當你的員工對潛規則不知覺時

你很容易的認為辦公室的一些沒有明文規定的工作形式應該是很容易尊重的，例如，應該在9點準時坐在辦公桌上，不要問私人問題，以及不要穿便裝，等等。要管理一些對這些潛規則不知覺的人，相當麻煩，尤其是他毫不注意你對這些潛規則是很在意的。 

在你發狂前，請試試以下幾點作法： 

1. 保持開放態度。有些你在意的形式，可能只是你個人的偏好或是執著。
2. 關注哪些才是與工作表現有真正關係的。員工穿便裝通常不會讓公司的運作產生問題。要出門去拜訪客戶是一回事，但是請注意哪些才是和工作績效真正有關係的事。
3. 將你的要求說清楚。不要假設每個人都會自覺非正式的規矩。如果你真的在意，請向不守這個潛規則的人說清楚，解釋有哪些規矩，以及為什麼要遵守。

When your employees are unaware of the submersible rules

It's easy to think that some of the unspecified forms of work in the office should be very respectful. For example, you should sit on your desk on time at 9, don't ask personal questions, don't wear casual clothes, and so on. It is rather troublesome to manage people who are not aware of these hidden rules, especially if he doesn't care about you.

Before you go crazy, please try the following.

1. Keep an open mind. Some of the forms you care about may only be your personal preferences or perseverance.
2. Focus on what is really related to performance. Casual clothes usually do not cause problems in the operation of the company. Going out to visit customers is one thing, but please pay attention to what is really related to job performance.
3. Make your request clear. Do not assume that everyone will be conscious of informal rules. If you really care, please explain clearly to those who do not abide by this hidden rule, explain the rules, and why.

如何避免危機？

並不是所有的危機都可以事先防範的。多數的公司經常會面臨不可預見或不可預測的情況。然而，領導者必須確保他的組織可以在多數危機發生前就有應對危機的能力。

以下三招可以讓你的組織做好這樣的準備：

1. 認識危機的徵兆。鼓勵你的員工分享情報，讓大家都能夠認知一個潛在的問題在發生中。
2. 廣泛的溝通。在部門組織間交換情報，不是一件容易的事。但是你必須強制這樣做，讓危機資訊能夠貫穿到各部門去。
3. 信任領導。當一個危機正在發生時，領導者必須能夠快速反應。讓你的員工相信你已經認知一個嚴重的危機正在發生中，而你需要他們的信任你有解決危機的能力。

對危機信號假裝視而不見聽而不聞，不僅會失去你的領導威信，並且更會讓危機對你的組織的衝擊更加嚴重。

How to avoid crisis?

Not all crises can be prevented beforehand. Most companies often face unforeseen or unpredictable situations. However, the leader must ensure that his organization is able to respond to most crises before they occur.

Here are three ways to prepare your organization.

1. Recognize the signs of crisis. Encourage your employees to share intelligence so that everyone can recognize a potential problem.
2. Extensive communication. It is not easy to exchange intelligence among departments. But you have to force it to let crisis information run through all sectors.
3. Trust leadership. When a crisis is taking place, a leader must be able to react quickly. Make your employees believe that you already know that a serious crisis is happening and you need their trust that you have the ability to solve it.

Pretending to turn a blind eye to the crisis signals will not only lose your leadership prestige, but will also exacerbate the impact of the crisis on your organization.

如何說才不會帶來恐慌？

當公司形勢不好，你應該如何傳遞信息給員工，而不會讓他們感到天要塌下來了？

面臨危機時，領導人必須以適當的語言，平靜而有自信的語氣來和員工溝通。

當你要和員工溝通公司的危機時，請考慮以下幾點：

1. 在開口說話前停頓一下。如此做，能夠傳遞出你的平靜，深思，以及嚴肅的態度。這樣，也能夠讓你有時間思考如何回應員工可能的提問。
2. 不要指控抱怨。公司面臨危機了，可能確實有幾位資深領導層人員該負比較大的責任。但是，對其中的個人的指控，並不能平息員工的不安。與其指責某些人，不如誠懇的說明事實，並且說出公司預備進行的解決方案。
3. 不要誇大其詞。如果你用“災難”、“崩潰”等字眼，只會製造不必要的恐慌。你可以說“嚴重”、“艱難”等比較符合事實而足以引起員工重視的字眼。
4. 陳述事實。誠懇的告訴大家事實，不要遮掩。若是留給員工猜忌，只會帶來後續更難處理的局面。

How can we not panic?

When the company is in bad shape, how can you pass on the message to employees without making them feel like the sky is falling?

In times of crisis, leaders must communicate with their employees in appropriate language, calm and confident tone.

When you want to communicate with your employees about the company's crisis, please consider the following points:

1. Pause before speaking. Doing so can convey your calmness, contemplation and seriousness. This will give you time to think about how to respond to questions that employees may ask.
2. Do not accuse and complain. The company is facing a crisis, and there may be several senior leaders who have greater responsibilities. However, the allegations against individuals can not quell the unrest of the staff. Rather than blaming someone, it's better to be honest about the facts and the solutions the company is preparing for.
3. Don't exaggerate. If you use the word "disaster" or "crash", you will create unnecessary panic. You can say "serious", "difficult" and so on, which are more consistent with facts and enough to attract employees' attention.
4. Statement of facts. Tell the truth sincerely, do not cover up. If you leave your employees with suspicion, it will only bring more difficult situations to follow.

考慮在你事業經營上的風險

一個好的事業經營案例會提出這樣的問題：“如果我們採取這樣的行動，會發生什麼？”但是，並非任何事情都會依據計劃來發生的。

你不但要確保你所考慮到的風險，並且要考慮到萬一你做錯了假設時仍然能夠守住的價值。

多數人會關注在一些風險上，例如：萬一供應商不能準時交貨？萬一原物料的成本漲到天價的高？萬一你不能準時發表新產品？等等。

但是，你也要同時考慮到一些機會面，例如：你如何能夠從投資上獲得較高的回報或是較快的回收？你能否較快完成項目？你能夠建立起最佳的團隊嗎？

考慮好每一項假設，以及它可能會如何產生變化。

Consider the risks in your business operation

A good business case raises the question, "What happens if we do this?" But not everything will happen according to plan.

Not only do you have to make sure you take into account the risks, but you also have to take into account the value you can hold on to in case you make a wrong assumption.

Most people will be concerned about some risks, for example, in case suppliers fail to deliver on time. Should the cost of raw materials rise to a high price? What if you can't publish new products on time? Wait.

But you also have to consider opportunities, such as how can you get a higher return on your investment or a faster return on it? Can you finish the project sooner? Can you build the best team?

Consider every hypothesis and how it might change.