Matthew Pang

I strike a balance between action and analysis. When I am under high time pressure, I lean toward quick decision making and action. However, when I am feeling less pressure I tend to think things through quite carefully and thoroughly. My balanced styles of handling action and analysis, as well as persistence and adaptability, fit well with functions and positions where problems and decisions vary from simple to complex, and from predictable and routine to unexpected and unique. For example, I would be a particularly good fit with project management positions in an organization with a wide array of products or services. Assignments in cross-functional units or teams would also fit me well. My management style varies depending on the employee. I have found that people are different so a one-size fits all style doesn't work. Some people respond to aggressive goals; others don't thrive on pressure. Some people prefer frequent check-ins; others prefer clear direction up front and then giving them space to get their work done. For me, the best approach to management is to switch back and forth between styles. But when I have the downtime, I like to encourage the team to bond. I am one that invests in building a close-knit team that works well together. Of course, this managerial style only pays off in the long run. For more immediate crisis situations, I choose to reassign tasks or pick up the slack myself. I use threats and negative motivation only as a last resort. In terms of what makes me unique, I also go out of my way to make sure I know when my team needs help. I don’t hang around and wait to be called upon by my direct reports - I go to them. That means plenty of informal check-ins, both on the work they’re doing and on their general job satisfaction and mental well-being.