讓層峰領導者聽他們所關切的

地位層級愈高的人，愈介意被人批評。然而，如果你用回饋意見來幫助他能夠實現他自己的個人目標，他們會聽的。

要做到這一點的最有效的方法是利用他們的動機和價值觀。

例如，領導者會關切他們的聲譽。例如，告訴他們，他們目前的動員能力不足。而如何做可以提到他們的影響力？例如：“如果你改變X和Y，你就能超越你的競爭對手，做到最好。”

如果他是關切員工的領導者，你可以說：“通過改變X和Y，你將能夠利用你的團隊的潛力，提高員工敬業度和幸福感。”

Let the leaders listen to their concerns

The higher the status level, the more important it is to be criticized. However, if you use feedback to help him achieve his personal goals, he will listen.

The most effective way to do this is to use their motivations and values.

For example, leaders concern their reputation. Tell them that their current mobilization capacity is insufficient. And how do they influence can be mentioned? For example: "If you change the X and Y, you can outperform the best competitors."

If he is a leader who cares about employee, you can say, "by changing X and Y, you'll be able to leverage your team's potential and improve employee engagement and well-being."

要激勵員工，讓他知道他的工作如何幫助了客戶？

每個人都會希望自己的工作很有價值。當一個員工的工作看起來乏善可陳，或辦公室士氣低落時，提醒他們的工作是有價值的，可以激勵起他們的士氣。

例如，當一名廚師看到客戶喜歡吃他煮食的食物，他就會高興的認真在他的工作上。

即使你的員工的工作成果不那麼實際，點名誰的努力讓客戶獲益的故事，也可以鼓勵其他員工。

所以，花些時間來談論那些能夠增加公司的收入的客戶，這要感謝公司幫助實現這個成績的部門、員工。

讓員工感受到他們努力的價值。

To motivate employee, let him know how his work helped clients

Everyone will want their work to be of great value. When an employee's work seems to be poor or lack of morale, remind him that his work is valuable and inspire his morale.

For example, when a chef sees a client like to eat the food he cooked, he is happy to be serious about his work.

Even if your employee's work is not so practical, the story of who is trying to benefit the client can also encourage other employees.

So, take the time to talk about the customers who can increase the company's revenue, thanks to the department and the staff that helped the company to achieve.

Let employees feel the value of their efforts.

何時應該調整員工的目標？

作為一名經理主管，如果你在今年要和和你的員工一起努力設定目標，你會怎麼做？也許你的員工已經實現了目標，需要一個新的挑戰，或者這個組織的目標已經改變了。與員工會面，審查現有的目標和計畫。這三個問題有助於指導你的討論和重新評估目標：

1. 考慮到資源或制約因素的變化，這些目標是否仍然現實？
2. 他們仍然及時嗎？現在是實現它們的最佳時機嗎？
3. 它們是否仍然相關？他們仍然與公司的戰畧一致嗎？

根據答案，你可能只需要改變一個目標，取而代之的是一個新目標，但在某些情況下，整個計畫可能需要改變。與你的直屬員工合作，為公司達成新的目標。

When should employees’ goals be adjusted?

As a manager, what would you do if you were working with your staff to set goals this year? Maybe your employees have achieved the goal, need a new challenge, or the organization's goals have changed. Meet with employees to review existing goals and plans. These three questions help guide your discussions and reassess your goals:

1. Are these goals are still realistic, taking into account changes in resources or constraints?
2. Are they still in time? Is this the best time to achieve them?
3. Are they still relevant? Are they still in line with the company's strategy?

According to the answer, you may just change a goal and replace it with a new one, but in some cases, the whole plan may need to change. Work with your immediate staff and reach a new goal for the company.

將你必須做的決策分類為策略性、重要的、快速的

當你有很多決策必須處理是，你很容易對每一個決策分配同樣的時間來處理。但是，不是每件事情的困難度是一樣的，有些需要你用較多的時間來思考，而有些不需要。

為了更有效率做決策，將你必須做決定的事情區分為三類：策略性的、重要的，以及可以快速決定的。

1. 策略性的決定。通常需要詳盡的分析、有複雜的組織程式，影響公司的長期發展方向的潛力。這種決策需要長世界的注意力，以及嚴格、全面的過程。
2. 重要的決定。通常是需要增加可觀的投資，但是你已經有了可以參考的案例，只要做出決定即可。
3. 可以快速做的決定。不複雜，而且常常可以委派給其他人。你可以和委派人約定簡單的規則和清單，説明你儘快做出這些決定。

將你的時間依據決策的重要性複雜度，妥善分配你的時間，以便有效處理你各項決策。

Categorize decisions you must make as strategic, important, and quick

When you have lots of decisions to deal with, it's easy to allocate the same amount of time to each decision. However, not everything is the same, some require you to spend more time thinking, and some do not. 

To make decisions more efficiently, divide the things you have to decide into three categories: strategic, important, and quick. 

1. Strategic decisions. There is often a need for detailed analysis and complex organizational procedures to influence the potential for the long-term direction of the company. Such decision-making requires the attention of the world, as well as a rigorous and comprehensive process. 
2. Important decisions. It usually takes a lot of extra investment, but you already have a case that you can refer to, just make a decision. 
3. Decisions that can be made quickly. It's not complicated, and it can often be delegated to someone else. You can make simple rules and lists with the delegate to help you make these decisions as soon as possible. 

Allocate your time according to the complexity of the importance of the decision, so that you can deal with your decisions effectively.

想想你的過去經歷，來激勵你的員工

要員工做出最大的付出，並不是那麼容易的。如果你在努力激勵團隊中的人，那就看看你的過去吧。

想想你自己的經歷，以及當你處於公司下層的時候是什麼激勵你的。誰是你心目中最好的老闆？哪個人做了什麼讓你想表現得最好？思考一下是什麼讓你老闆的激勵策略對你如此有效？。他們做了什麼來贏得你的信任和欽佩？

現在想想如何把這些經驗運用到你自己的團隊中？哪些作法會對他們起作用？大膽地審視自己的行為，並對員工對你的反應表示好奇。你可以考慮把你最喜歡的老闆的作法，運用到激勵你的員工。

Think about your past experiences to motivate your employees

It's not that easy to get employees to pay the most. If you're trying to motivate people in the team, look at your past.

Think about your own experience. When you are in the company low position, what motivates you? Who is the best boss in your mind? What made you want to perform the best? Think about what was your boss’s effective incentive strategy for you? What he did to win your trust and admiration?

Now think about how to use these experiences to your own team? What would work for them? Boldly examine their own behavior, and employees react to your curiosity. You can consider to use your most love boss’s way to motivate your employees.

接到老闆給的負面績效評估，多想想再回覆

沒有人喜歡接到老闆的負面績效評估，尤其是你認為這樣的負面評估是錯誤的。但是，在你向老闆表示抗議不同意前，最好先閉嘴。

相反的，你可以這樣說：“這項評估令人吃驚。我想仔細考慮一下，在成為正式記錄前，我想再談一談。我可以在一兩天內給你回覆嗎？“

這樣可以讓你的老闆知道你關心的是評估的準確性，而不需要立即解决問題。那就睡吧。想想你過去一年的表現，想一想你老闆的評估是否有可能達到目標，或者至少不是那麼值得一提的。

After receiving negative performance evaluation，self-review thoughtfully before reply

No one likes to get negative evaluations from bosses, especially if you think that negative evaluations are wrong. But you'd better shut up before you protest against your boss.

Instead, you can say, "this is a surprise. I want to think about it. I want to talk about it before it becomes a formal record. Can I give you a reply in one or two days?"

This can let your boss know that you are interested in the accuracy of the evaluation, and do not need to solve the problem immediately. You should have a sleep. Think of your performance over the past year, want to think of your boss's evaluation of whether it is possible to achieve the goal, or at least not worth mentioning.

不要在會議外討論重要議題

我們經常會注意到會議開得沒有效率的主要原因是因為與會者不在會議中討論既定的重要議題，反而在會議外東拉西扯。這樣讓會議浪費時間，看來沒有組織好。

作為會議主持人，你應該事先公佈會議討論議題，並且要求在會議室內討論，而非在會議前就私下七嘴八舌，或是事后在走廊上流言蜚語。

所有的問題，應該在會議中就被提出來，並且被坦率充分地討論。雖然有些人不習慣如此直接了當，但是在會議中討論，達成具體而可信的結論的機會比較高。

Don't discuss important subjects outside the meeting

The main reason why we often notice that the meeting was not efficient because the participants did not discuss important issues stated in the meeting, and waste of time to let the meeting drag in all sorts of irrelevant matters. There seems to be no good organization.

As the leader of the meeting, you should announce meeting to discuss issues, and discussed in the conference room, but not before the meeting privately or after all sorts of gossip in the hallway, tattle and prate.

All questions should be in the meeting was put forward, and to be fully discussed. Although some people are not accustomed to so straightforward, but discussion at the meeting can the chance to reach specific and credible conclusion is higher.

領導者，你是否真的敞開心胸來聽回饋？

如果你在一個有影響力的職位上，你可能會告訴部屬一些“我的門總是敞開著”的效果。你可能會覺得你是一個相當平易近人的領導者，而其他人對你的問題和想法感到很自在。這可能是真的，但可能不是。

領導者常常會有一種膨脹的想法，認為別人很容易對他誠實地說話。

如果你想讓別人直接告訴你，先問自己幾個問題：你真的對別人的觀點感興趣嗎？你有沒有考慮過別人對你說話有多危險？你需要做什麼和說什麼才能讓其他人說話？

一旦你對別人的態度有了更好的認識，不管你的行為如何，你都可以採取措施消除這些障礙。你可以通過更休閒的服飾著裝來减少身份上的差异；在會議上確保別人可以挑戰你的權威；或者控制你的外向性，多傾聽，讓其他人有機會發言。

Leader, do you really open your heart and listen to feedback?

If you are in a position of influence, you may tell some subordinate "My door is always open." You may think you are a very amiable and easy of approach leader, and others for your problems and feel very comfortable. This may be true, but may not.

Leader tend to have an inflated mind that it is easy for others to speak honestly to him.

If you want to let others tell you, ask yourself a few questions: Do you really point to others interested in? Have you considered other people how dangerous to you? What do you need to do and say what can let other people talk?

Once your attitude to others have a better understanding, regardless of your behavior, you can take measures to eliminate these obstacles. You can reduce by more casual dress status differences; at the meeting to ensure that people can challenge your authority or control. Your extroversion, listen, let other people have the opportunity to speak.

當老闆不應該偏心

每個人都會有喜歡某人勝過于他人，這是很自然的。但是，若是對你的屬下員工若是不公平，是不明智的。

你應該確保不會對待任何人在安排任務分配時，不會有特殊的的待遇。

你可以記錄上次安排誰做了高水平的簡報，安排誰領導了一個大項目？對一些簡單的事情，例如是否輪流主持每週的小組會議，可以公平的分配工作。

當你在挑選一個團隊來做一個項目的時候，問問自己：“我可以新增一個職位，即使是次要的的角色嗎？”

The boss shouldn't be eccentric

It's natural for everyone to love someone better than others, but it's unwise to be unfair to your subordinates.

You should make sure that no one will have any special treatment when assigning a task.

You can record who made the high-level briefing in past time, who set up a big project? And, simple things, such as whether to take turns in weekly group meetings, and fairly distribute the work.

When you pick a team to do a project, ask yourself, “Can I add a position, even a minor role?”

要鼓勵協作，弄得簡單些

合作需要時間和資源。所以，如果你想要人們一起合作，你必須盡可能簡化工作。例如，你可以使用Google Drive、Dropbox、Skype等簡單的工具讓人們可以共享文件與通信交流。

你也可以讓作業流程簡化，例如制定固定開會的時間，與指定任務分配，例如是誰負責行政工作、誰負責整理工作進度報告。

To encourage collaboration, make it easier

Cooperation requires time and resources. So, if you want people to work together, you must try to simplify the work. For example, you can use Google Drive, Dropbox, Skype and other simple tools that people can share files and communicate.
You can also simplify the workflow, such as setting a fixed meeting time, assigning tasks, such as who is responsible for administrative work and who is responsible for preparing work progress report.