There are two kinds of employees: one that draws energy from solving problems, and one that waits for answers to be served to them.
What do I mean? Think about this: if you are a manager, you would have experienced interacting with employees that takes the initiative to look for answers, discuss them with you and push through for results. You would probably also have met employees who just sit around and wait for answers and instructions.
I constantly remind my employees and peers that they are welcome to discuss anything with me. The only prerequisite is that they come in with an assessment of the problem, and a proposal for solving it. I do not want my employees to develop the habit of coming to me with problems and expecting an answer every time, with no input on their behalf.
I have tried being that person—the one whom every one goes to for answers and solutions. It did make me seem all-knowing and powerful in the eyes of my employees, but it also meant that they had no room to grow.
This is problematic, especially when Mon Space continues to expand, and face more and more complicated challenges. These new hurdles require more brain power, and more diverse modes of thinking. My ability alone is far from enough to overcome the daunting obstacles that come our way from every direction. I knew then, that it was time to change.
I started requiring that all my employees fully comprehend an issue and prepare clear solutions before attending a meeting. As a manager, I play my role in listening, facilitating and assessing the quality of ideas. I also make sure that all solutions are consensus-oriented.
This model worked well. Though people were not used to it at first, all it took was time and practice to get them used to pitching creative ideas, and be bold enough to challenge the status quo. Over time, the team developed confidence, a stronger business acumen and greater efficiency.
Far too often, we have been trained to search for template and standardised answers to everything. In schools, we memorised answer scripts; at work, we try to follow strict rules, never daring to challenge the establishment, even if the new economic environment calls for radical change. We ignore developing our critical thinking and analytical abilities, because memorising what is “correct” is so much more convenient.
Today, let us change how we think. Let us understand that any great talent has to be equipped with analytical thinking skills and problem solving abilities. This is the key to your success.
CEO of Cite Media Holding Group Fei-Peng Ho once shared how he teach his employees to search for answers:
1. Identify the core of the problem
2. Collect relevant information to fully understand the issue
3. Propose solutions, usually not more than three
4. Assess feasibility and efficacy of proposed solutions
5. Select the right solution and put it into action
Can you tell which two are the most important parts in this process? They are: identifying the core of the problem, and proposing solutions.
I have had my fair share of challenges in my career, and I realise that the more complicated a problem is, the more I need to prioritise what is important. That way, I operate with maximum efficiency, and it makes everything easier later on.
To solve a problem effectively, we need to employ creativity and our imagination. Try to step out of your comfort zone, train yourself to think, and stop expecting to be spoon-fed answers.
Change yourself, and make it a point to stop depending on others. No one has an obligation to help you; only you have the duty to learn, grow, and find the right answers. I am positive that this will help you trek the road to success with a lot more confidence. [/vc_column_text][/vc_column][vc_column column_padding=”no-extra-padding” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ width=”1/2″][vc_column_text]不要依赖主管给你答案 学会思考与解决
台湾城邦媒体控股集团（Cite Media Holding Group）首席执行长何飞鹏 (Fei-Peng Ho)曾分享过他如何领导下属“学会找答案”的心得：