Remind yourself of the wrong person

People who think about hypotheses and solutions with themselves

You must find your own "good teacher" in the workplace. He can provide you with feedback so that you can face problems better and grow faster. If you have read "Deliberate Practice", you must know the importance of feedback-without feedback, there is no growth.

In Habit 36, three conditions that a good teacher should meet are given:

No one is like

Intuitive

Strong professionalism

Then I also suggested that it is best not to find direct supervisors and seniors as mentors. I guess this is because there are interests in work and it is easy to lose objectivity.

Former bosses or former seniors, humble and trustworthy people are the best candidates for mentors.

Don't worry that others will not be your mentor. Because if you maintain this relationship for a long time, your life will become more colorful.

There are three ways to bridge the gap between knowing and doing:

practice! practice! practice!

Further reading

Ni Yili, McKinsey's senior managing partner and president of McKinsey Greater China: "How to disassemble McKinsey's way of thinking?"

Many people think that we have a set of standardized and standardized thinking, and McKinsey thinking has always been common in various books and reports on corporate management. Indeed, every person who enters McKinsey will undergo a very complete analytical thinking training, which is what we often call the "seven-step McKinsey way of thinking". This way of thinking includes:

Clearly state the problem to be solved-the problem should be specific, not general, not a non-factual listing or an indisputable claim, and an actionable solution to the problem can be taken;

Use the logic tree to analyze the problem;

Use the funnel method to remove all non-critical issues;

Develop a detailed work plan-work in an orderly manner, using the 80/20 Rule (The 80/20 Rule, called "Pareto Rule") to deliver on time;

Some principles should be followed when conducting critical analysis, including choosing simple problem-solving methods as much as possible, avoiding complexity, and finding obvious things;

Comprehensively analyze the survey results and construct an argument;

State the ins and outs of the matter, prepare a story diagram, draw the complete structure of your argument, and concatenate the information text above each chart to form a logical and persuasive story.

Among these methods, MECE (Mutually Exclusive Collectively Exhausted) is a basic principle of McKinsey's thinking that is known to the outside world. It refers to "independent and completely exhausted" when analyzing problems, that is, for a major issue, Able to achieve non-overlapping and non-missing classifications to effectively grasp the core of the problem.

Extended reading: How to have efficient logical thinking?

Source: Zhang Liangji (ID: zhang_liangji)

1.Be MECE

MECE is taken from "Mutually Exclusive Collectively Exhaustive", which means mutual independence and complete exhaustion." Barbara Minto, a senior consultant of McKinsey, proposed this concept for the first time in the "Pyramid Principle", which became the strategy consulting industry. One of the important principles.

Usually, the use of MECE starts from a top-level problem and decomposes it layer by layer. First list the problems you need to solve, then divide the problems into sub-problems, and ensure that they do not overlap and interfere with each other. At the same time, make sure you list all the sub-problems you can think of.

In practice, you just have to keep asking yourself two questions:

1. Have I taken into account all possible factors, are there any omissions? If so, look for it again.

2. Are there any overlaps between these factors? If so, perform deduplication.

For example, for example, the question you are encountering now is: "Should I change jobs now?" Then the breakdown of this question can be shown as follows:

2. Induction and deduction

These are two basic logical laws of cognition and thinking. In simple terms:

Induction is to list things with the same attributes one by one, and then find common points.

Deduction is to arrange the factors that influence each other in the order of causality, time sequence, and importance, and then find a breakthrough.

The dragon gives birth to the dragon, the phoenix gives birth to the phoenix, and the mouse’s son will make holes.

Tai Chi produces two instruments, two instruments produce four images, and four images produce eight trigrams. This is a deduction (starting with Tai Chi and working backwards).

You can split all the problems in your work by deduction or induction. I like to call this process "deconstruction." Inductive deduction and the aforementioned MECE are often used together. In the process of inductive deduction, adhere to the principle of MECE, which can decompose complex problems into a variety of single factors. This process is like peeling off a cocoon and breaking a mess. Articles are smooth.

The following is a thinking outline that I will follow when thinking about problems, you can refer to:

1. What is the core problem?

(There can only be one, if there are many, find the most important one)

2. What is the background of this question? (Ins and outs, historical reasons)

3. What are the characters and factors related to the current problem? (Remember the MECE rule, use induction, and list them all together)

4. What are the key causes of this problem?

5. What are the secondary reasons?

6. What are the ways to solve this problem? (Using induction, write out all the possibilities. Use deduction to find the specific steps of each method)

7. To solve this problem, what conditions or resources do you lack now?

8. How to make up for these lack of conditions?

9. What is your time plan, what do you do first, then do what, then what?

10. The last step, just do it.

Example: You are now an assistant, and your boss just told you that you need to help her book a flight to Beijing on Sunday, but you find that almost all the tickets for Sunday are sold out. At this time, you still have three emails that you haven't sent, and there is another meeting to attend this afternoon.

1. What is the core problem? (There can be only one)

The boss is going to Beijing on Sunday, but the flight tickets are all booked.

2. What is the background of this question? (Ins and outs, historical reasons)

The company will have an important publicity event in Beijing on Sunday, lasting two days, so the boss must arrive before Sunday. In addition, the boss has a meeting in the morning on Friday, and it will be fine in the afternoon. So Friday afternoon to Saturday is the time when the boss can go to the airport.

3. What are the characters and factors related to the current problem? (Remember the MECE rule, use induction, and list them all together)

You are the only assistant to the boss, and you alone are responsible for this matter. The boss has to fly, so the key factor is the flight schedule of major airlines to Beijing on weekends and the remaining seat information.

4. What are the key causes of this problem?

You learned that it was too late and missed the best time for booking.

5. What are the secondary reasons?

Recently it is the peak tourist season, and there are many people going to Beijing on weekends, which has caused a tight flight. But rescheduling is impossible.

6. What are the ways to solve this problem? (Using induction, write out all the possibilities. Use deduction to find the specific steps of each method)

A. Book your own tickets. Spend an afternoon sorting out the information of all Chinese airlines and travel websites, and make a statistical table of the remaining seat information on flights to Beijing on Friday and Saturday, including take-off and landing time, cabin class, and airport information , The ticket price, and then record this information.

B. Entrust your friends in the travel agency to help search for the final flight ticket, and also record the information according to the take-off and landing time.

C. Prepare alternatives. If all the tickets to Beijing on Sunday are booked or the time is not good, then search the timetable of the high-speed rail instead, and also record the time, train station and other information.

7. To solve this problem, what conditions or resources do you lack now?

time. Because I missed the best time for booking, it is necessary to search the remaining flight seat information on the Internet as soon as possible. You can't be too busy, you need help.

8. How to make up for these lack of conditions?

Ask colleagues or interns in the same group to help, tell them the urgency of the matter, and ask those who are free to help you search, and then you will summarize the information.

9. What is your time plan, what do you do first, then what, and then what?

Today is Tuesday. You still need to send three emails in the morning, and you have an urgent meeting to attend before two o'clock in the afternoon. You have time after three o'clock and before get off work. So now entrust a colleague to help search for flight information, and after three o'clock you will continue to do the next work and summary.

10. The last step

Remember, when you are confident about presenting your solution to your boss, you can never be a sentence like "Boss, I will book you a ticket for Friday at 8 pm".

Believe me, if you answer that way, your assistant won't last long.

The smart assistant will first make the previously collected information into a simple and clear form, including all flight departure times, airports, airlines, etc., and high-speed rail as an alternative. When she presents this form to her boss, she will say:

Boss, based on my research, I think the best time for you to go to Beijing on the weekend is 3pm on Friday or 3:30pm on Saturday. Because you have an important meeting on Friday morning, after the meeting you rushed to the airport just in time to catch the plane, and after landing in Beijing, you arrived at the hotel just in time for dinner. On Saturday, you usually get up late. If you take off at 3:30 in the afternoon, you can have a good lunch at noon. The time from your home to the airport is also just right, not too rush. The airlines of these two flights are also the ones you used to take before. I believe you will be satisfied with their services. If you think these two times are not good, other flight times are more embarrassing, so I also prepared an alternative plan, if you do not recommend taking the high-speed train...

Haha, don’t think it’s easy to book a plane ticket for the boss, and it takes a lot of effort to do it! This is the lesson of blood and tears. Not to mention the much more complicated issues at work.

But it is inseparable. When you have consciously cultivated such a logical method of thinking about problems in your daily work, you will form a habit over time, and you will be able to analyze and solve problems efficiently in the future.

3. Let's talk about the conclusion first

McKinsey has a well-known elevator theory: sell your plan to customers within 30 seconds of entering the elevator. No one will listen to irrelevant nonsense in such a short period of time, so the first sentence is to convey your core point of view: what is our plan and why it is the best choice.

Remember to follow the principle of total score, first throw out the core point of view, that is, "what should we do". This may be a few sentences, but these few sentences have condensed a lot of your thinking and spent a lot of time on your research and analysis. After expounding the core point, the next step is to explain, that is, "why do this". Just like writing a paper, first the core thesis, then the sub-thesis supporting the core thesis, and then the second-level sub-thesis, in descending order. As shown below:

"Deduction, induction and MECE" is your analytical thinking process; "conclusion first" is your presentation method after thinking. The person who first talks about the conclusion can grab the attention of others from the beginning, and then demonstrate the correctness of the conclusion in a progressive manner, so that the audience will not lose their way.

Such examples abound in daily work. such as:

Conclusion: I should switch to sales

Argument: First of all, the current job income is not high, and living in first-tier cities is relatively difficult (low economic income). Secondly, my current job is a clerical job. I sit in the office and deal with documents every day, and I have fewer opportunities to interact with people. It is not suitable for my personality (subjective reasons). Third, I hope to do more challenging jobs in the future, which can help me grow quickly. And sales are undoubtedly very challenging. Although the salary will not be much higher than it is now, it can be exercised a lot (emphasizing future growth). Finally, there are already two good big companies that are short of sales, and they have also expressed strong interest in me (emphasizing that there is already a chance to get closer to themselves).

Conclusion: I decided to eat salad at noon

Argument: First of all, I ate hot pot yesterday. After eating it, I had vomiting and diarrhea, and my stomach was not good. Today I can no longer eat heavy flavored food (subjective factors). Secondly, I have been working out to lose weight recently. This week I have eaten big fish and meat for three consecutive meals (subjective factors). Third, there is an important meeting at one o'clock this afternoon. If you eat other food, you may have to queue for a long time, and there is not enough time (emphasize objective conditions). Finally, I heard that the western restaurant downstairs has launched several new salads. After reading the introduction, I am very interested in trying them (subjective factors).

Conclusion: I should rent this house now

Argument: First of all, this house is not far from our company, and the subway is only three stops away (emphasize the distance). Secondly, the landlord of this house is very good, and the electrical furniture rationed to me is the latest one (emphasis on living conditions). Third, the rent is very reasonable. Compared with the surrounding houses, his price is a bit more expensive, but it is fair (emphasize the price). Finally, although the living facilities around this house are not very convenient, there is a big supermarket one kilometer away, so I can buy daily necessities once (although it is inconvenient, but it can be overcome).

No matter who it is, they will like this method of presentation. This is why, when you report to your leaders, they will never listen to your lengthy explanations and analyses. They will only listen to your conclusions or solutions. When they are interested, they will ask for details. When they are busy, they only need to hear the most important things.

And when you develop this habit, trust me, your leader will like to listen to your report very much, because he will think "you and I are people on the same channel". Don't choose who you choose when you get promoted!

4. Cultivate insights

This is my personal favorite experience. The word Insight is used a lot in the advertising industry. My understanding of this word is: the cause of the thing, the cause of the cause, the cause of the cause of the cause.

In other words, as mentioned at the beginning of the previous article, "People who spend half a second to see through the essence of things, and those who spend their entire life unable to see the essence of things, are destined to have completely different destinies."

What you need insight is the nature of things.

But it is a pity that there is no theory or model to learn from for insight into this thing. I prefer to attribute it to the habit of thinking hard in my daily life.

When you first started working, you were working on a project in a team. What you can think about are the rules, similarities and differences between different projects, common practices and special practices, why this is done, what are the driving factors behind it, etc.

When your position is promoted, your subordinates will start to manage people. At this time, you can think about how to get along with each other harmoniously, what kind of personality you are, what kind of person you are suitable for working with, and how to mobilize Start the enthusiasm of the people working and so on.

After you have been immersed in an industry for a long time, you may have your own understanding of the industry. At this time, you can think about whether this industry is suitable for you, what are the problems in this industry, and why such problems arise. , What will be the future development of this industry and so on.

The things you need to see are different depending on your position. At this time, you need to open your mind. Don't set limits for yourself. Think divergently:

1. What is the status quo of things?

2. Why is this happening, and what are the reasons for this?

3. Which reasons are objective factors and which are subjective factors?

4. If one of these factors is changed, how will things develop?

5. If you change two of these factors, what will happen?

Einstein once said: "logic will get you from A to B, imagination will take you everywhere."

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My beautiful assistant resigned

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