Don't learn from people who have confused thinking about things! --- Case 2

OK, Today i will share another case.

I don't know what I want to do

Case from B:

"There is a colleague next to me who is very obsessed with doing things. Every time she receive work tasks, she promises to understand, but it turns out to be completely different from what she said.

For example, ask her to study the advertising data of competing products and give a report. At the beginning, I clearly said that I had to look at 4 data indicators, but as a result, I threw a lot of messy things. There is no key data, and full of irrelevant things.

Asked her why, she said she had been looking for for a long time and couldn't find it. But the problem is that you can't tell me in advance, and I will help you find a way. She do not know what she want to do at all. When I am about to submit the report, I am given a bunch of useless things. How can I explain it to the client?

Another example, she never actively thinks about how to do work, but asks others to tell her how to do it, and then execute it herself. There is no standard to measure the quality of the output. The focus is always on whether things have been delivered, not on the quality of the delivered things.

Please! You are already at the manager level, but you have no sense of responsibility at all. How did You get in in the first place? ? "

Interpretation:
This case is actually a matter of professionalism. The idea of ​​doing things is very fascinating. If you say one thing and make another, in the final analysis, you don't have a thorough understanding of the work you are doing.

Take this information search in the case.

Looking for 4 key data, what do these data mean? What kind of problems can they each reflect the advertising? Where to find it? How long will it take to find? What if I can't find it? Is there an alternative way to compensate? These are the most basic professional knowledge.

Let you find data, this is just a "point". But when you think about it, you have to move from point to line and from line to surface. You need to know whether this "point" now will cause a series of serial problems in the future.

But if you can think about this in advance, you can save a lot of time and energy, and you can take the initiative when you advance your work.

Another point is that the idea of ​​doing things is not clear because it has not yet formed its own methodology.

For example, in this case, you always have to be told what to do instead of thinking about what to do at every step. This is a kind of mental inertia.

She is already at the manager level, and she has to be pushed away when doing things, and she has no ownership of the job. It seems that doing good or bad has nothing to do with her, which is a bit unreasonable.

I have said before that any work must have its own methodology. If you don’t know how to summarize the method, then force yourself to use a "step diagram" to frame your thinking:

What to do in the first step, what does the result of the first step have to do with the second step, what to do in the third and fourth steps after the second step is done...step by step to frame your actions, time and As a result, the last thing listed is the methodology and the plan.

After all, there is a difference between willingness to use their brains or not.

This is all for today. Hope you this could give you some inspiration.