敏感的問題不要拖

許多時候，我們會遇到一些與人相關的敏感問題，為了顧及當事人的尊嚴而一再避免直接觸及，進行溝通。即使感覺有必要讓對方知道自己的顧慮，但是我們總是繞著彎說，希望用暗示的語彙讓對方有自知之明，進而改善。 

然而這樣隱晦的溝通方式，多半不能見效，一方面問題沒有得到解決，自己還一直生悶氣，而周遭的員工已經對你不能斷然處置而開始有微言了。 

因此，無論當事人在公司的地位有多資深，過去在公司的貢獻有多少，一旦他的表現出現確實離譜的狀況，嚴重到損害了公司的利益，並且持續了一段相當的時間未見改善，你必須採取果斷行動，開門見山的與當事人溝通，讓他知道你的關切與可以接受的底線。 

這樣做，你不僅有機會做好損害控制，並且能夠顯示你的領導權威不能受到要脅–他可能會以為在公司位高權重而有特權空間。 

你可以先比較溫和的給他一個QQ或郵件通知，將你想要溝通的主題與你的顧慮要點先讓他知道，和他先約個時間。這樣，當你們坐下來談的時候，他已經知道你的基本立場，並且有所準備，可以告訴你真實的狀況，以及他預備採取的行動。 

也許這樣的溝通會進行幾次，直到你和他達成具體的最終解決方案。不過，儘管涉及敏感，但是你的斷然行動，可以將損害就此打住。

Do not drag sensitive questions

Many times, we will encounter some sensitive issues related to people, in order to take into account the dignity of the parties and repeatedly avoid direct contact, communication. Even if it feels necessary to let the other person know of his or her concerns, we always go around the bend, hoping to make the other person aware of himself or herself in hinted terms and improve.

However, this obscure way of communication, mostly ineffective, on the one hand, the problem has not been solved, he has been sulking, and the surrounding staff has been unable to deal with you categorically and began to have a murmur.

Therefore, no matter how senior the party's position in the company, how much contribution he has made in the past, once his performance is really out of line, seriously harming the interests of the company, and lasts for a considerable period of time without improvement, you must take decisive action, open-minded communication with the party so that He knows your concern and the acceptable bottom line.

In doing so, you not only have the opportunity to do damage control, but also to show that your leadership authority is not threatened - he may feel privileged to have a high position in the company.

You can gently give him a QQ or email notification, and let him know the topic you want to communicate with your concerns, and make an appointment with him. So, when you sit down and talk, he already knows your basic position and is ready to tell you the truth and what he is going to do.

Maybe this communication will take several times until you reach a concrete final solution with him. However, even though it involves sensitivity, your resolute action can stop the damage.

停止團隊里的牢騷

大家都長大成人了，怎麼團隊里總是有人愛發牢騷呢？人性里是會有些抱怨的，但是不應該因此而讓團隊運作走樣了。

當團隊里有人開始有挫折感，而希望得到有人給予同情，請這麼做：

1. 堅持責任制。不要讓人有機會只挑毛病而不去找出解決方案。要他們去做任何可以產生結果的工作。
2. 正面鼓勵。如果團隊里有人對其他同事抱怨、發牢騷，請鼓勵大家一起合作，了解問題的癥結，然後共同解決問題。提醒大家，并不是有人故意要找茬。

Stop whining in the team

Everyone has grown up. How come there are always people in the team who complain? There will be some complaints in human nature, but it should not be allowed to distort the operation of the team.

When someone in the team begins to feel frustrated and wants sympathy from others, how do you do this?

1. Adhere to the responsibility system. Don't give people the opportunity to pick on the flaws instead of finding solutions. They are asked to do anything that can produce results.
2. Positive encouragement. If someone in the team complains and complains to other colleagues, please encourage everyone to work together, understand the crux of the problem, and then work together to solve the problem. To remind you, it is not intentional to find fault.

實施共同領導

在你的組織里，是否有困難找到一名最恰當的人來當領導？或許并不容易有一名全能的人具有足夠的能力、經驗、與個人興趣。

你可以考慮指定數人來共同領導，讓他們分享領導的權力與責任。相對於安排最資深的人來當領導，也可以由最符合資格的人來擔任領導。

這樣可以讓最有能力的人有機會展示他們的領導能力。實施這樣扁平化的組織， 應該配合建立一種讓大家願意接受新任命的文化，讓大家感覺組織多了一些人力資源，而非更多的權威領導。

Implementing Co-leadership

Is it difficult to find the right person to lead your organization? Maybe it's not easy to have an all-round person with enough abilities, experience and personal interests.

You can consider appointing several people to lead together, so that they can share the power and responsibility of leadership. Relatively to arranging for the most senior person to be the leader, the most qualified person can also be the leader.

This gives the most capable people the opportunity to demonstrate their leadership skills. To implement such a flat organization, we should cooperate with the establishment of a culture in which people are willing to accept new appointments and feel that the organization has more human resources than more authoritative leadership.