開個有價值的會議

辦公室裡員工通常會抱怨必須參加一些無意義的會議。但是，開會確實是落實工作的一個重要手段。

爲了避免浪費大家的時間，請用下列步驟來確保你的會議是值得參加的：

1. 保持小會議。儘可能僅邀請那些可以直接幫助達成會議目標的人出席。
2. 事先發出會議議程。如果沒有會議議程，肯定你不知道要做什麽，以及如何去做，因此而會浪費大家的時間。
3. 注意會議時間。不要高估團隊成員開會的效率。儘可能用最短的時間來達成會議目的。如果會議討論時間不夠，也不要拖住大家，另外安排一個會議來繼續討論。

Have a valuable meeting

Employees in offices often complain about having to attend meaningless meetings. However, meetings are indeed an important means of implementation.

To avoid wasting your time, please take the following steps to ensure that your meeting is worth attending:

1. Keep small meetings. As far as possible, invite only those who can directly help achieve the objectives of the meeting to attend.
2. Send out the agenda in advance. If you don't have an agenda, you certainly don't know what to do and how to do it, so you're wasting your time.
3. Pay attention to meeting time. Don't overestimate the efficiency of team meetings. Use the shortest possible time to achieve the purpose of the meeting. If there is not enough time for discussion at the meeting, don't hold you back. Arrange another meeting to continue the discussion.

在擺官威與授權之間建立平衡點

一個好的老闆會很謹慎在使喚部屬聽令行事與授權他們自行發揮之間建立一個平衡點。如何在這兩者之間拿捏好，是主管們經常要很注意的，尤其是對於新任主管。

以下三點，可以讓你知道如何讓部屬掌握所有權，又能夠依照你的要求辦事：

1. 將工作目標說清楚。你的工作時確認你的團隊清楚瞭解他們的工作目標。但是，你可以讓他們自己決定如何去完成它。
2. 分享領導權。你可以在團隊中指定一名非正式的領導者，他具有帶領團隊成員往前邁進的資質，與安排所有相關的工作方式。
3. 要求解決方案，而不是帶來問題。當你的團隊成員遇到困難障礙是，要求他們說明狀況，並且提出解決方案的建議。鼓勵他們自行設法找到解決方案，而不是只是來問你的意見。

Establishing a Balance Point between Official Prestige and Authorization

A good boss is very careful to establish a balance between calling his subordinates to do what they want and empowering them to do it on their own. How to make a good choice between the two is something that managers often need to pay close attention to, especially for new managers.

The following three points can let you know how to let your subordinates have ownership and act according to your requirements:

1. To clarify the objectives of the work. When you work, make sure your team knows their goals clearly. But you can let them decide for themselves how to accomplish it.
2. Share leadership. You can designate an informal leader in the team who has the qualifications to lead team members forward and to arrange all relevant working methods.
3. Require solutions, not problems. When your team members encounter difficulties, ask them to explain the situation and suggest solutions. Encourage them to find solutions on their own instead of just asking for your advice.

讓組織協助你做出更好的決策

儘管通常是個人來做出最終的決策，但是組織能夠在決策過程中，發揮影響力，並使決策做的更完美。事實上，一個組織通常能夠提高決策者的能力，並協助他做出擲地有聲的好決策。

以下說明了組織與決策者之間如何發揮這樣的作用：

1. 檢查決策是如何做出來的。在完成一個項目決定前，詢問團隊成員如果重來一次，有哪5件事他們會重複這樣做，又有哪些5件事他們絕不會重複的。將這些回饋意見納入下一次類似的項目決策中，可以讓人們學會並準備好如何做出更合理的決定。
2. 接受重新啟動專案。當壞的決策出現後，不要讓大家承擔後果。重新啟動就是了。這會讓大家從錯誤中學習到教訓。
3. 給予授權。人們需要有可以做出決策的充分空間。當他擁有決策權力，並且明白相對的責任後，他會更理智地做出決策。

Ask your organization to help you make better decisions

Although it is usually the individual who makes the final decision, the organization can exert its influence in the decision-making process and make the decision-making more perfect. In fact, an organization can usually improve the ability of decision makers and help them make sound decisions.

The following explains how such a role can be played between organizations and decision makers:

1. Check how decisions are made. Before completing a project decision, ask team members what five things they would repeat if they did it again, and what five things they would never repeat. By incorporating these feedback into the next similar project decision, people can learn and be prepared to make more reasonable decisions.
2. Accept the restart project. When bad decisions occur, don't let everyone bear the consequences. Just restart. This will teach you lessons from mistakes.
3. Authorization. People need enough space to make decisions. When he has decision-making power and understands relative responsibility, he will make decisions more sensibly.

有些事是不能授權的

你經常會聽到經營專家告訴你，授權的好處。

願意授權給下屬，確實能夠讓他們有更好的成長機會，看到更廣大的願景。

但是，有些事情，你最好不要輕易授權：

1. 要交付的任務還不清晰時。當你還不能將任務目標、要解決什麼問題說明清楚的時候，最好暫停授權，直到你自己搞清楚。
2. 任務太重要時。有些事情，你自己才是最佳的人選去擔負責任。這並不是因為你更高明、能夠更快的解決問題，而是這個任務是太重要了，你承擔不起失敗的風險。
3. 你自己需要學習。提供機會給別人發展，當然很好。但是，若是這是你自己可以獲得學習機會時，最好不要輕易放棄你自己的機會。

Some things are not authorizable

You often hear business experts tell you the benefits of empowerment.

Willing to empower subordinates and really give them a better chance of growing up and seeing a broader vision.

But there are some things you'd better not easily authorize:

1. The task to be delivered remains unclear. When you don't yet know exactly what your mission goal is to solve, it's best to pause your authorization until you figure it out yourself.
2. When tasks are too important. Some things, you are the best person to take responsibility. This is not because you are smarter and faster to solve problems, but that the task is too important for you to take the risk of failure.
3. You need to learn. It's good to offer opportunities for others to develop. But if this is a chance for you to get a chance to learn, you'd better not give up your chance.

讓你的團隊做出結果而非報告

為了推動新的專案，公司經常會以建立起專案小組。然而這個專案小組通常會給你一堆洋洋灑灑的報告，裡面有許多分析、評估、推薦、建議，就是沒有結果！

下次你建立專案小組時，請要求他們為公司做出改革行動，而不是只提出建議方案。

你首先要改變專案小組的任務，不要叫他們去做調查、研究，而要賦予任務目標，把解決方案拿出來。例如，要求將公司的庫存周轉天數降低5天，或是將貨品品質良率提高5%。然後，授權他們採取試驗行動。鼓勵他們採取任何可以改進的措施，看看是否行得通。

當然，這並不能確實有保證，但是這樣做可以讓專案小組具有動力，並讓公司做好改革的準備。

你也許還是需要一份報告，但是上面應寫的是【已經執行了什麼】，而不是【我們可以做什麼】。

Let your team make a result rather than report

In order to promote new projects, companies often set up ad hoc groups. However, this ad hoc group will usually give you a bunch of reports, with lots of analysis, assessment, recommendations, suggestions, no results.

Next time you set up an ad hoc group, please ask them to make reform actions for the company instead of just making recommendations.

First of all, you need to change the task of the ad hoc group, do not ask them to do the investigation and research, but give the mission objective and get the solution out. For example, it is required to reduce the turnover days of the company by 5 days or increase the quality yield of the goods by 5%. Then, they are authorized to take experimental action. Encourage them to take any measures that can be improved to see if they work.

Of course, this is not guaranteed, but it will give the ad hoc group the impetus and prepare the company for reform.

You may still need a report, but it should be written on what has been done, not what we can do.

用尖銳的問題挑戰團隊

對一名聰明的領導者來說，他通常有能力，也習慣於，提供他的團隊所有的答案。但是，真正有能力的領導者知道如果讓他的團隊能夠主動提供創意，不僅有助於提高團隊的能力，並且能夠真正獲得更好的結果。 

與其你總是自己侃侃而談，不如挑一個會議或是一個小組對話機會，去問員工一些尖銳的問題。你的好問題會激發起討論。你應該在討論中，問得更深入，讓問題更明確，大家對要達到的目標有更清楚的瞭解。然後，你接下來可以決定實施的步驟。或許，這個時候你還有困難用文字清楚的描述，但是，你可以確保員工都可以用他們自己瞭解的形式來推動發展。

Challenge a team with sharp questions

A wise leader, he usually has the ability, also accustomed to his team, provide all the answers. However, the real power leader know that if his team can take the initiative to provide creative, not only helps to improve the ability of the team, and can really get better results.

And you always own unrealistic, pick a meeting or a group of opportunities for dialogue and ask staff some sharp questions. Good question will stimulate discussion.

You should be in the discussion, ask more deeply to make the problem more clearly. We have a better understanding of its target. Then, you can decide the next steps. Perhaps, this time you have difficulties with a clear description of the text, but you can make sure that employees can understand their own form to promote development.

要成為領導者，現在就開始做領導

要成為領導者，不要等到名片上印上唬人的職稱抬頭，或是擁有一間主管辦公室，你現在就可以開始做領導的行為：

1. 展現你的領導潛力。如果發現有新項目的機會，趕緊舉手，表示願意擔當，展現你的企圖心。即使你在社群上的領導行為，也有助於別人認識你的領導潛力。
2. 協助你的老闆達成他的目標。了解是什麼事情讓你的老闆夜裡還要加班，向他提出解決這些問題的方案。
3. 找出角色模式。找出那些你也想要擁有的角色的人，看看他們如何行事、如何說話溝通，甚至如何穿著打扮。在你即使尚未有這些正式的角色，也可以開始模仿這些行為。

To be a leader, start leading now

To be a leader, don't wait for your business card to be printed with a bluff title or a supervisor's office. You can start leading now:

1. Show your leadership potential. If you find opportunities for new projects, raise your hand and show your willingness to take on them. Even if you lead in the community, it will help others understand your leadership potential.
2. Help your boss achieve his goals. Know what makes your boss work overtime at night and offer him solutions to these problems.
3. Find out the role model. Find out who you want to have, and see how they behave, how they communicate, and even how they dress. Even if you don't have these formal roles, you can begin to imitate them.

避免你的團隊陷入盲點

當我們集中注意力在一件工作上時，我們很容易忽略掉周遭正在發生的事。這表示當你的團隊專注在一件工作上時，他們也很可能會忽略掉一些其他事。

以下的作法讓你的團隊不會陷入盲點：

1. 指定某人負責提醒。在每次開會時，你可以指定一個人來負責提問：“我們忽略掉了什麼嗎？”然後要求其他人輪流回答這個問題。這樣每個人都可以做出貢獻。
2. 取得外人的觀點。請組織內其他部門的人來分析你的項目。他們可能不知道實際的進度，與你們採取的手段，但是他們可能可以看到一些你們沒有看到的現象與問題。

建立一個快樂的團隊

快樂而積極參與的員工對於企業是很好的。這樣的員工通常比較有創造力，能夠產生較好的結果，並且也比較願意走更長的路。更棒的是，快樂是有感染力的，它可以自己循環發展，帶動更多未來的參與。

要讓更多這樣的狀況發生，專注在心理學家所認為的可以產生快樂的三個途徑：愉悅、參與，有意義。想想看，你是否有對員工積極鼓勵這些事呢？

他們是否對於工作的夥伴關係以及工作環境滿意呢？他們是否在一個可以適合他們工作技能的角色並且具有適當的挑戰呢？他們是否感到他們是某些重要項目的一部分呢？

如果對以上問題的答案都是“No”的話，你真的必須好好與他們來個腦力激蕩，看看如何能夠調整團隊的工作環境來產生更多的快樂。