If you want your leaders to trust you more and more in the workplace, stick to 4 small habits.

There is a very realistic saying.

In the workplace, achievements are made because the leader trusts you, not because the leader trusts you for making achievements.

This is not to deny the efforts of individuals, but to remind us that it is only when we are recognized by our leaders that we are likely to have more opportunities.

Efforts that are not seen by the leader are mostly in vain.

A capable person who is not trusted by the leader will only be unsuccessful.

Learning to gain the trust of leaders allows us to "work effectively" in the workplace.

Luo Zhenyu said in "Odd Man Out", "The most unpromising type of people in the workplace are called feedback black holes, and to be frank, they are those who are not accountable for everything and do not communicate."

The author, Stone, once shared a story about himself.

Once, the leader asked Stone to deliver a document to a unit.

After receiving the assignment he didn't dare to slow down for a moment and delivered the document to the other party at the first opportunity.

When he returned to the office, he was very satisfied with his efficient performance and went on with his other duties.

Towards the end of his shift, he suddenly received a phone call from his leader.

The leader asked very anxiously, "Stone, have the materials arrived?"

Stone confidently told the leader, "I went to deliver it as soon as you ordered, and I've been back for a long time."

I expected to be praised, but the leader was displeased.

The leader criticized, "You should have said so when it was delivered! I had to follow up with the other leader after he had read the material. I've been waiting for your reply! You are so unreliable."

At that time, Stone was full of grievances, thinking that such a small thing, he not only did it well, but also did not bother the leader, so how could he do it wrong?

Our feedback is not an anarenterruption, but a respect for the leader.

There is a saying: "The so-called reliable, is to have an account of everything, everything has been done, and everything has been heard back."

Reporting and feedback are the "echoes".

Diligent reporting is a good attitude, often feedback is a good habit.

People in the workplace, more than one report, will be more than a point of the initiative.

One more piece of feedback will add a point of reliability.

The founder of the Get App, Mr. Fou Bouhua, told us about a case.

When you are in charge of a job and encounter difficulties, you want to inform the leader of the situation and seek help, what should you say?

A: Leader, because of XX reasons, this work did not go according to plan and was postponed.

B: Leader, this work is currently encountering XX problems, I am very anxious, what do you think should be done?

C: Leader, the current situation of this work is XXX, I think the cause of this situation for XXX. now there are so many options, you see which is more appropriate.

It is easy to see that C's way is the best.

The first two ways of expressing the situation will inevitably make the leader feel that the employee is shirking her responsibilities and is not competent.

She has said, "When you need a superior to give advice, let him do multiple choice questions rather than subjective ones. It's helping him focus his questions and guide his thinking."

Giving the leader options helps him to reduce his burden.

Because the leader doesn't know how things are going after the work is laid out.

Whereas we, the concrete executors, are clear about the situation and have the data.

At this point, if we come up with a program to discuss the problem, we can help the leader to take the right direction and make good decisions.

Give the leader the program, but also for their benefit.

The motivated staff will force themselves to think of solutions by "taking solutions".

In the long run, not only can they show their courage to face the problem head-on, but also exercise their ability to solve problems effectively.

Such employees are naturally more likely to be appreciated by their leaders.

Learning to let the leader do "multiple choice" is the best way to manage upwards.

I read a story.

The boss gave two young men the same task: to go to the market to buy potatoes.

When the task was completed, the boss asked the first young man: "Are there any potatoes in the market?"

The young man replied, "Yes."

The boss asked again, "And how many merchants are buying them?"

The young man could not answer, so he had to go back to the bazaar to see.

When he came back, he told the leader, "There are 10 in total."

The leader asked, "And what are the prices of these families? Do you know the average price of potatoes in this market?"

The young man couldn't answer again and said with an aggrieved face, "You only said to buy potatoes, but you didn't ask us to investigate the market."

The second young man, on the other hand, not only brought back potatoes, but also reported to the leader the price of potatoes in this market, the situation of suppliers, and the possibility of his company developing business in this market ......

The leader was very impressed.

Some people, like the first young man, are given a job and do it literally.

For them, the work is a task that "I have to do".

Those who have a job in their eyes take the initiative to think and unlock the "hidden tasks".

For them, work is something they "want to do".

In his article, Mr. He Chuan writes

If you think a little more ahead and ask a few more questions, and then make the information clear, both your colleagues and your leaders will be more effective.

Doing the job assigned by the leader is the job; doing what everyone can think of is qualified.

Those who are truly competent are the ones who do well what their leaders don't say and what their colleagues can't think of.

Don't worry about thinking a little more will be wrong, doing a little more will suffer.

Think ahead of the leaders and do everything in front of them to reap the initiative in the workplace.

A story was reported in SFW.

In 2005, Zheng Jing failed the college entrance examination and decided not to repeat it and work directly.

Relying on her young age, good appearance, and decent English, she applied for a job at the front desk of a well-known hotel executive lounge.

In this job, she came into contact with many executives of the company.

As a result, she learned the basics of how to deal with people and also took the initiative to interact with the executives who came to spend money.

As a result, she learned about the industry and gained a lot of information about the workplace.

With her love of learning and willingness to learn, she improved her abilities and thinking significantly and was successfully hired by a German company.

The job was very light and consisted of answering the phone, greeting customers, and distributing letters by courier, as well as sorting and forwarding information from the mailbox to various departments.

Zheng Jing didn't waste her time, she spent a lot of time studying the mail she received.

What kind of customers and suppliers are they from?

What products are they selling and what prices are they setting?

What information is available on the websites mentioned in the emails?

Relying on constant accumulation, she spent a few months learning the basics of the company's business.

She would also go up to her colleagues to ask business questions when they were picking up a delivery or waiting for a customer.

Six months later, a colleague from the purchasing department suddenly left and the company had to rehire.

Zheng Jing volunteered and passed the interview with flying colors.

She went on to work for two other companies in her career.

She was appreciated by her boss because she continued to create value for the company and performed well in both companies.

In 13 years, she went from being a working girl to a workplace professional earning 500,000 RMB per year.

Zheng Jing relied more on learning and accumulation than on education, thus developing the ability to solve problems.

When we become employees who can solve problems, we are employees who are valuable to the company.

Li Xiaolai said, "People who accumulate a lot are robust because, for them, the desire of 'I want can be satisfied with what 'I hhave"

When you enter the workplace, learning specific skills, improving your thinking skills, or constantly expanding your horizons are all ways of learning.

The key is to have the awareness and persistence to keep learning.

Keeping up with learning is the best way to keep adding value to yourself.

Your value determines how irreplaceable you are in the workplace.

The workplace is a strong combination of people.

You are professional, you are capable, you have a future, and the leadership will naturally trust you, you do not take the initiative, are inefficient, or drdraghe the leg, and the workplace will eliminate you.

Very often, the leader can trust an employee because the employee can provide the leader with a "sense of security".

This requires us to know how to reduce the cost of communication, know how to show our responsibility, and understand how to share the burden of leadership.

What is more important is to make the leader feel: this person can be relied upon in critical moments!

May we all be the gold that shines.

And may we all have the ability to be seen.