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2017

  • 3 min read

Managing Your Boss

In traditional top-down organizations, managing your boss involves a conscious effort to collaborate with upper-level management for mutually beneficial outcomes. Effective managers allocate time and resources to managing not only their subordinates but also their superiors. Failing to do so can be costly.

Personality clashes are just the tip of the iceberg. According to a Gallup poll, half of all employees in the United States leave their jobs because of issues with their bosses. More concerning are the flawed assumptions and expectations that subordinates often have about their managers. Effective management of this relationship requires both parties to be mutually reliant.

Managers often need support and cooperation from their subordinates to accomplish tasks efficiently. Some mistakenly believe they can be self-reliant and dismiss the role their superiors play in organizational integration. It's unrealistic to expect that a boss will automatically know what support an employee needs. Effective managers understand this and take the initiative in their own professional development.

Successfully managing this interdependent relationship requires a deep understanding of both your own and your boss's strengths, weaknesses, work styles, and needs. To prevent conflicts and misunderstandings, you should understand your boss's goals, pressures, and blind spots. Effective managers actively seek this information and use it to create a work environment that accommodates both parties.

Self-reflection can also enhance your understanding of the dynamics between you and your boss. Generally, subordinates are more reliant on their superiors than vice versa. This dependency can lead to negative emotions or even rebellious behavior, a psychological response referred to as counter-dependency. An imbalance of power favoring the boss is often a main contributor to poor management.

In contrast, some subordinates suppress their frustrations and blindly follow their boss's flawed decisions. This can be equally detrimental, perpetuated by cultural myths like the notion that "Father Knows Best," as popularized by the TV show of the same name. Recognizing these extremes can help you understand the implications of your relationship with your boss, whether it's counter-dependent or over-dependent, and take corrective action.

Once you have a clear understanding of both your needs and those of your boss, you can develop a mutually beneficial working relationship. Research shows that increased engagement in various forms correlates with several positive organizational outcomes, including individual job performance and customer satisfaction. Subordinates can adjust their communication styles to match their bosses' preferences.

Effective communication of mutual expectations is also crucial. Instead of assuming that their boss will clearly state their expectations, subordinates should take the initiative to ask. Similarly, they should make their own expectations known to their bosses. Maintaining an open channel for sharing both positive news and concerns—even when the boss might not want to hear them—helps build trust.

Consistency is key. While committing to optimistic deadlines may please your boss in the short term, failing to meet them will lead to dissatisfaction. Establishing trust is essential for smooth delegation of tasks and responsibilities.

Managing your relationship with your boss demands time and effort, but the investment pays off by preempting potential issues. It's wise to use your boss's time efficiently, focusing on significant matters rather than minor details. Ultimately, the quality of your relationship with your boss significantly impacts what you can achieve in an organization.

  • in zh
  • 1 min read

管理你的老闆

在傳統的自上而下的組織中，管理你的老闆需要有意識地與上層管理合作以達到雙贏的結果。有效的管理者不僅需要花時間和資源管理他們的下屬，也需要管理他們的上級。不這樣做的代價可能會很高。

性格的衝突只是冰山一角。根據一項蓋洛普公司的調查，美國有一半的員工是因為與他們的老闆有問題而辭職。更令人擔心的是下屬對於他們的經理有著錯誤的假設和期望。有效地管理這種關係需要雙方互相依賴。

經理們經常需要他們的下屬的支持和合作才能有效地完成任務。有些人誤以為他們可以自給自足，忽視了他們的上級在組織整合中的作用。期望老闆會自動知道員工需要什麼支援是不切實際的。有效的經理人明白這一點，並主動參與他們自己的職業發展。

成功地管理這種相互依賴的關係需要深入理解你自己和你的老闆的優點，弱點，工作風格和需求。為了防止衝突和誤解，你應該理解你的老闆的目標，壓力和盲點。有效的經理會主動尋找這些信息並用來創建一個適應雙方的工作環境。

自我反思也可以加深你對於你和你的老闆之間的動態的理解。一般來說，下屬對於他們的上級的依賴程度比上級對下屬的依賴程度要大。這種依賴性可以導致負面的情緒甚至反叛行為，這被稱為反依賴。權力偏向老闆的不平衡往往是糟糕管理的主要原因。

相反，有些下屬會壓抑他們的挫折感並盲目地遵從他們老闆的錯誤決定。這同樣會造成很大的傷害，被文化神話如“父親最懂”（一個電視節目的名稱）所加強。認識到這些極端可以幫助你理解你與你的老闆的關係的影響，無論是反依賴還是過度依賴，並採取糾正行動。

一旦你對你自己和你的老闆的需求有了清楚的理解，你就可以發展一種互利的工作關係。研究顯示，增加各種形式的投入與一些正面的組織結果有關，包括個人的工作表現和顧客滿意度。下屬可以調整他們的溝通風格以匹配他們的老闆的偏好。

對於雙方期望的有效溝通也是至關重要的。下屬應該主動問老闆的期望，而不是假設老闆會清楚地表達他們的期望。同樣，他們應該讓老闆知道他們自己的期望。保持一個分享好消息和擔憂的開放渠道——即使老闆可能不願意聽到——有助於建立信任。

一貫性是關鍵。雖然短期內承諾樂觀的期限可能會讓你的老闆高興，但是未能達到期限會導致不滿。建立信任對於順利地委派任務和責任至關重要。

管理與你的老闆的關係需要時間和努力，但是投資的回報是預先防止可能的問題。明智的做法是有效地使用你的老闆的時間，專注於重要的事情而不是細節。最終，你與你的老闆的關係的質量將顯著影響你在組織中可以實現的成就。

  • 2 min read

Leadership That Gets Results

Research indicates that six distinct leadership styles have a direct impact on the work environment and financial performance, particularly in terms of revenue growth and profitability. These styles are coercive, authoritative, affiliative, democratic, pacesetting, and coaching. Importantly, the most successful leaders don't rely solely on one style but adapt based on the organization's circumstances. Effective managers transition between various leadership styles, and the impacts are observable in several areas, including flexibility, responsibility, adherence to standards, and the quality of feedback.

To begin with, coercive leaders seek immediate compliance. While effective during turnarounds, this top-down decision-making approach can stifle innovation and discourage team initiative. "When Steve Jobs was upset about anything, it got rectified at a pace I have never seen; people reacted so fast out of fear," noted one former Apple employee.

Secondly, authoritative leaders unify their team around a common goal, often resulting in higher levels of commitment because people understand how their work contributes to the larger vision. However, this style can fail when team members are more experienced or have stronger opinions than the leader. Investor John Doerr remarks, "Classic entrepreneurs do more than everyone believes possible with less than anyone thinks possible."

Thirdly, affiliative leaders prioritize emotional bonds, valuing individual feelings over tasks and goals. While this fosters open communication and risk-taking, exclusive reliance on praise without constructive feedback can be detrimental.

Fourthly, democratic leaders build consensus by actively involving their team members in decision-making. This approach is most effective when working with skilled individuals who can offer valuable input. However, it can lead to prolonged discussions and delays when there's no consensus, leaving the team leaderless in times of crisis.

Fifthly, pacesetting leaders expect high performance and self-direction. Although effective in motivating a highly competent team, this style can be counterproductive if it erodes trust and fails to clearly articulate expectations.

Lastly, coaching leaders focus on developing future leaders by helping them identify their unique skills and align them with career goals. This approach is especially impactful when employees are aware of their weaknesses and are open to improvement.

The most effective leaders are versatile in their approach, adapting their style to meet the specific needs of their organization. Few leaders are proficient in all six leadership styles, but they can assemble a diverse team or expand their own techniques to fill in the gaps. Improving emotional intelligence competencies can further refine one's leadership abilities.

In conclusion, understanding and appropriately applying these leadership styles can offer leaders a comprehensive toolkit for success, especially in an ever-changing corporate landscape.

  • in zh
  • 1 min read

產生成果的領導力

研究指出，有六種鮮明的領導風格直接影響工作環境和財務表現，尤其是收入增長和利潤性。這些風格是強迫、權威、親和、民主、設定節奏和教練。重要的是，最成功的領導者並不完全依賴一種風格，而是根據組織的情況進行調整。有效的管理者在不同的領導風格之間進行轉換，而這種影響在許多領域，包括靈活性、責任心、遵守標準和反饋的質量上都是可觀的。

首先，強迫型領導者要求立即服從。雖然在轉型期間很有效，但這種自上而下的決策方式可能會扼殺創新和阻礙團隊主動性。一位前蘋果員工指出，“當史提夫·喬布斯對任何事情感到不滿時，這個問題會以我從未見過的速度得到糾正；人們出於恐懼反應得非常快。”

其次，權威型領導者會圍繞共同的目標統一他們的團隊，這通常會導致更高的承諾度，因為人們明白他們的工作如何促進大局。然而，當團隊成員的經驗更豐富或對領導者的觀點持有更強烈的意見時，這種風格可能會失敗。投資者約翰·杜爾指出，“經典的創業者做的比所有人可能相信的還要多，用的比任何人可能想象的還要少。”

第三，親和型領導者將情感緊密的綱連合在一起，並將個人的感受置於任務和目標之上。雖然這樣可以促進公開的溝通和冒險，但如果過分依賴讚揚而不提供具有建設性的反饋，可能會有反效果。

第四，民主型領導者通過積極參與其團隊成員在決策中，建立共識。這種方法在與擁有專業技能並能提供有價值建議的人一起工作時最有效。然而，當沒有共識時，可能導致討論時間長，並在危機時讓團隊處於無領導狀態。

第五，設置節奏型領導者期望高績效和自我導向。雖然這種方式在激勵高風能團隊方面很有效，但如果破壞了信任並未能清楚地說明期望，可能會產生反效果。

最後，教練型領導者專注於通過幫助他們識別獨特技能並將其與職業目標相對應，來培養未來的領導者。當員工知道自己的弱點並願意改進時，這種方法尤其有影響力。

最有效的領導者在他們的方法上是多元的，他們調整自己的風格，以滿足他們的組織的特殊需求。很少有領導者擅長所有六種領導風格，但他們可以組建一個多元化的團隊或者擴展自己的技巧來彌補不足。提高情緒智力能力可以進一步細化領導能力。

總之，理解和適當地應用這些領導風格，可以為領導者提供一個全面的成功工具包，尤其是在不斷變化的企業景觀中。

  • 3 min read

How to Debug iOS Traffic on an iPhone Device

I'm responsible for production support for an iOS mobile app, and one of the challenges is debugging HTTPS traffic between the iPhone and our server.

In this article, I'll explain how to capture requests, responses, and HTTP headers.

Step 1:

Download and install Charles on your laptop from https://www.charlesproxy.com/download/. After installation, click on "Install Charles Root Certificate on a Mobile Device or Remote Browser."

A popup with details will appear.

Step 2:

Connect your iPhone to the same Wi-Fi network as your laptop. In the iPhone's Wi-Fi settings, navigate to HTTP proxy and choose "Configure Proxy" with manual details.

Enter the Server and Port number that are displayed in the popup on your laptop. The popup should update to confirm the connection.

Next, open Safari on your iPhone and navigate to chls.pro/ssl. Download and install the certificate by clicking "Allow."

Click "Install" for the Profile.

At this point, you're done with this step.

Step 3:

On your iPhone, go to Settings > General > About > Certificate Trust Settings and toggle "Charles Proxy CA" to "On."

Final Step:

Restart Charles on your laptop. You should now be able to see traffic, including HTTPS content. For example, traffic from the Medium app on iOS can be captured as shown below:

If you encounter any issues, feel free to reach out. Happy debugging! :)

  • in zh
  • 2 min read

如何在iPhone裝置上偵錯iOS流量

我負責為一款iOS行動應用程式提供產品支援，其中一個挑戰是偵錯iPhone和我們的伺服器之間的HTTPS流量。

在這篇文章中，我將解釋如何捕獲請求，響應，和HTTP頭部。

步驟1:

從https://www.charlesproxy.com/download/下載並安裝Charles到你的筆記本電腦。安裝後，點擊"在移動設備或遠程瀏覽器上安裝Charles Root憑證"。

一個彈出詳細信息的視窗將出現。

步驟2:

將你的iPhone連接到與你的筆記本電腦相同的Wi-Fi網絡。在iPhone的Wi-Fi設置中，導航到HTTP代理，並選擇"配置代理"，輸入手動細節。

輸入在筆記本電腦彈出視窗中顯示的伺服器和端口號。彈出視窗應該會更新以確認連接。

接著，打開你的iPhone上的Safari並導航到chls.pro/ssl。點擊"允許"下載並安裝憑證。

點擊"安裝"配置檔案。

在此時，你已經完成了這個步驟。

步驟3:

在你的iPhone上，前往設置 > 一般 > 關於 > 證書信任設定，並將"Charles Proxy CA"切換到"開啟"。

最後步驟:

重啟你筆記本電腦上的Charles。你現在應該可以看到流量，包括HTTPS內容。例如，可以捕獲來自iOS上的Medium應用程式的流量，如下所示：

如果你遇到任何問題，隨時聯繫我。祝你偵錯愉快！:)

  • 3 min read

Dealing with Problem People - How to Motivate Your Team Effectively

The only way to get people to follow your lead is to inspire them to motivate themselves. One of the most common mistakes managers make when trying to motivate challenging employees is relying on logical arguments and sales pitches. However, people are diverse, each with their own motivators, values, and biases, which leads to different perceptions of what is acceptable. Given that a fundamental tenet of management is that you can't change a person's nature, these differing perspectives often result in unsatisfactory outcomes.

Rather than imposing solutions, it's more effective to elicit answers from employees, encouraging them to overcome their own motivational roadblocks. For immediate problem-solving, leaders must shift their viewpoint: see the employee as a person to understand, not a problem to fix. This involves spending time and attention to truly grasp what matters to the individual. Casual conversations can offer valuable insights into an employee's world, revealing their expectations, desires, and experiences.

After this analysis, managers should break free from rigid thought patterns and consider all possible solutions. Let go of preconceived notions and be open to various outcomes. Reframe your objectives to identify the root cause of dissatisfaction, and then find new ways to align with the employee’s core interests.

For example, in an IT consulting organization, intrinsic motivators like achievement, recognition, the nature of the work, responsibility, and progress are vital. Despite poor upper-level project management that led to a lot of dissatisfaction, my team and I worked late nights and weekends to deliver a mobile app project for a Hong Kong airline on time. At the end of the project, the team was disheartened. Why? Our efforts were met with criticism instead of recognition from senior management. As a result, many team members left for jobs that offered better financial incentives.

After I resigned, the company director persuaded me to stay by genuinely listening to my concerns and recognizing my career ambitions in areas like big data analytics, machine learning, and artificial intelligence. He offered me a project perfectly aligned with my interests, and my motivation was restored.

After deciding to stay, I took it upon myself to motivate my team to do the same. I met with each member to understand their concerns and offered tangible incentives, such as free lunches and snacks. Neuroscience suggests that rewards are more effective than punishments for motivating behavior. Studies show that conditional bonuses can result in a 24% increase in sales and that positive reinforcement encourages employees to go beyond their usual responsibilities. This additional effort makes firms more efficient and productive.

Therefore, adopting a servant-leader approach that prioritizes the intersection of my team's passion and contributions has become crucial.

A 2014 Deloitte report revealed that up to 87% of America's workforce is not performing at full capacity due to a lack of passion for their work. Now, more than ever, leaders must employ strategies that energize both individual team members and the group as a whole. Addressing underperformance and clearly communicating that poor results don't necessarily lead to immediate dismissal can significantly boost morale. When people see a problem-solving culture, it results in a healthier, more productive workplace.

  • in zh
  • 1 min read

處理問題人物 - 如何有效激勵你的團隊

要讓人們跟隨你的領導，唯一的方法是激勵他們激發自身的動力。當試圖激勵有挑戰性的員工時，管理者最常犯的錯誤就是依賴邏輯論證和銷售語言。然而，人各有各的動機，價值觀和偏見，導致他們對什麼是可以接受的有不同的理解。考慮到管理的一個基本原則是你無法改變一個人的本質，這些差異觀點經常導致不滿意的結果。

與其強加解決方案，更有效的方法是從員工那裡得到答案，鼓勵他們克服自己的激勵障礙。對於即時解決問題，領導者必須改變他們的觀點：將員工視為一個需要理解的人，而不是一個需要解決的問題。這涉及到花費時間和精力真正了解對個人有何重要的事情。隨意的對話可以提供對員工世界的寶貴見解，揭示他們的期望，願望，和經驗。

在這次分析之後，管理者應該打破僵化的思維模式，考慮所有可能的解決方案。放棄先入為主的觀念，對各種結果保持開放。重新定義你的目標，找出不滿的根本原因，然後找到新的方式來與員工的核心利益相符。

例如，在一家 IT 諮詢機構，內在動機如成就感，認可，工作性質，責任感，和進步都是至關重要的。儘管由於項目管理的上級管理疏忽導致了很多不滿，但我和我的團隊仍然在深夜和周末加班，為香港的一家航空公司準時交付了一個移動應用項目。然而，項目結束後，團隊士氣低落。為什麼呢？我們的努力換來的是高層管理層的批評，而非認可。因此，許多團隊成員離職，去尋求提供更好金錢報酬的工作。

在我辭職後，公司的董事通過真正聆聽我的疑慮並認知我的職業野心（如大數據分析，機器學習和人工智能），說服我留下。他給我提供了一個與我的興趣完全符合的項目，我的動力恢復了。

在決定留下後，我負責激勵我的團隊也做出同樣的決定。我與每個成員見面，了解他們的疑慮，並提供實質的激勵，如免費的午餐和小吃。神經科學認為，獎勵比懲罰更能激勵行為。研究顯示，有條件的獎金可以使銷售量增加24%，而積極的反饋鼓勵員工超越他們平常的職責。這個額外的努力使公司更加有效和高效。

因此，採用一種僕人領導者的方法，讓我的團隊的熱情和貢獻變得至關重要。

一份2014年的德勤報告透露，多達87%的美國勞動力由於對他們的工作缺乏熱情而無法發揮全部的能力。現在，領導者必須采用能夠激發個體團隊成員和整個團隊的策略。處理低效能並清楚地傳達差的結果不一定會導致立即解僱，可以顯著提升士氣。當人們看到一個解決問題的文化，結果會產生一個更健康，更有生產力的工作場所。

  • 3 min read

Transform Yourself into the Leader Others Want to Follow - Learning Charisma

Charisma is a skill that can be learned, even if not everyone is a natural-born charismatic leader. By understanding the principles of charisma, we can incorporate its magical qualities into our lives. We can cultivate deep trust among our followers by guiding them toward a clear vision. With hard work and the right strategies, we can become leaders who are admired and respected.

Max Weber, a prominent early 20th-century German sociologist, was the first to popularize the term "charisma." Charismatic leaders can use reasoned discourse to build moral credibility and ignite the passions of their followers. This leads the followers to feel a sense of purpose, inspiration to accomplish great things, and sometimes even blind faith. Research identifies nine verbal and three non-verbal techniques to achieve this.

Firstly, charismatic speakers can help the audience understand, relate to, and remember their message by using metaphors, similes, and analogies. As an IT consultant, I often need to translate technical information into business language for senior management. For example, I compare our scrum team developers to a Navy SEAL squad to illustrate the need for cross-functionality. This analogy clearly communicates the importance of adaptability within an agile team.

Secondly, using stories and personal experiences can make a message more engaging and relatable. Charismatic leaders have a unique way of verbal expression and can find common ground with their audience. For instance, Steve Jobs' 2005 Stanford Commencement Address powerfully connected with people by sharing pivotal moments in his life. His stories are not just moving, but they also inspire me to excel in what I love to do.

Thirdly, contrasts provide a straightforward method to blend logic and emotion, making your stance more memorable. John F. Kennedy's famous words, "Ask not what your country can do for you; ask what you can do for your country," serve as a potent example of using contrasts effectively.

Fourthly, rhetorical questions can foster engagement. Martin Luther King Jr.'s "I Have a Dream" speech is an exemplary piece that employs this technique, inspiring hundreds of thousands of civil rights supporters.

Fifthly, the "rule of three" is a reliable persuasion technique that simplifies any message into key points. Abraham Lincoln's Gettysburg Address employed this strategy effectively.

Sixthly, making moral statements or expressing the collective sentiment can enhance a leader's credibility. These expressions exhibit the leader's character, persuading the audience to follow them.

Seventhly, setting high aspirations and displaying passion can further motivate followers. This passion can only manifest if the leader genuinely believes in their vision and has faith in their team.

In addition to verbal techniques, non-verbal cues like animated speech, facial expressions, and gestures can also be impactful. Though these non-verbal cues may not be suitable for everyone, they make the message more accessible to the audience.

Recently, I was promoted to team leader in my IT consulting firm, allowing me to apply these techniques in a complex project involving a mobile app for a Hong Kong airline. By mastering skills that go beyond public speaking, I can build stronger emotional connections with team members and earn their respect.

The best way to master these techniques is through preparation and practice. These skills prepare me for both public speaking and individual conversations, where I need to be both persuasive and spontaneous. For instance, every three weeks, I must demo our team's latest product. Using a balanced combination of verbal and non-verbal techniques has significantly improved the reception of my presentations. The notion that I can't improve because I wasn't born charismatic is a fallacy. Through training and practice, I've managed to narrow the charisma gap, making me a more effective leader for our project.

  • in zh
  • 1 min read

將自己轉變為他人希望追隨的領導者 - 學習魅力

魅力是一種可以學習的技能，即使並非每個人都是天生的魅力型領導者。通過理解魅力的原理，我們可將其神奇的品質融入我們的生活中。我們可以通過為我們的追隨者指引清晰的願景，來培養他們對我們的深厚信任。通過努力工作和正確的策略，我們可以成為被人們欽佩和尊重的領導者。

20世紀初期的德國著名社會學家馬克斯·韋伯首次使“魅力”這個詞廣為人知。魅力型領導者可以使用理性的論述來構建道德信譽，並點燃他們的追隨者的激情。這讓追隨者產生目標感，有靈感去完成偉大的事情，甚至有時會產生盲目的信念。研究確定了九種語言技巧和三種非言語技巧以實現這一目標。

首先，具有魅力的演說者可以通過比喻、擬人和類比讓聽眾理解、聯繫和記住他們的訊息。作為一名IT顧問，我經常需要將技術信息翻譯成高層管理人員可以理解的商業語言。例如，我將我們的敏捷開發團隊比作海豹突擊隊，來說明需要橫向協作的重要性。這樣的比喻清楚地傳達了敏捷團隊內部的適應性的重要性。

其次，使用故事和個人經驗可以使訊息更具吸引力和可關聯性。魅力型領導者有一種獨特的語言表達方式，能和他們的聽眾找到共同點。例如，史蒂夫·賈伯斯在2005年的斯坦福開學演講中，通過分享他人生中的關鍵時刻，與人們產生了強烈的關聯性。他的故事不僅觸動人心，而且激勵我去追求我所熱愛的事業。

第三，對比是一種簡單明了的方法，可把邏輯和情感結合在一起，使你的立場更加令人瞩目。約翰·F·肯尼迪的名言：“不要問你的國家能為你做什麼，而應該問你能為你的國家做什麼”，就是有效使用對比的一個深刻的例子。

第四，修辭問句能夠引發聽眾的參與。馬丁·路德·金恩的“I Have a Dream”演講就是一個使用了這種技巧的典範，激勵了數以十萬計的民權支持者。

第五，“三段法”是一種讓任何信息變得簡單的可靠說服技巧。亞伯拉罕·林肯的葛底斯堡演說就是有效運用了這種策略的例子。

第六，發表道德陳述或表達集體情感可以提升領導者的信譽。這些表達展現了領導者的品格，說服聽眾跟隨他們。

第七，設定高度的期望和展現激情可以進一步激勵追隨者。只有領導者真誠地相信自己的願景並對自己的團隊有信心，這種激情才能顯現出來。

除了語言技巧外，非語言暗示，如生動的言語，面部表情和手勢，也可以產生影響。雖然這些非語言暗示可能不適合每一個人，但他們使訊息更容易被聽眾接收。

最近，我在我的IT諮詢公司被提升為團隊領導，使我能夠在一個涉及香港航空公司手機應用程序的複雜項目中應用這些技巧。通過掌握超越公眾演講的技巧，我可以與團隊成員建立更強烈的情感聯繫，並贏得他們的尊重。

掌握這些技巧的最佳方式是通過準備和練習。這些技巧讓我無論在公共演講還是個別對話中都能讓我具有說服力且自然流暢。例如，每三個星期，我必須展示我們團隊的最新產品。使用言語和非語言技巧的平衡組合，顯著提高了我演示的接受度。認為我不能提高，因為我不是天生的魅力型人物，這是一種謬論。通過訓練和練習，我成功地縮小了魅力差距，使我成為我們項目中更有效的領導者。