When New People Do Not Understand, They Ask Questions.

The advantage of new arrival is mainly the advantage of time. So we can understand what we don't understand in the shortest possible time while others think we are new. The longer the time, the less advantage we have.

We always forgive a new person for making mistakes in the short term due to insufficient information or lack of experience.

New people can make full use of this rare advantage, but be sure to study wisely, summarize knowledge and experience in time, learn to draw inferences from others, and ask questions that must be kept in mind.

Employees who have been in the company for a relatively long time may not be ashamed to ask questions, but taboo about "stupidity".

After careful consideration, we can try to ask questions after a variety of efforts, for a simple one.

It will lead to comprehensive evaluation.

Asking questions is not just a matter for subordinates to solve.

The same is true for leaders.

We should face it, but we should have different ways to deal with it.

In the past, superiors usually preferred to do multiple choice questions because their time was limited, plus their ability to train subordinates to think, act and solve problems themselves, so they wanted to discuss with their subordinates on a certain high platform, instead of answering very simple WH- questions and YES/NO problems for their years of accumulation.

In the face of subordinates, try to ask him open-ended questions to arouse his thinking instead of directly telling him the answer, which is the core content of coaching technology.

Company up and down

The perfection of ability is a systematic structure.

To communicate smoothly, we must start with "head".

To put it simply, if leaders want to pass it and let it pass, it will be able to pass.

Trust can be built up and the invisible wall will gradually collapse.

The most influential and most exemplary role in this regard is Jack Welch, the former GE leader under the aura of many auras.

Though some of the halos on his head are fading in doubt, he is never lost as an excellent communication expert from his impact on GE employees and the public.

First of all, personally experience.

Welch always spares no effort to describe the GE vision and repeatedly instills the core value of GE to employees.

He used all kinds of channels to communicate well.

At the end of each year, he will give each of his direct reports a two page assessment, all written.

Second, go up and down.

Welch set an example to dredge the huge GE. because every manager imitated their superiors' behavior while their subordinates did the same thing according to their behavior, and turned the communication into a series process.

Again, work hard.

At the end of the 1980s, the communication forum was a product of communication democratization advocated by Welch.

The top managers from GE to the bottom level can freely exchange views on this forum.

Subordinates can arbitrarily provoke their leaders and throw all kinds of problems and suggestions to them.