As for training, first, training is a

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The value of documents lies in the convenience of acquiring knowledge and improving the reusability of knowledge. For example, you talk to your internal partners about some key points about the value of the product. After sorting and summarizing, you form a document, which not only improves your logical thinking ability, but also solves the next partner's problem more quickly. It takes an hour to say it yourself, but after continuous summarization, you can solve this problem in seconds. Training is about teaching the other party. We often pursue the content of the first training too much and ignore the pursuit of training quality.



When I talk about quality, some friends may not iranian phone numbers understand it. Let me briefly explain it here. That is, can people directly work in actual work after listening to your training? The third problem is that there is no sense of urgency. The typical characteristic is busy or pretending to be busy. "There is something as soon as you find it, you communicate as soon as you ask, and you know as soon as you say it." What does it mean to be pushed by things every day? One of the typical characteristics is that you always invest a lot of time in projects and have no awareness of knowledge reuse.





You may refute that it is wrong to invest time in projects? Problems in projects always have common characteristics. Why do you solve them in person every time instead of solving them directly through your past training and summarization? I mentioned how to improve the reuse of knowledge. Next, I will share with you an important principle: the four quadrants of importance and urgency. We can use the four quadrants of importance and urgency to judge whether I need to do this thing immediately and whether I should put this thing in my first place. First of all, what does the first quadrant of important and urgent mean for product operations? You may have some ambiguity about personnel training.