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Efficiently Manage Your Email#

1. Set Up Your Email

Effective email management relies on professionals developing good habits for handling emails. Habit formation is not an overnight process. While cultivating habits, we can also improve our email management efficiency in the short term by effectively setting up our email accounts.

The following simple settings can quickly simplify your inbox.

Setting One: Abandon complex classification folders and create a single "Processed Emails" folder to store all emails that need to be retained.

Labeling things is a human instinct, and the same goes for emails. Therefore, it is common to see people setting up complex folders in their email accounts to save different categories of emails: sales data, budget reports, customer information, important parameters, meeting notes, media materials, to-do tasks, and so on. This practice of categorizing every single email may seem orderly, but it actually leads to inefficient email management.

Instead, create a single "Processed Emails" folder and dump all the emails you need to keep into it without worrying about how to categorize them. When you need to look something up later, just use the email search function to easily find the emails.

Setting Two: Create common "Email Rules" to make your email account your personal secretary.

"Email Rules" is a feature that most email services provide. It directs the inbox to perform a series of conditional judgments based on each newly received email, and then takes preset actions based on the results of those judgments. Taking the most common Outlook as an example, the conditional judgments include:

• Who is the sender/recipient;
• What keywords are included in the email subject or body;
• Whether the email contains tags like "Important," "Action," or "Confidential";
• Whether the email includes a meeting invitation;
• Whether the recipient is a primary recipient or a CC.

The preset actions include:

• Moving the email to a specific folder;
• Marking the email as "Follow Up," "Important," etc.;
• Deleting, forwarding, or printing;
• Marking as read;
• Desktop notifications;
• Replying using specific information or templates.

These conditional judgments and preset actions can be combined in any way to achieve the desired effect.

Setting Three: Create Email Templates

Templates are an excellent way to improve office efficiency and avoid repetitive work. This also applies to managing your inbox. Summarizing a few commonly encountered situations into templates will undoubtedly save you a lot of time. If you have been working for a while, you can look through your sent emails from the past few weeks to find content with similar structures that can be reused, and build your email material library.

Additionally, there is a feature in your email that is often overlooked, which can become a powerful tool for managing these templates if you change your perspective slightly. This feature is the signature.

A signature, as the name suggests, is used to quickly embed your signature information at the end of an email. This information typically includes your name, position, phone number, fax, email address, etc. Usually, people only save one or two different versions in their signatures. For example, I commonly use two signatures: a shorter one for internal company use that only includes my name and department, and a more detailed one for external use that includes more contact information.

However, this usage does not maximize the functionality of the signature. If you have set up your signature, you will find that although it is specifically designed for storing signatures, there are actually no restrictions on the number of words or format. The signature setup page you see is essentially a text editor.

Therefore, we can utilize the signature feature to store various email templates. Since the signature is part of the email functionality, using it can save you time spent opening other programs and also save you the mental effort of remembering where the templates are located.

2. Email Usage Habits

The above settings can improve your processing efficiency in the short term, but their effectiveness is limited to initial processing of emails. What truly plays a decisive role in the long term is your email usage habits. Developing good usage habits allows you to always stay ahead of emails, making them work for you instead of being overwhelmed by them.

The following are the best habits that can significantly improve your processing efficiency.

Habit One: Process each email on the same day, keeping your inbox empty.

Rome wasn't built in a day, and the hundreds or thousands of unread emails in your inbox didn't accumulate overnight either. Like many things in life, if you always think, "I'll handle it when I have time," those unread emails will permanently settle in your inbox, becoming impossible to shake off.

Therefore, the state you should strive to achieve is to have an empty inbox by the end of the workday, with all emails from that day processed. This is not an easy habit to cultivate, but it will yield great rewards. The following habits revolve around how to achieve a "daily clear" inbox.

Of course, this doesn't mean you should keep your eyes glued to your inbox, jumping on new emails as they arrive. If that were the case, wouldn't it be counterproductive to treat email processing as your primary job? Some advocate checking your inbox only once or twice a day, concentrating on processing emails, and dedicating the remaining time to work. This is a good idea, as it helps professionals maintain focus on important tasks and avoid distractions. However, this approach also has negative effects, such as potentially causing you to miss the best time to take action.

A compromise is to combine "immediate replies" with "scheduled replies." For emails from important contacts or those that may contain crucial information, take swift necessary actions. For the remaining emails, schedule fixed times to process them. Common platforms like Outlook have corresponding features to help us implement this arrangement.

First, you need to turn off desktop notifications for incoming emails in the options. This way, you won't be disturbed every time a new email arrives, allowing you to concentrate on urgent work.

Then, by setting up the aforementioned email rules, enable desktop notifications for emails from important contacts or those containing words like "Urgent" or "Immediately," so you receive timely alerts for important emails and can take action.

Finally, you should set a specific time for processing other emails. The frequency and timing can be determined based on your work content. However, it is advisable not to make email processing the first thing you do in the morning. This is because, typically, the morning hours, especially once work has started, are when your brain is most active, making it suitable for tackling the most challenging and important tasks. Emails can easily divert your attention, preventing you from fully immersing yourself in your work. Therefore, avoid making email checking your first task in the morning.

Habit Two: Read each email only once.

Many people handle emails this way: after reading an email, they think about what actions to take, and once they have a rough idea, they feel the issue is resolved, marking the email as done in their minds, and then move on to the next email, repeating the process. Those who do this generally have the mindset of planning to read all new emails before taking action. Opening an email feels a bit like unwrapping a gift; each time an email goes from unread to read, it brings a small sense of satisfaction. However, taking immediate action means the gap between unwrapping the next gift gets longer, so they tend to read all emails first for immediate gratification.

But the reality is that before they finish reading all emails, other matters arise, causing their attention to shift elsewhere. When they return to continue processing emails, they find that although they have a general impression of the previously read emails, they are not sure about the specific content. As a result, they have to spend time re-reading them carefully for further consideration. This back-and-forth wastes time unknowingly.

To solve this problem, one must adopt a step-by-step attitude: strictly require oneself to read each email only once, take corresponding actions immediately after reading, and remove the email from the inbox. Only by doing this can you reclaim wasted time and potentially process each email on the same day. The following habits can help you adhere to this "read once" requirement.

Habit Three: Execute the 4D processing for each email.

4D refers to the four actions represented by four English words: Do, Delegate, Defer, Delete. These four actions cover all possible actions that can be taken for any email. This effective method was first proposed by American publisher Michael Hyatt.

Do#

If, after reading, you find that the email contains a task that you need to complete and can do so in a short amount of time, you should take immediate action. For example, if the email inquires about a simple business question and you happen to have the information at hand, or if the email asks you to schedule an interview time for a graduate next week. Replying with an answer or creating a new meeting in the calendar can be done in just a few minutes. In this case, you have no reason to procrastinate.

In this regard, David Allen, the founder of the GTD method, proposed a famous "2-Minute Rule," which states that any task that can be completed in 2 minutes should be done immediately. This is because any judgment, summarization, or planning for a task that takes 2 minutes will take longer than actually completing it. Therefore, aside from doing it immediately, there is no more effective way. David even proudly stated that he once carried a stopwatch to accurately record the time spent on small tasks to have a more accurate concept of 2 minutes.

We obviously don't need to be that extreme, jumping on tasks that take 1 minute and 59 seconds immediately while leaving those that take 2 minutes and 1 second aside. However, David's reasoning is sound and worth emulating when processing emails.

Delegate#

If you find that the work mentioned in the email can be delegated to someone more suitable or someone who can complete it at a lower cost, you should try to assign the task. For example, in audits, one often encounters the task of verifying numbers. A certified public accountant cannot do this better than an intern, but the time cost of a CPA is often several times that of an intern. Such tasks should be reasonably delegated to junior staff to free up senior staff's time for tasks that only they can complete.

In this case, you should also take immediate action, adding task descriptions and requirements to the original email, along with all the information the person executing the task will need, and then forward it to the appropriate person. While forwarding, remember to notify the original sender via CC or a separate email that the task has been delegated to someone else.

After processing emails that fall under "Do" and "Delegate," you can store the original emails that need to be archived in the "Processed Emails" folder, while the remaining ones can be deleted.

Defer

When the work mentioned in the email must be done by you but clearly cannot be completed in a short time, temporarily deferring it by placing it in a separate folder called "Deferred" is a good way to keep the inbox empty.

Some may question whether deferring is not the same as leaving it in the inbox. This concern is valid. If you treat the "Deferred" folder as a substitute for the inbox, indiscriminately dumping any task into it, then this folder is no different from an inbox overflowing with emails. However, if you take the following steps before placing such emails into the "Deferred" folder, the effects will be significantly different:

First, you need to strictly control the number of emails placed in this folder. This requires you to faithfully judge that the emails do not belong to the categories of "Do" or "Delegate." This is particularly crucial to avoid the "Deferred" folder becoming a shadow inbox.

Second, you should roughly estimate the time required to complete the work. If the task exceeds the time you can allocate, consider informing the sender to seek a solution.

Then, before moving the emails, record this task in your to-do list. The purpose of this is twofold: first, to avoid the email sinking into the "Deferred" category and disappearing without a trace; second, to use this record to assess the importance and urgency of the work, distinguishing priorities for subsequent processing.

Once these steps are completed, the email can be smoothly moved to the separate "Deferred" folder.

Regarding distinguishing the importance of emails, we have another method. We can create a separate "CC" folder and then set up email rules to automatically place all emails received as CC into this folder. As we will mention later, it is customary that contacts in the CC field are not the primary communication targets of the email. Therefore, if your name appears in the CC field, you can reasonably conclude that this email is not very important to you. Thus, using email rules to automatically store such emails separately allows you to handle them after completing more important tasks. This can help you better manage your daily workflow.

Delete

The previously mentioned deletion of emails after processing the "Do" and "Delegate" categories goes without saying. There is also a situation where the email is merely informational and does not require further action from you. In this case, after transferring the emails that you are sure you will need to the "Processed Emails" folder, the remaining emails should be decisively deleted.

It is important to emphasize "decisive" deletion because some people have an inexplicable psychological barrier to deleting emails. This is not a joke; in behavioral science, the behavior of hoarding items and being unable to discard anything is a symptom of obsessive-compulsive disorder (commonly known as "OCD"). This behavior stems from the instinct of humans and other animals to collect and store food in response to harsh environments and disasters. However, in extreme cases, this instinct can evolve into a psychological disorder. There is a specific term in English to describe this behavior, called hoarding, which can be translated as "hoarding disorder." In life, it manifests as the belief that anything might be useful in the future, making it hard to discard. Ultimately, this leads to homes being filled to the brim, leaving no room to move. In the sitcom "2 Broke Girls," the protagonist once cleaned a room for a hoarder.

Of course, most people do not reach this extreme, but we should all have seen traces of such behavior in ourselves or those around us. In the workplace, we may also become "hoarders" of emails. To overcome this tendency, it is essential to recognize the following facts:

• Any email you currently need is stored in the "Processed Emails" folder;
• Any email that you feel may be needed in the future, even if not currently necessary, will ultimately not be used;
• If you later find that an email you needed has been deleted, there will always be someone among your colleagues who has saved it well;
• If no one has saved the email, then it is not important at all.

Therefore, unless you can identify why you might need this email right now, please "decisively" toss it into the trash.

This article is excerpted from "You Are a Unique Business," by Li Dongxu.

How to Write a Proper Email#

Denny the Cow

You must have sent many emails that later went unanswered, right? Have you ever felt that XXX seemed kind-hearted, but when you emailed them, they just didn't reply? In 95% of cases, it's not that the other party is being difficult; people deal with hundreds of emails daily, and one more doesn't make a difference. The real reason is that your approach was wrong. So this blog will discuss how to send a Cold Email, focusing on three core principles, from simple to complex.

Principle One: Shorter emails are more likely to get replies.
This is the simplest and most understandable point; everyone should have experienced it, but often forgets when sending emails. In my own experience, emails from strangers that are two or three sentences long get immediate replies, while those longer than five sentences tend to be put aside, and most are never returned to. The longer the email, the greater the mental pressure it creates for the recipient. Modern people are already under a lot of stress, and they simply cannot handle more, so they may just ignore your email. You can reflect on your own situation to quickly realize this. Therefore, emails under five sentences are the way to go.

Principle Two: Don't talk about yourself; explain how it relates to them.
Who is the person the other party cares about the most? That's right, themselves. Too many people spend 80% of their Cold Email writing about themselves—"Who I am, what I'm doing, my journey, every detail of what I'm doing"… Wait a minute, what are you writing this email to them for? They are efficiently processing a large number of emails closely related to themselves; are you trying to insert a story into their busy schedule?

Thus, your email's first sentence should directly tell the recipient the purpose of the email. Then, if you want to increase their desire to reply, every subsequent sentence should relate to their interests and benefits. You could spend 500 words describing how great you are, but in terms of attractiveness, that pales in comparison to spending 50 words clearly explaining how this matter relates to them.

Principle Three: Make it easy for them to reply and help you.
Only 1% of people do this.

For example, after attending an entrepreneurship seminar, you spoke with a well-connected speaker for 10 minutes. They thought your project was good and agreed to introduce your team to angel investor A, investment firm B, and supplier C, asking you to send detailed information to their email. Then you happily went back and sent your project overview to their email, which essentially said:
"I was glad to talk with you today. Our project is blah blah blah, and we have blah blah blah. Attached is the detailed project information. Thank you for your help! Let's blah blah blah."

After that, nothing happened. Then you start to think, "XXX seems kind-hearted, but actually isn't." If you think this way, please consider the perspective of that poor speaker—during their email cleanup that day, when they saw your email, they needed to: (1) remember who they promised to introduce you to and what the connections were; (2) find the email addresses of those three contacts; (3) write three separate emails to introduce your project and its relevance to each of them. That’s at least half an hour of time investment; do you really think they are your benefactor? Just saying "I know you're busy" when sending an email is merely a passive request, akin to asking for money.

Many people are willing to help others, but the premise is that you must make it easier for them to help you. So what can you do? After your conversation, you should send four emails:
The first: "I was glad to talk with you today. Our project is X, and you mentioned that it might interest angel investor A, investment firm B, and supplier C. I will send you three separate emails, each addressed to A, B, and C. These emails will be in a format that can be directly forwarded. Thank you for your help!"
The second, third, and fourth emails should be addressed to A, B, and C respectively, briefly explaining your project and its relevance to them, ensuring the format is complete so your contact can forward them directly.

Long, comprehensive emails are easy to write and common, so they don't pursue high reply rates—many people just want to vent (I personally think if you write like that, don't send it; just vent to yourself). Writing short emails requires more effort. Writing short emails that consider the other person's perspective requires constant awareness.

If these three principles can be widely adopted, they will save a tremendous amount of wasted time and energy for society as a whole.

The writing of purely work-related emails can be roughly divided into two parts: thought process and rhetoric.

1. Thought Process: There are some general principles that can guide your writing.

• "War Correspondent" Principle

Imagine yourself as a war correspondent reporting on the current situation amidst flying bullets, where every word could attract a bullet to your forehead. In such a scenario, it is most appropriate to omit unnecessary words, clichés, and empty phrases, and get straight to the point. For example, as a system deployment personnel reporting a major issue at a client's site to a senior technical leader, you could write:

"The A system B module is currently non-operational. Deployment logs are in Attachment 1, error messages are in Attachment 2, and client environment details are in Attachment 3. The client requests resolution within 24 hours, or the launch will be delayed."

This sentence condenses all the key information, while related but lengthy technical details are conveyed through attachments, ensuring that the recipient immediately understands the cause, process, and potential outcomes of the issue. In this case, if you are overly concerned and start with formalities like "Dear Leader," it may lead to the recipient missing important information. Ensure that the recipient can see the purpose of the email at first glance.

• "Pyramid" Principle

Imagine the typical structure of a pyramid. I believe all emails (and even other practical articles) should follow this principle: a clear center, layered narrative, and gradual expansion.

There is a book called "The Pyramid Principle" that can be studied in depth, but here I will summarize my understanding of the specific summarization method.

1. First, filter the content you want to express using the war correspondent principle. Identify a few key points, then narrow it down until you find a single center, temporarily listing this "point" as the ultimate goal of all your statements.

Using the earlier example of a major issue at the client's site, I need to convey many things to help the recipient make a judgment, such as logs, error messages, environment details, etc. However, upon careful analysis, all these details are merely to address the issue of "system deployment failure." Further analysis reveals that resolving the "system deployment failure" can prevent "system launch delays," thereby avoiding project failure and loss of client trust, ultimately converging all the threads of the issue to the single point of "maintaining client trust."

2. Analyze the recipient's understanding of this central point. If it is self-evident, downgrade to the next central point; if it may not be well understood, maintain this central point and elaborate around it.

The recipient is a senior technical leader, so they naturally have sufficient awareness of "maintaining client trust." Therefore, downgrade to "project failure," which also has enough consensus, and then downgrade to "project launch delay." At this point, the senior leader may not have a clearer understanding than the on-site personnel, as they may not have a comprehensive view of the situation. Your task is to report this situation clearly and definitively to provide them with enough resources for judgment and coordination. Thus, "project launch delay" becomes the central point.

3. Describe the layer of information most directly related to the central point.

The most directly related issue to project launch delay is "deployment failure," but deployment failure is merely a result, not a process. Therefore, it is necessary to further describe why the deployment failed. Typically, there are three aspects of information when doing something: "What resources I have, how I did it, and what results occurred." These three aspects are directly related to the deployment failure.

4. Continue to describe the "direct information" of the "direct information." Here, you will enter a loop, adding what you believe needs to be explained in a layered manner to enrich the supporting system of the central information. In emails, you need to use different methods to add information based on the actual situation, such as images, charts, and attachment documents.

Logs, operation records, and other information, while valuable, may be lengthy and not directly helpful to the central point, so they should appear in a way that does not interfere with reading. Attaching them is a good choice, ensuring that the recipient can easily access them when needed while avoiding them when not needed.

By consistently referencing these two principles and continually practicing writing and summarizing, you can ensure that your email output is well thought out.

2. Rhetoric: Everyone has their own writing style, but in work-related emails, it is necessary to appropriately constrain one's writing habits.

3. Punctuation

This part is often overlooked. Many colleagues with years of work experience either omit punctuation or misuse it when writing emails. For example, ending every sentence with a question mark, randomly placing exclamation marks everywhere, or using dashes in a translated tone, etc. I have a mental bottom line for email punctuation: "It can be informal, but it must be consistent."

For instance, if I cannot use standard Chinese periods due to input method issues, I simply use English periods or even dashes, but I will use them consistently, such as treating all dashes as periods to avoid confusion for the recipient. Additionally, in casual conversations, I tend to end with three dots, but I try to avoid these personal habits in emails. Even if I cannot use punctuation correctly, I should at least not create potential reading obstacles.

2. Font

• Default Font

If the company has standards, strictly adhere to them; if not, keep the default font, as it is the safest choice when you do not know the recipient's vision, reading environment, or reading device.

• Bold

Use it only for deliberately emphasized text. Generally, it is best to have only one bold phrase in a paragraph; if there are three or four or more bold phrases, the effect is diminished—"emphasizing everything is equivalent to emphasizing nothing." Therefore, find the most crucial point and then consider whether it is worth bolding.

• Italics

Regardless, be cautious with "italics" and try to avoid using them, as the italics on the current Windows platform are quite crude.

3. Color

• Safe Colors: Red, Green

Aside from using red (to emphasize or indicate danger) and green (to indicate approval and safety) moderately, it is best to avoid using other colors.

• When using multiple colors, provide a legend.

If you must use multiple colors, you must provide a legend in a prominent place; otherwise, after several transfers, the reader may not understand the meaning of the colors and miss or misinterpret the information.

4. Alignment

• Paragraph Alignment

I have seen many colleagues add two spaces at the beginning of a new paragraph, and some programmers even add four spaces (since one English space is 1/4 the length of a Chinese character). However, in emails, paragraphs should avoid leading spaces; this is a "new text formatting issue of the Web era," which we won't discuss here.

• End-of-Paragraph Alignment

Do not use the Enter key to control line breaks, as what looks visually appealing on your client may turn into a visual disaster on someone else's device. Refer to this image (left is the original screen, right is the display effect on a smaller screen).

5. Line Breaks and Line Spacing

• Manual Empty Lines

After completing a full paragraph, try to manually leave a blank line, as in different reading devices, without this empty line, it can lead to a wall of dense text, which creates visual pressure that directly affects the reader's comprehension. Leaving white space allows for breathing room and understanding gaps during reading.

• Appropriate Spacing

Line spacing can use default spacing or within 1.5 times spacing, depending on the length of the text. Higher spacing can cause the reader's eyes to jump too much, leading to visual fatigue.

6. Text Description Techniques

To summarize the email writing techniques I recommend, "choose simple and accurate adjectives and adverbs, use meaningful short sentences, and avoid piling up complex terminology."

• Choose Simple and Accurate Adjectives and Adverbs

This mainly targets those who prefer a novelistic style of email writing. For example, replace "beautiful" with "aesthetic," etc. Work emails are not prose; they need to ensure practicality.

• Use Meaningful Short Sentences

Breaking long sentences into short ones can make it easier for readers to understand. For example:

"The project's delayed launch is due to a fault caused by the failure to install program A, resulting in the loss of redundant TMP files."

Can be broken down into:

"The project launch is delayed because of an installation fault at the site, which was caused by the failure to install program A, specifically due to the loss of redundant TMP files."

• Avoid Piling Up Complex Terminology

This may have different opinions among technical colleagues, as terminology often serves as a universal language among most R&D personnel.

However, most colleagues outside of R&D do not understand what R&D personnel mean when they say, "I plan to inherit your A method" or "Give me an interface." Therefore, when emailing colleagues, ensure that what you write is understandable to the other party. For example, the following replacement (the reader is a finance colleague):

"Open your browser, enter 1234, and copy the systemp parameter from the system console."

Can be replaced with:

"Open IE or 360 browser, and in the address bar (the one that starts with http:\), enter 1234. Then, look for a menu on the left side of the opened page, and in the middle, there is a function called 'System Console.' Click on it, and in the pop-up window, copy the content from the box next to the name 'systemp' and send it to me."

At first glance, it seems verbose, but this way of writing emails ensures the best results because the understanding of information varies among colleagues, and information asymmetry is the main barrier to smooth communication. In simple terms, "what you say I don't understand, what I say you don't understand, and both sides have to go back and forth several times to understand each other."

7. Title

The email title is also often overlooked, but it is crucial as it ensures accuracy when you and the recipient search for related information later.

An appropriate title is generally the most comprehensive summary, the initial hook, and the most striking description.

• The Most Comprehensive Summary

"Regarding the Deployment Failure of the XX Project at the XX Client Site and the Situation Explanation"

• The Initial Hook

"Deployment Failure at XX Client Site in XX City"

• The Most Striking Description

"Deployment Failure at XX Client Site May Lead to Delayed Launch"

These are all viable examples, and you can weigh them based on the actual situation.

8. Other

Other aspects of email writing include signatures, email importance, email format, and estimating the reader's environment.

• Signature

Signatures are mainly used to provide the other party with your contact information. If the company has unified requirements, they must be strictly followed. If there are no unified requirements, a fixed format should be set, including personal name/English name, official company name, department/project team, mobile phone, landline, MSN, and other necessary information.

• Importance

Unless it is an urgent matter, never use the importance setting to avoid rewriting the story of "The Boy Who Cried Wolf": "The Wolf is Coming, Modern Email Edition."

• Email Format

Usually set to HTML format; if there are special requirements, you can also consider plain text (TXT), but the latter will lack visual formatting and is generally not recommended.

• Estimating the Reader's Environment

This part is somewhat speculative and can also be viewed as "user experience in email communication." For example, if the other party frequently uses a 12-inch laptop, try to make tables compact; if they are traveling and staying in a hotel, avoid sending large attachments in emails and use other methods to convey information.

Phrases That Can Save Your English Emails#

Qiqi

At the beginning of sentences:

Referring to previous discussions

Pertain to ...(issue)

As communicated earlier...

Apologizing for a late reply

Sorry for the delayed response...

Long time no contact

Hope everything is well with you.

I hope this email finds you doing well.

In the middle of sentences:

Requesting the other party to do something

Please arrange... accordingly so we can proceed with... / move forward

Please follow up with...

More polite requests

If possible, could you please...

I will have to bother you on...

Confirming something with the other party

Could you please clarify... / give a clarification on...

Kindly please confirm our proposed...(schedule / plan)

Inquiring about progress

Do you have any updates on...

Have you got any response from...

Notifying the other party of something

Please be informed that...

Please kindly note that...

Seeking the other party's opinion

Please advise.

Please let me know your thoughts on this.

Please give your comments if any.

Meeting invitations

You are all invited to attend the meeting on...

Please check your calendar and let me know your preference / if there is any conflict.

Ending:

...is attached here for your reference.

Thanks for your kind support.

Please let me know should you have any further questions.

Your prompt response on this will be highly appreciated.

1. Use of Connectors

Quickly abandon "BTW." When mentioning another matter in an email, you can use "in addition to / additionally / furthermore."

2. Use Passive Voice More

In emails or formal documents, passive voice sounds more professional. For example, instead of saying "I need xxx," you can say "xxx is required." Doesn't that sound more professional?

Another example is to remove the subject and change the sentence structure to "It is + verb," such as "It is proposed that / It is confirmed that..."

3. Pay attention to native speaker vocabulary, and replace your commonly used synonyms with those they frequently use. For example, "because of" can be replaced with "due to"; when asking someone to verify an issue, don't just use "check," but "clarify / verify / cross-verify" are also very useful; for expressing "before" something, besides "before," you can also use "prior to"; for "after," besides using "after," you can also use "upon" (of course, there are some differences in usage; for example, "Let's talk about this after you come back" can be changed to "Let's talk about this upon your return.")

If you are unsure about the usage of similar synonyms, feel free to check the dictionary.

4. Two Complaint Sentence Structures

"There were some small issues which we probably need your attention to look upon."

"Due to the discrepancies in xxx issue, we need your attention to resolve the problem."

7 Must-Know Document Knowledge#

Knowledge for newcomers regarding work documents:

1. When sending others a PPT, it's best to save each page's combination as a fixed image or save it as a PDF; otherwise, the formatting and fonts may change when sent to different terminals, failing to achieve the desired effect and avoiding easy appropriation or modification of your document by others.

2. All office documents should be named with dates, and updated versions should change the date and be saved as a new file, so you can always find documents from a specific time period and clearly distinguish between new and old versions.

3. All office documents should not only be named but also have the full name and date written in the editing interface. This is because your documents may be printed at any time, allowing everyone to quickly understand what the paper in front of them is and which version it is from which day.

4. In Excel sheets, write a separate column for serial numbers instead of using the built-in row numbering; this is convenient for printing and allows everyone to quickly find which row it is during meetings.

5. The logic in Excel is crucial; make good use of freeze panes for the convenience of all viewers.

6. Long documents must have page numbers so that when printed and bound, they do not get mixed up.

7. Do not outline, deform, or fill in other colors for brand logos within documents.

Although these seem like common sense, adhering to them will be very useful for newcomers in the workplace.

Small Details That Add Value in the Workplace#

Yu Jieru

In terms of etiquette:

1. When answering the phone, remove the word "Hello" and directly say "Hi."

2. When a colleague comes to your workstation to discuss something, please stand up to talk to them.

3. During meetings, if there is no designated person responsible for pouring water, your small effort will be a plus.

Keywords: Respect for others.

In terms of work:

1. When sending emails, modify the attachment names to match the content, commonly seen in scanned documents.

2. When handing over work, be sure to categorize and indicate the time and progress.

3. When communicating situations, let others choose between multiple-choice questions rather than open-ended questions.

Keywords: Convenience for others.

In other aspects:

1. Keep your desk and computer folders tidy.

2. If there are no requirements, please insist on writing daily summaries.

3. Make good use of sticky notes; finish today's tasks today.

Keywords: Personal efficiency.

I believe the biggest detractor is complaining. Whether about people or things, it is always harmful and never beneficial.

Things Not to Do#

1. When dealing with a problem that you can solve in 5 minutes, don't spend 10 minutes communicating with others to have them complete it. In the end, either they take 15 minutes or longer to complete it according to your requirements, or time is wasted, and nothing progresses.

2. Always work silently without knowing when to showcase your results to your supervisor or colleagues. While being low-key is commendable, opportunities must be seized.

3. Love to complain. Frowning at every little difficulty and engaging in endless meaningless complaints when meeting or chatting is the most annoying behavior, bringing negative energy to others.

4. Be passive. Even though you are silently executing tasks assigned by your supervisor or colleagues, you wait until they ask, "How is this task progressing?" before reporting to them, which is overly passive. Proactively informing them of progress and risks can keep them in the loop and help avoid risks.

5. Go to colleagues, especially supervisors, with problems instead of alternative solutions. Being clueless often leaves a very bad impression.

6. In a team, easily dismiss others' viewpoints without proposing a better solution yourself.

Writing High-Quality Meeting Minutes#

• Five Parts of High-Quality Meeting Minutes

1. Meeting Agenda: What issues arose.

2. Information Sharing: The current status of the issues and resource situation.

3. Proposal Discussion: Proposed solutions to the issues and opinions.

4. Decision Making: Making decisions on the proposed solutions.

5. Execution Division: Confirming divisions of labor and responsible parties for execution.

• Four Principles of High-Quality Meeting Minutes

1. Matching Principle. Meeting minutes are part of meeting management, and they should match the meeting's purpose and process.

2. Purpose Principle. Clearly define why meeting minutes are being taken—whether for review, responsibility analysis, or confirming goals and planning divisions of labor.

3. Responsibility Principle. Based on the goals, determine who from which position should be responsible for taking the minutes and ensure the quality of the meeting minutes.

4. Consistency Principle. Meeting participants should reach a consensus on the meeting's goals, processes, the purpose and significance of the minutes, and the responsibilities of participants.

Meetings are one of the most important management tools for managers, and meeting minutes are the exam paper for the meeting's host.

The minute-taker is limited by their position and does not need to bear too much responsibility and pressure.

Management emphasizes practicality and progress; managers always balance risks and costs based on specific situations. Misjudging the situation can lead to mistakes in either being too lenient or too strict.

How to Write a Weekly Work Summary as a New Employee#

As a recent graduate in a foreign company, there was no requirement or habit of writing weekly reports. Now, having switched to a private enterprise, my leader requires me to submit a weekly report. Initially, I found it very troublesome and felt uncomfortable as if I were being monitored, but once I realized the true meaning of the weekly report, I became very proactive and serious about writing it.

You need to understand that a weekly report is not written for your leader but for yourself. A weekly report is not just a way to satisfy your leader or show off what you've done; it is a reflection and summary of your work. It is a process of thinking and reflection that helps you recognize areas for improvement more systematically and vividly.

Currently, my weekly work mainly involves visiting and negotiating with various clients and channels, so I will thoroughly record the visit time, client name, visitors, visit content, insights, etc., and separately highlight significant matters. Good memory is not as good as a bad pen; as the number of visits increases, there will always be times when you can't remember clearly, and there is always a risk of missing out on brilliant ideas from a particular day. Therefore, I now summarize and reflect every night. "I reflect on myself three times a day," which not only helps overcome memory fading but also leads to many unexpected gains.

Whether in Word or Excel, I create a relatively uniform template, which helps with future queries.

Regarding your concern about not knowing how to express some fragmented things, this precisely proves the necessity of writing weekly reports. A weekly report is not a running account; we need to understand how to distill information. We can even say that without your own thinking or insight, you might as well not have done the task at all.

I am not sure what technical sales involves, but for example, if you sell a technical solution to a client who is hesitant, and they raise one, two, and three requirements, you respond with A, B, C, and the deal ultimately fails. You don't need to include these processes in the weekly report, but you should have your own thoughts: Why is the client hesitant? Is it because your selling method is inadequate? Or is it because the solution based on the client's needs is insufficient? What might the client's concerns and pain points be? What was lacking that led to the deal's failure? Can you find a way to address it? Or does it require additional support from the company?

You should treat your work as an experiment, continuously testing various methods to achieve the best results. A weekly report serves as an experimental record, with historical data and textual records to refer to, allowing you to eliminate erroneous thinking and find the path to truth.

Proactively writing weekly reports to update your boss on your work progress and insights will also earn their recognition of your professionalism. This is a good professional habit, and realizing this early in your career is your good fortune. Keep it up!

Interacting with Clients and Leaders#

1. Mindset. Please first ignore past work, internships, or experiences heard or seen through other channels, and immerse yourself as a complete novice.

2. Professionalism. Even as a newcomer, you should have your own understanding or explored professional qualities and principles. Learn to get along well with colleagues of different personalities and styles; if some colleagues have many tasks, keep your communication concise; when they are free, seize the opportunity to ask questions. Asking questions is not about how brilliant your question is, but about ensuring others can understand your question and provide answers. Always take notes, as you may not fully grasp everything at the moment. This is not only an issue for newcomers but also a basic quality for all professionals.

3. Expertise. Learn to "ask the right person," especially as a new employee, as there are many questions. You can categorize the questions: for administrative process-related questions, ask administrative department personnel, receptionists, or those who seem idle; for business skill-related questions, directly ask your supervisor or mentor, or find the most authoritative person on the business issue to get accurate and valuable information; for other questions, maintain a group with colleagues who joined the company at the same time, which is more conducive to integration. The key here is to understand things outside your department and gain a deeper understanding of the company's overall picture.

4. "Clarifying the situation." Generally, after about two months of onboarding, you can start doing some tasks, regardless of your abilities. Always remember to clarify the "requirements" to ensure you understand them thoroughly, and try to remember the original words to avoid going astray or misunderstanding. Especially in small companies, everyone has their tasks, and they cannot teach newcomers hand in hand; newcomers must learn to listen, observe, and take notes.

New employees typically go through several stages: the first month of the probation period—understanding the company's business processes, atmosphere, and departmental affairs; the second to third months of the probation period—understanding the business and professional skills of their department; the end of the probation period or the beginning of regularization—attempting to solve some simple tasks; within a year of regularization—gradually increasing task levels from simple to complex.

It is a positive and healthy thing for new employees to want to integrate quickly, but do not view veteran employees as tigers; everyone should coexist harmoniously. Of course, the survival path in the workplace should also be gradually explored, avoiding conflicts of interest during the newcomer period.

How to Overcome Shyness in the Workplace#

Not daring to look others in the eye stems from a lack of confidence in what you want to express, fearing exposure and being corrected.

When meeting strangers, struggling to find light topics arises from wanting to leave a good impression, but feeling inadequate.

Some people are naturally sociable, and apart from the other person's high emotional intelligence, it is also because they are of equal or lower status.

Being competent in your work and communicating with peers allows you to be more at ease; making mistakes in front of those you admire can serve as motivation for self-improvement.

As a side note, sometimes seeing shy, nervous, unconfident, or timid eyes feels like seeing my past self, creating a sense of familiarity. But one thing is certain: whether in the past, present, or future, being serious and caring is a necessary prerequisite for doing a good job.

So do your best; you will earn respect. The shyness or timidity displayed during the process may come across as genuine and endearing, not as bad as you think.

How to Chat with New Clients for the First Time#

When I first became a lawyer, I was always particularly nervous when meeting new clients, worried about awkward silences, so I often "made small talk" during conversations. Later, after observing many charismatic colleagues, I finally understood one thing: I don't need the client to "like" me; I just need them to "trust" me. Therefore, whether the atmosphere is relaxed or serious is merely a surface phenomenon; the key is to demonstrate professional ability that impresses the client, which requires understanding the client's core interests and concerns and being well-prepared for the topics you discuss. For example, if the client is in construction, I might start by chatting about the weather, then transition to how extreme weather can cause work delays, leading to claims from the owner. Once the client realizes that we share common ground in their professional field (at least not too out of touch), the atmosphere won't be too bad.

As for building rapport (hometown, alumni, mutual acquaintances, shared interests), while it can lighten the atmosphere, clients won't be persuaded solely by these factors. On the contrary, a relaxed atmosphere sometimes indicates that the client is not taking you seriously, merely treating you as someone to chat with.

If you genuinely need some topics to warm up or break the silence, I think discussing sports is a good idea, as there are many commonalities between business and sports, and most people can engage in that conversation; it’s best to avoid discussing politics unless the client brings it up.

1. If you treat the client as a client, you've already lost; treat them as a person.

After working for so long, you must have noticed that in the workplace, regardless of whether you are dealing with superiors, peers, or subordinates, your attitude and behavior create a solidified impression. For example, being gentle with superiors, humble with peers, and strict with subordinates. We are all human, and we cannot avoid these behaviors. However, when we leave work and go out with friends, we seem to become different people; we become relaxed and free, able to chat with friends about many things, easily opening up new topics and making everyone laugh. This is the first point: mindset. Treat the client as an ordinary person.

Some may argue that treating them as an ordinary person might come off as disrespectful or make you forget your original intention. To respond, when people meet, they will first notice each other's strengths and will actively show their strengths to each other. At this moment, they appear as good people in each other's eyes, and you are willing to be a good person in their hearts. There is no disrespect between newly acquainted individuals; they will likely behave better than usual. If you are worried about forgetting your original intention, such as introducing the product or addressing the client's needs, just let it go; after chatting happily, the topic will naturally return to the matter at hand, and you don't need to force it.

2. Learn a bit of dialect and language.

This is the most relevant skill or technique to the topic, as it can easily create a pleasant feeling with the other party. When meeting new clients, there will certainly be some small talk after exchanging business cards, etc. Look down at the other person's name; if their surname is unique, you can guess if they are from a certain place. If they are, congratulations; if not, congratulations again, as they will likely tell you where they are from. At this point, you have grasped important information. Occasionally adding a bit of their hometown dialect during the conversation will make them feel more at home. If you frequently read newspapers and know something about their hometown, they will be more willing to chat with you. Dialects are truly important; after spending so long in Shanghai, I've found that when two Shanghainese speak Shanghainese together, even if they don't know each other, they quickly become friends. So abandon the idea of forcing children to speak Mandarin; dialect is an art and a tool that will come in handy sooner or later. You may not understand why now, but this method has proven successful time and again; it is a shortcut within shortcuts. I not only know a bit of dialect but also other languages. You don't need to know much; just one or two sentences that can be used are enough. This is the best way to break the ice in awkward situations.

3. Observe the other party's points of excitement.

I might not need to mention this, but finding them can be a bit challenging. There are actually some small tricks you can use. Although it may not sound good, most people love to show off, and clients are no exception. Sometimes, their characteristics will reveal many key pieces of information to you (for example, one of my equipment supplier clients initially communicated with Japanese people above, but during a visit, when talking to a Chinese person, that person immediately said, "We might not be free today; we are at the SONY site," revealing the final client they wouldn't have disclosed otherwise). You might say not everyone is that foolish, but I will now teach you a method to make them act that way. After that phone call, I immediately said to the client, "Really? That's such a big client," and they replied, "Of course, there are several orders." What I want to teach you is simple: recognition. Learn to recognize, and you will become an excellent listener. Whether they are an ordinary youth or a literary youth, when they find an excellent listener, they will never want to give that up. They will start to express what they want to say, vent, or show off.

This involves a lot and requires you to improvise on the spot. I am just teaching you the method. For example, you may discover the client's concerns, interests, etc. For instance, my client once told me they love to speed and secretly take their modified GT out for a joyride at night. Sharing illegal activities with you already shows their trust in you.

As for what Raymond Wang mentioned earlier about clients chatting easily with you because they don't take you seriously, it depends on the situation. There are many types of clients; those in window positions may chat easily with you because they care about you. Those responsible may also chat easily, but it may indicate they don't take you seriously, but it depends on the ratio of casual chatting to discussing business. If the other party is in management, they won't take you seriously if they don't have time to chat easily. Therefore, treat them differently.

I really don't want to share the crazy things my clients have said, but please believe me, once they start talking a lot, if they don't trust you, they definitely see you as a good listener. Similarly, they will also be willing to occasionally listen to your requests.

Communicating with a Particularly Busy Superior#

Unless it is extremely urgent, do not directly call to schedule a meeting with your leader. Instead, text them to arrange a time, clearly stating what you want to discuss and how long it will take, giving them a psychological expectation in advance.

On regular days, provide work updates to your superior at key points, as leaders have limited time, so work reports also require skill. People working in state-owned enterprises are generally good at this; they write key points in bold and elaborate in a new paragraph.

If it is a senior leader, they may not even know your matters, so briefly introduce the background, prompting them to think, and succinctly express the difficulties and confusions you need support with.

During the conversation, start with the important points, and then decide whether to elaborate based on the superior's time.

Avoid discussing too many matters at once; clarify priorities. If they can help you with your most important task, that is already great.

Every time I meet with a leader, I print an extra copy of the materials and place it on their desk, so even if our conversation is short, if they are interested, they can read further.

Practice the skill of summarizing matters in three sentences when encountering leaders in the elevator.

Being interrupted is completely normal; you need to develop the ability to seamlessly continue your conversation, which requires clear thinking.

If you feel that a very important conversation is repeatedly postponed, be determined not to give up until you get a meeting. For example, once I scheduled a meeting with the boss, but they kept postponing it due to being too busy. I decisively texted, "Any time is fine; I'm at the company, just call me when you're free," and soon got the meeting arranged.

Communication Skills with Leaders#

Scenario: Leaders assign tasks that may be vague or unclear. This is because:

• They habitually express themselves this way.
• They think we understand.
• We also think we understand.
• They want to assess us.
• They themselves may not fully understand and expect interaction.

Response methods:

1. Clarify the purpose and goals of the task.

Ask progressively deeper questions at four levels: open-ended questions, choice questions, closed questions, and safety questions. Using the topic's description as an example:

• Open-ended question: "Leader, for the video celebrating the 90th anniversary of the establishment of the group, in what context will it be shown, and to whom?"
• Choice question: "Do you think we should highlight the great history of the group or the spirit of our school's members?"
• Closed question: "The video framework is divided into three parts: A... B... C... Does that work for you?"
• Safety question: "Is there anything else you would like to add?"

The benefit of this approach is to clarify the leader's needs, ensure effective communication, and avoid changes after completing the task, which would waste time.

2. Solutions and Plans

Form at least two plans, A and B, and analyze their advantages, disadvantages, required time, and resources. Provide suggestions, but let the leader make the final decision.

The benefit of this approach is that it allows the leader to choose rather than judge, avoiding a situation where a single veto nullifies all previous efforts. At the same time, mentioning the required time and resources keeps the leader informed, allowing them to allocate additional personnel or resources as needed.

Mistakes Are Not Just Due to Carelessness#

The problem arises: since I started working, I have encountered various issues, and I can sense the dissatisfaction of my colleagues and leaders regarding my work abilities. However, I really do not want to lose my current job. I tend to be too careless and forgetful, which is why I have covered my computer with sticky notes reminding myself of tasks to complete and unfinished items.

Let me give a few examples of my careless mistakes:

The first was during lunchtime when I recorded electronic documents. I clearly saved them but did not close the form. I was too tired and took a nap for a while. When I woke up and checked the data, I found that the saved data had disappeared, leading to significant complaints from the construction team, who directly vented their anger to the leader...

The second was when I created a unit price approval form. After modifying the specifications, I realized I had made a mistake and modified it again, but I forgot to adjust one specification, printed it out, and had the leader sign it. Later, I discovered the error...

The third was today; I had several documents with me, but after a long time, I forgot about them. When a colleague asked for them, I confidently said they were not with me. After organizing, I found them and was shocked that they were indeed with me, yet I had no recollection of it. Then, while doing a settlement, I deducted 5% for the warranty fund, but I mistakenly saw it as 3%... Luckily, I asked my supervisor.

To summarize, I am indeed too careless, and I find it hard to understand why I only notice some obvious issues when I am about to make a mistake or have almost made one... I would like to seek insights and guidance from my seniors; thank you!!!

Shangguan Ren

You probably think that you and everyone else are just lacking in memory or attention to detail, right?

Unfortunately, that's not the case. Even if you memorize everything one by one, you will still forget it later. Even if you carefully check every single word, mistakes will still be caught during reviews. In my view, you are already working hard and under significant pressure, to the point where it has become a source of frustration.

What you lack is an understanding of the work system. You need to visualize what the process should look like, drawing a flowchart that includes not just your own steps but also upstream and downstream processes, even the entire closed loop from entry to submission to the client. This way, you will have an intuitive impression of your role in the entire process.

You will also understand what the purpose of your work is, how your position is designed, and what value is expected from your role.

Furthermore, you need to identify which outputs from your role are important and which are timely so that you can understand. For important matters, arrange for detailed checks; for timely matters, set alarms.

After this, you need to categorize all outputs you receive in your role and manage the flow of documents for each step clearly. When someone asks you for something, you should be able to provide it within 10 seconds.

What changes does each operation make to the input? What are the key points? How do you check these points? You need to provide a specific checklist for checking. Each time, check according to the list.

What you lack is a professional work attitude and methodology. To cultivate this, you must first slow down, organize your thoughts, and then speed up.

— Analyze each mistake seriously; never make the same mistake twice.

This is a saying that appears in various workplace experiences, lacking novelty. However, for me, it is the ultimate creed that helped me grow rapidly after overcoming the confusion of being a newcomer. Yes, it’s not about quantity; it’s about effectiveness.

Now, let's break down this saying into two parts: analyzing mistakes and avoiding mistakes, using the four mistakes you mentioned as examples.

1. Analyze Mistakes

Anyone can make mistakes, and newcomers are particularly prone to unexpected errors. This is normal, so don’t panic or feel anxious; face the fact that you will make mistakes calmly, and don’t blame these mistakes on carelessness; it’s simply a lack of experience. What’s important is not self-blame but to calmly analyze each mistake, identify its root causes, and find corresponding solutions.

Let’s not just talk about examples; let’s get to the point!

From your description of the problems, it is evident that your narrative lacks clarity; it seems like you are saying whatever comes to mind, mostly describing phenomena without considering the underlying causes, and there is some emotionality involved.

Mistake One: Failure to save electronic documents.

Mistake Two: Unfamiliarity with the specifications of the approval form.

Mistake Three: Lack of proper storage for paper documents.

Mistake Four: Misreading key data.

This makes it easy to see that mistakes one and three are related: they are about document organization and archiving. In other words, you have not yet established a systematic information storage model according to your habits (including both electronic document storage and paper document storage). Don’t think you can remember everything with your brain; once you establish your own system, you won’t need to remember every detail. For example, I always save electronic documents with the current date as a prefix at the start of each day, and I regularly hit Ctrl+S to save. I also explore the auto-save features of commonly used software. And if a file is indeed lost, I try to learn how to recover the data. As for paper documents, there are many methods; you can buy more folders and store them by time or category. If you really don’t trust yourself, use a registration method to log received documents in Excel for easy retrieval. Of course, how you operate depends on your personal habits, and you will improve efficiency through continuous exploration.

Mistakes two and four can also be seen as a category: lack of familiarity with business. Many things you think are carelessness are actually due to inexperience. For example, the 5% warranty fund may be a common data point (the respondent does not understand this, just guessing; please don’t blame me if I’m wrong). In the face of such issues, you need to put in more effort and summarize more. If you are diligent, you can memorize all the established formats and standard data points, and over time, when you encounter them again, you will not only avoid mistakes but also gain a deeper understanding of the meaning behind that 5%.

Is it clearer now? Facing mistakes is not about punishing yourself; it’s about thoroughly analyzing the causes of these issues. Different mistakes may stem from the same cause; perhaps you are not proficient with professional software, or perhaps you lack organization in your work, or maybe you are too impatient when working, leaving a tendency to make mistakes. What matters is not what mistakes you made but understanding which shortcomings led to those mistakes.

2. Avoid Mistakes

Not making the same mistake twice is crucial; in my view, this directly affects your workplace credibility. Workplace credibility is the impression of your capabilities among colleagues and superiors. For example, if task A is assigned to person A, everyone feels at ease, but if it’s assigned to person B, everyone feels uneasy. If you repeatedly make the same mistake, it indicates a genuine problem with your work abilities.

Avoiding mistakes is most importantly about: learning from experience.

To grow quickly, you cannot think about problems in a single-threaded manner; you must learn to think comprehensively. If you make a mistake, you should summarize your experience to avoid most similar mistakes in the future, rather than just avoiding the exact same mistake.

Using mistake two as an example, perhaps you have learned the format of the approval form and ensured it won’t be filled out incorrectly again. But if another approval form comes up, and you fill it out incorrectly again, it shows you haven’t fully eliminated that mistake. This means you are not familiar with various document formats within the company. Therefore, avoiding mistakes does not mean avoiding the same mistake; it means avoiding similar mistakes. Study all the various forms you need within your ability range and eliminate potential mistakes before they arise.

How to Handle Mistakes That Cause Trouble for Others#

The best way to handle such setbacks, mistakes, and the displeasure they cause others, as well as the complaints from colleagues, is to treat them as valuable opportunities. Use practical actions to remedy the situation quickly, even exceeding their expectations, turning disadvantages into significant benefits for your career. The specific approach will naturally vary depending on the situation, but based on my experience (yes, I was once the default "underperformer" in the office), here are a few principles you should consider:

1. Identify the Problem

This is crucial, perhaps the most important. If you don’t even know where the problem lies, you have no energy to spare. Is it because you didn’t pay enough attention or care? Is it due to insufficient resources at hand? Or is it because your definition of the goal is fundamentally inconsistent with the other party's expectations? Reviewing the situation can help you identify the problem. More importantly, you need to hear the thoughts of those directly affected. If you have the courage and don’t suffer from communication anxiety, go directly to the dissatisfied person and ask them; people generally appreciate those who bravely admit their mistakes. If you are shy, ask others, but be careful to ask several people to avoid major misunderstandings.

2. Express Your Attitude

Act quickly. After the other party expresses dissatisfaction, before they propose a solution, swiftly express your determination to address the issue. Remember, your goal is not just to resolve the trouble but also to exceed their expectations. Swiftly expressing your willingness to take responsibility and correct mistakes is something many people cannot do, making it an unexpected behavior for the other party.

3. Make Realistic Promises

Make a commitment to the other party; you don’t need to guarantee your character, but you must take your words seriously. By the agreed deadline (or even earlier—remember, your goal is to exceed expectations), deliver the results of your remedy; fulfilling your promises will make you a valued asset wherever you go.

4. Take Action

This goes without saying. You can always work harder; everything else is an excuse. Understanding this is enough.

People enjoy seeing heroes in movies who overcome numerous challenges to conquer their weaknesses and ultimately achieve their goals. Similarly, they appreciate ordinary individuals like you and me who dare to confront difficulties and correct their mistakes. Show your "customers" that you are not merely completing tasks but are someone who aims for "satisfaction" in your work and can be trusted.

Manage your unique business well, value your reputation, and earn increasing loyalty from those you work with. Regardless of your position, you have the opportunity for a career turnaround.

When to Figure Things Out Yourself or Ask for Help Immediately#

1. If it does not affect the task delivery goal, prioritize figuring it out yourself and seeking answers.

2. If it may impact task delivery, seek help promptly, but before asking for help, clarify what you need assistance with. Don’t approach others without understanding the problem.

3. Before seeking help, make every effort to find answers within your ability. When others ask you, you can explain what attempts you have made. For many senior employees and supervisors, they can accept your temporary lack of knowledge and experience as a newcomer, but they will not accept your lack of effort. This also helps avoid developing a habit of prioritizing asking others for help.

4. When seeking help, try to organize your requests and ask when others are less busy to minimize the impact on their work. At the same time, when asking questions, ensure you understand; don’t feel embarrassed about taking up others' time or worry that they might think you lack understanding. This could lead to unclear questions and repeated inquiries, which can be more irritating. In my experience, when someone asks for my help, I prefer in-depth discussions to resolve all questions at once, and if the person asking can ask more questions, I won’t deny them; instead, I will appreciate their good thinking ability and initiative.

How a "Low-Level Employee" Can Promote Cross-Departmental Cooperation#

1. I joined the company through campus recruitment, interned for 5 months, and have officially been employed for 18 months.

2. My level is the lowest at headquarters.

3. Currently, I represent my department in a large company project (which involves almost all functions of the company and is a new business parallel to the main business; this project is still in testing).

4. My job in this project is to integrate some content of our system, distribute it, and coordinate execution with regions and subsidiaries.

Problems Encountered:

1-1. The people I interact with are all at higher levels than me; they often do not attend meetings when invited, and the documents I request are frequently not provided on time or not provided at all.

1-2. My leader urges me to complete work results on time and distribute them, forcing me to take on some of their tasks, which increases my workload invisibly, and as time goes on, they become accustomed to this and treat it as my fixed work.

1-3. More critically, this content needs to be distributed nationwide, and if problems arise, I will be held accountable; it means I am doing more while also bearing the risk.

2-1. Since this is a completely new project for the company, there is no prior experience, so processes and content are entirely unclear, making it a trial-and-error approach, leading to various problems during execution. Since our department is responsible for execution, these issues are fed back to me.

2-2. At this point, various functions tend to shirk responsibility, and several departments may need me to organize meetings to communicate and resolve issues, improve processes, and standardize systems.

2-3. After a round of back-and-forth discussions, I may need to publish some systems, facing further challenges, essentially putting me in the spotlight.

3-1. Especially during serious issues, it may be that the bosses from different systems are arguing over emails. Since I have been consistently involved in following up on issues, many times I am seen as the one to be held accountable, and I feel like I am taking the blame.

Personal Summary (I believe the root of the problem):

Low level, low power → passively assigned large responsibilities → imbalance of rights and responsibilities → I find it difficult to promote the project → problems arise in the project → because I am involved more → I have to take responsibility. However, I feel that many of these tasks are not mine!

Young person, do not have the mindset of "I am a low-level employee." Such thoughts will undermine your confidence and stifle your creative thinking.

Now, let me answer your doubts one by one.

"1-1. The people I interact with are all at higher levels than me; they often do not attend meetings when invited, and the documents I request are frequently not provided on time or not provided at all."

Response: There are two types of meetings: routine work meetings (regular process meetings) and results-oriented meetings (focused on solving specific issues). You need to clarify which type of meeting it is. If it is a routine work meeting, attending as needed is unquestionable, but afterward, you need to send the relevant decisions, spirit, and arrangements from the meeting via email. If it is a results-oriented meeting that concerns the work of all participants, attendance is mandatory; if they do not attend, you can inform your leader and let them issue a warning as needed. (If a participant's salary is 9,000 yuan, their average hourly cost is 38 yuan. If there are 10 people in the meeting, the human cost of that meeting is 380 yuan, not to mention the material costs and hidden costs, which will exceed 500 yuan. Think about it: if you saw someone stealing a 500 yuan water dispenser from your company, how would you react?)

"1-2. My leader urges me to complete work results on time and distribute them, forcing me to take on some of their tasks, which increases my workload invisibly, and as time goes on, they become accustomed to this and treat it as my fixed work; more critically, this content needs to be distributed nationwide, and if problems arise, I will be held accountable; it means I am doing more while also bearing the risk."

Response: Based on my experience, the reason they submit data late or not at all is that they are unclear about the purpose and requirements of the data or have not developed a habit of submitting data. You need to negotiate with your leader to establish a data submission mechanism, continuously communicate and supervise the data, and set penalties for late submissions or rewards for timely submissions (such as KPI evaluations). Do not take on their tasks; it is better to spend an hour helping them complete it than to spend five minutes doing it yourself, as this will save you a lot of time.

"2-1. Since this is a completely new project for the company, there is no prior experience, so processes and content are entirely unclear, making it a trial-and-error approach, leading to various problems during execution. Since our department is responsible for execution, these issues are fed back to me; 2-2. At this point, various functions tend to shirk responsibility, and several departments may need me to organize meetings to communicate and resolve issues, improve processes, and standardize systems."

Response: There is nothing wrong with trial-and-error; you can request HR to conduct relevant training for everyone. It is normal for people to shirk responsibility; everyone is human, not a deity. Organizing meetings requires effectively solving problems. I suggest you read books on meeting organization and ensure that the meeting's purpose is to make decisions and solve issues; otherwise, it becomes ineffective. Your leader may be incompetent, but as the organizer, you cannot allow the meeting to be ineffective.

"2-3. After a round of back-and-forth discussions, I may need to publish some systems, facing further challenges, essentially putting me in the spotlight; 3-1. Especially during serious issues, it may be that the bosses from different systems are arguing over emails. Since I have been consistently involved in following up on issues, many times I am seen as the one to be held accountable, and I feel like I am taking the blame."

Response: It is actually a good thing for you to publish systems, as it can increase your authority and serve as a personal training opportunity. However, you must clearly understand the content you are publishing; otherwise, you will ultimately become a laughingstock. There is no need to worry about feedback; if there are no issues, it means the regions or subsidiaries are not working. The key is to categorize these issues; for common problems, you can prepare standard answers, and for uncommon or special issues, you can have your leader communicate one-on-one with personnel from the regions or offices. If it cannot be resolved, you can hold a meeting.

Your personal summary about low levels being the problem and the imbalance of rights and responsibilities is a viewpoint that could be written in textbooks, but you should not think this way. If you were given absolute power, you would still encounter these issues; otherwise, you would be running a dictatorship, which is ineffective management. Different problems have different causes; lumping all problems into one reason is very foolish.

Finally, if your work involves spending a lot of time in meetings that do not solve problems and dealing with urgent matters without a systematic plan, it may be time to leave the company, as it indicates serious issues within the organization.

Cross-Departmental Cooperation Considerations#

Common issues in cross-departmental cooperation include:

1. Poor communication;

2. Mutual shirking of responsibility;

3. Lack of coordination.

These three issues are often phenomena that occur in cross-departmental cooperation and influence each other; there are many causal loops among these three factors.

So what is the key to solving these problems?

First, look at the substantive content reflected behind these three issues.

1. The main factors for poor communication include the inaction of managers, unclear expression of needs, and lack of a timeline.

2. The main factor for mutual shirking of responsibility is the inaction of responsible parties and unclear division of responsibilities.

3. Lack of coordination indicates a lack of clarity regarding work content and no clear timeline.

Thus, there are several key points: the role of managers and the setting of timelines.

To achieve mutual cooperation, the issues that need to be resolved are effective communication, clear needs, setting deadlines, and feedback timelines.

How to Respond to Criticism

Mimi

"Can we talk in my office?" When a leader says this, even the best employees feel their heart race because a criticism is likely coming.

Often, the more excellent and perfectionist a person is, the harder it is for them to face criticism, and the more they feel hurt and frustrated. But this is a necessary path: a person who knows how to calmly accept criticism and views negative evaluations as valuable opportunities for self-improvement is more likely to earn respect and make progress.

How to Properly View Criticism

There are two types of criticism: fair and unfair. Sometimes, you may receive genuinely constructive feedback, which, although difficult to swallow, can be very helpful; at other times, there are always self-important, aggressive individuals, or those who criticize you out of jealousy.

Therefore, the first step in facing criticism is to judge its nature. If you are dealing with self-important individuals whose comments are clearly unconstructive, you do not need to pay too much attention to their words; they will not genuinely harm you. There is no need to argue; remain calm, pretend to listen, but actually ignore them; this may even earn you their respect.

For constructive criticism, you need to value its worth and should view constructive criticism as a gift because it is a shortcut to growth. Try to step back and think from a third-party perspective. Do not be angry, and do not start negative self-reflection just because you received criticism; this will only waste energy and affect your self-esteem.

The following mainly discusses how to effectively respond to constructive criticism.

When facing such criticism, the first thing you need to do is "face" it. Negative evaluations are often related to the truth, so this is actually a test: can you face the real issues you have and accept the fact that you are not always perfect as a person?

So, first, calm down and do not react immediately. Sometimes, the criticism you receive can be harsh, even containing some unfounded accusations. At that moment, you might find it difficult to control your emotions, but before making further responses, take a deep breath or step out of the room to give yourself some time and space to clear your mind. The more emotional you are, the harder it is to think rationally, leading to more flawed actions. If you can remain calm and face the other party with a smile, that is the best approach—smiling helps you relax and makes it easier for the other party to adopt a gent