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 in work that one cannot solve is very common. Providing feedback to the leader about the problem does not mean that one's work ability is inadequate, but rather demonstrates one's sense of responsibility.
There is an information gap between us and the leader. The leader cannot focus on just one person and may not be aware of the frontline situation. If we encounter a problem that we cannot solve and do not report it, it will be too late to communicate with the leader when the customer "feedbacks" 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 to 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 overly detailed. Sending a long document might really cause trouble and make the leader think that you 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 top-down approach."
Before communicating with the leader, arrange the priority of 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 central theme - talk about the problem and the conclusion. 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 discussing 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 use a structure like this: "Problem encountered + current bottleneck + solution". If time allows, we can also mention the "attempts we have made".
Why include the solution? Because what we see as a major problem may be seen as a minor problem by the leader, and there is an information gap between us and the leader. Our proposed 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 to our attempts, the leader will know that we are solving the problem rather than "shifting the problem".
"Problem encountered + current bottleneck + solution" is the 2W1H model, which applies the principle of logical progression. Using deductive reasoning to organize information makes the report concise and logical.
"Categorization" means that when reporting multiple problems, the problems should be presented independently. Different problems should be described separately. This ensures that no problems are overlooked and allows the leader to quickly grasp 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 do not use this classification standard to differentiate.
The principle of "top-down approach" is used when the leader wants to know more specific details. The lower levels of the pyramid structure support the viewpoints of the upper levels. We need to provide additional details about the problems, the causes and consequences of the problems, and the specific implementation steps of 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 needs of those with more influence.
Since we are causing trouble for the leader, we are bound to encounter obstacles. We need to stay 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 suggest alternative solutions 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 workplace veteran, not communicating with the leader, not showcasing oneself, as long as one works diligently and responsibly, the leader will notice. But this will only make you an invisible person. Even good wine needs marketing.
- Seeing the leader as a cat sees a mouse. In fact, we only have a cooperative relationship, coming together temporarily for common interests. We need career advancement, and so does the leader. The leader helps us solve problems because it is necessary for their career advancement.
- The phrase "post-00s reforming the workplace" is popular, as if opposing the leader is the right thing to do, and work seems to be 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 screen them.
Conclusion#
When writing these words, I wonder if I have become more tactful? Have I become more adaptable to society?
It should be that I have become more suited to society.