如何處理道德問題？

要指出員工的道德問題，要比不同意他所提議的提高產品價格，或是何時推出新產品等，要困難許多。

以下建議，讓你可以用不引起爭吵，又具有建設性的方式來處理員工的道德問題：

1. 將衝突看成是商務事件。對他發生的道德事件，要當成是商務事件。提出你所收集到的事實細節，妥善的修飾為適當的語言來告訴當事人，讓他知道他的行為如何影響到了公司的運營管理。
2. 說明這是你工作職責的部分。一個道德事件也許表面上看來不牽涉到實際的工作，但是，你應該確認事實后，想清楚，當成是公司內每個人必須處理的事情，而非你個人的價值取向。
3. 擺正自己。不要讓人感覺你有偏執去取締一項道德事件，喜歡搞衝突。你應當不偏不倚的正當行事。

How to deal with moral problems?

It's a lot harder to point out the moral problems of an employee than to disagree with what he proposes, to raise the price of a product, or when to launch a new product.

The following advice allows you to deal with employees' moral issues without causing arguments or constructive ways:

1. Handle as business events. He happened to moral event. Take it as a business event. Put your collected facts and details, properly modified to the appropriate language to tell the parties. Let him know that how his behavior affect the company's operational management.
2. Treat this is part of your job responsibilities. A moral event may appear on the surface is not involved in the actual work. However, you should confirm the facts, think clearly, as everyone within the company must deal with, rather than your personal value orientation.
3. Put yourself in the right place. Don't let anyone think you're paranoid. Stop a moral issue and enjoy a conflict. You should act impartially and impartially.

不需細微管理的管理

無論是新科主管或是有經驗的主管，都經常困擾於是否應該介入其屬下的日常工作的細微管理上。你希望能夠給予屬下足夠的授權，讓他們自行做主，而你只需要提供給他們必要的協助。然而，這樣做，屬下就能夠自行把工作做好來嗎？

 你可以這樣做管理：

1. 前置準備。在他預備展開工作前，問他幾個關鍵問題：有哪些人必須參與這個項目？你需要哪些資源？你有工作進度計畫嗎？你明白應該做到哪些指標，才能達到老闆要求的目標嗎？你知道在什麼時候應該向上級報告進度嗎？讓他明確回答這些問題，能夠確保屬下確實能夠執行你交待的任務，而不需要你在過程中介入細節。
2. 執行過程中的參與。依照你與屬下訂好的約定，制定項目執行過程的檢查點，參與討論，瞭解他遇到的困難，並提供他必要的協助，或是修正工作計畫。
3. 事後檢討。當項目完成後，共同檢討，指出完成了哪些具體目標，哪些方法不可行，以及他學習到了什麼。

Management without Micro-Management

Whether the new supervisor or experienced supervisor, are often plagued by fine management on whether we should intervene in its daily work. You want to be able to give their sufficient authorization, let them make their own decision. You only need to provide them with necessary assistance. With such way, your subordinates can do a good job?

You can manage it like this:

1. Pre prepared. In his preparation work before he asked several key questions: Who must participate in the project? What resources you need? What is your working schedule? Do you know what should be done to achieve the requirements of the indicators? What is boss target? Do you know what should report to superiors at what time? Let him answer these questions clearly, to ensure that he is really capable of performing the task you gave, but don't need you in the process of mediation into details.
2. Your participation during the process of execution. Under setting a good agreement, making the project execution process of check points, and participate in the discussion, to understand his difficulties, and to provide him with the necessary assistance, or revised work plan.
3. When the project was completed, arrange a review. Jointly review what specific objectives had been achieved, which methods were not feasible, and what he had learned.

如何得到同事的關注？

要取得讀者的關注，你必須妥善安排你要傳遞的資訊。無論你是要做一場簡報、或是寫一封郵件、或是和你的老闆交談，以下是建議的作法：

1. 直接敘述你希望做什麼。忙碌的同事不會有時間閱讀你的全文。將你最重要的目的寫在文件的開頭。
2. 解釋你的理由。條列出你的主張理由，為什麼你想要這麼做？
3. 連接大願景。向你的讀者解釋為什麼他們應該關切？點出和他們的發展有關係的重點，說明你的主張會如何與他們的發展目標相關？
4. 呼籲採取行動。在你陳述了你主張后，再次請求大家以行動支持你的主張。

用假設口氣來帶動團隊參與

作為一名團隊領導者，如果你直接給予指令，要求團隊依照你的辦法來完成工作，會剝奪了團隊成員對工作的所有權感覺。

以後，當你和團隊成員開會時，與其說：“這是我認為工作應該進行的方式。”，不如換個假設口氣的口吻說：“這是我暫定的想法，但是我可能是錯的。”

如此，你可以鼓勵他們說出不同意你的觀點的理由，並且提出他們的修正意見。這種對話方式，可以讓他們把顧慮說出來，並且如果大家一起討論，修正后，每個人都會更有參與感。

Use a hypothetical tone to motivate team participation

As a team leader, if you give direct instructions and ask the team to do the work according to your method, it will deprive the team members of their sense of ownership of the work.

Later, when you meet with team members, it's not like, "This is the way I think the work should be done." Instead, say in a hypothetical tone, "This is my tentative idea, but I may be wrong."

In this way, you can encourage them to give reasons to disagree with your point of view and offer their amendments. This kind of dialogue can let them express their concerns, and if we discuss it together, after revision, everyone will feel more involved.

練習靈巧作決策

你是依據數據與分析來作決策，還是憑著直覺來作決策？多數的決策者傾向於召開會議來作出合理的決策，但是直覺與膽識的力量也不能被忽視。

事實上，許多領導者會錯失掉很好的發展機會是因為他得到的數據并沒有評估出風險程度，而那些風險可能是值得承擔的。

優秀的領導者通常會兼顧兩種決策模式。如果你已經很擅長收集數據、分析數據，來支持你的決策，請也同時以這些數據來測試是否符合你的經驗與直覺。相對的，如果你具有觀察消費者反應的直覺力，也請挖出更多具體的支持數據。

如何讓人們樂意來開會？

開會是要討論重要的事項，但是許多時候有實際貢獻能力的人不太樂意參加開會，因為他們的意見常常不受重視。然而，獲得有價值的人來出席會議，是讓會議成功的重要因素。

那麼，你如何讓人們樂意來開會呢？

1. 不要霸佔會議。這是因為如果你霸佔了會議，就會讓別人沒有時間來表達他們的重要意見。你應該讓至少三個人發言后，才接續發言。
2. 重視發言。你可以複述其他人發言的摘要，然後謝謝他，如此顯示出你對發言人的重視。
3. 邀請發言。你應該在會議進行中請教每個人的意見。不要擺出對抗的姿態，而可以如此說：“你有什麽意見可以分享嗎？”

How can people be happy to come to a meeting?

The meeting is to discuss important matters,but many times have actual contribution to the ability of people is not willing to participate in the meeting, because their views are often neglected. However, get people to attend the meeting, is an important factor for the success of the meeting.

So, how do you make people happy to come to the meeting?

1. Don't hold meetings. It's because if you take the meeting, you don't have the time to express their important opinions. You should let at least three people speak before you speak.
2. Pay attention to the speech. You can retell the summaries of other people's speeches and thank him, so show importance of speakers.
3. Invite to speak. You should ask everyone's opinion at the meeting. Don't put on a confrontational attitude. Instead, you can say, "Do you have any ideas to share?"