The author | LuJia caleb (deer) alibaba project management experts

There are two difficult things in this world: to keep someone else’s money in your pocket; You put your mind in someone else’s head.

Why is communication so important

Everyone knows that communication is important at work, but have you ever really thought about why it’s so important?

Let’s start by thinking about how much of your workday is spent “communicating.” Daily meetings, discussions on the nail, email, etc., I personally am well over 50%. This fits in well with a famous theory of management:

More than 50% of managers’ time is spent on communication, but at the same time, more than 50% of the obstacles in the job are generated in communication.

This is the “double 50% theory” **, which intuitively reflects that communication is crucial both in terms of time taken up and in terms of impact on work.

Why is everyone always silent in the team meeting, and the students who have ideas are also silent? The above picture should be seen in various channels, I believe you will be as I smile when you see this picture for the first time.

Why does this picture have this effect? Because the problem shown in this diagram is really a good reflection of our daily practical work: the lack of communication leads to such a huge difference in the understanding of different roles of a product. So in an Internet company like Ali, what are the common communication problems of workload?

Here are some simple examples:

  • Why is it so hard to get brother teams to cooperate when the pace of their cooperation is completely out of control?
  • Why is work assigned to subordinates only to end up piling up on me?
  • Why are the actions left over from the meeting always delayed?
  • Why do the boss’s latest messages often go unread?
  • Why do you have to work late at night when you are inundated with messages?
  • …

So many communication problems, so why is communication so difficult? From the most common situation, especially in 1-to-1 communication, there are three main reasons:

Since there are many communication problems, and the causes of these problems are also very complicated, where is our way out? Is the solution to standardize our work, and then reduce the need for communication by standardizing and streamlining our work, so that everyone can quietly write code and solutions at their desks, and everything will be fine? The answer is no.

Let’s take a look at this quadrant, which is a model that Dr. Kai-fu Lee mentioned in his vision of future AI:

It can be seen that the positions in the lower left corner of the interval chart correspond to structured fields with low social needs, and the positions in such fields will be replaced by AI robots in the next 5-10 years.

If our work could simply be done procedually by defining standardized interfaces to avoid or reduce communication, it would be less valuable and eventually replaced by machines, just as assembly line workers are being replaced by intelligent robots in large numbers.

I want to say don’t mean to reflect the value of the work, mean to improve the work of the communication cost, on the contrary, we do need to comb through sum up (processes, or even tools in an effort to reduce a in the field of communication, but we work at the same time looking for more complex, more need to communicate in the scene, to create greater value.

So what we have to do is stay competitive and continue to improve our communication skills. That’s what everybody has to keep working on.

The foundation of Communication

There is a western proverb that says, “There are two difficult things in this world: to keep other people’s money in your pocket; Putting your own thoughts into other people’s heads.” Just like the scene in the picture, when there is a problem in communication, everyone always thinks they are right and wants to convince each other, but it is always difficult.

Communication fails for a variety of reasons, including problems with presentation, problems with listening and feedback, and problems with the environment. To list them, the general situation is as follows:

  • Lack of information or knowledge
  • Not stating the importance
  • Focus on expression, not listening
  • Do not fully understand what the other person is saying, so that the question is inappropriate
  • Not paying attention to feedback
  • Didn’t have enough time
  • Bad mood
  • The gap between positions, the gap between cultures

First, let’s take a look at the communication model. Communication is a complete closed loop from the sender to the receiver receiving the message and then giving feedback to the sender.

The coding here may be words, sounds, even gestures and expressions; The channel can be nail, email, video, or face to face; Various external environments may bring noise, such as bad mood, or the influence of different backgrounds, lack of common language, parallel communication, etc.

It can be seen that a minimal closed-loop communication process involves multiple links, but it actually forms a long link. Once the link is long, problems are likely to occur in all links of the link, and eventually problems will be amplified layer by layer. Here we must introduce the theory of the communication funnel.

It is important to know how the communication funnel is formed. For example, a development leader found that there were a lot of problems introduced in the recent project development, and the product encountered serious online doubts for several times. Therefore, he decided to hold a meeting to rectify the problems. He could not sleep at night and wondered how to solve the problems.

Think of 10 aspects (100%) of the problem, need to talk to subordinates. The next day, when STANDING in front of people in a meeting, due to lack of rest and nervousness, I only said 8 out of the 10 things I thought of, and missed 2, that is, only said 80%. However, 6 of these 8 things are really heard by employees (60%) due to the limited space and the number of people.

In addition, due to the differences in staff level and knowledge background, only 40% of what is truly understood and digested by others is about the level of language expression, language accent and dialect of our technical leaders. When these people go to the ground to execute, due to the size of the relationship between each thing and the individual, the strength of the will to execute and other factors, resulting in the final implementation has become 20%; Although this proportion is exaggerated and actually not so serious, the funnel caused by communication does exist, and we can only think of ways to reduce its influence as much as possible.

So is there a way to reduce or eliminate this communication funnel? Let’s look at it from three perspectives: speaking, listening and asking.

Communication foundation 1: expression

The foundation of communication, number one is expression, is to send information. Our teacher Ma is recognized as a master of speech, and his ability of expression is very strong.

In terms of expression, in addition to what we all know better, we need to have understandable language, clear logic, what else should we pay attention to? Look at the image of teacher Ma we are clear, that is the tone, expression, body movements of these.

In the field of communication management, there is a very famous theory, “communication = 7% content + 38% voice + 55% body language”, which fully demonstrates the importance of body language in the process of communication. Here are some suggestions for body language in communication:

  • Language and body language must be consistent
  • Try to get their attention at first
  • Repeat and paraphrase if necessary
  • Use language the other person knows
  • Do: Face straight, nod, smile, lean forward, make eye contact
  • Don’t: Cross your arms across your chest, look away, or do something else

Here’s another example that we see most often in everyday life. In daily communication, we often use tacks. The same sentence with different intonation will show different attitudes and express different meanings (such as “Has this requirement been tested? Is it asking or urging? . So WHEN I ask others similar questions on the nail nail, I always worry about being misunderstood, and generally increase the expression of a smiling face. I don’t know if we have such a practice? ^_^

Communication foundation 2: Listening

The second foundation of communication is listening. The key to communication is often the receiver, the listener, not the speaker. The more successful people are, the better listeners they are.

Compared with the simplified Chinese character, the traditional Chinese character “listen” better reflects the essence of listening.

  • “King of the ear” : since it is listening, the most important organ is undoubtedly the ear, so the essence of listening is to put the ear as king, bring the ear, listen to the first place;

  • “Fourteen” : The “four” can be regarded as “eye”, that is, the eye. Listen not only with the ear, but also with the eyes, the other party’s eyes, expressions, body language, all contain rich information, is to match with the information provided by the other party or physical objects;

  • “Heart” : to achieve the purpose of communication, receive the best effect, must be heart, and to heart. It is listening with your heart, observing with your heart, asking questions with your heart, and thinking with your heart.

There are several levels of listening:

  • hear
  • Pretend to listen to
  • Selective listening
  • Listen attentively
  • Listen in your shoes

The difference between the other fifth and fourth levels is that listening with concentration is still to respond to what is heard, but listening with empathy is to understand the other person, not to react. The purpose is to understand the other person’s ideas and feelings through communication, and to achieve true empathy.

Communication basics three: Ask questions

The third foundation of communication is asking questions, and people who ask questions are good communicators. Good at speaking, the main time of communication is he speaks, do not worry about the silence, and he can speak very wonderful. The typical one is a training teacher; The person who is good at asking questions. When you talk to him, he doesn’t say much, but often asks thought-provoking questions that will shake your body (or tiger body) and open up a new world. So, the person who is good at asking questions is the person who is directing the communication.

There are four general ways of asking questions. Different occasions and purposes require different ways of asking questions:

  • Closed: Do you agree with this plan? Can we finish the task on time?
  • Open-ended: Do you have any good suggestions?
  • Wizard-style: If the resource problem is solved, what are your first steps?
  • Rhetorical question: If you only answer the other person’s questions, it’s easy to get into a passive situation. How do you get conversations on your channel? Rhetorical questions such as, “What is the requirements development schedule like?” are a good way to do this. “What is the operating rhythm of the business?”

Communication within and across teams

Here are three of the most common communication scenarios, which are also the most difficult to encounter in your daily work. Start by introducing communication within and across teams.

1. Communication within the team

Communication within the team is the first scene everyone needs to face. In a team, there are generally three modes of communication.

  • ** chain: ** strictly follows the formal chain of command and communication, linear transmission of information, such as in militarized organizations is more common;

  • ** wheeled: ** wheeled communication relies on the core figure as the lead and central node of all members’ communication, which can stimulate the emergence of strong and powerful leaders;

  • ** Network: ** allows all members of the group to communicate proactively, all members are free to contribute themselves, there is no intermediate node of information, and there is no obvious leadership role.

Here’s a comparison of the three modes:

In an Internet company like Alibaba, if for no particular reason, we tend to steer our teams beyond the third mode, the “mesh” mode of communication. This is not to say that we don’t have a high requirement for accuracy. On the contrary, we have a number of very effective tools to ensure that we still maintain high accuracy in network communication, such as Finch, Aone, Dingding, etc.

In team communication, we have to mention five obstacles to team communication and collaboration.

  • The first is the “lack of trust”, which is particularly common in new teams.

  • This lack of trust leads to a second problem for the team, which is “fear of conflict”. The most common one is silence in meetings. Because of the lack of trust, people do not know how their different opinions will lead to the reaction of others. For safety, it is safest not to speak up.

  • Teams that fear conflict naturally bring a third problem: lack of commitment. I can imagine that if MY different views are not expressed, I will not be too committed to the final conclusion reached by the team, because I do not agree with this conclusion in my heart.

  • Lack of commitment continues to lead to problems, that is, “shirking responsibility”. If the conclusion without commitment leads to a bad result, the team member naturally does not want to take responsibility for the result. He will think to himself, “This is not what I wanted to do in the first place.

  • Shirking responsibility eventually leads team members to “ignore results.” If team members are not aware of their own team’s results, the team is dead in name.

If you are interested in the five barriers to team communication and collaboration and want to have a deeper understanding, I recommend you to read the book “Five Barriers to Team Collaboration”.

So how do you cultivate trust, the top five barriers to teamwork? There are many ways to build trust in the team. For example, we should strengthen mutual understanding among team members when we were young. In Ali, we usually break the ice (we must have experienced it), team building, etc. There is also a saying to build trust: “go through the window together, carry the gun together”. This makes it easier to build trusting relationships.

But trust doesn’t have to be built on purpose, or it has to be built through historic battles. Trust is built on the basis of small agreements made and maintained over and over. For example, we agreed on a document output time, we agreed on a meeting before the preparation, as long as such a small agreement can continue to achieve, we can effectively establish trust.

The conflict in the team is often an important factor that destroys the communication atmosphere in the team. The conflict that does not want to have members in the team is often the common idea of everyone. But what I want to talk about here is, is conflict necessarily a bad thing for team communication?

The answer is no, teams can grow from healthy and productive disagreements and solutions. Destructive conflict is bad for the team, while constructive conflict is valuable to the team. Let’s look at the differences between the two types of conflict:

In teams, there are common barriers to healthy conflict:

  • Lack of trust, respect and understanding
  • Strong management style
  • Team members are unstable or cross geographical

2. Communicate across teams

In cross-team communication, we often encounter various problems, we will briefly list for you:

  • Major gap, lack of common language. For example, the business development team relies on the capabilities of zhongtai. If the business development team does not understand the current existing system of Zhongtai products and cannot clearly explain the requirements of Zhongtai requirements, this situation will occur, which will eventually lead to the loss of communication willingness and communication problems.

  • Target (they reach consensus is affected by division wall), such as a strategic level project plan, you plan to support you, but you need to other departments at the time of research is to cooperate, really started to implement, you may find their attitude changed, they’re not going to really do into larger, because the goal of this and their team does not match;

  • Progress is opaque. The delivery time was agreed with my brother’s team, but there was no communication in the middle process. It was completely a black box. When the agreed time was almost up, I found that many things were not ready.

  • Responsibilities are unclear and problems are evaded. In communication, people often pass the buck to each other because of unclear division of labor. Some gray jobs cannot find the person in charge. Once problems occur in the gray area, no one is willing to take the blame.

So how do we solve these problems? Here is a principle for cross-department communication:

  • First of all, we should set a goal together: a win-win goal, not just your goal, we should set a goal that everyone can realize their own value at the beginning, so that the other party will be willing to cooperate with you;

  • The second is to make clear the division of labor, responsibilities, time, responsible people, etc., so that “brothers, clear account”, as the saying goes, “ugly words said in front” is also this meaning;

  • The third is to confirm the communication mechanism at the beginning, so that information exchange, such as weekly meetings, weekly reports, to ensure transparency of information in the process;

  • The fourth is to have responsibility, responsibility and empathy in the handling of problems. It is not good for everyone to come together, once there is a problem, everyone will turn against others. Like people, the team should also pay attention to credibility.

Because cross-team communication is often different from that in a team, the two parties may not know each other very well, and there is not much sense of trust. Therefore, when the two parties just sit down and have not started to communicate, the way of seating has greatly affected the result of communication. Here’s a look at the impact of different communication seats.

Communicate up and communicate down

The second group of communication scenarios where problems are frequently encountered are upward and downward communication.

1. Connect up

When it comes to “communicating up”, let’s talk about “managing up”. Let’s take a look at the two concepts.

  • Upward management, the process of consciously working with the superior in order to achieve better results for the superior and oneself, so to speak, this is the process of making the superior change; Upward management is not leading the superior, but through upward communication and coordination to influence and guide the superior’s views to coordinate with their own;

  • Upward communication, as one of the main means of upward management, generally refers to purposeful communication with superiors, so as to convey necessary information upward or influence their decisions.

Upward communication is a kind of “purposeful” upward management behavior, if it is the kind of casual chat in teambuilding, we do not fall into the category of upward communication for now. So what’s the difficulty of communicating upward?

  • Conventional wisdom: Chinese people have talked about upward management and upward communication, which can come out of all kinds of problems. As shown in the picture above, this is a pyramid of the Western Zhou Dynasty in which “The Son of Heaven rules the three princes and the three princes rule the princes”. This is a very clear and strong hierarchy concept in the past Chinese tradition. In China, this is a historical and cultural inheritance. Even in today’s democratic social environment, even in an enlightened Internet company like Alibaba, this inherent concept will still subtly influence us.

  • Lack of initiative: Lack of initiative, you have to wait until something bad happens and you can’t control it before you call your supervisor. If information is not in circulation, supervisors will feel insecure and out of control. Never let your supervisor get information from someone else that you should have told him.

  • One-sided information: You want to influence your boss through communication. If you find that he has a wrong idea, you want to guide him to make a decision according to your way of thinking. Another possibility behind this is that you don’t have as much information as your boss, and your judgment may be partial, or even wrong.

  • Straight-line thinking: straight-line thinking, such as superior said: “Xiaoming, you do this thing wrong”, “I do this thing where wrong!” . Then this way of communication must not be able to continue to talk, right, if this way of communication, what is the result? You can imagine people pulling out their phones and watching Alibaba. It’s okay to disagree with him or his approach, but don’t fight it out in public. Even if you feel that the method is not feasible on the spot and there is deviation in handling, you can also communicate privately after the meeting and make corrections in the implementation process.

So what are the common problems with upward communication?

  • ** dared not communicate with his superiors when he had problems or doubts: 1. ** showed a serious working attitude of giving feedback and actively reviewing everything to the leaders, leaving a good first impression; 2. Timely feedback of problems encountered during implementation is equal to sharing the responsibility and improving the success rate of problem solving; For yourself, active reporting can also help you clarify your work, improve your problem-solving skills and improve efficiency. **4. Take the initiative to report so that your boss can trust you, because failure to report makes your boss feel out of control. Proactive reporting allows you to “visualize” your work and make sure you’re on the right track;

  • ** Long-winded problems and impacts: ** Report to the boss must be prepared in advance, clear thinking, clear expression, improve efficiency. About how to report to the boss, behind the exhibition will also talk about;

  • ** Talk about problems, not solutions: ** Think through, prepare plans and suggestions in advance, and let your boss do multiple choice questions, not essay questions. This will not only improve the efficiency of communicating with the boss, but more importantly, let the boss see your thinking and share with him.

Speaking of reporting up, we need to talk about the thinking framework of reporting up. This is how you can determine whether the current content needs to be reported, and what strategy you have used to report it.

  • The first quadrant goes into very high priority projects with the boss. Your boss is your colleague. Planning and working together. In this quadrant, the boss is fully “involved.” Information is symmetrical between you, and important forms of reporting may disappear because you both know each other’s information at all times.

  • In the second quadrant, the boss’s role is to give you “guidance and decision-making.” The boss is very concerned about this, but he is not clear about the specific progress and details. The content here is often the most important in the report, and also the focus of the upward report ability. In the key report, there is a possibility that the target needs the support of the boss because of difficulties, such as insufficient resources and coordination by the boss. You just tell the boss what he needs to do directly (here it is transferred to the fourth quadrant).

  • The third quadrant is all about what your boss has delegated to you and what you are responsible for. There may be information asymmetry here, but your boss knows your content on a macro level (even if he did your job back then), or the importance of your content doesn’t enter your boss’s “management dashboard” (not the high-level management decisions he has to make). This part of the content as long as the expression: you are on schedule on the good, the boss only need periodic review on the line, not the focus of the report. A common mistake: this part of the content is always put on the wrong PPT, to the boss to read every detail, everyone is boring, become the worst level of presentation. If there are abnormal conditions in this interval, the abnormal conditions need to be transferred to the second interval;

  • The whys and wherefoos of quadrant 4 don’t need to be discussed. Your boss and you have agreed that the information is symmetrical. However, there are tasks that are difficult for subordinates to complete, or tasks that are beyond their authority, or tasks that are new to their scope. The most common one is that subordinates need the help of leaders to solve certain resources. The role of the boss is “help and support”.

When is the best time to report? Here are four basic reporting opportunities for you to consider:

Here’s how to report up:

  • Keep it short and to the point: Trust that your boss has seen thousands of powerpoint presentations, so most of the time they will be able to see what is being said at a glance, so the message needs to be short and to the point. At the same time need to use a lot of data to support their own views, try to state from an objective point of view;

  • Get straight to the point: As described above, the boss has a very tight schedule and will even leave during the report due to an emergency. Therefore, it is necessary to state your views or requirements straight away at the beginning of the report, then list reasons and evidence, and finally restate your views. Position, Reason, Evidence, Position.

  • Be prepared: Presentations are only a few powerpoint pages long, but many times the boss will follow up and ask questions. Therefore, as a returner, it is necessary to understand the relevant information in advance, in case of being asked speechless, not only will affect the progress of the report, but also will be considered not due diligence;

  • Follow the 10/30 rule: In a 30-minute plan, 10 minutes is the maximum for debriefing and the remaining 20 minutes for discussion, during which valuable information is often produced.

PREP Reporting methods

From McKinsey’s 30-second elevator theory. McKinsey requires employees to be able to express things clearly and clearly in the shortest time. PREP’s reporting structure, therefore, requires that the reporter be able to report from the perspective of a decision maker rather than a performer. It consists of four parts:

  • Point of view: First of all, use one or two words to make clear the core point you want to express, including: I hope the leader agrees in principle, make a plan or read your detailed materials as soon as possible, etc.

  • Rationale: You need to analyze your presentation carefully, condense it into no more than three reasons, and then try to express them in concise and powerful language;

  • Evidence: mainly to explain the specific details included in the focus of the report, such as: specific phenomena, data and effect estimates, etc.;

  • Repeat your point: Finally, repeat your request one more time.

2. Communicate downward

There’s a lot of difficulty in communicating up, does that mean it’s easy to communicate down? Your people report to you. What’s so hard about that?

Yes, students with a team can understand that, considering the situation of each of your subordinates is not the same, downward communication is not easy. And if these differences are not taken into account, poor downward communication can be a disaster for both the manager and the team. According to a Harvard Business Review survey, 91% of employees say poor communication from their superiors hurts their leadership!

What are the skills of communicating with subordinates?

  • Issue instructions with clear purpose and clear objectives. Explain the importance of the task and clarify the SMART objectives of the task; If it’s a nasty, vague goal (e.g., we need to focus on user experience), how do your subordinates know you’re not just saying it on a whim?

  • Give feedback on behavior and impact. There are two types of feedback: positive feedback and developmental feedback. As the name suggests, positive feedback is used to express praise and approval for the mentee, while developmental feedback is used to point out areas that need improvement. Different from parents’ usual nagging mode, we also need structure, that is, behavior + influence + attitude (recognition or inadequacy); It can not be said simply that XX has no team spirit.

  • Establish regular one-one communication channels: Oneone communication shows attention, gives definite preparation time, and face-to-face communication is easier to enter into deeper communication.

Another very important aspect of downward communication is how superiors deal with problems that subordinates throw at them.

When subordinates come to you, a lot of times they’re not looking for a solution, they’re looking for a problem solver. When a subordinate reports to a manager, he should be guided to say “I have a problem,” not “we have a problem.” When a subordinate asks a question, he should understand that the question is his. Here are two examples:

Right way to have a conversation: “I can’t give you advice right now. You will review your responsibilities and come to my office at 4.30pm with workable further ideas.” “Or” I won’t be able to work on this for 24 hours, so keep thinking about it and get back to me tomorrow.”

If you’re interested in dealing with your subordinates’ responsibilities, I recommend reading Don’t Let the Monkey Jump On Your Back.

The job of a supervisor is to help people get things done, not to work for them. It is well known that it is better to teach a man to fish than to give him fish. The goal of the manager is to cultivate more employees who can be on their own. As shown in the figure below, the manager should try to avoid having employees with their own level 1 and 2. Don’t help subordinates to do their job, but develop problem-solving and thinking skills. When a subordinate asks for help, ask him “what do you think?” and let the subordinate figure out a way to solve the problem.

  • Level 5, waiting for instructions — not knowing what to do;
  • Know what to do, but don’t know how to do it.
  • Level 3. Make suggestions and act according to the result of judgment — can put forward alternative plans, but need the supervisor to choose the plan;
  • Level 2: Action, but with immediate instructions — able to decide on a suitable course of action, but ready to be instructed to carry it out;
  • Level 1, independent operation, supervisor only need to see his routine report.

Levels 1 and 2 of freedom are earned privileges – they are not natural rights. This privilege comes from your reputation for successfully selling your ideas and suggestions to your superiors. This reputation can only be cultivated on the Level 3 freedom scale.

Synchronous and asynchronous communication

The last group will introduce synchronous communication and asynchronous communication. This group of words is not as common as the first two groups.

  • Synchronous communication: Synchronous communication is that you send a message, the recipient immediately process this information, and immediately reply;
  • Asynchronous communication: Asynchronous communication is when you send a message and don’t expect immediate feedback.

According to the above definition, we can categorize our daily communication methods, such as “meeting”, “face-to-face discussion”, “telephone” are typical synchronous communication; “Email”, “finch” and “Aone” are typical examples of asynchronous communication.

Which category should “Dingding” and “wechat” fall into? Wechat and Dingpin are generally believed to have the characteristics of synchronous and asynchronous communication at the same time, and the process may change at any time, depending on whether we are in real time in the process of communication. However, considering that Studs have a message reading status prompt, we generally think that studs are closer to synchronous communication.

Here’s a comparison of these two communication modes and scenarios:

With the in-depth use of Alidingpin, the proportion of synchronous communication is increasing. It is undeniable that this method has greatly improved the overall work efficiency, but anything too much will bring problems. Common problems in synchronous communication include:

  • Frequent interruptions cut everyone’s working hours to shreds, preventing deep work;

  • Online takes precedence over high production. People who are not online don’t even have a chance to say anything. It’s already decided. So everyone is forced to be online, forced to attend every possible meeting;

  • Cause unnecessary stress. The expectation of being online all the time causes people to lose control of their schedules. People respond to requests during working hours rather than actively following their own plans. Studies have shown that people try to do things faster (at the expense of doing them worse) because they are constantly interrupted, and thus feel more stressed and confused;

  • This results in low-quality discussions and sub-optimal solutions. Because of the need to respond immediately, people don’t have enough time to think things through. The first answer is not always the best answer you can give.

Then in daily project management, how can we effectively make good use of various communication methods, so that these communication methods can better play their role, while avoiding some side effects? Here I put the most common communication methods in the project in a quadrant space (the horizontal coordinate is synchronous or asynchronous, and the vertical coordinate is the complexity of communication content), I hope you can compare your own daily projects for reference.

And last but not least

Finally at the end (thank you for seeing this).

This paper talks about a lot of skills in different communication scenarios. Sometimes these communication skills can be regarded as routine in communication from another perspective. Here, I need to emphasize that the success or failure of a communication, routine things will have an effect, but the effect is limited, communication is more important to see the motivation of communication. Do you communicate with the goal of “1+1>2” effect, do you have an open mind, do you value differentiation and see every conflict as an opportunity for growth? As long as you have a sincere heart, I believe that people will be willing to cooperate with you even if there are problems in communication skills. That’s what it’s called: “More sincerity, less routine!”

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