作為稱職老闆的基本要素

1. 可靠的。信任，是作為老闆的必須的基本特性。你應該總是信守自己所言。
2. 有影響力的。你的部屬必須依靠別人的支持配合才能完成他的工作。因此，你必須建立起讓你下面的其他員工都能夠一起配合的工作關係，讓團隊的工作生產力提升。
3. 專注團隊運作。團隊集體的力量，要大於個體力量的總和。領導者要能夠聚集團隊一起合作，賦予任務目標，清楚的執行計劃，以及建立起“我們”而非“我”的團隊文化。

Basic element of a competent boss

1. Reliable trust is essential to being a boss. You should always keep what you say.
2. Influential. Your subordinates must rely on the support of others to complete his work. Therefore, you must set up working relationship for other employees, so that the team works productive.
3. Focus on the operation of the team. The team collective power is greater than the power of the individual strength. The leaders have to be able to gather team for clear mission objectives, implementation plans, and to establish the "We" instead of "I" culture of the team.

為什麼你必須授權？如何進行授權？

要讓企業經營成功，你必須將你的責任與權力分享給你的員工。

你是否經常感覺需要更長的工作時間？你是否有太多的工作，但是你甚至不確定你是否能夠著手解決？如果這是事實，那麼你就像絕大多數的企業經營者一般整天疲於奔命。但是，這是如何發生的？最常聽到的理由包含了：

1.    你太過忙碌以至於沒有時間進行授權或是訓練其他人。

2.    你沒有足夠時間去解釋工作項目內容。

3.    你本人是最佳或是唯一人選。

4.    沒有其他人夠資格擔當任務。

5.    如果你授權了，你將失去權威或是控制力。

結果：你總是被其他重要事項牽絆住，而一些項目老是拖延著。其他人在等著你，甚至他們閑得發慌，他們缺乏夠挑戰的項目來磨練他們的技能。一些希望參與他們有興趣的項目，並且可以從中鍛煉技能，得到成長機會的員工，無法得到滿足。顯然，無可避免的，公司的生產力與獲利能力都受到傷害了。

在這種情況下，你必須進行授權。尤其是當員工覺得他們需要有機會學習新技能，吸取更多知識，並且願意和公司站在一起的時候。你最好不要老是只扔一些無趣的工作給他們。當員工獲得授權，可以為公司抗下重要責任時，他們會感覺受到激勵、鼓舞。受到激勵的員工，通常都能夠發揮高生產力。難道這不是你想要的員工嗎？

那麼，你應該如何進行授權？

首先，找到最佳人選。諷刺的是，最佳人選通常並不總是公司內最有經驗或是知識最豐富的人。最佳人選通常來自於最渴望學習，最想要展現他可以擔當重任的人。要發現這樣的人選，你必須經常走入員工圈子裡，去認識他們，去瞭解他們比較有興趣接受什麼樣的挑戰。

其次，將項目的目標清楚而邏輯的描述清楚，並且定出幾個重要的實施步驟。將這個項目交付給你挑選出來的人來負責，並且確保他明白這些重要的實施步驟。你千萬不要傻呼呼的問他這些問題：【你瞭解了嗎？】，或是：【你聽到我說什麼了嗎？】這樣的問題，通常會得到的答覆一定是：【Yes!】,無論他是否真實聽清楚了。沒有人會希望讓老闆感覺到他是無能的人。正確的作法是，你應該這樣問：【你第一步要做什麼？第二步呢？】，【在那個部分你需要支援？】，【那個部分你覺得比較容易入手？那個部分你覺得比較困難？】，【你預備找那幾個人來分配工作？】，【有哪些你覺得還不夠清楚，我們還需要再討論？】

第三，訂出清楚的查核點，以及要求完成期限。要知道你的員工並沒有像你一般熟練，他通常不能自行管理。你必須訂出一些關鍵實施步驟的查核點、查核方式、以及實施查核的日期，讓獲得授權，負責項目的員工知道在什麼時間應該將他的工作進度與實行結果向你如實報告。如此，你才能確實掌握工作進度與品質，確保項目如期完成。

第四、確實的經常給予指導。一些新人需要經常得到正面與負面的指導意見，如此他們才知道該如何改進，並滿足你的期望。如果你沒有在項目發展過程中經常給予查核與提供意見，員工會認為他們正確無誤的在進行著。但是，這不是事實，而你絕對不希望太遲才發現員工犯下的錯誤。

最後，當項目完成後，和你所授權的員工進行檢討。這樣，你的員工會知道哪些是正確的，哪些是錯誤的。他們會因此知道如何做好下個項目。經由這樣的檢討，你自己也會知道如何改進，更重要的，你會知道你所挑選的人，是否具有承擔更大責任的潛力，或是，你下次應該替換一個合適的人。

Why do you have to authorize? How to authorize?

To make the business successful, you must share your responsibility and power with your employees.

Do you often feel that you need to work longer hours? Do you have too much work, but you're not even sure if you can work it out? If that's the case, then you're like most business operators who are tired all day. But how did this happen? The most frequently heard reasons include:

1. You are so busy that you don't have time to delegate or train others.
2. You don't have enough time to explain the work items.
3. You are the best or the only person.
4. No one else is qualified for the task.
5.  If you delegate authority, you will lose authority or control.

Result: You are always stuck in other important things, and some projects are always delayed. Others are waiting for you, even if they are idle, and they lack challenging projects to hone their skills. Employees who want to participate in projects they are interested in and can develop their skills and opportunities for growth cannot be satisfied. Obviously, inevitably, the productivity and profitability of the company are hurt.

In this case, you must authorize. Especially when employees feel they need opportunities to learn new skills, learn more knowledge, and be willing to stand with the company. You'd better not just throw some boring work at them all the time. Employees feel motivated and inspired when they are empowered to take on important responsibilities for the company. Employees who are motivated are usually able to achieve high productivity. Isn't this the employee you want?

So, how should you delegate authority?

First, find the best candidate. Ironically, the best candidate is not always the most experienced or knowledgeable person in the company. The best candidate usually comes from the person who is most eager to learn and most eager to show that he can shoulder the heavy responsibilities. To find such candidates, you must often step into the employee circle, get to know them, and understand what challenges they are more interested in taking.

Secondly, the objectives of the project are clearly and logically described, and several important implementation steps are identified. Deliver this project to your chosen person and make sure that he understands these important implementation steps. You mustn't foolishly ask him these questions: “Do you understand? ” Or: “Did you hear what I said? ” The usual answer to such a question must be: [Yes!], whether he really hears it or not. No one wants to make the boss feel that he is incompetent. The correct way to do this is to ask: “What is your first step? What about the second step?Where do you need support?” “How many people are you going to find to assign jobs?  What do you think is not clear enough, we need to discuss it again?” 

Third, set clear checkpoints and deadlines for completion. Know that your employees are not as skilled as you are. They usually can't manage themselves. You must set up checkpoints, methods and dates for key implementation steps so that the authorized project staff know when to report their progress and results to you truthfully. In this way, you can really grasp the progress and quality of the work and ensure that the project is completed on time.

Fourth, give guidance regularly. Some newcomers need constant positive and negative guidance so that they know how to improve and meet your expectations. If you don't check and advise regularly during project development, employees will think they are doing it right. But that's not true, and you definitely don't want to discover employees' mistakes too late.

Finally, when the project is completed, review it with your authorized staff. In this way, your employees will know what is right and what is wrong. They will therefore know how to do the next project well. Through such a review, you will know how to improve yourself. More importantly, you will know whether the person you choose has the potential to take on greater responsibility, or whether you should replace the right person next time.

你被叼擾夠了嗎？

領導不是單兵作戰。領導者隨時都會被一群人圍繞著，批評他的想法、批評他的缺點，以及要求他如何做才對。

要成為一名有效的領導者，你必須有詳實的資訊，以及人們給你誠懇的意見。

因此，光是採取開放態度來接收信息與意見，已經不夠了。你還要去叼擾別人，請別人儘可能的來叼擾你。

你必須建立這樣開放而信任的文化，讓你的團隊成員知道愈願意叼擾你的人，愈受到你的歡迎。

Have you be bothered enough?

Leaders are not individual soldiers. Leaders are always surrounded by a group of people. They criticize his ideas, criticize his shortcomings, and ask him how he can do it.

To be an effective leader, you must have detailed information and people give you honest opinions.

So, it's not enough to just open your mind to receive information and opinions. You have to pick up other people and ask them to try to catch you as much as you can.

You must build this open and trusting culture and let your team members know that the more willing to harass you, the more welcome you are.

對你最聰明的人，什麼該說？什麼不該說？

在你的組織裡，有最大能力增加價值的人，不一定是擁有高頭銜的人，也不一定是有高學歷的人。他們通常也不是容易接受管理統禦的人。對這些最聰明的人，什麼該說？什麼不該說？ 

1. 應該向他們說明事情並鼓勵他們去做，但是不要告訴他們如何去做。聰明的人一般不樂意直接接受領導者的意見，他們想要知道你為什麼要他們去做。
2. 用你的專業，而非用你的權威來領導。聰明的人通常對領導者的頭銜不買帳。
3. 告訴他們你要他們做什麼，而不是告訴他們如何去做。聰明的人通常樂於自己找到解決問題的方法並且樂於接受挑戰。

To wisest people, what should you say? What should not be said?

In your organization, have the greatest ability to increase the value of the people, do not necessarily have high title, also do not necessarily have a high degree of people. They are also not easy to accept the management of governing the people. Most of these smart people, what to say? What not to say?

1. Things should be explained to them and encourage them to do it, but don't tell them what to do. Intelligent people are generally not willing to directly accept leader’s views, they want to know why you want them to do.
2. Lead with your professional, not with your authority. The wise man usually not buy-in leader’s title.
3. Tell them what you want them to do instead of telling them how to do it. Smart people are usually happy to find their own solutions and be willing to take challenges.

如何給予年輕主管指導意見？

在現代企業中，分佈著不同年齡層的各級主管。年齡大的主管通常有較好的洞察力，能夠給出深入的具體意見，但是他們可能比較忌憚如年輕主管一般的敢冒險衝刺，而常會想要提供意見給年輕人，但是年輕人則討厭年長者一副老氣橫秋的教訓口氣。

以後，請用下列方式來提供你的指導意見給年輕主管：

1. 先弄清楚自己的動機。你真的想幫年輕人的忙嗎？還是，你只是在找機會挑毛病？除非你用意良善，否則請閉上尊口。
2. 以自己的經驗來表述。與其一一點出這年輕人應該改進的內容，不如分享你過去的經驗與教訓。試著這樣說：“當我開始擔任主管時，真是一團糟。”然後說出你的教訓與心得。這樣可以讓人家聽起來比較不會是針鋒相對的在挑他的毛病。

How to give advice to young manager?

In modern companies, managers are across different ages. The older managers usually have better insight, can give specific in-depth views. But, they may fear young manager generally will venture to sprint, and often would like to provide advice to the young people. But, young people dislike a pair of older people at the tone of lessons.

Later, please provide your guidance to the young supervisor in the following way:

1. Find out what your motives are. Do you really want to help young people? Or are you just looking for trouble? Unless you're good, close your mouth.
2. On your own experience to express. And one point out that young people should improve the content, rather than sharing your past experience and lessons. Try to say: "When I started to charge, is really a mess." Then, say your lesson and experience. This can make people feel not sound to pin-point to his fault.

熟悉自信領導的藝術

過分自信的老闆會被人認為是欺凌與霸道。但是，老闆若是因此而退縮則會讓人覺得他是懦夫。好的老闆會在這兩者之間尋求平衡。

這並不是說你必須完全克制住自己的自信心。相反的，你應該看情況選擇適當的領導方式。

你的團隊成員可能需要你去挑戰他們完成一個艱困任務的能力。或是，你必須多一些耐心讓他們能夠跟上來。

彈性一些。用你的情商來決定你的自信力是否能夠帶給團隊成員激勵還是逼迫壓力，而有的時候低調領導則勝於申飭管理。

Familiar with the Art of Confident Leadership

An overly confident boss can be regarded as bullying and overbearing, but a boss who does so will make him feel like a coward. A good boss will seek a balance between the two.

That doesn't mean you have to completely control your self-confidence. Instead, you should look at the situation and choose the right leadership.

Your team members may require you to challenge them to complete a difficult task. Or, you have more patience to allow them to keep up.

Let your emotion have some emotional flexibility. To determine your self-confidence is to give team members an incentive or pressure force, and sometimes low-key leadership rather than warning management.

了解開會者的動機

無論我們期待會議要有效進行，但是會議通常並非如商業運作一般可以很符合邏輯來進行。如同一般的人際互動，會議通常充滿了非理性的動態。

每個人參與開會的動機都會不同。對於有些人來說，參加開會能夠顯示出他的權勢象征，所以即使他不能在會議中有積極貢獻，他還是每會必與。有些人則將參加開會當成是一種社交活動，或是能夠在會議中發表政治意見的機會。

無論會議通知上的會議議程寫的多清楚，每個人來開會的目的都會不一樣。有些人會非常重視，而有些人則總是姍姍來遲。有些人習慣讓別人主導會議，自己附和即可；而有些人總是習慣在會議中挑別人毛病來放炮，達到聚集他人注目的目的。

這些非意識的開會心態，會降低會議的品質，但是了解這些與會者的開會動機， 有助於你更佳掌握會議效果，達成你開會的目的。

Know the motives of the meeting attendants

No matter what we expect the meeting to be effective, the meeting is usually not as logical as business. Like general interpersonal interaction, meetings are often full of irrational dynamics.

Everyone has different motivations for attending meetings. For some people, attending a meeting can show a symbol of his power, so even if he can't make a positive contribution to the meeting, he will always be there. Some will attend meetings as a social event or a chance to make political statements at meetings.

No matter how clear the agenda of the meeting is, the purpose of each meeting attendant will be different. Some people value it very much, while others are always late. Some people are used to letting others lead the meeting, and they can go along with them. And some people are always used to picking others in the meeting to shoot, so as to collect the attention of others.

These unconscious meetings will reduce the quality of the meeting, but understanding the participants' meeting motivation will help you better grasp the effectiveness of the meeting and achieve the purpose of your meeting.

如何成為領導者？

你可以找到數不盡的教科書教導你如何成為成功的領導者，但是你千萬不要忘記基本功法。 

以下是成為領導者必練的五個基本功： 

1. 描繪願景。將你的公司或是部門將要往什麼方向發展說清楚，並確保你周遭的人都清楚明白。
2. 讓它實現。一旦你知道你將往哪裡去，專注在如何實現上。同樣地，你要讓你的人都知道他們應該如何做才能實現。
3. 抓住當下的人才。將你的人的才幹充分挖掘出來，鼓勵他們將他們最佳能力表現出來。
4. 建立未來的人才。尋找並培養出能夠在未來協助你成功的人才。
5. 對自己投資。你永遠不可能是完美的領導者，你必須找到能夠持續增進你的能力的方法。

How to become a leader?

You can find countless textbooks to teach you how to be a successful leader, but don't forget the basics.

Here are five basic skills to be a leader:

1. Depict the vision. Make clear what direction your company or department will develop and make sure that people around you are aware of it.
2. Make it happen. Once you know where you're going, focus on how to implement it. Likewise, you have to let your people know what they should do to make it happen.
3. Seize the present talent. Dig out your talents and encourage them to show their best abilities.
4. Build a future talent. Look for and train people who will help you succeed in the future.
5. Invest in yourself. You can never be a perfect leader. You must find ways to continue to improve your abilities.