開會時，沉默就表示同意

許多領導主管會認為，當他們詢問員工的回饋意見時，員工就會誠懇而直接的說出他們想法。但是，經常並非如此，尤其是他們在面對公開場合，並且他們的發言涉及重要議題時，他們經常就是噤口不言。

無論他們有多麼不情願，或是處於被動態度，你必須逼迫他們敞開態度來參與發言。

你必須設定一個“沉默表示同意”的規則。告訴他們，保持沉默，不代表“我沒有參與投票”，或是，“我保留稍後再陳述的權利”。讓他們知道：“我參與了會議，聽到了所有人討論的內容”。

然後，你必須堅持這樣的規矩。即使面對有相當影響力的人不守規矩，而在會議后說他對會議結論有保留意見，你必須對他說；“你必須在會議中，就說出你的意見。現在，大家都作出決議了。我們必須依照決議往前進行。下次開會，請說出你的意見。”

Silence means consent at the meeting

Many leaders think that when they ask employees for feedback, they speak out honestly and directly. But that is often not the case, especially when they are faced with public occasions and when their speeches touch on important issues, they are often silent. 

No matter how reluctant or passive they are, you have to force them to open up to speak. 

You have to set a rule of "silence means consent". Telling them to remain silent does not mean that "I am not voting" or "I reserve the right to speak later". Let them know: "I participated in the meeting, heard what everyone discussed." 

Then, you have to stick to this rule. Even if someone with considerable influence is out of order and says after the meeting that he has reservations about its conclusions, you have to say to him, "You have to be in the meeting and say your opinion." Now, everyone has made a decision. We must proceed in accordance with the resolution. Please give your opinion at the next meeting. "

用碼錶管理會議

多數人都受不了冗長的會議。那麼，何不用個碼錶來管理你的會議？就如在籃球上用碼錶計時一般。

怎麼做？你可以在會議開始時，先說明你預備如何安排時間給每個討論議題。例如，這是一個年度預算檢討會議，而有10項投資計劃必須檢討。你可以說，“我們將分配10分鐘給每一項投資計劃的討論。簡報者可以用3分鐘做簡報，然後留下7分鐘給大家討論。”如果有任何項目需要更多時間來討論，事先就協調好。

然後，就用個手機碼錶來計時。時間到了，就發出鬧鈴聲，提醒發言者該停止了。雖然如此做有些令人厭煩，但是是很公平而有效的。每個發言者都會注意控制他的發言時間，其他人也會提高關注度。

Managing meetings with a timer
Most people can't stand long meetings. So, why not use a timer to manage your meetings? It's like using a watch on a basketball. 

How? At the beginning of the meeting, you can explain how you plan to schedule each topic for discussion. For example, this is an annual budget review meeting and 10 investment schemes have to be reviewed. You can say, "We will allocate 10 minutes for each investment plan to be discussed." Briefers can take three minutes to brief and then leave seven minutes for discussion. "If there are any items that require more time to discuss, coordinate them in advance. 

Then, use a mobile phone code timer to time. When the time was up, the alarm rang to remind the speaker that it was time to stop. While it may be annoying to do so, it is fair and effective. Each speaker will be careful to control his speaking time, and others will increase their attention.

開會時，如何克服與會者的文化差距？

當你召開一個包含來自不同文化區域的與會者時，如何做腦力激蕩、決策，以及如何應付彼此間可能發生的誤會衝突？

首先，你可以先在會議通知單上註明與會人員名單，簡略註明他們的背景，如此，可以讓參與開會人員對彼此先有約略的了解，做好心理準備。

但是，不要有刻板印象去假設別人的行為模式。

在專業的會議上，最大的文化歧義就是如何維持開放性的討論，以及如何看待他人的不同意其實是有建設性的。

你可以事前說明會議進行規則，鼓勵大家遵守這樣的規則。

最後，你可以安排他們在會議外可以有交誼活動，增進彼此的了解與建立情誼。

How to overcome cultural gap of participants during meeting?

When you convene a participant from different cultural areas, how do you do brainstorming, decision making, and how to deal with the possible misunderstanding and conflict between them?

First of all, you can first in the meeting notice indicated on the list of participants, briefly indicate their background, so, can let the staff to participate in the meeting to have roughly understanding of each other, psychological preparation. 

However, don't have a stereotype to assume other people's behavior patterns.

At a professional meeting, the greatest cultural ambiguity is how to maintain openness, and how to look at the disagreement of others is actually constructive.

You can explain the rules of the meeting in advance and encourage people to follow such rules.

Finally, you can arrange them in the meeting can have social activities, enhance mutual understanding and establish friendship.

要成為好的領導者，養成寫日記的習慣

最好的領導者都能夠保留時間來回應問題。最簡單的作法，就是寫日記。   

在每天都給自己安排個時間，最好是固定的時段，找個安靜、不會受到打擾的地方，就如自己和自己約會一般，然後寫下任何你想到的事情，誠實的和自己對話，隨著自己的意識寫下，不要先做任何判斷。

你不用分享你的日記給他人，這是你和自己的對話記錄。這是世界上任何專家、顧問、教練都不能提供給你的，這是你個人獨特的觀點。

To be a good leader，develop the habit of writing a diary

The best leaders can save time to respond to questions. The simplest way is to keep a diary. 

Set a time for yourself every day, preferably at a fixed time, find a quiet, undisturbed place, just like you are dating yourself, and write down anything you think of. Talk to yourself honestly. Write down with your own mind. Don't make any judgments first.
You don't have to share your diary with others. This is your conversation with yourself. This is something that no expert, consultant, or coach in the world can offer you. It is your own unique view.

三招激勵你的員工

多數的企業習慣以提供各種物質，包含紅利獎金、健身房、免費咖啡和餐點，來激勵員工。但是這些物質性的激勵效果難以持久。相對的，領導主管可以考慮一併提供下列更有意義的激勵作法：

1. 讚揚鼓勵。稱讚員工的貢獻帶領著大家在進步。將客戶對他的讚揚分享給大家。你也可以將公司的獲利，分配部分作為團隊獎金，感謝團隊成員的合作貢獻。
2. 親密友善。表現出你對待員工如一般人，而非僅是部屬。你可以簡單關懷他個人，並傾聽他分享的喜悅或低潮情緒。
3. 關切個人健康生活。建立起可以照顧到員工健康生活的文化與管理機制。讓員工可以在工作中做個短暫休息，下班後可以盡情照顧家庭與作個人休憩，而不用總是操心辦公室內的工作。

Three strategies to motivate your employees

Most companies are used to motivating employees by offering a variety of materials, including bonus bonuses, gyms, free coffee and meals. But these physical incentives are not sustainable. In contrast, leadership managers could consider offering the following more meaningful incentives: 

1. Praise encouragement. Praise the staff for their contributions that have led us to progress. Share the customer's praise of him. You can also make a profit from the company and allocate part of the bonus as a team bonus, thanks to the team members for their cooperative contributions. 
2. Be intimate and friendly. Show that you treat employees like people, not just subordinates. You can simply take care of him personally and listen to the joy or depression he shares. 
3. Concern for the health of the individual. Establish a culture and management mechanism that takes care of the healthy lives of employees. Allow employees to take a short break at work, take care of their families and take a personal rest after work, rather than worrying about the work in the office.

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.