獎勵支持員工成長的領導主管

許多老闆說希望看到他的部門主管能夠花時間帶領他們的部屬成長，但是他們只獎勵團隊的工作結果，而非獎勵這些部門主管所花在教導員工的時間。

如果你真的期待你的部門主管能夠帶領他們的直屬部下獲得專業的成長，那麼你應該用實際的獎賞來兌現你所說的。對於那些能夠做出支持員工成長的主管，你要給予很好的表彰。

你要經常評估你的部門主管在這方面的工作成績，了解他們究竟在協助他們的部屬獲得了那些成長。然後，分配一部分獎金來肯定他們在這方面做出的努力。

Reward leadership managers who support employee growth

Many bosses say they want to see his department executives spend time leading their subordinates but they reward team work results rather than reward those executives spent on teaching employees.

 If you really expect your department heads to lead their immediate subordinates to professional growth then you should fulfill what you say with actual rewards. You should give a good recognition to those executives who can support employee growth. 

You should often evaluate your department managers' accomplishments in this regard knowing whether they have helped their subordinates gain growth. Then, allocate some bonuses to confirm their efforts in this regard.

學習建立起領導魅力

能夠激勵他人的領導者，通常都是富有魅力的。人們都樂於聽他會說什麼，以及他會給出什麼樣的指導意見。但是，你能夠學習到如何激勵他人嗎？

以下的作法能夠讓你建立起你的領導魅力：

1. 關注他人。不要只關心自己想要什麼。去了解別人在關切什麼事。你愈人性化，就愈能夠贏得人心。
2. 將自己擺上去。將自己與人群結合起來，用行動與語言去做人們關注的事。讓自己不受艱難阻擋，那麼，人們就會感覺對你信任，支持你。
3. 說出你的關切。有魅力的領導者會表達出他的關切，說出故事，講實際的案例。說出你的感受。這些內容會引起聽眾有共同的感受。

Learning to build leadership charisma

Leaders who can inspire others are usually attractive. People are happy to hear what he will say and what kind of guidance he will give. But can you learn how to motivate others?

The following tips will help you build your leadership charisma.

1. Focus on others. Don't care only what you want. To understand what other people are concerned about. The more humane you are, the more you will win hearts and minds.
2. Put yourself on there. Combine yourself with the crowd and use action and language to do what people are concerned about. Let yourself be protected from difficulties. Then people will feel that they trust you and support you.
3. State your concern. A charming leader will express his concerns, tell stories, and talk about practical cases. Say how you feel. These contents will arouse common feelings among listeners.

幫總是一心二用的同事改變習慣

許多人總是想要能夠同時處理多項工作。但是，如果你和一名正在和你一起工作的同事，他老是眼睛瞄著他的電話機，或是盯著他電腦屏幕上的郵件，這樣會讓你很挫折的。這樣不能專心的同事，會拖累你。

試試以下的技巧來讓他改變習慣：

1. 提醒他。不是每個人都有自覺能力。如果他正在分心做好幾件事，立刻提醒他，並且讓他知道他的行為影響到你了。
2. 和他約另外的時間會面。建議安排一個他可以專心的時間再會面。最好安排在每天電話與郵件進來之前的早上開始上班的時間。
3. 另外安排會面地點。走到房間其他位置，離開他的座位，讓他無法接觸電話與電腦。

Help colleagues who always do two things at a time to change habits

Many people always want to be able to handle many tasks at the same time. But if you're with a co-worker who's working with you, he's always looking at his phone, or at the email on his computer screen, that's frustrating. A colleague who can't concentrate will drag you down.

Try the following techniques to make him change his habits:

1. Remind him. Not everyone is conscious. If he's distracted from a few things, remind him immediately and let him know that his actions affect you.
2. Meet him for another time. It is suggested that he arrange a time when he can concentrate on meeting again. It's best to start working in the morning before phone calls and incoming mail each day.
3. Arrange another meeting place. Walk to other places in the room, leave his seat, so that he can not touch the phone and computer.

在做決策過程中，如何估算得失？

所有重要的決策，免不了會有得有失。認清楚你追求不到什麼，與估算你最後可以獲得什麼結果，是一樣重要的。但是，你如何知道怎樣的得與失才是你可以接受，而且是接近實際可行的？

請用下列的技巧來估算你的得失？

1. 列出利（pros）與弊（cons）項目。盡可能收集並列出所有可能的有利與不利的項目，然後請教別人，瞭解這些項目的重要性的權重如何？
2. 作出短期與長期的平衡政策。決定好哪些專案是你願意在長期放棄，以換取短期的利益？反之亦然。
3. 結合你的支持力量。在考慮各種可能的決策方案時，考慮好哪些人會支持哪一個方案，而哪些其他人又會反對哪一個方案。想好哪些人對你的支持或反對你可以置之不理，而哪些人的支持或抵制對你又是絕對重要的。

How to estimate gains and losses in making decisions?

All important decisions are bound to have gains and losses. Identifying what you can't achieve is as important as estimating what you can achieve in the end. But how do you know which gains and losses are acceptable to you, and are close to practicable?

Please use the following techniques to estimate your gains and losses?

1. List the pros and cons projects. Collect and list all possible beneficial and disadvantageous projects as much as possible, and then ask others to understand the importance of these projects and their weight.
2. Make a short-term and long-term balance policy. Decide which projects are willing to give up in the long run in return for short-term benefits? Vice versa.
3. Combine your support power. When considering various possible decision-making options, consider who will support which one, and who others will oppose which one. Think about who supports or opposes you, and who supports or resists you is absolutely important.

授權后，就放手

將一個項目交給他人，有的時候是會令人擔心的。但是，如果你不依靠別人協助，你就必須自己做所有大小事。你也會因此妨礙了他人在承擔新工作時可以獲得的學習機會。

一旦你授權給他人了，就不要想要親力親為的做一些細微管理。你應該接受別人會做出來的結果。

如果你要求一位團隊成員準備一份重要的簡報，不要不停地給他修正、編輯。你只要給她一些關鍵的目標與你期待的重要內容，其餘，就讓她自己去做，讓她用自己的方式做出她自己的版本，而不是你的版本。

這樣的授權，會比自己代勞更有效，並且結果通常會更好。

When authorized, let go

Handing over a project to someone else can sometimes be worrisome. But if you don't rely on others for help, you have to do all the things on your own, big and small. You can also hinder the learning opportunities available to others when they take on a new job. 

Once you delegate authority to others, don't try to do some fine management yourself. You should accept what others will do.

If you ask a team member to prepare an important briefing, don't keep revising and editing it. You just give her some key goals and important things you expect, and the rest, let her do it herself, and let her make her own version in her own way, not yours.
Such authorizations are more effective than acting on their own behalf and often result in better results.

主管該問的問題

問對問題是一個領導者的重要工作技能，然而很多人問得不夠。以下三種問題是你應該去問的：

1. 對自己的問題。好的主管會對自己和他人問自己如何能夠做得更好。你應該邀請別人給予有建設性，而且誠懇的回答。
2. 對計劃與項目的問題。這些問題可以促進工作的發展與幫助團隊成長。只要有助於推動發展，你可以嚴厲而直接的質問。
3. 對組織與作業的問題。爲了讓運作能夠更有效率，你可以質問關於作業程序、組織架構。你可以這樣問：“我們為何如此做？是否有更好的做法？”

Questions to be asked

Asking questions is an important skill for a leader, but many people do not ask enough. The following three questions are what you should ask:

1. Your own problems. Good executives will ask themselves and others how they can do better. You should invite others to give constructive and sincere answers.
2. Questions about planning and projects. These problems can promote the development of the work and help the team grow. As long as you can help push forward development, you can ask questions directly and directly.
3. Questions about organization and operation. In order to make the operation more efficient, you can ask about the operation procedure and organization structure. You can ask, "why do we do this? Is there a better way? "

每個人都想做事，但要有目標，也需要受鼓勵

我們天生都是追求生產力的人，生產力是人類的天性，只要情況對了，每個人都會打開生產力的開關。

釋放生產力，我們需要：

1.   知道目標是什麼，也看得到成功的模樣，明白成功的感覺。

2.   相信自己正朝著目標前進。

3.   專注於實現目標，拋開對實現目標沒有說明或說明不大的事物。

4.   每天要撥出一部分時間，鼓勵團隊把時間投資在能看得到結果的工作上，而不是忙的沒頭沒腦。

不要忘記獎勵有生產力，每天都有工作進展的員工，很多主管都忽略了這點。平日的生產力同樣值得表揚，因為生產力一定會帶來成就。

Everyone wants to do something, but they need to have goals and be encouraged

We are all born to pursue productivity, productivity is human nature, as long as the situation is right, everyone will open the switch of productivity.

To release productivity, we need:

1. Know what your goal is, see how successful you are, and understand how successful you feel.
2. Believe that you are moving towards your goals.
3. Focus on achieving goals, leaving aside things that do not or do not say much about achieving them.
4. Set aside some time each day to encourage the team to invest in work that shows results, rather than being busy and mindless.

Don't forget to reward employees who are productive and make progress every day, which many executives ignore. Normal productivity is also commendable, because productivity is bound to bring achievements.

還沒有得到你想要的嗎？去抓住你的主導權

如果你還不能從你的工作夥伴中得到你想要的，你應該考慮採取積極作為來抓住主導權了。畢竟，最終是你自己必須為自己來強化工作能力，以及推進你的職業發展。

你可以向直屬老闆諮詢他對你的建議，也可以和你的同事談談，問他們你應該如何做才能改進彼此的工作關係。

你也應該傾聽自己的聲音，評估自己是否已經陷入超限工作負荷了，或是你還有足夠的能量來承接更具挑戰的新工作。

這樣的積極態度，不僅可以改善你的專業發展，也將對你的老闆與同事產生正面的影響。

Haven't you got what you want? Grab your lead

If you can't get what you want from your partner, you should consider taking positive action to seize the lead. After all, in the end, you must strengthen your working ability and promote your career development.

You can ask your immediate boss for advice or talk to your colleagues about what you should do to improve your working relationship.

You should also listen to your voice and assess whether you are overworked or if you have enough energy to take on more challenging new jobs.

Such a positive attitude can not only improve your professional development, but also have a positive impact on your boss and colleagues.

多聽取別人的意見，來改進你的決策品質

修改一個已經作成的決策，通常是很痛苦的。或許是你的產品銷售不好，或是你的推廣活動效果不如理想，你必須做調整。

無論是何種決策錯誤，承認失敗，並且開始採取更正的行動。

這個時候，你可以多聽取你的同事、屬下、客戶，或是你的家人，給你意見，包含告訴你哪裡做錯了，應該如何改進。你可以諮詢幾個不同層面的人的意見。

這些意見，也許有可能協助你將一件正在惡化的發展，扭轉過來。

不要將改變決策，當成羞愧。裡子比面子重要。至少你學習到了什麼是正確的。

Listen to other people's opinions to improve your decision-making quality

Modifying a decision that has been made is often painful. Maybe your product is not selling well, or your promotional activities are not working well, you have to make adjustments.

Whatever decision-making mistakes, admit defeat and start taking corrective action.

At this time, you can listen to your colleagues, subordinates, customers, or your family, give you advice, including telling you where you did wrong, how to improve. You can consult several different levels of people.

These opinions may help you reverse a worsening development.

Don't be ashamed to change your decision. Lining is more important than face. At least what you've learned is right.

不要推遲做艱難的決策

當組織要做重大改革時，通常必須承擔團隊成員在認知與感情上的負擔。但是，如果團隊領導者遲遲不做決定要放棄哪些舊有的方向來迎接新的方向，那麼老東西就不會自動消失，只是慢慢消退而已。

這樣緩慢的變化會帶來在改革時的兩大問題：

1. 團隊協作不能一致。如果團隊領導者不能決定優先次序，那麼團隊中的每個人就必須自己決定自己的優先次序，如此就不太可能讓大家在協作上達成共識。
2. 不良的決策品質。做出取捨的判斷會耗盡團隊的心力。如果一個團隊領導者不能在一個早上的時間做出決定，那麼整個團隊在整個下午也多半不能為客戶、為大家的工作方式，或是資源分配做出好的決定。

Don't delay making tough decisions

When an organization is going to make major changes, it usually has to bear the cognitive and emotional burden of team members. However, if the team leader is slow to decide which old directions to abandon to meet the new ones, then the old things will not disappear automatically, just slowly fade away.

Such a slow change will bring about two major problems in the reform process:

1. Team collaboration is inconsistent. If the team leader can't decide the priorities, then everyone in the team must decide their own priorities, so it's not possible for everyone to reach consensus on collaboration.
2. Bad decision-making quality. Judging a trade-off can drain the team's energy. If a team leader can't make a decision in the morning, then the whole team can't make a good decision for customers, the way they work, or the allocation of resources throughout the afternoon.