在做艱難決定時，保有同情心

當你握有正確的資訊、正確的分析，要在多項選擇中，是可以做出決策。但是，嚴重的問題通常不是非黑即白的，而僅靠工具與技術不一定能夠給你正確的答案。 你同樣必須有同情心。

將你自己處在受你決策而影響的人角度考慮。當你在做決策時，是否真的關切到他人的處境？

Keep your compassion when you make tough decisions

When you have the right information and the right analysis, you can make decisions in multiple choices. However, serious problems are often not black or white, and tools and techniques alone don't always give you the right answers. You must also have compassion.
Think of yourself in the perspective of others when you making decisions?

聘僱有創意的新人

要建立有創意的團隊，企業必須聘僱有經驗、有彈性、情緒穩定、開放心胸，以及有同情心。

在招聘面談時，問一些問題來測驗這些人格特性。

例如，你可以問應征者他對一個問題是否可以提出多個解決方案，然後將這些方案連接在一起，說出故事。

又如，你可以請應征者構想一個新產品，或是說出一個客戶的日常生活會如何使用公司提供的產品，用來了解他是否能夠體貼消費者。

用這些面談所得到的回應，來了解應征者的智商與情商水平。

Hire creative new people

To build creative teams, companies must hire experienced, resilient, emotionally stable, open-minded, and compassionate people.

Ask questions to test these personality traits at the job interview.

During recruitment interviews, ask questions to test these personality traits.

For example, you can ask the candidate whether he can propose multiple solutions to a problem, and then link them together to tell the story.

For example, you can ask a candidates to conceive of a new product, or to say how a customer's daily life will use the products provided by the company to see if he can be considerate of consumers.

Use these responses to understand the applicant's IQ and emotional intelligence levels.

避免對你的直屬部下做細微管理

對部下做細微管理不是你個人的錯，如此可以將授權拆分到最根本之處。然而，作為領導主管，你不需要隨時盯著看你的屬下如何做。

關鍵是你能夠設定出清楚的目標。

如果你希望你的屬下改善客戶滿意度，定義要做到多少以及哪些是客戶滿意度的重要元素。而且，你要設定好限制條件，例如：“在這個預算內達成”，或是“遵循這些政策”，或是“在例外的情況，必須得到我的批准”。

如果沒有設定好這些授權準則，你的屬下可能就會恣意妄為，而讓你陷入麻煩。

但是，你要注意不要設下太多限制。

若是只說“完成合約”，確實太籠統了，但是若是說“我要看到合約上每一條款文字都清楚編輯好”，又太瑣碎了。如此，會浪費大家的時間。

你必須在授權上做出平衡拿捏。

Avoid micro-management of your subordinates

It's not your personal fault to manage subordinates carefully, so you can split the authority to the most basic part. However, as a leader in charge, you don't need to stare at your subordinates at any time.

The key is that you can set clear goals.

If you want your subordinates to improve customer satisfaction, how much to do and what is the definition of customer satisfaction is an important element. Moreover, you have to set limits, for example: "reached within budget", or "follow the policy", or "in exceptional circumstances, must be approved by me".

If you do not set the authorization criteria, your subordinates may be arbitrary, and get you into trouble.

But you should be careful not to put too many restrictions on it.

It's really too general to say only that the contract is finished, but if it's said, "I'm going to see that every clause in the contract is clearly edited," It's too trivial. It's going to waste everybody's time.

You must make just the right balance of the authorization.

應該讓危機消息透明

當企業面對危機時，通常傾向於隱瞞消息，希望沒有人會注意到。然而，愈是隱瞞危機消息，通常就會讓人們愈會注意到危機。當危機浮上水面時，人們反而會誇大危機。

當有人在危機一開始時，就私下獲得了消息，其他後續獲得消息的人，就會懷疑消息的可信度。

如果企業可以公開的承認並且宣佈危機的出現，情況就比較容易受到控制。人們會想，我已經聽說過這事了，因此比較不會那麼陷入恐慌。

The crisis message should be transparent

When companies face a crisis, they tend to hide information, hoping that no one will notice. However, the more you hide the news of a crisis is, the more people will notice it. When the crisis floats, people will exaggerate the crisis.

When someone gets the news in private at the beginning of the crisis, other people who follow up the message will doubt the credibility of the news.

If a company can openly acknowledge and declare the emergence of a crisis, the situation is more easily controlled. People would think I had heard about it, so I wouldn't be in a panic.

幫助你的團隊度過危機

當發生了國家災難，例如遇到大地震、洪災、自殺炸彈、戰爭，等等，都會影響到每個人。這個時候，領導主管有必要穩定情緒，度過困難，要比什麼都更重要。在困難時候，作為領導主管，你應該如何讓團隊成員在困難的時候有正確的態度呢？

1. 不要壓抑你的情緒。壓抑你的情緒對你的情緒是不好的。當我們感到悲哀、痛苦、困惑與生氣時，我們就是很難壓抑住情緒。讓你的團隊成員知道你和他們一樣感到艱難，你們可以因此建立起命運共同體的認同。
2. 建立起心理的安全感。請你的團隊成員說出他們的感受，說出他們的期望。即使你不能實際做到他麼的期待，他們也會知道你關切著他們的感受，感到溫馨。
3. 以彼此幫助來改善困難。恐懼感會讓我們陷入慌亂。在這個時候，彼此關切，彼此幫助，可以讓我們恢復平靜，用穩定的態度來面對困難。

Help your team get through the crisis

When national disasters occur, such as large earthquakes, floods, suicide bombings, wars, and so on, everyone will be affected. At this point, it is more important than anything for the supervisor to calm down and get through the difficulty. In a difficult time, as a leader, how do you get the team members to have a correct attitude when they are difficult?

1. Do not suppress your emotions. It's not good for your emotions to suppress your emotions. When we feel sad, painful, confused and angry, it is hard to suppress our emotions. Let your team members know that you are as difficult as they are, and you can establish the identity of the destiny community.
2. Establish a psychological security. Ask your team members to tell them how they feel and tell their expectations. Even if you can't actually do what you expect, they will know that you are concerned about their feelings and feel warm.
3. To help each other to improve the difficulties. Fear can get us into a panic. At this time, we are concerned with each other and help each other. We can restore calm and face difficulties with a stable attitude.

讓授權更容易

所有的領導主管都會認為他們在做授權，然而他們有太多人做太多事都是親力親為。這些負荷過重的主管應該如何做？

首先，要注意。如果你發現對一件工作習慣拒絕別人參與，這就顯示出你授權的不夠。

你應該擬定出一個作業程序，并讓自己依照這個方式作出授權。如果你必須花時間來解釋這個作業程序，或是老是要回答關於這個作業程序的問題，那麼授權就會無效。授權需要清楚而有效的溝通。

盡可能做到減少會議，以及讓你必須多次回應同一件事。有效的授權是可以讓你用最少的時間處理。你可以和你所信任的團隊成員詢問你的授權做得如何。

如果可以用科技來降低協作的成本，例如使用雲端儲存空間，就不要忽略做這個科技的投資。可以讓授權做得更有效的作法，都是好的投資。

Make authorization easier

All leaders think they are delegating, but too many of them are doing too much. What should these overloaded heads do?

First of all, we should pay attention to it. If you find that you refuse to participate in a work habit, it shows that you are not authorized.

You should develop an operating procedure and allow yourself to delegate it in this way. If you have to spend time explaining this job program, or always answering questions about this program, then authorization will be invalid. Authorization requires clear and effective communication.

Try to reduce the meeting as much as possible, and let you have to respond to the same thing many times. Effective authorization is to allow you to deal with the least time. You can ask your trusted team members how your authorization is done.

If technology can be used to reduce the cost of collaboration, for example, using cloud storage space, do not ignore the investment in this technology. It is good investment to make delegation more effective.

如何讓兩個很不同的團隊可以一起協作？

我們很容易認為同一家公司可以有同樣的文化，分享同樣的價值與同樣的運作模式。但是不同的團隊通常會有不同的工作方式，如此會讓不同的團隊之間的協作會面臨挑戰。

例如，一個團隊可能認為解決衝突的最好作法是集體解決，而另外一個團隊會認為最好是私下協調。

而要讓不同的團隊之間協作，有其他選擇：

1. 採用同一種作法。例如，如果某個團隊習慣私下解決衝突，則可以開始要求在會議中公開的討論。
2. 將兩種作法整合在一起。兩個團隊可以先私下協調彼此的衝突，然後提到比較大的團隊中去協調。
3. 作出妥協。兩個團隊可以自行決定如何協調衝突，而作出妥協是最後的作法，因為這會使每個人都覺得不滿意。

How can two different teams work together?

It is easy to think that the same company can have the same culture, share the same value and the same mode of operation. But different teams usually have different ways of working, which makes the collaboration between different teams challenging.

For example, one team may think that the best solution to a conflict is a collective solution, while the other team would think it better to be in private coordination.

There are other options for working with different teams:

1. Follow the same approach. For example, if a team is used to resolving conflicts privately, it is possible to start asking for public discussions in the meeting.
2. Integrate the two approaches. The two teams can coordinate their conflicts in private and then refer to the larger teams to coordinate.
3. Make a compromise. Two teams can decide how to coordinate conflicts by themselves, and making compromises is the last resort, because it makes everyone feel dissatisfied.

整合客戶回饋與員工回饋系統

多數的公司都會請求客戶對它的產品與服務提供回饋，但是只有少數公司會請同樣地請它的員工做回饋。這樣會失去很多的機會。如果將你的客戶回饋與員工回饋系統整合在一起，尤其是當你的客戶與員工的感受不同時。

所以，當你為客戶：“你遇到的問題解決了嗎？”，也順便問你的員工：“你解決問題了嗎？”，以及：“你是否有足夠解決問題的資源？”將這兩方面的回饋結合在一起，可以讓你更了解你的客戶。領導主管就可以用這樣的資訊來教練員工，並且評估他們所需要的資源與工作方式，並且可以挖掘出潛在的有創新力的員工。

將客戶回饋與員工回饋連接在一起，能夠讓公司有較好的能力來回應快速變化的客戶期望。

Integration of customer feedback and employee feedback system

Most companies ask customers to give feedback on their products and services, but only a few companies ask their employees to give feedback as well. This will lose a lot of opportunities. You can integrate your customer feedback with employee feedback system, especially when your customers and employees feel differently.

So, when you are for the customer, "Have you solved the problem what you have encountered?" And by the way, ask your staff, "Did you solve the problem?" And: "Do you have enough resources to solve the problem?" Combining these two aspects of feedback can give you a better understanding of your customers. Leaders can use such information to instruct employees, assess their resources and work ways, and dig out potential innovative employees.

Connecting customer feedback to employee feedback allows the company to have a better ability to respond to rapidly changing customer expectations.

老闆決策的四要四不要

老闆和普通管理者地位不同，做決定的心理不同，決定產生的影響也大不相同。作為老闆，做決定時應該注意什麼?

我的建議是四要，四不要。先從不要說起。《人物志》一書中有關於君臣關係的一句話：“臣以自任為能，君以用人為能;臣以能言為能，君以能聽為能;臣以能行為能，君以能賞罰為能。所能不同，故能君眾材也。“ 即使我們的古漢語不 好，我們也能大概理解這句話的意思：上面做的事情和下面的不一樣，上面才能領導下面。反之觀察很多老闆的行為，我發現很多人都在做員工可以和應該做的事情，以及在做員工可以和應該做的決定。所以我建議老闆決策的第一個不要就是不要做員工能做的決定。

從決定的角度問員工最怕老闆什麼?我估計員工會說最怕老闆“朝令 夕改”，因為朝令夕改讓他們無所適從。我非常能理解在老闆位置上的我們接收的資訊變化非常快，因而我們的決定也會隨之改變，但我們不得不承認很多決定的改變，並不是因為資訊本身改變了，而是因為我們做決定前沒有充分瞭解本來應該掌握的資訊。考慮到修改決定的雙重成本(一是 大家前面做的都沒有用了，二是員工對老闆的決定不再信任了)，我第二個建議是老闆做決定不要朝令夕改。

什麼最容易讓我們做出錯誤的決定?我猜測是偏聽偏信。偏聽偏信的 原因很多，心理上我們都喜歡聽好聽的，不喜歡聽不同意見。相同意見能讓我們堅定信心，不同意見能讓我們看清楚事情的真相。只有基於全面信 息的決定才會是好的決定，所以我的第三個建議是不要偏聽偏信。

如果我們問員工最看不起什麼樣的老闆?我相信是優柔寡斷的老闆。前面說的是和員工搶做決定的老闆、不停更改決定的老闆和做出錯誤決定的老闆，而該做決定卻不敢、不願、不能、不做決定的老闆是第四種，也應該是最差勁的老闆，因為該做決定時不做決定肯定是錯誤的決定。所以第四個建議是不要優柔寡斷。

老闆決定的四個不要之後是四要

第一個要是決策要果斷。我認為勇氣是老闆這群人和其他人最大的區別(另外一個區別是學習)，像創業、投資、雇傭、裁剪、放棄這樣的決定讓一個企業出生，成長，成熟，而這都不是一般人願意做和敢於做的決定，因為這些決定都伴隨失敗的可能，衝突的煎熬，選擇的痛苦。

第二個要是要算大賬。你做企業的目的可能不是賺錢，但做企業又必須賺錢，用我的一個客戶的話說，企業虧損就是犯罪，因為虧損你就沒有能力回饋員工和客戶了。要賺錢就要算每一個重要決定的賬，看看這個決 定的好處是否大過壞處?老闆的直覺是一個很寶貴的東西，我們一定要利用直覺。但是如果直覺加上算帳的驗證，決定正確的概率就會大很多。

第三個要是要有決策流程。一個精心設計的決策流程讓不同部門，不同思維習慣、不同角度的人對決策都有發言權和提出批評的機會。這樣你做出的決定就會更全面，更客觀，更正確。

第四個要是要做原則決策。原則決策(例如公司的戰略、公司的模式、公司的重大制度、公司的價值觀)只能老闆做，因為別人做不了。有了原 則決策，員工的決策就會容易很多，因為企業裡大部分的決定都是根據原則定的。如果老闆不善於做原則性決策，員工就得事事請教老闆，老闆就不得不花費大量時間做具體的決定，整個公司就會缺乏效率。

老闆的決定通常是大決定，是戰略決定，是原則決定。老闆是否做決定，如何做決定，決定正確與否，極大程度決定了公司其他人的效率和公司的發展。好決策決勝千里，壞決策累死千軍。正因為此，我們需要不 斷提高我們的決策能力。

本文首發於《老闆顧問》，經易中公司授權發 

作者：宋新宇

如何終止無休止的會議？

我們許多人都經歷過無休無止的會議。與其不斷抬頭看時鐘，不如採取行動來控制會議時間。

1. 會前準備。如果你在會議之前就在會議通知單上注明了預備討論的主題與時間分配，安排好報告與討論人員，就可以讓會議進行得比較有秩序。
2. 設定時間限制。如果開會時間延遲了，或是超過的預訂的會議時間，你可以提醒大家注意。例如，你的會議開始時間就比預訂時間遲了才開始，你可以說：“我知道我們已經開始晚了，但是我必須在11:00去會見一個客戶。”
3. 注意會議形勢。如果你已經感覺到會議失控了，或是已經感覺很無趣，可能別人也會有同樣的感覺。你可以提出你對正在進行中的會議的顧慮，看看別人是否也有這樣的想法。你可以說：“我不確定如此討論，我們是否可以達成共識?而我們後面能夠討論其他議題的時間不多了，大家注意到了嗎？”

How to terminate the endless meeting?

Many of us have experienced endless meetings. Instead of looking up at the clock, it's better to take action to control the meeting time.

1. Prepare for the meeting. If you indicate the subject and time allocation of the discussion on the meeting notice, you can make the meeting more orderly.
2. Set time limit. If the meeting time is delayed or exceed the scheduled the meeting time, you can remind everyone to pay attention you. For example, your meeting start later than your reservation, you can say, "I know we are already late, but I have to meet a client at 11:00."
3. Pay attention to the situation of the meeting. If you feel that the meeting is out of control, or that it's already feeling boring, you may have the same feeling. You can raise your concerns about the meeting in progress and see if others have the same idea. You can say: "I'm not sure if such a discussion can be reached. Can we reach a consensus? And we can discuss other topics for a short time. Have you noticed it? "

如果你做了錯誤的決定，快速行動

沒有人喜歡做了錯誤額決定。也許你聘用了錯誤的人，或是你應徵獲聘了一個不適合的工作，或是發表了一個沒有客戶要的產品。當你認知了你錯了，要快速採取行動。

在你的職場發展的過程中，接受失誤，比拖延而浪費時間與資源，要好得多。

想清楚你如何才能做得更好。也許你不能解決全部的問題。

例如，你應聘了一個工作以後，你後悔了，而想要辭職。一旦你做出了行動，就要接受將要面對的後果，並且要思考這樣的情形是否還會發生，是否可以避免？

有的時候，答案是否定的。但是，在其他時候，如果你誠懇的面對自己，你就有機會避免這樣的情況。

想想看你是如何犯錯的，你就可以避免重複犯錯。

If you make a wrong decision, act quickly

No one likes to make a mistake. Perhaps you have hired the wrong person, or you have recruited a job that is not suitable, or published a product without a customer. When you recognize that you are wrong, take action quickly.

It’s better to accept mistakes in your career than to waste time and resources on procrastinating.

Think of how you can do better. Maybe you can't solve all the problems.

For example, after you apply for a job, you regret it and you want to quit. Once you have done the action, you have to accept the consequences that you will face, and think about whether such a situation will happen, and can you avoid it?

In some cases, the answer is negative. But at other times, if you face yourself honestly, you have a chance to avoid such a situation.

Think about how you make a mistake, and you can avoid to repeat the mistake.

提高你的團隊生產力

作為領導主管，你已經知道如何規劃你的計劃，設定工作優先次序，以及安排你的工作。但是，你應該如何幫助你的團隊成員如你一般的有高生產力？

你讓他們感受到你的關切。你可以讓他們知道你的工作，包含你要安排的會議，你回應的郵件，以及你在參與的工作項目，如此，你的團隊成員知道你將要如何領導他們。

幫助他們擬定他們的工作目標，并分析他們要執行這些工作所需要的人力與資源。然後，和他們做一對一的溝通，讓他們知道你的優先次序與期望。

允許他們將不重要的工作授權委託給其他人，或是拿掉一些不重要的工作。

確保所有的會議都有清楚的目的，并且留下你足夠的時間來追蹤工作的執行進度與結果。

Improve your team productivity

As a leader, you already know how to plan, set priorities and arrange your work. But how do you help your team members productive as you do?

You make them feel your concerns. You can let them know your work, including the meetings you want to schedule, the email you respond to, and the work projects you are participating in, so thar your team members will know how you are going to lead them.

Help them set their work goals and analyze the manpower and resources they need to carry out these tasks. Then, communicate with them one by one, so that they can know your priorities and expectations.

Allow them to delegate unimportant work empowerment to others, or take off some unimportant jobs.

Make sure that all meetings have a clear purpose, and leave you enough time to track the progress and results of the work.

如何與同事做政治性對話？

若是同事要和你談一些敏感的辦公室政治，例如，他要你加入他的辦公室內的派系，會令你感到為難。無論你有多麼堅強的觀點，你都不希望忤逆他，引起不必要的誤會。以下的外交作法，能夠讓你有策略的應對這樣的對話：

1. 關注在瞭解學習上。你並不願意去改變你的同事的觀點。因此，你可以將對話作為你對他的想法作為瞭解學習的機會。靜聽，並且以開放的帶著好奇的態度提問。
2. 表現尊重。對你的同事說出的主張表示尊重。你可以這樣說：“我看得出你對這事很關心。”，或是，“看來你對這件事有很深的思考了。”
3. 找出共識。為了避免你們的對話的拉高到緊張的氛圍，你可以看看你們之間有哪些共識之處。避免因為你不同意他，而使他不愉快。
4. 避免觸及政治。如果你察覺你的同事有意談到政治性話題，躲開些，或是試著轉移話題，例如，問候他的家人，或是，請教他健康養生的秘訣。

How to engage in a political dialogue with colleagues?

If a colleague wants to talk to you about some sensitive office politics, for example, he wants you to join the factions in his office, and it will make you feel embarrassed. No matter how strong you have opinions, you do not want to disobey him, causing unnecessary misunderstanding. The following diplomacy will allow you to respond strategically to such a dialogue:

1. Focus on learning. You don't want to change your colleagues' views. Therefore, you can use the dialogue as an opportunity for you to learn about his ideas. Listen quietly and ask questions with an open and curious attitude.
2. Show respect. Respect your colleagues' claims. You can say, "I can see that you are very concerned about it." Or, "It seems that you have a deep thought about it."
3. Find consensus. In order to avoid the tension of your conversation, you can see what common things are between you. Avoid making him unhappy because you disagree with him.
4. Avoid touching politics. If you notice your colleagues are interested in talking about political topics, avoid or try to shift topics, such as greeting their family members, or asking him the secret of healthy regimen.

不一定要創業，也該擁有的創業技能

原文鏈接：不一定要創業，也該擁有的創業技能

創業是一套技能，一種能夠取得和投資的資源，就像取得一家公司的股票或取得知識文憑那樣。我們認為學習產品管理、銷售或行銷等等，這些知識和技能是種資源，但我們仍然不用那種方式去看待創業技能。

現在還沒有辦法衡量創業技能。沒人會在他們的履歷表只寫上「2 年的創業經驗」。如果我們想像一位知識勞工嘗試投資於創業技能，那麼就有清楚的路徑，從做知識工作走向做創業工作。

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獎勵認真學習的員工

許多工作都需要員工發展新的知識與技能。作為一名領導主管，你不需要太擔心那些具有好奇心而願意學習的員工。但是，你還是應該對他們的學習給予獎勵。

當你的員工增加了對公司發展有幫助的知識與技能，給他們更多的挑戰與發展機會。對那些只有他們能夠由足夠的專業知識的人，可以考慮給他們升等，讓他們去訓練指導其他員工也能夠學習到新的能力。

你也可以對那些願意以寫博客文章，分享知識心得的員工給他們適當的獎勵。

Reward employees who study hard

Many jobs require employees to develop new knowledge and skills. As a leader, you don't have to worry too much about those who are curious and willing to learn. But you should reward them for their study.

When your employees increase the knowledge and skills that are helpful to the development of the company, give them more challenges and opportunities for development. For those who get enough professional knowledge, they can be promoted and trained, so that other employees can learn new abilities.

You can also give them appropriate rewards to employees who are willing to write blog articles and share their knowledge.

與遠端團隊協作，要避免發生溝通疲乏

在一起協作而身處異地的協作團隊成員，很容易發生為了保持聯繫，而彼此都用了很大的力量來將需要溝通的信息都電子化，做成電子郵件、或用FB等通信工具一來一往的打字交談。這比直接用語音通話，還要費勁許多，而導致溝通雙方都精疲力盡，也對工作生產力產生了很大的阻礙。

以後，你可以考慮採取以下的做法：

1. 做定期更新，而非做即時的溝通。你們可以約定并設立一個網絡空間，或是電子佈告欄。將所需要委託辦理的工作或是必要的文件，放上去，也將回覆內容放在這裡。
2. 約定網上協作時間。可以雙方約定，每週哪些時段要在網上一起協作，進行交互溝通。在協作時間里，專注討論主題，就像一般的開會議程一般，避免做和主題不相干的聊天。

Work with remote teams to avoid communication fatigue

Team work together and living in different places can easily to keep in touch with each other with email、instant messenger、video conference to share and exchange information and chatting. However, this is more difficult than direct voice calls, which leads to the exhaustion of both sides and a great obstacle to the productivity of the work.

After that, you can consider the following:

1. Make regular updates, not real-time communication. You can make an appointment and set up a cyberspace, or an electronic bulletin board. The work that needs to be entrusted to handle or the necessary document, put up, also put the reply content here.
2. Agreement on the network collaboration time. It can be agreed by both parties to work together and communicate with each other on the Internet. In collaboration time, focus on the topic, like the general meeting agenda, to avoid unrelated chat with the subject.