After stepping into a managerial role, I finally grasped how challenging leadership can be. When I was still an individual contributor, my work revolved around operations execution and data analysis; feed accurate numbers into the model and you get reliable results—data has no emotions. Leading people is entirely different: besides instilling sound work principles and upgrading their skills, I must continuously monitor each person’s emotional state and reactions. Everyone craves respect and understanding, and only in a low-pressure, high-trust environment do they have the greatest chance of excelling.
Now, Two core lieutenants will be pivotal to our eventual localization. Their personalities could not be more different—A is analytical and goal-oriented, while B is empathetic and highly perceptive. After structured training, both have proven to be quick-thinking, dedicated, and loyal. Still, in a large corporation, an “80 out of 100” is not good enough, so I keep searching for ways to elevate both myself and these two rising stars.
The task workflow I teach them is identical: clarify why we do something, define what we must achieve, then design how to get there. Our department has a single guiding principle: within controllable risk, keep improving ourselves, collaborate in a fair, transparent environment, and ensure responsibilities and rewards stay in balance.For the two lieutenants, I use differentiated coaching:
A (Analytical / Goal-Driven)
• Focus areas: advanced data analytics, statistical reasoning, negotiation, and communication.
• Method: “case deconstruction”—I walk through my logic step-by-step alongside hers to expose and fix blind spots quickly.
B (Empathetic / Highly Sensitive)
• Focus areas: emotional insight and stakeholder analysis.
• Method: a “question → feedback” loop to uncover her emotional needs, amplify her strengths, and guide her to view trade-offs through a human lens—turning empathy into a management tool.
Once full localization is achieved, A and B will operate as attack and defense, lead and support—much like co-parents guiding a family. I cannot predict every twist ahead, but I am convinced that when people are placed in the right roles, a team can sustain long-term high performance.
升任主管之後，我才真正體會到領導的難度。過去擔任專員時，我負責業務執行與資料分析，只要把正確的數據輸入模型，就能產生可靠的結果；數據沒有情緒。但「帶人」截然不同——除了傳授正確的工作觀念、協助同仁精進技能，還必須時刻關注他們的情緒變化與反應。畢竟，每個人都渴望被尊重、被理解；在低壓、信任的環境中，他們才能有最高機率把事情做好。
目前，兩位核心幹部未來將成為部門在地化的關鍵推手。兩人個性迥異——A 具備理性、目標導向的特質；B 則感性而敏銳。我經過系統性培訓後，認為她們皆展現出色表現：思路敏捷、敬業且忠誠。然而在大型企業裡，「80 分」遠遠不夠，因此我也持續尋找方法，與她們一道再上層樓。
處理任務的基本流程對兩人一致：先釐清「為何做」、再設定「要達到什麼」、最後設計「如何做」。部門只有一條核心原則：在可控範圍內持續自我提升，並於公平、公正、公開的環境中，透過個人專長協作，最終讓權責與績效對等。
對於兩位幹部，我採取差異化的輔導策略：
A （理性／目標導向）
重點放在高階資料分析、統計推論，以及談判與溝通技巧。我以個案拆解的方式，逐步對照我的思維與她的思維，快速發現並修正盲點。
B （感性／高敏感）
透過「提出問題—回饋問題」的循環，理解她的情感需求，放大其正向特質，引導她以人性視角分析利害關係，並將同理心轉化為管理利器。
待全面在地化完成後，A 與 B 將形成「一攻一守、一主一輔」的互補組合，猶如父母分工教養——缺一不可。我無法預測未來的每一道轉折，但我深信：唯有把人放在對的位置，團隊才能長久高效運行。
