用高標準來激勵員工

員工都會觀察老闆是如何看待他們的。所以，你的一個重要工作是堅持高標準。

領導者如果採用低標準，員工也會低承諾，而領導者用高標準，即使是通常自我要求高的員工，都會受到激勵。

但是，你要很小心選擇。如果你處處都要完美，你可能會面臨複雜的結果。你可以選擇1 – 2件事，例如準備好開會，堅持工作品質，或是做好客戶服務。

無論你選擇什麼工作標準，用同樣的標準高度在各種工作上。

Motivating employees with high standards

Employees observe how the boss treats them. So, one of your important jobs is to stick to high standards.

If leaders use low standards, employees will be low commitment, and leaders with high standards, even if the usual self-demanding staff, will be stimulated.

However, you need to be careful. If you ask for perfect everywhere, you may face complex results. You can choose 1 - 2 things, such as ready for the meeting, adhere to the quality of work, and good customer service.

No matter what standard of work you choose, take same standards work to different levels.

讓視訊會議保持正軌進行

沒有人喜歡一個無序、組織不好的視訊會議。作為會議主持人，你必須讓每個人關注在會議上，繼續討論。

如果每個人都沉默著，你不知道他們是都在聽呢，還是在困惑著？這時，你必須讓會議暫停，然後問：“你們都跟上來了嗎？”如果有人在會議中接了個電話，分心了，你可以說：“我們停一下，等他說完電話。我要大家專注在我們剛才討論的所面對的問題，找到解決方案。”讓大家知道你想要做出決定。

在視訊會議進行中，你可以每隔一段時間，點名某人：“可以請你就剛才討論的部分做個摘要嗎？”如此，可以讓每個人都專注在會議上。

Keep the video conference on track

No one likes a video conference that is disorganized and poorly organized. As a moderator, you have to make everyone pay attention to the meeting and continue the discussion.

If everyone is silent, you don't know if they're all listening, or are you confused? At this point, you have to stop the meeting and ask, "are you all coming up?"" If someone gets a call in the meeting and gets distracted, you can say, "let's stop, wait till he's finished.". I want you to focus on the problems we've been talking about, and find solutions." Let people know that you want to make a decision.

In the video conference, you can call someone at intervals: "can you please make a summary of the parts you just discussed?"" So, everyone can focus on the meeting.

如何承認你的失敗領導？

項目失敗了，無論是源自于你的團隊成員，或是你自己，身為領導人，你就是必須擔負起責任，而且你必須繼續領導團隊。而首先，就是要面對團隊成員，承認失敗。如何說你們的失敗？當成鴕鳥，視而不見聽而不聞，絕對不是應有的態度。

以下的作法，你可以參考：

1. 和團隊成員站在一起，面對失敗。雖然多數團隊成員會願意承認自己的錯誤，但是他們會更樂於聽到領導人自己承擔起失敗的責任。無論失敗的源頭是誰的責任，領導人願意面對失敗，討論失敗，可以幫助你和團隊成員保持繼續的溝通。
2. 從失敗中學習。只有面對失敗，從失敗中學習，認識外部的觀點，才有價值，才會讓團隊成員信服。
3. 包容別人的錯誤。雖然許多領導人同意接受失敗是發展創新必須承受的，但是在實際檢討上還是會讓員工感受到挫折，受到責備。這種態度會讓員工停止實驗，減少創新的參與發展。你必須建立起可以接受的失敗的案例。

How do you acknowledge your failed leadership?

The failure of a project, whether it is from your team members, or your own, as a leader, you must take responsibility, and you must continue to lead the team. First of all, is to face the team members, admit defeat. How to say your failure? As the ostrich, turn a blind eye, absolutely not proper attitude.

Here's what you can refer to:

1. Stand together with team members to face the failure. Although the majority of team members will be willing to admit their mistakes, but they will be more willing to hear their leaders to assume responsibility for the failure of the source of failure. No matter who is responsible, leaders are willing to face the failure, discuss the failure, can help you and your team to keep communication.
2. Learn from failure. Only in the face of failure, learning from failure, knowing external ideas, you can have value and convince team members.
3. Accept mistakes of others. Although many leaders agreed to accept failure is the development of innovation must bear, but in the actual review or make employees feel frustration, and will blame. Such attitude will allow employees to stop the experiment, less involved in the development of innovative. You must establish acceptable failure cases.

贏得你的新團隊的信任

當你接掌一個新部門，你的員工幾乎不可避免的會評估你這位新老闆究竟是否適任？你有必要在很短的時間內做出領導者的表現，贏得他們的信任，並且建立起你的權威。

你可以用你的專業能力盡快做出成果來建立他們對你的信任。

去找出3 ~ 4項關於你的老闆與你的團隊，了解清楚的問題，以遵循你公司文化的作法來解決它們。

這些問題可以是阻擋了你的團隊前進發展的問題。你要知道障礙是哪些，而你知道如何去克服。你能夠舉出參考的案例嗎？你能夠說服其他部門來協助解決嗎？

面對這些問題，領導你的團隊去克服困難，解決問題。如此，你的團隊會信服你的領導權威。

Win the trust of your new team

When you take a new department, your staff will evaluate this new boss’s competency is almost inevitable. It's necessary for you to act as leaders in a very short time, to win their trust, and to build your authority.

You can use your professional skills to produce results as soon as possible to build their trust in you.

Find out 3 to 4 questions about your boss and your team, understand the problems, and follow your corporate culture to solve them.

These problems can be a barrier to the development of your team. You need to know what obstacles are, and you know how to overcome them. Can you give a reference case? Can you convince other departments to help to solve the problem?

In the face of these problems, lead your team to overcome difficulties and solve problems. So, your team will be convinced of your leadership and authority.

問正確的問題來幫助你的團隊更有策略觀

作為策略性的領導者，可以詢問你的團隊成員關於他們的工作，你的公司，以及大願景，來提升他們的策略觀。以下五個基本問題可以幫助你做到：

1. 你今天在做什麼？這可以讓你發現這位員工的主要時間在做什麼，而哪些是你所不知覺的？
2. 你為什麼在做這件事？這可以讓你從員工的眼光來了解什麼是重要的，以及他們為何認為這是重要的？
3. 這個工作和我們的願景有何關係？如果你的團隊成員所做的工作和公司的願景無關，你可以予以挑戰，要求他們注意公司的價值。
4. 你認為我們的團隊成功的模樣是怎樣的？這可以讓你認知到員工心目中的想象，包含團隊工作內容、工作形態、員工行為、員工關係，以及具有策略性的成果。
5. 我們如何做才能更好、更多、更快？這可以讓你激發員工的創新。如果你已經做完前述幾個問題的功課，你會有更好的理解如何回答這個問題。

Ask right questions to help your team be more strategic

As a strategic leader, ask your team members about their work, your company, and the big vision to improve their strategy. Here are five basic questions that can help you do it:

1. What are you doing today? This allows you to discover what the main time the employee is doing, and which ones you don't perceive
2. Why are you doing this? This allows you to see what's important from the perspective of employees, and why they think it's important
3. What is the relationship between this job and our vision? If your team members do nothing to do with the vision of the company, you can challenge them and ask them to pay attention to the value of the company.
4. What do you think our team success look like? It can make you recognize people 's imagination, including team work content, work form, employee behavior, employee relations, and the results of its strategy.
5. How can we do better, more, faster? This can inspire you to innovate. If you have done the homework of the foregoing questions, you will have a better understanding of how to answer this question.

邀請外部專家來指導你的團隊

許多公司都仰賴外部的專家，包含顧問、自由工作者、技術專家等，來提供策略性的服務。這些專家能夠貢獻的遠比給他們擔任的單項工作還要多；他們可以協助指導你的全職員工。

你可以邀請這些專家和你的員工做腦力激蕩，讓你的員工學習到他們的經驗與創意。這些專家也可以為你的員工的未來的工作項目提出他們的觀點。

這些外來的專家也可能也會有許多很好的外界人脈網，可以讓你的員工接觸到外界的人脈資源，或是有共同興趣的人才。

Invite outside experts to guide your team

Many companies rely on external experts, including consultants, free workers, technical experts, to provide strategic services. These experts can contribute more than to give them as individual work; they also can help guide your full-time employees.

You can invite these experts and your employees to brainstorm and let your employees learn their experiences and ideas. These experts can also present their ideas for your employees' future work projects.
These foreign experts may also have a lot of good outside network, can let your staff contact with the outside network resources, or have common interests of talent.

給予員工可以有行動的批評

建設性的批評，只有在員工認知到問題，並且知道你的批評對他們有用，知道如何改進，而且仍然可以維護好你的信任，才會有效。

經常領導主管只是表現不滿的態度，而無具體的改進內容，而讓受批評者自己去猜測如何改進，或是自己設法去找出自己覺得是對的解決方案。

你應該以尊重的態度詢問當事人他們有哪些他們覺得重要的解決方案的選擇。

例如，有人習慣性的總是開周會時遲到10分鐘，並且以他的工作太忙碌了為藉口。

如果你只是做溫和的懲戒，例如說：“請以後要準時。”，或是做尖銳的指責，說：“我們要給你一個新手錶嗎？”然而，如果你將問題連接到他會真正關心的內容，“你不會覺得你的遲到會影響同事對你的形象感覺嗎？”，然後請他提出一個解決方案：“你認為以後如何做才會讓你可以準時開會？”

Give employees critical criticism of action

Constructive criticism is effective only when employees recognize problems and know that your criticisms are useful to them, know how to improve, and can still maintain your trust.

Often leader just show a gesture of dissatisfaction, without specific improvements, and letting critics guess how to improve by themselves, or try to find out what is the right solution.

You should ask the parties in a respectful way what choices they think are important.

For example, someone habitually gets 10 minutes late for a weekly meeting, and takes his job as an excuse.
If you just do a mild reprimand, for example, say: "Please be on time in the future.", or make a sharp criticism, said: "Shall we give you a new watch?" However, if you connect to the problem he would really care about, "You don't think you will be late. How do colleagues feel your image?", and then ask him to put forward a solution: "How do you think that you can make the meeting on time?"

幫助工作落後的員工趕上進度

到處都在要求提高工作速度，工作進度的壓力愈來愈大。我們都被期待能夠用較短的時間完成更多的工作。所以，如果你的團隊成員中有人用了太長的時間來完成他的工作，你應該怎麼辦?

首先，去找出造成拖延的源頭。或許，你的員工正在忙著應付一項新工作，或是，他是完美主義者，想要樣樣工作細節都做好。

即使你可能已經想得到可能的問題癥結，但是不要胡亂猜。直接去問當事人。如果你可以帶著好奇心詢問，你們也許會可以產生活潑的腦力激蕩，得到有效的解決辦法。

告訴他，你想要關注的重點，以及希望多久可以完成。一些完美主義者就可以知道如何調整他的工作安排。如果情況得到改善，要記得對他的努力做出肯定表示。

Help backward employees catch up with schedule

All places are under high pressure and asking to improve working efficient. The more we are looking forward to in a relatively short period of time to complete more work. So, if your team members have spent a long time to finish his work, what should you do?

First, find out the source of procrastination. Maybe your employees are busy with a new job, or he's a perfectionist, and he wants to do everything in details.

Even if you want to get the crux of the problem may have been possible, but don't guess. Just go and ask parties. If you can be with curiosity, you may ask, can have a lively brainstorming, get effective solutions.
Tell him that you want to focus attention, and hope how long to complete. Some perfectionists can know how to adjust his schedule. If the situation improves, remember to make sure that in his efforts.

提升生產效率不難！5個最簡單實用的技巧

原文網址：http://www.knowledger.info/2016/03/18/6-easy-tricks-that-will-make-you-way-more-productive/

如果想要達到目標，找到最有效率的做事方式，絕對是不二法門。所以如何能夠短時間內擁有高品質的生產力，是我們事業上的重要課題。

而當提到生產效率，我們都面對一天只有24小時的挑戰。有不少人提供你建議，但看來都不太容易實現。想要更聰明地工作？讓暢銷書作家Travis Bradberry，告訴你5個最簡單、實用的技巧。

1.一件事不碰「第二次」

2.對抗「緊急的小事」

3.說「不」

4.定期查看信箱

5.避免一次做多份工作

七個重要觀念帶著公司一起衝！

原文網址：http://www.knowledger.info/2016/12/30/core-beliefs-of-great-bosses/

一間公司要能一飛沖天，領導人除了對外要有獨到的眼光，可以準確做出抉擇，更要對內公司內部的經營，花費同等的心思。如果領導人只顧著向外發展，卻忘記顧及公司內部的經營，總有一天這些公司老本都會隨著時間而慢慢消失。

究竟作為領導人，在內部經營上應該要秉持著哪些正確的觀念呢？TalentSmart 的主席 Travis Bradberry 在 Linkedin 上分享了七個領導人都應該要知道的重要觀念，幫助領導人可以帶著公司一起向前衝！

一、鼓勵員工精進自己，更上一層樓

二、每個員工都具有獨特性

三、即使是員工，也與老闆一樣重要

四、工作環境本該讓員工感到快樂

五、接受吧！多元思考才是王道

六、要能夠「激發」工作動力

七、改變必須被視為轉機