壓制會議中的大喇叭

有的時候，我們就是會在會議中有人聲稱他們的意見就是唯一的意見，無視于有人對他們抗議。他們這樣做，會令人惱火，而且產生破壞力。但是，你不需要屈服于他們。

當這樣的人佔據了會議的麥克風，先讓他們陳述他們的意見，然後你應該站在考慮讓會議出席人集體來做出決策。你不要為了他們的行為而動情緒。相反的，專注在會議能夠進行下去。如此，你能夠清楚明白的主持會議。

你可以複述會議程序，要求相互尊重。如果這個人繼續佔據麥克風，你可以說：“我們已經聽到你的意見了。現在，應該讓別人說話了。”如果他說，他有不在會議中的其他人的支持。（通常這是一種策略。）不要接受。表示必須由在這個會議室中的人做出決議。

Suppress the loudspeakers in the meeting

Sometimes, we are in the meeting people claim their opinions is the only advice to ignore someone on their protest. They do, will be annoying and destructive. However, you do not need to submit to them.

When such people occupy the meeting microphone, let them present their opinions, then you should consider standing in the meeting of the collective to make decisions. You don't have to be emotional about their behavior. Instead, focus on the meeting that can go on. So, you can clearly chair the meeting.

You can repeat the meeting procedures, requirements of mutual respect. If this person continue to occupy the microphone, you can say: “we have heard your opinion. Now, should let others speak.” If he says, he has support of others who are not in the meeting. This is a usual strategy. Don't take it. Indicating decisions must be made by people in the meeting.

用愉悅的音樂提高員工生產力

在商店裡播放音樂可以讓消費者心情愉快，提高購買機率。但是在辦公室的員工呢？

在工作場所播放愉快的音樂，也是可以提高員工的生產力。

但是，音樂的形態會產生不同的行為。如果播放有韻律與溫暖氛圍的音樂，是有幫助的。但是節奏紛亂、尖叫狂吼的歌曲，則會讓人不安、心情紊亂。

建議你在工作場所播放愉悅的音樂，例如輕音樂，來提高員工生產力。

Improving employee productivity with pleasant music

Playing music in a store can make consumers happy and increase their chances of buying. But what about employees in the office?

Playing pleasant music in the workplace can also increase productivity.

However, the form of music can produce different behaviors. It helps if you play music that is rhythmic and warm. But the rhythm of the songs, screaming and roaring, will make people uneasy, mood disorders.

It is recommended that you play pleasant music, such as light music, in the workplace to increase productivity.

讓你對員工的回饋正常化

任何人在接到別人對他提出意見時，多半不會感到舒服。然而，你不需要以輕描淡寫的說來刻意討好他，或是讓他感覺不是太嚴重。你只需要正確指出發生了什麼事情。

如果你看到某人做的事還有改善的空間，立刻說出來，不要等到開會時才提出來，在當下就說出你的意見，不要拖到事情發生了許多才和他討論。

然而，在你指出問題與提出意見后，你還是必須以尊重他，幫助他改善來修補你們的關係。而且，千萬不能以言語或以眼神來侮辱他。

要知道他是否會因而對你心懷怨恨、抵制你的最佳方式是觀察他的工作動機。如果他知道你願意幫助他，並且會讓他繼續負責，他就不太可能會對你憤慨。

To normalize your feedback to your employee

Anyone who receives advice from others will probably not feel comfortable. However, you don't need to flatter him or make him feel less serious. . You just need to point out exactly what’s going on.

If you see what someone is doing and there is room for improvement, say it right away. Don't wait until the meeting is up. Say your opinion at the moment, and don't wait until a lot of things have happened to discuss with them.

However, after you point out the problem and offer advice, you still have to repair your relationship by respecting him and helping him improve. And don't insult him with words or eyes.

The best way to know if he will feel resentful of you and resist you is to observe his motivation. If he knew you were willing to help him and would keep him accountable, he would be less likely to resent you.

讓別人知道如何可以影響你

要工作有效率，你必須以開放的態度聽取不同的觀點。事實上，這些不同的觀點可以幫助做出有創意的問題解決作法，高品質的決策，以及更好的創新。

要讓別人相信你是有開放態度的人，可以讓別人知道如何可以影響你，是他們的夥伴。告訴他們有哪些資訊會改變你的想法。不要試圖以你的語言舒緩他們的說辭，相對的，讓他們可以說得更有說服力。

例如，你的CFO告訴你，你必須削減人力。你可以這麼說:“不要只告訴我未來兩季的營收會降低，告訴我我們的人力員額如何影響我們未來四季的營收表現。我很願意與你一起分析我們公司的狀況。”

讓人們知道他們可以如何影響你，以便他們可以準備得更好。你愈能夠獲得他們完整的說法，你愈能夠做好決策。

如果你要別人能夠以開放的態度接受你的決策，你也必須以開放的態度接受他們。

Let people know how to influence you

To work efficiently, you must listen to different points of view with open mind. In fact, these different perspectives can help make creative problem-solving, high-quality decision-making, and better innovation.

To convince others that you are open-minded person, let others know how to influence you and be their partner. Tell them what information will change your mind. Don’t try to soothe their words in your language, relative to what they can say more persuasively.

For example, you CFO tell you, you have to cut back on manpower. You can say this: “Don't just tell me that revenue is going to fall in the next two quarters, tell me how our staffing will affect our revenue performance for the next four seasons. I’d like to analyze the situation of our company with you.”

Let people know how they can influence you so they can better prepared. The more you can get their full story, the more you can make decisions.

If you want others to be open to your decisions, you must also be open to them.  

在做決策前，先想好你預備如何推廣你的決策

當你的決策會影響到許多人的時候，你最好先想好幾套可以強化你的公司的價值的說法，也就是說你預備要如何得到別人對你的決策作出承諾支持。但是，你如何知道哪一種說法最好？

試試做個心理測試作業：想象自己在做一場演說，聽眾包含了好幾組會受到你的決策影響的人。將你預備告訴他們的幾套說法都演練過，你每套說法要怎麼說？你要如何說服他們？

有哪些根據可以支持你的說法？哪些說法會聽起來空洞，會引起人們抗拒？如何能夠讓人微笑點頭？也就是說，哪一種說法可以讓人們願意採取行動？

把這些說服他人的作法先想好，會幫助你擬定出更好的決策。

Before making a decision, think about how you plan to promote your decision

When your decisions affect a lot of people, it’s better to think of a couple of statements that reinforce the value of your company, that is, how you’re going to get someone else’s commitment to your decision. But how do you know which one is best?

Try a mental test assignment: imagine yourself giving a speech, and the audience includes several groups of people who will be influenced by your decisions. Practice the several statements you are going to tell them. How do you say each? How do you convince them?

What is the basis for your statements? What would sound hollow and cause people to resist? How to make people smile and nod? In other words, what kind of statement can make people willing to take action?

Thinking about these persuasive practices will help you make better decisions.

如何讓你的員工有歸屬感？

我們通常天生就有歸屬感。這是我們生存與奮鬥的基礎。對於一些在辦公室的弱勢者，尤其重要。他們不希望被團隊成員排斥在外。

若是員工有歸屬感，則能夠改善他們的健康，心情，與工作效能。

以下幾招能夠讓你的員工產生歸屬感：

1. 推薦介紹。不要只是介紹一個人的職位抬頭。你應該介紹她的一些獨特點，并表達你的感激。例如，你可以如此介紹：“這位是小王。他是我們研發部的重要成員。他曾經提出改善我們在鞋面設計的很好構想，讓公司獲益很多。” 這裡用了“我們”、“重要”的詞，可以讓當事人產生歸屬感。
2. 咨詢意見。不要以為每個人都會主動表達出他們的意見。你應該主動邀請， 詢問他們的意見，并繼續以問題深挖，如此可以讓他感覺到他的聲音被聽到了。
3. 說他的故事。你可以說出對他的全部了解，詢問他你的認識是否正確。如此，可以建立起你們之間的感情連接。

How to give your employees a sense of belonging?

We are usually born with a sense of belonging. This is the basis for our survival and struggle. It's especially important for some vulnerable people in the office. They don't want to be excluded from the team.

If employees have a sense of belonging, they can improve their health, mood, and work efficiency.

Here are a few tips for your employees to have a sense of belonging:

1. Recommendation. Don't just mention a person's position. You should introduce some of her unique features and express your gratitude. For example, you can say: “This is Watson. He's an important member of our R & D department. He has put forward a good idea to improve our shoe design, which benefits the company a lot.”"Here we use “we” and “important”words, can make the party have a sense of belonging.
2. Advisory opinion. Don't assume that everyone is willing to voice their opinions. You should invite them, ask their advice, and continue to dig deeper, so that he can feel his voice heard.
3. Tell his story. You can say all you know about him and ask him if you know it correctly. In this way, you can estblish the emotional connection between you.

在做艱難決定時，保有同情心

當你握有正確的資訊、正確的分析，要在多項選擇中，是可以做出決策。但是，嚴重的問題通常不是非黑即白的，而僅靠工具與技術不一定能夠給你正確的答案。 你同樣必須有同情心。

將你自己處在受你決策而影響的人角度考慮。當你在做決策時，是否真的關切到他人的處境？

Keep your compassion when you make tough decisions

When you have the right information and the right analysis, you can make decisions in multiple choices. However, serious problems are often not black or white, and tools and techniques alone don't always give you the right answers. You must also have compassion.
Think of yourself in the perspective of others when you making decisions?

聘僱有創意的新人

要建立有創意的團隊，企業必須聘僱有經驗、有彈性、情緒穩定、開放心胸，以及有同情心。

在招聘面談時，問一些問題來測驗這些人格特性。

例如，你可以問應征者他對一個問題是否可以提出多個解決方案，然後將這些方案連接在一起，說出故事。

又如，你可以請應征者構想一個新產品，或是說出一個客戶的日常生活會如何使用公司提供的產品，用來了解他是否能夠體貼消費者。

用這些面談所得到的回應，來了解應征者的智商與情商水平。

Hire creative new people

To build creative teams, companies must hire experienced, resilient, emotionally stable, open-minded, and compassionate people.

Ask questions to test these personality traits at the job interview.

During recruitment interviews, ask questions to test these personality traits.

For example, you can ask the candidate whether he can propose multiple solutions to a problem, and then link them together to tell the story.

For example, you can ask a candidates to conceive of a new product, or to say how a customer's daily life will use the products provided by the company to see if he can be considerate of consumers.

Use these responses to understand the applicant's IQ and emotional intelligence levels.

避免對你的直屬部下做細微管理

對部下做細微管理不是你個人的錯，如此可以將授權拆分到最根本之處。然而，作為領導主管，你不需要隨時盯著看你的屬下如何做。

關鍵是你能夠設定出清楚的目標。

如果你希望你的屬下改善客戶滿意度，定義要做到多少以及哪些是客戶滿意度的重要元素。而且，你要設定好限制條件，例如：“在這個預算內達成”，或是“遵循這些政策”，或是“在例外的情況，必須得到我的批准”。

如果沒有設定好這些授權準則，你的屬下可能就會恣意妄為，而讓你陷入麻煩。

但是，你要注意不要設下太多限制。

若是只說“完成合約”，確實太籠統了，但是若是說“我要看到合約上每一條款文字都清楚編輯好”，又太瑣碎了。如此，會浪費大家的時間。

你必須在授權上做出平衡拿捏。

Avoid micro-management of your subordinates

It's not your personal fault to manage subordinates carefully, so you can split the authority to the most basic part. However, as a leader in charge, you don't need to stare at your subordinates at any time.

The key is that you can set clear goals.

If you want your subordinates to improve customer satisfaction, how much to do and what is the definition of customer satisfaction is an important element. Moreover, you have to set limits, for example: "reached within budget", or "follow the policy", or "in exceptional circumstances, must be approved by me".

If you do not set the authorization criteria, your subordinates may be arbitrary, and get you into trouble.

But you should be careful not to put too many restrictions on it.

It's really too general to say only that the contract is finished, but if it's said, "I'm going to see that every clause in the contract is clearly edited," It's too trivial. It's going to waste everybody's time.

You must make just the right balance of the authorization.

應該讓危機消息透明

當企業面對危機時，通常傾向於隱瞞消息，希望沒有人會注意到。然而，愈是隱瞞危機消息，通常就會讓人們愈會注意到危機。當危機浮上水面時，人們反而會誇大危機。

當有人在危機一開始時，就私下獲得了消息，其他後續獲得消息的人，就會懷疑消息的可信度。

如果企業可以公開的承認並且宣佈危機的出現，情況就比較容易受到控制。人們會想，我已經聽說過這事了，因此比較不會那麼陷入恐慌。

The crisis message should be transparent

When companies face a crisis, they tend to hide information, hoping that no one will notice. However, the more you hide the news of a crisis is, the more people will notice it. When the crisis floats, people will exaggerate the crisis.

When someone gets the news in private at the beginning of the crisis, other people who follow up the message will doubt the credibility of the news.

If a company can openly acknowledge and declare the emergence of a crisis, the situation is more easily controlled. People would think I had heard about it, so I wouldn't be in a panic.