如何讓團隊在會議中確實結合起來？

團隊會議應該是個能夠達成協作目的的活動。但是，如果在會議上多半是你老是在講而你的團隊成員只是在聽，就不太對勁了。以下兩個方法可以讓你的團隊成員改變，並在會議桌上得到他們最好的想法：

1. 有節制的分享你的想法。若是將你偉大的想法一股腦的倒出來，會是很誘惑的。但是，先不要這樣做。相反的，一次只提出一個或兩個你的建議。你若是能夠節制你自己的評論，你可以讓其他人有機會貢獻他們的想法。
2. 盡可能問問題。不要擔心會有太多的回答。你要問一些深入的問題，以便激發出討論。當有人開始發言時，向他問得更深入些，這樣，其他與會人員也會清楚的明白。

In the meeting, how do you really get the team together?

Team meetings should be an activity that can achieve the purpose of collaboration. But if you are always talking at meetings, your team members are just listening. Here are two ways to change your team members and get their best ideas at the conference table.

1. Share your ideas with moderation. It would be tempting to pour out your great ideas. But don't do that first. On the contrary, only one or two suggestions should be made at a time. If you can control your own comments, you can give others the opportunity to contribute their ideas.
2. Ask questions as much as possible. Don't worry that there will be too many answers. You have to ask some deep questions in order to stimulate discussion. When someone starts to speak, ask him deeper, so that other participants will clearly understand.

經理們，你如何在不過分強調的情况下向你的團隊敞開心扉？

當員工感覺自己與老闆有個人聯系時，這通常是件好事。但是，當領導人分享了太多的想法和感受時，他們可能會破壞他們的權威。（想像一個經理說，“我很害怕，不知道該怎麼做。”）

一個好的經驗法則是，當你認為這對別人有幫助時，就敞開心扉。通過考慮老闆對你說的話你會有什麼感覺來評估你的個人評論。如果你很感激聽到這個消息，你的團隊也會有同樣的感受。如果沒有，請謹慎行事。

例如，告訴員工你心情不好是因為你今天過得不好；告訴他們你心情不好是因為你不同意高級管理層的决定可能不是這樣。

當開放有助於你的團隊不那麼孤立時，開放也很有用：如果你感覺到人們對某個項目感到焦慮，就承認你感到同樣的壓力，感謝他們的努力。

Managers, how can you open your heart to your team without too much emphasis?

This is usually a good thing when employees feel they have personal contact with their bosses. But when leaders share too many ideas and feelings, they may undermine their authority. Imagine a manager saying, "I'm scared. I don't know what to do."

A good rule of thumb is to open your heart when you think it's helpful to others. Evaluate your personal comments by considering how your boss feels about what he says to you. If you are grateful to hear that, your team will feel the same. If not, please act with caution.

For example, tell employees that you are in a bad mood because you are having a bad day; tell them that you are in a bad mood because you disagree with the decision of senior management that may not be the case.

Openness is also useful when it helps your team to be less isolated: if you feel people are anxious about a project, admit that you feel the same pressure and thank them for their efforts.

讓你的辦公室成為討論心理健康的安全空間

當你的員工在心理健康上掙扎時，他們應該能够敞開心扉尋求幫助。想想你如何創造一個讓他們覺得安全的工作環境。

例如，注意你和你的團隊在辦公室使用的語言。像“強迫症先生又來了”或“她本周情緒極為低落”這樣的評論，羞辱了員工可能正在努力解决的問題，使人們更難站出來。

如果你聽到員工使用這種語言，就勸阻他們不要繼續工作，如果必要的話，解釋一下為什麼這樣做有害。你也可以通過與心理健康部門分享你的經歷，讓有需要的團隊成員瞭解你自己來設定基調。當有人向你傾訴時，準備好告訴他們你公司擁有的心理健康資源。

提供的一個簡單的資源是病假：如果一個員工需要休息一天來關注他們的心理健康，告訴他們去休病假。

Make your office a safe place to discuss mental health

When your employees are struggling with mental health, they should be able to open their hearts to help. Think about how you can create a work environment that makes them feel safe.

For example, pay attention to the language you and your team use in the office. Comments like "Mr. obsessive-compulsive disorder is back" or "She's in a very low mood this week" humiliate problems that employees may be trying to solve, making it harder for people to stand up.

If you hear employees using the language, dissuade them from continuing to work and, if necessary, explain why doing so is harmful. You can also set the tone by sharing your experience with the mental health department and letting team members in need know you. When someone confides in you, be prepared to tell them about the mental health resources your company has.

One simple resource provided is sick leave: if an employee needs a day off to pay attention to their mental health, tell them to take sick leave.

一個團隊要順利工作，你需要三件事

如果你的同事在一起工作不好，有幾種方法可以改變團隊的活力。包括你在內的每個人都應該考慮如何改進三件事：內部自我意識、外部自我意識和個人責任感

1. 內部自我意識是關於理解你的價值觀如何影響你的决定。為了改進，考慮一下你的情緒和假設是如何引導你採取某種作法的。在你明白是什麼在驅使你之前，不要急於採取行動。
2. 外部自我意識是指瞭解你的行為如何影響他人。為了提高，注意你的同事對事情的反應，並問問你自己（或他們）他們的行為背後可能有什麼。
3. 個人責任感幫助你評估你對問題的貢獻。為了改進，接受你可能會為所發生的事情分擔一些責任。利用內部和外部的自我意識來仔細考慮你可能需要如何改變。

For a team to work smoothly, you need three things

If your colleagues don't work well together, there are several ways to change the team's vitality. Everyone, including you, should consider how to improve three things: internal self-awareness, external self-awareness and personal accountability.

1. Internal self-awareness is about understanding how your values affect your decisions. To improve, consider how your emotions and assumptions lead you to take some kind of ways. Don't rush to action until you understand what drives you.
2. External self-awareness refers to understanding how your actions affect others. In order to improve, pay attention to your colleagues' reactions to things and ask yourself (or them) what may be behind their actions.
3. Personal accountability helps you assess your contribution to the problem. To improve, accept that you may share some responsibility for what happens. Use internal and external self-awareness to think carefully about how you might need to change.

小心發展辦公室戀情

很多人在工作中會遇到他們的配偶或伴侶，但是和同事約會會很快變得複雜起來。在開始辦公室戀情之前，先考慮一下風險。

當然，這段關係有可能無法解决，這可能會使辦公室裏的事情變得尷尬。有些公司禁止員工約會，或者要求披露，所以一定要調查你的政策。最好不要和經理或下屬約會，因為毫無疑問會發生利益衝突。

考慮一下這種關係對同事的看法是個好主意，尤其是當你和你的浪漫興趣在公司裏處於不同的層次時。即使你處於同一水准，想想這種關係是否會影響你的聲譽。例如，如果你對某人的工作做出决定。

在權衡了風險之後，如果你决定追求這段關係，就設定一些界限。談談你們兩個什麼時候、怎樣談論工作和個人生活。

Carefully Develop Office Romance

Many people meet their spouse or partner at work, but dating colleagues can quickly become complicated. Before starting an office romance, consider the risks.

Of course, this relationship may not be resolved, which may make office affairs embarrassing. Some companies prohibit appointments or require disclosure, so be sure to investigate your policies. It's best not to date a manager or subordinate because there's no doubt that there will be conflicts of interest.

It's a good idea to consider the relationship's perspective on colleagues, especially when you and your romantic interests are at different levels in the company. Even if you are at the same level, think about whether this relationship will affect your reputation. For example, if you make a decision about someone's job.

After weighing the risks, if you decide to pursue the relationship, set some boundaries. Talk about when and how you two talk about work and personal life.

層峰領導應避免陷入孤立

在許多大企業中，層峰領導經常圍繞著許多助理、高級幕僚，以及顧問群。這樣做的目的是可以節省層峰領導的時間。但是，無論是有意的或是無意的，許多的層峰領導收到的資訊是被篩選過濾，或是被改編過，或是經過查核的。這些幕僚群會決定哪些資訊是適合層峰領導應該知道的。

作為層峰，要打破這樣的組織作風是很困難的。你可以嘗試下列的作法，並且請你的幕僚配合，或許會有幫助。

1. 建立留言板或舉行公聽會。讓公司內包含高級主管在內，都可以聽到公司上下員工的意見、觀點，并因此可以與員工做互動交流。
2. 舉行跳級的會議。邀請二、三級甚至更低層主管一起參加會議，讓低階主管能夠下情上達，也可以更直接的了解公司重要的決策制定思考。
3. 選拔并培養未來之星。請各部門高級主管與人事單位評選出公司值得栽培的未來之星，邀請他們參與公司的重要對話。

Peak leaders should avoid falling into isolation

In many large enterprises, top leaders often surround many assistants, senior staff, and consultants. The aim is to save time for top leaders. However, whether intentional or unintentional, many top leaders receive information that has been filtered, adapted or checked. These staff members will decide which information is appropriate for the leaders at the top.

As a peak, it is very difficult to break this organizational style. You can try the following and ask your staff to cooperate, which may be helpful.

1. Establish message boards or hold public hearings. Let the company include senior managers, you can hear the opinions and opinions of employees, and therefore can interact with employees.
2. Hold a class-hopping meeting. Invite two, three or even lower level managers to attend the meeting, so that lower level managers can be informed, but also more directly understand the company's important decision-making thinking.
3. Select and cultivate future stars. Senior managers of all departments and personnel units are invited to select the future stars worth cultivating and to participate in the important dialogue of the company.

要成為强有力的領導者，不要隱藏你的弱點

是什麼讓一個人成為强有力的領導者？一個經常被忽視的特徵是謙遜。最好的管理者承認他們的弱點，並不怕暴露他們的弱點。

希望同事們只看到你最好的一面是很誘人的，但這是一種不好的領導作法。

首先，這是不可持續的。我們都是人，都會犯錯。遲早，你也會的。另一方面，領導是關於連接的。人們會跟隨你，為你努力工作，如果他們覺得與你有聯系，就會為你犧牲。如果你讓他們看到你的想法，他們不會有這種感覺。所以不要害怕承認自己不完美的地方。

如果它有幫助的話，就這樣想：你不是軟弱的；而你也有弱點。這是有區別的。

To be a strong leader, don't hide your weaknesses

What makes a person a strong leader? One feature that is often overlooked is humility. The best managers acknowledge their weaknesses and are not afraid to expose them.

It's tempting to expect colleagues to see only the best of you, but it's a bad leadership practice.

First, it is unsustainable. We are all human beings and we all make mistakes. Sooner or later, you will too. On the other hand, leadership is about connection. People will follow you and work hard for you. If they feel connected to you, they will sacrifice for you. If you show them what you think, they won't feel that way. So don't be afraid to admit your imperfections.

If it helps, think about it like this: you are not weak; you have weaknesses. There is a difference.

領導者，讓員工安心地給你誠實的回饋

和其他人一樣，領導者需要誠實的回饋才能成長。但是領導們聽到的往往是含糊不清的，或者與具體的行為無關，這意味著它不是很有用。

獲得有助於你改進的回饋的一種方法是建立一種員工誠實守信的安全文化。向同事表明你想知道他們的想法，即使他們在什麼時候，尤其是什麼時候，可能會猶豫不定地告訴你。

你可以通過問開放式問題並仔細傾聽答案來做到這一點：“當我分享我的策略時，你聽到了什麼？“或者”當我發郵件給你的時候你感覺如何？“

告訴你的團隊你既想要正面的評論，也想要負面的評論，然後抵制對他們所說的做出回應的衝動。即使你不同意，也只需傾聽和反思。最後，感謝您的團隊的誠實，並利用他們的回饋進行必要的改變。

Leaders, reassure employees to give you honest feedback

Like others, leaders need honest feedback to grow. But what leaders hear is often ambiguous or unrelated to specific actions, which means it's not very useful.

One way to get feedback that will help you improve is to build a culture of honesty and trustworthiness among employees. Show your colleagues that you want to know what they think, even if they may hesitate to tell you when, especially when.

You can do this by asking open-ended questions and listening carefully to the answers: "What did you hear when I shared my strategy? " Or "How did you feel when I emailed you? "

Tell your team that you want both positive and negative comments, and then resist the urge to respond to what they say. Even if you disagree, just listen and reflect. Finally, thank your team for their honesty and use their feedback to make the necessary changes.

要想開好會議，就要把基本工作做好

很多會議都是浪費時間。他們注意力不集中，會議開得不好，時間太長。但改善會議並不是一門高深的科學，而是要把基本工作做好。

在計畫會議時，首先要知道為什麼要安排會議。記住一個特定的目標將幫助你創建一個有用的議程。

接下來，考慮到關鍵決策者、影響者和利益相關者，决定誰真正需要出席會議。如果某些人應該在交流圈中，但不需要參加，您可以事先請求他們的意見與回饋，然後保持對他們更新。

通過清楚地闡明會議的目的，並將人們的注意力集中在手頭的任務上來開會。

作為引導者，你的角色是讓與會者對結果感到投入。會議結束後，花幾分鐘時間反思一下。所有人都參加了嗎？人們分心了嗎？什麼工作得好，什麼不好？利用你的思考（也向別人徵求他們的想法），以便下次繼續改進。

To run a good meeting, do the basic well

Many meetings are waste of time. They didn't pay attention, the meeting didn't go well, and the time was too long. But improving the conference is not a profound science, but the basic should be done well.

When planning a meeting, first of all, you need to know why you want to arrange the meeting. Keeping a specific goal in mind will help you create a useful agenda.

Next, consider key decision makers, influencers and stakeholders to decide who really needs to attend the meeting. If some people should be in the communication circle, but do not need to participate, you can ask for their comments and feedback in advance, and then keep them updated.

By clearly articulating the purpose of the meeting and focusing people's attention on the task at hand.

As a guide, your role is to engage the participants in the outcome. After the meeting, take a few minutes to reflect. Did everyone participate? Are people distracted? What works well and what doesn't? Use your thoughts (and ask others for their ideas) so that you can continue to improve next time.

如何讓爭議雙方達成共識？

縮減爭議雙方的見解差異，是個管理上的挑戰，但是這是多數領導者在職業生涯中多少會遇到的。 

以下是讓爭議雙方達成共識的建議作法： 

1. 對爭議的問題達成共識，但是避免立即達成解決方案，因為這通常就是雙方爭議的源頭。
2. 找出幾個解決方案。讓雙方一起腦力激蕩討論。鼓勵雙方提出各種點子而不要做判斷或分析。
3. 指定跨派代表組成評估小組。這可以評估出各種方案的成本與利益。
4. 實施立即可行的結論。對評估小組代表得到的幾個雙方可接受的意見，立即實施。通常這是雙方求同存異的妥協結果。

How can the two sides reach a consensus?

Reducing differences of opinion between the two sides of the dispute is a managerial challenge, but this is how many leaders will encounter in their careers.  

Following are the suggestions for consensus between the parties to the dispute:

1. Achieve consensus on disputed issues, but avoid reaching immediate solutions, as this is usually the source of disputes between the two sides.
2. Find several solutions. Let both sides brainstorm the discussion. Both sides are encouraged to come up with ideas without judgment or analysis.
3. Appoint cross-delegates to form assessment teams. This can assess the costs and benefits of various schemes.
4. Implement immediate and feasible conclusions. Several mutually acceptable opinions received by the representatives of the assessment team shall be implemented immediately. Usually this is a compromise result of seeking common ground while reserving differences between the two sides.