將你的項目負擔分攤出去

如果你正在承擔必須承擔項目成敗的責任，例如你是專案經理或是部門主管，通常你就被視為要對整個項目的成敗負起完全責任。你的壓力會很高。

你會關注項目的進度以及所遭遇的障礙。但是，如果你的團隊員工做得不夠仔細，你就傾向于整天追究一些芝麻細節。如此，你的壓力會高到不可想象，並且是沒有必要的。

你可以嘗試改為開放的作法。例如，將專案的分項進度圖，以及計劃完成的數字，以及各分項的負責人姓名，都寫在辦公室的白板上。然後，在週會上，讓各組負責人報告，並且共同討論。如此，則會讓一些在陰影下的問題浮現，尤其是大家都知道已經出現的問題。

持續的這樣做，就可以讓必須解決也有能力解決問題的人都參與進來，同時也減少了你的壓力。

Share the burden of your project

If you are responsible for the success or failure of the project, for example, you are a project manager or a department manager, you are usually considered to be fully responsible for the success or failure of the entire project. Your pressure will be very high.

You will be concerned about the progress of the project and the obstacles encountered. However, if your team members are not careful enough, you will be inclined to look for details of sesame seeds all day long. In this way, your pressure will be too high to be imagined and unnecessary.

You can try to change to an open approach. For example, the progress chart of the project, the number of plans completed, and the names of the responsible persons of each sub item are written on the whiteboard of the office. Then, at the weekly meeting, let each group leader report and discuss together. In this way, some problems will arise in the shadow, especially when we all know the problems that have arose.

Continuing to do so will help people who have to solve and have the ability to solve problems, and at the same time reduce your stress.