小心做負面回饋

作為領導主管，你有時就必須提醒你的員工注意他的錯誤或是失敗。但是，如果你不夠謹慎，可能對他會產生傷害，而非幫助到他。通常人們對於受到批評的反應要比得到讚美要強烈許多。所以在你告訴他犯了什麼錯誤之前，小心注意以下情況：

1. 評估代價。雖然你可以提供有用的資訊，但是你可能正在冒著惹毛你的員工的風險。如果這個錯誤實在無關緊要，即使糾正它的價值也不高，那麼把它吞進肚子，不說出來，可能對你還比較好。
2. 表現出你的支持態度。讓你的員工感受到你會繼續支持他，並且尊重他。
3. 幫助他有正確的心態。你可以這麼說：“讓我給你一些回饋意見。”讓他在情緒上感受到你正在準備幫助他，而非預備與他爭辯。

Be careful about negative feedback

As a leader, you sometimes have to remind your employees of their mistakes or failures. However, if you are not careful enough, it may hurt him, not help him. Usually people respond more strongly to criticism than to praise. So before you tell him what he has made, be careful about the following situations:

1. Assess the cost. Although you can provide useful information, you may be risking annoying your employees. If this mistake is really insignificant, even if correcting it is not of high value, then it may be better for you to swallow it and not say it.
2. Show your support. Make your employees feel that you will continue to support him and respect him.
3. Help him to have the right mentality. You can say, "Let me give you some feedback." Let him feel emotionally that you are ready to help him, not to argue with him.

領導者應該為員工安排的三種導師

公司若能夠提供豐富的教導機會，就愈有可能保留人才。領導者應該針對員工不同的發展階段，提供不同的導師。

以下三種導師是你應該安排提供給員工的：

1. 夥伴或導師。在員工的職場初期階段，為他安排貼身的工作夥伴，可以讓他學習成長得更快。這種門生同僚關係可以讓他了解公司體系是如何運作的。
2. 職業導師。經過在工作上初期階段后，員工需要資深經理人來教導他職場上的一些智慧。
3. 人生導師。當人們在人生發展道路上遇到挑戰時，他會希望有個人生導師來指點迷津。企業不必然必須為員工提供這樣的人生導師，但是可以鼓勵員工自己去尋找適合他的人生導師。

Three types of mentors that leaders should arrange for their employees

If the company can provide abundant teaching opportunities, the more likely it is to retain talents. Leaders should provide different mentors for employees at different stages of development.

There are three types of mentors that you should arrange to provide to employees:

1. Partners or mentors. In the early stages of an employee's career, arranging close working partners for him can help him learn and grow faster. This kind of peer-to-peer relationship enables him to understand how the company system works.
2. Career mentors. After the initial stage of work, employees need senior managers to teach them some wisdom in the workplace.
3. Life mentor. When people encounter challenges on the road of life development, they would like to have a life mentor to point out the labyrinth. It is not necessary for an enterprise to provide such a life mentor for its employees, but it can encourage them to find their own life mentors suitable for them.

留下空間作李伯大夢

多數的領導者都認知必須思考關乎未來的策略。然而，多數的人都沒有專門留下適當的時間來思考。

要思考大願景，絕對不是清理工作計劃表，或是關掉手機，這麼簡單。

請參考以下的作法：

1. 清出空間。不要嘗試作所有的事情。將一些行政性的工作，或是不必要的會議推開。你可以要求你的團隊幫助你、提醒你，讓你找出適當的空檔時間。
2. 品味感覺。感受一下上次你有偉大點子時，是在有壓力之下嗎？當時是在什麼樣的氛圍下？不要逼迫自己非要搞出創意出來，給自己一些空間與時間來品味它。

Leaving space for Big Dream

Most leaders recognize the need to think about strategies for the future. Most people, however, do not leave proper time to think.

It's not easy to think about the big vision, without clean up the schedule, or to turn off the cell phone.

Please refer to the following practices:

1. Clear out space. Don't try to do everything. Push away some administrative work or unnecessary meetings. You can ask your team to help you, remind you, and let you find the appropriate gap time.
2. Taste the feeling. Do you feel under pressure when you have a great idea last time? What kind of atmosphere was it? Don't force yourself to be creative, give yourself some space and time to taste it.

如何提出有建設性的問題？

如果你同多數的領導者一般，在與員工晤談時，多半是你自己誇誇而談，而非真正在徵求員工的好意見。你多半提出的所謂問題，其實只是假意作態而已，其實你心中早有定數，而未能真正聽進員工回饋的意見。

例如，你如果說：“你不會真正認為這樣行得通吧？”這樣帶有偏見的問題，如此的對話風格只會讓員工，會讓員工感到受到羞辱，他會不信任你，不願意給你他真正的想法，而你會因此得不到你真正需要的資訊與回饋意見。

如果你自己早就有定論或是知道答案，請千萬不要讓你和員工之間的對話到頭來，到最後讓你說出“笨蛋”的粗魯結論。如果結果會這樣，還不如你自己一開始就說出你自己的意見與指示，包含你的理由與主張，而不要假裝你是開放民主的領導者。

不過，你還是可以真誠的告訴大家，你還有哪些部分是不確定的，不肯定的，你需要大家給予糾正或補充意見。或是，你自己可以提出幾個不同的選項，給出你對不同構想的正反意見，再請員工一起幫忙做出選擇決定。

如此，你對員工提出的問題，就會有建設性。

How to put forward constructive problems?

If you are the same as most leaders, most of you talk about yourself when you talk to employees, rather than really seeking good advice from employees. Most of the so-called questions you ask are just hypocrisy. In fact, your mind has already set the number, but can not really listen to feedback from employees.

For example, if you say, "don't you really think it will work?" Such a biased problem, such a dialogue style will only let employees feel humiliated, he will not trust you, do not want to give you his real ideas, and you will not get the information and feedback you really need.

If you have an early conclusion or the answer, please don't let the conversation between you and the staff come back to the end and let you say the rude conclusion of the "idiot" at the end. If this is the case, you might as well speak out your own opinions and instructions at the beginning of your own, including your reasons and ideas, instead of pretending that you are an open democratic leader.

However, you can honestly tell us what parts of you are uncertain and unsure, and you need to be corrected or supplemented. Or, you can put forward several different options, give your positive and negative opinions on different ideas, and ask employees to help you make decisions.

In this way, you will have constructive problems with your employees.

讓你的團隊好好的爭論

如果團隊之間一團和氣，很難產生好的創意。有效的團隊，彼此會爭論，提出不同的觀點與相互挑戰對方的觀點，相互激發出更好可行的點子。

如何讓你的團隊能夠發展出具有建設力的爭論？

1. 確保相互尊重。團隊成員只有在感到被尊重的情形下，才能保持理性爭論。要求爭論雙方都就事論事，而不要做人身攻擊，成為意氣之爭。除了言語對話外，謹慎肢體語言，例如對人翻白眼，做冷笑狀，一副攻擊狀態。
2. 先做腦力激蕩。讓各方都先提出各種瘋狂的或是具有爭議性的想法。一旦呈現后，不同意者再提出批判，并提出自己的修正意見。
3. 做好後台的指導。當爭辯過後，與雙方當事人接觸，了解他們是否有感受到受到人身攻擊，或是自己的點子被徹底推翻的不好情緒。指導一些行為過當的人，下次不要再犯同樣的錯誤。

Give Your Team a Good Argument

If team harmony, it is difficult to produce a good idea. Effective teams debate each other, offer different perspectives, challenge each other's point of view, and work out better ideas.

How can your team develop constructive debate?

1.  Ensure mutual respect. Team members can only argue rationally when they feel respected. For both sides in the dispute case, rather than to personal attacks, a dispute. In addition to verbal dialogue, cautious body language, such as looking down on people, making a sneer and an attack.
2. Brainstorm first. Let all parties start with all sorts of crazy or controversial ideas. Once it has been presented, the critics will make criticisms and put forward their own amendments.
3. Do a good job in the background guidance. After the argument, contact the two parties to see if they have any bad feelings that have been attacked or their ideas were completely overturned. Gu