練習親近互動領導法

許多領導者都會認為最好的領導方式就是讓他的部屬能夠依照他們熟悉的方式來做他們的工作。這樣的領導方法在沒有問題或是沒有障礙下似乎可行，但是多數的情況並非如此。你並非真的了解你的員工，他們也不一定了解你真正的企圖。

這個時候，你可以考慮採用親近領導法。你可以隨時抓張椅子，輕鬆的坐在他身邊，閒話家常，從中探詢他內心的想法。即使是領導在遠方辦公室工作的員工， 你也可以隨時打電話問候，聽聽他們面臨了什麽困難。

你和員工之間的互動，不一定要經由正式安排的會議。

這種親近的互動，能夠讓你和員工之間建立起信任關係。這樣的互信，能夠發揮團隊的工作表現。

Practice Close Interactive Leadership

Many leaders will think that the best way to lead is to let their subordinates do their work in the way they are familiar with. Such leadership seems feasible without problems or obstacles, but in most cases it is not. You don't really know your employees, and they don't necessarily know your real intentions.

At this point, you can consider adopting the approach of close leadership. You can grab a chair at any time, sit beside him easily, gossip about everyday life, and inquire into his inner thoughts. Even if the leader is working in a distant office, you can always call to say hello and hear what difficulties they are facing.

Interaction between you and your employees does not necessarily take place through formally scheduled meetings.

This kind of close interaction can build trust between you and your employees. Such mutual trust can bring the team's performance into full play.

如何展現人性領導？

有效的領導者不僅要關注他們的成就，同時要注意他們自己的領導特質。其中，人性領導是一個重要的特質。

以下的作法，能夠讓你讓部屬閃耀發光，而仍然願意追隨你的領導：

1. 壓抑住你的權力。不要因為你擁有了領導權力，就任意應用它。你可以鼓勵你的部屬作決策，自己設定他們的工作目標，並且擔負起自己的責任。
2. 經常表揚他人。讓人才能夠發光閃耀，對整個組織與對你自己都會有利。你可以協助找出能夠讓員工發揮才能的機會，甚至鼓勵他們的成就超越你自己。
3. 接受別人的成就。若項目發展進行的很順利，將成就歸于部屬，而不要搶功勞。若是項目做的不順利，乃至失敗，自己抗下責任，不歸諉他人。這樣謙沖的態度，能夠確保你的團隊願意繼續支持你。

How to show human leadership?

Effective leaders should pay attention not only to their achievements, but also to their own leadership qualities. Among them, human leadership is an important trait.

The following ways can make your subordinates shine and still be willing to follow your leadership:

1. Suppress your power. Don't use it arbitrarily because you have leadership. You can encourage your subordinates to make decisions, set their own goals and assume their responsibilities.
2. Always praise others. It's good for the whole organization and for yourself to let people shine. You can help identify opportunities for employees to develop their talents and even encourage them to outperform themselves.
3. Accept the achievements of others. If the development of the project goes smoothly, the achievements should be attributed to the subordinates rather than to the merits. If the project does not work well, or even fails, they shoulder the responsibility and do not blame others. Such a modest attitude can ensure that your team is willing to continue to support you.

你必須是能夠兼顧理性與感性的領導者

在如今艱困的經濟局面中，領導者究竟應該是凡事精密、分析力強、以及具有良好組織力的人，或是應該是很關懷他人、有魅力、善於溝通的人？

答案很簡單：你必須是能夠兼顧理性與感性的領導者。

與其將自己定位成某種人格特質的領導者，不如問如今的商業環境里需要什麽樣的領導者。

今天的領導者不僅要能夠傳遞需要有證據支持的信息，同時他也要能夠對這些信息如何被正確接收到具有很好的敏銳度。

成功的領導者不是由於他是理性人格或是感性人格，而是能夠將這兩種人格依據需要，做有效的互補應用。

You have to be a leader who can balance rationality and perception

In today's tough economic situation, should leaders be sophisticated, analytical and well-organized, or caring, charming and communicative?

The answer is simple: you have to be a leader who can balance rationality and perception.

Instead of positioning yourself as a leader with certain personality traits, ask what kind of leader you need in today's business environment.

Today's leaders need not only to be able to convey information that requires evidence, but also to be able to have a good sense of how these messages are correctly received.

Successful leaders are not because they are rational personality or perceptual personality, but because they can effectively complement each other according to their needs.

要成為領導者，開始改變你的行為

要成為領導者，無論是成為企業組織中的領導者，或是朋友圈中有影響力的人，甚至是成為家庭中的家長，你都必須開始改變你的行為。

不改變自己，最壞的現象，就是別人不認為你想要接受他們，願意領導與服務他們。那麼，他們爲什麽要接受你的領導，尊崇你的地位呢？

從現在起，開始建立你的新行為模式：

1. 掌握要改變的主動權。不要等待別人來告訴你應該開始改變你自己，更不能對自己說我沒有能力改變自己。你必須告訴自己你願意改變，也能夠改變。
2. 要有耐心。改變需要時間。但是，你必須抱持正面積極的態度，耐心等待改變的美好果實。然而，要知道你的期待不一定會以你原來想像的形式出現， 過程與條件會調整最後的成果形式。即使如此，你也要抱著感恩的態度來接受。這樣，你會更有動力去迎接下一個挑戰，并享受更多的美好。
3. 接受改變過程中的困難。真正的改變，必須要你做出真正的努力。一旦決定要有改變，開始採取行動，就準備好你會遇到你無法預期到的意外狀況。
4. 避免其他誘惑。許多時候，在你改變與發展的過程中，總會出現其他的誘惑，引導你去分心。你有必要弄清楚自己要達成的目標是什麽，優先次序是什麽，更重要的，是很實際的評估自己究竟有多少能量來承擔多樣的項目。
5. 不要貪心，謹慎維護。一旦你開始看到了初期的成果，不要因此而輕易提高你的急切心理。要知道，後續可能會有各種狀況，會讓你承受不住高限的承擔能力。你只要享受得到小成果、階段的進步，勻稱的繼續做下去 ，這樣可以讓你改變的行動成為你能夠掌握的模式。

To be a leader, start changing your behavior

To be a leader, whether it's a leader in an organization, an influential person in a circle of friends, or even a parent in a family, you have to start changing your behavior.

The worst thing about not changing yourself is that people don't think you want to accept them and are willing to lead and serve them. So why do they accept your leadership and respect your position?

Start building your new behavior model from now on:

1. Take the initiative to change. Don't wait for others to tell you that you should start to change yourself, let alone say to yourself that I can't change myself. You have to tell yourself that you are willing and able to change.
2. Be patient. Change takes time. But you have to be positive and patient and wait for the good results of change. However, it is important to know that your expectations will not necessarily take the form you originally imagined, and that the process and conditions will adjust the final outcome. Even so, you should accept it with gratitude. In this way, you will be more motivated to meet the next challenge and enjoy more.
3. Difficulties in accepting change. Real change requires real effort. Once you decide to make a change, start taking action, and be prepared for unexpected situations that you can't anticipate.
4. Avoid other temptations. Many times, in the process of your change and development, there will always be other temptations to guide you to distraction. It's necessary for you to figure out what your goals are, what your priorities are and, more importantly, how much energy you actually have to undertake a variety of projects.
5. Don't be greedy, be careful. Once you begin to see the initial results, don't easily heighten your eagerness. You know, follow-up may have a variety of situations, will make you unable to withstand the high limit of affordability. You can only enjoy small results, stages of progress, and continue to do it symmetrically, so that you can change your actions into a pattern you can master.

當你成為老闆，先建立你的可信度

要領導一群原來是你的同儕的人，會有一些尷尬與困難。你必須建立起你的權威，有不能讓他們感覺你只是很幸運的獲得職位升遷。

以下的作法能夠讓你比較平順的度過這個時期：

1. 先低調開始。不要一開始就敲鑼打鼓地搞大項目。先找幾項你能夠勝任做主決定的小項目開始，而暫時延宕哪些大項目，一直到你在新的主管職位上有足夠的權威影響力。
2. 主動出現。你可以安排約見你的每一位直屬部下。問他們：“我如何可以支持你更成功？”這個問題不僅能夠顯示出你是他的上級領導，而且可以表示你預備支持他們。
3. 不要只看你自己的團隊。在你的初升為領導主管時，很容易受到你之前的同事的關注點，但是你不要忘記與其他人的聯繫，尤其是你的新老闆。

When you become a boss, build your credibility first

There are some embarrassments and difficulties in leading a group of people who used to be your peers. You have to build your authority, not to let them feel like you're just lucky enough to get a promotion.

The following can help you get through this period more smoothly:

1. Start with a low profile. Don't start with big projects. Start with a few small projects that you can decide on and temporarily delay until you have enough authority in your new executive position.
2. Actively appear. You can arrange an appointment with each of your immediate subordinates. Ask them, "How can I support you to be more successful?" This question not only shows that you are his superior leader, but also shows that you are ready to support them.
3. Don't just look at your own team. When you first become a leader, it's easy to get the attention of your former colleagues, but don't forget to connect with others, especially your new boss.

提高决策效率，不一定要那麼精確

如果可以很直接的做出決策選擇，那就太棒了。然而，當你要在幾個選項中做出優先次序的評估，通常會先讓你搞得精疲力竭。有的時候，保持一些不精確的選擇，會對你的決策判斷效率，比較有幫助。

例如，與其在不同的選項中做出優先排序，不如將他們一起放到一個粗略的分類中，命名為“必須做”、“應該做”、以及“最好去做”。或是，與其設定每個項目的精確完成時間，不如分別列為“現在就完成”、“短期內完成”、或是“未來完成”。

用這種粗略分類方式，你不必耗神在做個別項目之間的優先比較，而可以先將他們先歸類到類似的重要等級中。這樣，可以大幅提高你做決策判斷的效率。

Improving decision-making efficiency does not necessarily require that accuracy

It would be great if you could make a decision directly. However, when you have to prioritize among several options, you are usually exhausted first. Sometimes, keeping some imprecise choices will be helpful to your decision-making and judgment efficiency.

For example, instead of prioritizing among different options, put them together in a rough category and name them "Must Do", "Should Do" and "Best Do". Or, instead of setting the exact completion time for each project, it would be better to list it as "finish now", "finish in a short time" or "finish in the future".

With this rough categorization, you don't have to worry about making priority comparisons between individual projects, but you can categorize them first into similar important levels. In this way, you can greatly improve the efficiency of your decision-making judgment.

做關鍵的權衡決策

大多數重要的決策都是要做出妥協的。你要取得某項利益，就必須做出放棄另外一項權益。

以後，當你必須有衝突的權衡決策，請試著這麼做：

1. 設定界限。決定哪些項目可以搬上檯桌上談判。問自己：“有哪些項目我們絕對不能讓步的？”
2. 平衡時間與利益。問自己可以犧牲哪些短期利益來獲得長期的重要收穫。反之亦然。
3. 評估支持力量。了解哪些人會支持一個特定的想法，而哪些人會反對。有哪些人你可以忽視，而哪些人的支持是你絕對需要的。

Making key trade-offs

Most important decisions have to be compromised. If you want to gain one interest, you must give up another.

Later, when you have to make conflicting trade-offs, try this:

1. Set boundaries. Decide which projects can be moved to the table for negotiation. Ask yourself, "What items are we absolutely unable to move on to?"
2. Balancing time and benefits. Ask yourself what short-term benefits you can sacrifice to achieve important long-term gains. Vice versa.
3. Evaluate support. Know who will support a particular idea and who will oppose it. Who can you ignore and whose support you absolutely need?

精通決斷的藝術

許多做事決斷的老闆，看起來一副欺淩而霸道。但是，遇事退縮的老闆就看起來就是一副窩囊廢的模樣。好的老闆會在這兩者間找到一個平衡點。這不代表說你總是要修飾你的決斷態度。相反的，你應該看情況採用不同的態度。

你的員工可能需要你嚴厲去挑戰他們，以便達成一個艱難的任務。或是，你需要有一些耐心，讓他們自己主動提升上去。你要保持一些彈性。

你必須善用你的EQ情商，去判斷何時應該表現決斷一些，採取激勵或挑戰，而不要悶在心頭；何時又應該保持低調，而不要一味斥責。

Proficiency in the art of decision

Many decisive bosses seem to be bullying and bullying. But the boss who flinches from the situation looks like a mess. A good boss will find a balance between the two. That doesn't mean you always have to polish your decision-making attitude. On the contrary, you should adopt different attitudes depending on the situation.

Your employees may need you to challenge them severely in order to achieve a difficult task. Or, you need some patience and let them take the initiative to improve themselves. You need to be flexible.

You must make good use of your EQ quotient to judge when you should be decisive, take incentives or challenges instead of being bored, and when you should keep a low profile instead of blaming.