拒絕接受上級給予的不現實目標

當你被上司要求一個令人震驚的目標，你會感到無助。但是，你不要輕易接受。

相對地，你應該分享給你的上司你的顧慮，并在可能的情形下，提出你的主張。

例如，你可以說：“我看到我的團隊能夠達到的目標是8000萬元。這比去年已經增長了25%。我們往年的績效成長平均在20%。這是在追求業績與客戶滿意度上，很好的平衡成績。若是目標太高，我們將有可能會失去客戶滿意度。是否有可能降低今年的業績目標？”

這樣的爭取，或許不能成功，但是你的屬下會感激你為他們做出的努力。

Refuse to accept unrealistic goals given by superiors

When you are asked by your boss for a shocking goal, you will feel helpless. But don't take it easy.

In contrast, you should share your concerns with your boss, and, if possible, put forward your ideas.

For example, you can say, "I see that my team can achieve 80 million dollars. That's 25% more than last year. Our performance growth averaged 20% in previous years. This is a good balance in the pursuit of performance and customer satisfaction. If the target is too high, we may lose customer satisfaction. Is it possible to reduce the performance target this year?"

You may not succeed in this struggle, but your subordinates will appreciate the effort you have made for them.

開會時這樣做，讓會議更有效率！

原文位址：http://www.knowledger.info/2017/03/22/3-strategic-tips-for-running-the-most-productive-meeting/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+knowledger%2Fexst+%28%E7%9F%A5%E8%AD%98%E5%AE%B6%29

在開會時，如果希望能使獲得的成效以及反饋最大化，那我應該要怎麼做呢？有網友在知識分享網站Quora上面提出了這個問題。而其中，Foursquare的CEO，Jeff Glueck的答案被認為是十分獨到的見解。如果你也想知道Jeff的答案，來看看他怎麼說吧！

Jeff認為，所有大小會議的關鍵都在於，記得某個特定的目標，並且在這個主題上進行會議，不要偏離主軸。為了能順利地達到這個目標，以下有三個簡單的步驟：

1. 事先發送資料

2. 不要閱讀簡報

3. 勇敢提問

給你的團隊集體和個人的獎勵

身為領導主管，表揚激勵你的團隊表現是你的工作。只要能夠得到獎勵，原來會自私的個人也會因為他感受到是團隊中的一員，而變成為是願意充分合作者。

所以，你應該如何做獎勵呢？你可以表揚超越團隊所制定目標的行為。你可以依據整個團隊的表現，提供你的團隊紅利、肯定、讚揚、休假，等等。

然而，你要注意避免有搭便車者。對個人的獎勵，必須是他對整個團隊的成功有重要的貢獻者。你也要挖掘出那些默默地比別人付出更多，掩護同事的無名英雄。他們是團隊不可或缺的成員。

將對個人和集體的獎勵結合起來，可以提高團隊的士氣，讓他們確實達到團隊的目標，確保了團隊的成功。

Give your team, collective and individual rewards

As a leader, praise team performance motivates is your job. If you can get the reward, will the original selfish person will feel because he is a member of the team, and is willing to become a full partner.

So, how do you do rewards? You can praise the behavior beyond the goals set by the team. You can provide your team bonus, affirmation, praise, vacation, and so on according to the performance of the whole team.

However, you should pay attention to avoid the rider. The personal rewards, must be an important contributor to the success of the team. You have to dig out those who silently pay more than others, cover colleagues unknown hero. They are an integral part of the team members.
Combining individual and collective rewards can improve team morale, make them achieve team goals, and ensure team success.

要成為策略型領導者，要能夠保持一致性，又能夠有彈性

能夠執行核心事業的最佳領導者是能夠堅定推動既定的事業方向，有能夠對市場變動彈性因應者。要成為策略型領導者，你必須在這兩者間，做好平衡。

首先是有維持一致性的能力，努力工作，準時完成。設定好給你自己和你的團隊成員的工作目標，并戮力達成。

你同時必須有彈性領導的能力。要能夠有智慧，有好奇心，願意學習新知識，做好溝通，以及協作。

但是，就如過度維持一致性，會帶來嚴酷，彈性領導也可能會讓團隊失去專注。所以，你必須注意如何平衡它們。

你可以同時設定工作的高標準，但是也保持適度的開放，了解過去的作法是否能夠滿足你和公司的長期發展。

To be a strategic leader, you need to be consistent and resilient

The best leaders who can perform its core business is to firmly company’s established direction, and can change due to the elastic market. To become a strategic leader, you must make a balance between the two.

The first is to maintain the consistency of the ability to work hard to finish on time. Set for yourself and your team work goals, and strive to reach.

You must also have the ability to lead flexibility. Be able to be intelligent, curious, willing to learn new knowledge, communicate well, and collaborate.

But, like over consistency, it can be harsh, and flexible leadership can also cause the team to lose focus. So you have to focus on how to balance them.

You can also set high standards of work at the same time, but also maintain a moderate openness, understand whether the past can meet the long-term development of you and the company.

依據狀況調整領導風格

不同的工作狀態需要不同的領導風格。一般主管通常用權威或是聲望兩者風格之一來領導。

當你用權威風格來領導時，你會以堅定態度以及職位上的權威來領導。這種領導風格最適合用在帶領團隊成員遵循同一個方向發展。例如：有了清楚的策略來準備發表新產品，用職位權威風格是比較有效讓團隊一致合作達成目標。

相對的，聲望領導風格意味用智慧和專業來塑造自己成為一個典範，用你的影響力來改變團隊。這樣的聲望領導風格特別適合用在強化對你報告的屬下。例如，當行銷團隊被要求提出一個有創意的廣告企劃，以聲望來領導可以釋放一些對團隊成員的限制，并激勵他們發揮創意。

成熟的領導主管能夠分辨在何種狀況下，應該運用哪一種領導模式，並且發展出能夠讓團隊成員發揮出最佳績效。

Adjust leadership style according to the situation

Different working conditions require different styles of leadership. Manager usually leads by the style of authority or prestige.

When you use the authoritative style of leadership, you will be led by the attitude and position of authority. This style of leadership is best suited to lead the team members to follow the same direction. For example: new product development, a clear strategy to prepare. With the position of authority is effective to make the team style consistent cooperation target.

Relatively, Prestige leadership style means with wisdom and expertise to shape yourself as a model, using your influence to change the team. This prestigious leadership style is particularly suited for use in your report on strengthening work. For example, when the marketing team was asked to come up with a creative advertising, with prestige leadership, to release of some autonomy to team members, and motivate them to be creative.

The mature leader can identify which type of leadership model should be used and develop the best performance that can be achieved by team members.

可以請你的員工為你主持會議

許多主管似乎經常沒有足夠的時間來規劃準備一場會議。但是解決的辦法不是減少你準備會議所需要的時間，而是讓別人來幫你主持會議。

你可以授權給一位你的一位團隊成員，如此可以釋放出你的時間，也可以發展你的團隊成員的能力。這樣可以幫助別人有機會和你在一個房間中練習會話與主持會議技巧。這樣可以讓別人有機會讓大家有更多的機會讓大家看到他的其他表現能力，而且你機會觀察他與提供給他回饋。

在你要授權委託他人主持會議前，問自己：“誰可以在這個主持會議機會中獲得最多利益？”想想誰是需要聯繫會議主持技巧，或是誰可以透過會議主持提升聲望？

Ask your employees to chair the meeting for you

Many executives often don't seem to have enough time to plan for a meeting. But the solution is not to reduce the time you need to prepare for the meeting, but to have someone else help you manage the meeting.

You can delegate to one of your team members so that you can release your time and develop your team members' capabilities. This can help others to have the opportunity to practice conversation and preside over meetings in a room with you. This allows others to have the opportunity to give you more opportunities to see his other performance abilities, and you have the opportunity to watch him and give him feedback.

Before you authorize someone to preside over a meeting, ask yourself, "Who can get the most benefits in the opportunity to preside over the meeting?" Think about who needs to contact the conference hosting skills, or who can raise prestige through the conference chair?

給遠端協作團隊建立清楚的規則

所有的團隊都需要有清楚的工作規則，而這對於分散在不同地點而一起協作的團隊特別重要，不同地方的同事對於期待如何達成一個目標會有不同的想法。

讓團隊成員都知道，他們可以期待到什麼程度？他們可以得到哪些資源？他們在什麼情況可以出差見面協作？領導這樣遠端團隊的主管應該想到這些問題：

1. 團隊成員方便溝通開會的時間？
2. 如果團隊成員發現要完成責任範圍內的工作而必須加班，他們應該如何做？

Establish clear rules for remote collaborative teams

All the team needs to have clear rules of work, which for the scattered in different locations and with the cooperation of the team is particularly important, and colleagues there looking for how to reach a goal will have different ideas.

Let the team know that they can look forward to what extent? They can get what resources? How they can have business trip to meet for face-to-face discussion? Leaders who in charge of remote collaborative work team should think of these problems:

1. What time is convenient for team member to meet?
2. What should the team do if the team member finds out that they have to work overtime to complete the work within the scope of responsibility?

週會要有清楚的目標

不要因為公司有不斷重複舉行的週會，就代表週會一定必須要開。只有與會人員，尤其是你身為會議主持人清楚週會要談些什麼議題，才有必要開會。只有當有共識會議的目的與議題，才能夠使每個人的時間不至於被浪費。

以下是幾個可以考慮的會議目的：

1. 分享截至目前的進度，包含主要的進度指標，以及後續的活動。
2. 確認關於對進度的提問與顧慮。
3. 解決優先次序與新面臨的問題。
4. 擬定後續的工作項目。

Weekly meetings have clear goals

Not because the company has repeatedly held a weekly meeting on behalf of the week will have to open. Only the participants, especially you are meeting host clear week to talk about what issues, it is necessary to attend the meeting. Only when the purpose and the issue of the consensus conference, to be able to make each person's time is not wasted.

Here are a few consider the purpose of the meeting:

1. Share as the current progress, including the main indicators of the progress, and follow-up activities.
2. Confirm questions and concerns about progress.
3. Addressing priorities and new problems.
4. Prepare follow-up work items.

對你的團隊成員表現關懷

毫無疑問地，人們都是希望感覺到被感激與被聽見他們的聲音。作為一名領導者，你的工作是要建立起人們可以感受到他們的價值的工作環境。

以下有幾個作法是你可以讓人們感受到被關懷：

1. 觀察、傾聽與發問。停止認為你以為了解了人們如何想、如何感受，你可以并不了解。如果你能夠保持安靜與好奇，你可以知道更多。
2. 停止多工工作。如果你一邊寫工作計劃，一邊和人電話聊天，你沒有一件會做得好。將你的電話擱下，專心面對在你前面的人或工作。
3. 不要任意干擾員工。員工總會有不斷到期必須完成的工作，去處理緊急事務，或是遇到其他臨時的干擾。能夠稍緩腳步，對於紓解緊張是很重要的。你自己也是如此。最好能夠有空間可以專注，並且鼓勵你的員工也如此做。讓他們知道有時可以為自己留下一些時間來照顧自己。

Show concern for your team members

There is no doubt that people want to feel appreciated and heard. As a leader, your job is to create a work environment where people can feel their value.

There are several methods that you can make people feel be cared:

1. Watch, listen and ask. Stop thinking you think you know how people think and feel, you can't understand. If you can keep quiet and curious, you can know more.
2. Stop multitasking. If you write a work plan while talk to people on the phone, none of you will do it well. Put your phone down and focus on the person or work in front of you.
3. Don't arbitrary interference employees. Employees will continuously face work must be done before due time, to deal with the emergency, or meet other temporary interference. Slightly slow pace to relieve tension is very important. You too. It is best to have the space to focus, and encourage your employees to do so. They know to retain sometimes to take care of themselves.

如果你沒有被邀請參加一個重要會議，怎麼辦？

如果你發現你沒有被邀請一個會議結果會影響你與你的團第的重要會議，怎麼辦？

與其氣急敗壞的憤怒，不如採取行動，避免再次發生這樣的事情。

你可以先詢問一名有參加這個會議的同事，了解在會議中討論了什麼，會議結論是什麼？然後去和會議主持人談談。不需要表現你受到傷害的情緒，與其說：“為何我沒有被邀請參加這場會議？我應該在那裡。”，不如說：“我沒有參加這場會議，在和小王做了了解后，我想以後如果要做類似的討論的話，我應該可以做出一些貢獻。”解釋你的角色會如何幫助會議討論。

What if you weren't invited to an important meeting?

What if you find that you have not been invited to a meeting that will affect your important meeting with your group?

With the desperate anger, it’s better to take action to avoid such things happen again.

You can ask a colleague to attend this meeting, to understand what were discussed and concluded at the meeting? And then go to talk with person who hosted the meeting. Don’t talk you hurt feelings, and say: "Why I was not invited to attend the meeting? I should be there, but say well." Rather said: "I did not attend the meeting, made in understanding with Wang, I think if you want to do a similar discussion of words, I should be able to make some contribution." Explain how your character will help the meeting.