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Three Axes For Workplace Planning

2014/7/19 19:09:00 32

first, we must clarify the < a href= "http:// www.sjfzxm.com/news/index_c.asp" > location < /a >.

the positioning mentioned here is not the product positioning of the market plan, but the clarity of the role of the leader and the leader 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 "me" instead of "I", and let the leaders know clearly that all the targets and tasks in the plan are not your personal tasks, but you should take the responsibility of the two leaders together.

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

secondly, remember to say only plan and < a href= "http:// www.sjfzxm.com/news/index_c.asp" > target < /a >.

Like all other proposals, the P plan has no 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.

Making plans simple mathematics is a very dangerous thing, and rising 30% is obviously better than 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 lead 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.

in short, a simple mathematical plan is made into a story with 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 already put forward different goals for different situations. As for where to go, you have the final say.

finally, we can skillfully utilize the relationship between core business and < a href= "http:// www.sjfzxm.com/news/index_c.asp" > new business < /a >.

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.