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The most direct way to get rid of a boss is to give him no time to think!
I have a heart-breaking statement:The boss doesn't die from poverty, but from having no time to think.
Did you notice?
Many bosses are spinning like a top all day long.
Today the employee made a mistake and came to you for instructions.
The customer will ask for a quote tomorrow and you will follow up personally.
If the supplier comes to collect payment the day after tomorrow, you still have to pay.
As a result, after one day,My mind is full of "firefighting" and I have no strategy.
The work boundaries between bosses and employees are completely different
Why is it said that the most direct way to get rid of a boss is to overwhelm him with trivial matters?
Because the core responsibilities of bosses and employees are completely different.
Employees should focus on doing “Things That Don’t Change”.
Boss needs to focus “Things That Change”.
What is the unchanging thing?
These are the executive tasks that need to be done every day, repeatedly, and do not require deep thinking.
For example, updating the competitive product table.
For example, handling after-sales responses.
For example, entering daily sales data.
Employees can completely perform these tasks through standardized processes.
What is changing?
The environment is changing.
Customers are changing.
The opponent is changing.
How should companies respond to these changes?
Only the boss can see through these changes and make decisions that will truly keep the company alive and better.
This is the real battlefield for bosses.
Busy ≠ Valuable
Some bosses just love to be busy.
The phone keeps ringing every day, I reply to group messages until late at night, and I also have to personally monitor whether each order is shipped.
It seems hardworking, but in fact it is "Use tactical diligence to cover up strategic laziness".
Use checklist thinking to separate "important" from "urgent"
Take, for example, a company I saw.
Employees rely on checklist management to get things done.
Monitoring your competitors? We have a table.
Analyzing internal data? We have tables.
Each task is broken down into a simple checklist of tasks to be done.
Employees only need to follow the checklist and do not need to think about “why they are doing it”.
The boss should be the maker and optimizer of the list
What is the boss going to do?
Be a list maker.
Be a list optimizer.
When the external environment changes, think about:
what does this mean?
How have customer demands changed?
Where are the market opportunities?
What adjustments does the company need to make?
Then work backwards to optimize internal processes and checklists and let employees execute them.
The real trap to ruin your boss: getting bogged down by daily trivia
When the boss is led by all kinds of trivial matters and is "putting out fires" every day, he no longer has the energy to do truly important thinking and decision-making.
This is the beginning of the company's stagnation or even decline.
Why can't many bosses let go of trivial matters?
First, they are afraid that employees will not do their job well and worry about making mistakes.
Second, believe that you are the fastest and most stable.
Third, employees are not trained to solve problems independently.
Standardization, tabulation, SOP
If you want to avoid being consumed by trivial matters, you must learn to standardize all the things that employees can do.
Make a table.
Write it into SOP.
Manage with processes, not with your mouth or eyes.
When the boss takes time to think, he is giving the company a chance to survive.
What is the boss thinking about?
Think strategically.
Consider environmental changes.
Consider what your competitors are doing.
Consider new customer needs.
Think about how to build a moat.
Think about how to find the next growth curve.
Your employees cannot do this for you.
How to tell if you are being abandoned?
Solve the trivial tasks that employees can do every day.
I keep an eye on the process, details and progress every day.
Every day is filled with urging, replies, and firefighting.
If so, you are on the road to being destroyed.
How to break the dilemma of being dragged down by trivial matters?
First, write down everything you do every day.
Second, mark what employees are fully capable of doing.
Third, turn these tasks into processes, forms and SOPs.
Fourth, empower employees to execute.
Fifth, take time to think about the future and make important decisions.
Don't be fooled by the busyness
Many bosses think that being busy means they are efficient.
But being busy does not mean creating value.
The real value is thinking, choosing and making decisions.
The essence of thinking is to "empty" yourself
Thinking requires blank time.
We need to extend the time axis to look at the problem.
Need to quietly analyze customers, competitors, industry trends.
If the boss refuses to stop and think, tactical problems will always swallow up his strategic space.
The cost of “no time to think” is too high
When you don't have time to think, you can only make executive-level decisions.
No matter how good the decisions made at the execution level are, they are just low-value diligence.
What truly determines the fate of a company are the strategic choices made after deep thought.
Why do good bosses seem to be “very idle”?
They rarely address trivial matters that their employees can handle.
They spend most of their time studying, thinking and observing.
When they really "get their hands dirty" they are making critical decisions.
Leave the “busyness” to employees and leave the “thinking” to yourself
If you want your company to run faster, the boss must learn to:
Leave the “running” to the employees.
Leave the “looking at directions” to yourself.
Conclusion: Empty cup thinking is the top ability of the boss
From a higher dimension, the boss’s real ability does not lie in how much work he can do, but in whether he can keep an “empty cup” and continuously output clear strategic thinking and choices.
You have to maintain strategic focus.
You must dare to let go of the "busyness" at the execution level and leave time for yourself to think and learn.
You have to be that "The One Who Doesn't Want to Be Disturbed", can find the real growth path for the company through countless reflections.
Final Thoughts
The most direct way to get rid of a boss is to leave him no time to think every day.
The boundaries of responsibilities between bosses and employees are different. Bosses should focus on "changing things" while employees focus on "unchanging things."
Don't be consumed by trivial matters. Standardize the processes, make them into tables and SOPs, and have your employees execute them.
The boss making time to think is the key to the company's survival and growth.
The real battlefield is in strategy, not in trivial matters.
If you want your company to survive for a long time, start now and give yourself time to think, gain insight, and make decisions.
This is the boss’s destiny and also his freedom.
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