以理解心來領導開會

要開好會議，不光是邀請正確的人來開會，以及準備好會議。你同時需要有理解心。這是一種情緒智慧能力。它可以讓你更好的管理會議討論。

理解力可以讓你知道別人，包含誰會支持誰？誰是會議中心人物？誰在抗拒？仔細觀察這些人際間的互動信號也可以讓你察覺他們之間的衝突信號。如此可以管理好權力的動態。

你也許會認為這些政治形勢不重要，但是它確實關乎會議結果。察覺到權力的流動可以讓你掌握與會人員與會議討論。你的責任是讓與會人員在開完會時，感覺會議有結論，他們做出了貢獻，受到了尊重，而且尊敬你的領導。

Leading the meeting with understanding

A good meeting is not only about inviting right person to the meeting, but also preparing the meeting. You need to be rational at the same time. This is a kind of emotional intelligence ability. It can help you manage the meeting better.

Understanding allows you to know others, including who will support who? Who is the center person in the conference center? Who is resistant? Carefully observe the interpersonal interaction of these signals can also make you aware of conflicting signals between them. So you can manage the dynamic power.

You may think that political situation is not important, but it is related to the results of the meeting. Aware of the power flow allows you to master the participants and the meeting. Your responsibility is to let the participants feel getting conclusion after the meeting, and they made contribution to the subject, were respected, and they respect your leadership.

層峰領導者不要被孤立

在許多大企業中，層峰領導經常圍繞著許多助理、高級幕僚，以及顧問群。這樣做的目的是可以節省層峰領導的時間。但是，無論是有意的或是無意的，許多的層峰領導收到的資訊是被篩選過濾，或是被改編過，或是經過查核的。這些幕僚群會決定哪些資訊是適合層峰領導應該知道的。

作為層峰，要打破這樣的組織作風是很困難的。你可以嘗試下列的作法，並且請你的幕僚配合，或許會有幫助。

1. 建立留言板或舉行公聽會。讓公司內包含高級主管在內，都可以聽到公司上下員工的意見、觀點，并因此可以與員工做互動交流。
2. 舉行跳級的會議。邀請二、三級甚至更低層主管一起參加會議，讓低階主管能夠下情上達，也可以更直接的了解公司重要的決策制定思考。
3. 選拔并培養未來之星。請各部門高級主管與人事單位評選出公司值得栽培的未來之星，邀請他們參與公司的重要對話。

Leaders should avoid falling into isolation

In many large companies, summit leaders often revolve around many leadership assistants, senior staff, and consultants. The purpose of doing so is to save the time of summit leaders. However, whether intentionally or unintentionally, summit leaders received information is filtered, or be adapted, or by check. The staff group will determine what information for summit leaders should be aware of.

It's very difficult to break the organizational style as a top leader. You can try the following, and ask your staff to cooperate, which may help.

1. Establish the message board or let the company held a public hearing. Contains senior directors, you can hear the company's opinions and ideas, and therefore can do interactive communication with employees.
2. The meeting held skip grade two or three or lower level. Invite supervisors to attend the meeting, let the low order charge to lower levels, can also be more direct understanding of important decision-making thinking.
3. Select and nurture the future stars. Please select senior stars from all departments and personnel units, invite them to participate in the important dialogue of the company.

辦公室戀情怎麼談？原來老闆和同事都是這樣想的

原文網址：http://www.knowledger.info/2017/02/17/the-dos-and-donts-of-dating-your-co-worker/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+knowledger%2Fexst+%28%E7%9F%A5%E8%AD%98%E5%AE%B6%29

辦公室戀情是很浪漫的一件事情，而且在公司遇到的另一半生活圈相似、較有共通話題，也頗容易修成正果！根據Vault.com的研究結果顯示，他們對將近2,300名參與者進行了調查，其中有16%的人都表示他們是在職場上遇到自己的另一半！

那麼，如果想談一場辦公室戀情，有什麼事情是需要注意的呢？Successful Culture的創辦人與CEO，Marissa Levin依據自己的經驗提出了一些看法，你不妨參考看看。

1. 了解公司政策

2. 如果是上司與屬下的戀情，請更加小心

3. 把社交生活和工作分清楚

4. 保持工作績效的水準

5. 無論如何都要保持上進心

以長遠的眼光看正在升高的衝突

當你身處爭論之中，你很容易關注在自己的感覺與觀點。但是，如此做只會更難解決爭論。

從心理學來說，人們通常只能在脫離自己當下的感覺，而處於較遠的位置，以長遠的眼光來看當下的爭論，才能夠做出比較理智的判斷，與獲得較好的策略。

下次，當你要不同意一位同事的主張時，試著用第三者的眼光來看你所面對的爭論。一個局外人會如何說你所面對的爭論？或是，你會如何想象在一周、一個月、一年后，你會覺得如何？

用未來的觀點可以讓你暫時離開正充滿負面情緒的當下，並且可以讓你看到將來的結果。了解自己將來可能不會如此在乎現在的爭論，可以幫助你平息情緒，而且妥善處理你的對話。

Look at the rising conflict in the long run

When you're in an argument, you tend to focus on your own feelings and opinions. But doing so is only more difficult to resolve.

From the psychology, people usually only from your present feeling, but in a remote location, in the long term the current debate, to be able to make more rational judgments, and get a better strategy.

Next time, when you don't agree with a colleague's claim, try to use the third point of view you faced controversy. An outsider might say you faced controversy? Or, how would you imagine in a week, a month, a year later, how do you feel?

With a view on the future can let you leave is full of negative emotions of the moment, and you can see the future results. Understand themselves may not be so care about the debate about. You can calm your mood, and properly handle your conversation.

用高標準來激勵員工

員工都會觀察老闆是如何看待他們的。所以，你的一個重要工作是堅持高標準。

領導者如果採用低標準，員工也會低承諾，而領導者用高標準，即使是通常自我要求高的員工，都會受到激勵。

但是，你要很小心選擇。如果你處處都要完美，你可能會面臨複雜的結果。你可以選擇1 – 2件事，例如準備好開會，堅持工作品質，或是做好客戶服務。

無論你選擇什麼工作標準，用同樣的標準高度在各種工作上。

Motivating employees with high standards

Employees observe how the boss treats them. So, one of your important jobs is to stick to high standards.

If leaders use low standards, employees will be low commitment, and leaders with high standards, even if the usual self-demanding staff, will be stimulated.

However, you need to be careful. If you ask for perfect everywhere, you may face complex results. You can choose 1 - 2 things, such as ready for the meeting, adhere to the quality of work, and good customer service.

No matter what standard of work you choose, take same standards work to different levels.

讓視訊會議保持正軌進行

沒有人喜歡一個無序、組織不好的視訊會議。作為會議主持人，你必須讓每個人關注在會議上，繼續討論。

如果每個人都沉默著，你不知道他們是都在聽呢，還是在困惑著？這時，你必須讓會議暫停，然後問：“你們都跟上來了嗎？”如果有人在會議中接了個電話，分心了，你可以說：“我們停一下，等他說完電話。我要大家專注在我們剛才討論的所面對的問題，找到解決方案。”讓大家知道你想要做出決定。

在視訊會議進行中，你可以每隔一段時間，點名某人：“可以請你就剛才討論的部分做個摘要嗎？”如此，可以讓每個人都專注在會議上。

Keep the video conference on track

No one likes a video conference that is disorganized and poorly organized. As a moderator, you have to make everyone pay attention to the meeting and continue the discussion.

If everyone is silent, you don't know if they're all listening, or are you confused? At this point, you have to stop the meeting and ask, "are you all coming up?"" If someone gets a call in the meeting and gets distracted, you can say, "let's stop, wait till he's finished.". I want you to focus on the problems we've been talking about, and find solutions." Let people know that you want to make a decision.

In the video conference, you can call someone at intervals: "can you please make a summary of the parts you just discussed?"" So, everyone can focus on the meeting.

如何承認你的失敗領導？

項目失敗了，無論是源自于你的團隊成員，或是你自己，身為領導人，你就是必須擔負起責任，而且你必須繼續領導團隊。而首先，就是要面對團隊成員，承認失敗。如何說你們的失敗？當成鴕鳥，視而不見聽而不聞，絕對不是應有的態度。

以下的作法，你可以參考：

1. 和團隊成員站在一起，面對失敗。雖然多數團隊成員會願意承認自己的錯誤，但是他們會更樂於聽到領導人自己承擔起失敗的責任。無論失敗的源頭是誰的責任，領導人願意面對失敗，討論失敗，可以幫助你和團隊成員保持繼續的溝通。
2. 從失敗中學習。只有面對失敗，從失敗中學習，認識外部的觀點，才有價值，才會讓團隊成員信服。
3. 包容別人的錯誤。雖然許多領導人同意接受失敗是發展創新必須承受的，但是在實際檢討上還是會讓員工感受到挫折，受到責備。這種態度會讓員工停止實驗，減少創新的參與發展。你必須建立起可以接受的失敗的案例。

How do you acknowledge your failed leadership?

The failure of a project, whether it is from your team members, or your own, as a leader, you must take responsibility, and you must continue to lead the team. First of all, is to face the team members, admit defeat. How to say your failure? As the ostrich, turn a blind eye, absolutely not proper attitude.

Here's what you can refer to:

1. Stand together with team members to face the failure. Although the majority of team members will be willing to admit their mistakes, but they will be more willing to hear their leaders to assume responsibility for the failure of the source of failure. No matter who is responsible, leaders are willing to face the failure, discuss the failure, can help you and your team to keep communication.
2. Learn from failure. Only in the face of failure, learning from failure, knowing external ideas, you can have value and convince team members.
3. Accept mistakes of others. Although many leaders agreed to accept failure is the development of innovation must bear, but in the actual review or make employees feel frustration, and will blame. Such attitude will allow employees to stop the experiment, less involved in the development of innovative. You must establish acceptable failure cases.

贏得你的新團隊的信任

當你接掌一個新部門，你的員工幾乎不可避免的會評估你這位新老闆究竟是否適任？你有必要在很短的時間內做出領導者的表現，贏得他們的信任，並且建立起你的權威。

你可以用你的專業能力盡快做出成果來建立他們對你的信任。

去找出3 ~ 4項關於你的老闆與你的團隊，了解清楚的問題，以遵循你公司文化的作法來解決它們。

這些問題可以是阻擋了你的團隊前進發展的問題。你要知道障礙是哪些，而你知道如何去克服。你能夠舉出參考的案例嗎？你能夠說服其他部門來協助解決嗎？

面對這些問題，領導你的團隊去克服困難，解決問題。如此，你的團隊會信服你的領導權威。

Win the trust of your new team

When you take a new department, your staff will evaluate this new boss’s competency is almost inevitable. It's necessary for you to act as leaders in a very short time, to win their trust, and to build your authority.

You can use your professional skills to produce results as soon as possible to build their trust in you.

Find out 3 to 4 questions about your boss and your team, understand the problems, and follow your corporate culture to solve them.

These problems can be a barrier to the development of your team. You need to know what obstacles are, and you know how to overcome them. Can you give a reference case? Can you convince other departments to help to solve the problem?

In the face of these problems, lead your team to overcome difficulties and solve problems. So, your team will be convinced of your leadership and authority.

問正確的問題來幫助你的團隊更有策略觀

作為策略性的領導者，可以詢問你的團隊成員關於他們的工作，你的公司，以及大願景，來提升他們的策略觀。以下五個基本問題可以幫助你做到：

1. 你今天在做什麼？這可以讓你發現這位員工的主要時間在做什麼，而哪些是你所不知覺的？
2. 你為什麼在做這件事？這可以讓你從員工的眼光來了解什麼是重要的，以及他們為何認為這是重要的？
3. 這個工作和我們的願景有何關係？如果你的團隊成員所做的工作和公司的願景無關，你可以予以挑戰，要求他們注意公司的價值。
4. 你認為我們的團隊成功的模樣是怎樣的？這可以讓你認知到員工心目中的想象，包含團隊工作內容、工作形態、員工行為、員工關係，以及具有策略性的成果。
5. 我們如何做才能更好、更多、更快？這可以讓你激發員工的創新。如果你已經做完前述幾個問題的功課，你會有更好的理解如何回答這個問題。

Ask right questions to help your team be more strategic

As a strategic leader, ask your team members about their work, your company, and the big vision to improve their strategy. Here are five basic questions that can help you do it:

1. What are you doing today? This allows you to discover what the main time the employee is doing, and which ones you don't perceive
2. Why are you doing this? This allows you to see what's important from the perspective of employees, and why they think it's important
3. What is the relationship between this job and our vision? If your team members do nothing to do with the vision of the company, you can challenge them and ask them to pay attention to the value of the company.
4. What do you think our team success look like? It can make you recognize people 's imagination, including team work content, work form, employee behavior, employee relations, and the results of its strategy.
5. How can we do better, more, faster? This can inspire you to innovate. If you have done the homework of the foregoing questions, you will have a better understanding of how to answer this question.

邀請外部專家來指導你的團隊

許多公司都仰賴外部的專家，包含顧問、自由工作者、技術專家等，來提供策略性的服務。這些專家能夠貢獻的遠比給他們擔任的單項工作還要多；他們可以協助指導你的全職員工。

你可以邀請這些專家和你的員工做腦力激蕩，讓你的員工學習到他們的經驗與創意。這些專家也可以為你的員工的未來的工作項目提出他們的觀點。

這些外來的專家也可能也會有許多很好的外界人脈網，可以讓你的員工接觸到外界的人脈資源，或是有共同興趣的人才。

Invite outside experts to guide your team

Many companies rely on external experts, including consultants, free workers, technical experts, to provide strategic services. These experts can contribute more than to give them as individual work; they also can help guide your full-time employees.

You can invite these experts and your employees to brainstorm and let your employees learn their experiences and ideas. These experts can also present their ideas for your employees' future work projects.
These foreign experts may also have a lot of good outside network, can let your staff contact with the outside network resources, or have common interests of talent.