重要會議中的三個關鍵元素

所有領導者要了解如何以有效的溝通來傳遞重要信息。無論你是以一對一，或是小組討論，或是舉行全員大會的形式，你都必須知道在傳遞重要信息時，必須掌握的三個關鍵元素：

1. 安排正確的溝通形式與參與者。你必須選擇對的開會方式。如果是很敏感的內容，用一對一的溝通方式。如果公司內的高級主管都必須知道，用小組會議。要確保會議中你可以做到眼球接觸，必要時，用投影機來展示關鍵信息。
2. 深思熟慮。列出你想要在會議中達到的結果項目。你要深思熟慮，然後誠懇地分享給與會者，以便贏得他們的信任。
3. 回應與參與。你要帶著熱忱來回應與會者提出的意見。你可以真誠的堅守你的價值，但是讓大家知道這個會議不是只是為了你個人而召開的。

Three Key Elements in Major Meetings

All leaders need to understand how to communicate important information effectively. Whether you are in the form of one-to-one, group discussions or plenary meetings, you must know the three key elements that must be mastered in delivering important information:

1. Arrange the right form of communication and participants. You have to choose the right way of meeting. If it's sensitive, use one-to-one communication. If senior executives in the company have to know, use group meetings. Make sure you have eye contact during meetings and use a projector to show key information when necessary.
2. Deliberate. List the results you want to achieve at the meeting. You have to think carefully and share it with the participants sincerely in order to win their trust.
3. Response and participation. You should respond with enthusiasm to the comments made by the participants. You can honestly stick to your values, but let everyone know that this meeting is not just for your own sake.

每日激勵員工

作為主管，如果你的員工對工作失去熱情，或是覺得對公司發展無動於衷，這會是嚴重的問題。

以下是你可以每日激勵員工的作法：

1. 促進工作推動。員工在看到工作能夠朝向目標前進時，可以感到受到激勵。你應該清楚列出工作目標，以及提供足夠的資源來支持能夠往前推進工作。
2. 讓工作有意義。你不需要拿出冠冕堂皇的工作使命來讓員工關切。他們僅需要知道他們的工作，無論是提供服務，或是製作產品，能夠對公司產生價值。
3. 肯定與獎勵。不要等到有階段性目標達成，或是年度績效評估，才來肯定員工。你可以每日都感激他們所作的努力。

Daily Motivation

As a supervisor, it can be a serious problem if your employees lose enthusiasm for their work or feel indifferent to the company's development.

Here's how you can motivate employees every day:

1. Promoting work. Employees can feel motivated when they see their work moving toward their goals. You should clearly list your goals and provide sufficient resources to support the work that can move forward.
2. Make work meaningful. You don't need to come up with a high-profile mission to make employees concerned. They just need to know that their work, whether it's providing services or making products, can be of value to the company.
3. Affirmation and reward. Don't wait for phased goals or annual performance appraisals to confirm employees. You can thank them every day for their efforts.

讓自己有信心的領導

信心，是有效領導中的關鍵元素。但是，不幸的，一般人比較能夠認知自己的缺點，而非認知自己的缺點，因而缺乏信心。

你可以問自己兩個問題來找回信心：

1. 你作什麼比較有把握？列出你的優點項目。這個清單裡的項目也許和你放在履歷表的工作成果不同，而是因為你有這些優點才能夠協助你完成那些工作成果。問問自己，你有哪些優點可以導致你邁向未來的成功？
2. 別人為什麼要追隨你？檢討一下，你和你的團隊在面臨什麼樣的挑戰？在面對這樣的挑戰時，你的團隊成員為什麼相信你的能力可以克服這樣的挑戰？他們為何願意追隨你呢？

Be a Confident Leader

Confidence is the key element in effective leadership. Unfortunately, the average person is able to recognize his own shortcomings, rather than recognize he is lacking of confidence.

You can ask yourself two questions to get your confidence back:

1. What are you more sure about? List your good points. The items in this list may be different from the work you put on your resume, but because you have these strengths to help you accomplish the work. Ask yourself, what are your strengths that can lead you to success in the future?
2. Why should others follow you? Review what challenges you and your team are facing? In the face of such challenges, why do your team members believe that your ability can overcome such a challenge? Why would they want to follow you?

用倒數來完成項目

對多數人來說，要將一個項目確實做完畢，可以交付，實在是很困難的挑戰。即使是一些有強烈企圖心的人，也經常會被其他項目所絆住，或是搞成拖延而無法準時做完項目，乃至於搞得團隊成員已經精疲力盡，無心要去完成項目了。

1. 是否能夠達成目標，許多時候是心態的問題，而非工作技巧的問題。如果你是想著我已經完成了多少進度，而非想著剩下多少還沒有完成，那麼，你會自然的降低你的企圖心，而非強化你的動力。
2. 如果你已經發現你正在掙扎于如何去完成一個項目中，請專注于想有多少工作必須去做。就像跑馬拉松一般，心中數著“只剩下10公里了；哈，只剩下3公里了，快跑完了，就要到終點了！”這種心態可以讓你忘掉正在發麻的雙腿，而重新回到朝氣蓬勃的狀態。
3. 這種倒數的心理，也可以讓你重新精確調整項目的安排做法，提高確實達成任務的把握度。例如，你在馬拉松賽時，跑到半程的生理狀態與接近終點的生理狀態，肯定不同，你會根據還有多少路程必須完成而來調整你的跑步節奏與呼吸。

Complete the project by reciprocal

For most people, delivering a project is really a difficult challenge. Even some strong ambition, often by other projects or to delay tripping, and unable to finish on time and made the project, the team members have been exhausted, without going to finish a project.

1. Whether you can achieve your goals or not, is often a matter of mind, not work skills. If you're thinking about how much progress I've already made, rather than thinking how much is left unfinished, then you'll naturally reduce your intent, not your motivation.
2. If you've found out how you're struggling with completing a project, focus on how much work you have to do. Just like running a marathon, there are only 10 kilometers left in mind. Ha, there are only 3 kilometers left. After running, it will be the end!" Such state of mind allows you to forget your tired legs and come back to life again.
3. Such kind of reciprocal psychology can also help you re-adjust the arrangement of the project and improve the degree of certainty. For example, when you run marathons, halfway through the physical state definitely different from the physical state of approaching the finish line. Then, you adjust your running rhythm and breathing depending on how much further distance you have to accomplish.

不要做名討巧員工的老闆

好的老闆知道如何協助他的員工從挫敗與壓力中恢復工作士氣。但是，你不需要總是去討巧員工。

犧牲你自己，只會毀掉你自己，並且留下怨憤。當你有一群虛弱而且怨憤不平的員工時，這樣的負面結果，更容易發生。

當你的團隊處於低潮，尤其是懶于改進時，你尤其要堅持要求改進，並且協助他們改進，不可以抱著姑息的態度。

Don't be a boss to please employee

A good boss knows how to help his employees to return to work morale from frustration and stress. However, you don't need to always please employees.

Sacrifice yourself, will ruin yourself and leave resentment. When there are weak and uneven resentment employees, such negative outcome more likely to occur.
When your team is at low ebb, especially when they are too lazy to improve, you especially should insist on improvement, and help them improve. You can not hold attitude of palliative.

艱困時期，如何留住明星員工？

在失業率高漲的時候，你可能會認為你的員工無從選擇而必須留在你的公司。這是一個危險的假設。當我們開始邁向復甦的時候，員工們，尤其是那些明星員工，會更評估他們可以獲得的選項。

因此，你不要等到經濟景氣情況好轉時才來考慮如何留住你的明星員工。你可以採用以下的方式：

1. 給予讚揚。這是最經濟但是又常被忽略的手段。當你的明星們做了正確的事情，謝謝他們、表揚他們。
2. 給予挑戰。讓你的頂尖人物有機會承擔新的項目，讓他們在其中鍛煉技能，並讓他們得以閃耀光輝。
3. 給予發展機會。去找出一些低成本的作法讓你的明星們深化他們的能力，例如讓他們訓練其他員工。
4. 給予非金錢激勵。多數的明星員工更在乎的是一些非物質性的激勵，並且對公司來說是很容易給予的，例如，彈性上班時間，或是更多的授權。

How to retain star employees in difficult times?

When unemployment is high, you may think that your employees have no choice but to stay in your company. This is a dangerous assumption. As we begin to move towards recovery, employees, especially those who are celebrities, will be more likely to assess the options available to them.

So don't wait until the economy improves to think about how to keep your star employees. You can do the following.

1. Give praise. This is the most economical but often overlooked means. When your stars do the right thing, thank them and praise them.
2. Challenge. Give your top people the opportunity to take on new projects, train them in them, and shine.
3. Give development opportunities. Find low-cost ways for your stars to deepen their abilities, such as training other employees.
4. Give non-monetary incentives. Most star employees care more about non-material incentives and are easy to give to companies, such as flexible working hours or more authorization.

計劃的更好，不要再延長完工期限了

項目來不及完成了，你可能會又想要將完工期限做展延。也許如此做會讓你感覺有了更多的時間，但是我們事實上很少有效的運用多出來的時間。相對的，我們會因此失去積極性，繼續拖延，最後還是無法按時完成，情況依舊。

要將工作計劃做得更好，請參考下列的作法：

1. 將項目拆成多個細部計劃。將一個大目標區分為多個小目標，並且讓它們呼應，以便可以策略性的按時完工。這樣做，可以讓團隊工作保持高度積極性，並且讓愛拖延者有更大的壓力。
2. 合理判斷每項細部計劃需要多少時間。考慮好過去完成類似的工作需要多少時間，並且評估有哪些事情可能會讓工作無法順利完成。保留一些緩衝時間來應付未能預期到的挑戰。

Plan better, don't extend the deadline

If the project is too late to complete, you may want to postpone the completion date. Maybe doing this will make you feel more time, but we rarely actually use more time. In contrast, we will lose enthusiasm and continue to delay. Finally, we can not finish it in time.

To make the work plan better, please refer to the following methods:

1. Break the project into multiple detail plans. Distinguish a large target from multiple small targets and allow them to echo, so that they can be completed strategically and on time. In doing so, team work can be highly motivated and more stressors for procrastinators.
2. Judge reasonable time for each detail plan. Consider how much time it takes to complete similar work in the past, and assess what might make it impossible for the work to be completed successfully. Keep some buffer time to deal with unexpected challenges.

保持企業內溝通暢通

溝通是維持企業運營的血脈，但是沒有一個企業不會發生溝通不良的狀況。管理者必須讓這種溝通不良的狀況降到最低。 

以下是幾個好方法：

1. 提供必要的背景資訊。要人瞭解一個資訊，有必要讓他知道為什麼這件事很重要。提供必要的資訊，讓人們知道這些事在公司的優先次序。
2. 鼓勵提問。不僅要問員工是否有問題，還要鼓勵他們提出想的到的顧慮。這種互動可以讓員工充分吸收資訊，並且可以讓他們將正確的資訊傳遞下去。
3. 保持聯繫。即使每個人都收到同樣的資訊，但是每個人反應資訊的形式差異很大。你必須對每個人都保持跟進聯繫，以便瞭解他們各人的反應，並確保你傳遞的資訊被正確理解。

Keep a smooth communication in the enterprise

Communication is the way to maintain the operation of enterprises, but no enterprise will not have bad communication. Managers must keep this communication to a minimum.

Here are a few good ways:

1. Provide the necessary background information. If you want someone to understand an information, it is necessary to let him know why it is important. Provide the necessary information to let people know the priorities of these things in the company.
2. Encourage questions. We should not only ask employees if they have any problems, but also encourage them to raise their concerns. This interaction allows employees to fully absorb information and allow them to pass on the right information.
3. Keep in touch. Even if everyone receives the same information, there is a big difference in the way people respond to information. You must keep in touch with everyone in order to understand their reactions and ensure that the information you deliver is properly understood.

建立服務支持優先的領導思想

當今領導者面臨的問題有別于過去。無論你是面臨如何滿足相互衝突的需求，或是傳遞困難的資訊，或是處理績效管理工作，你都必須有一套清楚的領導管理思想。

“以服務替代權威領導”就是一個很好的領導思想。

與其認為員工是為你工作，不如認知他們是為了企業而工作，而你的責任是促進公司與員工的關係。所以，與其沉醉在你個人的榮耀，不如將你自己定位為是員工的服務者，幫助他們成功。當你要指派一項工作給某人時，想想這個工作是否可以滿足她個人的興趣，又能夠達到公司的商業目標。當你要給她評論意見時，想想她是否明白如此可以將工作做到最佳化。

成為員工的服務者，也許聽起來不能讓你的領導職銜那麼有力，但是，這樣做可以達到你真正需要的：影響力與成果。

Establish leadership thinking of service support first

Today's leaders are faced with the problem is different from the past. Whether you are facing how to satisfy the conflicting demands, or is difficult to transmit information, or handle performance management work, you must have a clear idea of leadership and management.

"Alternative leadership by service" is a good leadership idea.

As an employee is working for you, as they are for the company and cognitive work, and it is your responsibility to promote the relationship between the company and employees. So, instead of in your personal honor, rather than position yourself as employee services, to help them succeed. When you want to assign a job to subordinate, think about whether the work can satisfy her personal interests, and can also achieve the business objectives. When you want to give her comments, think about whether she can understand so will do the work best.

To service employees, may sound not to let your leadership title so powerful, but it really meet what you need: influence and result.

制定出團隊成員可以共同協作的規範

我們通常會假設團隊中每個成員都知道如何與他人協作，但是多數人都有個人的風格與習慣。例如，有人認為公司規定的9:00上班，其實可以9:15才開始正襟危坐的打開電腦，但是，另外有些特別規矩的人，8:50就開始瀏覽電腦中的郵件，準備好盡早想好要如何處理與回覆。

要避免這些團隊協作上的落差，你必須制定出清楚的規範。這些規範能夠讓你做出集體決策，通知到每個人，讓大家共同遵守。

一開始，你可以先制定最基本的框架，例如彼此應該相互尊重，相互信任，確實執行會議結論，等等。你可以和團隊成員先共同討論，看哪些內容是大家比較關切的，會願意尊重的。然後，你應該定期檢討，對於違反規範的行為，應該提出并制止。然後，你可以進一步關注在企業文化中的一些潛規則，讓大家也認知到。將這些都記錄下來，並且讓新進人員也了解到。

這些規範可以逐步修正，成為團隊作業的紀律，內化到大家的工作習慣中。

Develop specifications for team members to work together

We usually assume that every member of the team knows how to work with others, but most people have their own style and habits. For example, some people think that the company's 9:00 working hours, in fact, can start to sit at 9:15 to open the computer, but there are other special rules, 8:50 began to browse the computer mail, ready to think about how to deal with and reply as soon as possible.

To avoid these gaps in teamwork, you have to develop clear specifications. These rules allow you to make collective decisions, inform everyone, and let everyone follow them together.

At the beginning, you can work out the most basic framework, such as mutual respect, mutual trust, the actual implementation of conference conclusions, and so on. You can discuss with the team members first to see what they are more concerned about and will be willing to respect. Then, you should review regularly, and put forward and stop violations of norms. Then, you can pay more attention to some latent rules in the corporate culture, so that you can also recognize them. Record all of this and let the newcomers know about it.

These norms can be gradually amended to become the discipline of team work, internalized into everyone's work habits.

如何不讓會議失控？

當有人在會議中發言出軌了，很容易讓會議失控。這個時候，你會認為此人是麻煩製造者，而想要制止他。但是，你這個想法也會讓會議更加失控。

要讓會議能夠平順進行，嘗試用以下的技巧：

1. 先定義會議的議題範圍。如果與會人員不能達成對會議議題範圍的共識，那麼每個人就會有不同的解讀。在啟動會議時，你可以這麼說：“就我的了解，今天的會議目的是【XXX】，各位是否有不同的理解？或是，我們必須增加其他的議題？”
2. 在啟動新議題前，稍微中斷一下。為了避免有人對某項已經經過充分討論的議題繼續糾纏，可以請與會人員表示是否應該進入下一個議題的討論。這樣，即使有人還想糾纏，他也會意識到其他人對會議的意圖。
3. 留置下個會議來討論。如果你認為一項議題已經經過充分討論，但是還是有人想要繼續糾纏，那麼，可以請他說明他的意見的相關性。也許，你會理解有些你尚未考慮過的內容；如果如此，則請與會其他人發表其他新的觀點。如果是不相關的，但是也是很重要，那麼，就建議另外啟動一個新的會議來討論。

如何給予有激勵的讚揚？

很少有經理人給予部屬足夠的讚揚，也許是因為它們不知道應該怎麼做。這裡有三招可以讓經理人在讚揚員工時發揮真正的激勵作用：

1. 明確。當你讚揚員工時，只說“謝謝”是遠遠不夠的。你應該明確說出他做出了什麼，並且描述這個成就對公司所帶來的貢獻是什麼。嘗試這麼說：“謝謝你將這個業務簡報做到零缺點，它讓我們在贏得客戶專案上發揮了與競爭對手明顯的優勢差異。”
2. 用行動，而非只用語言給予讚揚。在你給予口頭讚揚後，應該隨之跟進以實際的行動表現出你對他的信任。例如，讓他繼續負責下一場重要的業務簡報，對全體員工發出公開的電子郵件來讚美他的努力與成就，或是，請他指導訓練其他員工。
3. 不要夾帶揶揄調侃的讚美。如果你這樣做，只會讓你的讚揚聽起來像是在挖苦，它會降低你的讚揚的真正價值。

成為更好的領導

如果你的屬下經常和你爭吵，最後誰會被掃地出門？壞老闆對誰都不好。記住這一點，否則你很可能會失敗。

當今的領導，應該有自覺，自我反省，自我管理，並理解員工的需求。 

以下幾招，可以協助你成為更好的領導：

1. 讚美你的明星員工。任何人都需要被肯定，有些人在這方面的需求比別人要強烈。如果你只注意一些問題員工，而忽視表現優秀的員工，你可能因此招來那些確實有傑出貢獻的員工的怨憤。
2. 分享知識。讓你的人站在你這一邊，並且讓他有效工作的方法之一，是在不洩露公司機密的條件下，讓他們知道公司或是你的部門的目標，如何達成，以及其他可以讓大家都成功的策略。你應該讓他們感受到他在公司發展過程中所扮演的角色，他們可以產生的價值與貢獻，讓他感受到被需要。
3. 只開必要性的會議。不開非必要性的定期會議。開會固然可以有機會聽取大家的點子與顧慮，但是如果這樣的會議開個不停，只會浪費大家的時間。並且，如果你經常性的開這樣的會議，你的屬下多半會懷疑會議結果的成效，因此也降低了他們的士氣。
4. 建立信任。如果你希望別人信任你，你必須信任他。讓你的屬下負責更多的責任。相信他可以完成。你必須自制，不要過多的參與細節。但是你可以告訴他，當解決了任務中的一些關鍵問題，或是遇到一時難解的問題時，隨時讓你知道。

Become better leader

If your subordinates often quarrel with you, and who will be out the door? Bad boss isn't good for anyone. Remember this, otherwise you will fail.

Today's leaders should be conscious, self-reflective, self-managing and understanding the needs of their employees.

Here are some tips to help you become a better leader:

1. Praise your star employees. Anyone who needs to be sure, some people demand in this respect than others to strong. If you only pay attention to some problems of employees, while ignoring the performance of outstanding employees, so you might provoke those really outstanding employee grievances.
2. Share knowledge. Let your people on your side, and make it one of effective methods of work, in the confidentiality conditions, let them know the company or goals of your department, how to achieve, and can let everyone know his successful strategy. You should make them feel he has played in the process of the development of the company's role in the value and contribution they can produce, let him feel wanted.
3. Only hold necessary meeting. Stop those not required meetings. Although meeting may have the opportunity to listen to everyone's ideas and concerns, but if such meeting does not resolve problem, will only waste our time. And, if you frequently open such a meeting, your subordinates will probably suspect the results of the meeting, so their morale is reduced.
4. To establish trust. If you want others to trust you, you must trust him. Let your subordinates responsible for more responsibility. You must believe he can finish. Don’t too much involve in details. But you can tell him when to solve some key problems in the task. Let you know when they encounter problem at any time.

讓團隊成員知道彼此的技能

團隊成員不需要就每件事情都先眼對眼的得到共識。但是，當彼此錯誤理解了對方的技能，例如某個人太自抬身價，以為自己是最佳人選，就有可能造成團隊之間的緊張衝突。

以下是平息這種不調和狀態的作法：

1. 對不同觀感要有知覺。要知道人們對於他人的專業都會有一些不同的評價。 你要對這種現象有些敏感度，以避免團隊陷入衝突。
2. 以理性作溝通。當指派一項工作，或是請教某人的意見時，明確的說：“因為你在某某領域的專業知識，我想要請教你的意見。”解釋你的想法，可以讓人感覺受到尊重。
3. 鼓勵大家說出來。當某人被指派一項工作時，鼓勵其他人發表意見，或許有人會認為他自己更適合這個工作。

Let team members know each other's skills

Team members do not need to see eye to eye agreement on everything. However, when one person misunderstands each other's skills, such as a person who is too self - carrying and thinks that he is the best person, it may cause tension between the teams.

The following are the ways to quell the disharmony.

1. To be aware of different perceptions. We need to know that people will have different evaluations of others' professions. You should be sensitive to this phenomenon so as to avoid team conflicts.
2. Communicate by reason. When you assign a job or ask someone's advice, make it clear, "because of your expertise in a certain field, I want to ask your advice." Explaining your thoughts can be respected。
3. Encourage you to say it. When someone is assigned to a job, encourage others to express their opinions, and maybe someone will think that he is more suitable for the job.

用Check-List來交待項目

能夠明白清楚的交付項目任務是如今快速工作環境中的一個重要領導管理技能。

這個被指派負責這個項目的人是否真的明白必須完成那些工作？他是否會為這個項目傷腦筋？他是否能夠確實完成他所答應的事項？

無論你是將項目任務交待給同儕或是下屬，請用一份雙方都一致的Check-List。它應該包含幾個關鍵問題：例如：“你是否明白優先次序？”，以及，“你需要我支援什麼來確保你能成功完成工作？”你們只需要用5分鐘來核對幾個關鍵問題，確保雙方的認知能夠達成一致。這樣能夠節省彼此的時間，並且降低未來發生錯誤的機會。

Use Check-List to explain the project.

Being able to clearly deliver project tasks is an important leadership management skill in today's fast working environment.

Is the person assigned to the project really understand what needs to be done? Will he be puzzled by this project? Can he really accomplish what he has promised?

Whether you are delegating project tasks to peers or subordinates, use a Check-List that is mutually agreed. It should contain several key questions: for example, "Do you understand priorities?" And, "what do you need me to do to ensure that you can successfully complete your work?" You only need five minutes to check on a few key issues to make sure that both parties agree. This saves time and reduces the chance of future mistakes.

如何給高效員工有激勵的回饋？

不要假設你的高效員工知道她在你心目中有多好。你應該採取以下實際的有效回饋，這是她所期待的，並且也值得你這樣做。

1. 明確她的發展領域。她會明白在公司裡有誰能夠達成你所交付的任務，它有什麼樣的挑戰，以及需要哪些工作能力。這樣具有挑戰的任務安排，是讓她感受到她的重要性與未來成長的機會。
2. 表示你的感激。沒有說出【謝謝】，是領導者經常犯的簡單錯誤。你的明星員工如同其他人一樣，會需要你的讚揚。
3. 經常給予回饋。不要等到項目檢討的時候再來給予回饋，高效員工期待高頻率的回饋，而你也應該這樣做。

How to give motivated feedback to efficient employees?

Don't assume that your efficient employee knows how good she is in your mind. You should take the following practical and effective feedback, which is what she expects and is worth it.

1. Define her development area. She will understand who can accomplish the tasks you deliver in the company, what challenges it faces, and what competencies it needs. This challenging task arrangement is an opportunity for her to feel her importance and grow up in the future.
2. Express your gratitude. Not saying [thank you] is a simple mistake that leaders often make. Your star employees, like others, will need your praise.
3. Give feedback frequently. Don't wait for project reviews to give feedback. Efficient employees expect high-frequency feedback, and you should do the same.

幫助員工聆聽你說了什麼

有些好的創意執行失敗的原因在於溝通不良。領導人認為他已經將相關資訊都傳遞了，但是總之員工就是沒有聽進去。 

你必須改進溝通效率。不管員工是否真的想要聽，你必須讓他聽到你要傳遞的資訊： 

試試這些技巧：

1. 測試你的資訊傳遞效果。以非正式的形式問問你的團隊成員，尤其是那些你懷疑對你存在抗拒的人。然後，你可以依據他們的回應狀況，改進你下次溝通的方式。
2.  給予激勵。這聽起來可笑，你居然要向員工賄賂來讓他聽你說什麼。但是，這樣做還是比讓你的計畫失敗要來得划算。你可以提供午餐或是點心，邀請他們來參加你的會議。你可以在會議中做有獎問答，提高他們對你所傳遞資訊的注意力。
3. 跟進、再確認。確保員工真的聽到並明白你說了什麼，看看他們有什麼問題或是回饋。

Help Employees Listen to What You Are Saying

Some good ideas fail because the communication is bad. The leader thinks he has passed the relevant information, but in a word, the employees just don't listen.

You have to improve communication efficiency. No matter whether the employee really wants to listen, you have to let him hear the message you want to pass:

Try these techniques:

1. Test the effectiveness of information delivered. Ask your team members, especially those you suspected resistance to you. Then, you can improve your communication style next time according to their feedback.
2. Incentives. It sounds ridiculous. You have to bribe employees to allow him to listen to what you say. But it is better than making your plans failed. You can provide lunch or snack, invite them to attend your meeting. In the meeting you can do a quiz, improve they give you information transmitted attention.
3.  Follow up and reconfirm. Make sure that employees really hear and understand what you are saying and see if they have any questions or feedback.

不要搞垮你的團隊

有的時候，團隊里就會有人有本事將團隊的智慧與能力都搞得大家殫精竭慮，士氣低落。有的時候，儘管你無意，但是這個破壞者就是你自己。

以下幾個提示，可以讓你不會成為這個壞蛋，而仍然能夠讓你的團隊閃耀生輝：

1. 不要成為英雄。你不需要凡事都要求有個答案。讓你的團隊成員有機會自己去思考整件事，并提出想法來。
2. 不要粗率的做決定。有的時候，過於快速的決策反而會讓團隊短路，弄不清楚狀況。你可以邀請你的團隊成員參與到你的決策程序中，並且鼓勵進行辯論來產生合理的決定。
3. 謹記言多必失。也許你會沉醉于自己胸韜百略，想要一吐為快。但是，如此反而會讓事情僵住，員工會因敬畏你而噤聲不言，唯唯諾諾。試著閉上尊口，讓你的員工有機會分享他們的想法。

Don't ruin your team

Sometimes, there will be people in the team who have the ability to make the team's wisdom and ability to make everyone exhausted, low morale. Sometimes, even though you don't intend to, the destroyer is yourself.

Here are some tips to keep your team from becoming such a villain.

1. Don't be a hero. You don't need an answer to everything. Give your team members the opportunity to think about the whole thing on their own and come up with ideas.
2. Don't make rash decisions. Sometimes, too fast decision-making will shorten the team and make it unclear. You can invite your team members to participate in your decision-making process and encourage debate to produce reasonable decisions.
3. Keep in mind that more words are lost. Maybe you'll get addicted to your chest and try to vomit quickly. However, this will only stifle things. Employees will be silent and submissive in awe of you. Try to close your mouth and give your employees a chance to share their thoughts.

成為具有自覺力的領導者

太多領導者自以為對什麼事都嫺熟。然而，一個具有自覺力的領導者知道他並不具備可以處理各種事物的能力。有自覺地領導者具有很好的情商，動態的適應各種情境。

如何建立你的自覺能力呢？

1. 觀察你自己的表現。記下你所擅長的，以及你需要改進的，並將這些分享給你的團隊。
2. 明白自己所不知道的。承認在某些領域內你知道甚少。找到這方面的專才來補足你的短板。
3. 關注你對他人的影響力。由於有許多事的推動是和人際關係有關的，明白你對他人所產生的影響力是一個必要的領導能力。你要管理號你的情緒反應，並找到建立良好關係的線索，而不是去摧毀關係。

Be a conscious leader

Too many leaders think of what things are skilled. A conscious leader, however, knows that he does not have the power to handle all kinds of things. A conscious leader with good emotional intelligence will dynamically adapt to situations.

How do you build your conscious abilities?

1. Watch your own performance. Write down what you are good at and what you need to improve and share it with your team.
2. Know what you don't know. Admit that you know very little in certain areas. Find a specialist in this area to make up your short board.
3. Pay attention to your influence on others. Since there are many things to do with relationships, it's necessary to understand your impact on others. You need to manage your emotional responses and find clues to build good relationships instead of destroying relationships.