「…每個人的資質、能力都不同。我也可以通過觀察，找出他們每個人的長處，然後想方法創造機會給他們發揮自己的優點，因才而用。」 David繼續說。

　　「還有呢？」范教練好奇地問。

　　「我有今天，其實要感謝許多人的提攜，給了我許多機會。我也可以多鼓勵他們發展，踏出舒適區，接受挑戰，這樣他們才會成長、改變。

　　還有，我覺得如果我不瞭解他們，會很難帶領他們。所以，我可以多關心他們，瞭解他們的家庭背景、興趣嗜好、夢想願景，喜歡甚麼，不喜歡甚麼。這樣可以拉近彼此間的距離。

　　他們都是80後的新生代，都玩Facebook、微博。其實我也有Facebook、微博。如果他們願意，他們可以Add我。但我會尊重他們，不會要求加入。

　　其實他們意見挺多的。不過，卻喜歡自己私底下討論、批評、發牢騷，容易變成負能量。我可以在開會時，多邀請他們發表意見。開始時，可能要點名，讓他們一定要說話。而我要注意聆聽，謝謝他的意見，然後適當回應。他們提的，我未必能完全同意，不過至少他們有機會理解背後的原因，同時知道我重視他們的意見。

　　我也可以定期進行一對一約談，談他們的工作表現。每半年一次，目的是檢查進度，突出他們優秀的一面，尋找改進之處。有哪方面可以多做、少做、開始做、停止做？當然，交流是雙方面的。他們也可以在約談中讓我知道公司或我可以做甚麼，以便能更好地支持他們更有效地工作。」

　　“Everyone’s talents and capabilities are different.  I can also observe each and every single one of my key members, so that I will know their strengths and weaknesses.  And my job is to think of constructive ways to create opportunities for them to realize their full potential.  Different strokes for different folks.” David continued.

　　“And what else?” Coach Michael asked with curiosity.

　　“I have come a long way.  I am grateful that I have got many people giving me support along the way.  They gave me opportunities and opened many doors for me.  It’s my turn to pay forward.  I can encourage my team members to develop, to step out of their comfort zones, to accept challenges, so that they will grow and change.

　　Oh, I also believe that if I do not know my people, I won’t be able to lead them well.  So it’s important that I care more about them, understand their family background, their interests and hobbies, their dreams and vision, what they like and what they dislike.  This would bring us closer together and foster our ties.

　　They are the Generation Y, spending time on Facebook, Twitter and such.  To be honest, I also have accounts in Facebook and Twitter.  If they want, they can choose to add me.  But I will respect them.  I won’t ask them to add me.  The ball is in their court.

　　Actually, they are quite opinionated.  But they prefer to discuss, criticize and complain privately.  That generates negative energy.  I can invite them to voice their views during meetings.  I might have to call out their names in the beginning, just to get them to say something！ I shall listen carefully, thank them for their opinion, and then answer appropriately.  I won’t be able to agree with them completely all the time.  But at least they would have a chance to understand the rationale behind it.  They would know that we value their opinion.

　　I can also have one-on-one talks with them to review their performance.  Once in six months.  The purpose is to check their progress, highlight their achievements and their strengths, and to find ways to improve.  What to do more?  Do less?  Start doing?  And stop doing?  Of course, the interaction is a 2-way process.  They can also take the opportunity to let me know what else the company or I can do to better support them to work more effectively.”