如何決定你可以不要作負面回饋？

每位領導主管都需要對他的下屬做一些負面回饋。但是，並非總是必須如此。

要決定你可以不作負面回饋，你可以問自己以下的幾個問題：

1.    如果我這樣做，能夠確實達到我的目的嗎？

2.    我很想要挑這個員工的毛病嗎？

3.    我的意見確實正確嗎？

4.    我有沒有能力提供合理的解決方案？

5.    在這個情況下，我的角色是什麼？

如果你的答案顯示你看到的情況有自己就可以化解的可能性，那麼你的顧慮可能就是多餘的。那麼，你寧可選擇多傾聽，而非出言斥責。或是，這不是恰當的時間來升高緊張形勢。那麼，你就不需要安排作負面回饋的對話。

在決定不要作負面回饋時，你也要確保你期待的行為或結果的立場，具有合理性，能夠被準確傳遞，可以得到期待的結果。

How do you decide not to make a negative feedback?

Every leader needs to do some negative feedback to his subordinates. But it doesn't always have to be the case.

To decide whether you can do negative feedback, you can ask yourself the following questions:

1.          If I do this, can I really achieve my goal?

2.          Do I want to pick up the problem of this employee?

3.          Is my opinion really correct?

4.          Do I have the ability to provide a reasonable solution?

5.          In this case, what is my role?

If your answer shows that the situation you see has a possibility that you can resolve, then your concerns may be superfluous. Then you'd rather listen more than scold. Or, it's not the right time to raise tensions. Then you don't need to schedule a negative feedback conversation. 

In deciding not to give negative feedback, you should also ensure that the behavior or outcome you expect is reasonable, can be accurately communicated, and can lead to the desired outcome.

對員工作艱難回饋的幾個簡單步驟

不是所有的主管都可以輕鬆的給員工回饋意見，尤其是要做負面評價的時候。他擔心若是直率的作負面回饋，會傷害人的感情，并帶來後續許多困難處理的局面。這樣的擔憂，讓許多主管畏懼、遲疑給予員工負面回饋。

但是，能夠愈早通過煎熬，經常面對試煉，是必要的成長途徑。

下次，當你必須給員工負面回饋時，請用以下幾招：

1. 誠懇而直接。不要拐彎抹角，那樣會引起更多的猜疑。你可以舉出一些例子表達你所期待的正確行為，說清楚你的意圖。
2. 傾聽。如此，可以讓雙方都有空間，也感受到被尊重。
3. 不要弄成個案形勢。若是你讓對方感覺到你是針對他個人的指責，容易引起衝突。你應該讓他知道公司的文化與價值，使他明白他有哪些行為不符合公司的期待。
4. 要有耐心并作跟進。將雙方的對話作成摘要，成為記錄。但是不要以為如此即解決問題了。你要持續和他對話，不要讓他感受到你已經放棄他了。
5. 讚揚他的成就。雖然他因某些不合適的行為受到你的關注，但是你們之間的對話應該讓他感受到你對他的貢獻與成就的肯定。如此，他比較會願意持續和你對話，并改進你提醒他該改善的行為。

Several simple steps to give back to the work of the staff

Not all supervisors can give feedback to employees easily, especially when they want to do negative reviews. He is afraid that if he gives a negative feedback directly, he will hurt his feelings and bring many difficult situations to follow. Such worries make many executives fear and hesitate to give employees negative feedback.

However, it is a necessary way of growing up that we can face trial more often through suffering.

Next time, when you have to give employees negative feedback, please use the following tips:

1. Sincere and direct. Don't beat around the Bush, that will cause more suspicions. You can give some examples to express your correct behavior and clarify your intentions.
2. Listen. In this way, both sides can have space and feel respected.
3. Do not make a case situation. If you let the other person feel that you are targeting his personal accusations, it is easy to cause conflicts. You should let him know the culture and value of the company, so that he can understand what his actions do not meet the company's expectations.
4. Be patient and follow up. Make a summary of the dialogue between the two parties and become a record. But don't think that's the problem. You have to keep talking to him and don't let him feel that you have given up on him.
5. Praise his achievements. Although he is attracted to you for some inappropriate behavior, your dialogue should allow him to feel your affirmation of his contribution and achievement. In this way, he will be willing to continue to talk with you and improve the behavior you remind him to improve.

在一個很Nice的組織中，你也可以做回饋

在任何文化的組織中提供直率的回饋意見，都是很挑戰的，尤其是在一個很Nice的組織中。在這樣的組織，在任何時間、任何行為都被期待是很優雅、對人尊敬，以及看來是專業的。

一般來說，這樣的行為是正面的品質，但是要學習新技巧，例如，提供回饋意見，通常就會有一些混亂現象。我們必須嘗試，接受并了解我們的錯誤，然後再繼續嘗試。

要從你自己開始，讓你的團隊成員知道你是認真的要改進，然後主要請你的同事給你回饋意見。認真的聽取他們的回饋。然後，你要判斷哪些回饋對你是沒有幫助的。

在你感覺饑餓、氣憤、寂寞、疲倦時，不要輕易給別人回饋意見。由於坦率的回饋通常牽涉到別人，你可能會引起誤會、傷害的感覺，或是發生其他的衝突。

不要以為做回饋都可以很自然的。即使有一些不舒適，以及犯了一些錯誤，都表示你在做正確的努力。
In a very nice organization, you can also give feedback

It is very challenging to provide direct feedback in any cultural organization, especially in a very Nice organization. In such an organization, at any time, any behavior is expected to be elegant, respectful, and professional.

In general, such behavior is a positive quality, but to learn new skills, for example, providing feedback, there are usually some confusion. We have to try, accept and understand our mistakes, and then try again.

To start with yourself, let your team members know that you are serious about improving, and then ask your colleagues to give you feedback. Listen carefully to their feedback. Then, you have to judge what feedback is not helpful to you.

When you feel hungry, angry, lonely, and tired, do not give feedback to others easily. Because of the fact that Frank feedback is usually involved in others, you may cause misunderstandings, feelings of injury, or other conflicts.

Don't think it's natural to give back. Even if you have some discomfort and make some mistakes, it means that you are doing the right effort.

你就是不能忽略辦公室政治

能夠持續的交付耀眼的工作成果，應該足以讓你在職場中獲得繼續精進發展的機會。因此，你確實應該專注在工作上，讓你確保你有機會在公司內逐級爬升。

但是，不幸的，將工作做好只是你成功方程式的一部分。如果你要證明你的價值，你必須擁抱辦公室政治。你必須熟悉辦公室政治的潛規則，並且了解其中的人際關係的詭詐，以及在你工作職位背後的複雜形勢。

你必須觀察那些能夠在公司組織中爬升高位的人，他們是如何在辦公室官僚體系中做溝通，如何策略性的安排有助於他職位升級的和上司與同事的關係。你必須巧妙的學會這些人際技巧。

你應該尋求有機會和組織中的層峰人物做交流，讓他們注意到你的貢獻成績。

一開始的時候，不會很順利。不用著急。專業的成長都是需要你一步步離開你原來可以舒適的領域。

You just can't ignore office politics

The continuous delivery of dazzling results should be enough to give you the opportunity to continue to develop in the workplace. So you should really focus on your work to make sure you have a chance to climb the company level.

But, unfortunately, doing a good job is only part of your success equation. If you want to prove your value, you have to embrace office politics. You must be familiar with the underlying rules of office politics, and understand the deceit of the interpersonal relationship, and the complex situation behind your job position.

You have to observe those who can climb high in the company's organization. How do they communicate in the office bureaucracy and how to strategically arrange their relationship with their superiors and colleagues? You have to skillfully learn these interpersonal skills.

You should be looking for opportunities to communicate with the people in the organization to pay attention to your contribution.

At the beginning, it won't go well. Don't worry about it. Professional growth is the need for you to step away from the area you can be comfortable.

領導主管可以向中間人學習解決爭議

所謂的中間人（middleman），通常給人有些負面的印象，認為他們會增加困擾，拖累解決問題的時間。事實上，通常是相反的，中間人經常可以比在不同職位而有看法歧義的人更能有效解決問題。

領導主管可以用以下三個方式向中間人學習如何解決爭議：

1. 找出爭議雙方的差異。中間人可以發現組織中的結構空隙，他了解不同團隊的資源和需求，他可以為不同文化建立起溝通的橋樑。
2. 讓雙方保持誠實。中間人有獨特的地位可以讓單方或雙方負責任的說出真正的困難與真正的需求。
3. 作為關鍵資訊傳遞者。中間人可以整理過量的資訊，去除噪音，獲得真正關鍵的資訊。

The leader can learn to solve the dispute with the middleman

The so-called middleman, usually has a negative impression that they will increase the trouble and drag the time to solve the problem. In fact, on the contrary, the middleman often can solve problems more effectively than people who have disambiguation in different positions.

The leader can learn how to solve the dispute in the following three ways:

1. Find out the differences between the two sides of the dispute. The middleman can discover the structural gaps in the organization. He understands the resources and needs of different teams, and he can build a bridge of communication for different cultures.
2. Keep the two sides to be honest. The middleman has a unique position that can make the single or both parties responsible for telling real difficulties and real needs.
3. As a key information transmitter. The middleman can sort out excess information, remove noise, and get really critical information.

授權時，將分工責任說清楚

所謂分工責任（accountability）就是不同的人要負責不同的工作。我們經常遇到分工責任沒有弄清楚，而發生事與願違的現象。被交付任務的人，并不清楚她擁有哪些權利。

下次，當你實施授權時，請清楚的交待以下三個內容：

1. 決策權擁有者。被交付責任者，擁有對相關工作的完全決定權。工作可以分配給整個團隊共同完成，但是決策者可以決定工作應該如何完成。
2. 團隊協調者。這個人和團隊中其他人的角色和工作一樣，但是多增加了一些後勤行政工作，例如她要記錄工作進度，安排會議。她要確保團隊中有討論空間，但是不對結果負責。如果團隊不能達成共識，她要負責向上呈報，請求作出決定。
3. 裁判員。這個人并沒有絕對的決策權力，但是她比團隊協調者的角色重要。她要負責協助團隊達成決定，而當不能達成共識時，她負責召開最後的決策會議。

When delegated, clarify the division of responsibilities

The so-called division of responsibilities (accountability) means that different people are responsible for different jobs. We often encounter the division of responsibilities is not clear, and things backfired. It is not clear to the person who has been entrusted with the task what rights she has.

Next time, when you implement the authorization, please clearly explain the following three elements: 

1. Holders of decision-making power. The person entrusted with the responsibility shall have the full right to decide on the relevant work. Work can be assigned to the entire team, but decision makers can decide how the work should be done. 
2. Team coordinator. This person has the same role and job as the rest of the team, but adds some additional logistical administrative tasks, such as keeping track of work progress and scheduling meetings. She ensures that there is room for discussion in the team, but is not responsible for the results. If the team cannot reach a consensus, she is responsible for reporting up and requesting a decision. 
3. Umpire. This person does not have absolute decision-making power, but she is more important than the role of team coordinator. She is responsible for assisting the team in reaching a decision, and when there is no consensus, she is responsible for convening the final decision-making meeting.

結合團隊一起作決策

多數的組織中的最重要決策是由掌握最高權勢的層峰或是少數幾位核心人員來制定的。但是僅有一人或是少數人來作出的決策，很可能是錯誤的。他們可能受到既有的偏見，或是錯誤資訊，或是其他雜音，而不能作出正確的決策。

要避免這些雜音，企業應該整合團隊成員到重要策略的決策過程中。這個決策團隊成員，應該包含專家，有見解者，以及可以代表多方面意見的人員。這些意見可以匯集出比較可靠的決策模式，而讓策略決策容易得到成功。

這樣的團體決策並非排除層峰的參與，相反的，它可以激勵層峰人員與所有團隊成員一起作出更公益成功的策略。

Team decision making

The most important decisions in most organizations are made by the most powerful executives or a few core people. But decisions made by only one or a few people are likely to be wrong. They may be prejudiced, misinformed, or otherwise murmured and unable to make the right decisions. 

To avoid these noises, the enterprise should integrate team members into the decision-making process of important strategies. Members of the decision-making team should include experts, insightful people, and people who can represent a wide range of opinions. These ideas can bring together more reliable decision-making patterns and make policy decisions easy to succeed. 

This kind of group decision is not to exclude the participation of the layer peak, on the contrary, it can motivate the layer peak personnel to work with all the team members to make the strategy of more public benefit success.

擬定一個查核表，讓你作出有效的決策

總有一堆等待你去作決策的事項，是多數經理人有的共同經驗。但是，如果你能夠先準備好一份查核表，可以幫助你比較有效做出好的決策：

1. 寫下5項會受到你的決策影響的公司目標。如此，可以幫助你避免你的決策陷入不理智的陷阱。
2. 寫下至少3個務實的決策選擇。
3. 寫下你最需要知道重要資訊。
4. 寫下今年會受到你的決策影響的事項。
5. 列出在你的團隊中會支持你的主張的人選，也列出可能會反對你的名單。聽聽不同的意見，可以降低你的偏見。
6. 寫下決策中應該包含的主要內容，以及為何團隊應該支持這項決策的理由。如此，可以獲得團隊的承諾，以及讓你可以衡量決策執行的成果。
7. 訂出在決策制定后，再往後1 – 2個月做修正。

Draw up a checklist to make you make an effective decision

There is always a pile of things waiting for you to make a decision, which is the common experience of most managers. But if you can prepare a checklist first, it can help you make a better decision.

1. Write down the 5 goals of the company that will be affected by your decision. This can help you avoid your decision to fall into an irrational trap.
2. Write down at least 3 pragmatic decisions.
3. Write down the most important information you need to know.
4. Write down the issues that will be affected by your decision this year.
5. List the candidates that will support your proposal in your team, and list the list that may be against you. Listening to different opinions can reduce your prejudice.
6. Write down the main content that should be included in the decision and why the team should support the decision. In this way, you can get the commitment of the team and allow you to measure the results of the decision.
7. A revision is made after the decision making, and then 1 to 2 months later.

主管的３大責任！讓部屬除了累到，更要學到、得到

原文網址：http://www.knowledger.info/2016/09/07/3-responsibility-a-manager-should-have/

一、協助他訂出自我目標
二、創造激勵的環境
三、安排外部訓練與新刺激

好主管會這樣做：把光芒給自己的團隊！

原文網址：http://www.knowledger.info/2016/09/04/give-your-team-glory/

一、溝通時多用激勵語氣
二、給予回饋和認同
三、讓部屬嘗試有挑戰性的工作
四、量身定做給獎勵