診斷你的領導力

我們經常要等到生病的時候才會去看醫生。然而，我們也知道對身體作預防性的評估可以改進我們的健康，避免生病，也可以節省醫療費用。

如此的預防性診斷也適用在對領導能力的診斷上。

通常我們都是在遇到領導障礙時，才來尋求教練或是顧問做360度的評估。

然而如果能夠平日就做好評估工作，就不會遇事不知所措，手忙腳亂，也可以因此而節省時間與金錢。

你可以諮詢你身邊的人，問他們你的哪些領導方式可以發揮作用，而哪些是不成的。你要弄清楚你可以滿足哪些他人的期望，而哪些是你做不到的。

對自己的領導能力做一個全盤的了解，可以讓你自己有自覺如何可以扮演好領導者的角色，知道自己可以如何調整作法。

Diagnose your leadership

We often wait until we are ill to see a doctor. However, we also know that preventive assessment of the body can improve our health, avoid illness and save medical expenses.

Such preventive diagnosis also applies to the diagnosis of leadership.

Usually when we encounter leadership obstacles, we seek a 360 degree evaluation from a coach or consultant.

However, if we can do a good job of evaluation on weekdays, we will not be overwhelmed and in a hurry, and thus save time and money.

You can consult the people around you and ask them which leadership styles you can use and which ones you can't. You need to figure out what other people's expectations you can meet and what you can't.

A comprehensive understanding of your leadership skills will give you a sense of how you can play a leading role and how you can adjust your approach.

讓工作像是在打電腦遊戲般的有趣

不會有任何主管會說：“讓我們的辦公室很無聊。”但是，多數的辦公室確實如此。

要讓辦公室有更多的歡笑與興奮氛圍，你可以將工作設計成類似在打電腦遊戲。這表示改變工作成為可以讓人高度專注，有許多緊急必須限時完成的目標。

你可以將一個原來要用6個月完成的工作項目，調整成為每週的工作目標，或是切割為10 ~ 20段必須循序完成的任務，就類似在電腦遊戲中打通關一般。每完成一關，就會得到一定的獎勵。你要鼓勵團隊成員做好如何成功闖關的計劃與技巧，並且要求他們切實完成。如此，團隊成員會竭盡巧思，發揮創意，並且團結合作，奮力達成任務。如此，整個工作項目進行起來，就類似在打電腦遊戲一般的刺激、有樂趣。

Make work like fun playing computer games

No supervisor will say, "let our office be boring." But that's true in most offices.

In order for the office to have more laughter and excitement, you can design your work to be similar to playing computer games. This means changing jobs to become highly focused, and there are many urgent, time bound goals.

You can adjust a work project that you have to finish in 6 months, adjust it to a weekly work goal, or cut the tasks that must be done in a sequence of 10 to 20, similar to that in a computer game. Every pass will be rewarded. You should encourage team members to do well in planning and skills for successful entry, and ask them to accomplish them effectively. In this way, team members will try their best to create ideas and work together to achieve their goals. In this way, the whole work project is similar to stimulating and having fun in playing computer games.

團隊需要的四件要務

無論你的團隊是大的或是小的，無論團隊目的是什麼，都需要4件要務來成功。

身為領導者，你的工作就是協助你的團隊建立起這4件要務，並且能夠堅守住：

1. 有意義的共同目的。多數的團隊都會對上級的委任要求任務負責。但是，如果要他們更成功，團隊成員應該發展出他們自己想要擁有的理想與目的。
2. 有明確的績效目標。擬定出可以量化衡量的績效目標，並且強調期限的緊迫性，可以激勵團隊成員。有可以分享的共同績效目標，可以激發出團隊的合作，而非各自對職位抬頭來競爭。
3. 對如何完成工作作出承諾。在開始發動工作時，讓每個人同意誰會做哪一件工作，每個人會如何限期完成他的工作，大家會如何檢討進度，並且如何修改相關的決定。
4. 相互負責。你無法強迫每個人都是可靠的，都有足夠的承諾。只有每個人自己同意接受團隊的共同目標，他們才會相互負責，而非只對老闆一人負責。

Four priorities for the team

Whether your team is large or small, regardless of the purpose of the team, it needs four priorities to succeed.

As a leader, your job is to help your team build up these four priorities and stick to them.

1. Meaningful common purpose. Most teams are accountable for the tasks required by their superiors. However, if they are to be more successful, team members should develop the ideals and goals they want to have.
2. Have clear performance objectives. Developing quantifiable performance goals and emphasizing the urgency of deadlines can motivate team members. Shared common performance goals can stimulate teamwork rather than competition for positions.
3. Make a commitment to how to complete the work. At the start of the work, let everyone agree who will do what work, how each person will complete his work within the deadline, how everyone will review the progress, and how to modify the relevant decisions.
4. Mutual responsibility. You can't force everyone to be reliable and have enough commitment. Only when everyone agrees to accept the common goals of the team will they be responsible to each other, not to the boss alone.

將你的項目負擔分攤出去

如果你正在承擔必須承擔項目成敗的責任，例如你是專案經理或是部門主管，通常你就被視為要對整個項目的成敗負起完全責任。你的壓力會很高。

你會關注項目的進度以及所遭遇的障礙。但是，如果你的團隊員工做得不夠仔細，你就傾向于整天追究一些芝麻細節。如此，你的壓力會高到不可想象，並且是沒有必要的。

你可以嘗試改為開放的作法。例如，將專案的分項進度圖，以及計劃完成的數字，以及各分項的負責人姓名，都寫在辦公室的白板上。然後，在週會上，讓各組負責人報告，並且共同討論。如此，則會讓一些在陰影下的問題浮現，尤其是大家都知道已經出現的問題。

持續的這樣做，就可以讓必須解決也有能力解決問題的人都參與進來，同時也減少了你的壓力。

Share the burden of your project

If you are responsible for the success or failure of the project, for example, you are a project manager or a department manager, you are usually considered to be fully responsible for the success or failure of the entire project. Your pressure will be very high.

You will be concerned about the progress of the project and the obstacles encountered. However, if your team members are not careful enough, you will be inclined to look for details of sesame seeds all day long. In this way, your pressure will be too high to be imagined and unnecessary.

You can try to change to an open approach. For example, the progress chart of the project, the number of plans completed, and the names of the responsible persons of each sub item are written on the whiteboard of the office. Then, at the weekly meeting, let each group leader report and discuss together. In this way, some problems will arise in the shadow, especially when we all know the problems that have arose.

Continuing to do so will help people who have to solve and have the ability to solve problems, and at the same time reduce your stress.

用人盯人來確保項目進度

身為項目主管，你的工作是確保項目進度符合項目計劃安排。但是，你不需要自己來做這件事。你可以用人盯人來確保項目的各項工作都能妥善完成。

當某人完成了一個項目動作，請團隊里的其他人來檢查其結果。這不需要做詳細深入的分析，只是很快的看看，確認這個人沒有忽略或是誤會任何事。

這個理想的檢查員最好是需要用這個結果來接續後續的工作。這不是績效評估工作，只是一名團隊員工檢查另一名同事的工作結果。

Man-to-man to ensure project progress

As a project leader, your job is to ensure that the project schedule is in line with the project plan. But you don't have to do it yourself. You can use man to person to ensure that the work of the project can be properly completed.

When someone completes a project action, ask other people in the team to check the result. This does not require detailed and in-depth analysis. It is only a quick look to confirm that the person has not neglected or misunderstood anything.

This ideal inspector is best to use this result to continue the follow-up work. This is not a performance appraisal. It's just a team employee checking the results of another colleague's work.

在蕭條時期，如何成為好的領導者？

在蕭條時期，需要付出更多的關注來獲得可以接受的成績。但是，員工不僅要業績，也期待你是好的領導者。如何做？

1. 開放並且誠實。在可能的範圍內，盡可能的將資訊公開分享給員工。即使沒有公司已經做成結論，你也要和員工保持對話。你要讓員工有空間可以討論公司發生了什麼事情，並且讓他們提問。
2. 鼓勵與激勵。你不要以為員工會感激在蕭條時期仍然保有工作。你應該表現出你對他們在蕭條時期付出的努力的感激。你應該給他們正面的回饋，並且在可能的範圍內，給他們支持。
3. 提供訓練與發展安排。這些對於你的公司的長期發展是很好的投資，並且讓員工知道你對於他們的長期安排是很關心的。

How to be a good leader in a depression?

In a recession, more attention is needed to achieve acceptable results. However, employees not only need performance, but also expect you to be a good leader. How to do it?

1. Open and honest. To the extent possible, share information publicly to employees as much as possible. Even if no company has come to a conclusion, you need to keep a conversation with your employees. You need to give employees space to discuss what's going on in the company and ask them questions.
2. Encouragement and Inspiration. Don't assume that employees are grateful that they still have jobs during the recession. You should show your appreciation for their efforts during the depression. You should give them positive feedback and, to the extent possible, support them.
3. Provide training and development arrangements. These are good investments in your company's long-term development, and let employees know that you are very concerned about their long-term arrangements.

在經營艱環境艱困的時候，做好領導者

企業經營總是有up and down, 有的是環境因素，不是個人或個別公司容易改變的。 

在經營低潮時，如何領導你的團隊？ 

1. 以開放與誠信的態度面對。盡可能分享你所知道的資訊。即使你沒有得到確認的資訊，也盡可能讓你的員工提問，並參與討論。
2. 感激與回應。不要認為你的員工只想消極的保住工作，他們也期待能夠共同參與解決公司的問題。對員工在此艱難時刻而加倍的努力，表現出你的感謝。要及時回應，並給予他們需要的支援。
3. 培訓與發展。提供員工培訓，不僅可以強化員工在艱困時期有更好的應變能力，並且是個具有良好回報的長期投資，也有助於員工長期的職業成長發展。

Do a good job as a leader when the management is difficult and the environment is difficult.

Business operations are always up and down, some are environmental factors, not easy to change by individuals or individual companies.  

How do you lead your team in a downturn?  

1. Face it openly and honestly. Share as much information as you can. Even if you don't have confirmed information, try to get your employees to ask questions and participate in discussions.
2. Appreciation and response. Don't assume that your employees just want to keep working negatively. They also expect to be able to work together to solve the company's problems. Thank your employees for redoubling their efforts in this difficult time. They should respond in a timely manner and give them the support they need.
3. Training and development. Providing employee training can not only strengthen the employee's ability to respond better in difficult times, but also be a long-term investment with good returns, and help the employee's long-term career growth and development.

三步驟停止團隊爭吵

在團隊中工作經常令人有挫折感，尤其是要面臨團隊中各成員無休止的衝突，有些甚至導致個人之間曠日費時的爭鬥。

下次當你的團隊成員又開始要口水之戰時，你可以用以下三步驟來終止他們的爭鬥，並恢復到正常的工作：

1. 儘早介入。你愈早介入愈好。一旦情緒被激化，一個簡單的不合意很快就會在幾秒內轉化為嚴重的衝突。
2. 關注在團隊模式。讓爭議各方回到一些他們既有的，可以做到的，並且可以同意的團隊模式上。用團隊模式來引導大家的行為，讓大家找到可以達成共識的基礎。
3. 建立可以分享的協議。要達成協議，讓大家可以徹底討論。儘量避免只達到最小公分母的解決方案，而要找到一個可以讓雙方都有興趣去做的方案。

Three steps to stop the team quarrel

Working in a team is often frustrating, especially in the face of endless conflicts among the members of the team, and some even lead to a time-consuming struggle between individuals.

Next time, when your team members start to fight again, you can use the following three steps to end their fight and return to normal work.

1. Get involved as early as possible. The sooner you get involved, the better. Once the emotion is intensified, a simple disagreement will soon turn into a serious conflict in a few seconds.
2. Focus on the team model. Let all the parties in dispute return to some team models that they already have, can do and agree. Use team mode to guide your behavior, so that you can find the foundation that can reach a consensus.
3. Establish an agreement that can be shared. To reach an agreement, you can discuss it thoroughly. Try to avoid only achieving the solution of the smallest common denominator, and find a solution that can both parties be interested in doing.

理性應對工作倫理衝突

 

在職場中，經常會與同事間發生對於是否必須調整公司商品價格、是否必須停止某個研發專案、或是對於某人的績效評比看法有差異，等等之類的歧見。這個時候，你很容易將彼此之間的工作倫理關係放入考慮，深怕因為過度堅持己見而影響了同事情誼。 

這樣的過度關注工作倫理的動機，經常妨礙了理性做出正確的抉擇。

以下，是正確的應對工作倫理衝突的作法：

1. 將爭議看成是商務議題。將你的主張和同事的主張，都看成是一個正常的商務議題。你應該將支持你主張的輔助細節充分提出來，針對他所關切的內容妥善的解釋清楚。你也可以要求他用同樣的態度與作法來應對。
2. 將處理爭議當做是你工作中的一部分。過度關注“和諧的工作關係”，會妨礙“真實的工作”。將目標與事實厘清，思索清楚，並採取正確行動是每個人工作的一部分。
3. 做你自己。不要假設你必須挑起衝突、你必須提高爭議的緊張狀態、或是你必須有勇氣來面對工作倫理衝突。同樣的，你也無須逃避它。用最適宜你的風格理性的處理。

不能理性處理工作倫理衝突，不能成為專業的職業經理人。

Rational response to work ethic conflict

In the workplace, there are often differences with colleagues about whether the price of a company must be adjusted, whether a R & D project must be stopped, or the performance evaluation of someone is different, and so on. At this time, it is easy for you to put your work ethic relationship into consideration, for fear of overly insisting on your own opinions will affect your colleagues' friendship.

Such excessive attention to the motivation of work ethic often hampers rational decision making.

The following is the correct way to deal with the work ethic conflict.

1. Regard the dispute as a business issue. Think of your ideas and your colleagues' opinions as a normal business issue. You should give full details of the supporting details that you support and explain clearly what he is concerned about. You can also ask him to respond with the same attitude and practice.
2. Treat disputes as part of your work. Excessive attention to "harmonious working relationship" will hamper "real work". Clarifying goals and facts, thinking clearly and taking the right actions are part of everyone's work.
3. Do yourself. Do not assume that you must stir up conflict, you must raise the tension of controversy, or you must have the courage to face the ethical conflict of work. In the same way, you don't have to escape it. Use the most appropriate handling of your style.

We can not handle the conflict of work ethic rationally, and can not become a professional professional manager.

解決團隊衝突攻略

團隊發生衝突，不一定會是壞事，處理得好也可以成為建設性的！

但是，如果你漠視團隊的衝突事件，並且延宕處理，則團隊衝突可能影響到團隊士氣，降低團隊生產力，甚至更嚴重。

以下是解決團隊衝突的5步驟：

1. 事出有因，找出來。表面上出現的衝突事端，一般不是根本原因，而是積累產生的。先把根本問題找出來。
2. 不要選邊站。作為領導者，選邊站只會深化衝突，並引發對你的忿恨。
3. 化解紛爭。宣揚合作才是解決問題的途徑，而不合作是絕對不能被容忍的。
4. 求同存異，逐步化解歧義。先找到雙方有共識之處，要求雙方在這共同的基礎上建立合作，並請雙方尊重對方的觀點；在合作過程中，逐步找到衝突解決之道。
5. 繼續跟進。你的工作還沒有結束，繼續觀察，並及時解決餘留的問題。

Solving team conflict strategy

Team conflict is not necessarily a bad thing. Good handling can also be constructive.

However, if you ignore team conflict and delay, team conflict may affect team morale, reduce team productivity, and even more serious.

The following are the 5 steps to solve team conflict:

1. Find out causes. The conflict incidents on the surface are usually not the root causes, but rather the accumulation. Find out the fundamental problem first.
2. Don’t choose side. As a leader, the election side will only deepen conflicts and cause resentment against you.
3. Dissolve the dispute. Publicize cooperation is the way to solve the problem, and no cooperation can not be tolerated.
4. Seek common ground and save differences, gradually dissolve the ambiguity. We first find the common sense of both sides, and ask both sides to establish cooperation on the basis of this common basis, and invite both sides to respect each other's views; in the process of cooperation, we will gradually find the solution to the conflict.
5. Continue to follow up. Your work is not over yet. Continue to observe and solve the remaining problems in time.