對創新工作的回饋應該給予指導，而不是要求改變

給予回饋是很難的，但特別是對於創新工作來說，“好”可能是主觀的。下一次你必須提供一個創新的作品，如設計原型或網站模型的意見，表明你的觀點。使用第一人稱代詞（我）和描述性短語，如“我看到的是……”或“我的意思是……”或“我的觀點是……”，明確說明你的意見是為了勾勒出項目的潜在軌跡，而不是一條具體的“正確”的道路。

給予重點方向，不批判。雖然你應該提供關於你認為是或不起作用的詳細回饋，但不要過分挖掘細節。討論應該為新事物的出現開闢空間，這是你和創作者都沒有預料到的。

Feedback on innovation should be guided, not change

It is difficult to give feedback, but especially for innovative work, "Good" may be subjective. Next time you have to provide an innovative work, such as a design prototype or a website model, to show your views. Use the first person pronoun (I) and descriptive phrases, such as "What I see is..." Or "I mean..." Or "My view is..." It is clear that your opinion is to outline the potential trajectory of the project, not a concrete "right" path.

Give the key direction, not criticize. Although you should provide detailed feedback on what you think is or does not work, do not overdo the details. The discussion should open up space for the emergence of new things, which you and the creators have not expected.

以問有意義的問題，幫助員工發現他們的激情

對工作充滿熱情的員工會更加勤奮和富有成效。但並不是每個人都知道他們對工作的哪些方面最為興奮。

作為一個經理，你有責任督促他們去發現。幫助員工思考問題，反思他們的工作。

例如，在這個人參與發展一個新項目之前，你可能會問：“你希望通過這種作法來發展、學習或成長什麼？”在關鍵的里程碑之後，你可以問：“什麼是特別有益的，有意義的，或鼓舞人心的主動行動？”在進行績效評估或職業發展對話時，你可以問： “今年你真正喜歡的是什麼？你想多做些什麼？”

然後幫助這個人在他們的答案之間建立聯系，這樣他們就能更好地理解他們對工作的熱愛。

Ask Meaningful Questions to Help Employees Discover Their Passions

Employees who are enthusiastic about their work are more diligent and productive. But not everyone knows which aspects of their job they’re most excited about.

As a manager, it’s your responsibility to push them to find out. Help employees reflect on their work by asking them thoughtful questions.

For example, before the person tackles a new project, you might ask：“What are ways you hope to develop, learn, or grow with this experience?” After key milestones you can inquire： “What was especially rewarding, meaningful, or inspiring about that initiative?” And during performance reviews or career development conversations, you can ask： “What have you really enjoyed working on this year? What would you like to do more of?”

Then help the person make connections between their answers so that they can better understand what exactly they love about their work.

讓辦公室政治透明化

辦公室政治是有害的，他們靠保密而興旺。如果你想停止幕後交易和發生組織中的政治化，就先讓你所有的相互作用是透明的。

想想你行動背後的動機，想想你的行為傳達的資訊。你是在向人們展示你最關心的是你的自尊、名聲和地位嗎？或者你把精力集中在對公司和同事最有利的事情上？

如果你一直以一種你不引以為傲的風格行事，那麼就改變你的風格。進一步，說清楚自己的意圖，明確的解釋你為什麼要召開會議。提出了一個敏感的問題，或不同意一個同事。不要強迫別人在字裡行間讀，這會導致誤解和流言蜚語。

公開你的動機。你不能指望一個組織在道德水准上比你所擁有的更高。

Transparency in office politics

Office politics is harmful, and they thrive on secrecy. If you want to stop trading behind the scenes and politicize the organization, let all your interactions be transparent.

Think about the motives behind your actions, and think about the information that your behavior conveys. Are you showing to people that you are most concerned about your self-esteem, reputation and status? Or do you focus on the best things for the company and the colleagues?

If you always act in a style that you don't take pride in, then change your style. Further, make clear your intentions and clearly explain why you have to hold a meeting. Put forward a sensitive question, or disagree with a colleague. Do not force others to read between lines, which can lead to misunderstandings and gossip.

Open your motives. You can't expect an organization to be higher in moral standards than you have.

不要忽視回饋中的非語言暗示線索

在理想的世界裡，你的同事會給你直接、誠實的回饋。但如果他們不主動，你通常可以通過觀察他們的非語言暗示來瞭解他們的真實想法。

學會閱讀面部表情和肢體語言，以理解你的語言和行為是如何被接受的。

當別人低頭看你或避免與你目光接觸時，當一位有魅力的同事安靜下來，或者當一位平易近人的同事變得防禦性強時，注意並優雅地指出你的觀察結果。

你可能會說，“告訴我該如何理解你的沉默，”或者“我擔心我說的話不適合你。”是真的嗎？“。

這些禮貌的陳述和問題會讓別人對你的反應更加開放，這可以幫助你對自己的行為做出關鍵的調整，並加深你和同事之間的信任。

Don’t Ignore the Feedback in Nonverbal Cues

In an ideal world, your colleagues would give you direct, honest feedback. But if they’re not forthcoming, often you can find out what someone really thinks by watching their nonverbal cues.

Learn to read facial expressions and body language to understand how your words and actions are being received.

When people look down or avoid eye contact with you, when a engaging colleague is quiet, or when an even-keeled coworker gets defensive, pay attention and graciously point out your observation.

You might say, “Tell me how I should interpret your silence,” or “I’m concerned that something I’ve said isn’t sitting well with you. Is that true?”

These polite statements and questions invite others to be more open about how they’re reacting to you, which can help you make crucial adjustments to your behavior and deepen trust between you and your colleagues.

鼓勵你的團隊給你帶來問題，而不是抱怨

“給我一些解決辦法，而不是問題。”許多好心的經理都這麼說，打算讓員工不要抱怨工作問題。但是員工可以認為這意味著如果他們沒有辦法解決問題，他們就應該掩蓋問題。所以最好告訴你的團隊給你帶來的是問題陳述。

抱怨通常總是指責別人，例如：“藍組不打他們的最後期限，我們總是兩手空空。”

另一方面，問題的陳述，提供客觀的事實和揭示創設問題每個人的角色：“藍組錯過最後期限的四倍。在兩種情況下，我們也沒有準備。在另外兩種情況下，我們不得不在週末工作，因為藍組的延誤工作。“

處理一個問題的詳細而平衡的陳述要比抱怨容易得多。

Encourage your team to bring you a problem, not a complaint

"Give me some solutions, not a problem." Many good managers say that they plan to keep their employees from complaining about their work. But employees can think it means that if they do not have a way to solve the problem, they should cover up the problem. So it's better to tell your team to bring you a problem statement.

Complaining is usually always accused of others, such as, "the blue group doesn't hit their deadlines, and we are always empty handed."

On the other hand, the statement of the problem provides an objective fact and reveals the role of the creation of the problem for everyone: "the blue group missed four times the deadline. In two cases, we are not prepared. In the other two cases, we have to work on the weekend because of the delay in the blue group. "

It is much easier to deal with a detailed and balanced statement of a problem than to complain.

讓你的團隊參與解決一個棘手的問題

如果你和你的團隊正面臨著一個長期存在的問題，你可能會被誘惑去控制和激烈地爭論你認為會奏效的解決方案，或者間接地提供想法，讓你的團隊掌控這個問題。這兩個極端都不是最優的。

相反地，嘗試一種將信念和開放性相結合的方法--這樣其他人就可以在你最佳思維的基礎上找到解決方案。

與您的團隊一起，討論問題的持久性、哪些解決方案失敗了，以及其原因。解釋你想讓他們和你一起選擇解決方案。明確表示你在尋找新的想法，而不是為失敗的解決方案或你已經嘗試過的新版本進行辯護。

構建一組可衡量的標準，您可以用這些標準來評估選項。承認你對特定解決方案的任何偏見，並要求團隊對待這些想法和他們自己的想法沒有什麼不同。按照既定的標準來評價所有的想法，包括你的想法--最重要的是，公開你的觀點背後的假設。

Involve your team in solving a difficult problem

If you and your team are facing a long-standing problem, you may be tempted to control and argue fiercely about what you think will work, or indirectly provide ideas. Let your team take control of the problem. These two extremes are not optimal. 

Instead, try a combination of faith and openness so that others can find solutions based on your best thinking. 

Work with your team to discuss the persistence of the problem, which solutions have failed, and why. Explain that you want them to choose the solution with you. Make it clear that you are looking for new ideas, rather than defending a failed solution or a new version you've tried. 

Build a set of measurable criteria that you can use to evaluate options. Acknowledge any bias you have against a particular solution and ask your team to treat these ideas as if they were not different from their own. Evaluate all ideas against established criteria, including your idea - most importantly, disclose the assumptions behind your point of view.

應該如何評估你的營運數據？

營運數據可以讓公司主管察覺重要的營運信息，讓他們可以做出有效的決策。但是營運數據也可能誤導，讓你做出錯誤的決策。你有必要查明你的營運數據是正確？

例如，如果你正在領導一項需要多步驟發展的項目，你知道每個步驟所需要的時間與必要的條件、實現階段目標的查核標準。

試著分辨“我不在乎這個、我不知道”，以及“做得差不多”，和“很接近了”之間的差異。

你也許必須接受“不夠完美”的事實，但是你起碼可以掌握住實際的狀況。

你可以做一些小模型來測試，也許結果還是不正確，那麼可以更進一步做深入的了解。

How should you evaluate your operating data?

Operational data can enable executives to perceive important operational information and enable them to make effective decisions. But operational data can also be misleading, making you make the wrong decisions. Is it necessary for you to find out that your operating data is correct?

For example, if you are leading a project that needs multiple steps, you know the time and the necessary conditions for each step and the verification criteria for achieving the goal of the stage.

Try to distinguish the difference between "I don't care, I don't know" and "do the same" and "very close".

You may have to accept the fact that it is not perfect, but you can at least grasp the actual situation.

You can do some small models to test, maybe the result is not right, so we can further understand.

問這些問題來培養員工的使命感

我們都想在我們所做的事情中找到意義。作為一名經理，你可以通過問幾個簡單的問題來幫助你的團隊成員培養這種內在的目標感：

1. 你擅長什麼？你相信自己是最好的人，你會接受什麼？在你的職業生涯中，你注意到了什麼？這個問題是幫助人們識別他們的長處。
2. 你喜歡什麼？在典型的每週工作中，你期待著做什麼？這些問題幫助人們發現或重新發現他們喜歡工作的地方。
3. 哪些工作成果讓你感到最自豪？您的哪些任務對團隊或組織最重要？答案可以突出某些作品的內在價值。
4. 是什麼創造了前進的動力？你今天的工作如何讓你更接近你想要的？這裡的重點是向人們展示他們目前的角色如何説明他們朝著未來的目標前進。

Ask these questions to cultivate a sense of mission

We all want to find meaning in what we do. As a manager, you can help your team members develop this inner sense of goal by asking a few simple questions:

1. What are you good at? You believe that you are the best person, what will you accept? What did you notice during your career? The question is to help people identify their strengths.
2. What do you enjoy? What do you expect to do in a typical weekly job? These questions help people discover or rediscover where they like to work.
3. What do you feel most proud of? What are the most important tasks for your team or organization? The answer can highlight the intrinsic value of some of the works.
4. What created the momentum for progress? How do your work today bring you closer to what you want? The focus here is to show people how their current role shows them how they are moving towards their future goals.

在給予彈性工作安排之前考慮公平性

當一個員工來找你要求一個彈性的時間表時，你可能會想說“OK”。但是給一個人量身定制的工作條件很容易被視為偏袒。在說“OK”或“不行”之前，問自己三個問題：

1. 員工要求什麼？為什麼？如果請求有正當的理由，其他人就會更容易理解。
2. 我能和其他團隊成員溝通嗎？如果有困難，很有可能其他人會發現交易可疑。
3. 說“OK”會給別人帶來困難嗎？例如，如果一個人談判工作量減少了，團隊的其他成員可能不得不為他們負責。

彈性工作已經被證明可以增加員工的參與度和生產力，所以你應該儘量在可能的時候給予這些安排。在你做之前，仔細考慮一下對團隊的影響。

Consider fairness before giving flexible working arrangements

When an employee comes to you to ask for a flexible timetable, you may want to say "OK". But the working conditions tailored to a person are easily seen as partiality. Before you say "OK" or "no", ask yourself three questions:

1. What does the employee ask for? Why? If the request is justified, others will be easier to understand.
2. Can I communicate with other team members? If it is difficult, it is likely that other people will find that the transaction is suspicious.
3. Say "OK" will bring difficulties to others? For example, if a person's negotiation workload is reduced, the other members of the team may have to be responsible for them.

Flexible work has been shown to increase employee engagement and productivity, so you should make these arrangements as much as possible. Before you do it, consider the impact on the team.

保持員工的熱情和挑戰

領導者在幫助員工理解他們的工作為何重要方面扮演著重要的角色，但這並不只是把工作與更大的目標聯繫起來。

你也可以通過展示好奇心來做到這一點：探索，提出問題，並讓人們瞭解他們對未來的看法。要清楚的是，工作的方式是多種多樣的，你希望你的員工嘗試新事物。同時，讓他們專注於實現目標並取得進展。

面對失敗和成功面前保持雄心壯志，並鼓勵你的人不斷地完成更多的工作。你想讓員工感受到進步，創新，成長，這會帶來更有意義和更積極的工作體驗。

To Keep Your Employees Engaged, Be Curious and Challenging

Leaders play an important role in helping employees understand why their work is important, but this is not just about linking work to larger goals.

You can also do this by showing curiosity: explore, ask questions, and let people know what they think about the future. It is clear that there are many ways to work, and you want your employees to try new things. At the same time, let them focus on achieving goals and making progress.

Keep your ambition in the face of failure and success, and encourage your people to continue to do more work. You want employees to feel progress, innovation, and growth, which will bring a more meaningful and more positive work experience.