不要讓會議被浪費了

如果你邀請了許多人來開會，並且在會上做了許多重要的討論，但是卻沒有跟進，那麼開這樣的會議有什麽用處？

每次開完會，一定要做出工作計劃表。這個工作計劃表應該包含重要的會議結論，下一步如何，誰應該負責每一步，以及所要求完成的期限。簡明扼要，儘可能在一頁長度內交待完畢。

將這個會議記錄在開完會后，儘快發出去，讓每個相關的人員都能夠保持工作動力。然後，依照工作進度表所列的進度，追蹤每個負責人的實際進度，確保所有工作都如期、如實進行中。

你如果能夠確實跟進會議結論，人們就愈會支持你所召開的會議，並且讓所有後續行動都能夠成功。

Don't let the meeting be wasted

If you invite a lot of people to a meeting and make a lot of important discussions at the meeting, but you don't follow up, what's the use of such a meeting?

At the end of each meeting, we must make a work schedule. This worksheet should contain important conference conclusions, what the next step is, who should be responsible for each step, and the required deadline for completion. Concise and concise, as far as possible within a page length.

After the meeting, send out the minutes as soon as possible so that everyone concerned can maintain their motivation. Then, according to the schedule, track the actual progress of each person in charge to ensure that all the work is carried out on schedule and truthfully.

If you follow up the conclusions of the meeting, the more people will support your meeting and make all follow-up successful.

展現你的領導者信用度

要發揮有效領導力的一項重要特質是，展現領導者的信用度。如果你的團隊成員不相信你能夠做好你的工作，你很難有效激勵他們與要求他們配合你推動工作。

不要假設你的信用度是大家會自然認可的。你在擔任領導者的一開始，就要表現你願意認知工作，你願意為達成目標而盡心盡力，你願意承擔團隊成員發生問題的責任，你願意激勵每個人，你能夠信守承諾。

你能夠公平對待每個人，并始終一致。然後，運用你的權力與影響力來照顧大家。

如何讓團隊成員知道組織的發展策略？

許多時候，團隊成員事實上並不充分瞭解組織要發展的策略以及其具體內容，因此，他們也就不能全力以赴。

身為領導，你應該如何做？請試試以下方式：

1. 不要假設大家都充分知道實際的策略。你千萬不要假設公司高層已經做了策略公告，你的員工就會充分瞭解了策略是什麼，知道該如何進行。這是錯誤的認知。
2. 確認每個人都知道在策略發展中的位置。你必須安排好組織中的每個與新策略相關的部門與其人員，都充分瞭解他目前的位置，以及在未來新策略中的新位置。讓相關部門與人員都知道發展方向與發展步驟。
3. 連結起來，重新檢視。將策略發展路線與組織發展路線連結起來，並檢視是否相符合？是否能夠實現？如果發現不現實，應該重新檢視，K掉實際無法實現的部份，再重新制定實際可行的策略。

How to let team members know the development strategy of the organization?

In many cases, team members do not fully understand the strategy and specific content of the organization's development, so they can not go all out.

As a leader, what should you do? Please try the following ways:

1. Don't assume that everyone knows the actual strategy. Don't assume that the company's top management has made a strategy announcement. Your employees will fully understand what the strategy is and how to proceed. This is wrong perception.
2. Make sure everyone knows where they are in strategic development. You have to arrange for every department and person in the organization that is related to the new strategy to fully understand his current position and his new position in the new strategy in the future. Let relevant departments and personnel know the direction and steps of development.
3. Connect and reexamine. Link the strategic development route to the organizational development route and check whether it is consistent? Can it be achieved? If we find it unrealistic, we should re-examine it. K. should drop the parts that can not be realized, and then redesign practical and feasible strategies.

組織必須同步的三大重心

同步化，能夠讓事情做起來容易許多。當人員和作業程序能夠同步，就可以節省時間與精力。

以下是企業組織在做決策與行動時，必須關注同步化的三大重心：

1. 你的品牌承諾與市場需求。只有當你提供客戶需要的，他們才會對你有忠誠度。你對客戶的承諾，必須符合市場需求。
2. 產品與目標客戶。所有的企業都必須決定究竟要服務什麼樣的客戶。想要滿足所有客戶的作法，最終都不會成功的。你必須了解你的關鍵客戶，并確保你能夠滿足他們。
3. 投資者的興趣與經營團隊的目標。經營團隊與投資者的的眼光應該一致。否則，你會浪費許多時間在爭論，而不能專注于事業經營。

Three Focuses of Synchronization of Organizations

Synchronization can make things much easier. When people and operating procedures can be synchronized, time and energy can be saved.

The following are the three key points of synchronization that enterprises must pay attention to when making decisions and actions:

1. Your brand commitment and market demand. Only when you provide what customers need will they be loyal to you. Your commitment to customers must be in line with market demand.
2. Products and target customers. All enterprises must decide what kind of customers they want to serve. The practice of satisfying all customers will not succeed in the end. You have to know your key customers and make sure you can meet them.
3. Investor's interest and management team's goal. Operating teams and investors should have the same vision. Otherwise, you will waste a lot of time arguing instead of focusing on business.

搭班子，定戰略，帶團隊

公司還小時，CEO可以自己定戰略，兼COO帶團隊。

公司要擴大時，就會深切感覺搭班子多麼重要。

不過，這中間挑戰好大：

• 擬定公司未來發展所需要的高階人才
• 訂出高階人才的職責與授權範圍
• 重劃組織體系
• 擬定報酬體系
• 建立共識與互信基礎

你必須尋覓千里馬！

Team Building, Strategy Setting and Team Leading

When the company is still small, the CEO can make his own strategy, and the COO leads the team.

When the company wants to expand, it will deeply feel how important it is to work in a team.

However, the challenges are great:

• Drawing up the high-level talents needed for the future development of the company
• Setting out the responsibilities and authorization scope of high-level talents
• Re-engineering the organizational system
• Drawing up a remuneration system
• Building the Foundation of Consensus and Mutual Trust

You have to find a thousand miles horse!

協助你的英雄主管作好授權領導(2)

從經歷壓力磨練到終於有傑出表現, 那些英雄主管通常習慣繼續扮演英雄, 並且凡事都親力親為, 就是要集光環於一身。他們這樣的作為，不僅會讓他加速耗盡他自己，同時也會讓他忽略掉團隊合作的好處。

作為英雄們的老闆，你應該協助他們做好授權領導。以下是幾個可行的作法：

1. 強調授權的重要性。向你的英雄主管解釋培養員工的長期成長是和獲得當下好的經營表現是同樣的重要。授權給他的下屬適當的工作，一樣能夠讓他在參與指導中發揮他個人的優勢。
2. 拆解工作。請他將一件複雜的工作想得細一些，並拆解成多個既可以讓他屬下員工發揮技能優勢，他又知道如何管理的細部工作。
3. 信任他，讓他領導建立成功的案例。一旦他接受以授權方式領導他的屬下，就充分信任他，他會與他的屬下合作，建立起成功的案例。

Assist your hero supervisor to be an authorized leader (2)

From stress training to outstanding performance, those heroic executives are usually used to continuing to play heroes, and doing everything in person is to gather all the glory. Their actions not only make him expedite his own depletion, but also make him ignore the benefits of teamwork.

As the bosses of heroes, you should help them to be empowered leaders. The following are several possible approaches:

1. Emphasize the importance of empowerment. Explain to your heroic supervisor that training employees for long-term growth is as important as getting good business performance right now. Empowering his subordinates to do appropriate work will also enable him to play his personal advantage in participating in guidance.
2. Dismantling work. Ask him to think in detail about a complex job and break it down into multiple details that will allow his employees to develop their skills and know how to manage them.
3. Trust him and let his leaders build successful cases. Once he accepts to lead his subordinates in an authorized manner, he has full confidence in him and will cooperate with his subordinates to build successful cases.

啟動項目前，先做好準備工作

在啟動一個新項目前，如果沒有將需要的所有前置工作準備好，很可能會降低你項目運作的效率。

以下是你啟動項目前必要的準備工作：

1. 澄清項目指派。不要在項目委託人未同意項目目標與工作進度時程要求前，輕易啟動項目。
2. 組織項目團隊。在啟動項目前，組織好項目團隊成員，讓他們做好參加項目的準備，讓他們心裡有準備要對項目負責。你也必須安排好預備如何工作，包含你們多久會見面討論，你們將如何溝通，等等。
3. 做好項目計劃。請你的團隊成員協助你確認好項目中的各種必要活動，以及各項活動需要多少時間完成。將這些工作活動依序安排到你的工作計劃，并說明他們之間的相互關係，有哪些必須同時進行。

Before starting a project, do a good job of preparing for it

Before starting a new project, if you don't have all the front-end work you need, it's likely to reduce the efficiency of your project's operations. 

Here's what you need to do before you start the project: 

1. Clarify project assignments. Do not start the project easily before the project client agrees to the project objectives and work schedule requirements. 
2. Organize the project team. Before initiating the project, organize the project team members so that they are ready to participate in the project, so that they are mentally prepared to be responsible for the project. You must also plan how you will work, including how often you will meet and discuss, how you will communicate, and so on. 
3. Do a good plan for the project. Ask your team members to help you identify the necessary activities in the project and how long each activity will take to complete. Prioritize these activities into your work plan and explain how they relate to each other and what needs to be done at the same time.

精通決策藝術

無論你相信自己在做決策時有多麼得心應手，或是有多麼謹慎，你可以再運用以下方法讓你做出更佳的結論與避免掉入決策陷阱：

1. 有正確的心態。做決策時一個將input轉化為output的過程。要做出最佳的決策，可以先將所收集到的input提交給對這些領域有最佳了解，而你所信任的人，聽取他們的意見與觀點。
2. 遵守決策程序。在做決策時，免不了經常出現有爭議的狀況。要確保你自己與參與討論者都遵守決策的程序。
3. 重視反對意見。太多的主張會很危險，但是你必須重視反對意見。讓少數派說出他們的意見，或是你可以安排出魔鬼代言人，舉出反對的理由。傾聽另一派的聲音，能夠讓你做出的決策可以更完善。

Proficiency in the art of decision-making

No matter how well you believe you are able to make decisions, or how cautious you are, you can use the following methods to make better conclusions and avoid falling into the decision trap:

1. Have the right mentality. In decision-making, the process of converting input into output. To make the best decision, you can first submit the collected input to those who have the best understanding of these areas, and listen to their opinions and views.
2. Comply with decision-making procedures. In making decisions, controversial situations often arise. Make sure that you and the participants follow the decision-making process.
3. Pay attention to objections. Too many opinions can be dangerous, but you have to pay attention to the objections. Let the minority voice their opinions, or you can arrange for the devil's spokesperson to give reasons for disapproval. Listening to the voice of another group can help you make better decisions.

項目啟動前，先擬定工作計畫

如果沒頭沒腦的就啟動新工作專案，會讓你自己與你的團隊焦頭爛額。

你必須先將項目工作計畫做好。

1. 厘清專案委託。在專案委託人設定好任務目標與預定完成日期前，不要輕易啟動新項目。
2. 組織你的團隊。召集你的團隊成員，向他們說明專案目標與工作內容與工作方式，讓他們開始感受，做好參與專案的準備。與團隊成員約定好你們將如何展開工作，包含多久開會一次，以及你們將如何相互溝通。
3. 擬定項目工作計畫。要求你的團隊成員協助你擬定好專案中的工作細節，以及各項工作需要多少時間，工作的順序如何。將這些放在你的工作計畫中，安排好其中的相互關係，看看哪些是先後連接的，或是哪些是必須並行進行的。

Work plan should be worked out before the project starts

If you start a new job project without a head start, you will be in a mess with your team.

You must first make the project plan well.

1. Clarify the project trust. Do not start new projects easily before the client has set a good target and scheduled completion date.
2. Organize your team. Call your team members together and explain the project goals, the content and the way they work, so that they can begin to feel and be ready to participate in the project. Make an agreement with the team members on how you will work, how often you will meet, and how you will communicate with each other.
3. Draw up a project plan. Ask your team members to help you work out the details of the project, how much time it will take, and in what order. Put these in your work plan, arrange the relationships, and see which ones are connected in sequence, or which ones must be done in parallel.

停止假和諧，冷靜處理領導衝突

身為CEO, 我應該是具有領導管理上的權威。但是，由於個性關係，員工們通常總是視我為老好人（Nice Guy）。許多時候，明明我已經對某人非常不滿了，但是通常我不會那麼直接說出口，而多以較為溫和的口氣，提出對當事人用其他方式處理事情的建議。然而，這樣溫和的溝通方式，通常不見效果，並且讓事情變得更為複雜，也更加增加我自己的困擾與壓力。

半年前，我開始改變了我的領導作風，有話就直說，只是，我還是不容易直接罵出口。

經過一段時間，我得到了如何面對衝突，實際解決問題的心得：

1. 自我反省。在領導管理上，經常作自我反省，問自己對那些事與人感到不滿，是否因為自己沒有正面面對他，將不滿的心情擱在喉頭沒有說出來，而影響了自己的工作情緒。
2. 諮詢他人。在對當事人表達不滿意見前，先諮詢公司內可信任的其他人，或許他們看到的狀態，不如自己看到的那麼嚴重，或是他們可以看到事情有其他觀察方向，也有其他解決方式。聽取他們的聲音，可以讓你有較為客觀而全面的認識。
3. 可以換個方式溝通。直接作衝突溝通，通常會面臨破壞彼此互信的風險。但是，若不讓當事人知道，他可能不自覺事態的嚴重性。你不需要直接改變你自己，但是還是可以嘗試換個方式作衝突溝通。例如，你可以在集體會議上，以對事不對人的態度，說明問題的嚴重性與後果。或是，你可以先以郵件發給當事人，給他時間，要求解釋說明。
4. 貫徹領導意志。最重要的，是讓公司相關人員與當事人知道你改善問題的決心，以及你預備為能夠做出改善，而給予必要的支援。當然，你必須重申你的底線。

Stop Fake Harmony and deal with Leader Conflict calmly

As CEO, I should have the authority of leadership and management. But because of my personality, employees often treat me like a nice guy. A lot of times, I am obviously very dissatisfied with someone, but usually I do not say so directly, and more mildly, to the parties to deal with the matter in other ways. Such gentle communication, however, is often ineffective, complicating things and adding to my own troubles and stress. 

Half a year ago, I began to change my style of leadership, there are words on the straight, but I still can not easily directly cursed export. 

Over time, I learned how to deal with conflict and how to actually solve it: 

1. Introspection. When it comes to leadership and management, we often reflect on ourselves and ask ourselves whether it is because I have not faced him head-on that I have left my dissatisfaction in my throat and failed to express my dissatisfaction, thus affecting my own working mood, and I often ask myself whether I am dissatisfied with them and whether I am not satisfied with them. 
2.  Consult with others. Before expressing dissatisfaction with the person concerned, consult other people who can be trusted in the company. Perhaps they can see that the situation is not as serious as they see themselves, or they can see that there are other ways of looking at the matter and there are other ways to resolve it. Listening to their voices allows you to have a more objective and comprehensive understanding. 
3.  We can communicate in a different way. Direct conflict communication often runs the risk of undermining mutual trust.However, he may not be aware of the gravity of the situation if he is not made aware of it. You don't have to change yourself directly, but you can still try conflict communication in a different way. For example, in a group meeting, you can explain the seriousness and consequences of the problem in a disrespectful manner. Alternatively, you can email the person first, giving him time to ask for an explanation. 
4. Carry out the will of the leader. The most important thing is to let the people involved in the company know that you are determined to improve the problem and that you are prepared to give the necessary support in order to be able to make improvements. Of course, you have to reiterate your bottom line.