Three Axes For Workplace Planning

"I like to make a straight line plan, we do higher plans, not because it is easy, but because it is difficult!" the 50 year old boss on the stage, said excitedly, or jumped up and down, especially when it comes to "high", when a hand is bent with the palm of his hand without lifting, if it turns over, it must be more like a monkey.

"I like to pick stars! The goal is higher, though not easy to reach, but even if it is not enough, it will inevitably reach a higher level."

Speaking of his classic "star picking theory", his left hand raised the frequency more quickly, and even his right leg unconsciously bent his knees up, and his thin hair on the head was also dragging and jumping.

Behind the staff, this man is called the "star picking boy". Every year when the star picking boy is talking about his star picking doctrine, everyone knows that it is the end of the year. It is time to start the next year's plan.

There is no denying that the annual plan is an important annual game between employees and leaders.

Of course, the leaders want to askformore, and the migrant workers are also very grateful today.

So this game has become a living seesaw battle, and all we want to do is to pull a little more on our side.

However, after all, the workplace is not a vegetable market. How can people in the workplace bargain with their leaders about the annual plan?

First of all, we need to be clear about positioning.

The positioning mentioned here is not a market plan.

Instead, we should clarify the role of leaders and leaders when discussing the plan.

Admittedly, as a manager, his function is to supervise and verify the plans you submitted.

But most of the leaders in the workplace are career managers rather than real bosses and owners.

It is very important to see clearly.

Under this premise, understand and let the leaders understand that the plan submitted is not your own annual plan, but the annual plan shared by you and the leadership.

Therefore, when discussing and discussing your plan face to face, you might as well use the word "I" instead of "I", and let the leaders know clearly that all the targets and tasks in the plan are not your personal tasks, but that you share the responsibilities with the two leaders.

With this positioning premise, all discussions are not simply reports and quasi approval, but can be negotiated.

Secondly, remember to say only plans and goals.

Like all other proposals, the annual plan does not have the right to speak without investigation.

The survey can also play a delicate role in the annual plan.

If we directly discuss the next year's work indicators, the indicators can only be a clear mathematical comparison, down 20%, flat, up 30% and so on.

Give Way

Being a simple math is a very dangerous thing, and a 30% rise is better than an increase of 20%.

Even if the plan is up 30%, why not consider 35%? Therefore, we should start with the summary of this year's work and the fundamentals of next year's big environment, and insert several different indicators in this lengthy talk.

For example, according to the progress of this year's work and the prediction of the next year's environment, we expect that next year's growth will be 20%.. But we should analyze some opportunities within the organization. We can further adjust our strategy to achieve 30%. through the following works. However, these adjustments need to be led by certain funds or personnel support.

In this way, we first affirm an executable goal.

Second, it also puts forward higher requirements for itself.

As for whether this requirement can be achieved, we can not rely solely on my own strength.

To sum up, the simple mathematical plan is a story of ups and downs. There are preamble, foreshadowing, climax and foreshadowing.

Only in this way can we effectively lead the way of thinking and make the best of customers.

Of course, the final decision is to hand the decision-making power to the leader.

I have put forward different situations.

As for where to go, you will have the final say.

Finally, the relationship between core business and new business can be properly and skillfully utilized.

The core business in the organization is often very clear, and the annual growth rate has a clear historical record.

In the annual plan, even if we use the above ingenuity to win the leadership and help ourselves in the same boat, we should take the lead of thinking in a simple mathematical way.

But when it comes to core business, it's hard to fish in troubled waters, as compared with the past few years.

At this point, it is possible to make certain prospects for the new business in the year plan.

The scale of new businesses is not necessarily large.

Since every organization has natural needs for external expansion, it is always correct to think about new business.

Because the new business is unruly and risky, the plan can be more handy.

In addition, we define the size of the new business as an appropriate controllable range, define the ultimate goal as testing and learning, and effectively manage the expectations of the superiors, so that we can enter, attack, retreat and defend.

At this point, I can only drink one more cup of wine. I wish you all the three axes to be used flexibly.