As a new assistant to a leader, how can one get up to speed as quickly as possible

It’s my first time guarding for a manager; I need to deal with the supervisor, attend regular meetings, report on my work, organize production, and handle various tasks. A bit at a loss.

Exercise more and you won’t be nervous anymore. The following is for reference only (think of it as last-minute preparation): 1. General principles: Frontline managers must first be clear about their responsibilities, which include organizing and coordinating, supervising, and managing aspects such as safety, stable production, product quality, raw material consumption, equipment maintenance, and technical challenges within their jurisdiction; they should also make sure that no progress is delayed, even in temporary situations. 2. Attend regular meetings: Pay attention to what leaders and colleagues say, focus on the key issues related to your responsibilities, and take notes. When it is your turn to speak and report on your work, you can organize the order of your remarks in accordance with principle No. 1, making sure to reflect the actual work that everyone has done. For the questions raised by leaders and colleagues, provide answers one by one within my authority. For questions that I cannot answer immediately or that I had not considered before, I can respond by saying, \"I will check it once I get back and get back to you.\" 3. Organize production: Follow the existing regulations (major changes are not recommended; if necessary, consult relevant colleagues and supervisors before taking action). Pay close attention to process control and detailed issues. 4. When arranging specific tasks and dealing with emergencies: try to focus on the core of the problem. If one’s own capabilities are not sufficient to handle the issue or if it is a matter of great importance, it is advisable to first discuss it with colleagues to obtain a preliminary suggestion before reporting to the supervisor (generally, supervisors dislike subordinates who do not think critically). Problems can be analyzed and solved using the “5W2H method”: WHY, why. Why is it necessary? Can it be saved? Why do this? Can it be simplified? Are there any other alternatives? These are all issues of cause. WHAT, what’s the matter? What to do? What do I need to prepare? What can cause obstacles? These are all object-related issues. WHERE, where. Where is the best place to do it? Where is the best place to carry out collaborative work? These are all location-related issues. WHEN, when. When to start? When will it be completed? It’s all a matter of time. WHO, who is it? Who will do it, an individual or a group? Who will cooperate? Who will control it? These are all personnel issues. HOW, how to. How to do it, how to prepare. It's a matter of method. HOW MUCH, what is the cost? It’s a cost issue. That’s all for now. Additional info downstairs.

It seems like the person upstairs has a lot of experience! I’ve been learning*, and it seems there’s really too much to learn!* It’s better to stay grounded. Thank you

Reply to 3# pzhmotor Thank you! I’m completely confused now; I don’t know what to do and what not to do, and for those things that need to be done, how should I do them well? If it’s just about keeping an eye on things, I should be fine; I’m just worried that I might fail to do certain things properly and that could affect the work. Since I am acting as a replacement for my supervisor this time, it is also a test of my working abilities by the director, and it may affect my future development. I’m worried I won’t be able to handle the opposing ways of thinking of the two directors – I can’t afford to offend either of them; I need to know who to follow and who not to, after all, they are both top leaders!

Reply to 1# The Hard Worker: Ask for guidance more often, report regularly, speak less, but privately remind the leader of the phenomena that require attention.