It may be a lingering stigma that managers in China are either – depending on your viewpoint – unable to, unwilling to or not enabled to solve problems and make (the right) decisions independently at their organizations.

Certainly there may be cultural implications to the way managers from different origins approach problems, such as negativity around (and thus the barrier for) disclosing “the bad news”, propensity or lack thereof to speak out in meetings, making or defending ones’ point, or the inclination or lack thereof to embrace responsibility for something that may not 100% match with ones’ job description.

Yet there are many organizations operating in China where managers are operating effectively, perfectly well, having learned and adopted effective approaches to solve problems and making decisions day by day.

These managers have been enabled by their organizations to:

  • use methods and tools to solve problems quickly and effectively through proven problem-solving & decision making models,
  • understand, practice and utilize the personal skills and attributes to enhance their efficiency and effectiveness in problem-solving and decision-making,
  • master pro-active approaches to appraise and solve problems through using an array of innovative thinking, systems thinking, quantification and qualification,
  • employ the skills to enhance inter-disciplinary and cross-team communication and teamwork.
  • develop confidence in making and defending their points in teamwork, meetings and presentations.

You can either keep using the costly route to identify “that perfect manager” on the labor market, using expensive head-hunting services and paying premium salaries – with uncertain outcomes -, or tap on your existing labor force in-house and pro-actively enable them to develop towards efficient, effective problem-solving and decision-making.

Remember: good managers are not born, they are made.

Michael Adick
Managing Director, Articulate Ltd.