做好開會準備

作為會議發起者，你必須設定好會議基調並且讓會議開得成功。

在人們進入會議室前，你必須先做好以下三件事：

1. 澄清開會目的。確認好人們知道為什麼他們被邀請與會。如果是要在會議中做出一項決策，讓出席者有足夠的資訊與時間來做準備。
2. 安排好重要人物。開會前，與幾位關鍵人物先討論會議議程，聽聽他們的一些洞察觀點，然後你會比較知道如何主持會議。
3. 請大家全力投入會議。要求與會者事前做好功課，帶來相關文件，并在會議中做出貢獻。

Get Ready for the Meeting

As a sponsor of the meeting, you must set the tone of the meeting and make the meeting a success.

Before people enter the conference room, you must do the following three things first:

1. Clarify the purpose of the meeting. Make sure that people know why they are invited to attend the meeting. If you are going to make a decision at the meeting, let the attendees have enough information and time to prepare.
2. Arrange important people. Before the meeting, discuss the agenda with several key people, listen to some of their insights, and then you'll know how to conduct the meeting.
3. Please put your foot into the meeting. Participants are required to do their homework in advance, bring relevant documents, and contribute to the meeting.

決策者的心態

偉大的領導者都有很強的決策心態。他們能夠堅定的做出困難的決定，並且有貫徹執行的堅強意志。

在他們面前，我們似乎顯得不夠堅強。因此，究竟是什麽因素造成這樣的差別呢？

事實上，差異不大。每個人都會有遇事猶疑不決的經歷。例如，在要做決定時，看事情悲觀，或是感到沒有把握。很少人能夠躲過這樣的情境。

但是，堅強的決策者通常不會讓負面的情緒阻礙他想要把事情往前推動的意願。一旦他做了決定，就會開始去推動執行。

他開始感覺有信心，感覺自己有能力，感到能夠掌握控制。

所幸，這樣的決策信念能力，是可以訓練而得的，只要我們願意去嘗試接受一些風險。

Mindset of Decision Maker

Great leaders have a strong decision-making mentality. They can make tough decisions firmly and have a strong will to carry them out.

In front of them, we seem to be not strong enough. So, what are the factors that make such a difference?

As a matter of fact, there is little difference. Everyone has the experience of indecision and indecision. For example, when making a decision, look at things as pessimistic or uncertain. Few people can avoid such situations.

However, a strong decision maker usually doesn't let negative emotions stop him from wanting to push things forward. Once he has made a decision, he will begin to push the execution.

He began to feel confident, felt competent, and felt able to master control.
Fortunately, such decision-making ability can be trained, as long as we are willing to try to accept some risks.

快樂的成為跛腳鴨

許多時候，一個經營者有了好的計畫，但是不樂意輕易宣佈他的計畫，因為他擔心自己的能力不如副手、下面的幹部。他怕一旦宣佈，執行下去，會被架空，自己成為跛腳鴨！

事實上，這種心態，無助于紓解你的壓力，更有礙于公司的成長！

你必須先讓自己不成為公司的絆腳石，更要快樂的享受成為跛腳鴨！

不要害怕你會失去權威，相反的，你要充分授權，支持你的下屬，要在幕後指導他如何達成公司賦予的使命。你要參與他所有重要的決策，並且建立他的信心。

最重要的，是你要站在公司利益的立場上，而非你自己和他個人的立場上考慮。

你不要只想要做出一個受眾人歡迎的決策，而要站在公司的利益上，做出艱難的決策。

Happy Become Lame Duck

Many times, an operator has a good plan, but he is reluctant to announce his plan easily because he is afraid that his ability is inferior to his deputy and the following cadres. He feared that once announced, carried out, will be overhead and become a lame duck!

In fact, this mindset doesn't help relieve your stress, but it also hurts your company's growth!

You must first let yourself not become a stumbling block to the company, but also to enjoy the pleasure of becoming a lame duck!

Don't be afraid that you will lose authority. Instead, you need to fully authorize and support your subordinates and guide him behind the scenes about how company is entrusted with the mission. You have to take part in all his important decisions and build up his confidence.

The most important thing is that you should stand in the position of company interest, not yourself and his personal standpoint.

You don't just want to make a popular decision, but make a tough decision on the company's behalf.

讓你自己坦然接受批評

在商業領域里，批評經常是帶著負面的言論，容易讓人感覺不愉快。但是一個建設性的批評通常能夠產生創意與解決問題。

由於領導者需要這些結果，所以他不僅要有胸襟來接受批評，並且要積極尋求他人對他的批評。

你可以請求你的下屬，同儕，領導，或是客戶，對你的想法與作法指出錯誤或是漏洞。別人的批評經常能夠成為測試你的想法的好作法，並且能夠讓你與團隊成員真正負責起來。

Allow Yourself to Accept Criticism

In business, criticism is often negative, and it tends to make people feel unhappy. But a constructive criticism usually produces ideas and solves problems.

Since the leader needs these results, he should not only have the heart to accept criticism, but also actively seek criticism from others.

You can ask your subordinates, peers, leaders, or clients for your ideas and practices, pointing out mistakes or loopholes. Other people's criticism can often be a good way to test your ideas and allow you and your team members to take responsibility.

從願景解決問題

當我們陷在問題裡的時候，我們無法真正看到問題的真相，更甭論找到解決方案了。人往往是有迷思的，愈是煩惱、困頓的時候，愈是思考不出良策，人們只有從問題中跳脫出來，才能靈光乍現找出對策。

在工作上，每當我的員工犯錯時，我最喜歡問的問題是：「What's your learning? 」意思是「你的領悟或學習是什麼？」通常我的員工會回答：「我當初不應該這樣…，不該那樣…。」但通常我會再問：「不管你做錯了什麼，我只想知道你會做什麼使你以後更棒。」將重點擺在「如何使自己更棒」，而不是「如何使自己改正錯誤」。

這中間的差別是前者會令人去想像自己未來的樣子與期望，而不是沮喪地查看自己的缺點、自責自己。有時候因為看見自己的未來，就有勇氣往前走，缺點自然也就迎刃而解了。

在教育小孩的過程我也有類似的經驗，原本希望小孩有責任感，可以幫忙做家事，可是怎麼罵、怎麼求都沒有用。一直到有天他要邀請同學來家裡，我趁機問：「你希望同學看到你的房間是長什麼樣子？乾淨還是髒亂？」此時他就默默收拾起他的房間。有時給一個對方想要的願景，比強迫他改正缺點要有效的多了。

願景，是一個美好的嚮往，是看得到公司或個人未來的模樣。因此有沒有願景差很大，有願景的公司會士氣高昂、員工願意為了願景而努力，而不是只有一日過一日地工作賺錢。

有願景的個人則積極向上、充滿活力。當你認為自己可以的時候，總有一天做得到，當你認為自己不行時，就算唾手可得的成功也會擦身而過。

建立團隊協作

要推動一項重大的項目，需要龐大、有不同功能部門、甚至是虛擬組合的組織。然而，當組織逐漸擴大，功能分化，團隊運作的效能通常就會遞減。

你可以用以下的作法讓團隊建立起協作能力：

1. 訓練員工具有正確的技能。多數的人無法以其本性來進行協作。他們需要正確的技能，懂得感激他人，能夠參與具有目的性的對話，以及具有能夠解決衝突的能力。
2. 讓員工彼此認識。人們可以彼此認識的話，就比較能夠協作。你可以投資一些時間，讓員工們有些社交活動，讓他們建立起社群關係。
3. 建立協作典範行為。員工通常會模仿公司高層主管的言行。公司主管們應該展現協作的行為，例如，互相支援、互相代理。

Team Building

To drive a major project requires a large organization with different functions, departments, and even a virtual portfolio. However, as the organization expands and functions are divided, the performance of the team will generally decline.

You can use this approach to build teamwork:

1. Training employees with the right skills. Most of the people to the nature to collaborate. They need the right skills, appreciate others, to participate with the purpose of the dialogue, and the ability to resolve conflicts.
2. Let employees know each other. People can work together when they know each other. You can invest some time, let employees have some social activities, and let them build community relationships.
3. Establish collaborative exemplar behavior. Employees usually imitate the actions of their executives. Executives should show collaborative behavior, such as supporting each other and acting on each other.

如何在會議中發言，才不會讓自己被邊緣化

對某些人來說，在會議中發言是輕而易舉的事，但是對於其他人來說卻是件驚心動魄的。若發言不得體，很容易在會議中被嘲弄或被邊緣化。

如果你怕成為會議中的尷尬者，試著運用以下的發言起始語句來增強你在會議上發言的信心：

1. “我們是否曾經這麼想過？”如果你確實有些想法，但是沒有足夠的信心，你可以用這個起頭語句，以添加參與討論貢獻的口氣提出來，而非直接說出自己沒有把握的意見。
2. “假設我是魔鬼代言人..” 如果不是用插嘴的口氣說話，很不容易表達出你不同意他人意見的立場。因此，你可以在會議上將自己扮演成某種立場，而非直接表達不同的意見。
3. “這可能是個愚蠢的問題..” 當你對會議上正在討論的議題毫無所知，而無從參與討論時，你將喪失表現機會。但是，不要因此而放棄，你可以要求他人為你說明。你如此提問，也可以幫助在同樣在會議上與你一般對該議題無知的其他與會人員。他們將因你的勇敢要求澄清而感謝你。

How to speak at a meeting does not allow you to be marginalized

For some people, speaking in a meeting is easy, but for others it is thrilling. If you speak inappropriately, you can easily be ridiculed or marginalized in a meeting.

If you are afraid to be an embarrassment at the meeting, try to use the following statement to strengthen your confidence in the meeting:

1.  "We ever thought so?" If you have some ideas, but not confident enough, you can use this statement to add up, participate in the discussion presented with tone, rather than say he did not grasp the views directly.
2. "If I were the devil's advocate." If not speak in the tone, it is not easy to express your opinions of others do not agree with the position. Therefore, you can at the meeting itself as a position, rather than directly express different opinions.
3.  "This is probably a silly question." When you are talking about the issue without meeting knowledge, but not in the discussion, you will lose the opportunity. But don't give up, you can ask others for you. You can also help in such questions, and also at the conference you on the other participants on the issue of ignorance. They will because you ask for clarification and thank you for your bravery.

即使你是老闆，也要獲得回饋意見

在組織內的職務愈高，獲得有建設性的回饋意見的機會就愈少。但是你還是需要別人對你的構想、作為，或是策略給予建議與批評，讓你能夠改善。

如何做？

1. 經常要求回饋。不要只在開會時提出請求，或是假設你的團隊成員會主動給你回饋。
2. 拿掉責任負擔。你的員工若是給你意見，無論是正面的，或是負面的，他心理都會有壓力。你應該做成為是對公司與你個人的全面檢討，請大家勇於提出各種意見，讓他們覺得是做出貢獻。
3. 採取行動。如果有人勇氣十足的向你提出回饋意見，你要肯定他的行為。讓大家都知道你虛心接受批評，並且你願意改進。

Even if you were the Boss, Get Feedback

The higher the job in the organization, the less likely you are to get constructive feedback, but you still need advice and criticism about your ideas, actions, or tactics, so that you can improve.

How to do it?

1. Often ask for feedback. Don't just make requests at meetings or assume your team members will volunteer to give you feedback.
2. Remove the burden of responsibility. If your employees give you advice, whether it is positive or negative, and he will have psychological pressure. You should do is to become a comprehensive review of the company with you, please have the courage to put forward various views, let them feel the contribution.
3.  Take action. If someone is courageous enough to give you feedback, be sure of his actions. Let everyone know that you are open to criticism and that you are willing to improve.

說服人是不需要操控的

如果你試圖要讓不在你指揮權的其他部門人員與你合作，你必須發揮說服力。你不需要操控你的同事。你可以用分享解決方案的方式來領導他們。請這樣做：

1. 建立信任度。如果你有很好的聲譽，堅強的判斷力，你的同事會相信你的專業。如果你能夠展現你能夠做出符合他們的最高利益，你的同事會對建立與你的合作關係又強烈信心。
2. 訂出共同的合作基礎。描繪出雙方的利益。
3. 明確地強化你的地位。在組織上的職位抬頭不能實際幫助到你。你必須拿出動人、有激勵作用的案例、故事或是象征比喻來溝通。

Persuasion is Not Manipulative

You must be persuasive if you try to cooperate with other people who are not in your command. You don't need to manipulate your colleagues. You can lead them by sharing solutions. Please do so:

1. Build trust. If you have a good reputation and strong sense of judgment, your colleagues will believe in your major. If you can show that you can do what is in their best interests, your colleagues will have strong confidence in building relationships with you.
2. Lay together a common basis for cooperation. Depict the interests of both sides.
3. Explicitly strengthen your position. Management position in an organization can't really help you. You must communicate with moving, inspiring cases, stories, or symbolic metaphors.

有信心地作決策

有效決策的一個關鍵因素是要對你的決策有信心。即使你實際上仍然心存疑惑，仍然要堅定的做出你的決定。如果你在下決策時，表現遲疑，那麼會造成員工對你的領導缺乏足夠的信任。你所散發的強烈信心可以提供員工所需要的清楚指標。 

但是，當然你心裡知道，你在下決策時，可能所需要的必要資訊還是不足。因此，你還是可以幽默的對大家說，如果有新的充分資訊，你願意對你原來的決策作必要的修正。並且，當必要改變時，你必須做好心裡的準備。

Make Decisions Confidently

One of the key factors of effective decision-making is to have confidence in your decision. Even if you are actually still skeptical, remains to be determined to make your decision. If you hesitate in making decisions, and will cause the lack of trust in the staff of your leadership. Strong confidence you can send clear indicators of staff needed.

But of course, you know, in your decision, the necessary information may need or insufficient. Therefore, you can still say to humor, if there is sufficient information, you are willing to make the necessary amendments to your original decision. And, when the necessary changes, you must do a good job in the heart ready.

雙腿與雙手的協同配合

每個人生下來，就有雙腿與雙手，他們聽從頭腦神經的指示，協同配合，讓一個人可以自由活動。

但是，腿和手的功能，相當不同。

兩條腿用來走路。幾乎沒有人是用單腿走路，另外一條腿不走的，兩條腿都必須走，只是他們左右輪流走，才能讓人前進。兩條腿的基本功能與效率是相同的。

兩隻手用來抓取東西。但是，多數的東西，都是可以單手拿的，例如我們只需要一隻手就可以拿筷子，寫字，而不需要同時用兩隻手來拿筷子、寫字。

此外，有人天生是左撇子，就像我自己，從小用左手吃飯、寫字都比較順手。上學後，老師非要我改用右手寫字不可。結果，我本來左手還寫得好的字，被迫改成右手後，我一輩子寫不好字，也痛恨寫字。

因此，手和腿的功能與特性是不同的。左右腿通常是共同工作，沒有基本差異；而你可以用單手拿東西，不一定要同時用雙手，左右手也是分別有些性能差異的。

管理領導員工，要看部門功能與技能需求。有些工作技能，必須每個人都能夠同樣熟練操作，而有些工作分配要看個人的技能特色與個性偏好，妥善運用。領導者要識人善用，因循利導，將團隊成員組織起來，協同配合，發揮最大作業功效。

Coordination of legs and hands

Everyone is born with legs and hands. They listen to the instructions from the head and brain nerves and cooperate with each other so that a person can move freely.

However, the functions of legs and hands are quite different.

Two legs are used for walking. Almost no one walks on one leg, the other does not. They have to walk on both legs, but they take turns to move people forward. The basic function and efficiency of the two legs are the same.

Two hands are used to grab things. However, most things can be held in one hand, for example, we only need one hand to hold chopsticks and write, instead of using both hands to hold chopsticks and write at the same time.

In addition, some people are naturally left-handed, just like myself, since childhood, eating and writing with their left hand are relatively easy. After school, the teacher asked me to write with my right hand instead. As a result, I used to write well in my left hand, and after being forced to change it to my right hand, I could not write well all my life, and I hated writing.

Therefore, the functions and characteristics of hands and legs are different. The left and right legs usually work together, there is no basic difference; you can use one hand to hold things, not necessarily both hands at the same time, there are some differences in the performance of the left and right hands.

The management of leading staff depends on the functional and technical needs of the department. Some job skills, everyone must be able to operate equally skilled, and some job allocation depends on individual skill characteristics and person

簡單化，是管理員工與發展產品的關鍵

如今的產業提供了許多令人驚歎的產品，但是這些優異的產品是建立在幾個很有智慧的管理原則上。能夠領導開發出這些好產品的企業經理人知道最好的產品是來自于能夠簡單滿足客戶最需要的幾個基本特色，而非給予過於複雜的產品內容。

例如，在1984年到2003年間，微軟Word從40項功能發展到超過1500項功能，但是用戶卻只需要其中幾個比較簡單的功能。

簡單化，同時是管理員工的重大原理。員工在一個大型企業組織里可以得到深入的觀點，可以追求更多的創新想法，但是他們也受到必須做出選擇的高度壓力， 例如如何安排工作優先次序，是否必須參加某個會議，或是要決定哪些郵件應該閱讀與回覆，等等。

要達到更好的管理，簡單化。清楚訂出你的團隊的使命，告訴他們部門的目標，然後領導他們依據這些簡單的規則來做出他們日常的工作管理決策。

Simplicity is the Key to Managing Employees and Developing Products

Now the industry provides many amazing products, but these excellent products are based on some very principle of management wisdom. To lead the development of these good product, managers know the best products from several basic characteristics can meet the customer's need, but not to give too complicated products.

For example, between 1984 and 2003, Microsoft Word developed from 40 functions to more than 1500 functions, but users only needed a few simple functions.

Simple, at the same time is a major principle of the management of employees. Employees can get in-depth views in a large business organization, can pursue more innovative ideas, but they also have high pressure to make a choice, such as how to arrange the work priorities, whether to attend a meeting, or is to decide which messages should be read and reply, etc..

To achieve better management, simplify, clearly define your team's mission, tell their department goals, and then lead them to make their day-to-day work management decisions based on these simple rules.

用人的中庸之道

經營者，固然要立願景，訂方略，但是也要權經達變，不可拘泥，包含用人。

用人固然講究德才兼備，但是人非聖賢孰能無過，要兩者取其一，還是以才為重。

“中庸”，就是執中能用，抓大放小，有經有權，既有原則性（經），又有靈活性（權）。道德是必須堅守的。不堅守，就會突破底線，弄得滿朝都是小人。同樣，小節是不能計較的，一計較就會沒完沒了，弄得員工人人自危。

The Mean Way of Employment

Operators, of course, should set up their vision and strategies, but they should also have the right to change, not be rigid, and include personnel.

Employment of people, of course, pays attention to both morality and talent, but people are not saints and sages who can do nothing wrong. We should choose one of the two, or focus on talent.

The doctrine of the mean means to stick to the principle of being able to use, to grasp the big and to relax the small, to have power, to have both principle (classics) and flexibility (rights). Morality must be upheld. If we don't stick to it, we will break through the bottom line and make the whole dynasty full of villains. Similarly, the section can not be considered, a calculation will be endless, so that everyone in the employee's self-endangerment.

領導者

西方學者對領導者的建言:

1.    三個「不怕」。不怕選用新人，不怕做重大決定，不怕個人有貶損。

2.    三個「決心」。決心不要討好，決心投入最重要的事，決心讓人替我做事。

3.    三個「重視」。重視團隊的力量，重視決策的速度，重視有價值的意見。

Western Scholars' Advice to Leaders:

1. Three 「Not Afraid」. Not afraid of using new people; Not afraid of making important decisions; Not afraid of personal derogatory.
2. Three 「Determination」.. Determined not to please; Determined to invest in the most important thing; Determined to let people do things for me.
3. Three 「Attention」. Pay attention to the strength of the team; Pay attention to the speed of decision-making; Pay attention to valuable opinions.

第一次擔任主管

哇，你被老闆賞識，被提拔擔任主管了，恭喜你！

無論它的職稱是組長或是經理，真不容易，這是你人生第一次擔任主管。從今天起，很多都變化了，再也和以前不一樣了。你有必要調整自己了。

被提拔為人生的第一個主管，並並不代表你會比以前工作的更辛苦，但是你至少必須要能夠自製。你必須自覺，從今天起大家對你的期待都和以往不一樣了。你所需要注意的內容和以往不一樣了，你和以前的同事的關係也和以往不同了。

作為一名新主管，你必須和以前一起工作的同事設定一個界限。雖然你們之間仍然可以維持朋友關係，但是你必須保持一個距離，以便顯示出你的權威與職權。你不需要很刻意的這樣做，但是你必須認知從今天起你有必要讓別人尊重你的新職位。

對於這些以前一起共事很長時間的同事來說，他們可能感到有些不適應看待你是主管。但是，你的新職位要求你扛起必要的責任，你必須分配工作並評估他們的工作績效。和以往不同，從現在開始，你必須做一些很艱難的決定，而有些是這些老同事不一定會欣然接受的。這是一個新的關係，但是你最好自己最好快點適應，愈快愈好。

如何開始你的新主管職務？