How to better collaborate with colleagues?

Li Ming Bright

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2025-03-29

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  Product managers need to focus on different aspects at different career stages, ranging from basic skills, business depth, professional fields to strategic planning and management abilities.

In today's workplace environment, the importance of teamwork is self-evident. However, how to efficiently collaborate with colleagues with different goals, personalities, and roles is a challenge that every professional needs to face. This article explores key issues in team collaboration from multiple perspectives for your reference.

This article shares with you how to better collaborate with colleagues in the workplace.

In modern society, teamwork is very important. Whether you are an athlete or an IT engineer, you need to deal with many people because the progress of society is gradually clarifying the division of labor and each person is responsible for their own part. Except for a few so-called "one person company" models, the vast majority of jobs are gradually becoming screw like, which is an inevitable trend in modern business development.

There will be various people and things involved in team collaboration. When I was young, probably in junior high school, I heard my teacher say that "one Chinese is a dragon, and ten Chinese are a worm" to criticize the lack of unity among countrymen. I don't know why my teacher had this opinion at that time. It may have been because the national strength was still weak at that time, and everyone lacked confidence. When comparing with foreign countries, they often looked for various reasons, but overall it was still quite difficult to stand up. Today, it seems that there are fewer people who say this, which can be considered as the overall progress of Chinese society.

Firstly, we need to have a better understanding of collaboration. Is collaboration necessary? It must be necessary. In the Warring States Period, the powerful state of Qin after Shang Yang's reform, in fact, to some extent, optimized the coordination mechanism and improved the efficiency of coordination, so that the original dissonant Qin people could improve their returns to become knights. Some practiced fighting skills, some practiced farming, and made their own contributions. Finally, the war machine started and swept the world.

From an individual perspective, this mechanism may not necessarily make an individual feel happy, but from a group perspective, from the perspective of completing a career, it does reduce internal friction and achieve the effect of 1+1=2 or even greater than 2. However, in today's commercial society, there are no such strong constraints, and often we can only achieve situations where 1+1=1.5 or even less than 1.5. I have been engaged in the Internet industry for more than 10 years, from small companies with more than 20 individuals to large companies with tens of thousands of people. It is obvious that with the increase of the number of people, the efficiency will obviously decline. Efficiency has declined, partly due to the lack of focus on more core and higher priority tasks, and partly due to various procrastination and procrastination that consume energy and effort. As one grows older, they are actually less willing to spend too much effort and energy on such things, and it's just a waste.

What is a B-end product manager? What is the difference between a C-end product manager and a C-end product manager?

In B2B product managers, B stands for Business, which means business. Firstly, B2B product managers need to understand the importance of this position and design product solutions that are more suitable for the project's needs. Ultimately, in their daily work, B2B product managers

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However, consumption is essential, so as working people, we can only find ways to cooperate more smoothly with colleagues and reduce internal consumption. Regarding this, I have summarized the following experiences to share with everyone.

The first thing is to clarify the goals, what are your work goals and what are the work goals of others. Many times, conflicts among people may arise from mismatched goals. Your goal is to improve user experience and enhance user reputation, while his goal is to increase sales conversion rate and revenue. At this point, when it comes to a specific matter, it's easy to encounter situations where you feel that it shouldn't be done and it will affect the user experience, but you feel that it must be done in order to increase sales. Of course, there will be conflicts. This is not a matter of communication skills, but essentially the bottom layer has already decided that your two buttocks will not sit together. I have also thought about this question before, why do we need different goals? Isn't it enough to set everyone's goals the same? Remember, if everyone sets the same goal, this company is likely to fail. Why? Because people have limitations, many times we cannot stop the car.

I used to be a product manager for a long time. There was a time when my boss felt that the most important job was market growth, so I was transferred to be responsible for market growth for a period of time. My goal was to spare no effort in exploring ways to grow. Once, my boss asked me to test a very titled text message, and I almost sent it out. However, during the review process for my boss, he got stuck and felt that it was not the right thing to do. At this moment, I suddenly realized how I almost did such a thing. From the perspective of a product manager, I would never do such a thing. It can be seen that the buttocks determine the brain, which is a common situation. The human brain may have some automatic adjustment ability to adjust the judgment scale of some things according to different goals.

The meaning of this is that companies and organizations need to hedge against extreme risks through the design of different functional positions. Because healthy business is a long-term behavior, as an operator, it is necessary to meet the needs of customers, gain their reputation, and bring about second or third consumption, not a one-time deal. If it's a one-time deal, the service is likely not to be very good, such as mobile stalls, wedding favors in the marriage introduction industry, wine favors, and so on. When different positions collaborate, try to keep this bottom line as close as possible, allowing spokespersons from all aspects to have a certain degree of say. This is the technique of balancing. There is one type of illness in large companies, which is to focus solely on KPIs. KPIs are simply set as a sales target, with everyone aiming for this goal. This can lead to everyone being focused on sales and marketing going all out, ultimately resulting in being abandoned by users.

Speaking of which, the reason why it is necessary to clarify the goals is for subsequent communication. There is a basis, and the most important aspect of collaboration is collaboration at the goal level. If collaboration is achieved at the goal level, at least 60% or even a higher proportion of collaboration problems will be solved. The specific ways to collaborate with goals will be discussed below. The second one is to determine the role of the person you are collaborating with, such as whether they can make a decision on this matter or whether their superiors need to make the decision. If they can be responsible for making the decision, then it is generally enough to communicate and reach an agreement at their level, and at most synchronize one piece of information to their superiors. If he is unable to make a decision on this matter, then I suggest you don't have to spend too much time on him. You should find his superiors to coordinate this matter, and finally have his superiors take a picture for him to execute. However, in this process, it is also necessary to pay attention to communication skills.

We all have self-esteem, some have a small ego, some have a big ego. I have also encountered some people who clearly cannot decide this matter, but they think it is up to them. At this time, we need to try to be more gentle because in the end, it still needs to be done by them. We need to first sort out people's anger, which is called "watching people leave the album". I am not advocating everyone to be a sycophant. You don't need to smile at anyone you meet, but showing your friendliness appropriately can increase the lubrication of collaboration, make the results better, and may be helpful for your work performance. What should I do for people with special matters? I'll leave it to the later part.

The third one is about communication. Communication is essential first of all, unless you have been working together for several years, your relationship has been clear, and there have been no problems with cooperation. In that case, it may be possible to leave a message on WeChat, DingTalk, Feishu, or other platforms. If it's not that familiar, then my suggestion is to focus on verbal and face-to-face communication, with written communication as a supplement. On the surface, written communication seems to be very efficient, just say something if needed. In fact, my personal judgment is that it is actually a very inefficient way of communication. It may be difficult to communicate face-to-face with a large team, so I suggest that written communication should be the main method. I won't expand on this, just consider it as a personal viewpoint. Of course, it depends on the individual's situation. Some people prefer to have others list things for them and schedule a time to discuss, so it is necessary to combine this person's comfortable communication style to talk to them.

Some people, such as leaders and bosses, have precious time, and it's best to prepare thoroughly before communicating. The granularity of preparation required varies at different levels. At the same level as you, you can basically have a brief exchange of opinions to see what the other party's viewpoint is. After reaching a preliminary consensus, you can then prepare a more detailed plan. If you are a big leader, you need to prepare the plan in detail and clarify the benefits and values. The benefits and values here are actually the degree of matching with the previous goal, that is, the help of doing this thing to our goal must be reflected. All decisions are weighed against the pros and cons and priorities at the end. If you are the proposer of an idea, I suggest that you must think deeply about the value aspect. The professionalism of the work comes from whether the suggestions you put forward and the actual work you do are reliable. Reliability means that the feasibility judgment of the matter is relatively good beforehand, and the overall judgment is verified during and after the process. There is also a deep review and summary afterwards, so that whether the result is good or bad, there is clear feedback. If you only talk in general and brainstorm, you will face many challenges.

In addition to the medium of communication mentioned earlier, it is also important to pay attention to the occasion of communication, whether it is individual communication, group communication, or regular meetings. If it's a small matter, you can simply talk about it separately. If it is a big matter, it is recommended to say it in an occasion where key people are present, such as in a group where the leader is present. For example, in formal meetings. If it is a positive thing, such as achieving good results together due to the cooperation of the other party, it is recommended to publicly disclose the scope and let the other party's leaders and their leaders know. This way, the other party will gain great emotional value and work harder with you next time. If it is a relatively negative thing, it is necessary to control the scope and communicate separately. If communication is not possible, gradually escalate. Do not talk about trivial matters in the group of senior management. This is a taboo in the workplace.

Of course, it also depends on the team culture. Some teams may have some normal transactional communication, put it in the group chat, and then suddenly be seen by a leader, give some guidance, and lead to some unexpected situations. I have personally experienced such things, so I personally have reservations about team IM software such as DingTalk and Feishu in terms of improving communication efficiency. Many times, it makes those bosses or leaders who like to meddle in other people's affairs spend a lot of time meddling in various matters, and everyone becomes process oriented. It feels like reading memorials every day. Today, with the gradual increase in information volume, it is another day of hard work and struggle.

Actually, it's not, it's just creating false busyness. There are some people in big companies who are very active in IM software. They like to talk about various things in the group where their leaders are present, and their leaders may think that they are very proactive in their work. This is also a way for some people to survive in the workplace, but what I want to tell you is not to do it like this. It wastes your time and reputation. When you do it like this, your collaborative partners must have ideas. People's reputation, trust, and time are the biggest assets. If others think you are not trustworthy, then you will definitely not be able to achieve the best results. If your reputation is good and your colleagues trust you, trust me, your radiance will never be hidden. Even if it is temporarily obscured, you will eventually find a better platform that suits you better. A truly capable and discerning boss will surely discover what kind of person is a loyal minister of the humerus. If not discovered, then just wait for your mentor. Don't become the kind of person you hate, otherwise everyone will hate you later, and no one is a fool. This kind of person who only cares about their own interests, in the end, everyone will choose to escape.

Speaking of which, communication not only needs to be carried out before doing the task, but also needs to be timely communicated during and after the task to achieve a closed loop. A closed loop refers to a situation where there is a beginning and an end, or at least a convergence state, where there is a clear outcome, whether it is OK or not, whether resources need to be invested or not, or whether to wait for certain conditions to mature before proceeding. You must not leave too many threads open and things piled up without feedback. This will make colleagues very anxious and reduce their trust in you. There are responses to each item, and feedback on everything. That's what we're talking about.

Of course, I don't think we need to spend too much time on feedback. If there are many things that need to be coordinated, we can choose a time point to provide centralized feedback or check the results with the other party as soon as possible. Then, we can synchronize the results with each other at the appropriate time, which will increase mutual trust. Each of us will have an invisible piggy bank with others, storing your trust points. If it is reliable, points will be added; if it is not reliable, points will be deducted. We are more willing to cooperate and work together with people with high scores. We try to avoid working with people with low scores. Everything is accumulating trust points. Entrepreneurs usually look for partners among their acquaintances because they have worked together before, have a deep understanding, and have a high level of trust.

The fourth one is a review. How to do a good review and summary? I also shared it with you in the previous article. Here we mainly talk about the team review. Regardless of the outcome of the review, this attitude and working together on this matter are also important. It sends a signal that 'this person is with me', rather than 'this person appears for credit and runs away for responsibility'. I have also encountered colleagues who appear in meetings when the data is good, and disappear when the data is not good. Then colleagues roast about him, because everyone is not a fool, who is willing to take responsibility can know. With great power there must come great responsibility.

I had subordinates who cooperated poorly with colleagues on projects before, and everyone roast that he didn't do well here and there. He asked me for advice, and I suggested that we forget about the cooperation during the process. You should attend the review meeting, and when it's your turn to speak, you should first reflect on the areas where you didn't do well and show your attitude to everyone. This way, everyone's grievances will be instantly resolved in half. Many times, whether one's own people will affect the trust score mentioned earlier, if you put yourself in a position and stand with everyone, then many of the remaining issues are technical. However, this suggestion is not suitable for everyone. Some people find it very difficult to cooperate, either on a practical level or adept at picking things up and shirking responsibility. This kind of struggle also needs to be fought. To unite like-minded people, to target those with malicious intentions, and to maintain what needs to be maintained, even if it means fighting. This is the last thing I want to share, how to fight.

The last one is how to fight as we just talked about. The relationship between people is wonderful, with both cooperative and competitive relationships. Although we are colleagues, the number of promotion opportunities at the end of the year is limited, and it is a question of who to give or not, so there will definitely be competition among colleagues. In the same project, there will be debates about whether it is product led or operation led. On one hand, it depends on whether the higher-level leaders are good at coordinating and deploying troops, and on the other hand, it also depends on how we adjust the expectations of both sides. Sometimes it's necessary to be professional, for example, if you are the person in charge of a project, you need to bring it up before the project is approved. You need to know how to divide the work among everyone, who is the main attacker and who cooperates, and put your words first.

If there are any problems during the process, the first step is to communicate directly with the parties involved, paying attention to convincing them with reason. In the workplace, when we ultimately try to persuade others, we must still clarify what the value of this matter is and why doing it this way is better than doing it that way. If reasoning doesn't make sense, then there's no need to avoid conflicts. Conflicts should be avoided, and the other party needs to know that you don't want to let go of them and where your bottom line is. Sometimes conflicts can actually facilitate better cooperation, because as mentioned earlier, companies need to have certain checks and balances when setting up different positions. Balancing can be achieved through conflicts and differences in viewpoints to find the point of balance. If the other party is a relatively professional person, it is highly likely that a middle ground solution can be found through communication. Of course, if we really can't find it, then it's a matter of making a decision, because often we don't know what is the right way and what is not. At this point, someone has to make a decision and make concessions.

I suggest that the basis for this should still be based on the function, or in other words, who is closer to whose goal and who makes the decision, but if the decision is wrong, the result should also be borne more. For example, when communicating promotional copy for an event page between the product and operations, it is obviously closer to the operations aspect. Therefore, the final approach can be based on the operations perspective. However, if there are many user complaints, it is also necessary for the operations colleagues to take responsibility. If two people are at a stalemate and unable to make a decision, the most direct way to deal with it is to escalate to the level of both parties' supervisors. Sometimes the supervisors of both parties are the same person, which is even better. Just take a picture directly. In the process of decision-making by the supervisor, you need to express contextual information and clarify the pros and cons of options A and B. Through this approach, on the one hand, it is a democratic decision-making process that can increase everyone's trust, and on the other hand, it also allows more people to understand your abilities and increase your trust score.

If there are significant conflicts among everyone, not just differences in viewpoints, but also issues of opinions about people, then I suggest letting the supervisor know and listening to their advice. If you can't stand this person anymore, you can try not to cooperate with them. If it still doesn't work, then go to his supervisor and HR to communicate and provide feedback, but it is also necessary to clarify the factual basis and put evidence on the table to say these things. If none of the above methods can solve the problem and you feel frustrated and depressed every day, and your state is not very good, then the last resort is to apply for resignation.

Lu Xun once talked about the window opening effect. When you say you want to open a window and everyone disagrees, if you say you want to demolish the house, then everyone will agree to you opening the window. Applying for resignation is also a means to exert pressure on supervisors and HR to find solutions. If there is still no hope, then it is better to resign. Such an environment does not have to consume oneself. After all, life is precious and short, and we should spend time pursuing better things. When we reach our seventies or eighties, if you look back on the past and find something regrettable, then you need to make changes. This method of starting with the end will help clear the clouds and reveal the truth at many key decision-making points in life.

Alright, the above is my experience sharing on how to better collaborate with colleagues. Thank you for reading.

Author: Li Ming Bright official account: Li Ming Bright

This article was originally published by @ Li MingBright on Everyone is a Product Manager. Reproduction without permission is prohibited

Image from Pixabay, based on CC0 protocol

The viewpoint of this article only represents the author himself, and everyone is a product manager. The platform only provides information storage space services.

如何更好地和同事协同？

李明Bright关注

2025-03-29

2 评论1316 浏览1 收藏23 分钟

在当今职场环境中，团队协作的重要性不言而喻。然而，如何与不同目标、性格和角色的同事高效协同，是每个职场人都需要面对的挑战。本文从多个角度深入探讨了团队协作中的关键问题，供大家参考。

这篇和大家分享下，工作中如何更好地和同事协同。

现代社会，团队协同非常重要，不管你是一个运动员还是一个IT工程师，都需要和很多的人打交道，因为社会的进步就是逐步地分工明确化，各自负责好一部分。除了少数所谓的“一人公司”的模式之外，绝大多数的工作都逐渐趋于螺丝钉化，这是现代商业发展的必然趋势。

那团队协作里面就会涉及到各种各样的人和事。我在比较小的时候，大概是上初中的时候，听到老师讲“1个中国人是一条龙，10个中国人是一条虫”，以此来批评国人缺乏团结性。我也不知道当时我那老师她为啥会有这个见解，有可能是当时国力还很弱，大家都缺乏自信心，跟外国去比往往会去找各种各样的原因，但是总体上还是蛮难站得住脚的，今天好像这么说的人变少了很多，也算是中国整体社会的进步吧。

首先我们需要更好地理解协同这个事情，协同是不是必须的？一定是必须的。战国时代秦国商鞅变法之后强国，其实某种程度上是优化了协同机制，提高了协同效率，让原本不齐心的秦国人为进爵提高回报，统一一心，有的练习战斗技能，有的练习耕作，各自做贡献，最后战争机器开动之下，席卷宇内。

我们从个体角度而言，可能这种机制未必会让一个人觉得很幸福，但是从群体角度，从完成事业的角度，那确实是内耗减少，实现1+1=2甚至大于2的效果。然而，我们现在在商业社会，没有这么强的约束，很多时候往往只能做到1+1=1.5甚至小于1.5的情况。我过去10多年里一直从事的是互联网行业，从20来个人的小公司到数千人数万人的大公司都待过，明显就会感觉到随着人数的增多，效率其实显而易见是下降的。效率下降，一方面是没有在做更核心更高优先级的事情，一方面是各种拖拉扯皮的事儿耗费心力。随着年纪的增长呢，其实越来越不太愿意在这种事情当中去过多地耗费心力、精力，徒然消耗而已。

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B端产品经理中的B是Business，商业的意思，B端产品经理首先就要理解这个职位的重要性，要设计出更适合这个项目需求的产品方案，B最终产品经理在日常工作中...

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然而，消耗是必不可少的，那么作为打工人的我们，只能想办法怎样和同事合作更加顺利一些，减少内部消耗了，关于这个我总结如下的一些经验，和大家分享。

第一个呢，首先还是需要理清楚目标，你的工作目标是啥，其他人的工作目标是啥，要搞清楚。很多时候，大家的冲突，可能就来自于目标的不匹配。你的目标是要改进用户体验，提升用户口碑，他的目标是要提高销售转化率，增加收入。那么这时候在一件具体的事儿上面，很容易出现，你觉得这个事情不该做，会影响用户体验，他觉得这个事情必须要做，做了才能提升销售额。如此当然会有冲突，这不是沟通技巧的事情，是本质上底层已然决定了你们俩的屁股是不坐在一起的。我曾经也思考过这个问题，为什么大家需要有不同的目标，那把大家的目标定成一样的，不就行了吗？切记，把所有人的目标定成一样，这家公司很有可能就要完蛋，为啥？因为人是有局限性地，很多时候我们是刹不住车的。

我比较长的时候是一名产品经理，曾经有段时间老板觉得最重要的工作是市场增长，所以我被抽调去负责市场增长了一段时间，然后我的目标就是不遗余力去探索增长的方式，中间曾经有一次，老板让我去测试一下一个非常标题党的短信，我差点就发出去了，但是在给老板审核的环节，老板把这个卡住了，觉得这么做不太对。这时候我才幡然醒悟，我怎么差点做了这样的事情了，这个事情在我以产品经理的视角是绝对不会去做的，可见屁股决定脑袋是比较普遍的情况，人的脑袋可能会有一些自动调节的能力，根据你的目标不同去调整对一些事情的判断尺度。

说到这个的意思是，企业和组织需要通过不同职能岗位的设计，来对冲极端化的风险。因为健康的商业是一个长期的行为，作为经营者是需要去满足客户的需求，获得客户的口碑，带来二次、三次的消费的，不是一锤子的买卖。如果是一锤子的买卖，那服务大概率是不会太好的，比如流动的摊位，比如婚姻介绍行业的婚托、酒托等等。不同的岗位协同，就尽量把这个底给兜住，让各方面的代言人都有一定的话语权，这就是权衡之术。大公司病里面有一种，就是唯KPI论，而KPI呢就设置为简单的一条销售额，全员都是这个目标，这样就会导致全员都是销售，营销无所不用其极，到最后被用户所抛弃是可以遇见的结果。

说回来，之所以需要搞清楚目标，是为了后续的沟通，有个依据，协同最重要的是在目标层面协同，如果目标层面协同了，那么至少60%甚至更高比例的协同问题也就解决了，具体怎么结合目标去协同放到下面继续说。 第二个呢，判断一下和你协同的人他的角色是啥，比如说这个事情他能不能拍板，还是说需要他的上级去拍板，如果他能负责拍板这个事儿，那么一般就在他这个层面沟通达成一致就行了，最多再同步一份信息给他的上级。如果他无法拍板这个事情，那么我建议你就不用花太多时间在他这个，你应该找他的上级去协同这个事儿，最后由他的上级拍下来给他去执行。不过这个过程中，也需要注意沟通技巧。

我们每个人都是有自尊心的，有的ego比较小，有的ego很大，我也遇到过有的人明明这个事儿TA没办法决定，但是TA就是认为这个事儿归TA决定，这个时候就得尽量缓和一些，因为事情最后还是需要TA去做，得先把人的气理顺，所谓的看人下碟是也。我不是倡导大家去做马屁精，见到谁都需要去眉开眼笑，不需要这样，但是适当的表现出你的友善，可以增加协同的润滑度，让结果更好，对你的工作绩效可能会产生帮助。对于特别事儿的人怎么办，我放到后面去说。

第三个呢，就是关于沟通。首先沟通是必不可少的，除非你俩搭档好几年了，门儿清了，合作一直没啥问题，那么可能就是微信上或者钉钉、飞书等留个言也行。如果不是那么熟，那么我建议是口头当面沟通为主，书面沟通为辅。书面的沟通表面上看起来好像效率很高，有事您说句话就行。实际上，我个人的判断，反而是属于沟通效率很低的方式。可能只有很大的Team，很难当面沟通我才建议以书面沟通为主。这个我不再扩展，就当作是个人的一个观点吧。当然，这里面需要根据人的情况而定，有些人比较喜欢别人给TA把事情列好，约时间再谈啥的，就需要结合这个人舒服的沟通方式和TA谈。

有的人时间很宝贵，比如领导、老板，这种最好就是准备充分再去沟通，不同层级需要的准备颗粒度是不一样的。和你一个Level的，基本上可以先简单交流一下这个意见看看对方什么观点，有初步的共识之后再去准备更细的方案。如果是大领导，就需要把方案准备得比较细，说清楚利害价值，这里的利害价值其实也就是前面的那个目标的匹配度，即做这个事情对我们的目标有什么帮助，一定需要体现出来。所有的决策到后面都是去权衡利弊和优先级，如果你是idea的提出人，那么我建议你一定要在价值的方面思考得足够深，工作的专业度来源于你提出的建议、以及实际做的事情是不是靠谱，靠谱就是事前这个事情的可行性判断比较好，事中和事后呢也验证了确实大体符合你的判断，事后还有比较深刻的复盘总结，让这个事情坐下来不管结果好还是不好，是有清晰的反馈的。如果你只是泛泛而谈，头脑风暴一下，那么就会收到很多的挑战。

除了前面说到的沟通的媒介之外，沟通的场合也需要注重，是单独沟通，还是在群里说，还是例行会议上去说，都有讲究的。如果是小事，可以简单的单独说说。如果是比较大的事情，建议在关键人都在的场合说，比如领导在的群里。比如正式的会议上。如果是比较正向的事情，比如由于对方的配合，一起做出来很好的成果，那么建议是公开范围说，让对方的领导，以及领导的领导也知道，这样对方会GET到很大的情绪价值，下次就会更卖力和你合作。如果是比较负面的事情，就是要控制一下范围，能单独沟通的单独沟通，沟通不了就逐步升级，千万不要一点小事就到高层在的群里去讲，职场上比较忌讳这样。

当然，也要看团队文化，有的团队，可能有些很正常的事务型沟通，放到群里说，然后突然被某个领导看到了，指点一番，引出一些意外，这类事情我也是亲身经历过的，所以我个人对于钉钉、飞书这类的团队IM软件，在沟通效率提升的方面持保留意见，很多时候是让那些喜欢管闲事的老板或领导很多时间都在管各种闲事，大家都变成过程导向了，感觉就像每天在阅览奏折一样，今天慢慢的信息量，又是努力奋斗的一天。

实际上不是的，只是制造了虚假忙碌而已。在大厂里面就有一些人，你会发现他在IM软件上非常活跃，一会儿这个事情，一会儿那个事情，还特别喜欢在领导在的群里去讲，然后领导可能就会觉得这人工作很积极blabla…这也是一部分人的职场生存之道，但是我要跟你讲的是还是不要这样去做，这样浪费的是你的时间以及你的信誉，当你这样去做之后，你的协同小伙伴他们一定心理是有想法的，人的口碑、信任以及时间才是最大的资产，如果其他人认为你不值得信任，那么你一定无法取得最佳的结果。如果你的口碑很好，同事都很信任你，相信我，你的光芒一定遮盖不住，即使一时被掩盖，你也终将找到更适合你的更好的平台。真正有能力、有眼力的老板，一定能发掘什么样的人是肱骨之臣，如果没有发掘，那么你就等待你的伯乐就好。不要变成自己讨厌的那种人，不然后面所有人都讨厌你，没有人是傻子，这种只顾自己利益的人，最后大家都选择逃离。

说回来，沟通除了在做这个事情之前进行之外，事中以及事后都需要及时地沟通，做到事情有闭环。有闭环是指，这个事情有始有终，或者至少到一个可以收敛的状态，就是有一个明确的结果，是OK还是不OK，是需要继续投入资源还是不做了，还是等什么条件成熟再来做。一定不能开了很多个线头在那里，然后事情堆着事情，也没有反馈。这样同事就会很焦虑，也降低了对你的信任度。件件有回应，事事有反馈说的就是这个。

当然，我觉得不用花太多的时间在反馈上，如果对接的事情很多选择一个时间点，集中反馈下，或者跟对方越好什么时候看结果，然后到时间就把结果互相进行同步，那这样就会增加互相之间的信任分。我们每个人在别人那里会有一个隐形的存钱罐，存的是你的信任分。靠谱就加分，不靠谱就减分。分数高的人我们更加愿意合作，一起干活。分数低的人我们尽量避免和TA一起干活。每一件事情，都是在积攒信任分。创业者找合伙人，一般都会在自己的熟人里面去找，因为一起合作过，知根知底，信任分足够高。

第四个呢，就是复盘。怎样做好复盘总结，前一篇也给大家有做分享。这里主要说一下关于团队复盘这件事情，不管复盘的结果是怎样，这个态度，一起做这件事情本身也很重要，它是在给人信号“这个人跟我是一伙的”，而不是“这个人有功劳就出现，承担责任就跑掉”。我也有遇到过同事，就是每次开会，如果数据很好他就出现，如果数据不好他就消失。然后同事之间都吐槽他，因为大家都不是傻子，谁愿意承担责任是能知道的。欲戴王冠，必承其重。

我之前有下属跟同事在项目上配合很差，大家都吐槽他这里做得不好那里做得不好。他找我寻求建议，我就建议先别管过程中合作怎么样，复盘会议你去参加，并且轮到你发言的时候，你首先检讨你做的不好的地方，给大家表个态，这样下来大家的怨气顿时就消解了一半。很多时候，是不是自己人会影响前面说的信任分，你摆好姿态，跟大家一条心，那么剩下很多都是技术性的问题。但是呢，这个建议并不适合对所有人，有些人就是非常难以合作，不是在事情层面了，就是擅于各种挑事、推脱责任，这种该斗争也要斗争。是志同道合的人要联合，是居心叵测的人要针对，该维护的还是要去维护，哪怕吵架也在所不惜，这就是最后一个我要分享的，如何做斗争。

最后一个，就是刚刚讲的如何做斗争。人和人的关系很奇妙，既有合作关系，又有竞争关系。虽然是同事，但是年底升职晋升的名额有限，给谁不给谁是个问题，所以同事之间是一定会有竞争关系的。同一个项目里面，是产品主导还是运营主导等等，都会有争论。这个一方面看更上面的领导是否擅于去协调以及排兵布阵，另外一方面也看我们怎么去摆正双方的期望。有的时候就需要公事公办，比如如果你是这个项目的负责人，那么就需要在立项的事情把这个事情抛出来，大家如何分工，谁主攻谁配合，把话说在前面。

然后过程中如果有问题，首先是需要跟当事人去直接沟通的，注意要以理服人，我们在职场上最终去说服别人肯定还是要去说清楚这个事情的价值是什么，为什么这样做比那样做更好。如果讲道理说不通，那么也不用去避免冲突，该冲突就冲突，也需要让对方知道这个事情你是不让的，你的底线在哪里，有时候冲突反而能更好地去合作，因为前面讲的公司设置不同的岗位就是需要有一定的互相制衡的，通过冲突、观点的不一致来进行制衡，找到平衡的点。如果对方是个比较职业的人，那么通过沟通大概率是可以找到一个中间解。当然，如果实在是找不到呢，那么就是一个决策拍板的问题，因为很多时候我们也不知道什么是正确的方式，什么不是，那么这个时候就得有人拍板，有人让步。

这个的依据呢我建议还是看职能，或者说这个跟谁的目标更接近，谁的目标更接近谁拍板，但是如果决策失误了结果也要更多承担。比如产品和运营在沟通一个活动页面的促销文案时，这个事情显然是跟运营方面更靠近，那么最终可以以运营的口径为准，但是如果出了很多用户投诉，那么也是需要运营同事来承担的。如果两个人相持不下，无法拍板，那么最直接的处理方式呢就是升级一层，升级到双方的主管层面，有时候双方的主管是同一个人，那就更好了，直接拍下来即可。那在主管决策的过程中，你就需要做好上下文信息的表述，讲清楚方案ABC分别有哪些利弊，通过这种方式了，一方面属于一个民主决策的过程能够增加大家的信任，另外一方面也让更多人对你的能力有所了解，增加你的信任分。

如果大家有很大的矛盾呢，不仅仅只是观点的分歧了，更多的是对人的看法意见问题了，那么我建议也要让主管知道，听听主管的建议。如果你实在忍受不了这个人了，那么可以争取不要跟这个人打配合。还是不行，那就去找他的主管以及HR去沟通反馈，但是也需要讲清楚事实依据，放在台面上有证据去说这些事情。最后如果以上办法都无法解决问题，而你实在是心里憋屈，每天心里压抑，状态都不太好了，还有最后一招，那就是离职申请。

鲁迅讲过有个开窗效应，当你说要开一扇窗户，大家不同意，那你说你要把房子推倒，那么大家就会同意你开窗户了。申请离职也是一个手段，施加压力给到主管以及HR去想办法解决问题，如果还是没有希望，那么就真离职好了，这样的环境大可不必待着消耗自己，毕竟人生很宝贵且短暂，我们应该花时间去追求更美好的东西，等到七老八十的一天，如果你回忆起过去，有什么事情是让你遗憾的事情，如果这件事情会，那么你就需要去做改变了。这个以终为始的方法，在很多的人生关键决策点上，会让事情拨开云雾见分晓。

好了，以上就是关于如何更好地跟同事做协同，我的经验分享，感谢你的阅读。

作者：李明Bright 公众号：李明Bright

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