In traditional enterprises, the main reason why leaders attribute most of the results to the contributions of other roles is that leaders do not understand the position of product job function email list manager. If you look closely, you'll find that a leader's assessment of a job's workload is often job function email list less than the actual workload. Any job is definitely not smooth sailing. In actual work, there are often one or more small twists and turns due to various "normal accidents", and leaders often ignore these small twists when evaluating the workload.
In his view, things are often very simple, which is based job function email list on his understanding of the job. Leaders do not understand the position of product manager, so there is no way to know where there will be minor twists and turns, and it is not surprising that there will be a relatively large deviation in the identification of workload. The traditional enterprise leaders have job function email list deviations in the determination of the workload of product managers. Small twists and turns are only small things.
The problem of "automatic brain supplementation" is the job function email list bigger reason. When the leader understands a position, he does not need to report everything to job function email list the leader, and the leader will automatically make up the steps required, what needs to be done in each step, what kind of problems will be encountered, and the measures to be taken. , where is boring and annoying, etc., the workload and hard work will automatically make up the brain.