幫助你的員工學習新科技

現代的工作都很需要熟悉最新的工具與技術，以便保持競爭力。但是，訓練員工是很昂貴的成本。要讓員工能夠發揮最大的訓練效用，請關注三項重要事項：

1. 上手練習。主動學習者的工作效能會高過於被動學習者。要抓住大願景是一回事，但是要付諸實踐是另外一回事。
2. 評估與調整。要讓你的訓練投資有實際價值，你必須要求訓練團隊能夠建立起評估學員學習效果的評量辦法。若是與訓練目標有差距，做出必要的調整。
3. 有複習的空間。通常實施訓練完畢后，最常出現的一個障礙是學員回到工作崗位上，還是要面對一堆焦頭爛額的工作，無暇複習他上課所學。因此，在學員上完課后，應該適度調整他的工作負擔，讓他能夠喘口氣來複習他上課所學。這樣，他不僅能夠因此確實在工作上提高生產力，也會增加他對公司的忠誠度。

Help your employees learn new technology

Modern jobs need to be familiar with the latest tools and technologies in order to keep competitiveness. However, training employees is expensive. To maximize effective of training, please pay attention to three important items:

1. Practice. Active learners have higher job performance than passive learners. It's one thing to catch the big vision, but it's another to put it into practice.
2. Assessment and adjustment. To make your training investment practical, you must ask the training team to set up a measure to evaluate the students' learning effects. If there is a gap with the training goal, make the necessary adjustment.
3. There is a room for review. Usually after training is completed, one of the most common obstacles is whether a student returns to work or has to face a pile of battered work. He has no time to review what he has learned in class. Therefore, after the students finish the class, he should adjust his work burden moderately so that he can take a breath to review his lessons. In this way, he can not only improve productivity in his work, but also increase his loyalty to the company.

改善你的團隊生產力

作為一名領導主管，你可能已經知道如何做計劃、定優先次序、以及安排你的工作。可是你如何讓你的員工也能如此做到?

你可先以身作則，成為員工學習的模範。你可以讓員工看到你如何安排工作時間，包含參加會議，回復郵件，以及你對不同工作項目的參與支持。

幫助你的員工擬定工作目標、工作範圍以及分配足夠的支援來執行任務。

然後和員工做1對1的交流，讓他們知道你的期望與優先次序。給他們他們為何要專注的2-3個理由，讓他們有自主權來刪除其他非重要的工作，或是可以外包給他人。

給他們有足夠的緩衝時間來應付低潮或是挫折時間。分享給大家知道實際的工作進度。

Improve your team productivity

As a leader, you may already know how to plan, prioritize, and arrange your work. But how do you get your employees to do the same?

You can set an example and become a model for employee learning. You can let employees see how you schedule your work hours, including attending meetings, answering e-mails, and supporting your participation in different work projects.

Help your employees to set goals, scope of work and allocate sufficient support to perform tasks.

Then do 1 to 1 exchanges with employees to let them know your expectations and priorities. Give them 2-3 reasons why they need to concentrate. Let them have the right to delete other important jobs or to outsource them.

Give them enough buffer time to cope with low tide or setback time. Share with you the actual progress of the work.

不要讓你的團隊成員陷入焦灼

要讓自己不會處於高壓工作，已經是很艱難了。但是，身為領導者，你如何協助你的團隊成員能夠管理自己的的緊張、焦灼，失去對工作的專注？

其中一個作法是提供他們有個人成長發展的機會。你可以訓練他們如何建立正能量與可以彈性安排工作與生活。鼓勵他們可以多做運動，或是以散步來開會。

你可以將工作進度保留一些緩衝時間，以便讓員工可以多一些彈性來調整他們的工作，而仍然能夠如期達成目標。

你可以讓員工一次只要做一件工作，避免他們在慌亂中犯下錯誤，或是失去了對重要任務的關注。

讓員工有一些時間可以與外部產生連接，讓他們有充電、吸收新觀念的機會，如此，他們比較能夠在低潮中恢復正常。

最後，對他們表示友善，是不花你一毛錢的。讓他們感覺到受到關切與注重不僅是可能的，而且是讓他們產生高效能的重要基礎。

Don't let your team members get stuck

It's hard to get yourself out of high pressure. But as a leader, how do you assist your team members to manage their tension, anxiety, and loss of focus on work?

One of the practices is to provide them with an opportunity for personal growth and development. You can train them to build positive energy and flexibility to arrange work and life. Encourage them to do more exercise, or to take a walk to meet.

You can reserve some buffer time for work progress, so that employees can have more flexibility to adjust their work, but still can achieve their goals on schedule.

You can get employees to do a job at a time to avoid making mistakes in a panic or losing attention to important tasks.

Let employees have some time to connect with the outside world, so that they have the opportunity to recharge and absorb new ideas, so that they can return to normal at low tide.

Finally, being kind to them won’t cost you a dime. Let them feel that concern and attention are not only possible but also an important basis for them to produce efficient energy.

領導團隊成員可以對他們的工作負責

我們都期待在可以生活在一個人人都能夠達成自己的承諾的工作環境中。所以，領導管理者如何能夠促使他的團隊成員們都具備責任感（accountability）?

第一步是將你的期待說清楚。你想要什麼樣的成果？你將會如何評量他們的成功？他們應當如何做才能夠達到目標？

你要確保他們具備所需要的工作技能與資源，如果他們不能做到，你就將面對失敗。

然後，你要以可以評量的標準，每週檢查他們的進度。如果有任何不能達到進度的現象發生，要立刻檢討原因，採取改進的措施。

你可以召開週會，大家一起集思廣益來找到解決方案，並且促使做錯的員工能夠回到正軌。

每週給予回饋。這比對他們只是友善關切，更重要。

Leading team members can be held accountable for their work

We all look forward to living in a working environment where everyone can achieve their own commitments. So how can leadership managers make their team members accountable?
The first step is to make your expectations clear. What kind of results do you want? How will you assess their success? What should they do to achieve their goals?

You have to make sure that they have the skills and resources they need, and if they can't do it, you will face failure.

Then, you have to check their progress weekly with the criteria that can be evaluated.  If there is any failure to achieve progress, it is necessary to immediately review the causes and take measures to improve the situation.

You can hold weekly meetings where people can brainstorm together to find solutions and get the wrong people back on track.
Give feedback weekly. This is more important than just being kind to them.

用敏捷衝刺來領導團隊

一個有活力的團隊的特色是他們以衝刺來完成項目。例如，在5天的期限內，全體團隊成員專心一致，團結合作，奮力衝刺，將產品概念形成，到做出雛形，到產品測試，都在很短的期限內做完。

這樣衝刺的做法，可以讓你在很短時間內看到結果的模樣，知道市場或是客戶可能的接受度。

但是，衝刺的行為不是只有要求速度，還包含了動力、專注，以及信心。

無論是在醫學腫瘤、機器人、咖啡研製，或是其他領域，以衝刺來領導，可以看到以下的利益：

l   衝刺可以幫助你開始啟動

l   衝刺可以讓你從概念成為具體的內容

l   衝刺可以讓你專注在重要的項目

l   衝刺可以讓你做果斷決策

l   衝刺可以激勵快速跟進

如果你想要嘗試接下一個大機會、問題、或是概念，衝刺可以讓你的團隊達成目標。

Lead the team with an agile sprint

The feature of a dynamic team is that they finish the project with a sprint. For example, within the 5 day period, all team members are concentrating on the same, working together and striping, forming the concept of products, making prototypes, and testing products, which are done in a short time limit.

This way of sprinting allows you to see the results in a very short period of time and to know the possible acceptance of the market or the customer.

But the action of the sprint is not only the speed, but also the motivation, the concentration, and the confidence.

Whether it is in medical cancer, robot, coffee development, or other fields, led by sprint, we can see the following benefits:

• The sprint can help you get started
• Sprint allows you to move from concept to content
• Sprint can make you focus on important projects
• Sprint allows you to make decisive decisions
• Sprint can motivate fast follow up

If you want to try to take on the next big opportunity, problem, or concept, sprint can get your team there.

最好的領導遵循5個規則

有魅力的領導會讓員工們感覺工作有意義以及是愉悅的。他們的成功是因為他們堅定實施下列的領導規則：

1. 要關切到個人，而非僅關切團隊。當領導者在面臨壓力下，經常會忘記團隊成員每個人的興趣、能力、目標，以及學習風格，是不同的。但是，認識每個成員的差異是很重要的，這可以讓你修正和他們之間的對話內容。
2. 發展有意義的願景。鼓勵大家建立願景，設立具有挑戰性的目標，并發展清楚的目的。不要依賴如獎金、股票選擇權，或是加薪等激勵。
3. 關注獲得回饋意見。用經常性，至少每週一次，做1對1的對話，給予教練指導。建立起你可以讓員工做清楚、誠實、有建設性的回饋的氛圍。
4. 不要只是說，也要傾聽。拋出組織正在面臨的問題與挑戰，詢問團隊成員，邀請他們提出解決問題的意見。
5. 要有一致性。讓你的領導風格、願景、期待，能夠公開透明。若是你做出了改變，必須自己認知到，而且趕快和大家溝通。

The best leaders follow the 5 rules

Attractive leaders can make employees feel that their work is meaningful and enjoyable. Their success is due to their firm implementation of the following rules of leadership.

1. Be concerned about the individual, not only the team. When leaders are under pressure, they often forget that everyone's interest, ability, goals and learning styles are different. But recognizing each member's difference is very important, which allows you to revise the dialogue with them.
2. Develop a meaningful vision. We encourage you to create vision, set up challenging goals and develop clear goals. Don't rely on incentives such as bonus, stock option, or raise salary.
3. Pay attention to feedback. Use regularly, at least once a week, to do 1 to 1 conversations and give coach guidance. Build up an atmosphere where you can make employees clear, honest and constructive feedback.
4. Do not just say, but also listen. Throw out the problems and challenges that the organization is facing, ask the team members, invite them to put forward the opinion of solving the problem.
5. Must be consistent. Let your leadership style, vision and expectation be open and transparent. If you make a change, you must know yourself and communicate with everyone quickly.

最好的領袖都是保持開放態度的

我們通常認為偉大的領袖都具備自己獨特的信念，而他們的信念並非泛泛之輩的。但是，最成功的領袖通常是願意接受被人說服的。你如何能夠做到如此？尤其是面對不是你的既定想法？

1. 讓自己可以有判斷的準則。當你聽取別人的意見時，問自己他提供給你的意見是否足夠讓你做出判斷？或是，你需要更多的細節？
2. 回想過去作決策的經驗。想想看，過去曾經做錯決策的原因是什麼？是否所需要的資訊不夠充足？或是自己太過自信？提醒自己做一個回顧，然後咨詢你的團隊夥伴。
3. 摒棄自己的成見。要改變你長期既有的觀念，是很困難的。但是，愈早認知實際的可行性，做出改變的決定，你愈有機會往前移動。

The best leaders are open-minded

We usually think that great leaders have their own unique beliefs, and their beliefs are not casual. But the most successful leaders are usually willing to accept persuasion. How can you do that? Especially when it's not your idea? 

1. Let yourself have a rule of judgment. When you listen to other people's opinions, ask yourself if the advice he offers you is enough for you to make a judgment? Or, do you need more details?
2. Recall past experience in decision-making. Think about what was the reason for making a wrong decision in the past? Do you need enough information? Or are you too confident? Remind yourself to make a review and consult your team.
3. Abandon your own prejudices. It is difficult to change your long-standing ideas. But the sooner you recognize the actual feasibility and make the decision to change, the more you have the chance to move forward.

要成為成功領導者，幫員工解決問題

領導管理，就如業務發工資與銷售，成為另外一個促進員工發展技能、發揮創意的重要企業職能。我們需要領導者，并不是因為員工需要一位老闆，而是員工需要有人能夠協助他們做正確的事，能夠解決面臨的問題。

要發揮成功的領導，領導者需要做好下列工作：

1. 聘用正確的人，組織好團隊。
2. 服務他的團隊成員，并引導他們發展技能與工作。
3. 淘汰不適用人員。
4. 然而，最重要的是，幫助員工解決問題。

To be a successful leader and help employees to solve the problem

Leadership management, such as business payroll and sales, become another important enterprise function to promote the skills and creativity of the staff. We need leaders, not because employees need a boss, but employees need someone who can help them do the right thing and solve the problems they face.

To play a successful leadership, a leader needs to do the following:

1. Hire the right person and organize a good team.
2. Serve his team members and guide them to develop skills and work.
3. Elimination of non-applicable personnel.
4. However, the most important thing is to help employees to solve the problem.

鼓勵員工學習

要讓企業團隊能夠發展商業的最佳作法是確保員工繼續學習。有什麼方法可以鼓勵員工學習呢？

當你聘用員工時，就要先察覺應聘人員是否過去就有學習的熱忱？然後，關注有哪些機構可以提供各種多元化的、最新的、相關的內容服務？

你不需要擔憂員工有興趣學習的內容和你的商業無關。只要他們願意學習任何新的，無論是什麼，他們都在練習學習的技巧。這樣的學習能力，將來都會對未來有幫助。

而且，你永遠不知道將來你的事業會如何發展有。但是，你應該陪伴你的員工一起發現有哪些知識可以幫助達成公司的目的。並且，你應該激勵哪些能夠展現高效學習的員工。

Encourage employee to learn

The best way to enable an enterprise team to develop business is to ensure that employees continue to learn. Is there a way to encourage employees to learn?

When you hire employees, you need to find out if the applicant has the enthusiasm to learn in the past. Then, what are the institutions that can provide a wide range of diverse, up-to-date, and related content services?

You don't have to worry about what the employee is interested in learning is not related to your business. As long as they are willing to learn anything new, whatever it is, they are practicing the skills of learning. This kind of learning ability will be helpful to the future.

Moreover, you never know how your career will develop in future. However, you should accompany your employees together to discover what knowledge can help achieve corporate goals. Moreover, you should motivate employees who can demonstrate efficient learning.

開會時，沉默就表示同意

許多領導主管會認為，當他們詢問員工的回饋意見時，員工就會誠懇而直接的說出他們想法。但是，經常並非如此，尤其是他們在面對公開場合，並且他們的發言涉及重要議題時，他們經常就是噤口不言。

無論他們有多麼不情願，或是處於被動態度，你必須逼迫他們敞開態度來參與發言。

你必須設定一個“沉默表示同意”的規則。告訴他們，保持沉默，不代表“我沒有參與投票”，或是，“我保留稍後再陳述的權利”。讓他們知道：“我參與了會議，聽到了所有人討論的內容”。

然後，你必須堅持這樣的規矩。即使面對有相當影響力的人不守規矩，而在會議后說他對會議結論有保留意見，你必須對他說；“你必須在會議中，就說出你的意見。現在，大家都作出決議了。我們必須依照決議往前進行。下次開會，請說出你的意見。”

Silence means consent at the meeting

Many leaders think that when they ask employees for feedback, they speak out honestly and directly. But that is often not the case, especially when they are faced with public occasions and when their speeches touch on important issues, they are often silent. 

No matter how reluctant or passive they are, you have to force them to open up to speak. 

You have to set a rule of "silence means consent". Telling them to remain silent does not mean that "I am not voting" or "I reserve the right to speak later". Let them know: "I participated in the meeting, heard what everyone discussed." 

Then, you have to stick to this rule. Even if someone with considerable influence is out of order and says after the meeting that he has reservations about its conclusions, you have to say to him, "You have to be in the meeting and say your opinion." Now, everyone has made a decision. We must proceed in accordance with the resolution. Please give your opinion at the next meeting. "