曹操的揚人責己領導風格

揚人責己，是曹操的一貫作風。

西元207年（漢獻帝建安十二年），曹操北征烏桓大獲全勝。回師的路上，走到冀州時，天寒地凍，荒無人煙，連續行軍二百里不見滴水，軍糧也所剩無幾，“殺馬數千匹以為糧，鑿地入三十餘丈乃得水”。回到鄴城後，曹操下令徹查當初勸諫他不要征討烏桓的人。大家不知為什麼，人人自危，曹操卻一一予以封賞。曹操說，我這場勝利，完全是僥倖。諸君的勸阻，才是萬全之策。因此我要感謝諸位，懇請諸位以後還是有什麼說什麼，該怎麼講還是怎麼講，不要有什麼顧慮（後勿難言之）。這事記載在在對曹操不太友好的那本《曹瞞傳》當中的，應該說靠得住。

其實早在這一年的二月，曹操就曾發佈《封功臣令》，說我起義兵，誅暴亂，於今已十九年了，戰必勝，攻必克，征必服，難道是我的功勞？全仗各位賢士大夫之力啊！

打了敗仗檢討自己，打了勝仗感謝別人，而且感謝那些勸他不要打這一仗的人，這種胸襟和情懷，和袁紹、袁術之流真不可同日而語。曹操真不愧為大氣磅薄和襟懷坦蕩的大英雄。事實上，正是這種非凡的氣度和超人的膽識，以及揚人責己的一貫作風，使他戰勝了一個又一個敵人和對手，凝聚了一個又一個勇將和謀臣，也是他一次次轉敗為勝、化險為夷的原因之一。這種氣度和膽識是有號召力和凝聚力的。

（抄自：易中天【品三國】上，第八章，P80)

讓員工的發展與公司優先次序同步

如果員工發展的優先次序與公司的期望同步，那是很運氣的。如果你發現不是如此，可以嘗試以下的作法：

1. 先了解員工想的優先次序。千萬不要等到員工績效評估的時候才來了解。你平常就應該經常注意到員工最關切哪些項目。作為領導者，你必須了解有哪些事情會激勵員工發展。
2. 向員工溝通公司制定的優先次序。去告訴員工，公司希望在下週、下個月、次一年希望達成的優先項目。你必須經常性的，清楚溝通這些優先項目的意義與內容，並且聽取員工的回饋。
3. 將優先項目與責任連接起來。然後，你應該整合調整公司與員工優先項目次序，再將各人的責任與優先次序項目結合起來，讓每個人都清楚其工作發展的目標、進度，擔負的責任內容。

Synchronize employee development with company priorities

It would be lucky if the priorities of employee development were in line with the expectations of the company. If you find that this is not the case, try the following:

1. Understand the priorities employees want first. Don't wait for the performance appraisal to get to know. You should always pay attention to what items employees are most concerned about. As a leader, you have to understand what motivates employees.
2. Communicate with employees the priorities set by the company. Tell employees what priorities the company wants to achieve next week, next month and next year. You have to communicate the meaning and content of these priorities regularly and clearly, and listen to the feedback of employees.
3. Connect priorities with responsibilities. Then, you should integrate and adjust the priorities of the company and employees, and then combine the responsibilities of each person with the priorities of the project, so that everyone knows the goals and progress of their work development, and the content of their responsibilities.

如何平息團隊衝突？

在團隊中工作有的時候確實會令人感到挫折，尤其是面對一些小衝突動則轉化為人身攻擊或是主動挑釁的情境。

如何平息這些團隊衝突呢？請嘗試下列方式：

1. 盡早介入。你愈早介入愈好。一個簡單的意見不一致，很可能在雙方情緒升高時瞬間演變成激烈的衝突。
2. 關注在團隊的共識。提醒各方先退回到他們能夠相互接受，具有共識的基礎上。用團隊共識來導引大家的行為，逐漸化解分歧。
3. 建立可以分享互信的契約。要達到共識，讓所有團隊成員徹底好好對談。當大家都把各種主張都攤出來后，協助他們找出一些可以修正而為大家可以接受的方案。這個方案不應該只是建立在最小公約數的基礎上，而最好是能夠融合雙方的共同興趣。

How to quell team conflict?

Working in a team can sometimes be frustrating, especially when confronted with minor conflicts that turn into personal attacks or provocative situations.

How to quell these team conflicts? Please try the following ways:

1. Intervention as soon as possible. The sooner you get involved, the better. A simple disagreement is likely to turn into a violent conflict when both sides are in high spirits.
2. Focus on team consensus. Reminds all parties to step back to the basis of mutual acceptance and consensus. Use team consensus to guide everyone's behavior and gradually resolve differences.
3. Establish a contract to share mutual trust. To reach a consensus, let all team members have a thorough and good dialogue. When all the opinions are put forward, help them to find some solutions that can be amended and accepted by everyone. This scheme should not be based solely on the minimum common divisor

分配你的時間給重要項目

如果你的工作日程表像多數人的一般，多半密密麻麻排滿了定期或是重要的會議，或是你必須回應老闆的要求，或是你必須與客戶互動，總之你不會有多餘的時間來思考與做計劃。 

這表示，會有許多重要的項目最後會搞得沒有時間詳細規劃，而匆忙上陣。 

因此，你必須重新規劃你的工作日程表。先想清楚要做好重要的計劃需要多少時間，把它先保留下來。你也許現在還不知道你將確實如何運用這些時間，但是如果你不先保留下來，屆時你就會完全沒有時間。 

然後，你再填上一些關鍵的會議，這些會議應該是以必須做出決策為主的活動，或是，你再安排重要的客戶拜訪。 

最後，你再來考慮是否必須參加一些重複性的定期會議，考慮一下你是否確實必須參加這些定期會議？你的出席是否能夠帶來一些什麼重要的變化？

Allocate your time to important projects

If your work schedule is like most people's, most of it is packed with regular or important meetings, or you have to respond to your boss's requests, or you have to interact with customers, you won't have extra time to think and plan.  

This means that there will be many important projects that will eventually be rushed into action without time for detailed planning.  

So you have to redesign your work schedule. First think about how long it takes to make an important plan, and keep it. You may not know how you will actually use this time yet, but if you don't save it first, you will have no time at all.  

Then you fill in some key meetings, which should be focused on making decisions, or you can arrange important customer visits.  

Finally, consider whether you have to attend some repetitive regular meetings and whether you really have to attend them. Can your presence bring about some important changes?

如何決定是否接受一個新項目？

受到指派承擔一個新項目，可能會感到飄飄然，或是感到增加了負荷。

如何判斷是否該接受任務指派呢？請考慮以下內容：

1. 想象自己在承擔項目中的感覺。你可以預先想象一下，當你承擔起這個新項目，究竟是感到興奮，或是有排斥感？
2. 了解這個項目的背景與歷史。盡可能去查明這個項目的起源與歷程。設法知道這些對你有何意義？
3. 知道項目發起者的用意。很重要的是，了解誰是這個項目的發起者，或是擁有者。去了解這個項目對他們有何意義？
4. 檢討自己的負荷能力。有可能你目前能夠承擔的工作已經滿載了，評估一下你已經做出的其他承諾。

How to decide whether to accept a new project?

Assignment to undertake a new project may make you feel overwhelmed or overloaded.

How to judge whether to accept assignment? Consider the following:

1. Imagine how you feel about undertaking a project. You can imagine in advance, when you take on this new project, is it exciting or exclusive?
2. Understand the background and history of this project. Find out the origin and course of the project as much as possible. Try to know what this means to you?
3. Know the intention of the project sponsor. It is important to know who is the sponsor or owner of the project. What does it mean for them to know about this project?
4. Review your load capacity. It's possible that the work you're currently able to undertake is full. Assess the other commitments you've made.

不妨稍緩些才作艱難的回饋

許多人會告訴你應該立即作重大而困難的回饋，最好在事件發生后24小時之內。但是，下次請你考慮不妨稍緩幾天再提出你的建設性回饋意見。

如果你讓自己不要那麼激動，你的回饋意見會更有效，會更讓人聽得進去。你可以考慮如何讓人不要產生防衛態度，而可以發生較好的感受與觀點。

你可以先讓自己冷靜幾天。如此可以讓你自己好好準備，考慮好他人接到你的回饋時會產生的看法，然後你可以用冷靜的態度來提供具有建設性的回饋意見。

You might as well take it a little bit longer to give back the hard feedback

Many people will tell you that you should give important and difficult feedback immediately, preferably within 24 hours of the event. Next time, however, please consider putting forward your constructive feedback a few days later.

If you don't let yourself get so excited, your feedback will be more effective and audible. You can think about how to make people feel better instead of defensive attitudes.

You can calm yourself down for a few days. This allows you to prepare yourself well and consider what others will think when they receive your feedback, and then you can use calm attitude to provide constructive feedback.