要成為成功領導者，幫員工解決問題

領導管理，就如業務發工資與銷售，成為另外一個促進員工發展技能、發揮創意的重要企業職能。我們需要領導者，并不是因為員工需要一位老闆，而是員工需要有人能夠協助他們做正確的事，能夠解決面臨的問題。

要發揮成功的領導，領導者需要做好下列工作：

1. 聘用正確的人，組織好團隊。
2. 服務他的團隊成員，并引導他們發展技能與工作。
3. 淘汰不適用人員。
4. 然而，最重要的是，幫助員工解決問題。

面對失敗的反應

每個人在遭遇失敗後，都會有不同的反應行為。有些人會怪罪他人，而有些人則是先自責。

以後，當你與你的團隊碰到失敗後，請先不要責備誰，而應該先做以下的動作：

1. 思考後再行動。先不要急著做出回應，或是情緒激動。這樣做只會讓事情更糟糕。花一些時間想想，究竟有哪些導致失敗的潛在因素？你將如何行動？
2. 傾聽與溝通。千萬不要以為你知道其他人在想什麼。把相關的人找來，聽聽他們的說法，然後解釋你自己的企圖與預備展開的行動。
3. 汲取教訓。錯誤發生了，可能是你自己的責任，或是其他人的責任，或者根本沒有人必須負責。關鍵是，要弄清楚究竟這是怎麼發生的，以後應該如何避免類似的狀況？

Responses to failure

Everyone reacts differently when they fail. Some people blame others, while others blame themselves first.

Later, when you encounter failure with your team, don't blame anyone, but do the following actions first:

1. Think before you act. Don't rush to respond or get emotional. Doing so will only make things worse. Take some time to think about what are the potential causes of failure? How will you act?
2. Listening and communicating. Never assume that you know what other people are thinking. Get the people concerned, listen to them, and explain your own intentions and actions that you plan to take.
3. Learn lessons. Errors occur, either as your own responsibility, or as someone else's responsibility, or as no one has to be responsible at all. The key is to find out exactly how this happened and how to avoid similar situations in the future.

如球隊教練一般的指導團隊

金鷹隊領隊Buck Showater

作為領導主管，你的角色會隨著情境而有變化。一位稱職的領導主管，就如球隊教練或老師，他總是希望能夠激勵團隊成員進步。

一般來說，多數人對於受到的讚揚而產生的進步力量，要高於被斥責而被動的改善能力。就如球員打出了好球，教練會叫一聲：“打得好，就這樣打。“你不需要去拍馬屁，說出不切實際的讚美。

但是，在球員實在表現的不如其真實能力時，你還是要表現出失望、給予批評，例如，說；“怎麼出手這麼慢？！”教練如果領導的太鬆散，團隊就會降低表現水平，軍心會渙散。但是，老是用嚴厲領導，只會讓球員感到麻痺。

你必須適時依情境調整你的領導風格，包含你的表情、語氣。

To direct a team as a team coach

As a leader, your role will change according to the situation. A competent leader, such as a team coach or teacher, always wants to motivate team members to improve. 

Generally speaking, most people's ability to make progress by being praised is higher than that by being reprimanded and passively improved. It's like when a player hits a good ball, the coach cries, "well played, that's it." "you don't have to kiss ass and say unrealistic praises. 

But when a player doesn't perform as well as he really can, you still have to be disappointed and criticize, for example, by saying, "Why are you taking so long?" ! "if the coach leads too loosely, the team will lower the level of performance, the military will be distracted.However, the use of strict leadership, will only make the players feel paralyzed. 

You must adjust your leadership style to the situation, including your expression and tone.

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LINE或是郵件通知，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。

Don't procrastinate on sensitive issues 

In many cases, we will encounter sensitive issues related to people, in order to take into account the dignity of the person repeatedly avoid direct contact and communication. Even if we feel the need to let the other person know our concerns, we are always saying things around the corner, hoping to let the other person know what he or she is aware of and then improve by using the words of cues. 

However, this obscure way of communication, mostly not effective, on the one hand the problem has not been resolved, he has been sullen, and the surrounding staff can not deal with you have started to complain. 

Therefore, no matter how senior the party is in the company and how much contribution he has made in the company in the past, once his performance appears to be truly outrageous, it is so serious that it harms the interests of the company and has not been improved for a considerable period of time. You must take decisive action to communicate directly with the client and let him know your concerns and acceptable bottom line. 

In doing so, you not only have a chance to do harm control, but also can show that your leadership authority cannot be threatened-he may think that he has the privilege of being in a high position in the company. 

You can gently give him a LINE or email notice, let him know the subject you want to communicate with your concerns, and make an appointment with him first. In this way, when you sit down and talk, he knows your basic position and is prepared to tell you the real situation and the actions he intends to take. 

Perhaps this communication will take place several times until you reach a concrete final solution with him. However, despite the sensitivity involved, your resolute action can put a stop to the damage.

考慮員工的發展前程

沒有一位老闆樂見失去明星員工。但是，這是你的責任去幫助你的員工能夠找到他下階段的發展。

以下三件事是你可以幫助你的直屬下級員工的成長：

1. 定義好現有的職位。確保他的職位描述可以符合他的興趣、價值與技能。這樣做能夠幫助他在成長中能夠面對挑戰。
2. 幫助他建立人脈。在公司里幫他認識可以提供給他機會、指導、見解的人，或是可以連接上其他的人脈網。
3. 評估他的選項。幫他評估哪一個機會可以給他最大的學習機會。以公司的角度，而非你部門的需求來考慮，包含著他可能會因此離開你的團隊。

Consider the future of employee development

No boss likes losing star employees. But it's your responsibility to help your employees find their next stage of development.

The three things are that you can help your subordinates grow:

1. Define existing positions. Ensure that his job description can meet his interests, values and skills. This will help him face challenges in his growth.
2. Help him establish connections. Help him get to know people in the company who can offer him opportunities, guidance, insights, or connect to other networks.
3. Assess his options. Help him assess which opportunity can give him the greatest learning opportunity. Think in terms of the company, not your department's needs, and include the possibility that he will leave your team.