High-level operations? Maybe these five tips will help you

We are walking on the same road, but wearing our own shoes.

We were at the same tourist attraction, but saw different scenery.

We are both doing operations , so why do we experience different poetry and distance?

I have heard many people working in operations say that they cannot find the value of their work, and I have also heard them talk about their confusion about the future of operations. However, they do not know how to grow into senior operations, and are always stuck in the status of doing odd jobs.

Today I will talk to you about the five things you need to do to grow into a senior operator. These are also some of the high-quality thinking that I have discovered in many of my friends from Alibaba and Tencent after interacting with them.

1. Upgrade your cognition

After falling into countless operational pitfalls, I became increasingly aware that the essential difference between operators lies in their different cognitions . Because skills are quantifiable, others can surpass you by staying up late and working overtime, but cognition takes a long time to cultivate and is not quantifiable.

Due to different cognitions, your understanding and thinking of the same thing are different, which leads to different decisions you make, and these decisions are the biggest difference between you and other operators. For example, when you are running an event , how to mobilize resources, how to choose the right time, and how to spend the least amount of money to achieve the greatest effect. People who make different decisions will achieve very different results. This is the power of cognition.

So how do we upgrade our cognition?

Stay hungry . Steve Jobs ’s phrase “stay hungry, stay hard” has been used by many people as their signature phrase but has not been put into practice. Many people think that they have read a few operations books, paid attention to a lot of Internet information, and have done a few large projects with the support of big companies, and they think they have a thorough understanding of operations. In fact, this is not the case.

Be curious . Following hot topics, regularly experiencing excellent products, and proactively learning new skills are all daily necessities for operators. Driven by curiosity, constantly expand your horizons so that you can grow faster.

Good circle . Always believe that the person who is number one in the industry has more information than you. Believe that some people can do well because there are people around them who can do it. Believe that birds of a feather flock together.

2. Grasp the core leverage points

In life, we often find such scenes:

If a big shot is invited to participate in an event, the effect will be particularly good.

After a startup receives investment from BAT, the next round of financing will be easier.

When playing Honor of Kings , you must kill the opponent's core output first before you can push down the opponent's crystal.

From the above, we can see that when you want to do something well, as long as you grasp the core point of the problem and use it as a leverage point, you can make things progress more smoothly, just like the domino effect.

We can find more cases, for example, when Zhihu was in beta, it invited internet elites such as Kai-Fu Lee , we first learned about the existence of Xiaomiquan from the public account of gossip, and the first paid Q&A we listened to on Fenda was answered by Wang Sicong.

When faced with many decisions, big and small, excellent operations professionals need to find the core leverage points , repeatedly ask themselves whether there are better solutions, filter out many options, and finally find the optimal solution.

When I first started working in operations, I felt that operations were very complicated and difficult, and my growth was extremely slow. Later, before work every day, I would ask myself, what is the most important thing I need to accomplish today? Gradually learn to grasp the core points of things and find the feeling of operation.

3. Insights into the scenarios

Many times, what users like is not the product itself, but the scene in which the product is used and the emotions they feel immersed in the scene. For example, you go to Starbucks not because the coffee is delicious, but because you like the feeling of chatting in that setting. For example, for social gaming products like Wanba, many players do not want to play Werewolf or Draw Me, but want to use game scenes to meet their needs of flirting with girls and making friends.

A popular saying within Tencent is: everything is user-value-oriented. Learning how to analyze scenarios can help you gain a clearer insight into user needs and make better operational decisions. For example, I recently tried the Guiquan app, which is a product for monetizing knowledge. After paying, you can enter the circle of friends of an expert and watch his updates. At that time, I was thinking, what kind of operating strategy does your circle use to get more users to pay?

I used scenario analysis to divide users into three types

• Scenario A: Follow a celebrity with a clear willingness to pay
• Scenario B: Willing to pay, browse casually before deciding
• Scenario C: No willingness to pay, but want to get free information

In view of the above user scenarios, Guiquan provides the corresponding operation strategy as follows:

• Scenario A: The homepage recommends a lot of articles from high-quality circle leaders. At the same time, big names such as Keso, Fenny, and Li Jiaoshou are on the hot list. The celebrity effect is used to allow users to discover more circle leaders they like, thereby generating another payment behavior.
• Scenario B: In addition to using personalized recommendations for circle owners, users can try to read a few of the circle owner’s Moments for free. If they like the posts, they will be charged after the circle owner starts charging.
• Scenario C: This scenario may be the most common. The payment habits of many users have not yet been cultivated. Your circle has set up limited free zones and one-yuan zones, using price drive to keep users who are unwilling to pay.

So how do you analyze user scenarios? I usually think in terms of 4W1H:

• Who
• where – in what context
• what – for what purpose
• what- what are the pain points
• how – how you expect to help

4. Build an operation system

What exactly does operations do? I often hear answers like this:

Operations is a chore, you have to do everything and it's tiring as a dog.

The operation department is here to take the blame for the product. Even though the product is obviously bad, people still blame the operation department.

Operation is to tell a story with ups and downs and make the listeners immersed in it.

Simply put, operation is to connect products with users through three major links: users, content, and activities.

I used to naively think that operations were simple. It was just about managing users, organizing events, and writing jokes. But then you realize that operations is a position that requires you to really calm down and think. You must build your own operations system, connect all the fragmented points, and finally form an ecological closed loop of sustainable hematopoietic circulation.

I often remind interns to do something valuable and not just do miscellaneous tasks. They should look at the overall operation from a higher perspective and not be limited to doing things on a trivial point.

With an operating system, things can be done in an orderly manner. You can remain calm even when faced with complex tasks, breaking down the tasks step by step and completing them in stages.

5. Review and Summary

When I was listening to teacher Li Xiaolai's live broadcast , I heard something that touched my heart: "For one thing, if you do 1, then if you do it well it's 1.1, and if you do it worse it's 0.9. If you do 1 once, then if you do it ten thousand times it's still 1. Only those who work hard to do things at 1.1 can multiply the value more and more."

Simply put, it means that you have to make a little progress every day.

So how can operations achieve daily improvement? Personally, I think that in addition to the cognitive improvement mentioned above, there is also review and summary.

Before going to bed every day, I will summarize what I have done that day. What hasn’t been done yet? What other areas can be optimized and improved? Do you regularly find time every week and every month to review what you have gained during this period and see whether you have achieved your expected goals? Did something worthless? If you could go back and do it again, how would you have done it better?

Make what you do more valuable by reviewing it. As long as you make progress every day, your progress will be huge after a year. Without progress, the gap between you and others will continue to grow. Everyone understands this principle, but how many can actually stick to it?

Conclusion

The above five points are my personal summary. Of course, what I say may not be correct.

In addition, methodologies such as time management, refined operations, process thinking, and goal orientation have been mentioned repeatedly in many articles and will not be repeated here. I hope that you who are doing operations can stand farther away so that you can see more poetry and distance. You are welcome to communicate and discuss.

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