如何讓團隊運作起來？

多數的領導者知道必須協助團隊訂出工作目標，但是領導者的工作不應只有如此，你必須同時建立起團隊運作的機制。

以下是你必須採取的行動：

1. 角色與責任。每位成員都必須知道他們負責的工作，以及知道如何才能做出貢獻來達到團隊的整體目標。
2. 工作程序。你不需要整理出全部的作業程序文件，但是必須定義出一些基本規則，例如決策、授權與溝通方式。
3. 互動規則。建立起團隊文化。讓大家討論分享價值觀，以及塑造團隊間權力與義務的互動模式。
4. 績效評估機制。你會如何看待團隊成員的績效？定義出評估達成目標的績效辦法，以及未達成目標的後果。

How to make the team work?

Most leaders know that they have to help the team set goals, but the leader's job should not be the only one, you have to set up a team operating mechanism at the same time.

Here are the actions you must take:

1. Roles and responsibilities. Every member must know what they are responsible for and how they can contribute to the overall goals of the team.
2. Work procedure. You don't have to organize all the operating procedures, but you have to define some basic rules, such as decision-making, authorization, and communication.
3. Interaction rules. Build team culture. Let's talk about sharing values and shaping the interactive mode of power and obligation between teams.
4. Performance evaluation mechanism. What do you think of team members' performance? Define performance measures for assessing goals and the consequences of failure to achieve them.

避免團隊陷入分裂

團隊出現分歧，有的時候是有建設性的。但是，作為一名領導者，你必須確保團隊不會因此陷入分裂。如果衝突拖得太久，就可能導致士氣低落，氛圍緊張,並且因此影響到團隊生產力。

你可以用以下的處置方式來避免團隊陷入分裂：

1. 找出衝突的根源。人們衝突的表面狀況通常不是真正的原因。真正的原因通常來自於過去曾經發生的事件所引發的結果。你必須先挖掘出衝突的真正緣由是什麼。
2. 不要選邊站。作為領導者，你如果選邊站，只會加深衝突，引發嗔恨。
3. 嚴斥衝突。申明團隊絕對需要合作，而分化不能被容忍。
4. 建立共識。要求團隊找出他們可以達成共識之處，有哪些共通的目標與作法可以合作完成？
5. 追蹤跟進。你的工作尚未完成。你必須繼續監督情況，並且對任何突發狀況即時作處置。

Avoid teams falling apart

The team is divided, sometimes constructive. But as a leader, you have to make sure that the team will not fall apart. If the conflict drags on too long, it can lead to low morale, tense atmosphere, and therefore affect team productivity.

You can use the following disposal methods to prevent the team from falling apart.

1. Find out the root cause of the conflict. The surface condition of people's conflict is usually not the real reason. The real reason usually comes from the result of events that happened in the past. You must first dig out the real reasons for the conflict.
2. Don't choose side stops. As a leader, if you choose to stand, you will only deepen the conflict and cause hatred.
3. We must rebuke conflicts. Affirming that teamwork is absolutely necessary and that differentiation can not be tolerated.
4. Consensus building. Ask the team to find out what they can agree on and what common goals and practices can be achieved together?
5. Follow up. Your work has not yet been completed. You must continue to monitor the situation and deal with any emergencies immediately.

讓團隊成員專注發展擅長的工作，缺失經常自動消失

團隊成員中，每個人都有專長與缺點。一般人通常都會先檢討自己或是批評他人的缺點，而不是先專注自己的優點，或是先運用他人的專長。

就整個團隊而言，主管通常也會先規劃建立可靠的作業系統與管理制度，以便確保團隊工作的品質。這樣的主管，以防範潛在問題的發生為主要關切點。

然而，當每個人都戰戰兢兢，小心翼翼時，往往就失去了活力，個人與團隊都會出現僵化現象。

相反的，若是我們能夠先欣賞他人的專長，對自己有自信，並注意到個別的缺點但不要批評，彼此信任與互補，則個人與團隊都能夠意氣昂揚，奮發團結。

經驗顯示，經過許多成就的積累後，那些原來存在的缺失，往往會自動減弱，甚至消失了。因為，你們在共同追求成就的過程中，會懂得逐漸改進整自己的缺點。

Let team members focus on developing good work, often missing automatically

Everyone in the team has expertise and weakness. Normally, people first review their own shortcomings or criticize others' shortcomings, instead of focusing on their own strengths or using others' expertise first.

As far as the whole team is concerned, supervisors usually plan to establish reliable operational systems and management systems in order to ensure the quality of team work. Such a supervisor is the main concern to prevent potential problems.

However, when everyone is trembling and cautious, they often lose their vitality, and there will be rigidity between individuals and teams.

On the contrary, if we can first appreciate the expertise of others, have confidence in ourselves, and pay attention to individual shortcomings but do not criticize, trust and complement each other, then individuals and teams can be enthusiastic and united.

Experience shows that, after the accumulation of many achievements, those existing deficiencies tend to weaken or even disappear automatically. Because in your pursuit of achievement, you will gradually improve your shortcomings.

停止團隊內的霸陵行為

在辦公室中，有些人很積極工作來推動成果，而有些則會以威嚇他人來得到他想要的結果。組織無法忍受後者的行為。這樣的霸陵作法，會嚴重影響到團隊的生產力與工作情緒。

以下是正確的領導方式：

1. 面對霸陵行為。召集那些習慣霸陵別人的人，以及受到欺侮的人，密切了解他們之間的互動行為，了解事情發生的原委。確認好大家都知道應該有的工作績效與作業的程序，讓團隊中沒有灰色地帶。
2. 了解真相。多運用外部人脈與其他工具，調查是否確實有霸陵行為的發生，並且查明其產生的衝擊如何。記錄下來，不要總是聽信謠言。
3. 剝奪霸陵者的權力。由於霸陵者多以威嚇作為他獲得成果的手段，有必要讓他的惡劣行為曝光。當你確認了霸陵者后，可以剝奪他的權力，並且讓大家知道，團隊內不會再發生這樣破壞的行為。

Stop the bullying behavior in the team

In the office, some people work very hard to promote results, while others threaten others to get the results they want. The organization can't stand the latter's behavior. Such practices will seriously affect team productivity and work emotions.

The following are the right ways of Leadership:

1. Face the tyrant's mausoleum. Convene those people who are used to mausoleum, and those who are bullied, and keep a close eye on their interactions and understand what happened. Make sure that everyone knows that there should be some job performance and homework procedures, so that there is no grey area in the team.
2. Understand the truth. We should use external contacts and other tools to find out whether there is any occurrence of tyrant behavior and find out the impact. Keep a record and don't always listen to rumors.
3. Take away the power of tyrant. Because of the threat of bullying as a means of achieving results, it is necessary to expose his bad behaviour. When you confirm the ruler, you can deprive him of his power and let everyone know that there will be no such destructive behavior in the team.