9. 做些没被要求但你觉得不错的事(这表现出你是这“游戏”的高手了。一个例子:我每年会把工作的总结、细节、以及所有花费的趋势给董事会过目。我本来不需要这么做,但很多CEO有严重的开支问题,我觉得很有必要做这件事。他们也都很赞赏。)
10. Show up for every check-in with your manager with a list of all staff issues and highlights (You need to bubble things up, both good and bad, so your manager is on top of his or her overall team and (a) is never surprised by events, (b) knows how best to handle skip-level communications, and (c) can think more broadly about resource deployment across the organization)
10. 给你的经理看每次考核结果,并列上所有员工问题和需重点关注的地方(你要把事情整合一下,无论好坏,这样经理就能掌控他/她的整个团队,也能(a)在遇到事情时不惊慌,(b)知道如何最好处理跨级沟通,(c)可以在跨组织资源部署时考虑更周全)
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