Case 1: Xiao Fang worked with two managers in the company. The first one, to be honest, has been asking the secretary to report the problem directly and not to spend time kissing up. When the manager left, Xiao Fang also adopted this communication method for the manager who took over. But the new manager doesn't like secretaries going up and down very much. When listening to the secretary's report, he is more willing to be respectful, preferably with gratitude and admiration for himself. As a result, Xiao Fang, who is honest and frank, offended the manager invisibly, and became less and less valued in his future work, and his personal development was also limited.

Case 2: A supervisor of a company used to be a secretary, and the boss talked to him. First, he praised his work performance and thought he could take on more important responsibilities. Then I went on to say that the industry has been depressed recently, and the profits have dropped a lot compared with last year. Finally, ask the secretary, if you are the head of the department, will you consider layoffs? At that time, he paused and immediately said no according to his first feeling, because many colleagues had good relations. I remember that the boss's face changed a little. Later, his colleague was promoted to supervisor. Only afterwards did he know that the boss meant to lay off employees. If he thinks from the perspective of enterprise development rather than personal feelings, then he will be promoted.

Case 3: When brubeck, the American advertising king, was young, the manager of his company asked him, "Did the printing house deliver the newspaper?" He replied, "Right here, * * * has five thousand orders." The manager asked, "Have you counted?" He said, "No, but it's on the manifest." The manager said coldly, "You can't work here. This company can't hire someone who can't even testify. " After this setback, brubeck re-examined his way of speaking and doing things, and deeply realized that only by speaking and doing things according to the facts he confirmed can he increase his trust with the leaders, thus establishing his credibility among people and making himself successful.

Case 4: Xiaojun wants to communicate with his boss about traveling with annual leave. He chose to communicate with the leaders in the meeting room after the weekly meeting. In the conference room where the formal discussion just ended, two people discussed tourism in a serious and formal atmosphere. As a result, Xiaojun was not recognized.

Soon after, my colleague Kai Zi jokingly asked the boss for leave in the elevator after work. When the boss casually replied "Yes, you should consider the location", Kai Zi immediately began to investigate the tourist routes, contacted the travel agency to ask for quotations, then put the information into words, chose a good time to give it to the boss for approval, and finally got the holiday of all the members of the department.