讓你的團隊保持戰鬥力

在當今艱困的經濟形勢下，很不容易讓你的團隊成員維持堅忍的戰鬥力。

以下的領導方式能夠協助你讓團隊成員關注公司發展，並且對公司未來發展感到有責任與參與感：

1. 溝通。沒有什麽比與員工坦誠的溝通，更能夠讓他們去除焦慮與不確定的感覺。你應該告訴他們公司所面臨的形勢，發生了什麽事情，並且告訴他們公司預備如何度過難關。
2. 邀請提供意見。當人們受到邀請來貢獻意見時，他們通常會感到有責任參與解決問題。你可以建立一個論壇，或是召開會議，請員工提出如何協助公司改革的意見。
3. 提升人才能力。如果你現有的員工確實不適任，你可以考慮外聘優秀人才。 做一些策略性的外聘，提升你的組織成員整體能力。

Let your team keep fighting

In today's difficult economic situation, it is not easy for your team members to maintain their fighting capacity.

The following leadership styles can help you focus your team members on the company's development and feel responsible and involved in its future development:

1. Communication. There is nothing more open than communication with employees to remove anxiety and uncertainty. You should tell them what's going on with the company, what's going on, and how the company is going to pull through.
2. Invites comments. When people are invited to contribute their opinions, they usually feel responsible to participate in solving problems. You can set up a forum, or hold a meeting, and ask employees to come up with ideas on how to help the company reform.
3. Enhance the ability of talents. If your employees are really not competent, you can consider hiring outstanding talents. Do some strategic outsourcing to improve the overall capabilities of your organization members.

讓團隊成員被感激

當員工感受到他們有價值，他們會有滿足感，願意更認真工作，并受到激勵而做出最好的績效。作為領導主管，你有責任讓員工感受到被感激。

在對員工說：“謝謝你”之外，你可以用下列作法來增強對他們的感激：

1. 讓他們得到發展。人們需要成長。如果一時無法提供職位升級機會，你可以提供專業的訓練，或是安排有趣的新項目工作，或是讓他們在公司不同部門得到歷練機會。
2. 讓他們參與。提供員工有機會參與公司決策以及解決艱難的問題，這樣他們就可以知道哪些技能對公司的成長是有幫助的。
3. 支持發展團隊精神。鼓勵員工之間發展團隊精神，並且幫助他們消除團隊之間折磨人的官僚作業與行為，並且建立起團隊成員之間在工作之餘的互動關係。

Let team members be appreciated

When employees feel that they are valuable, they will feel satisfied, willing to work more seriously, and be motivated to do the best performance. As a leader, it's your responsibility to make employees feel appreciated.

In addition to saying "Thank you" to employees, you can use the following ways to enhance their gratitude:

1. Let them develop. People need to grow. If you can't offer promotion opportunities at the moment, you can offer professional training, arrange interesting new projects, or give them experience in different departments of the company.
2. Let them participate. Provide employees with the opportunity to participate in company decision-making and solve difficult problems so that they can know which skills are helpful to the growth of the company.
3. Support the development of team spirit. Encourage the development of team spirit among employees, and help them eliminate the torturing bureaucracy and behavior between teams, and establish the interaction between team members after work.

過度樂觀會傷害你的團隊

領導主管通常要表現出對於工作任務的樂觀態度。他的自信，“做得到”的態度可以激勵他人。但是，這樣的自信樂觀的態度也有反面作用。

對於一個實際上很艱難的項目，如果持著過於正面的觀點，可能會讓人們以為不需要做很大的煎熬就可以輕易完成。而且，如果你自己輕忽低估了你的團隊將面臨的問題，反而會讓別人來擔心那些風險。你也可能因此送出了一個錯誤的信息，讓別人誤會以為你做過所有的評估，不會有任何問題。

有經驗的領導主管都知道錯誤通常是難以避免的，而失敗是產生創意的必要代價。

所以，下次與其問你的團隊成員，是否有信心，不如問有多大的困難？讓大家務實的面對可能的挑戰。

Overoptimism hurts your team

Leaders usually show optimism about their work tasks. His self-confidence and "can do" attitude can inspire others. However, such a confident and optimistic attitude also has a negative effect.

For a project that is actually very difficult, if you take a positive view, people may think that it can be easily accomplished without much suffering. Moreover, if you neglect to underestimate the problems your team will face, it will cause others to worry about those risks. You may also send out a wrong message, misleading others into thinking that you have done all the evaluations and that there will be no problem.

Experienced executives know that mistakes are often unavoidable, and failure is a necessary price for creativity.

So next time, instead of asking your team members if they are confident, how difficult is it? Let us face the possible challenges pragmatically.

讓你的虛擬團隊建立信心

在一個傳統的辦公室里要建立團隊成員的自信力，已經是不容易了，但是要讓一個分散在各地的虛擬團隊建立信心，就更不容易了。

但是，即使是你的團隊成員分散在全球各地，如果你能夠採用以下的作法，你仍然能夠讓他們彼此之間建立起信心：

1. 讓他們彼此認識。許多主管會認為團隊成員不需要知道彼此是誰，而仍然可以合作完成工作。這是錯誤的認知。你可以召開電話會議，鼓勵虛擬團隊的成員交談，說發生過哪些事，包含工作上的與私人的事情，建立起彼此的認識與私人情誼。
2. 輪流領導。在辦公室之外，集中式的權力行使不會那麼有效力。讓你分散在各地的團隊成員輪流領導團隊。指定對於某個項目所需要的知識最熟悉的人來領導團隊，有的時候是技術領導，而有的時候是業務領導。

Build confidence in your virtual team

It's not easy to build team members' confidence in a traditional office, but it's even harder to build confidence in a virtual team scattered around the world.

But even if your team members are scattered around the globe, you can still build confidence among them if you can do the following:

1. Let them know each other. Many managers think that team members don't need to know who each other is, but can still work together to get the job done. This is wrong perception. You can hold conference calls to encourage virtual team members to talk about what happened, including work and personal matters, and build mutual understanding and personal friendship.
2. Leadership by turns. Outside the office, centralized exercise of power is less effective. Let your scattered team members take turns leading the team. Designate people who are most familiar with the knowledge required for a project to lead a team, sometimes as technical leaders and sometimes as business leaders.

一個人能同時交代幾個任務？

如果手上只有一件事要做，只能全心全力處理。所有精力集中在一件工作上，很容易就可以把事情做好。

如果分配時間處理多件事情，處理事情得在不同項工作間不斷轉移，每次轉換工作都會失去一些動力，這樣影響到工作效率。工作加愈多下去，會遇到一個臨界點，你必須花相同的力氣處理工作本身和轉換工作的程序，這時的生產力也會暴跌。研究顯示，女性同時處理七件工作時會達到臨界點，男人則是五件。

如果讓員工專注與少量的工作或目標，他們就能很有效率。不過，數量如果太少，有些人會覺得工作內容重複，而且很枯燥，熱情就會漸漸消失，生產力也會隨之下降；如果太多，就會開始出錯。

替團隊成員設定目標和任務時，要避免列出一堆包羅萬象的責任，相反的，你要替團隊成員寫下明確的目標，最多不能超過七個，實際的數量是五個，三個以內又更好，這樣你更可能看到符合期望的結果。

不過從員工的角度來看老闆如何看待自己的能力與績效，若你願意承擔的工作項目太多，則你有很大的風險因不能達成任務，而讓老闆對你失望；但是，同樣的當老闆交付給您的工作項目過少，你也要注意了，老闆也許已經對你“留校察看”了。

How many tasks can a person give at the same time?

If you have only one thing to do, you can only do it wholeheartedly. It's easy to get things done by focusing all your energy on one job.

If you allocate time to deal with many things, you have to transfer between different jobs. Every time you change jobs, you lose some motivation, which affects your work efficiency. The more work you do, the more critical a point you will encounter. You have to do the same with the job itself and the process of changing jobs. Then productivity will plummet. Research shows that women reach a critical point when they handle seven jobs at the same time, while men do five.

Employees can be efficient if they focus on a small amount of work or goals. However, if the number is too small, some people will feel that the work is repetitive and boring, enthusiasm will gradually disappear, productivity will also decline; if too much, it will start to make mistakes.

When setting goals and tasks for team members, avoid listing all-encompassing responsibilities. Instead, you should write down clear goals for team members, not more than seven. The actual number is five, and less than three is better, so you are more likely to see results that meet expectations.

However, from the employee's point of view, how does the employer view his ability and performance? If you are willing to undertake too many work items, you have a great risk of disappointing the employer because you can't achieve the task. However, when the employer delivers too few work items to you, you should also pay attention to that the employer may have "stayed in school to see" you.

不要安排太多優先項目了

過多的壓力、超限的工作，是現在職場上的常有的狀況。大多數的領導者都會感受到他有太多相互衝突的優先項目了。

但是，殊不知通常的情況下，主管承受愈多的工作項目，公司卻賺的愈少。

事實顯示，多數高效經營的公司，只讓主管們專注在具有高報酬的項目上，而不是承擔太陽底下的所有事情。

從現在開始，你不要再到處找更多的機會，而要問自己：“我能夠專注在哪些能夠幫助我公司勝出的好項目？”

你必須明白自己有哪些自己能夠發揮的最優，而別人不具備的能力，然後，你就可以專注在這些你能夠成功的優先次序上。

你應該學習拒絕哪些看來你雖然有能力做，但是並不營養的項目。

Don't make too many priorities

Too much pressure and overwork is a common situation in the workplace. Most leaders will feel that he has too many conflicting priorities.

However, little is known about the fact that under normal circumstances, the more work items a supervisor takes, the less money the company earns.

Facts show that most highly efficient companies only focus on high paid projects rather than assuming everything under the sun.

From now on, you should stop looking for more opportunities, and ask yourself, "what can I concentrate on good projects that can help my company win?"

You have to understand what you have the best you can do, and the abilities that others don't have, and then you can focus on the priorities you can succeed.

You should learn to reject those projects that you seem capable of doing, but are not nutritious.

你被叼擾夠了嗎？

領導不是單兵作戰。領導者隨時都會被一群人圍繞著，批評他的想法、批評他的缺點，以及要求他如何做才對。

要成為一名有效的領導者，你必須有詳實的資訊，以及人們給你誠懇的意見。

因此，光是採取開放態度來接收資訊與意見，已經不夠了。你還要去叼擾別人，請別人盡可能的來叼擾你。

你必須建立這樣開放而信任的文化，讓你的團隊成員知道愈願意叼擾你的人，愈受到你的歡迎。

Are you bothered enough?

Leadership is not a soldier operation. A leader is always surrounded by a group of people who criticize his ideas, his shortcomings and what he is asked to do.

To be an effective leader, you must have detailed information and sincere opinions from people.

Therefore, it is not enough to adopt an open attitude to receive information and opinions. You also have to bother others and invite others to bother you as much as possible.

You have to build such an open and trusting culture so that your team members know that the more willing you are to harass your people, the more popular you are.

如何更有力的支持你的團隊？

員工要完成一項任務，要克服許多的不順利，外在威脅，阻礙。好的老闆會協助他的員工避免遇到這些困難。

如何做？

1. 適時出現。員工通常最困擾的，包含不能及時處置，浪費時間。這包含了員工在等你出席會議，給予指示。不要因為你是重要人物，就有權讓你的員工必須等待你的出現。
2. 不要隨意打斷。找到適當的時間來和員工對話，而不要任意的叫喚集合、或要求員工必須中斷他手上在進行的工作，而以電話或郵件立即回復你突然的要求。
3. 讓他們可以好好辯論一番。不要避免衝突。讓你的員工可以感到放心的相互辯論，甚至向你結辯。如此，他們即使有不同的意見，也會在討論過程中產生新的創意，提高團隊生產力。

How to support your team more effectively?

To accomplish a task, employees should overcome many difficulties, external threats and obstacles. A good boss will help his employees avoid these difficulties.

How to do it?

1. Appear in time. Employees are often the most troubled, including not being able to handle in time and wasting time. This includes staff waiting for you to attend the meeting and giving instructions. Don't let your employees wait for you because you're an important person.
2. Don't interrupt at will. Find the right time to talk to an employee, instead of calling a group at will or asking the employee to interrupt the work he is doing, and immediately respond to your sudden request by phone or email.
3. Let them have a good debate. Don't avoid conflict. Let your employees feel at ease arguing with each other, even with you. In this way, even if they have different opinions, they will generate new ideas and improve team productivity in the process of discussion.

不要當壞老闆

壞老闆會有多種形式顯示，最嚴重的如會在公眾場合駭人的痛斥員工，或是會將他人的工作成果佔為己有。但是，你也要注意以下不那麼顯著的不良行為：

1. 缺乏激勵作為。壞老闆的其中一種行為是看來被動或是一副精神萎靡。要激勵你的員工，你自己必須在工作上充滿能量與熱情。
2. 不作為或是績效低落。當你接受平庸的工作表現，就會讓團隊失去生產力。為自己設定有挑戰力的目標，才不會讓團隊成員無所事事。
3. 沒有方向。軟弱的領導者對未來的發展沒有方向感，不知道要往什麼方向發展，並且沒有計劃。你必須讓你的部屬有清楚的發展路線。

Don't be a bad boss

Bad bosses can be displayed in many ways, most seriously if they scare employees in public, or they will take other people's work as their own. However, you should also pay attention to the following unremarkable bad behaviors:

1.  Lack of motivation. One of the bad behavior of a boss is passive or depressed. To motivate your employees, you must be full of energy and enthusiasm in your work.
2. Inaction or low performance. When you accept mediocre performance, you lose the productivity of the team. Set challenging goals for yourself, so that team members will not be idle.
3. There is no direction. A weak leader has no sense of direction for future development, he doesn't know what direction he wants to go in, and he has no plan. You must have a clear line of development for your subordinates.

幫助團隊成員注意到他們的禮節

身為領導主管，我們都會希望同事與部屬對我們有禮貌。然而，不禮貌的行為仍然經常存在。

以下作法，能夠協助你的團隊成員保有禮貌行為：

1. 召開會議來討論應有的期待。召集你的團隊在一起，公開討論這樣的不禮貌行為，說明你的期待。討論這樣的不禮貌行為如何影響了團隊的觀感，為何會發生這樣的行為？不應該有人會故意這樣做。
2. 要求團隊成員停止不禮貌。有些人可能沒有意識到他的言行會造成他人的負面觀感。要求你的團隊成員看到出現如此的不好行為時，說出來，并解釋這樣的壞行為如何影響了他人。

Help the team members to notice their etiquette

As a leader in leadership, we all hope colleagues and subordinates will be polite to us. However, impolite behavior still exists.

The following ways can help your team members to be polite.

1. Hold a meeting to discuss the expectations. Call your team together and discuss openly such impolite behavior to illustrate your expectations. How does such impolite behavior affect the perception of the team? Why does this happen? No one should do it on purpose.
2. Ask team members were to stop being impolite. Some people may not realize that his words and actions can cause others to feel negative. Ask your team members to speak up when they see such a bad behavior and explain how such bad behavior affects others.

讓員工保持愉快參與的兩個法則

每位領導主管都會希望有專注投入的員工。但是，許多老闆卻沒有盡責促成這樣的狀態發生。

以下的作法能夠贏得你的員工的承諾盡職：

1. 先考慮員工的需求。公平對待員工，讓他們做出符合他們以及公司需求的工作，而非只是符合你個人的需求。支持他們有機會做出傑出表現，並且承擔那些認真負責的員工所發生的失敗的責任。這樣會讓他們在數年之內對你保持忠誠。
2. 進行授權。讓員工有自主權，可以激發他們的動力，做出數倍的工作效能。確保他們的激情可以符合公司發展方向，並且給他們高授權空間，資源，以及指導支持。拿掉可能會阻礙他們發展的障礙，協助他們去克服挑戰。最重要的，永遠讚揚與肯定他們做出的成功表現。

Two rules for keeping employees engaged

Every leader wants dedicated staff. But many bosses are not doing their part to make this happen. 

Here's what you can do to win your employees' commitment to due diligence: 

1. Consider the needs of employees first. Treat your employees fairly and let them do jobs that suit their needs and those of the company, not just your personal needs. Support them to have the opportunity to excel and to take responsibility for the failures of those responsible employees. This will keep them loyal to you for years. 
2. Delegation of authority. Giving employees autonomy can motivate them to work several times more efficiently. Make sure their passion is in line with the direction of the company, and give them a high degree of empowerment, resources, and mentoring support. Remove obstacles that may hinder their development and help them overcome challenges. Above all, always praise and acknowledge their successful performance.

鼓勵不滿的員工

沒有人喜歡領導管理不快樂的員工。他們不太接受激勵，也拒絕作出改變。但是，因此而放棄他們也不是解決之道。以下幾個比較人性的作法可以讓你最憂鬱的員工也走回正軌：

1. 更努力的去激勵他。不要輕易放棄更，更加倍的去努力。和他爸保持正面的對話。給他更高的期待，讓他願意投入努力去改善。
2. 開發他的能力。不要只關注具有高潛力的員工，而冷落了那些低度發展的員工，一樣要給他們有挑戰性的工作。
3. 帶他去用午餐。領導主管通常喜歡與他喜歡的員工在一起，而讓那些不愉快的員工感到被冷落、被排斥了。你一樣要對這些受到冷落的員工，給予足夠的關心。

Disgruntled employees

No one likes to lead unhappy employees. They do not accept incentives and refuse to make changes. However, giving up them is not the solution. Here are some of the more humane ways to make your most melancholy employee return to the right track.

1. Work harder to motivate him. Do not give up more easily, more times to work. Keep a positive conversation with his dad. Give him higher expectations, let him willing to put in efforts to improve.
2. Develop his ability. Do not focus solely on employees with high potential, but neglect those employees who are low in development, and give them challenging jobs as well.
3. Take him to lunch. The leader usually likes to be with his favorite employees, and make the unpleasant employees feel left out and rejected. You should also give enough care to those who are left behind.

記住我們也曾初來乍到

在我們剛進入職場時，也都是公司里最基層的員工。我們當時的工作從幫他人複印，到幫忙倒咖啡，總是聽人使喚，卻不知道為何要做這些工作。

如今，當我們成為企業中的資深人員，在面對年輕人時，卻常常忘記了我們當初的模樣。

將心比心，請尊重新人與他們被指派的工作，無論那些是細微瑣碎的工作，或是涉及大願景的任務。

請向他們解釋為何幫人複印、幫人倒咖啡，對團隊是重要的，並且如此能夠引導他們邁向未來的成功。

請私下給他們誠懇的回饋，讓他們能夠盡快適應工作環境。若是你在公開場合指導他們，或是批評他們，只會於事無補，難以贏得他們對你的尊重，並且會傷害你個人的形象。

Remember that we were first coming

When we first entered the workplace, we were also the most basic employees in the company. We used to copy from others, to help pour coffee, always listen to people, but do not know why to do these jobs.

Nowadays, when we become senior employees in enterprises, we often forget our appearance when facing young people.

Please be respectful, respecting new people and the work they are assigned to, whether they are trivial tasks, or tasks that involve great vision.

Please explain to them why copying and helping people to pour coffee is important to the team and can lead them to the future success.

Please give them sincere feedback so that they can adapt to the working environment as soon as possible. If you guide them in public, or criticize them, it will only make no use of the matter, won't win their respect for you, and will hurt your personal image.

鼓勵你的團隊成員來挑戰你

我們通常沉醉于人們稱頌我們已經相信的價值與作為。但是，只有不一致的、難以達成共識的挑戰，才會促使我們做更有智慧的決策。你是否明確向你的員工闡明你希望聽到有別于你的其他意見？

當人們被鼓勵表達不同的意見，他們通常就會分享更多的資訊，重新考慮假設條件，提出有創意的其他方案，並且警告你的錯誤。

讓你的團隊成員知道，你歡迎他們提出即使會抵觸你的想法的各種不同意見。必要時，你可以安排一位大家都可以信任的人來溝通協調。

Encourage your team to challenge you

We usually indulge in people's praise of the values and actions we believe in. However, only the challenges that are inconsistent and difficult to reach consensus will prompt us to make smarter decisions. Are you clear to your employees that you want to hear something different from you?

When people are encouraged to express different opinions, they usually share more information, reconsider assumptions, propose creative alternatives, and warn you of your mistakes.

Let your team members know that you welcome them to suggest different opinions that will even contradict your ideas. If necessary, you can arrange for a person you can trust to communicate and coordinate.

作為領導主管你必須問的問題

作為一名領導主管，你有必要知道你的團隊成員需要如何做才能夠把工作做好。

所以，為什麼不問問他們？你可以習慣性的經常問他們：“我應該如何幫助你，讓你工作得更有效率？”

你可能因此而得到許多不同的回復，包含他對其他人的抱怨，或是直接批評你的領導風格，並且說你其實做不了什麼。

聽到這些，即使是對你是負面的，不要辯解。你可以先聽，然後開始採取行動。 或許，你會發現與其你直接面對這樣的炮火，不如授權指派一名副手來處理，至少他可以先深入瞭解狀況，收集實際資訊，讓你能夠從容應對。或許，你會因此發現團隊中有不合羣的份子，你必須進一步溝通或是進行再教育。或是，你會發現有些管理政策已經不適宜，必須修正或去除。

總之，保持瞭解你的團隊成員需要你如何支援，是領導中最基本的功課。

As a leader, you have to ask questions

As a leader, you need to know what your team members need to do to get the job done.

So why don't you ask them? You can habitually ask them, "How can I help you and make you work more efficiently?"

You may get a lot of different responses, including his complaints about others, or directly criticize your leadership style, and say you can't actually do anything.

If you hear this, even if it's negative to you, don't explain it. You can listen first and start taking action. Perhaps, you will find that it is better to appoint an aide to deal with the fire that you face directly to such a fire. At least he can get to know the situation and collect the actual information, so that you can cope with it. Perhaps you will find that there are disagreements in the team. You have to communicate more or reeducate. Or, you will find that some management policies are not suitable and must be corrected or removed.

In short, it is the most basic task for leaders to keep an eye on how your team members need your support.

用想像力來做管理

調研數字對於瞭解過去與現在的狀況是很重要的，但是數字也只能告訴你這些。調研數字無法説明你預測未來。許多公司都被無法預測的改變所蒙蔽了，看看GM與Motorola。 

要預見未來，請試著用你的想像力。運用你的直覺，影響力，以及邏輯來決定未來究竟會如何，你的公司應該如何調整，以及主動準備。並且，你應該以假設與演繹來推估可能發生的情境，並且預想你的構想如何可以得到驗證。

Use imagination to manage

Research figures are important for understanding past and present conditions, but numbers can only tell you. Research figures do not show that you predict the future. Many companies have been blinded by unpredictable changes. Look at GM and Motorola.

To foresee the future, try to use your imagination. Use your intuition, influence and logic to decide what the future is going to be, how your company should adjust and take the initiative to prepare. Moreover, you should estimate the possible situation with assumptions and deductions, and anticipate how your ideas can be verified.

好的領導者先建立信任度

當今多數的領導者會強調他們的核心能力、強處，以及優越記錄，但是如果人們不信任你，這一切都不會發生作用。

要贏得人們的信任要讓他們感到窩心。如何做？

1. 用正確的語調。輕聲說話。可以讓人感覺到你和他們是同輩、同階層的夥伴, 表達出你的誠意。
2. 同理心。如果你能夠讓你的部屬感覺到你和他們看到的是相接近的世界，你所展現的不僅是同情心，並且在他們眼中，你們會有共識。如果你要你的同事聽你的而且同意你，你先表現出對他們的同意。
3. 真誠的微笑。微笑具有感染力。當人們看到你笑容燦爛，他們多半也會跟著笑起來。但是虛偽的表情是糊弄不了任何人的。要展現出溫暖，你必須發自內心、真誠的笑。

Good leaders build trust first

Most of today's leaders will emphasize their core competencies, strengths, and superior records, but if people don't trust you, this will not work.

We need to win people's trust to make them feel cozy. How do you do it?

1. Use the correct intonation. Speak in a whisper. You can make people feel that you and them are friends of the same generation and class, and express your sincerity.
2. In the same mind. If you can let your subordinates feel that you and what they see are close to the world, what you show is not only compassionate, but in their eyes, you will have a consensus. If you want your colleagues to listen to you and agree with you, you first show your consent to them.
3. Sincere smile. The smile is infective. When people see you smile brightly, most of them will laugh. But the expression of hypocrisy is not fooling anyone. To show warmth, you must smile from heart to heart.

展現你是個領導者的模樣

一個領導者的形象可以從他在組織中的職位，以及他的聲譽，還有實際的績效表現出來。但是，他的外形模樣也是領導者形象的元素。

如果你希望別人看你有領導者的模樣，請參考下列作法：

1. 感覺自己在指揮著。如果自己感覺是個冒牌貨，別人也會這麼覺得。相反的，相信你自己可以展現自信、熱情、對人充滿愛。
2. 筆直站好。你只要挺直，看起來有朝氣，不要彎腰駝背，看起來一副精神萎靡狀。
3. 莊重穩健。如果你老是搖擺、坐立不安，會讓你感覺你不能控制自己。莊重一些，會讓人對你容易產生信任感。

Show that you are a leader

The image of a leader can be seen from his position in the organization, his reputation, and his actual performance. But his appearance is also an element of the leader's image.

If you want others to see you as a leader, please refer to the following:

1. Feel that you are directing. If they feel like a counterfeit, others will feel that way too. On the contrary, I believe you can show your confidence, enthusiasm and love for people.
2. Stand up straight. You just need to be upright and look energetic. Don't stoop and look like a mental slump.
3. Is solemn and soundness. If you are always swaying and fidgeting, it will make you feel you can't control yourself. Be serious and make people trust you more easily.

當代領導者的成功三大因素

曾任職知名《財星》雜誌，負責調查世界排名的500大企業、提供超過200名CEO管理建議的Roselinde Torres發現，近年來管理職位的人才落差日益趨大，商業模式已經無法比照過去的傳統，她決定辭去工作，專心調查此趨勢的原因，並為21世紀的領導者，統整出三個必須問自己的問題。

當代領導者的成功三大因素

 問題1：你認為你的人生和下一套運行的商業模式，會在什麼時候有轉變？

 沒有人能夠預測這樣的轉變何時發生，但是否有機會轉變則有跡可循。你可以從你近期的代辦事項、平常相處的朋友、和他人談論的話題、正在讀的書或是去旅行的國家裡找到蛛絲馬跡，這些看似毫無關聯的事情，會形成一種影響，讓你做出一個為了迎向未來而下的決定。當代領導者會對身處的環境維持高敏感度，他們不單只是對未來做出反應，還能夠自己塑造自己的未來。

 問題2：你的人際網路是否具有多元性？

 我們通常只和與自己類似的人相處，而成功領導者的關鍵就在於──你是否能和與你完全不同的人相處融洽？這可能是生理、心理、政治、文化或經濟上的差異，若你能夠擁抱這些差異，讓他們願意和你保持聯繫、拓展交友圈，將能提高解決問題的層次、擁有更廣泛的資源，並綜觀每件事的各個面向。

 問題3：你是否夠勇敢，可以拋棄過去讓你成功的習慣？

“隨遇而安，逆來順受”確實能讓你擁有一個安穩的人生，但成功的領導者不會紙上談兵，而會實際去闖一闖。當你有足夠的情緒智商，去忍受他人批判你的想法“太天真”、“太愚笨”的時候，就會出現一群你意想不到的人，他們不屬於你原本的圈子，但因為彼此存在許多不同想法，雙方都會更願意去嘗試那些被認定“愚蠢”的新靈感。

Roselinde Torres, a former well-known Fortune Star magazine investigating 500 top companies in the world and providing management advice to more than 200 CEOs, found that in recent years, the gap between managerial positions has become wider and wider. Business models are no longer comparable to past traditions. She decided to quit her job and focus on investigating the causes of this trend, and put together three questions for leaders in the 21st century. My own problems.

Three main factors for the success of contemporary leaders

Question 1: When do you think your life and the next business model will change?

No one can predict when such a change will occur, but there are signs of whether there is an opportunity for such a change. You can find clues from your recent agency, regular friends, topics you talk to others, books you're reading, or countries you're traveling to. These seemingly unrelated events can have an impact on your decision to move forward in the future. Contemporary leaders are highly sensitive to the environment in which they live. They are not only responsive to the future, but also able to shape their own future.

Question 2: Does your Internet have diversity?

We usually only get along with people like ourselves, and the key to a successful leader is - can you get along well with people who are completely different from you? This may be physical, psychological, political, cultural or economic differences. If you can embrace these differences and make them willing to keep in touch with you and expand their circle of friends, it will improve the level of problem solving, have a wider range of resources, and look at every aspect of everything.

Question 3: Are you brave enough to abandon the habits that made you successful in the past?

"Be at ease with circumstances, and accept adversities" can really make you have a stable life, but successful leaders will not talk on paper, but will actually make a break. When you have enough emotional intelligence to tolerate criticism of your ideas as "naive" and "dumb", there will be a group of unexpected people who are not part of your original circle, but because there are many different ideas, both sides will be more willing to try new inspirations that are considered "dumb".