A leadership style that instills a sense of kneeling in me—learning from their analysis approach.

In 2016, I switched to an internet company, facing daily problems both big and small that I couldn't solve. Once, I asked the design department to create a few diagrams and told them to have them ready before leaving work. But she hadn’t done it yet because the director of another department suddenly assigned urgent tasks.
Frustrated, I went to see the CEO. The CEO asked: "Where do you think the problem lies?" I confidently replied: "Either the design is wrong, or that director is at fault. In any case, the person involved has an issue."
The CEO took out a piece of paper and drew a few lines with a pencil, attributing the responsibility to the company's workflow. She said: "The issue arose because the collaboration process between departments isn’t clear. Instead of blaming someone, we need to establish cross-department cooperation standards, clearly define the process, who is aware of it, who makes decisions, and who is responsible. Solving problems by blaming individuals without addressing the process will lead to similar issues in the future."
That was the first time I felt like kneeling before a leader. Truly capable people look at which part of the process is problematic from a holistic perspective; less capable people only pick at superficial faults.
Why can leaders think of things I don’t? Because leaders see the company as a whole. All employees are their chess pieces, and they want these pieces to work perfectly together to achieve victory. Employees tend to see colleagues as opponents, focusing only on doing their own part well; if others are wrong, they criticize.
A company is a system. Its smooth operation depends on the cooperation of all parts, guiding everyone and everything toward the overall goal. Whether problems can be truly solved depends on whether we view issues from a systemic perspective.
Two stonemasons working on stone: one says he’s doing the best stonework in the village; the other says he’s building a castle with everyone. The second does a better job because he’s thinking about coordinating with other employees and the company’s overall goal.
A company is a system with three elements: elements (employees), relationships (interactions between employees), and goals (the company’s overall objectives). Countless individuals are linked together around a common goal, forming the company system.
When facing problems, it’s best to consider them from a systemic level to find fundamental solutions. Instead of first blaming a particular person (element), look at the other two parts of the system (relationships and goals) to see where the mistake lies.
Efficiency issues are more likely related to coordination problems or unclear goals. Management isn’t about neglecting people but managing relationships. Most company problems stem from coordination, processes, relationships, and systems.
Put yourself in the leader’s position to better see the system, avoiding being misled by surface phenomena, and preventing repeated mistakes.
Even daily problems can be approached systematically. Take out paper and pen, jot down everything related to the issue in your mind, and ask "why" about each element. As you keep questioning and drawing, solutions will naturally emerge.
When anxious, write down "why am I anxious" on paper, list all sources of anxiety in branches, and keep asking "why" for each branch to find their relation to the overall goal. Anything unrelated to the goal should either be modified to participate or be directly eliminated.
Most confusion and anxiety come from actions disconnected from the goal, doing too many marginal efforts. View your development as a system—if something feels off, take out paper and sketch it out. Remember two key points: keep asking "why" to dig to the root; eliminate elements unrelated to the goal.