停止霸佔會議中的談話

當你主持一個會議時，很有吸引力。畢竟，你把每個人都召集到一起，對吧？但沒有人會想去參加一個只有獨白的會議。，如果你獨佔會議時間，你不可能得到你所需要的。

為了讓自己保持冷靜，試試三種戰術。

1. 做筆記並堅持下去。給自己一個時間限制，把你要說的話濃縮成那麼多時間。
2. 提前發送議程。告訴那些你尊重的人你希望他們會說話，然後在會上拜訪他們。
3. 在房間裏到處走動，和每個人都有交談的機會。有些人會通過，但至少他們有機會——不必打斷你的話。

Stop Dominating the Conversation in Your Meetings

When you’re leading a meeting, it’s tempting to hold the floor. After all, you called everyone together, right? But no one wants to go to a meeting where one person talks the whole time, and you’re unlikely to get what you need from the group if you’re delivering a monologue.

To keep yourself in check, try three tactics.

1. Make notes and stick to them. Give yourself a time limit, and condense what you have to say into that amount of time.
2. Send the agenda around in advance. Tell people whose opinions you respect that you are hoping they will speak up, and then call on them during the meeting.
3. Go around the room and everyone has an opportunity to talk. Some people will pass, but at least they were given the chance — and didn’t have to interrupt you to get a word in. 

不要讓一個有害的同伴吞下你的團隊

一個有害的人就是摧毀一個高績效團隊的全部。如果你是團隊的領導者，處理一個有毒的員工是（相對）直截了當的：承認他們的行為的影響，並把他們保持在一個更高的標準。但是如果這個人是你的同齡人呢？

首先，和他們坦誠交談。解釋行為對你和團體的影響。

下一步，成為你想要團隊行動的榜樣。為團隊製定標準和合作。

最後，和你的老闆談談。建議團隊召開會議來解决挑戰性的行為和衝突。這個會話不應該是一個詭計，用來批評這位有害的團隊成員。

它應該是一個真實的互動，團隊成員討論彼此的觀點，並圍繞新的責任與應有的行為。

Don’t Let a Toxic Peer Take Down Your Team

One toxic person is all it takes to destroy a high-performing team. If you’re the team leader, dealing with a toxic employee is (relatively) straightforward: Acknowledge the effect their behavior is having and hold them to a higher standard. But what if the person is your peer?

First, have a candid conversation with them. Explain the effect the behavior is having on you and on the group.

Next, be a role model for how you want the team to act. Make collaboration and open dialogue the standards for the group.

And finally, talk to your boss. Suggest that the team hold a meeting to address challenging behaviors and conflicts. This session should not be a ruse for taking the toxic team member to task.

做出一個更容易接受的艱難决策

每個領導者都必須做出艱難的决策，這些决策會對他們的組織、名譽和事業產生影響。當你面臨一個棘手的問題時，考慮使這些决策變得困難的兩件事：結果的不確定性和價值的複雜性，你做出的任何選擇都會對某人產生負面影響。

為了减少決策中的不確定性，首先考慮不採取行動的成本，然後仔細考慮你的選擇。你做過任何阻礙你的假設嗎？有低風險、小規模的方法來測試你的選擇嗎？

要處理價值的複雜性，考慮一下你如何幫助人們理解你的决定。特別是當决定涉及到影響他人的權衡時，你會希望盡可能清楚地瞭解你的意圖。

Make a Tough Decision Easier to Accept

Every leader has to make hard decisions that have consequences for their organization, their reputation, and their career. When you’re faced with a tough call, consider two things that make these decisions so difficult: uncertainty about the outcome and value complexity, the notion that any choice you make will negatively affect someone.

To reduce the uncertainty in a decision, first consider the costs of not acting, and then think carefully about your options. Have you made any assumptions that are holding you back? Are there low-risk, small-scale ways to test your options?

To handle value complexity, consider how you can help people understand your decision once you make it. Especially when the decision involves trade-offs that will affect others, you’ll want to be as clear as possible about your intentions.