A must-have review model for advertisers! Recommended collection

At the beginning of the new year, every January, I will do one thing, which is to look back on the past, summarize what I have done in the past year, review my own growth, and then make a plan for the new year based on this. I believe that many people are also starting to make year-end summaries and review their work at this time.

But please take a close look at what you have written. Is it like a diary, simply recording what you have done in the past year? For example, how many books have been read, how much performance has been accomplished, etc. But when I asked specifically, how have you grown personally? What level are you at now? Are you still a little confused? Therefore, in fact, the year-end summary of many people is more like a schedule record of things. Even for some people in the workplace, writing a year-end summary is just a job that is done after it is completed.

So, today, I, Pai, will have a good chat with you about the year-end summary and personal review. The article is quite long, but I believe that as long as you read it carefully and put it into practice, it will be of great help to your personal growth.

Regarding summarizing and reviewing, I would like to ask you a question first: What is the core purpose of us doing various summaries and work reviews?

Is the purpose of summarizing and reviewing the past? Or is it to accumulate experience and discover your own strengths and weaknesses? In fact, these are just means, not ends. The fundamental purpose is to make ourselves strong enough for future competition. Therefore, no matter whether you are doing a work summary or a personal review, the core is not to look back on the past, but to look to the future! No matter what you have done and gained in the past, if it cannot help your future, then it is a conclusion of failure.

So to sum it up in one sentence: The real purpose of our work summary is to reshape our own value and thus enhance our competitiveness in the future. You can think of it as a competition for the future!

Summary ≠ Review

What is a summary? What is a review? In fact, summarizing and reviewing are two different concepts. Let’s first look at what is reviewing?

The word "review" originated from Go terminology. After the game is over, both sides recall, analyze and deduce what happened at the time, and decide what would have been better in order to improve their chess skills. Now it has evolved into a review of the company and a personal review of life and work. Therefore, the essence of review is to find out the problem, that is, what caused a certain result. At the same time, think further about whether changing this factor will have a beneficial effect on the results.

To summarize, we need to summarize the above contents and precipitate relevant experience. At the same time, solutions should be proposed for this situation. As mentioned before, the core purpose of review and summary is to look to the future. If you cannot come up with reasonable solutions to the problems, you will not be able to achieve the goal of reshaping your own value.

Of course, even if you cannot distinguish between review and summary very well, or you simply equate review with summary and summary with review, it actually doesn’t matter. It's just a noun, at most a definition. The key is to learn to review the past and gain new insights, to draw lessons from past experiences and to come up with strategies to address challenges that may arise in the future. Allow yourself to face the future better.

From review to summary, and then to planning

Now let me officially talk to you about my understanding of review and summary, as well as the specific methods of use. It is a model of improving personal capabilities and reshaping values ​​in a positive cycle, from review to summary and then to planning. As shown below:

Summarize and review the closed loop of operations

Plan formulation, and then set a fixed cycle, such as monthly work review, then summarize experience, propose new strategies, continuously iterate and optimize, realize the reshaping of one's own value, and finally formulate new plans based on this. This is a positive, cyclical closed loop of personal capacity improvement. Then let's look at them one by one:

01Review the goals and conduct an in-depth review

The core purpose of reviewing this matter is to analyze and find out the problem. It is not for to-do items or schedule records. Many people's review work is like the following table:

Simply list the things you did, roughly when you did them, how much time it took, etc. Without much thinking and reflection, this review is ineffective. The review we need to do should be as follows:

There is a process of events happening, deductions, and reflections. The depth of a person's review determines the depth of his thinking and his ability to withstand stress, and also determines his growth rate.

So how should we conduct an in-depth review? It can be roughly divided into three steps:
First step, review your goals

If you want to conduct an in-depth review, you must link it with the plan, closely revolve around the original plan, and develop it around it. At this stage, you can sort out your ideas by asking yourself a few key questions.

1) What is your goal?

2) How do you measure whether this result is good or bad? What are the judging criteria?

3) What were the biggest obstacles to achieving this goal as originally envisioned?

4) What strategy did you initially develop to achieve this goal? (Including what resources were mobilized?)

5) When is the time node for this goal set?

By sorting out the above questions, you can be clearer when reviewing your goals, which will be of great help in the subsequent event deduction. Of course, when we review our goals, we should not rely solely on our own imagination. You should write down these questions one by one and form a table. After all, your current thoughts may not be the same as your original thoughts when you made the plan. So, the purpose of reorganizing is to allow you to remain objective enough. (This part of the table will be mentioned later when we talk about the new plan. Because this model is a closed loop, the first and last steps can be directly applied.)

In addition, when reviewing goals, many people make a mistake, which is to take means as goals. This is the most common mistake. For example, you plan to do a fission activity and take fission as your goal. Fission is just a means. Getting more people to participate in the activity or getting more people to buy your products/services is your goal. For another example, you want to achieve a monthly income of 10,000 yuan. This is your goal, and you take a course to improve your professional ability. This is your means. This is why I recommend that when reviewing your goals, you need to write them down clearly and specifically somewhere, so that you don’t get confused easily, and secondly, you don’t stray from your goals when you review them.

Step 2 of the review: Evaluate the results

Although we say that the review should be closely centered around the goal, we cannot just focus on the results when evaluating. The evaluation results should at least include factual results and process execution results.

The actual results should be evaluated based on specific data performance. The final result is compared with the original goal. For example: the results are consistent with the goals, and the set goals are achieved; the results exceed the goals, and the completion is worse than expected; the results are not as good as the goals, and the completion is worse than expected.

In addition, in many cases, when we are doing specific things, we will continue to add some small goals in the process. At this time, you also need to list these small goals and use data ratios to see how much contribution/influence the realization of these small goals has on the final goal results.

The evaluation of process execution results mainly revolves around three dimensions: strategy, obstacles and resources. Its core purpose is to determine the impact of different strategies/obstacles/resources on the target results. We can rank various strategies, obstacles and resources according to the degree of influence they have on the results (including positive and negative influences). This will provide decision-making support for our subsequent analysis of specific causes and final experience accumulation.

The third step of review: Analyze the reasons

This step can actually be divided into two steps. The first step is to describe the process. Here I will try to use relatively objective language to describe it. You can first recreate what happened orally as best you can, and then put it into writing, just like keeping a diary. This helps us understand how things develop. This lays the foundation for your subsequent analysis of the reasons.

The next step is to analyze the reasons that led to this result. The discussion here still revolves around three dimensions: strategy, obstacles and resources. Earlier, when we evaluated the results, we ranked them according to their impact on the results. Now we need to analyze each ranking. Here we can analyze them one by one by tabular summary:

The above is an analysis of the two parts of strategy and resources, which are ranked according to their influence on the results. Through the analysis of subjective and objective factors at the execution level, different strategies have positive and negative impacts on the results. (It is important to note here that even if a strategy has a positive impact on the results, it does not mean that the strategy has no negative effects. In other words, it is necessary to analyze whether this good strategy has the possibility of improvement)

As for the content of obstacles, we must first analyze whether it really affects the results or actually happened during our execution process. Many times, what we think are obstacles may not actually happen. This is also related to our experience and personal abilities. Therefore, we should first use a result-oriented approach to determine whether the obstacles we predicted actually occurred, what strategies we adopted, and whether this strategy can effectively prevent the obstacles, etc. This part can effectively improve our ability to predict unknown risks.

Finally, when analyzing the causes, in addition to analyzing the original goals, strategies, obstacles, and resources, we also need to analyze one thing: unexpected factors. That is, things that you didn't think of when you were making the plan, but happened during the actual work. For example, in November last year, an industry big shot accidentally mentioned Pai Ye Operations in his live broadcast room, which led to a surge in the number of followers of my official account that month. This was definitely an unexpected event for me and not something I expected! Of course, this unexpected event had a positive impact on my target results. Although judging from the results, my public account’s follower growth target was exceeded this year, but considering other year-on-year data, this indicator result is actually going to be discounted. In other words, the strategies and executions I had developed previously were not as effective as I had expected.

Therefore, we must take unexpected factors into account when analyzing the causes. Whether it is about the event itself or about us personally, the emergence of any unexpected factors may affect the outcome. Whether it's good or bad. Analyzing unexpected factors can make us more objective when analyzing target results, strategies, obstacles and resources. In this way, we will not be blind when we summarize the rules, formulate new strategies and new plans in the future. At the same time, analyzing unexpected factors can also improve our ability to respond.

The above are the three steps of review. From reviewing the goals, to evaluating the results, and then to analyzing the causes, it is actually a process from the logical level to the concrete manifestation of things.

It can help us deeply restore various details from goal setting to the specific implementation process. So that we can better and more objectively understand how we have done in the past period of time! Why do this! etc. With these, you will be able to summarize better.

02Summarize the rules and accumulate experience

The next step is the second part of this model, which is to summarize the rules and accumulate experience. In fact, many articles have talked about the issue of summarizing rules. I believe you all know its importance. After all, once you know the laws of development of things, you will always be more calm when dealing with them in the future. But few people go into detail about how this rule should be summarized? What parts of experience do we need to accumulate? Next, I, Pai Ye, will have a good chat with you all.

In fact, when summarizing the laws, we only need to expand on two dimensions, one is the laws of people, and the other is the laws of things. But no matter which rule it is, when we summarize, we can still focus on the four contents of review, namely results, strategies, obstacles and resources.

The Law of “Human”

The person here undoubtedly refers to you. The laws about "people" that we want to summarize actually only have two levels: the emotional level and the execution level. The emotional level is used to determine whether you are sensible or rational, while the execution level is used to see how capable you are at executing and what influences you are easily affected by when executing.

To sum up, we can summarize the laws about "people" through a few questions:

1) Are you emotional or rational when setting goals?

2) Are you emotional or rational when executing your strategy?

3) When faced with obstacles, do you react emotionally or rationally?

4) When faced with resources (e.g. finding resources useful or useless, or not finding resource support), are you emotional or rational?

5) Finally, list the factors that are most likely to affect you during execution. (including environment, things, people, etc.)

For example, let’s take the simplest example: you created a public account and your goal is to increase your followers by 20,000 in a year (your goal). To this end, you have developed a strategy to update 2 articles per week and distribute them to major vertical platforms simultaneously (your strategy). But after you persisted for 3 months, you found that the number of fans of the official account has only increased by 500 (the obstacles you encountered). At this time, you begin to feel confused and bewildered. By chance, you came across a course on public account operation, so you signed up for it (although you paid for your resources). After learning, you readjust your operating strategy based on what you have learned. Finally, at the end of the year, you evaluated the results and found that the official account still only had 1,800 followers.

Let's analyze it. From a strategic point of view, there is nothing wrong with your strategy, and your execution is also good (you insist on updating twice a week without any interruption). The biggest problem is that when you encounter obstacles, you become confused. This involves the issue of your ability, and when you see a relevant course, you will participate without hesitation. This shows that you are a person who is easily influenced by the outside world (because in theory, when obstacles arise, the first thing you should do is analyze your own content), and you tend to be emotional when adjusting strategies and seeking resources. After all, from course learning to subsequent strategy adjustments, judging from the results, the contribution of this learning to your goals is almost negligible. Combining the above content, looking back at your original goal setting, if your strategy, execution, etc. are all fine, but your results are far from your goals, it means that your understanding of your own abilities is insufficient, so the goals you set were largely decided under an emotional state.

So based on this case, we can summarize the rules of "people" under the goal of increasing followers of public accounts:

1. Lack of self-awareness and prone to overconfidence

2. Execution ability can

3. Lack of rational response when encountering difficulties

4. Easily influenced by factors such as advertisements (if the course was originally recommended by others, then it needs to be changed to "easily influenced by others, etc.")

The Law of “Things”

However, it is relatively simple to summarize the laws of things. It is to summarize the objective laws of the development of things, which is also the accumulation of experience. For example, in order to achieve a certain goal, which strategy is most effective? Like the case above, in order to increase the number of followers of your official account, you will synchronize the articles to various self-media platforms. At this time, you can use data analysis to determine which platform has the best exposure effect for your type of content, attracts the most users, has better user quality, etc.!

So the laws of things are actually a summary of the specific ways and methods you take to achieve a certain goal. These contents will also become your work experience. Although there are actually many articles and content about experience, skills, etc. on the market. But to put it bluntly, these are for most users, but may not be the best for you! So by summarizing "things", you can accumulate your own experience.

When we have summarized the patterns regarding “people” and “things”, we have opened up the incision of cognition and can effectively accumulate experience. This can effectively avoid repeating the same mistakes when formulating new plans and strategies. Especially when developing new strategies.

03Develop new plans and strategies

The last step of the overall model is to develop new plans and strategies based on past experience. This is the complete embodiment of the entire system. After all, the purpose of our review and summary is to look to the future. As for the formulation of new plans and new strategies, it is not as simple as setting a goal. When setting goals, you must also clearly work out the strategies that should be adopted to achieve the goals, predict the obstacles that may be encountered, and the resources that can be mobilized. At the same time, there must be a management process for the execution of the entire goal.

Here, I personally recommend using the OSDR model to develop new plans and strategies.

What is OSDR? That is, purpose, strategy, difficulties, and resources.

O: objectives represent the purpose, including G: goal specific sub-targets and M: measurement criteria

S：stategy indicates the strategy of action

D: difficulty represents difficulty or obstacle

R: resources represents available resources

This model is not an authoritative theoretical model. It is my personal evolution after combining it with the OGSM management model. In fact, many models and theories may not remain unchanged when we use them in practice. We can redefine them based on our own actual situation. After all, whether it is a tool or a model, the most important thing is to use it appropriately.

For the specific usage of this model, you can refer to the following table:

For example: Because the goal of increasing the number of followers of the official account in the previous stage was not achieved, the new plan is still aimed at increasing the number of followers of the official account. The specific indicators are 20,000 followers for the whole year, and the specific monthly data indicator is 1,700. Then the original strategy is to update twice a week, but the traffic-generating effect is not good, so you can choose to increase the number of updates, such as 3 updates a week. At the same time, the media distribution channels are increased, for example, from the original 3 platforms to 5. At the same time, we plan to organize an event every month to increase the drainage effect. The above three points are the specific strategies you have formulated to achieve the goal of increasing the number of followers of your official account.

You have joined three communities of 500 people each. This is the main channel for you to expand your activities, so these three groups are the resources you can use.

After that, you will need to use specific measurement criteria to check your progress towards your goals every month. Then, based on the data indicator results and the actual situation during execution, further analysis is performed. This is a bit like the quantitative and non-quantitative assessments in traditional assessments. The quantitative assessment uses data indicator results as the only evaluation criterion. Non-quantitative assessment mainly uses the obstacles encountered in the actual implementation process as the entry point, and analyzes from the two levels of "people" including personal ability dimension, emotional dimension, and "things". There is one thing we need to note here, that is, when we actually analyze problems, in many cases, the difficulties we encounter are actually causally related to each other.

So there is a summary information in the table for this situation. So when we find a problem, the solutions we develop don't necessarily have to solve them one by one. For example, like the case in my table, if I update 3 articles a week, I will inevitably feel perfunctory when executing it. This could be a "people" problem, either in terms of ability or mentality; it could also be a "matter" problem, such as lack of time, etc. So at this time, we choose to prioritize solving the problems of ability and time, and then review whether this emotional problem has been effectively solved during the next review and summary.

The above is the specific application of the OSDR model, which is pushed forward step by step from purpose, strategy, measurement standards, resources, obstacles and solutions, so that there are clues to trace in every link.

Final summary:

From reviewing goals and reviewing processes, to summarizing rules and accumulating experience, and finally to formulating new plans and new strategies. This is a positive cycle model of improving personal capabilities and reshaping values.

The review must be in-depth, especially the review of the execution process, from result evaluation to process execution, and event deduction should be carried out in an all-round and multi-dimensional manner; and the summary must have valuable output, including the laws of "people" and "things", and precipitate one's own experience.

In-depth review and regular and experience-based summary are important determinants of the extent of a person's abilities! Again, whether it is an in-depth review or a summary of valuable output, the purpose of everything is to look to the future and better reshape one's own value.