如何說才不會帶來恐慌？

當公司形勢不好，你應該如何傳遞信息給員工，而不會讓他們感到天要塌下來了？

面臨危機時，領導人必須以適當的語言，平靜而有自信的語氣來和員工溝通。

當你要和員工溝通公司的危機時，請考慮以下幾點：

1. 在開口說話前停頓一下。如此做，能夠傳遞出你的平靜，深思，以及嚴肅的態度。這樣，也能夠讓你有時間思考如何回應員工可能的提問。
2. 不要指控抱怨。公司面臨危機了，可能確實有幾位資深領導層人員該負比較大的責任。但是，對其中的個人的指控，並不能平息員工的不安。與其指責某些人，不如誠懇的說明事實，並且說出公司預備進行的解決方案。
3. 不要誇大其詞。如果你用“災難”、“崩潰”等字眼，只會製造不必要的恐慌。你可以說“嚴重”、“艱難”等比較符合事實而足以引起員工重視的字眼。
4. 陳述事實。誠懇的告訴大家事實，不要遮掩。若是留給員工猜忌，只會帶來後續更難處理的局面。

How can we not panic?

When the company is in bad shape, how can you pass on the message to employees without making them feel like the sky is falling?

In times of crisis, leaders must communicate with their employees in appropriate language, calm and confident tone.

When you want to communicate with your employees about the company's crisis, please consider the following points:

1. Pause before speaking. Doing so can convey your calmness, contemplation and seriousness. This will give you time to think about how to respond to questions that employees may ask.
2. Do not accuse and complain. The company is facing a crisis, and there may be several senior leaders who have greater responsibilities. However, the allegations against individuals can not quell the unrest of the staff. Rather than blaming someone, it's better to be honest about the facts and the solutions the company is preparing for.
3. Don't exaggerate. If you use the word "disaster" or "crash", you will create unnecessary panic. You can say "serious", "difficult" and so on, which are more consistent with facts and enough to attract employees' attention.
4. Statement of facts. Tell the truth sincerely, do not cover up. If you leave your employees with suspicion, it will only bring more difficult situations to follow.

考慮在你事業經營上的風險

一個好的事業經營案例會提出這樣的問題：“如果我們採取這樣的行動，會發生什麼？”但是，並非任何事情都會依據計劃來發生的。

你不但要確保你所考慮到的風險，並且要考慮到萬一你做錯了假設時仍然能夠守住的價值。

多數人會關注在一些風險上，例如：萬一供應商不能準時交貨？萬一原物料的成本漲到天價的高？萬一你不能準時發表新產品？等等。

但是，你也要同時考慮到一些機會面，例如：你如何能夠從投資上獲得較高的回報或是較快的回收？你能否較快完成項目？你能夠建立起最佳的團隊嗎？

考慮好每一項假設，以及它可能會如何產生變化。

Consider the risks in your business operation

A good business case raises the question, "What happens if we do this?" But not everything will happen according to plan.

Not only do you have to make sure you take into account the risks, but you also have to take into account the value you can hold on to in case you make a wrong assumption.

Most people will be concerned about some risks, for example, in case suppliers fail to deliver on time. Should the cost of raw materials rise to a high price? What if you can't publish new products on time? Wait.

But you also have to consider opportunities, such as how can you get a higher return on your investment or a faster return on it? Can you finish the project sooner? Can you build the best team?

Consider every hypothesis and how it might change.

要成為成功領導者，幫員工解決問題

領導管理，就如業務發工資與銷售，成為另外一個促進員工發展技能、發揮創意的重要企業職能。我們需要領導者，并不是因為員工需要一位老闆，而是員工需要有人能夠協助他們做正確的事，能夠解決面臨的問題。

要發揮成功的領導，領導者需要做好下列工作：

1. 聘用正確的人，組織好團隊。
2. 服務他的團隊成員，并引導他們發展技能與工作。
3. 淘汰不適用人員。
4. 然而，最重要的是，幫助員工解決問題。

面對失敗的反應

每個人在遭遇失敗後，都會有不同的反應行為。有些人會怪罪他人，而有些人則是先自責。

以後，當你與你的團隊碰到失敗後，請先不要責備誰，而應該先做以下的動作：

1. 思考後再行動。先不要急著做出回應，或是情緒激動。這樣做只會讓事情更糟糕。花一些時間想想，究竟有哪些導致失敗的潛在因素？你將如何行動？
2. 傾聽與溝通。千萬不要以為你知道其他人在想什麼。把相關的人找來，聽聽他們的說法，然後解釋你自己的企圖與預備展開的行動。
3. 汲取教訓。錯誤發生了，可能是你自己的責任，或是其他人的責任，或者根本沒有人必須負責。關鍵是，要弄清楚究竟這是怎麼發生的，以後應該如何避免類似的狀況？

Responses to failure

Everyone reacts differently when they fail. Some people blame others, while others blame themselves first.

Later, when you encounter failure with your team, don't blame anyone, but do the following actions first:

1. Think before you act. Don't rush to respond or get emotional. Doing so will only make things worse. Take some time to think about what are the potential causes of failure? How will you act?
2. Listening and communicating. Never assume that you know what other people are thinking. Get the people concerned, listen to them, and explain your own intentions and actions that you plan to take.
3. Learn lessons. Errors occur, either as your own responsibility, or as someone else's responsibility, or as no one has to be responsible at all. The key is to find out exactly how this happened and how to avoid similar situations in the future.

如球隊教練一般的指導團隊

金鷹隊領隊Buck Showater

作為領導主管，你的角色會隨著情境而有變化。一位稱職的領導主管，就如球隊教練或老師，他總是希望能夠激勵團隊成員進步。

一般來說，多數人對於受到的讚揚而產生的進步力量，要高於被斥責而被動的改善能力。就如球員打出了好球，教練會叫一聲：“打得好，就這樣打。“你不需要去拍馬屁，說出不切實際的讚美。

但是，在球員實在表現的不如其真實能力時，你還是要表現出失望、給予批評，例如，說；“怎麼出手這麼慢？！”教練如果領導的太鬆散，團隊就會降低表現水平，軍心會渙散。但是，老是用嚴厲領導，只會讓球員感到麻痺。

你必須適時依情境調整你的領導風格，包含你的表情、語氣。

To direct a team as a team coach

As a leader, your role will change according to the situation. A competent leader, such as a team coach or teacher, always wants to motivate team members to improve. 

Generally speaking, most people's ability to make progress by being praised is higher than that by being reprimanded and passively improved. It's like when a player hits a good ball, the coach cries, "well played, that's it." "you don't have to kiss ass and say unrealistic praises. 

But when a player doesn't perform as well as he really can, you still have to be disappointed and criticize, for example, by saying, "Why are you taking so long?" ! "if the coach leads too loosely, the team will lower the level of performance, the military will be distracted.However, the use of strict leadership, will only make the players feel paralyzed. 

You must adjust your leadership style to the situation, including your expression and tone.

敏感的問題不要拖

許多時候，我們會遇到一些與人相關的敏感問題，為了顧及當事人的尊嚴而一再避免直接觸及，進行溝通。 即使感覺有必要讓對方知道自己的顧慮，但是我們總是繞著彎說，希望用暗示的語彙讓對方有自知之明，進而改善。

然而這樣隱晦的溝通方式，多半不能見效，一方面問題沒有得到解決，自己還一直生悶氣，而周遭的員工已經對你不能斷然處置而開始有微言了。

因此，無論當事人在公司的地位有多資深，過去在公司的貢獻有多少，一旦他的表現出現確實離譜的狀況，嚴重到損害了公司的利益，並且持續了一段相當的時間未見改善，你必須採取果斷行動，開門見山的與當事人溝通，讓他知道你的關切與可以接受的底線。

這樣做，你不僅有機會做好損害控制，並且能夠顯示你的領導權威不能受到要脅 

– 他可能會以為在公司位高權重而有特權空間。

你可以先比較溫和的給他一個LINE或是郵件通知，將你想要溝通的主題與你的顧慮要點先讓他知道，和他先約個時間。這樣，當你們坐下來談的時候，他已經知道你的基本立場，並且有所準備，可以告訴你真實的狀況，以及他預備採取的行動。

也許這樣的溝通會進行幾次，直到你和他達成具體的最終解決方案。不過，儘管涉及敏感，但是你的斷然行動，可以將損害就此打住。

Don't procrastinate on sensitive issues 

In many cases, we will encounter sensitive issues related to people, in order to take into account the dignity of the person repeatedly avoid direct contact and communication. Even if we feel the need to let the other person know our concerns, we are always saying things around the corner, hoping to let the other person know what he or she is aware of and then improve by using the words of cues. 

However, this obscure way of communication, mostly not effective, on the one hand the problem has not been resolved, he has been sullen, and the surrounding staff can not deal with you have started to complain. 

Therefore, no matter how senior the party is in the company and how much contribution he has made in the company in the past, once his performance appears to be truly outrageous, it is so serious that it harms the interests of the company and has not been improved for a considerable period of time. You must take decisive action to communicate directly with the client and let him know your concerns and acceptable bottom line. 

In doing so, you not only have a chance to do harm control, but also can show that your leadership authority cannot be threatened-he may think that he has the privilege of being in a high position in the company. 

You can gently give him a LINE or email notice, let him know the subject you want to communicate with your concerns, and make an appointment with him first. In this way, when you sit down and talk, he knows your basic position and is prepared to tell you the real situation and the actions he intends to take. 

Perhaps this communication will take place several times until you reach a concrete final solution with him. However, despite the sensitivity involved, your resolute action can put a stop to the damage.

考慮員工的發展前程

沒有一位老闆樂見失去明星員工。但是，這是你的責任去幫助你的員工能夠找到他下階段的發展。

以下三件事是你可以幫助你的直屬下級員工的成長：

1. 定義好現有的職位。確保他的職位描述可以符合他的興趣、價值與技能。這樣做能夠幫助他在成長中能夠面對挑戰。
2. 幫助他建立人脈。在公司里幫他認識可以提供給他機會、指導、見解的人，或是可以連接上其他的人脈網。
3. 評估他的選項。幫他評估哪一個機會可以給他最大的學習機會。以公司的角度，而非你部門的需求來考慮，包含著他可能會因此離開你的團隊。

Consider the future of employee development

No boss likes losing star employees. But it's your responsibility to help your employees find their next stage of development.

The three things are that you can help your subordinates grow:

1. Define existing positions. Ensure that his job description can meet his interests, values and skills. This will help him face challenges in his growth.
2. Help him establish connections. Help him get to know people in the company who can offer him opportunities, guidance, insights, or connect to other networks.
3. Assess his options. Help him assess which opportunity can give him the greatest learning opportunity. Think in terms of the company, not your department's needs, and include the possibility that he will leave your team.

要懂得原諒

身為領導主管，你的工作是讓每個人都必須負責。但是，你也必須知道何時讓人們卸下責任。讓人們能夠免於犯下的錯誤而必須承擔的責任與懲罰，可以讓你的團隊有更光明的未來。

當然，你會憤恨那些躲在你背後的員工，也會惱怒那些不能達成自己的工作目標又在詆毀你的團隊名譽的同事。

但是，抱怨這些人，是無濟於事的。你應該讓他們知道他們的錯誤與行為會帶來哪些後果，然後做檢討，看以後如何能夠改進。告訴他們，你相信他們會改進， 會以新的行動來彌補他們所發生的錯誤。

生氣與抱怨是沒有生產力的。讓犯錯的人有第二次，甚至第三次的機會會對你和他們都比較好，你們也能夠因此合作相處得比較長久。

To understand forgiveness

As a leader, your job is to make everyone responsible. But you also have to know when to let people off the hook. By freeing people from the responsibility and punishment they must take for their mistakes, you can give your team a brighter future.

Of course, you will resent those who hide behind you, and you will also resent those who fail to achieve their own goals and are tarnishing your team's reputation.

But it's no use complaining about these people. You should let them know the consequences of their mistakes and actions, and then review them to see how they can be improved in the future. Tell them that you believe they will improve and take new actions to make up for their mistakes.

Anger and complaint are unproductive. It's better for the wrong person to have a second or even a third chance to work with you and them, and you can work together for a long time.

以散步開會

愈來愈多企業經理會約同事以散步來開會，而非坐在咖啡館或是正式的會議室內。

在散步時，可以順便活動筋骨。

以散步來開會，確實有好處。這樣做，不僅可以輕鬆而坦誠的對話，而且也可以激發許多創意。散步完，心情愉快，工作效率就高。

以下是在做散步會議時的幾個小提示：

1. 最好選定一個有趣的散步目標地點。這樣會讓散步可以有趣，激勵大家一起走。最好沿路空曠，可以呼吸新鮮空氣，并瀏覽沿路風光。
2. 維持小群體。一個散步會議，最好只有2 – 3人，大家可以緊密並行，聽到彼此在說些什麼。
3. 要事先約好。事先通知，讓一起參加者可以有合適的穿著。

Meeting on a walk

More and more corporate managers invite colleagues to take a walk to meetings instead of sitting in a cafe or formal conference room.

When walking, you can move your bones and muscles by the way.

It's really good to take a walk to the meeting. By doing so, we can not only have a relaxed and frank dialogue, but also stimulate many creative ideas. After a walk, you will be happy and efficient.

Here are some tips for walking meetings:

1. It's better to choose an interesting walking destination. This will make walking fun and inspire everyone to walk together. It's better to be open along the road. You can breathe fresh air and browse the scenery along the road.
2. Maintain small groups. A walking meeting, preferably only 2 - 3 people, you can closely parallel, hear what each other is saying.
3. Make an appointment in advance. Notify in advance that participants can wear appropriate clothes.

如何讓跨功能的項目團隊獲得成功？

當企業想要推展創新、或是行銷推廣等，經常要組織不同功能的部門，將具有不同能力的人組織起來，成為一個項目合作團隊。

但是如此跨功能部門的組合，經常會發生不能在預算之內，或是期限之內完成任務。這最主要的原因是企業組織一套有系統的組織發展與建立體系。許多企業缺乏清楚的治理原則，責任體制，或是不知道應該如何衡量成功的指標。

要推動這樣跨部門專案組織能夠成功，企業層峰領導必須針對每一個專案任務指派一位可以負責的專案領導。這個人必須能夠做出關鍵決策，讓組織作業順暢，並且可以與各單位資深主管做好協調工作。

每個專案項目都要有清楚的目標，分配的資源，專案項目的進度表，被批准的預算，以及管理優先次序的規範，還要大家都明白專案項目達成的模樣。

由於每個參與的部門都會有自己的優先次序，專案項目的領導主管必須能夠平衡專案項目與各部門原有任務，協調出適當的績效評量與報酬形式。

How to make a cross functional project team succeed?

When enterprises want to promote innovation, or marketing promotion, they often organize departments with different functions, organize people with different abilities and become a project team.

But such cross functional departments often fail to complete tasks within budget or deadline. The main reason is that the enterprise organizes a systematic system of organization development and establishment. Many enterprises lack clear governance principles, responsibility systems, or do not know how to measure success indicators.

To promote the success of such an inter departmental ad hoc organization, enterprise level leaders must appoint a responsible project leader for each project task. This person must be able to make key decisions to make the organization work smoothly and coordinate with the senior managers of various units.

Each project should have clear goals, allocated resources, schedule of project projects, approved budgets, and management priorities, and everyone understands the appearance of a project.

As each participating Department has its own priorities, the leader of the project must be able to balance the original tasks of the project and the various departments, and coordinate the appropriate form of performance evaluation and reward.