領導者是否能夠避免下一場衰退？

衰退能夠能夠被避免？領導者是否應該對衰退的發生負責？然而，更重要的應該是：我們究竟學習到了什麼？

以下應該是衰退給我們帶的給我們的教訓：

1. 避免發生問題。一般的商業文化比較多關注在如何解決問題。但是，真正的領導者更關注在如何在第一時間避免問題的發生。
2. 同時注意兩方面。一個是什麼能夠激勵你發展前進，另一個什麼會讓你憂慮。你應該多方面認識自己，不能偏廢，這樣才能讓你成為一名優秀的領導者。
3. 問自己：“然後呢？究竟要什麼？”面對衰退，你為什麼要採取行動？想要得到什麼結果？是要保衛員工工作權？是要挽回公司股東權益？還是要留住客戶？或是還是抱著理想要讓世界更美好？或許都有，也或者其中有些目標對你更重要與急迫一些。了解你公司在衰退重建后，想要成為什麼樣的企業？

Will leaders be able to avoid the next recession?

Can the recession be avoided? Should leaders be responsible for the occurrence of a recession? However, what is more important is: What have we learned?

The following lessons should be learned from the recession.

1. Avoid problems. The general business culture pays much attention to how to solve problems. But real leaders are more concerned about how to avoid problems at the first time.
2. At the same time, pay attention to two aspects. One is what can motivate you to move forward and what will worry you. You should be more understanding of their own, can not be neglected, so as to allow you to become a good leader.
3. Ask yourself, "and then what? What on earth? " In the face of recession, why do you take action? What do you want to get? To protect the employee's right to work? To redeem the shareholders' rights and interests of the company? Or do you want to keep the customer? Or is it an ideal to make the world a better place? Maybe all of them, or some of them are more important and urgent for you. Know what kind of company you want to become after the recession is rebuilt.

如何應對消極配合的同事？

在工作場合中，遇到口頭答應你一件應該配合的行動，但是回頭卻只照顧他自己的事情，這樣怠工的情形屢見不鮮，也會帶給你許多困擾與挫折。

下一次，如果你再遇到如此消極怠工的同事，試著用以下的方式應對：

1. 給予回饋。正面告訴他，他的消極行為如何影響到你預訂完成的工作進度，並且建議他應該如何改進。
2. 對事不對人。無論他的態度如何，你有必要將工作完成。因此，你不需要浪費時間在遷就他，或是要求他如何改進，你必須全神關注在如何完成既定的工作。
3. 要求工作承諾。在專案工作會議結束前，要求所有參與專案的人（不光是那個麻煩製造者）重複他們所分配到的工作內容以及必須完成交付的日期。有的時候，同僚的壓力可以給這樣容易消極怠工的人一些必要的壓力。

How do you deal with negative colleagues?

In the workplace, you have a verbal promise to cooperate with you, but looking back only to take care of his own things, so the situation is not uncommon, and it will bring you a lot of trouble and frustration.

Next time, if you encounter such go-slow colleagues, try to use the following way to deal with:

1. Give feedback. Tell him positively how his negative behavior affects the progress of your booking, and suggest how he should improve it.
2. Things are wrong. No matter what his attitude is, you need to finish the work. Therefore, you don't need to waste time in accommodating him or asking him how to improve it. You must be fully concerned about how to accomplish the established work.
3. A commitment to work is required. Before the end of the project, all the participants (not only the troublemakers) are required to repeat the work they have assigned and the date that they have to be delivered. Sometimes, peer pressure can give way to go-slow some of the necessary pressure.

看到不對的事，應該緘默嗎？

無論你是公司資深員工或是新人，看到不對的事要舉報出來，都是很困難的。但是，如果你保持緘默，可能對公司以及你的事業前途產生相當不利的後果。

以下，是一些最常出現讓人保持緘默的藉口，以及正確的應對方式： 

1. 這不是我的工作。你不必是當值的人員，或是一名專家，或是有正當授權的人來舉報。做對公司最好的事情，永遠是你的工作。
2. 這沒什麼大不了的。如果你真的對自己這麼說，這事兒可能真的會變成大問題了。與其低估問題的嚴重性，不如試著找出解決方案。
3. 這是標準作業程序。即使你們公司過去總是這麼操作，如果這樣做會在現在或是在未來產生問題，你應該挑戰這個現況。

Should you be silent when you see something wrong?

Whether you are a senior employee or a new employee, it is difficult to see the wrong thing to report. However, if you remain silent, you may have quite unfavourable consequences for the company and your career.

Here are some of the most common excuse for silence and the right way to deal with it.

1. It's not my job. You do not have to be a duty officer, or an expert, or a person who is authorized by law to report. Doing the best thing for a company is always your job.
2. It's not a big deal. If you really say this to yourself, this may really become a big problem. Rather than underestimating the seriousness of the problem, try to find solutions.
3. This is the standard operating procedure. Even if your company used to operate this way, if you do this now or in the future, you should challenge this situation

在不景氣時期，要維護公司價值

在不景氣發生的時候，許多領導者被迫採取一些令人不愉快的行動，例如裁員，或縮減公司服務規模。

但是，不要以不景氣作為藉口來遺棄公司的核心價值，反而要以它來強化公司的生存能力。

在採取裁員行動前，可以嘗試其他有創意的選擇來保留員工的工作。例如，有些公司安排讓員工共同分擔一份工作，或是減少工時。

如果你還是不得不減少用工人數，盡可能要尊重當事人的尊嚴。你應該向他們說明公司的財務狀況，以及公司的決策與行動計劃。你應該盡可能協助受到資遣的員工獲得其他的工作機會，或是答應公司在復甦后，會優先回聘他們。

對於能夠保留在公司工作職位的其他員工，應該向對待客戶一般的予以尊重。以公司的價值觀來促成團結，讓公司不僅得以生存，并能夠鍛煉出迎向復甦的強健體質。

In a recession, to maintain the value of the company

During the recession, many leaders were forced to take some unpleasant actions, such as laying off staff or reducing the scale of the company's services.

However, we should not use the recession as an excuse to abandon the core value of the company, but rather strengthen the viability of the company.

Before taking the action of layoffs, we can try other creative options to keep employees' work. For example, some companies arrange for employees to share a job or reduce work hours.

If you still have to reduce the number of workers, respect the dignity of the parties as much as possible. You should explain to them the financial condition of the company and the company's decision and action plan. As far as possible, you should assist the employees who have been assigned to get other jobs, or promise that the company will give priority to them after the recovery.

Other employees who can retain their jobs in the company should be treated with respect to their customers. Promote unity through the company's values, so that the company can not only survive, but also be able to exercise to meet the strong physique of recovery.

在困難局面下，也要正面思考

要在艱困時局中，鼓勵你的員工做正面思考似乎會讓你看來有些傻樣。然而，讓你的員工專注在他們可以發揮的內容，總比讓他們承受不能做的，要好的多。

以下，是讓員工保持正面思考的一些方法：

1. 對待他們像是貢獻者，而非成本負擔者。強調每名員工在事業上的貢獻角色。一旦你對他們說他們在營運上的成本負擔，負面情緒會立即蔓延開來。
2. 不要對事實包裝糖衣。要坦誠讓員工知道事實，讓大家知道必須面對的事實，以及告訴他們，如何做才能強化公司抵抗危機的能力。
3. 挑戰他們的能力。在困難時期，很難立即扭轉局勢，但是可以讓我們有充裕的時間思考如何重返榮面。問大家如何改進公司的作業、產品、能力等等。

In a difficult situation, think positively

To encourage your employees to do positive thinking in tough times seems to make you look stupid. However, it's better to let your employees focus on what they can play than they can do.

Here are some ways for employees to maintain positive thinking:

1. Treat them like contributors, not cost payers. Emphasize the role of each employee in his career. Once you tell them about their cost of operation, negative emotions will spread immediately.
2. Don't pack the facts with sugar. We must be honest and let the staff know the facts, let everyone know the facts that must be faced, and tell them how to do so to strengthen the company's ability to resist the crisis.
3. Challenge their ability. In difficult times, it is difficult to reverse the situation immediately, but it can give us ample time to think about how to return to glory. Ask you how to improve the company's homework, products, capabilities and so on.

如何在艱難時期營利？

在經濟不景氣之時，許多公司都想盡辦法來避免損失更多錢。然而，在艱困時期仍然有可能獲利的。

如何做？請參考這些意見：

1. 降低商品售價。只要提供較佳的性價比，你仍然有機會吸引更多的客戶上門。你不一定需要降低你的商品定價，而可以改採用一些促銷手段，例如給予折扣，或是贈送低成本的額外禮物，或是提供積點換禮等活動。
2. 提供較低規格商品。去除一些客戶不一定需要的商品規格，以便提供一個較低價格的商品款式，或是提供小包裝商品來，做出低價商品。
3. 增加商品特色。你可以提供免費送貨上門服務，或是延長產品保修時間。這些做法對於激將做出購買決定的客戶產生心動。

How do you make profit in a difficult time?

When the economy is in recession, many companies try their best to avoid losing more money. However, it is still possible to make profits in times of hardship.

How do you do it? Please refer to these comments:

1. Reduce the price of goods. As long as you provide better performance price ratio, you still have the opportunity to attract more customers. You don't have to reduce the price of your goods, but you can use a number of promotions, such as giving discounts, giving a gift of low cost, or providing an accumulation of gifts.
2. Offer lower specifications. Remove the specifications that the customers do not necessarily need to provide a lower price of the product style, or to provide a small package to make a low price commodity.
3. Increase the characteristics of the goods. You can provide free door-to-door service, or extend the warranty time. These practices are exciting for customers who make decisions on the purchase.

不要滅火，讓它燃盡

森林火災對維持健康的生態是必要的。它可以將地面上的可燃物都一次清除，否則未來可能會發生更大的火災。公司面臨經營困難，也是經濟環境中的森林火災，雖然會有些痛苦，但是也是必經的過程。

與其平常做一些小小的修修補補，當面臨困境時，不妨看成是能夠藉此掃除弊病的機會，讓公司發展出健全體質的機會。當困境過後，找出可以發展的新機會，包含新的創意，新的策略，與新的市場機會。

Don't put out the fire, let it burn out

Forest fires are necessary for maintaining a healthy ecosystem. It can remove all combustibles on the ground at once, or there may be more fires in the future. The company is faced with business difficulties, and it is also a forest fire in the economic environment. Although it may be painful, it is also a necessary process.

Instead of doing some minor repairs, when faced with a difficult situation, it may be regarded as an opportunity to remove the maladies and make the company develop a sound physical opportunity. After a difficult situation, identify new opportunities that can be developed, including new ideas, new strategies and new market opportunities.

停止查核你的員工

要讓員工自主管理，有的時候實在困難。但是，整天盯住員工也會扼殺管理者與員工雙方的激勵與創意。因此，不要整日查核你的員工，而只要問他們是否完成了工作，或是只要做定期的監督他們的工作進程即可。

你可以改變個方式來做管理，例如，詢問他們：“你需要什麼支持投完成工作？”“你遇到了什麼困難了嗎？”，或是，“我可以如何幫助你？”

這樣的作法，可以讓員工比較沒有壓力。這樣也會讓你自己處於比較好的位置來提供你的團隊適切的支持。而且，這樣做可以讓你獲得項目發展上真實的資訊，做最正確判斷與調整。

Stop checking your employees

It is sometimes difficult for employees to manage independently. But looking at employees all day will stifle the incentives and creativity of both managers and employees. So don't check your employees all day long, just ask them if they have finished the work or simply supervise their work process regularly.

You can change the way to manage, for example, ask them: "what support do you need to complete the work?" "Have you been in trouble?" Or, "how can I help you?"

Such a practice can make employees less stressed. This will also give you a better position to provide your team with appropriate support. Moreover, doing so will enable you to get real information about project development and make the most accurate judgement and adjustment.

向辦公室中的競爭對手學習

和辦公室中的同事抓對競爭，看起來很無聊，浪費時間。你為什麼要那麼在乎他在做什麼？他為什麼那麼關注你有什麼成就？

但是這樣的辦公室緊張氛圍可以回答兩個重要的問題：

1. 我的缺點是什麼？同儕競爭通常是源自于嫉妒：你的對手有某些你欠缺，但是由很不情願的羨慕中的記錄或是技能。如果你發現自己非常在乎你的對手有這樣令你羞怒的狀態，你應該檢討如何強化自己的核心競爭力。
2. 我的格局是否夠遠大？整天盯梢著對手可能會妨礙自己成長的可能性。如果他在發佈一項新產品，或是在啟動一項創意或活動，你是否也能夠做出有更大衝擊的項目呢？

Learn from the competitors in the Office

It's boring and wasting time to compete with colleagues in the office. Why do you care about what he is doing? Why does he pay attention to what you have done?

But such office tension can answer two important questions:

1. What is my shortcoming? Peer competition is usually derived from jealousy: your opponent has something you lack, but a record of reluctance or skill. If you find yourself very concerned about your opponent's state of shame, you should review how to strengthen your core competitiveness.
2. Is my pattern big enough? Looking at your opponent all day may interfere with your chances of growing up. If he is releasing a new product or launching an idea or activity, can you also make a bigger impact project?

三招讓你的會議不會走岔

許多會議開起來容易走岔，例如會有人發言不著邊際，未按會議主題發言，或是有人長篇大論，拖延會議時間。

如何能夠讓一場會議保持專注，而不會讓你成為工頭般的老是要控制會議，也不會傷害到發言者的創意？

1. 擬妥會議通知。事前就妥善擬好會議議程/議題的通知單，最好同時列出會議中不預備討論的內容。
2. 安排關鍵的會議發言人。如果一場會議有太多人，而沒有預先指定安排發言者，會議很容易失控。如果你事前就知道某人習慣滔滔不絕，在開會前就先請他在會議中的評論要控制在1分鐘內，以便讓其他與會者能夠聽取到更多的其他人的意見。
3. 讓會議具有執行力。會議結束前，要決定後續的行動，以及各項目的負責人，以及何時可以完成工作。會議結束后，發出會議記錄，以便每個人都能夠清楚知道，並且實際負責起來。

Three ways to keep your meeting from interrupting

Many meetings are prone to divergences, for example, some people may not speak according to the subject matter of the meeting, or some people may make lengthy remarks and delay the meeting time. 

How can you keep a meeting focused so that you don't become a foreman who always controls the meeting and doesn't hurt the creativity of the speaker? 

1. Prepare notice of the meeting. Prepare the notice of the meeting agenda / issue in advance, preferably listing the content that is not intended for discussion during the meeting. 
2. Scheduling of key conference speakers. If there are too many people in a meeting without having scheduled speakers in advance, it is easy for the meeting to get out of control. If you know in advance that someone is used to talking, ask him or her to limit his comments to one minute before the meeting so that other participants can hear more from others. 
3. Give the Conference executive power. At the end of the meeting, decisions are made on follow-up actions, the heads of projects, and when the work can be completed. After the meeting is over, minutes of the meeting are issued so that everyone can clearly know and actually take care of it.