協助你的英雄主管作好授權領導(2)

從經歷壓力磨練到終於有傑出表現, 那些英雄主管通常習慣繼續扮演英雄, 並且凡事都親力親為, 就是要集光環於一身。他們這樣的作為，不僅會讓他加速耗盡他自己，同時也會讓他忽略掉團隊合作的好處。

作為英雄們的老闆，你應該協助他們做好授權領導。以下是幾個可行的作法：

1. 強調授權的重要性。向你的英雄主管解釋培養員工的長期成長是和獲得當下好的經營表現是同樣的重要。授權給他的下屬適當的工作，一樣能夠讓他在參與指導中發揮他個人的優勢。
2. 拆解工作。請他將一件複雜的工作想得細一些，並拆解成多個既可以讓他屬下員工發揮技能優勢，他又知道如何管理的細部工作。
3. 信任他，讓他領導建立成功的案例。一旦他接受以授權方式領導他的屬下，就充分信任他，他會與他的屬下合作，建立起成功的案例。

Assist your hero supervisor to be an authorized leader (2)

From stress training to outstanding performance, those heroic executives are usually used to continuing to play heroes, and doing everything in person is to gather all the glory. Their actions not only make him expedite his own depletion, but also make him ignore the benefits of teamwork.

As the bosses of heroes, you should help them to be empowered leaders. The following are several possible approaches:

1. Emphasize the importance of empowerment. Explain to your heroic supervisor that training employees for long-term growth is as important as getting good business performance right now. Empowering his subordinates to do appropriate work will also enable him to play his personal advantage in participating in guidance.
2. Dismantling work. Ask him to think in detail about a complex job and break it down into multiple details that will allow his employees to develop their skills and know how to manage them.
3. Trust him and let his leaders build successful cases. Once he accepts to lead his subordinates in an authorized manner, he has full confidence in him and will cooperate with his subordinates to build successful cases.

啟動項目前，先做好準備工作

在啟動一個新項目前，如果沒有將需要的所有前置工作準備好，很可能會降低你項目運作的效率。

以下是你啟動項目前必要的準備工作：

1. 澄清項目指派。不要在項目委託人未同意項目目標與工作進度時程要求前，輕易啟動項目。
2. 組織項目團隊。在啟動項目前，組織好項目團隊成員，讓他們做好參加項目的準備，讓他們心裡有準備要對項目負責。你也必須安排好預備如何工作，包含你們多久會見面討論，你們將如何溝通，等等。
3. 做好項目計劃。請你的團隊成員協助你確認好項目中的各種必要活動，以及各項活動需要多少時間完成。將這些工作活動依序安排到你的工作計劃，并說明他們之間的相互關係，有哪些必須同時進行。

Before starting a project, do a good job of preparing for it

Before starting a new project, if you don't have all the front-end work you need, it's likely to reduce the efficiency of your project's operations. 

Here's what you need to do before you start the project: 

1. Clarify project assignments. Do not start the project easily before the project client agrees to the project objectives and work schedule requirements. 
2. Organize the project team. Before initiating the project, organize the project team members so that they are ready to participate in the project, so that they are mentally prepared to be responsible for the project. You must also plan how you will work, including how often you will meet and discuss, how you will communicate, and so on. 
3. Do a good plan for the project. Ask your team members to help you identify the necessary activities in the project and how long each activity will take to complete. Prioritize these activities into your work plan and explain how they relate to each other and what needs to be done at the same time.

精通決策藝術

無論你相信自己在做決策時有多麼得心應手，或是有多麼謹慎，你可以再運用以下方法讓你做出更佳的結論與避免掉入決策陷阱：

1. 有正確的心態。做決策時一個將input轉化為output的過程。要做出最佳的決策，可以先將所收集到的input提交給對這些領域有最佳了解，而你所信任的人，聽取他們的意見與觀點。
2. 遵守決策程序。在做決策時，免不了經常出現有爭議的狀況。要確保你自己與參與討論者都遵守決策的程序。
3. 重視反對意見。太多的主張會很危險，但是你必須重視反對意見。讓少數派說出他們的意見，或是你可以安排出魔鬼代言人，舉出反對的理由。傾聽另一派的聲音，能夠讓你做出的決策可以更完善。

Proficiency in the art of decision-making

No matter how well you believe you are able to make decisions, or how cautious you are, you can use the following methods to make better conclusions and avoid falling into the decision trap:

1. Have the right mentality. In decision-making, the process of converting input into output. To make the best decision, you can first submit the collected input to those who have the best understanding of these areas, and listen to their opinions and views.
2. Comply with decision-making procedures. In making decisions, controversial situations often arise. Make sure that you and the participants follow the decision-making process.
3. Pay attention to objections. Too many opinions can be dangerous, but you have to pay attention to the objections. Let the minority voice their opinions, or you can arrange for the devil's spokesperson to give reasons for disapproval. Listening to the voice of another group can help you make better decisions.