確保每個人都感覺到他在開會

開會不只是為了要得到會議結論，你還必須要讓每位與會者可以感覺到他在參與，他有價值，他得到滿足。

給每個人一個發言的機會，並注意誰有說話，誰沒有說話，是否有人占了霸佔了發言的時間。

開會前，就先想好哪一個議題需要聽到誰的意見。問自己：這個議題需要誰來引言？誰對這個議題有影響力？需要詢問哪些人的意見？誰會因為這個議題的結論而受到影響？誰又會是主要的反對者？

當會議走到岔路時，可以咨詢哪一位老手，知道我們究竟漏掉了什麼？或是犯了什麼錯？

你不需要製定嚴格的會議規則，但建立一個包容性的談話風格會使人們更容易注意到誰還沒有發言，確保每個人都感覺到他在參與開會，受到了尊重，而不是你要控制會議，或是會議受到了某人的強制左右。

Make sure everyone feels like he's in a meeting

Meetings are not just for meeting conclusions, but you also have to make every participant feel that he's participating, he is valuable, he is satisfied.

Give everyone a chance to speak, and pay attention to who has spoken, who has not spoken, whether or not someone occupied the speaking time.

Before the meeting, think about which topic needs to be heard. Ask yourself: who needs introduction to the topic? Who has influence on this issue? Who needs to be consulted? Who will be affected by this issue? Who will be the main opponent?

When the meeting comes to the fork, which old hand can be asked to know what we have missed or something wrong?

You don't need to make strict meeting rules, but creating an inclusive style of conversation makes it easier to notice who hasn’t spoken and to make sure everyone feel his participation in the meeting and respected, rather than you want to control the meeting or meeting is dedicated by someone.

確保你的團隊成員工作量均衡

通常我們會傾向于將困難的工作塞給團隊中比較能幹的人，而不放心交付那些能合理較低的人。如此，就容易讓團隊成員的工作量不均衡。有人會疲於奔命，而有人又賴皮、輕鬆。

然而，有些能幹的人，卻會過於自大，去承擔他實際負責不起的工作。而有些人又會奸巧地將分配給自己的工作，發包給其他人。這兩種狀況，都會讓項目主管無法實際掌握項目的品質。

因此，你要深入了解團隊成員每個人的實際素質與心態。並且擬定出一個你能夠掌控的工作清單與計劃、一個詳細的工作分配表，規定好負責人、支援者、每個項目成功的關鍵動作、需要有的支援內容、項目的備援計劃（Back-up Plan）。

你的目標，是讓團隊成員適才、適量，並且建立起協作機制。

最重要的是，你必須在項目啟動后，可以密切監督，並且靈活調整。

Make Sure the Workload on Your Team is Even

We usually tend to plug difficult work on talented people, but release workload for unreliable people.

However, some talents are too arrogant. He is actually not affordable to deliver what he commited. On the other side, some people are too savvy to outsource his job to other people.

Such job assignment makes workload unbalanced for your team members, and bad for your control on project fulfillment.

Therefore, you should have a deep understanding of the actual quality and mentality of your team members . Draw up a list of the work plan. With that, you can control your project.

Your goal is to make each team member understand how to deliver, his responsibility, report line, have confidence on his professional skill. You also have to establish a right cooperation mechanism.

Most importantly, you must be able to monitor closely and adjust flexibly after the project is started.

讓團隊成員跟進會議結論

當會議結束后，挑戰才剛開始。你如何確保團隊成員會依照會議決議，專注在大家所同意的工作項目上？

當然，會議記錄會明確的記錄每個項目的負責人、具體行動目標、以及其必須完成的日期。

但是，這是不夠的。

你必須經常詢問各項目負責人，他是否能夠如期交付項目任務？你可以指派專人跟蹤，盯住項目會議記錄。

你的管理目標可以設定在讓項目完成率達到85%。不過，不要讓跟蹤項目的人成為了一個工頭。

如果項目確實不能如期完成，你應該帶著同情心、善解人意。如果團隊成員普遍不能按時完成，你應該再召集大家啦討論，看看哪些是必須檢討與做出改變？

Let team members follow up the meeting conclusion

When the meeting was over, the challenge was just beginning. How do you ensure that the team members will focus on the agreed work items in accordance with the resolution of the meeting?

Of course, the minutes of the meeting will clearly record the person responsible for each project, the specific action objectives, and the date on which they must be completed.

But that is not enough.

You must always ask the project manager if he can deliver the project task on time. You can assign someone to keep track of the project minutes.

Your management objectives can be set at 85% of the project completion rate. But don't let the people who follow the project become a foreman.

If the project is not on schedule, you should be compassionate and understanding. If team members are generally unable to finish on time, you should call together and discuss what is necessary to review and make changes.

冷靜面對他人對你的數據的質疑

我們通常看待數據是中性的，認為數據分析只是陳述事實。但是，有的時候，一份數據，以及其分析或是背後的故事，卻會得罪一個客戶或是同事、老闆。

就是有人不會接受事實，或是不願意讓事實曝光。他們會很憤怒看到有事實數字的分析報告。如果你去收集更多事實的數據來辯解，只會讓事情更惡化。你們會陷入各說各話，甚至鬧成政治問題。

所以，你要做的，不是自以為是的呈現事實，而是要先尋求解決問題的合作態度。只要你能夠表現出成為他盟友的態度，他就有機會靜下心來，認識真相，甚至與你合作挖得更深，掌握問題根源，與你一起合作解決問題。

Calm down to other people's doubts about your data

We usually view data as neutral, and think that data analysis is only a statement of facts. However, sometimes, a data and its analysis or the story behind it will offend a client or a colleague or boss.

Someone is not willing to accept facts, or is unwilling to expose facts. They will be angry to see the fact number analysis report. If you collect data from more facts, you will only make things worse. You will get caught up in talking and even making political problems.

So, what you need to do is not to be self righteous in presenting facts, but rather to seek cooperation in solving problems first. As long as you can show the attitude of becoming an ally, he will have the opportunity to calm down, know the truth, even work with you to dig deeper, get the root of the problem, and work with you to solve the problem.

定期和你的屬下進行檢討工作

即使你認為每年的績效評估應該被廢除，你也不太可能徹底改變你組織的評估方法。幸運的是，你已經掌握了管理團隊績效的權力形式。

無論您的組織進行評估的形式是年度、半年度、季度，或是你覺得應該進行評估的任何時候，你都應該好好把握。

你可以在正常的績效評估之外，自行安排額外的檢查屬下的工作，以確保你的員工達成目標，並有成長。

你可以定期檢查他們的每一份報告，不管是每週還是每月一次。

你可以詢問兩個主要問題：你這個星期（或月）將做什麼？有哪些需要我的支持？

這些非正式談話不需要複雜的形式或繁瑣的文件。像這樣的檢查是你提供即時回饋的最好機會。

Conduct regular reviews with your subordinates

Even if you think the annual performance evaluation should be abolished, you are unlikely to change the way of your organization. Fortunately, you already have the power to manage team performance.

Whether your organization conducts an evaluation in the form of an annual, semi-annual, quarterly, or whenever you feel the assessment should be done, you should take advantage of it.

In addition to the normal performance assessment, you can arrange extra work to ensure that your employees achieve their goals and grow up.

You can check each of their reports regularly, either weekly or once a month.

You can ask two main questions: What will you do this week (or month)? What you need my support?

These informal conversations do not require complex forms or tedious documents. Inspection like this is the best opportunity for you to provide instant feedback.

讓層峰領導者聽他們所關切的

地位層級愈高的人，愈介意被人批評。然而，如果你用回饋意見來幫助他能夠實現他自己的個人目標，他們會聽的。

要做到這一點的最有效的方法是利用他們的動機和價值觀。

例如，領導者會關切他們的聲譽。例如，告訴他們，他們目前的動員能力不足。而如何做可以提到他們的影響力？例如：“如果你改變X和Y，你就能超越你的競爭對手，做到最好。”

如果他是關切員工的領導者，你可以說：“通過改變X和Y，你將能夠利用你的團隊的潛力，提高員工敬業度和幸福感。”

Let the leaders listen to their concerns

The higher the status level, the more important it is to be criticized. However, if you use feedback to help him achieve his personal goals, he will listen.

The most effective way to do this is to use their motivations and values.

For example, leaders concern their reputation. Tell them that their current mobilization capacity is insufficient. And how do they influence can be mentioned? For example: "If you change the X and Y, you can outperform the best competitors."

If he is a leader who cares about employee, you can say, "by changing X and Y, you'll be able to leverage your team's potential and improve employee engagement and well-being."

要激勵員工，讓他知道他的工作如何幫助了客戶？

每個人都會希望自己的工作很有價值。當一個員工的工作看起來乏善可陳，或辦公室士氣低落時，提醒他們的工作是有價值的，可以激勵起他們的士氣。

例如，當一名廚師看到客戶喜歡吃他煮食的食物，他就會高興的認真在他的工作上。

即使你的員工的工作成果不那麼實際，點名誰的努力讓客戶獲益的故事，也可以鼓勵其他員工。

所以，花些時間來談論那些能夠增加公司的收入的客戶，這要感謝公司幫助實現這個成績的部門、員工。

讓員工感受到他們努力的價值。

To motivate employee, let him know how his work helped clients

Everyone will want their work to be of great value. When an employee's work seems to be poor or lack of morale, remind him that his work is valuable and inspire his morale.

For example, when a chef sees a client like to eat the food he cooked, he is happy to be serious about his work.

Even if your employee's work is not so practical, the story of who is trying to benefit the client can also encourage other employees.

So, take the time to talk about the customers who can increase the company's revenue, thanks to the department and the staff that helped the company to achieve.

Let employees feel the value of their efforts.

何時應該調整員工的目標？

作為一名經理主管，如果你在今年要和和你的員工一起努力設定目標，你會怎麼做？也許你的員工已經實現了目標，需要一個新的挑戰，或者這個組織的目標已經改變了。與員工會面，審查現有的目標和計畫。這三個問題有助於指導你的討論和重新評估目標：

1. 考慮到資源或制約因素的變化，這些目標是否仍然現實？
2. 他們仍然及時嗎？現在是實現它們的最佳時機嗎？
3. 它們是否仍然相關？他們仍然與公司的戰畧一致嗎？

根據答案，你可能只需要改變一個目標，取而代之的是一個新目標，但在某些情況下，整個計畫可能需要改變。與你的直屬員工合作，為公司達成新的目標。

When should employees’ goals be adjusted?

As a manager, what would you do if you were working with your staff to set goals this year? Maybe your employees have achieved the goal, need a new challenge, or the organization's goals have changed. Meet with employees to review existing goals and plans. These three questions help guide your discussions and reassess your goals:

1. Are these goals are still realistic, taking into account changes in resources or constraints?
2. Are they still in time? Is this the best time to achieve them?
3. Are they still relevant? Are they still in line with the company's strategy?

According to the answer, you may just change a goal and replace it with a new one, but in some cases, the whole plan may need to change. Work with your immediate staff and reach a new goal for the company.

將你必須做的決策分類為策略性、重要的、快速的

當你有很多決策必須處理是，你很容易對每一個決策分配同樣的時間來處理。但是，不是每件事情的困難度是一樣的，有些需要你用較多的時間來思考，而有些不需要。

為了更有效率做決策，將你必須做決定的事情區分為三類：策略性的、重要的，以及可以快速決定的。

1. 策略性的決定。通常需要詳盡的分析、有複雜的組織程式，影響公司的長期發展方向的潛力。這種決策需要長世界的注意力，以及嚴格、全面的過程。
2. 重要的決定。通常是需要增加可觀的投資，但是你已經有了可以參考的案例，只要做出決定即可。
3. 可以快速做的決定。不複雜，而且常常可以委派給其他人。你可以和委派人約定簡單的規則和清單，説明你儘快做出這些決定。

將你的時間依據決策的重要性複雜度，妥善分配你的時間，以便有效處理你各項決策。

Categorize decisions you must make as strategic, important, and quick

When you have lots of decisions to deal with, it's easy to allocate the same amount of time to each decision. However, not everything is the same, some require you to spend more time thinking, and some do not. 

To make decisions more efficiently, divide the things you have to decide into three categories: strategic, important, and quick. 

1. Strategic decisions. There is often a need for detailed analysis and complex organizational procedures to influence the potential for the long-term direction of the company. Such decision-making requires the attention of the world, as well as a rigorous and comprehensive process. 
2. Important decisions. It usually takes a lot of extra investment, but you already have a case that you can refer to, just make a decision. 
3. Decisions that can be made quickly. It's not complicated, and it can often be delegated to someone else. You can make simple rules and lists with the delegate to help you make these decisions as soon as possible. 

Allocate your time according to the complexity of the importance of the decision, so that you can deal with your decisions effectively.

想想你的過去經歷，來激勵你的員工

要員工做出最大的付出，並不是那麼容易的。如果你在努力激勵團隊中的人，那就看看你的過去吧。

想想你自己的經歷，以及當你處於公司下層的時候是什麼激勵你的。誰是你心目中最好的老闆？哪個人做了什麼讓你想表現得最好？思考一下是什麼讓你老闆的激勵策略對你如此有效？。他們做了什麼來贏得你的信任和欽佩？

現在想想如何把這些經驗運用到你自己的團隊中？哪些作法會對他們起作用？大膽地審視自己的行為，並對員工對你的反應表示好奇。你可以考慮把你最喜歡的老闆的作法，運用到激勵你的員工。

Think about your past experiences to motivate your employees

It's not that easy to get employees to pay the most. If you're trying to motivate people in the team, look at your past.

Think about your own experience. When you are in the company low position, what motivates you? Who is the best boss in your mind? What made you want to perform the best? Think about what was your boss’s effective incentive strategy for you? What he did to win your trust and admiration?

Now think about how to use these experiences to your own team? What would work for them? Boldly examine their own behavior, and employees react to your curiosity. You can consider to use your most love boss’s way to motivate your employees.