建立服務支持優先的領導思想

當今領導者面臨的問題有別于過去。無論你是面臨如何滿足相互衝突的需求，或是傳遞困難的資訊，或是處理績效管理工作，你都必須有一套清楚的領導管理思想。

“以服務替代權威領導”就是一個很好的領導思想。

與其認為員工是為你工作，不如認知他們是為了企業而工作，而你的責任是促進公司與員工的關係。所以，與其沉醉在你個人的榮耀，不如將你自己定位為是員工的服務者，幫助他們成功。當你要指派一項工作給某人時，想想這個工作是否可以滿足她個人的興趣，又能夠達到公司的商業目標。當你要給她評論意見時，想想她是否明白如此可以將工作做到最佳化。

成為員工的服務者，也許聽起來不能讓你的領導職銜那麼有力，但是，這樣做可以達到你真正需要的：影響力與成果。

Establish leadership thinking of service support first

Today's leaders are faced with the problem is different from the past. Whether you are facing how to satisfy the conflicting demands, or is difficult to transmit information, or handle performance management work, you must have a clear idea of leadership and management.

"Alternative leadership by service" is a good leadership idea.

As an employee is working for you, as they are for the company and cognitive work, and it is your responsibility to promote the relationship between the company and employees. So, instead of in your personal honor, rather than position yourself as employee services, to help them succeed. When you want to assign a job to subordinate, think about whether the work can satisfy her personal interests, and can also achieve the business objectives. When you want to give her comments, think about whether she can understand so will do the work best.

To service employees, may sound not to let your leadership title so powerful, but it really meet what you need: influence and result.

制定出團隊成員可以共同協作的規範

我們通常會假設團隊中每個成員都知道如何與他人協作，但是多數人都有個人的風格與習慣。例如，有人認為公司規定的9:00上班，其實可以9:15才開始正襟危坐的打開電腦，但是，另外有些特別規矩的人，8:50就開始瀏覽電腦中的郵件，準備好盡早想好要如何處理與回覆。

要避免這些團隊協作上的落差，你必須制定出清楚的規範。這些規範能夠讓你做出集體決策，通知到每個人，讓大家共同遵守。

一開始，你可以先制定最基本的框架，例如彼此應該相互尊重，相互信任，確實執行會議結論，等等。你可以和團隊成員先共同討論，看哪些內容是大家比較關切的，會願意尊重的。然後，你應該定期檢討，對於違反規範的行為，應該提出并制止。然後，你可以進一步關注在企業文化中的一些潛規則，讓大家也認知到。將這些都記錄下來，並且讓新進人員也了解到。

這些規範可以逐步修正，成為團隊作業的紀律，內化到大家的工作習慣中。

Develop specifications for team members to work together

We usually assume that every member of the team knows how to work with others, but most people have their own style and habits. For example, some people think that the company's 9:00 working hours, in fact, can start to sit at 9:15 to open the computer, but there are other special rules, 8:50 began to browse the computer mail, ready to think about how to deal with and reply as soon as possible.

To avoid these gaps in teamwork, you have to develop clear specifications. These rules allow you to make collective decisions, inform everyone, and let everyone follow them together.

At the beginning, you can work out the most basic framework, such as mutual respect, mutual trust, the actual implementation of conference conclusions, and so on. You can discuss with the team members first to see what they are more concerned about and will be willing to respect. Then, you should review regularly, and put forward and stop violations of norms. Then, you can pay more attention to some latent rules in the corporate culture, so that you can also recognize them. Record all of this and let the newcomers know about it.

These norms can be gradually amended to become the discipline of team work, internalized into everyone's work habits.

如何不讓會議失控？

當有人在會議中發言出軌了，很容易讓會議失控。這個時候，你會認為此人是麻煩製造者，而想要制止他。但是，你這個想法也會讓會議更加失控。

要讓會議能夠平順進行，嘗試用以下的技巧：

1. 先定義會議的議題範圍。如果與會人員不能達成對會議議題範圍的共識，那麼每個人就會有不同的解讀。在啟動會議時，你可以這麼說：“就我的了解，今天的會議目的是【XXX】，各位是否有不同的理解？或是，我們必須增加其他的議題？”
2. 在啟動新議題前，稍微中斷一下。為了避免有人對某項已經經過充分討論的議題繼續糾纏，可以請與會人員表示是否應該進入下一個議題的討論。這樣，即使有人還想糾纏，他也會意識到其他人對會議的意圖。
3. 留置下個會議來討論。如果你認為一項議題已經經過充分討論，但是還是有人想要繼續糾纏，那麼，可以請他說明他的意見的相關性。也許，你會理解有些你尚未考慮過的內容；如果如此，則請與會其他人發表其他新的觀點。如果是不相關的，但是也是很重要，那麼，就建議另外啟動一個新的會議來討論。

如何給予有激勵的讚揚？

很少有經理人給予部屬足夠的讚揚，也許是因為它們不知道應該怎麼做。這裡有三招可以讓經理人在讚揚員工時發揮真正的激勵作用：

1. 明確。當你讚揚員工時，只說“謝謝”是遠遠不夠的。你應該明確說出他做出了什麼，並且描述這個成就對公司所帶來的貢獻是什麼。嘗試這麼說：“謝謝你將這個業務簡報做到零缺點，它讓我們在贏得客戶專案上發揮了與競爭對手明顯的優勢差異。”
2. 用行動，而非只用語言給予讚揚。在你給予口頭讚揚後，應該隨之跟進以實際的行動表現出你對他的信任。例如，讓他繼續負責下一場重要的業務簡報，對全體員工發出公開的電子郵件來讚美他的努力與成就，或是，請他指導訓練其他員工。
3. 不要夾帶揶揄調侃的讚美。如果你這樣做，只會讓你的讚揚聽起來像是在挖苦，它會降低你的讚揚的真正價值。

成為更好的領導

如果你的屬下經常和你爭吵，最後誰會被掃地出門？壞老闆對誰都不好。記住這一點，否則你很可能會失敗。

當今的領導，應該有自覺，自我反省，自我管理，並理解員工的需求。 

以下幾招，可以協助你成為更好的領導：

1. 讚美你的明星員工。任何人都需要被肯定，有些人在這方面的需求比別人要強烈。如果你只注意一些問題員工，而忽視表現優秀的員工，你可能因此招來那些確實有傑出貢獻的員工的怨憤。
2. 分享知識。讓你的人站在你這一邊，並且讓他有效工作的方法之一，是在不洩露公司機密的條件下，讓他們知道公司或是你的部門的目標，如何達成，以及其他可以讓大家都成功的策略。你應該讓他們感受到他在公司發展過程中所扮演的角色，他們可以產生的價值與貢獻，讓他感受到被需要。
3. 只開必要性的會議。不開非必要性的定期會議。開會固然可以有機會聽取大家的點子與顧慮，但是如果這樣的會議開個不停，只會浪費大家的時間。並且，如果你經常性的開這樣的會議，你的屬下多半會懷疑會議結果的成效，因此也降低了他們的士氣。
4. 建立信任。如果你希望別人信任你，你必須信任他。讓你的屬下負責更多的責任。相信他可以完成。你必須自制，不要過多的參與細節。但是你可以告訴他，當解決了任務中的一些關鍵問題，或是遇到一時難解的問題時，隨時讓你知道。

Become better leader

If your subordinates often quarrel with you, and who will be out the door? Bad boss isn't good for anyone. Remember this, otherwise you will fail.

Today's leaders should be conscious, self-reflective, self-managing and understanding the needs of their employees.

Here are some tips to help you become a better leader:

1. Praise your star employees. Anyone who needs to be sure, some people demand in this respect than others to strong. If you only pay attention to some problems of employees, while ignoring the performance of outstanding employees, so you might provoke those really outstanding employee grievances.
2. Share knowledge. Let your people on your side, and make it one of effective methods of work, in the confidentiality conditions, let them know the company or goals of your department, how to achieve, and can let everyone know his successful strategy. You should make them feel he has played in the process of the development of the company's role in the value and contribution they can produce, let him feel wanted.
3. Only hold necessary meeting. Stop those not required meetings. Although meeting may have the opportunity to listen to everyone's ideas and concerns, but if such meeting does not resolve problem, will only waste our time. And, if you frequently open such a meeting, your subordinates will probably suspect the results of the meeting, so their morale is reduced.
4. To establish trust. If you want others to trust you, you must trust him. Let your subordinates responsible for more responsibility. You must believe he can finish. Don’t too much involve in details. But you can tell him when to solve some key problems in the task. Let you know when they encounter problem at any time.

讓團隊成員知道彼此的技能

團隊成員不需要就每件事情都先眼對眼的得到共識。但是，當彼此錯誤理解了對方的技能，例如某個人太自抬身價，以為自己是最佳人選，就有可能造成團隊之間的緊張衝突。

以下是平息這種不調和狀態的作法：

1. 對不同觀感要有知覺。要知道人們對於他人的專業都會有一些不同的評價。 你要對這種現象有些敏感度，以避免團隊陷入衝突。
2. 以理性作溝通。當指派一項工作，或是請教某人的意見時，明確的說：“因為你在某某領域的專業知識，我想要請教你的意見。”解釋你的想法，可以讓人感覺受到尊重。
3. 鼓勵大家說出來。當某人被指派一項工作時，鼓勵其他人發表意見，或許有人會認為他自己更適合這個工作。

Let team members know each other's skills

Team members do not need to see eye to eye agreement on everything. However, when one person misunderstands each other's skills, such as a person who is too self - carrying and thinks that he is the best person, it may cause tension between the teams.

The following are the ways to quell the disharmony.

1. To be aware of different perceptions. We need to know that people will have different evaluations of others' professions. You should be sensitive to this phenomenon so as to avoid team conflicts.
2. Communicate by reason. When you assign a job or ask someone's advice, make it clear, "because of your expertise in a certain field, I want to ask your advice." Explaining your thoughts can be respected。
3. Encourage you to say it. When someone is assigned to a job, encourage others to express their opinions, and maybe someone will think that he is more suitable for the job.