六個解決衝突的方式，讓大事化小、小事化無

原文網址：http://www.knowledger.info/2016/12/16/6-tricks-to-mastering-conflict/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+knowledger%2Fexst+%28%E7%9F%A5%E8%AD%98%E5%AE%B6%29

在日常生活裡，我們其實面對著各式各樣的衝突。家人間生活習慣的差異、朋友之間價值觀的不同、伴侶想法上的摩擦，都可能是每次爭吵的導火線。而若是其中一方的表情或說話語氣改變，就更容易演變成一次激烈的爭執。這時，我們都希望自己有高EQ，能夠控制自己的情緒並好好地跟對方溝通。

TalentSmart的研究也發現，高達90%的職場傑出表現者都擁有高EQ。由此可見，是否能夠理性且和平地處理每一次衝突的能力，可能會影響你未來的職涯表現。因此，《Forbes》的撰稿人Travis Bradberry 便提出了六個能夠解決衝突的好方法，以免雙方都只在乎自己的想法或利益，導致不滿情緒越升越高，最終到了不可收拾的局面。

1. 沉默不一定是金

2. 用「而且」(and)來代替「可是」(but)

3. 使用「假設說法」

4. 不要使用絕對性的字眼

5. 問對問題，直到深入核心

6. 提出解決方式

問你的員工，他們希望如何獲得回饋？

你必須給你的員工建設性的批評。但是他們並非都希望以同樣的方式獲得你的回饋意見。

區域銷售代表經常在拜訪客戶過後建立起和客戶的密切關係。有些業務代表希望在拜訪客戶后，立刻獲得領導主管的意見，而其他業務代表傾向於他拜訪完所有潛在客戶后，再聽取老闆的綜合意見。

依你的員工的偏好來給予你的回饋意見，比較可能讓他們感覺到你的意見是有幫助的，並且願意遵循行動。

所以，你最好問你的員工，他們喜歡如何獲得回饋。他們是比較希望立即聽到你的意見，還是傾向於晚一些時間再向你報告，并聽取意見？他們是比較願意得到email的意見，還是喜歡私下會談？若是要會面，是到你的辦公室，或是他們的座位，還是選擇其他地點？

Ask your employees how they want to get feedback

You have to give constructive criticism to your employees. But they don't all want to get your feedback in the same way.

Regional sales representatives often establish close relationships with customers after visiting customers. Some business representatives want to get the leader's advice immediately after they visit their clients, and other business representatives tend to listen to all the potential customers and listen to the boss's comprehensive opinion.

Give your feedback according to your employees' preferences, and compare them to make them feel that your opinion is helpful and willing to follow the action.
So, you'd better ask your employees how they like to get feedback. Do they prefer to hear your opinion at once, or prefer to report to you later and listen to it? Are they more willing to get email's advice, or do they prefer private talks? If you want to meet, are you going to your office, or their seats, or somewhere else?

開完會要跟進

在步出會議室時，你會鬆一口氣，以為完成了一項困難的工作。但是在會議中做成的決策，只有確實跟進，確保履行，才會真正有效。

你可以先從攥寫會議記錄開始。清楚記下會議中做出了哪些結論，每一項結論的主要負責人是誰，以及後續必要的行動。將會議中使用過的文件，例如會議簡報，一併發出給與會人員，以及必須知悉的其他人。

這個會議記錄也必須訂下每項工作的完成日期，並且在你的工作日記表上，以便你能夠確保這些工作可以按期完成。

如果在會議決議中，牽涉到某些重要的人，例如你的老闆，你必須和他保持個人接觸，讓他知道所有狀況與後續行動，尤其是必須獲得他的支持時。

最後，花一些時間來回顧會議，你是如何擔任會議主持人的，你下次會如何進行會議。

Follow up after the meeting

When you step out of the conference room, you'll breathe a sigh of relief and think you've done a difficult job. But decisions made at meetings can be really effective only if you do follow up and ensure performance.

You can start by writing the minutes of the meeting. Make clear what conclusions are made in the meeting, who is responsible for each of the conclusions, and the necessary actions to follow. The documents used in the meeting, such as the meeting briefing, should send to the participants and others who must be aware of.

The minutes of the meeting also have to be made up of the completion date of each job, and on your work diary so that you can ensure that the work can be completed on schedule.

If there are some important people involved in the meeting resolution, such as your boss, you must keep in touch with him, let him know all the circumstances and follow up, especially when you have to get his support.
Finally, take some time to review the meeting, how do you serve as the moderator, and how do you do the meeting next time?

這樣開會，每月至少可以替公司節省100個小時——讓會議更有效率的5個方法

原文網址：http://www.knowledger.info/2015/08/13/meetings-suck-here-are-5-ways-to-make-them-suck-less/

會議很重要。因為只有大家聚在一起時才能解決問題。

會議不重要。因為一個5人的一小時會議，就等於讓公司損失5小時的生產力。

到底重不重要，取決於你聰不聰明，會不會「聰明開會」。

BiggerPockets.com的企劃部副部長、房地產投資人Brandon Turner說，他們公司制訂了「開會5原則」，非常管用；他把它發佈在《Entrepreneur》上，供大家參考。

1、有明確的議程嗎？

2、會議可以用電子郵件的形式代替嗎？

3、每個人真的都需要去開會嗎？

4、開完會，大家都清楚自己該幹嘛嗎？

拒絕接受上級給予的不現實目標

當你被上司要求一個令人震驚的目標，你會感到無助。但是，你不要輕易接受。

相對地，你應該分享給你的上司你的顧慮，并在可能的情形下，提出你的主張。

例如，你可以說：“我看到我的團隊能夠達到的目標是8000萬元。這比去年已經增長了25%。我們往年的績效成長平均在20%。這是在追求業績與客戶滿意度上，很好的平衡成績。若是目標太高，我們將有可能會失去客戶滿意度。是否有可能降低今年的業績目標？”

這樣的爭取，或許不能成功，但是你的屬下會感激你為他們做出的努力。

Refuse to accept unrealistic goals given by superiors

When you are asked by your boss for a shocking goal, you will feel helpless. But don't take it easy.

In contrast, you should share your concerns with your boss, and, if possible, put forward your ideas.

For example, you can say, "I see that my team can achieve 80 million dollars. That's 25% more than last year. Our performance growth averaged 20% in previous years. This is a good balance in the pursuit of performance and customer satisfaction. If the target is too high, we may lose customer satisfaction. Is it possible to reduce the performance target this year?"

You may not succeed in this struggle, but your subordinates will appreciate the effort you have made for them.

開會時這樣做，讓會議更有效率！

原文位址：http://www.knowledger.info/2017/03/22/3-strategic-tips-for-running-the-most-productive-meeting/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+knowledger%2Fexst+%28%E7%9F%A5%E8%AD%98%E5%AE%B6%29

在開會時，如果希望能使獲得的成效以及反饋最大化，那我應該要怎麼做呢？有網友在知識分享網站Quora上面提出了這個問題。而其中，Foursquare的CEO，Jeff Glueck的答案被認為是十分獨到的見解。如果你也想知道Jeff的答案，來看看他怎麼說吧！

Jeff認為，所有大小會議的關鍵都在於，記得某個特定的目標，並且在這個主題上進行會議，不要偏離主軸。為了能順利地達到這個目標，以下有三個簡單的步驟：

1. 事先發送資料

2. 不要閱讀簡報

3. 勇敢提問

給你的團隊集體和個人的獎勵

身為領導主管，表揚激勵你的團隊表現是你的工作。只要能夠得到獎勵，原來會自私的個人也會因為他感受到是團隊中的一員，而變成為是願意充分合作者。

所以，你應該如何做獎勵呢？你可以表揚超越團隊所制定目標的行為。你可以依據整個團隊的表現，提供你的團隊紅利、肯定、讚揚、休假，等等。

然而，你要注意避免有搭便車者。對個人的獎勵，必須是他對整個團隊的成功有重要的貢獻者。你也要挖掘出那些默默地比別人付出更多，掩護同事的無名英雄。他們是團隊不可或缺的成員。

將對個人和集體的獎勵結合起來，可以提高團隊的士氣，讓他們確實達到團隊的目標，確保了團隊的成功。

Give your team, collective and individual rewards

As a leader, praise team performance motivates is your job. If you can get the reward, will the original selfish person will feel because he is a member of the team, and is willing to become a full partner.

So, how do you do rewards? You can praise the behavior beyond the goals set by the team. You can provide your team bonus, affirmation, praise, vacation, and so on according to the performance of the whole team.

However, you should pay attention to avoid the rider. The personal rewards, must be an important contributor to the success of the team. You have to dig out those who silently pay more than others, cover colleagues unknown hero. They are an integral part of the team members.
Combining individual and collective rewards can improve team morale, make them achieve team goals, and ensure team success.

要成為策略型領導者，要能夠保持一致性，又能夠有彈性

能夠執行核心事業的最佳領導者是能夠堅定推動既定的事業方向，有能夠對市場變動彈性因應者。要成為策略型領導者，你必須在這兩者間，做好平衡。

首先是有維持一致性的能力，努力工作，準時完成。設定好給你自己和你的團隊成員的工作目標，并戮力達成。

你同時必須有彈性領導的能力。要能夠有智慧，有好奇心，願意學習新知識，做好溝通，以及協作。

但是，就如過度維持一致性，會帶來嚴酷，彈性領導也可能會讓團隊失去專注。所以，你必須注意如何平衡它們。

你可以同時設定工作的高標準，但是也保持適度的開放，了解過去的作法是否能夠滿足你和公司的長期發展。

To be a strategic leader, you need to be consistent and resilient

The best leaders who can perform its core business is to firmly company’s established direction, and can change due to the elastic market. To become a strategic leader, you must make a balance between the two.

The first is to maintain the consistency of the ability to work hard to finish on time. Set for yourself and your team work goals, and strive to reach.

You must also have the ability to lead flexibility. Be able to be intelligent, curious, willing to learn new knowledge, communicate well, and collaborate.

But, like over consistency, it can be harsh, and flexible leadership can also cause the team to lose focus. So you have to focus on how to balance them.

You can also set high standards of work at the same time, but also maintain a moderate openness, understand whether the past can meet the long-term development of you and the company.

依據狀況調整領導風格

不同的工作狀態需要不同的領導風格。一般主管通常用權威或是聲望兩者風格之一來領導。

當你用權威風格來領導時，你會以堅定態度以及職位上的權威來領導。這種領導風格最適合用在帶領團隊成員遵循同一個方向發展。例如：有了清楚的策略來準備發表新產品，用職位權威風格是比較有效讓團隊一致合作達成目標。

相對的，聲望領導風格意味用智慧和專業來塑造自己成為一個典範，用你的影響力來改變團隊。這樣的聲望領導風格特別適合用在強化對你報告的屬下。例如，當行銷團隊被要求提出一個有創意的廣告企劃，以聲望來領導可以釋放一些對團隊成員的限制，并激勵他們發揮創意。

成熟的領導主管能夠分辨在何種狀況下，應該運用哪一種領導模式，並且發展出能夠讓團隊成員發揮出最佳績效。

Adjust leadership style according to the situation

Different working conditions require different styles of leadership. Manager usually leads by the style of authority or prestige.

When you use the authoritative style of leadership, you will be led by the attitude and position of authority. This style of leadership is best suited to lead the team members to follow the same direction. For example: new product development, a clear strategy to prepare. With the position of authority is effective to make the team style consistent cooperation target.

Relatively, Prestige leadership style means with wisdom and expertise to shape yourself as a model, using your influence to change the team. This prestigious leadership style is particularly suited for use in your report on strengthening work. For example, when the marketing team was asked to come up with a creative advertising, with prestige leadership, to release of some autonomy to team members, and motivate them to be creative.

The mature leader can identify which type of leadership model should be used and develop the best performance that can be achieved by team members.

可以請你的員工為你主持會議

許多主管似乎經常沒有足夠的時間來規劃準備一場會議。但是解決的辦法不是減少你準備會議所需要的時間，而是讓別人來幫你主持會議。

你可以授權給一位你的一位團隊成員，如此可以釋放出你的時間，也可以發展你的團隊成員的能力。這樣可以幫助別人有機會和你在一個房間中練習會話與主持會議技巧。這樣可以讓別人有機會讓大家有更多的機會讓大家看到他的其他表現能力，而且你機會觀察他與提供給他回饋。

在你要授權委託他人主持會議前，問自己：“誰可以在這個主持會議機會中獲得最多利益？”想想誰是需要聯繫會議主持技巧，或是誰可以透過會議主持提升聲望？

Ask your employees to chair the meeting for you

Many executives often don't seem to have enough time to plan for a meeting. But the solution is not to reduce the time you need to prepare for the meeting, but to have someone else help you manage the meeting.

You can delegate to one of your team members so that you can release your time and develop your team members' capabilities. This can help others to have the opportunity to practice conversation and preside over meetings in a room with you. This allows others to have the opportunity to give you more opportunities to see his other performance abilities, and you have the opportunity to watch him and give him feedback.

Before you authorize someone to preside over a meeting, ask yourself, "Who can get the most benefits in the opportunity to preside over the meeting?" Think about who needs to contact the conference hosting skills, or who can raise prestige through the conference chair?