以想象自己是老闆來成為領導者

在工作上，我們經常以一個功能部門的觀點來提供意見。換句話說，是用一個有限的角度來向老闆回饋意見。我們會如此做，可能是因為難以獲得更廣泛的資訊，或是自認為關切更多並非我們的工作職責。在某些狀態下，可能用一個比較聚焦而狹窄的觀點，可能是比較合適的。

然而，作為一名領導者，就必須有高層次的視角。領導者必須以所有的角度來深思熟慮，并且必須評估各利害相關人的立場與可能受到的影響。

因此，如果你希望未來能夠升級，成為一名領導者，最好現在就以老闆的立場來思考事情。假設自己就是部門主管，或者甚至是企業所有者，你會考慮到什麼樣的問題或是發展機會？你會向誰詢問以獲得好的回饋意見？

以老闆的角度來思考，并不代表你就會得到所有的答案，但是這樣做可以讓你能夠有更廣闊的思維。

Imagine being a boss to be a leader

At work, we often offer advice from the perspective of a functional department. In other words, give feedback to the boss in a limited perspective. We will do so, perhaps because it is difficult to obtain more extensive information, or that we are concerned that more is not our job responsibility. In some states, it may be appropriate to use a more focused and narrow view.

However, as a leader, there must be a high level of view. The leader must be in all directions to deliberate, and must be closely connected the position of each impact assessment and may have.

So, if you want to be promoted and become a leader in the future, it's better to think about things in the boss's shoes. Suppose you are the head of the Department, or even the owner of the business, what problems or opportunities will you consider? Who would you ask to get good feedback?

Thinking from the boss's point of view doesn't mean you'll get all the answers, but doing so will give you a broader mind.

同時管理好兩種衝突

每個團隊通常都會存在一定的衝突，這不見得是壞事。作為領導者，你要有能力判別出現的緊張狀況是破壞性的還是建設性的，而採取正確的處置。

1. 破壞性的衝突，包含人身攻擊，逃避責任，不跟進工作目標，等等，會破壞團隊的互信，這對團隊工作關係是嚴重的。你要認知問題的本質與原委，進行勸導，告訴他這樣的行為會產生何種長期影響，否則，你就得動用你領導者的權威來解決。
2. 建設性的衝突，通常是團隊成員之間，對於重要的項目或是優先次序，發生了不同的觀點。你應該提出關鍵問題，來讓大家明白真實的狀況，然後協助他們進行討論，達成共識，得到具體的解決方案。

Managing Two Conflicts at the Same Time

It's not necessarily a bad thing that every team usually has some conflict. As a leader, you have to be able to judge whether the tension is destructive or constructive and take the right action.

1. Destructive conflicts, including personal attacks, evasion of responsibility, failure to follow up on work objectives, etc., can destroy team trust, which is serious to team working relationship. You need to understand the nature of the problem and its origin, persuade him about the long-term impact of such behavior, or you have to use the authority of your leader to solve it.
2. Constructive conflicts, usually between team members, have different views on important projects or priorities. You should raise key issues to make people understand the real situation, then help them to discuss, reach consensus and get concrete solutions.

用查核表來交接項目

在這個快速發展的工作環境，成功交接項目是很關鍵的。但是，這也是令人緊張的事。新人能夠充分了解要做什麼嗎？他會依照他的承諾確實完成工作嗎？

當你要將一個項目任務交付給你的同事或是你的屬下時，請用一份查核表來確認彼此都能夠交接清楚，並且註明各工作內容的優先次序，以及所需要的支援內容，包含各項工作的承辦人員，以及負責支援的人員。

有了這樣的項目查核表，你們只需要花不到10分鐘，就可以充分溝通，節省彼此的時間，以及降低誤解的機會。

Handover projects with checklists

Successful handover of projects is critical in this fast-growing working environment. But it's also stressful. Can new people fully understand what to do? Will he actually finish the work according to his promise?

When you are going to hand over a project task to your colleagues or subordinates, use a checklist to confirm that they are able to hand over each other clearly, and to indicate the priorities of each work content, as well as the required support content, including the undertakers of each work, as well as the people responsible for the support.

With such project checklists, you can communicate fully in less than 10 minutes, save each other's time and reduce the chance of misunderstanding.

掌握對話中的幾個重要內容

所有的領導者要能夠做重要的資訊溝通。無論你是採用1對1的對話，或是用小組會議，或是在在演講廳對群眾演講，以下有四個重要內容你必須好好掌握： 

1. 選擇正確的參與人員。你必須設定哪些人是你的關鍵資訊必須傳遞的對象。
2. 安排好對話形式。如果你的資訊特是別敏感，用1對1的形式。如果你的資深經理人都必須知道這個資訊，用小組會議的形式。你必須確保對話進行時，你能夠和所有對話的物件進行眼神的接觸（eye contact）, 以及你最好能夠將正確的資訊作簡報投影。
3. 提供可信而完整的內容。列出你希望在回憶中得到的結果。你必須誠懇的告訴與會者你希望達到什麼目標，並提供完整的資訊。如此，你能夠贏得他們的信任。
4. 要回應。你必須盡可能的回應他人的提問。你最好帶著感情說話。你可以忠實於你自己的價值觀，但是要讓大家明白這個對話不是只是為了你自己，而是關乎著大家。

Mastering several important elements in dialogue

All leaders should be able to communicate important information. Whether you use a one-to-one dialogue, a group meeting, or a public speaking session in a lecture hall, there are four important things you must master:

1. Choose the right participants. You have to set who are your key messages that must be passed on.
2. Arrange dialogue. If your information is not sensitive, use 1 to 1 form. If your senior managers must know this information, use group meetings. You have to make sure that when the conversation is going on, you are able to make eye contact with all the objects you are talking to, and you'd better be able to project the correct information as a briefing.
3. Provide credible and complete content. List the results you want to recall. You must sincerely tell participants what you want to achieve and provide complete information. In this way, you can win their trust.
4.  We need to respond. You must respond to others' questions as much as possible. You'd better speak with emotion. You can be faithful to your own values, but make it clear that the conversation is not about you, but about you.