How do seemingly powerful people analyze problems?

Suppose you are the CEO of a startup.

Recently, you found that the company's performance has been declining all the way. You plan to talk to
Wang Xiaoham, the head of the business department, to see what happened and what to do next. So
you called him to the office and asked with a serious face: Hammer, the company's performance has
been declining recently.

What do you plan to do next?

The small hammer trembled, and said nervously: Boss, the team has gone a couple of competently in
the past two months. In addition, during this time, a competitor appeared in the market, which is
basically the same as our product function, but the price is much lower than ours. Users now think that
our product is too expensive, and they all went to buy them, so the performance before falling. If you
can help me recruit a few more sales and give me the right to some discounts, I am confident that the
performance will definitely be raised! It sounds like an excuse, and you ask: It's okay to recruit a few
more sales, I will help you to say hello to President Li of the Human Resources Department. But the high
price is not the reason.

We always sell at this price, and we use good materials to ensure product quality. The profit is not high.
Now if you discount it again, the profit will be even less ... Seeing you hesitate, Hammer continued to
say: Now that the market has changed, competitors have begun to actively lower prices, and we have to
follow up. Late, maybe the market is gone! Through small profits but quick turnover, first drive out
competitors and get the market back! When he said that, your heart was tight, and it felt quite
reasonable.

You nodded frequently, and before waiting for you to speak, Hammer went on to say: As long as you
give me the right to discount and give me 2 more people, I guarantee that the performance next month
will be doubled! Get the market back! I can leave if I can't do it! You were moved by Wang Xiao Cui
Chengyi, with a charming smile on his face, and promised him the conditions.

A month has passed ... The company's sales have indeed increased by 2 times, but because they are all
sold at a discount, the new labor costs, the operating costs of the team, and the profit have turned into
negative numbers! In addition, the competitors have lowered their prices again, posing a swearing-in
price war, and Hammer has asked you for a higher discount ... How to do? Drop again? You will lose
more! Not drop? The market is gone ... Lay off? The team broke up. Hammer, you are pitting me ...
You're so bad.

Why is this happening? That's because you only see the "surface problem" and not the "essential
problem". You took the wrong medicine! What is a superficial problem and what is an essential
problem? How should we find the essence?

☆ The essence of the problem To find the essential problem, we must first look at what exactly is a
"problem"? How did it come about?

What kind of people do not like their boss at work?

Well, if you see this answer and have constructive suggestions, welcome to ask. After all, working in the
workplace is easy, and the employees who the leaders also like are less conflicted, and it is easier to
work.

When I did not figure out the rules, I really asked the leader to “like”. At that time, I thought the leader
was a gentle and principled person. He did not complain overtime on Saturday and weekend. He did not
resist, he was ambiguous in speech, and he did not care about his face. . .

After being irritated, after breaking the jar and being a real self, I became a "willful" and "temperate"
person in the leadership's mouth. I summarized why I was not liked by leaders.

1. Sense of distance. I don't think colleagues must be friends. I don't like help or favors for no reason-
yes, especially from leaders.

2. Have your own ideas and principles. These include on the wine table, sometimes taking medicines or
not drinking during regular holidays or not drinking (so I didn't ask me to go out later); sometimes, the
gray areas of public institutions do not want to enter. . . This is willfulness criticized. When it comes to
having your own ideas, there is one more thing you can put here. At night in the hotel for a business
trip, he asked me to tell him the room number or go to his room to report the meeting content. I didn't
answer and directly shut down. . . This is also where I have been criticized, saying that I didn't do my job
well. However, to some extent, I believe that human nature is an uncontrolled evil, so protecting myself
is the first consideration.

One more wave: after work, my own business is the biggest. Industry characteristics Spring is busier with
overtime, and it is reasonable to go to work at other times with ease. I do n’t know what the leaders
think. Overtime in spring, summer, autumn, and winter. Nothing to do. Overtime work. Very non-urgent
things that could have been done on weekdays are done ahead of time on weekends, overtime on
holidays, overtime at night, and pure physical work. Both physical and mental breakdowns, so I have
two mobile phone numbers and two WeChat one, one for work, not much on Saturday and Sunday
holidays. So he was scolded and put on small shoes.

Life, not only work but also life.

In this regard, I especially want to say that if this job is well paid and doubles or triples the overtime pay,
it can earn some hard work (yes, I am such a financial fan), and sacrifice a little fun for life and a little
Material abundance. But free overtime, just forget it, you can't accumulate useful experience in the
future, waste time and mood, and don't have your own life.

In addition, all of our classmates, whether civil servants or companies, are the only ones who keep
working overtime. This is also the biggest joke they have ever heard. Units of this nature are so crazy
overtime. I want to ask the leaders to go to the mental hospital to see.

3. Care. Well, the leader told me not to care about it. They all come out to work. There are two reasons
for staying in a unit. The money is in place or paid to be seen and appreciated. The extra labor was not
paid in return, and it is said that care about this matter is equivalent to having neither money nor
psychological comfort, which is definitely a trigger for leaving.
4. Can't joke. Well, especially the ambiguous yellow joke. Maybe I am more feudal. In such a system that
likes gossip, three people become tigers. I just want to be pure and innocent.

5. Make things clear. A long tongue woman in the unit told others that I bought something expensive
and suspected that I would get a rebate (why do I know that this is a person who has no common
interests but the same circle reminded me to be careful before I realize). Take a screenshot of the chat
history of buying things directly with the leader. The price was mentioned by the other party. I did not
return the price, and the leader agreed to the price. Just in case, all the phone's phone calls have the
recording function turned on and keep writing later.

Of course, there are no plans to change these.

The following are intended to be changed. . . Change when you know something wrong, I'm a good boy

6. Injustice. The nature of the system determines that the background and relationship must be a special
manifestation of strength. Therefore, even if the leader has a preference, even if the person sits and
does not have to work, he can get a good opportunity. This is also a fairness, which is the accumulation
of the efforts of the predecessors they used to do background. and so. . . Now the injustice brought by
more work may save future generations from the foundation of this injustice (this is not necessarily true,
personal feelings, welcome exchanges) to do their work well