First private coaching consultation date: March 29, 2026

I. Current Status

Relationship level

There's a "live and let live" relationship with HR leadership; information is shared normally but there's a lack of in-depth interaction. With the April business review approaching, information about the company's next steps is scarce, leaving us in a passive, waiting state.

Working level

The work primarily involves recruitment, with a stable pace. I derive satisfaction from using spare time to summarize and review, extracting methodologies and reusable experiences.

Psychological state

I feel some anxiety and lack of confidence about changing jobs, worrying that leaving without adequate preparation would cause significant emotional turmoil. I prefer to adjust and explore my current environment first, while preparing for the future.

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II. Advantages Analysis

2.1 Characteristics of Talent Distribution

Core Features: Driven by a dual core of strategic thinking and execution.

- Strategic Thinking Area (5 items in the top 10): Learning #1, Thinking #3, Gathering #6, Analysis #7, Ideas #9

→ Skilled at thinking things through, enjoys the learning process itself, and excels at deep thinking and systematic design.

- Execution areas (4 in the top 10): Achievement #2, Coordination #4, Responsibility #8, Discipline #10

→ Skilled at doing things by hand, pursuing high-quality delivery, and relying on structure and processes to improve efficiency.

- Area of ​​Influence (1 item in the top 10): Confidence #5

→ Confident in their own judgment, but their influence stems more from professional competence than persuasive skills.

- Relationship Building Areas (0 items in the top 10): Interpersonal #13, Individual #14

→ More task-oriented than interpersonal-oriented, capable of building deep relationships with a small group of people, but only in a safe environment.

Key Insight: When answering "What was your reaction after reading the report?", immediately and in a structured manner, ask four levels of questions (Will things change? Provide examples to verify, Does the market need it? What should be done about the shortcomings?). This in itself is a demonstration of strategic thinking talent.

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2.2 Working Mode: Think it through → Do it → Build trust

Step 1: Strategic Thinking Stage (Think it through)

Collaborative Talent Development: Analysis (requirement breakdown) → Resource Gathering → Concept (solution design) → Thinking (deep reflection)

This is the stage that Li Rongmei enjoys the most. She doesn't immediately execute a task as soon as she receives it. Instead, she first activates her "strategic thinking engine," thinks through the problem thoroughly, designs a complete solution, and then moves on to the execution stage.

Typical Case: Training System Development

Background: The small company doesn't have the budget to hire external trainers, but the boss wants to train employees to improve their soft skills and hard skills.

1. Needs Analysis: Clearly define the training objectives to cover core themes such as leadership, communication, the 7 habits of highly effective people, and time management, thus identifying the target direction.

2. Resource Gathering: Search the entire internet for suitable content for a one-hour training session for all staff, and integrate high-quality resources from platforms such as the GetApp (e.g., Tuo Buhua's communication course) and Bilibili.

3. Design Solution: Integrate external resources with the company's business scenarios, design interactive elements, case studies, and assessment tools to ensure the content is both theoretical and practical.

4. In-depth thinking: Systematize fragmented training into a complete training camp system, divided into three levels: onboarding training, advanced development, and core positions, named the Silver/Gold/Platinum Training Camps, forming a clear growth path.

Outcome: The training system operated continuously for three to four months, even becoming an important part of the management training for franchise schools. She herself gained a clearer understanding of the knowledge system during this process and also built a good reputation.

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Step Two: Execution Stage (Getting It Done)

Talent Collaboration: Overall Planning (Resource Coordination) → Discipline (Process Establishment) → Accountability (Ensuring Delivery) → Achievement (Results)

Once she has a clear understanding, she immediately switches to execution mode. She doesn't execute blindly, but rather promotes progress in a high-quality and methodical manner, using tools and processes to ensure efficiency and a sense of responsibility to guarantee delivery.

Typical Case: Recruitment Process Management

Li Rongmei initially resisted recruitment, believing it was merely about meeting quotas, being transactional, and lacking in perceived value. However, over the past six months, through recruitment, she has fully leveraged her combined strengths:

- Manage processes with tools: Visualize the recruitment process using schedule groups and spreadsheets, allowing everyone to see at a glance who is interviewing whom and for which positions today.

- Coordinate with all parties in advance: confirm candidate availability, coordinate interviewer availability, arrange venue, and try to make the whole process proceed more smoothly.

- Track data optimization: Analyze recruitment cycles and conversion rates, continuously optimize SOPs, and improve recruitment speed.

- Strictly adhere to procedures: online interviews, in-person interviews, and a veto system to avoid future disputes.

Results: Within six months, I went from resistance to competence and then to a sense of value. I gained a systematic understanding of industry trends and the real situation within the company, successfully recruited suitable talent for the company, and gained recognition by working alongside the business.

Typical Case: Implementation of Performance Schemes

Develop performance plans with the HRD over a period of one year:

- Multi-dimensional design framework: Design a performance framework from multiple dimensions such as business processes, job value, financial perspective, and business revenue.

- Comprehensive risk assessment: Anticipate all possibilities (employee acceptance, data support systems, logical consistency), and continuously patch vulnerabilities.

- Meticulous attention to detail: The amount of bonus and commission for each position must be determined by considering their role, responsibilities, and boundaries.

- Continuous optimization and iteration: If problems are discovered during the implementation process (such as inconsistent revenue definitions), the plan should be adjusted immediately.

Outcome: The performance plan was successfully implemented, and she gained a deeper understanding of the value of her position and the business logic in the process.

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Step 3: Relationship Building (Trust Building)

The driving force: Not "building good relationships," but "getting things done together."

While Lee Young-mi's relationship-building skills aren't in the top 10, she still manages to establish deep trust with a select few. The key is that her motivation isn't "socializing" or "building relationships," but rather "getting things done together."

Typical Case: Building Trust with Business Managers

She developed a deep trust relationship with two business executives, a process that included:

- Physical distance: Sitting close together makes it easy to communicate at any time.

- Deep listening: Understanding the other person's real concerns and needs, not just giving them a superficial response.

- Timely feedback: Rapid response, building reliability

- Professional support: Using analysis and critical thinking to help the other party clarify the problem, and using responsibility and achievement to drive results.

- MBTI Exploration: Using tools like MBTI to help others better understand themselves.

Outcome: Business managers proactively share their achievements and discuss problems with each other, creating a positive interaction.

Key prerequisite: A safe environment is needed. She can only take the first step when she feels the other person is not averse to her and is willing to trust her. Once she senses that the other person is unfriendly to her, it is difficult for her to take the initiative to approach them again (a characteristic of social skills: she tends to be more sensitive).

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2.3 Environmental conditions for leveraging advantages

A fish in water

1. Grant autonomy: Allow for analysis, breakdown, design, and implementation, rather than "Don't overthink it, just do it."

2. Positive feedback loop: Efforts and results are seen and recognized.

3. Alignment of values: Recognizing the value and significance of work.

4. Sense of security: You can express your thoughts without excessive worry about political risks.

Typical scenario: Collaboration with the CEO

Li Rongmei's communication with the CEO went very smoothly because:

- The CEO has strategic thinking and delegates a lot of authority, giving the CEO considerable leeway.

The CEO's love of learning, boundless energy, and broad vision naturally draw her in.

The CEO is not demanding in terms of details, values ​​results more, and encourages "small steps, quick iterations, and rapid trial and error."

In this environment, her qualities are a better match for the CEO, allowing her to fully utilize her abilities.

Feeling difficult environment

1. Demanding blind execution: Suppressing strategic thinking and only requiring people to follow instructions.

2. Requires managing a large number of people: understanding subtle relationships, influencing others, and political maneuvering.

3. Continuous negative feedback: Results are negated or suppressed.

4. Insecurity: The need to constantly observe others' expressions and feelings, and to show vulnerability and ask for help.

Self-awareness: "Why do I seem to be insensitive to this, or rather dull, or why didn't I realize that he might have some other deeper thoughts or needs about this matter? If you don't directly express them, I might just let it go."

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2.4 The “Dark Side” of Talent

Every talent has its dark side. When it is not satisfied, overused, or completely different from the people you are with, it will cause obstacles and conflicts.

Risks of learning talent

- Potentially falling into a "learning trap": constantly learning new knowledge, but lacking focus and in-depth understanding.

- Enjoy the learning process, but may overlook the learning outcomes and practical applications.

- Postponing action because "I haven't learned enough".

Risks of analytical and thinking skills

- May fall into "overthinking": see the essence of the problem clearly, but think too much and act too little.

- In-depth analysis of the predicament actually exacerbates anxiety.

- You need to "think things through" before you can act, and in a rapidly changing environment, you might miss opportunities.

The risks of overconfidence in one's talent

- May appear less flexible and compromising when "managing upwards".

- Trusting one's own judgment may lead to neglecting the feelings and needs of others.

- In the data incident, I trusted my own immediate judgment and didn't communicate with the HR Director immediately.

Risks of responsibility and talent

- May be overly responsible, bearing pressure that is not their own.

- Trying to make amends for mistakes, but if the other party doesn't accept it, it only drains your energy.

- Setting excessively high standards for oneself, believing that "one should know everything and be able to handle everything before reporting to superiors."

Characteristics of interpersonal skills

- They tend to be more sensitive: once they sense that the other person is unfriendly, it's hard for them to take that step again.

- Need for security: A deep relationship can only be built when the other person is not repulsed and is willing to trust you.

- Not good at "pleasing": Doesn't take the initiative to please or cater to the other party.

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III. Dilemma Analysis

3.1 The essence of the predicament: the mismatch between advantages and the environment

Key Insight: You have no problem getting along with the CEO, and you have no problem with training, performance management, and recruitment. The only thing holding you back is your relationship with the HRD.

This indicates that the problem is not with your abilities, but rather that your strengths are severely mismatched with the HRD's management style.

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3.2 Three Reasons for the Dilemma

Reason 1: Style differences (something that needs to be accepted)

Your traits: Strategic thinking + Mindset-oriented; you need space to think, design, and utilize your abilities.

Characteristics of an HRD: Strong influence + controlling + emotional; expects subordinates to "execute feedback according to their pace and requirements," and does not want things to get out of control.

Points of conflict:

You're focused on "getting things done," while he's looking for "control over the process."

You need to "think things through before responding," while he expects "immediate response and feedback."

If you don't respond, he sees it as "disrespect"; if you do respond, he sees it as "challenging his authority."

Typical scenario: Stiffness in communication

When the HRD is emotional, loud, and speaks rapidly, Li Rongmei's mind and body stiffen, and her thoughts go blank. She hates conflict and disharmony, but the HRD is precisely someone whose emotions fluctuate greatly.

She has a strong need for security in communication, but the HRD's communication style makes her feel insecure. She needs to prepare her reports several times in advance, but when the HRD continues to suppress her with her voice, she feels "unable to fight back," and she either remains silent or resists, but resistance only leads to more intense suppression.

The coach advised: This is inherently a difference in style, and it's quite difficult to change. We need to accept the reality that "people are inherently different."

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Reason 2: Lack of consideration (something that can be improved)

The problem: Although we rationally know that "people are all understandable", deep down we may not be able to truly empathize with him.

source:

- Relationship building skills (interpersonal skills #13, individual skills #14) are relatively low, and the ability to genuinely empathize is relatively weak.

More often than not, we try to understand others through "analysis" rather than through "empathy."

When I feel wronged, I focus more on my own emotions and feelings, and think less about the other person's situation.

Inner thought: "As an HR Head, is it really necessary for you to be so petty? Can't you have a bigger perspective?"

This inherent disapproval can be sensed by the other party during subtle interactions, further exacerbating the tension in the relationship.

Areas for improvement: Change your perspective and look at it from the HRD's point of view:

- What problems does he need to solve while sitting in that position?

- What are his current priorities?

What are he responsible for?

- Understanding is not just about him as a person, but about his role, and the impact of your output on that role.

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Reason 3: Insufficient alignment (aspect that can be improved)

Problem: Because of confidence in my abilities and judgment, I didn't align my goals with the HRD's in many details.

Typical scenario: Data events

In the data modification incident, Li Rongmei trusted her own judgment at the time and thought the matter could be handled in this way, without immediately communicating with the HRD. However, the HRD is someone who needs a sense of control, and this "failure to align in time" was seen as "out of control" by him.

Comparison: Communication with the CEO

Li Rongmei communicates smoothly with the CEO because the CEO gives her a sense of security, allowing her to express her thoughts. However, she lacks this sense of security when communicating with the HRD, so she tends to "talk to you less and avoid you."

Areas for improvement:

Every manager hopes that the tasks they assign will be followed up and completed.

- If things are progressing smoothly, provide feedback at the normal timeframe.

- If you encounter a problem, report it to your superiors immediately: What happened? What did I see? What do I plan to do?

- Don't let him find out later.

Key insight: Understanding and alignment go hand in hand. Once you better understand his role, his pressures, and the impact of your output on him, you'll naturally be more mindful of alignment.

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IV. Strategy Recommendations

4.1 Short-term strategy: Adjustments in the current environment

1. Manage expectations and reduce internal friction.

Core message: Accept the reality of "imperfect environmental fit" and don't try to change yourself to adapt to a poor environment.

- Just maintain a professional standard in your work; there's no need to strive for perfection.

- Focus your energy on learning and skills development

- After reviewing the company's performance in April, observe its trajectory before deciding on the next step.

2. Fine-tuning of upward management

Key takeaway: While maintaining your own judgment, give more consideration to the other party's feelings and needs.

Specific actions:

- Regularly and proactively synchronize information to make the HRD feel "in control".

When faced with uncertainty, consult with superiors before taking action to avoid a feeling of being out of control.

- Appropriately showing weakness and asking for help can reduce the sense of threat.

- Prepare your speech in advance, but the key is to "capture the most crucial points" rather than "speak perfectly".

3. Develop empathy

Key takeaway: Understand from the perspective of the HRD's role and situation, not just from the perspective of the person.

Specific actions:

- When you feel wronged, calm down and change your perspective: what things does he have to deal with in that position?

- Understand his priorities, his pressures, and his responsibilities.

- Reduce the emotional drain of wondering "Why is he getting emotional again?"

- Accept the reality that "everyone pursues different things".

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4.2 Medium- to Long-Term Strategy: Finding a More Suitable Environment

Best solution: Find consistency and grow here.

If it is possible in the current environment:

- Relations eased, allowing them to survive self-sufficiently.

- Professional growth and accumulation of more experience

- At the same time, find your own strengths and development direction

This is the best option because changing jobs is inherently risky, and you don't know if things will get worse after you switch.

Secondary option: Adjust your mindset and transition gradually.

In the current environment:

- Adjust your mindset

- Find your own strengths and development direction

- Enhance professional skills and resume presentation

- Gradually transition to find a more suitable direction.

Direction Exploration: HRBP / Organizational Development (OD)

Compatibility: High

The combination of strategic thinking and strong execution skills is ideal for HRBP and OD positions.

Key: Find a better fit in the organizational environment

Key areas to assess during the interview:

- The management style of your direct supervisor (whether they grant you autonomy, whether they are emotionally stable).

- Organizational culture (Does it encourage thinking and innovation?)

- Reporting relationships (avoiding the structural trap of dual reporting)

Exploring Directions: Career Coaching / Strengths Coaching

Compatibility: Medium to High

The combination of learning, analysis, thinking, and concepts is very suitable for coaching work.

Need to be supplemented:

- Relationship building skills (can be developed through deliberate practice)

- Coaching skills and certification (mastered through systematic learning)

- Personal branding (WeChat official account, online communities, case studies)

Recommendation: Explore it as a side hustle first, accumulate case studies and reputation, and then consider whether to transition to a full-time career.

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4.3 Suggestions for Capability Development

1. Develop relationship-building skills

It's not about changing your talents, but about developing your interpersonal skills (#13) and your individual skills (#14).

Specific actions:

- Proactively create a "safe communication environment" (regular one-on-one sessions, honest feedback mechanism).

- Deliberately practice "reading between the lines" (observing the other person's emotions and needs).

- Learn to "show vulnerability and ask for help" (reduce feelings of threat, build connection).

- Improve your understanding and empathy for others through coaching techniques.

2. Managing the overemphasis on "confidence in one's talents"

It's not about abandoning your own judgment, but about being more flexible in your expression.

Specific actions:

- Understand the other person's position and needs before expressing your own ideas.

- Replace "I think we should..." with "We can consider..."

When faced with uncertainty, consult with superiors before taking action.

- Proactively align at key junctures, rather than "acting blindly based on your own judgment".

3. Avoid the "overthinking" trap

Seeing clearly does not guarantee a solution; action is more important than analysis.

Specific actions:

- Set a "thinking deadline" for yourself, and take action when the time is up.

- Replace the "perfect solution" with "small steps, quick progress"

- Accept the reality that "80 points is enough".

Adjust through action, rather than perfecting through thought.

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V. Action Plan and Support Arrangements

5.1 Recent Actions (Next Two Weeks)

Action 1: Strengths Awareness Journal

Objective: To gain a deeper understanding of one's own talents through daily self-awareness.

Specific steps:

- Write or think about something every day (write if you're used to writing, otherwise just think).

- Did you gain any new insights from recording today's events?

- What talents are activated behind emotions?

- Which talents are well utilized, and which talents are suppressed or overutilized?

Expected Outcomes: To gain a clearer understanding of one's strengths and weaknesses, and to be able to consciously utilize strengths and manage weaknesses in daily work.

Awareness journal template (If you would like Mandy's feedback, you can send it to Mandy via WeChat):

On [Date], [Name] noticed and checked in:

1. Over these 10 days, I hope to focus on the following:

My top ten talents:

1. What happened to me today? What did I do? How did I feel (happy, worried, anxious, peaceful, etc.)?

2. Behind these events and feelings, what talents do I feel are being utilized? (This can be combined with point 2: events - feelings - talents)

3. If I understand myself a little bit better than before, what is that about?

4. To whom do I want to express my gratitude and thanks?

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Action 2: HR Professional Competency Gap Assessment

Objective: To assess the current capabilities and areas for improvement in each HR module, in order to prepare for resume optimization and career development.

Specific steps:

- Complete the HR competency analysis forms for each module.

- Assess your ability level in each module

- Mark what you have done and where you hope to improve.

Submit your suggestions to Mandy to discuss professional growth paths.

Expected Outcomes:

- Clearly understand your professional strengths and weaknesses

- Clarify whether the next step is to delve deeper into a specific module or to achieve greater success as an HRBP.

- Provides a foundation for resume optimization (currently, there is a gap between the presentation of resumes and actual experience).

Please fill out the form using the following link.

Li Rongmei's HR Professional Competency IDP

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Action 3: Take coaching courses

Objective: To systematically learn coaching techniques, applicable to interpersonal relationships at work, and to prepare for future coaching side hustles/career transitions.

Specific steps:

- Listen to the coaching courses provided by Mandy (integrated from PCC courses)

- Set a study plan for yourself (utilize your discipline and talent)

- Do exercises while listening

- Practice at work and try to communicate with others using coaching techniques.

- Exchange learning experiences and practical insights with Mandy every week.

Expected Outcomes:

- Master the core skills of coaching techniques

- Enhance your understanding and empathy for others

- Improve interpersonal relationships at work

- Laying the foundation for exploring future coaching directions

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5.2 Pace and Plan for Accompanying the Run

Phase 1: Adjustment and Exploration (April)

Core objective: To adjust mindset and behavior in the current environment while exploring future directions.

Key points for accompanying runners:

- Weekly interaction: You can message Mandy anytime to share work-related events and feelings (no need to wait for a formal consultation).

- Awareness Journal Feedback: Sharing new discoveries from the awareness journal; Mandy helps deepen understanding.

- Management guidance: When interacting with the HRD, promptly review the interaction and adjust strategies accordingly.

April Review and Observations: Focus on the Company's Next Steps and Assess the Remaining Value

milestone:

- Complete HR professional competency gap assessment

- Complete the first phase of the coaching course

- After reviewing the situation in April, determine whether to capitalize on external opportunities.

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Phase Two: Capability Enhancement and Direction Clarification (May)

Core Objectives: Enhance professional skills and resume presentation; clarify next career direction.

Key points for accompanying runners:

- Resume Optimization: Based on competency assessment, optimize resume presentation to highlight core competencies.

- Professional Development: Develop in-depth expertise in a specific HR module, or achieve higher performance as an HRBP.

- Coaching skills practice: Continuously practice in the workplace and accumulate case studies.

- Direction Exploration: Clarifying whether to continue focusing on HRBP/OD or explore coaching opportunities.

milestone:

- Resume optimization is complete, ready to be tested in the market.

- Coaching course main course completed, core skills mastered

- Define your next career direction

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Phase Three: Action and Transformation (June-July)

Core objective: To take action based on the findings of Phase 2 exploration.

Path 1: If you choose to continue focusing on HRBP/OD

- Explore external opportunities and find a more suitable organizational environment.

Interview preparation and review

- Offer Selection and Negotiation

Path Two: If you choose to explore the coaching direction

- Trying out a side hustle: Providing free coaching services to 1-2 friends to build a portfolio of cases.

- Personal branding: WeChat official account, online communities, case studies

- Assess whether to make a full-time career change

Key points for accompanying runners:

- Interview debriefing and guidance (if external opportunities are initiated)

- Coaching case supervision (if exploring coaching directions)

- Key decision support (offer selection, timing of career transition, etc.)

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5.3 Daily Interaction Mechanism

Interactive anytime

- You can message Mandy anytime without waiting for a formal consultation.

- Share events, feelings, and confusions from your work.

Mandy will respond promptly, providing support and advice.

Regular Consultation

- Schedule formal consultations as needed (recommended every 2-4 weeks).

- In-depth discussion of phased issues

- Adjust the accompanying running plan

Monitoring indicators

- Has the relationship with the HRD improved?

- Sense of accomplishment and satisfaction at work

Clarity of future direction

- Enhancement of professional skills

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VI. Message from the Consultant

Rongmei, today's consultation showed me a very clear picture of you:

Your greatest strength lies in the combination of strategic thinking and strong execution. Your ability to both conceive of ideas and execute them is a rare and highly sought-after skill in the HR field.

Your predicament isn't because you're "not good enough," but because of a "mismatch with the environment." The only thing holding you back is your relationship with the HRD, not your abilities. You have no problem getting along with the CEO, and you handle training, performance management, and recruitment without issue, which means the problem isn't with you.

We'll be there together for the rest of the runner-up race:

- Adjust your mindset and behavior in the current environment to reduce internal friction.

- Enhance your professional skills and resume presentation to prepare for the future.

- Explore more suitable career paths, whether it's HRBP/OD or coaching.

- Continuously adjust your strategies during operations to find the path that best suits you.

Remember: No matter how the environment changes, we know what to do. That's the greatest value of our consultation today.

I look forward to accompanying you on this journey and seeing you fully utilize your strengths and achieve your career goals in a more suitable environment.

You've also empowered me in return, allowing me to see the value and significance of coaching. Thank you for your trust!

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Key points for next consultation:

1. Feedback and deepening of awareness journaling

2. A Discussion on the Assessment of HR Professional Competency Gap

3. Reflections and Practices from Coaching Courses

4. Environmental assessment and strategy adjustments following the April inventory.