Introduction When a team is small, three parts reporting and seven parts work, because the leader watches you every day. But when the team grows, your work achievements all depend on presenting a good result in the leader's eyes. At this point, reporting becomes a technical skill. Reporting work to leaders is an important daily routine for party and government cadres. Proper reporting can double the effect with half the effort; improper reporting can halve the effect with double the effort. How to enhance the artistry of reporting, both to complete the work and to win the leader's recognition of your ability? Based on experience, I believe the following three points should be done well:

1. Summarize the main points concisely, so the leader knows "what it is" First, sort out the work to be reported. Before reporting to the leader, carefully sort out the work to be reported. If there are documents or materials, thoroughly understand the spirit and be clear in mind; if there are no documents, prepare a mental draft, clarify the context, distinguish levels, and fully prepare for the report to ensure it is targeted. Second, briefly report the main content. When reporting to the leader, use concise language to summarize the ins and outs, grasp the essentials, and let the leader understand the cause and effect and priorities in the shortest time, giving a general understanding of the matter. Third, remind key links and details. After briefly reporting the main content, further report the key links and specific details that need attention, such as completion deadlines and specific standards, so the leader has a deeper understanding and the report is closely connected. For example, when reporting the recommendation of advanced grassroots party organizations, outstanding Communist Party members, and outstanding party workers, after understanding the specific spirit of the superior document, report to the leader with the document and the previous recommendation list (in case the leader asks). When reporting, first briefly explain the quota allocated by the superior and the reporting deadline, then remind the leader of the recommendation conditions (such as identity and gender requirements) and procedures, so the leader grasps the full picture from shallow to deep.

2. Propose practical plans based on reality, so the leader knows "why" First, formulate scientific plans. Before reporting, based on the task requirements and actual work, prepare multiple alternative plans for the leader to choose, fully playing the role of staff assistant. Avoid reporting without understanding, completely pushing decision-making to the leader, leading to inefficiency. Second, explain and record carefully. When reporting alternative plans, not only report the specific content but also the original intention and basis, improving the scientific nature. At the same time, carefully record the leader's approval opinions, which plan is adopted, what changes are made, or if a new plan is proposed, record comprehensively without missing any detail. Third, modify the plan and report again. According to the leader's instructions, enrich and modify the specific plan to implement the leader's intentions. Report the modified plan briefly again, focusing on the changes, and implement after the leader approves. For example, when reporting the inspection of township and street economic and social development sites, formulate a specific inspection plan (clarifying route, participants, time, evaluation method, etc.) and report, record the leader's modification opinions in detail, adjust and enrich the plan, report again, and deploy after approval.

3. Handle flexibly according to the situation, so the leader knows "how it is" First, remind before the event. Some work requires the leader's signature or personal attendance. In such cases, proactively remind the leader in advance so the leader is prepared. For example, when holding a pre-job training class for college students, if the leader is to give a lecture, remind the leader one or two days in advance to allow sufficient preparation. Second, proactively report during the event. Some work is highly continuous and lasts a long time, during which new instructions may come from superiors and new situations may arise. At this time, proactively ask for instructions and report to arrange the next stage. For example, preparing for a party congress takes a long time; materials, lists, and agendas need the leader's decision at any time, so proactively report to promote smooth progress. Third, report results after the event. Some work only needs the leader's approval, not personal attendance. If not reported in time, the leader may not know the effectiveness. In such cases, after the work ends, promptly report the results to the leader. For example, after conducting a spot check on learning practice activities, after the leader approves and the check is completed, form a "Notice on the Spot Check of Learning Practice Activities" and report to the leader in time.

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