以長遠的眼光看正在升高的衝突

當你身處爭論之中，你很容易關注在自己的感覺與觀點。但是，如此做只會更難解決爭論。

從心理學來說，人們通常只能在脫離自己當下的感覺，而處於較遠的位置，以長遠的眼光來看當下的爭論，才能夠做出比較理智的判斷，與獲得較好的策略。

下次，當你要不同意一位同事的主張時，試著用第三者的眼光來看你所面對的爭論。一個局外人會如何說你所面對的爭論？或是，你會如何想象在一周、一個月、一年后，你會覺得如何？

用未來的觀點可以讓你暫時離開正充滿負面情緒的當下，並且可以讓你看到將來的結果。了解自己將來可能不會如此在乎現在的爭論，可以幫助你平息情緒，而且妥善處理你的對話。

Look at the rising conflict in the long run

When you're in an argument, you tend to focus on your own feelings and opinions. But doing so is only more difficult to resolve.

From the psychology, people usually only from your present feeling, but in a remote location, in the long term the current debate, to be able to make more rational judgments, and get a better strategy.

Next time, when you don't agree with a colleague's claim, try to use the third point of view you faced controversy. An outsider might say you faced controversy? Or, how would you imagine in a week, a month, a year later, how do you feel?

With a view on the future can let you leave is full of negative emotions of the moment, and you can see the future results. Understand themselves may not be so care about the debate about. You can calm your mood, and properly handle your conversation.

用高標準來激勵員工

員工都會觀察老闆是如何看待他們的。所以，你的一個重要工作是堅持高標準。

領導者如果採用低標準，員工也會低承諾，而領導者用高標準，即使是通常自我要求高的員工，都會受到激勵。

但是，你要很小心選擇。如果你處處都要完美，你可能會面臨複雜的結果。你可以選擇1 – 2件事，例如準備好開會，堅持工作品質，或是做好客戶服務。

無論你選擇什麼工作標準，用同樣的標準高度在各種工作上。

Motivating employees with high standards

Employees observe how the boss treats them. So, one of your important jobs is to stick to high standards.

If leaders use low standards, employees will be low commitment, and leaders with high standards, even if the usual self-demanding staff, will be stimulated.

However, you need to be careful. If you ask for perfect everywhere, you may face complex results. You can choose 1 - 2 things, such as ready for the meeting, adhere to the quality of work, and good customer service.

No matter what standard of work you choose, take same standards work to different levels.

讓視訊會議保持正軌進行

沒有人喜歡一個無序、組織不好的視訊會議。作為會議主持人，你必須讓每個人關注在會議上，繼續討論。

如果每個人都沉默著，你不知道他們是都在聽呢，還是在困惑著？這時，你必須讓會議暫停，然後問：“你們都跟上來了嗎？”如果有人在會議中接了個電話，分心了，你可以說：“我們停一下，等他說完電話。我要大家專注在我們剛才討論的所面對的問題，找到解決方案。”讓大家知道你想要做出決定。

在視訊會議進行中，你可以每隔一段時間，點名某人：“可以請你就剛才討論的部分做個摘要嗎？”如此，可以讓每個人都專注在會議上。

Keep the video conference on track

No one likes a video conference that is disorganized and poorly organized. As a moderator, you have to make everyone pay attention to the meeting and continue the discussion.

If everyone is silent, you don't know if they're all listening, or are you confused? At this point, you have to stop the meeting and ask, "are you all coming up?"" If someone gets a call in the meeting and gets distracted, you can say, "let's stop, wait till he's finished.". I want you to focus on the problems we've been talking about, and find solutions." Let people know that you want to make a decision.

In the video conference, you can call someone at intervals: "can you please make a summary of the parts you just discussed?"" So, everyone can focus on the meeting.

如何承認你的失敗領導？

項目失敗了，無論是源自于你的團隊成員，或是你自己，身為領導人，你就是必須擔負起責任，而且你必須繼續領導團隊。而首先，就是要面對團隊成員，承認失敗。如何說你們的失敗？當成鴕鳥，視而不見聽而不聞，絕對不是應有的態度。

以下的作法，你可以參考：

1. 和團隊成員站在一起，面對失敗。雖然多數團隊成員會願意承認自己的錯誤，但是他們會更樂於聽到領導人自己承擔起失敗的責任。無論失敗的源頭是誰的責任，領導人願意面對失敗，討論失敗，可以幫助你和團隊成員保持繼續的溝通。
2. 從失敗中學習。只有面對失敗，從失敗中學習，認識外部的觀點，才有價值，才會讓團隊成員信服。
3. 包容別人的錯誤。雖然許多領導人同意接受失敗是發展創新必須承受的，但是在實際檢討上還是會讓員工感受到挫折，受到責備。這種態度會讓員工停止實驗，減少創新的參與發展。你必須建立起可以接受的失敗的案例。

How do you acknowledge your failed leadership?

The failure of a project, whether it is from your team members, or your own, as a leader, you must take responsibility, and you must continue to lead the team. First of all, is to face the team members, admit defeat. How to say your failure? As the ostrich, turn a blind eye, absolutely not proper attitude.

Here's what you can refer to:

1. Stand together with team members to face the failure. Although the majority of team members will be willing to admit their mistakes, but they will be more willing to hear their leaders to assume responsibility for the failure of the source of failure. No matter who is responsible, leaders are willing to face the failure, discuss the failure, can help you and your team to keep communication.
2. Learn from failure. Only in the face of failure, learning from failure, knowing external ideas, you can have value and convince team members.
3. Accept mistakes of others. Although many leaders agreed to accept failure is the development of innovation must bear, but in the actual review or make employees feel frustration, and will blame. Such attitude will allow employees to stop the experiment, less involved in the development of innovative. You must establish acceptable failure cases.