Background#
In the workplace, learning to "trouble" the leader should be considered a necessary skill!
However, many times people are always afraid to face the leader. Moreover, causing trouble for the leader is like causing trouble for oneself.
Encountering problems that we cannot solve in our work is very common. Providing feedback to the leader about these problems does not mean that our work ability is inadequate, but rather shows our responsibility in our work.
There is an information gap between us and the leader. The leader cannot only focus on one person and may not be aware of the situation on the front line. If we encounter unsolvable problems and do not report them, it will be too late to communicate with the leader when the customer "reports" the situation to them.
In a team, our goals are aligned with the leader's goals, which include creating new products, services, or results that meet customer needs, improving productivity, and maintaining or increasing profits. The leader is not only there to guide and lead us, but also to guide us and help us solve problems.
From my experience, causing trouble for the leader is not only a good opportunity to showcase our work achievements, but also a key factor in building trust with the leader.
How to "Trouble" the Leader#
Obviously, the leader is busy with many tasks, so our communication with them should not be too detailed. Sending a long document might really cause trouble and make the leader think that we have no work ability.
Therefore, it is necessary to master some communication skills and summarization abilities. We can refer to the "Pyramid Principle" for structured expression.
The four basic principles of the Pyramid Principle are: "start with the conclusion", "logical progression", "categorization and grouping", and "bottom-up approach".
Before communicating with the leader, we should prioritize the problems based on the specific situation. Focus on the most important ones and keep the description simple. When communicating, it is important to start with the main theme - talk about the problems and the conclusions. This is the principle of "starting with the conclusion".
Using my own experience as an example: When encountering difficulties in project progress and being unable to solve technical problems on my own, but the technical support team is slow to respond and unable to meet user demands in a timely manner, it is necessary to promptly seek the leader's coordination. However, we should not start by talking about the specific functionality of the system or minor issues in the progress. Instead, we should briefly tell the leader the most important conclusion, the tip of the pyramid, in 1-2 sentences. We can structure it like this: "Problem encountered + current bottleneck + solution". If time allows, we can also mention the "attempts we have made".
Why do we need to include the solution? Because what we see as a big problem may be seen as a small problem by the leader, and there is an information gap between us and the leader. Our solution can provide the leader with ideas. Even if our solution is not adopted by the leader, they can still see our understanding and attitude towards the work. In addition, by mentioning the attempts we have made, the leader will know that we are actively trying to solve the problem, rather than "shifting the problem".
"Problem encountered + current bottleneck + solution" is the application of the "2W1H model", which is an example of "logical progression". By using deductive reasoning to organize information, our report will be concise and logical.
"Categorization and grouping" means that when reporting multiple problems, the problems should be presented separately and independently. This ensures that no problems are overlooked and allows the leader to quickly understand the situation and make judgments. Here, I would like to remind you that "important matters are not necessarily things that the leader has not seen before", so remember not to classify based on this criterion.
The principle of "bottom-up approach" is used when the leader wants to know more specific details. The lower levels of the pyramid support the viewpoints of the upper levels. We need to provide additional details about the problems, the causes and consequences, and the specific steps for implementing the solutions.
In addition, we may need to report problems and request assistance from multiple leaders at the same time. This requires us to analyze the stakeholders of the project in advance and make adjustments based on the preferences of those with more influence.
Since we are causing trouble for the leader, we are bound to encounter obstacles. We need to remain calm and avoid conflicts. Both sides are in different positions and have unequal access to information. When facing disagreements, we should not insist on our own opinions, but rather provide alternative suggestions in line with the leader's intentions.
Causing trouble for the leader is an opportunity to exchange information and make them understand us. It is also an opportunity to build sufficient trust with the leader.
The above are just my personal thoughts on causing trouble for the leader.
My Changing Thoughts#
- It's enough to be a hardworking employee in the workplace. By not communicating with the leader and not showcasing ourselves, as long as we work diligently and responsibly, the leader will notice. But by doing so, we will only become invisible. Even good wine needs marketing.
- Seeing the leader as a cat sees a mouse. In fact, we only have a cooperative relationship and come together temporarily for common interests. We need career advancement, and so does the leader. The leader helps us solve problems because it is also beneficial for their own career advancement.
- The phrase "post-00s reforming the workplace" is popular, as if it is correct to confront the leader and work is based solely on personal preferences. However, the most important thing in work should be a sense of responsibility.
- Communicating with the leader is also a way to evaluate them.
Conclusion#
When writing these words, I wonder if I have become more tactful? Have I become more adaptable to society?
I believe it means that I have become more suited to the social environment.