Learn how to solve problems from the CEO

I have been reading management and growth books for years. I recently made a sudden discovery that I can read between the lines, understand the motivations behind other people's actions, and see other people's problem-solving skills.

In this response to a sentence, the mind is opened, the eyes and ears are opened, and everywhere can see the point worth learning.

I've always had a deep admiration for people who are worth their weight in gold. The same thing, some people deal with very difficult, while some people very deftly turn the situation, from passive to active. The other day, I sat in on a business meeting and watched the CEO of a company deal with a difficult problem. I was deeply impressed by the way the top management analyzed and handled the problem. From him, I saw more solutions to problems than problems.

Of course, maybe we, who are deeply involved, think things are tricky; But that's a small matter for a CEO who orchestrates a company's strategy. Here I want to record what I see in the way he handles it.

Background:

Our company (referred to as A), Partner company (referred to as B), Project (referred to as C)

Company A recently accepted A project C, but A has no experience in this project, so it is difficult for him to deliver the project within the agreed time. Previously, A and B had joint development experience of similar projects, and B had ready-made products that could be used in project C. Based on the past cooperation between the two sides, senior leaders of both companies reached A cooperation, and Company A outsourced project C to Company B at A price lower than the market price. Company A can deliver the project smoothly, and Company B can increase the number of successful cases, hoping to expand the national market in the future.

Under such an agreement, the project manager of Company A pushes Company B to implement it. However, the leaders of both sides did not form a written and clear way of cooperation. They gave a word to the executive layer: it is good for you to connect, and the agreement will be synchronized.

However, the project manager of Company A was not smooth in promoting the cooperation, and the two sides had information asymmetry and buck-passing. As time A promised to the project demander is getting closer and closer, the project manager of Company A is anxious and grabs the CEO to report, hoping to put pressure on the other side from senior leaders.

In the communication meeting, the project manager reported the process from beginning to end, explaining the problem points and the current connection between the two sides. The core point of the problem is that our independent development work in the early stage is stalled, and we fully hope to rely on the cooperation of B company to achieve the delivery, which is the most time-saving and labor-saving way. However, Company B did not cooperate as expected. In detail:

1. We are not sure which way to cooperate. Will Company B directly give the source code (we are an IT company) or jointly develop IT?

2, we secretly plan, how to achieve: both want, want, also want, but also? (The abacus of the R&D boss: learn the implementation experience of B Company in this field from this cooperation)

3. Due to online communication and remote cooperation, the response speed is very slow. For a simple question, the time cost of back-and-forth communication is high.

After listening to the complete report of the project manager, the CEO did not answer immediately but mentioned two points, which impressed me. The mind opens, and the solution comes naturally.

1. You have been saying that B company does not cooperate or does not cooperate, but whose project is this? Where is our schedule?

2. The cooperation between the two companies is based on mutual benefit. There is no company B helping Company A with the project, but Company AB jointly completes the project. In addition, the senior management of Party B attaches great importance to the influence of project C on the development of the company. On the following executive level, we should make them realize that: you do not help me complete the project, but I help you complete the things your chairman wants to do.

On the first point, know your rhythm so you don't get stuck in a passive state.

It's the most time-saving and labor-saving way for us to purchase the ready-made products of Company B with a few modifications. But from the beginning to the end, this is our project, we are responsible for the delivery results, once there is A delivery problem, our company A is the first responsible person. In this context, Company B's failure to respond promptly, whether intentionally or unintentionally, will not be primarily responsible for them.

The person in charge of our company should control the whole project and give clear instructions to Company B: We will reach cooperation in the prospect of friendly cooperation, and the results will be delivered before the date of XX, and the cooperation will continue; If no definite reply is given by the date (XX), we shall cancel our cooperation. Don't wait because it's up in the air. At all times, prepare the plan B and take the initiative.

I thought about my experience in finding a house decorator. I don't want to spend on the house, a friend introduced a decoration master, early chat can also, I show sincerity, want to Carte Blanche. At the same time, I did not contact other decoration companies and did not understand market conditions, only with instinct bargaining. As a result, the price was not settled in the later period, and they parted in displeasure. I PRODUCE GREAT BLAME ON ONESELF, DO NOT DEPEND ON DID NOT COOPERATE SUCCESSFULLY WITH DECORATE MASTER, HOWEVER, I OFTEN PLACE ONESELF "SEE A TREE ONLY" CONDITION, WASTED TIME ALREADY, ALSO LET A THING ADVANCE RISE PASSIVITY.

On the second point, I see how to motivate the other side.

If I always with the mentality that I trouble others to get help, it is self-devaluation. As the cooperative party AB, there is a settlement fee; For homeowners and decorators, I will pay for each other's labor. Therefore, don't put yourself down first and communicate details in the way of "trouble and request". Of course, in addition to looking at the basis of money, there are also good relationships to deal with first.

If the other person is friendly or available at the moment, he may help. If the other person is not busy, or a very ostentatious person, they will not help. So, there's a skill in mobilizing the other person's initiative, in getting him to do it. What I saw in the CEO's words was giving a sense of responsibility and helping the other person see that this is something that you need to get done by a certain date. The reason I'm pushing the project so aggressively is that I'm helping you complete the tasks your boss has given you. You don't have to. I have plan B anyway.

I can be polite, but I need to use it when the time is right. Used well, twice the result with half the effort; If you don't use it well, you drop your value.

Although it was a long time ago, I still feel good when I look back on it. The CEO's question showed me that it would make sense to jump out of the chaos and use a line to pull yourself out of it, feeling that everyone was in an "it's the other person's fault, they didn't cooperate with my work" mood.

It's kind of interesting.