Skip to content

Home

  • in zh
  • 1 min read

在團隊中與他人有效合作

今天，我接種了第一劑疫苗。作為新加坡的外國人，我對於能夠毫不費力地接種疫苗感到非常感激。我特別感謝新加坡醫療體系的效率。

在這場疫情的早期階段，沒有人知道Covid-19的嚴重程度。我對科學家能如此快速地開發疫苗感到驚訝。兩個動機因素浮現在我的腦海中：金錢利益和利他主義。

將他們的生活奉獻於現場研究的科學家正在重塑孤獨研究者的刻板形象。事實上，現代科學需要合作來解決複雜的挑戰。我感到幸運的是，這些科學家花了多年時間研究mRNA、病毒學和醫學。

其次，將研究轉化為大規模生產涉及多個組織的協調。基礎設施、大量資金和物流挑戰都會產生影響，尤其當政治和政府官員參與其中時。

我對於在壓力條件下工作的前線醫療工作者深感感激。給我注射疫苗的護士非常棒；她熱情地向我問候，並平靜地討論可能的副作用。這一無縫的經驗證明了高效團隊工作的力量。

更讓人感到不可思議的是，我是免費接種的疫苗。生活在有著強大政策和有效疫情控制的地區，我認識到我現在的好運更多是因為運氣而非其他原因。由Covid-19帶來的破壞無法掉以輕心，我感謝有機會接種疫苗。

我不能把這種好運視為理所當然，並應在機會出現時回饋社會。在團隊中有效的合作可以產生積極的影響。這一切始於組建恰當的團隊，並賦予他們應對挑戰任務的能力。

有些工作文化阻礙了團隊合作和創新，這使得文化變革變得困難。我希望通過鼓勵社交緊密度來培養正面的工作環境，例如午餐、下班後活動和團隊建設活動。

我不需要成為房間裡最聰明的人；如果我是，那就該邀請更聰明的人，或者找另一個房間。無論是在專業網絡建設、工作中的團隊建設，還是在現實生活中維護友誼，快樂來自有意義的聯繫。

溝通技巧也同樣重要。有效的領導者應該擅長寫作、閱讀和公共演講。我把這當作一個提升我寫作和演講技巧的機會，寫作兼及個人和專業的博客，並在各種場合發言。

傾聽同樣重要。我正在提高我的理解他人所說的內容並將其重述給他們的能力。

在我不能對每個人施加權威的專業環境中，軟技術或“軟實力”至關重要。要獲得信任，我需要把我的工作當作一種團隊運動，而不是將工作分隔開來。在決定制定中包容他人能使他們感到重視和被傾聽。

封鎖令我的螢幕時間增加，導致社會孤立和孤單。虛擬網絡已經有助於平衡這些情感，甚至提高了我們的整體生產力。

志願服務有兩個目的：承認人類的限制並表示感激。我們所有人都有太多的事情要做，時間又太少，但合作可以走得更遠。我們不必孤軍奮戰；集中資源和分享成果可以使這段旅程變得值得。

  • 3 min read

The Tried-and-True Way is the Right Way

If you've ever walked a dog, you've likely observed how curious puppies can be. A simple fifteen-minute walk can turn into an hour-long adventure as the dog stops to investigate every tree, smell various objects, and even taste leaves on the road. Occasionally, the dog might get curious about other items, ranging from discarded tissue paper to rotting fruit. It seems like the dog never tires of trying new things, while I can become indifferent, especially when every tree along the path looks the same.

This dog's behavior reminds me that the tried-and-true method is often the best approach. How would the dog learn whether something is good or bad if it didn't explore? From a human perspective, attempting to eat everything it encounters seems foolish, as does chasing a passing motorcycle. Yet, for the dog, the world is a playground full of potential adventures. Even a short walk can pose challenges like confrontations with larger, aggressive dogs or, on a lucky day, an opportunity to meet and socialize with other friendly canines.

Adults, however, often lose the enthusiasm for trying new things. We get stuck in our routines, stop learning new skills, and disengage from the world around us. When confronted with questionable information or "fake news," it's crucial to remain skeptical and verify facts. Opt for the path that has been tried, tested, and proven effective.

As I grow older, I find myself increasingly focused on the end result rather than the process. Take dog-walking as an example; it might seem more efficient to finish the walk in fifteen minutes rather than an hour. However, by doing so, we miss the opportunity to slow down, smell the flowers, admire the architecture, and marvel at the natural world. There's much to learn from these slower, more exploratory experiences.

The approach calls for individuals to experiment with and discover truth for themselves. With rapid and inexpensive ways to conduct multiple tests, continuous improvement becomes viable. This principle applies not only to personal life but also in a corporate setting. Employees can be encouraged to suggest innovative ideas that could lead to improvements. Concepts that prove successful according to predetermined criteria can then be integrated into the system.

Achieving success involves continuous experimentation and making innovation a part of the workplace culture. Surprises should be valued for their potential to disrupt and improve, even if they seem problematic in the short term.

When faced with uncertainty, be patient. Invoke your innate curiosity by asking questions. Allow yourself to make mistakes and learn from them. There's no other way to grow. When we see a dog eating trash, we should remember our own moments of foolishness and acknowledge that making mistakes is part of the learning process.

One of the best ways to begin experimenting with the world is to identify something you want to learn and make a conscious effort to understand it. Listen to people, observe your surroundings, and maintain a beginner's mindset. As you start to experiment, new opportunities will present themselves.

Stretching beyond your comfort zone will encourage mental experimentation. Many people follow the same routines and stick to a narrow range of learning methods. Stepping outside these boundaries by mimicking examples, conducting tests, and pushing your limits can result in a more comprehensive learning experience tailored to your unique traits and strengths.

Learning is inherently a process of trial and error. Practical application, feedback, and problem-solving are essential for adapting your mental models to the real world. Experiment with various approaches and choose what works best for you.

To get into the right mindset for experimenting, you need to view your skills as improvable and recognize your untapped potentials. Experience is gained even when things don't go as planned.

To truly understand what you want out of life, you need to live it. Thoughtful action, rather than mere contemplation, is the key to discovering your deepest desires, purpose, and joy. Following the tried-and-true path is the best way to this discovery.

  • in podcast
  • 3 min read

The Tried-and-True Way is the Right Way

Welcome to "Continuous Improvement," the podcast dedicated to personal and professional growth. I'm your host, Victor, and today we're going to discuss the power of experimentation and continuous learning.

Have you ever watched a curious puppy on a walk? Their boundless energy and eagerness to explore the world around them are truly inspiring. While we, as humans, tend to become indifferent and stick to our routines, there's a lot we can learn from the inquisitive nature of these puppies.

Just like dogs, we need to embrace curiosity and the willingness to try new things. The dog learns what's good or bad by exploring, even if it means sniffing every tree or tasting leaves on the road. And while we may not go to those lengths, it's important for us to remain open to new experiences and ideas.

As we grow older, we often become more focused on the end result rather than the process. We aim for efficiency and speed, missing out on the joys of discovery along the way. But what if there's value in slowing down, smelling the flowers, and appreciating the world around us?

Continuous improvement calls for experimentation and the pursuit of truth. We need to challenge questionable information, be skeptical, and verify facts. Just like the puppy, we should strive to find the tried, tested, and proven paths.

Now, this principle doesn't only apply to individuals but also in a corporate setting. Imagine the possibilities if employees are encouraged to suggest innovative ideas that can lead to improvements. By experimenting and integrating successful concepts, organizations can foster a culture of continuous improvement.

But experimentation requires patience, curiosity, and a willingness to make mistakes. It's through those mistakes that we learn and grow. Just like seeing a dog eating trash, we need to acknowledge our own moments of foolishness and embrace the learning process.

So, how can we start experimenting and learning in our own lives? It begins with identifying something you want to learn and making a conscious effort to understand it. Listen to others, observe your surroundings, and maintain a beginner's mindset. With experimentation, new opportunities will present themselves.

Stepping outside of our comfort zones is crucial for mental experimentation. We often stick to routines and limit our learning methods. But by stretching ourselves, mimicking examples, and pushing our limits, we can experience a more comprehensive learning journey aligned with our unique traits and strengths.

Learning is a process of trial and error. Practical application, feedback, and problem-solving are essential for adapting our mental models to the real world. We must experiment with different approaches and choose what works best for us.

To truly understand what we want out of life, we need to live it. Thoughtful action is the key to discovering our deepest desires, purpose, and joy. By following the path of continuous improvement, we open ourselves up to new opportunities and fulfillment.

That's it for today's episode of "Continuous Improvement." Remember, embrace curiosity, experiment fearlessly, and never stop learning. I'm Victor, your host, and I look forward to exploring more topics of personal and professional growth in our future episodes. Until then, keep striving for continuous improvement.

  • in zh
  • 1 min read

經過驗證的方法就是正確的方法

如果你曾經遛過狗，你可能會注意到小狗有多好奇。簡單的十五分鐘散步可以變成長達一小時的冒險，因為狗會停下來調查每一棵樹，嗅嗅各種物體，甚至在路上嚐嚐葉子。偶爾，狗可能對其他物品感到好奇，這些物品包括被丟棄的紙巾和腐爛的水果。看似狗永遠不會對嘗試新事物感到厭倦，而我可能會變得冷漠，特別是當沿路上的每棵樹看起來都一樣。

這隻狗的行為提醒我，經過驗證的方法往往是最佳的方法。如果狗不探索，它怎麼會知道什麼是好的，什麼是壞的呢？從人的角度來看，試圖吃它遇到的所有東西似乎是愚蠢的，就像追趕一輛經過的摩托車一樣。然而，對於狗來說，世界是充滿潛在冒險的遊樂場。即使是短暫的散步，也可能帶來挑戰，如面對更大、更具攻擊性的狗，或者在幸運的一天，有機會和其他友好的狗交往和社交。

然而，成年人往往失去了嘗試新事物的熱情。我們陷入自己的日常生活，不再學習新技能，與周圍的世界無關。面對可疑的信息或“假新聞”，保持懷疑並驗證事實是至關重要的。選擇已經嘗試過，經過測試，證明有效的路徑。

隨著我年紀越來越大，我發現自己越來越關注結果而不是過程。以遛狗為例，花十五分鐘走完似乎比花一個小時更有效率。然而，如果這樣做，我們就失去了放慢腳步，嗅嗅花香，欣賞建築，驚嘆大自然的機會。這些較慢，更具探索性的經驗有很多可以學習的地方。

這種方法要求個人進行實驗並自己發現真理。有了快速且經濟的進行多次測試的方法，持續改進就變得可行。這一原則不僅適用於個人生活，也適用於公司環境。可以鼓勵員工提出創新的觀點，可能帶來改進。根據事先確定的標準證明成功的概念，然後可以將其融入系統。

成功的實現需要不斷的實驗和創新，成為工作環境的一部分。驚喜應被看作是其潛在的顛覆和改進的可能性，即使短期內可能帶來問題。

面對不確定性時，要有耐心。呼喚你天生的好奇心，提問。允許自己犯錯並從中學習。沒有其他方式可以成長。當我們看到一只狗在吃垃圾時，我們應該記住我們自己曾經的愚蠢，並承認犯錯是學習過程的一部分。

開始與世界進行實驗的最佳方式之一，就是確定你想學什麼，然後努力去理解它。傾聽他人，觀察周圍的環境，保持初學者的心態。當你開始進行實驗時，新的機會會出現。

超越你的舒適區將鼓勵心理實驗。很多人遵循相同的步驟，堅持相對狹窄的學習方式。跨出這些範疇，透過模仿範例，進行實驗，並逞自己的極限，可以帶來更全面的學習體驗，特別適應你獨特的特點和優點。

學習是一種試驗和錯誤的過程。實用的應用，回饋，和解決問題對你的心智模型去適應真實世界至關重要。嘗試各種方法，然後選擇最適合你的方法。

為了進入進行實驗的正確心態，你需要把你的技能視為可以改善的，並認識到你的未開發的潛力。即便事情沒有按計劃進行，也能獲得經驗。

要真正理解你想從生活中得到什麼，你需要去生活。下決心行動，而不僅僅是深思熟慮，是發現你最深的渴望、目標和喜悅的關鍵。遵循經過考驗的道路是最好的發現方法。

  • 3 min read

Leadership Styles

What prompted you to leave your job? One of the most common reasons for resigning is dissatisfaction with one's supervisor. This led me to become interested in the study of leadership.

Many years ago, I was thrilled to start my role as a junior software engineer at an international IT consulting firm. My team's director was Mr. Lau. He had an impressive resume, boasting years of professional experience and an EMBA degree. I was eager to join a team led by someone who seemed so capable and kind.

Here's what happened on my first day at work: "Hello, my name is Victor; today is my first day here," I said upon meeting my colleagues. "Welcome aboard, Victor, and good luck in your new role," my colleague replied, albeit with a strange smile. "You should know, three managers recently resigned before you came on board. Everyone here is wary of Mr. Lau. You might want to tread carefully." This warning immediately put me on edge.

In my leadership studies, I've learned that there are six different types of leadership styles. I covered these in an earlier chapter, drawing from a book by Daniel Goleman, a well-known behavioral science journalist. The six styles are:

  1. Coercive
  2. Authoritative
  3. Affiliative
  4. Democratic
  5. Pacesetting
  6. Coaching

Mr. Lau's management style was a blend of the first two: coercive and authoritative.

One day, while I was quietly doing my work, I heard someone shouting from the pantry. It was Mr. Lau. "WHY ARE YOU SO STUPID?" he yelled, berating my colleague Johnny. "The client had to postpone the project because of your utterly incorrect proposal!" A litany of expletives followed, which was both unprofessional and disrespectful.

Mr. Lau exemplified the first type of leadership: coercive leaders who demand immediate compliance. While this top-down approach can be effective in some situations, it was largely ineffective here. Whenever Mr. Lau was angry, issues did get resolved swiftly—mainly because everyone was too afraid not to act.

He also fit into the second type: authoritative leaders who guide their team members. While this style is generally effective as it provides a clear direction, it backfired here because the team viewed Mr. Lau as arrogant.

Many team members ended up resigning due to his leadership methods. Despite raising concerns to senior management, nothing changed. It turned out that Mr. Lau's supervisor was equally abrasive and treated him the same way.

Fortunately, the company's CEO intervened and replaced Mr. Lau with Mr. So, who led in an affiliative and democratic fashion. Affiliative leaders focus on building emotional bonds and harmony. This positively impacted team communication. Mr. So consistently provided positive feedback to his employees.

As for his democratic leadership style, he sought to build consensus through collaboration. He instilled a sense of trust, respect, and commitment in the team, and was always willing to listen to our concerns. The shift in leadership styles brought about a much happier work environment.

In addition to my day job, I have encountered leaders who fall under other styles, such as pacesetters who demand high performance and autonomy. I've also met coaching leaders, who focus on the long-term development of their team members by helping them align their strengths with personal and professional goals.

In summary, the six leadership styles I have identified through my research are Coercive, Authoritative, Affiliative, Democratic, Pacesetting, and Coaching. My study of these styles facilitated my promotion from a junior software engineer to an engineering manager. I hope that you all can grow as leaders so that no one has to lose their job because of poor management.

  • in podcast
  • 3 min read

Leadership Styles

Hello and welcome back to Continuous Improvement, the podcast where we explore strategies for personal and professional growth. I'm your host, Victor. In today's episode, we're diving into the fascinating world of leadership styles. Have you ever experienced a toxic work environment due to poor management? Well, you're not alone. Today, I want to share my personal journey and how it led me to study different leadership styles.

Picture this: It's my first day at a prestigious IT consulting firm. Excitement fills the air as I meet my colleagues and get ready to embark on a new chapter in my career. Little did I know that things were about to take a turn for the worse.

On that very first day, a colleague pulled me aside and warned me about our team's director, Mr. Lau. They mentioned that several managers had recently resigned, and everybody seemed wary of him. This immediately raised red flags, but I was determined to give it a fair chance.

As I delved deeper into the study of leadership during this tumultuous time, I discovered Daniel Goleman's six leadership styles. These styles acted as a compass, helping me navigate through the stormy waters of my workplace.

Let's break them down, shall we?

First, we have the coercive leader. This type demands immediate compliance, often employing a top-down approach. Unfortunately, Mr. Lau embodied this style. He would shout and belittle team members, creating an environment of fear and anxiety.

Next, there's the authoritative leader. Unlike the coercive style, authoritative leaders inspire and guide their team with a clear vision. Although Mr. Lau showcased glimpses of authority, his coercive tendencies overshadowed any positive impact.

Could it get any worse, you may wonder? Well, it did.

One day, while diligently working, I witnessed Mr. Lau berating a colleague in the pantry. The shouting was deafening, and the insults were both unprofessional and hurtful. It was clear that this leadership style was driving talented team members out the door. And despite our concerns being raised with senior management, nothing changed.

But as the saying goes, every dark cloud has a silver lining. In this case, it came in the form of a new director, Mr. So. He represented the affiliative and democratic styles of leadership.

Affiliative leaders focus on building emotional bonds and harmony. By doing so, they create a positive work atmosphere that fosters open communication. Mr. So was a breath of fresh air, consistently providing positive feedback and instilling a sense of trust and commitment in the team.

On the other hand, democratic leaders seek consensus through collaboration. Mr. So actively listened to our concerns, involving us in decision-making processes. This shift in leadership style brought about a much-needed change, transforming the work environment into one where people felt empowered and valued.

Throughout my career, I've encountered leaders who fall under different styles. From pacesetters who demand high performance and autonomy to coaching leaders who focus on long-term development, each approach has its unique strengths and weaknesses.

The lessons I learned from my experiences and studies eventually propelled me to a promotion as an engineering manager. But more importantly, it sparked a drive within me to help others grow as leaders.

In conclusion, the six leadership styles we've explored today are coercive, authoritative, affiliative, democratic, pacesetting, and coaching. By familiarizing ourselves with these styles, we can create work environments that prioritize healthy leadership and continuous improvement.

Remember, a toxic work culture can often be traced back to poor management. Let's strive to be leaders who positively impact our teams and ensure that no one loses their job due to ineffective leadership.

Thank you for tuning in to Continuous Improvement. I'm Victor, your host, reminding you to embrace change, seek growth, and never stop improving.

  • in zh
  • 1 min read

領導風格

是什麼驅使你離開你的工作？辭職最常見的理由之一是對上司的不滿。這引起了我對領導研究的興趣。

許多年前，我興奮地開始在一家國際 IT 諮詢公司擔任初級軟件工程師的職務。我的團隊主管是劉先生。他有一份令人印象深刻的履歷，擁有多年的專業經驗和 EMBA 學位。我渴望加入由這麼能幹和善良的人領導的團隊。

這是我上班的第一天的情況："你好，我的名字叫Victor，今天是我在這裡的第一天，"我在見到同事時說。"歡迎你上船，Victor，並祝你在新的角色中好運，"我的同事回答，盡管他的笑有些奇怪。"你應該知道，在你加入之前，有三個經理剛剛辭職。這裡的每個人都對劉先生保持警惕。你可能需要小心謹慎一點。"這個警告立即讓我緊張起來。

在我的領導研究中，我了解到有六種不同的領導風格。我在之前的一章中講述了這些風格，引用了知名行為科學記者 Daniel Goleman 的一本書。這六種風格是：

  1. 強迫
  2. 權威
  3. 領導關係
  4. 民主
  5. 領頭羊
  6. 教練

劉先生的管理風格是前兩種的混合體：強迫和權威。

有一天，當我安靜地做著我的工作時，我聽到有人從茶水間大吼。那是劉先生。"你怎麼可以這麼笨？"他大罵我同事 Johnny。"因為你完全錯誤的提案，客戶不得不把計劃延後！"一連串的謾罵接踵而來，這既不專業又不尊重。

劉先生體現了第一種領導風格：強迫型領導者，他們要求立即服從。雖然這種自上而下的方法在某些情況下可能是有效的，但在這裡大多數情況下是無效的。每當劉先生生氣的時候，問題確實會迅速得到解決，主要是因為每個人都太怕他了。

他也符合第二種類型：權威型領導者，他們引導他們的團隊成員。雖然這種風格通常是有效的，因為它提供了清晰的指導方向，但在這裡反而讓團隊認為劉先生傲慢無禮。

許多團隊成員最終因為他的領導方法而辭職。儘管對高層管理提出了問題，但仍然沒有任何改變。結果證明，劉先生的上司同樣刻薄，對待他的方式也是一樣。

幸運的是，公司的 CEO 介入，以苏先生取代了劉先生，他用的是親和民主風格的領導方法。親和型領導者專注於建立情感連結和和諧。這對團隊溝通產生了積極的影響。蘇先生始終給予員工積極的反饋。

對於他的民主領導風格，他努力通過協作來建立共識。他在團隊中建立了信任、尊重和承諾的感覺，並且總是願意聆聽我們的疑慮。領導風格的轉變帶來了一個更快樂的工作環境。

除了我每天的工作，我還遇到了其他風格的領導者，如要求高性能和自主性的領頭羊風格的領導者。我也遇到了教練型的領導者，他們專注於藉助隊員根據自身優勢和個人專業目標定位，實現長期發展。

總之，我通過研究確定了六種領導風格：強迫型、權威型、親和型、民主型、領頭羊風格和教練型。對這些風格的研究促使我從初級軟件工程師晉升為工程經理。我希望你們都可以成長為領導者，這樣就不會因為管理不善而失去工作。

  • 3 min read

Take Charge and Lead

I am now a manager, responsible for directing a small team. To perform well in our roles, we need a blend of talents, including technical knowledge, emotional intelligence, and negotiation skills. Both within my organization and among clients, we interact with employees from diverse cultures and time zones. Striking a balance between work and relationships is critical.

I've experienced impostor syndrome, especially when I consider the many talented individuals on my team. However, I recognize the value of a growth mindset and understand that improvement is possible. The strength of our team lies in our collective ability to enhance our skills over time.

For instance, public speaking terrifies me. When speaking before a large audience, articulating my concerns becomes even more challenging. After consulting a colleague, I found that I am not alone; many share my apprehension despite our culture of open feedback.

Though giving feedback can be difficult, I have started practicing and learning how to do it effectively. This effort requires both willpower and skill, but it's vital for the team and me to communicate effectively to improve our work quality.

To facilitate this, I might use the Situation, Behavior, and Impact (SBI) framework to offer constructive feedback. Instead of accusing or personally attacking team members, we should build trust and make space for problem-solving.

One significant managerial challenge is that we cannot change people who are unwilling to change. Our approach, instead, is to listen carefully and understand their feelings. We employ leading questions to encourage different perspectives and offer personal anecdotes as examples. As a result, we become better managers with a more positive impact.

Coaching and support can motivate the team to overcome problems and barriers, thereby improving management. By offering mutual support and timely feedback, we can create a synergistic culture. This involves a balance between motivational and developmental feedback, allowing us to identify each team member's strengths and weaknesses.

Coaching is about maximizing performance by unlocking potential. It involves helping people learn rather than directly instructing them. Through empathetic listening and open questions, we can support our team members' long-term growth.

I find the GROW framework useful for coaching. It stands for:

  • Goal: What you want to achieve
  • Reality: The current situation
  • Action: Steps to take
  • Options: Available alternatives

For example, I have a coach helping me improve my public speaking skills by setting objective, quantifiable goals. As managers, we often have to make difficult decisions affecting both the company and its people. We must consider various perspectives and continually test our understanding of others' issues.

Our decision-making framework is as follows:

  • What: What are you trying to achieve? Are the goals clear to everyone?
  • Why: Why is this important to everyone involved?
  • Who: Who makes the decisions?
  • When: When will the decision be made?
  • How: How is the decision reached? For instance, is it by consensus?

All leaders face additional decision-making obstacles, like unconscious biases and emotional triggers. However, such biases can adversely affect the quality of our decisions. To mitigate these biases, we need to be aware of them.

It's also vital to recognize emotional states that may lead to stress reactions, such as defensiveness or posturing. Viewing ourselves as team players can help mitigate these challenges.

To further refine our managerial skills, we can use the RACI framework, which defines who is Responsible, Accountable, Consulted, and Informed. This helps articulate the decision-making process early on and provides a structure that balances the need for quick action with the need for team buy-in.

In summary, a good manager is an effective coach who empowers their team, avoids micromanagement, and fosters a positive team culture. Poor management can be demotivating and damaging, especially since employees are often a company's most valuable asset.

As a manager, it's essential to avoid negative behaviors and instead adopt a positive mindset for self-improvement. This benefits not just me but also my team and the broader organization. After all, we spend most of our lives working, so fostering a positive work environment is crucial.

  • in podcast
  • 3 min read

Take Charge and Lead

Hello and welcome to Continuous Improvement, the podcast where we explore ways to enhance our skills and become better managers and leaders. I'm your host, Victor, and today we'll be diving into the exciting world of self-improvement and effective management techniques.

As many of you may already know, I recently took on the role of manager, responsible for directing a small team. It's been quite the journey, filled with challenges and opportunities for growth. And in today's episode, I want to share some insights and strategies that have proven helpful along the way.

One of the first things I realized was the importance of having a growth mindset amidst the occasional bout of impostor syndrome. Acknowledging that improvement is possible and seeking opportunities to enhance our skills is key. We must remember that the strength of our team lies in our collective ability to grow and develop over time.

Let's talk about one of the common challenges we face as managers - public speaking. It can be a daunting task, especially when addressing a large audience. But rest assured, you're not alone. Many of us share this fear despite being leaders in our respective fields.

To tackle this hurdle, I sought guidance from a colleague and discovered the power of practicing and effective feedback. Giving feedback can be difficult, but it's vital for both the team and ourselves to communicate effectively and improve the quality of our work.

One framework that has helped me provide constructive feedback is the Situation, Behavior, and Impact (SBI) model. Instead of pointing fingers or attacking team members personally, we should build trust and create space for collaboration and problem-solving.

Another challenge we face as managers is dealing with individuals who are resistant to change. In such cases, our approach should be grounded in empathy and understanding. Through active listening, asking leading questions, and sharing personal anecdotes, we can create a more positive impact.

Coaching and support are essential in motivating our teams to overcome barriers and reach their true potential. By offering both motivational and developmental feedback, we can identify each team member's strengths and weaknesses, fostering a synergistic culture.

The GROW framework is a highly effective coaching tool that stands for Goal, Reality, Options, and Action. Setting clear goals, understanding the current reality, exploring available alternatives, and implementing action steps will help us maximize performance and unlock our team's potential.

Decision-making is another aspect of management that requires careful consideration. We often find ourselves at crossroads, balancing the needs of the company and its people. Utilizing frameworks like the What, Why, Who, When, and How approach can help us navigate these difficult choices.

Unconscious biases and emotional triggers can often cloud our judgment when making decisions. Being aware of these biases and recognizing our emotional states is crucial. Viewing ourselves as team players and considering diverse perspectives can help us mitigate these challenges.

To further enhance our managerial skills, the RACI framework comes into play. By defining who is Responsible, Accountable, Consulted, and Informed, we establish a structure that ensures a balance between quick action and team buy-in.

In summary, being a good manager means being an effective coach who empowers their team while fostering a positive work environment. Embracing a growth mindset and avoiding negative behaviors are key to helping us improve ourselves, our team, and the broader organization.

And that's a wrap for today's episode of Continuous Improvement. I hope you found these insights and strategies valuable as you navigate the exciting world of management. Remember, we're all on a journey of growth, and together, we can create a positive work environment that inspires greatness.

Thank you for tuning in. If you have any questions or topics you'd like me to explore in future episodes, please feel free to reach out. Until next time, keep striving for continuous improvement.

  • in zh
  • 1 min read

掌握主導並領導

我現在是一個主管，負責指導一個小團隊。為了在我們的角色中表現良好，我們需要各種才能，包括技術知識、情感智能和談判技巧。無論在我們的組織內還是在與客戶的交往中，我們都與來自多元文化和時區的員工進行互動。在工作和人際關係之間取得平衡至關重要。

我有過冒名頂替者症候群的經歷，尤其是當我考慮到團隊中的眾多優秀個體時。然而，我認識到成長心態的價值，並理解改善是可能的。我們團隊的優勢在於我們集體提升技能的能力。

例如，公開演講讓我感到恐慌。當在大眾面前講話時，表述我的憂慮變得更加困難。諮詢了一位同事後，我發現我並不孤單；儘管我們擁有開放反饋的文化，許多人仍與我有相同的疑慮。

儘管提供反饋可能難以應對，但我已經開始練習並學習如何有效地進行。這需要意志力和技巧，但對於我和團隊來說，有效的溝通對於提高我們的工作質量至關重要。

為了促進這一點，我可能會使用情況、行為和影響(SBI)框架提供建設性反饋。我們應該建立信任並為解決問題留出空間，而不是指責或對團隊成員進行人身攻擊。

一個重要的管理挑戰是，我們不能改變那些不願意改變的人。我們的方法是細心傾聽並理解他們的感受。我們使用引導性問題來鼓勵不同的觀點並提供個人經驗作為例子。因此，我們能夠成為更好的管理者，並產生更積極的影響。

通過提供教練式的指導和支援，可以激勵團隊克服問題和阻礙，從而改善管理。通過提供相互支援和及時反饋，我們可以創建一種協同的文化。這涉及激勵和發展反饋之間的平衡，使我們能夠識別每個團隊成員的優點和缺點。

教練是通過解鎖潛力來最大化表現。這涉及幫助人們學習，而不是直接指導他們。通過富有同情心的聆聽和開放的問題，我們可以支援團隊成員的長期增長。

我發現GROW框架對於教練很有用。它代表了：

  • 目標：你想要實現什麼
  • 現實：目前的情況
  • 行動：需要採取的步驟
  • 選擇：可用的替代方案

例如，我有一位教練幫助我改善公開演講技巧，通過設定具體、可量化的目標。作為管理者，我們經常需要做出影響公司和其人員的難題決定。我們必須考慮各種觀點並持續測試我們對他人問題的理解。

我們的決策制定框架如下：

  • 什麼：你想實現什麼？目標是否對所有人清晰？
  • 為什麼：這對參與的每個人來說為什麼重要？
  • 誰：誰來做決策？
  • 何時：何時做出決定？
  • 如何：如何達成決定？例如，是通過共識嗎？

所有領導者都面臨額外的決策障礙，比如無意識偏見和情緒觸發。然而，這些偏見可能會對我們的決策質量產生負面影響。為了減輕這些偏見，我們需要意識到它們。

識別可能導致壓力反應的情緒狀態也至關重要，如防衛性或擺姿勢。將我們自己視為團隊成員可以幫助我們緩解這些挑戰。

為了進一步提升我們的管理技能，我們可以使用RACI框架，它定義了誰是負責人、誰是單位負責人、誰是需諮詢者，和誰是需告知者。這有助於在早期表述決策過程，並提供一種結構，平衡了快速行動和團隊購買的需求。

總的來說，一個好的經理是一個能夠賦權他們的團隊、避免微管理，並培養積極的團隊文化的有效教練。糟糕的管理可以讓人失去動力並產生損害，尤其是當員工通常是公司最寶貴的資產時。

作為一個經理，避免負面行為並採取積極的自我提升心態是至關重要的。這不僅對我有益，對我的團隊和整個組織也有益。畢竟，我們大部分的時間都在工作，所以培養一個積極的工作環境是重要的。