選擇正確的領導方式

當你領導團隊時，調整你自己的領導風格來迎合每個人的需求。

一般來說，有四種領導方式：指揮（direct）、教練(coach)、支持(support)與授權(delegation)。要看你的員工的能力與承諾程度來決定選擇哪一種領導方式。

當你的直屬部下需要學習新技能，選擇指揮領導。你需要將工作定義好，並且檢查他的進度以確保他沒有做錯。

如果你的員工需要學習新技能，但是最好讓他有些空間來從錯誤中體驗與學習，那麼就選擇教練領導方式。

如果你的員工技能足夠，但是缺乏自信力，那麼就選擇支持領導方式。

針對那些能力強，經驗夠，有自我奮發動力的員工，給予授權。

你的責任是在針對不同的人，選擇正確的領導方式，讓你自己在親力親為與強化員工能力之間，取得平衡。

Choosing the right way of leadership

When you lead the team, adjust your leadership style to suit everyone's needs.

Generally speaking, there are four leadership styles: direct, coach, support and delegation. It depends on your employees' ability and commitment to decide which leadership way to choose.

When your subordinates need to learn new skills, choose leaders. You need to define the work well and check his progress to make sure that he has done nothing wrong.

If your employee needs to learn new skills, but it's best to give him some space to experience and learn from mistakes, choose coaching leadership.

If your employees are skilled enough, but lack confidence, then choose to support leadership.

For those who are strong enough, experienced enough and motivated by their own efforts, give authorization.

It's your responsibility to choose the right leadership style for different people so that you can strike a balance between doing it yourself and empowering your employees.

如何避免會議發生走題？

當有人的發言攪亂了會議，我們很容易認為他是問題製造者，而應該制止他。但是，你的假設可能同樣會讓會議離題了。

要讓會議平順的進行，試試以下的技巧：

1. 先決定會議要談什麼。即使你事先就在會議通知單上列明會議討論事項，你的團隊成員不見得就完全同意開會額目的，以及討論事項，大家對會議的解讀很可能不一致。在會議一開場，你可以這樣說：“我的了解今天開會的目的是XXX,有任何人有不同的理解嗎？或是我們應該增加其他討論項目？”
2. 在進行下一個議題前，稍微暫停。為了避免有人會一再重複已經被充分討論過的議題內容，可以在進入下一個主題前，先請問是否還有人認為還需要做補充。
3. 預備啟動新的會議。如果與會者多半已經同意會議討論議題，但是仍然有人發言在走題，那麼，可以請她解釋她的發言與討論主題有何關係。也許，你會知道一些你原來沒有考慮過的內容。如果是如此，讓會議成員來決定是否需要知道更多，或是可以將新的事項放到下次會議來討論。

How to avoid the meeting going astray?

When someone's speech disturbs the meeting, it's easy to think that he's the problem maker and should be stopped. But your assumptions may also derail the meeting.

To make the meeting go smoothly, try the following techniques:

1. Decide what the meeting will talk about first. Even if you list the items discussed in advance on the meeting notice, your team members may not fully agree with the purpose of the meeting amount and the items discussed. The interpretation of the meeting is likely to be inconsistent. At the beginning of the meeting, you can say, "I understand that the purpose of today's meeting is XXX. Does anyone have a different understanding? Or should we add other discussion items?
2. Before proceeding to the next issue, pause slightly. In order to avoid repeating the topics that have been fully discussed over and over again, before moving on to the next topic, may I ask if there are any other people who think it needs to be supplemented?
3. Prepare to start a new meeting. If most of the participants have agreed to discuss the topic at the meeting, but there are still some speakers who are off the topic, then you can ask her to explain how her speech relates to the topic under discussion. Maybe you'll know something you haven't thought about before. If so, let the members of the meeting decide whether they need to know more or whether new things can be discussed at the next meeting.

Do the Right Thing and Do the Things Right!

• 對中級幹部。要求做對的事情，告訴他原理、價值、比較、分析，讓他心悅誠服的做對的事情。
• 對基層員工。不用告訴他大道理，只要求他如何做才會正確。過多的道理，只會讓他不成熟的心理增加胡思亂想，而不能在他的工作上以最有效率的方式完成工作。