如何避免接收到不良的回饋意見？

許多人愛好給別人各種意見。雖然多聽取他人意見會有益處，但是有些人的意見確實太離譜了，甚至會產生誤導。

你如何避免他人給你不良的回饋意見呢？

1. 知道誰可以給你有價值的意見。你應該建立起一份名單，知道誰對你所面臨的問題有相關的資源，資訊，與經驗。聽取這些人的意見，而不要來者不拒。
2. 定好你的需求範圍。先弄清楚自己想要知道哪些意見。了解哪些意見會對自己有幫助，然后想想別人給的回饋意見與自己的認知之間的差距，以及為何產生這樣的不同認知。
3. 導正對話方向。如果發現人家給的意見會產生錯誤的結論，就應該告訴他。多數人不會因為你禮貌的糾正他而被激怒的。他反而會站在你的立場，重新聚焦。

How do you avoid receiving bad feedback?

Many people like to give different opinions to others. Although listening to others' opinions can be beneficial, some people's opinions are far too ridiculous and even misleading.

How do you avoid others giving you bad feedback?

1. Know who can give you valuable advice. You should set up a list to know who has the resources, information and experience about the problems you are facing. Listen to the opinions of these people instead of coming to others.
2. Make sure you need the scope. Make sure you know what you want to know. Understand what is helpful to yourself, and then think about the gap between feedback from others and your own cognition, and why it produces such different perceptions.
3. Guide the direction of the dialogue. If a person's opinion is found to produce a wrong conclusion, he should be told. Most people will not be provoked by your polite correction. Instead, he will stand in your position and refocus.

即使是明星員工也需要回饋意見

有些經理主管會認為他們的明星員工不需要給予回饋意見，這些明星員工自己就能夠把事情做得很好，而不需要再進步，對嗎？錯！

即使是你的高效員工也需要有人能夠給他意見，使他能夠獲得激勵，并專注發展進步。

你要對你的明星員工經常給予正面與負面的回饋意見。告訴他們你如何感激他們做出的貢獻，即使只有一點點的進步，也要指出來，并分享給其他員工知道。

和他們多談話，告訴他們你如何期待他們能夠進步到另一個層次。你也可以分享你自己如何成為一位領導主管，以及你的視野與觀點。問他們:”我如何可以幫助你進步？”,或是，“公司如何能夠支持你的工作？”

Even star workers need feedback

Some managers think their star employees don't have to give feedback, and these star employees can do it well without any further progress, right? Wrong!

Even your efficient employee needs someone to give him advice so that he can be motivated and focus on progress.

You should always give positive feedback to your star employees. Tell them how you appreciate their contributions, even if they only make a little progress, and share them with other employees.

Talk to them and tell them how you expect them to progress to another level. You can also share how you become a leader and your vision and perspectives. Ask them, "how can I help you improve?" Or, "how can a company support your job?"

做更好的回饋

獲得回饋，是讓人們獲得發展與進步的重要動力。但是，爲什麽人們經常對於如何提供回饋，以及如何接收回饋，感到困難，甚至會痛苦。

以下幾招能夠協助你給予建設性的回饋，而不至於讓人感到痛苦：

1. 關注在目標上。向大家說明公司要什麽目標，例如，人才發展，銷售成長，服務改進，等等。將你的回饋意見導引大家去關注到如何達到這些目標。
2. 經常回饋。如果你的回饋是在公司半年度檢討會議上才提出來，那麼效果多半很低，不會有多少人體會你的企圖。
3. 你應該給予的回饋。你若是經常的以各種形式表達你的意見，你員工就能夠正確的吸收到你的信號。
4. 要明確。明確講出來你希望員工改變哪些行為。說清楚你希望人們改變成什麽樣子。你最好舉出範例讓人們能夠理解你的真正意思。

Do better feedback

Getting feedback is an important driving force for people's development and progress. However, why people often feel difficult or even painful about how to provide feedback and how to receive feedback?

The following tips can help you give constructive feedback instead of making people feel miserable.

1. Focus on the goal. Tell you what the company wants, such as talent development, sales growth, service improvement and so on. Guide your feedback to focus on how to achieve these goals.
2. Regular feedback. If your feedback is only presented at the company's semi annual review meeting, the effect will be very low, and there will not be many human attempts.
3. The feedback you should give. If you often express your opinions in various ways, your employees will be able to correctly absorb your signals.
4. Should be clear. Tell clearly what behaviors you want your employees to change. Tell me what you want people to change. You'd better give examples to enable people to understand your real meaning.

不要讓你的工作指派給屬下踢回來了

你是否曾經經歷過你的工作指派，被屬下員工給踢回來？你要很謹慎這類的“反授權”現象。

許多員工因為不知道該如何執行工作，而回過來認為老闆才有足夠的能力來做，而要求老闆自行承擔工作。

你千萬不要接受這樣的工作關係，讓自己跳進去解決已經分派、授權出去的工作。即使是你自己確實有較高的能力來做這份工作。

你應該找到其他方法，讓這名員工仍然必須承擔主要的工作責任。例如，要求他自行擬出工作計劃，請他召集其他同事一起檢查這份計劃，給他適切的意見。不要讓他將工作輕易的推回給你。

Don't let your work assignment to the subordinates be kicked back

Have you ever experienced your job assignment been kicked back by your employees? You should be careful about this kind of "anti-authorizing" phenomenon.

Because many employees do not know how to perform their duties, they come back to think that the boss is competent enough to do the work and ask the boss to take the job on his own.

You must never accept such a work relationship and let yourself jump in to solve the assigned and authorized work. Even you do have a higher ability to do the job.

You should find other ways to make this employee still have to shoulder the main responsibilities. For example, he was asked to work out his own work plan, and asked him to convene other colleagues to check the plan and give him some appropriate advice. Don't let him get back to you easily.

以授權來平衡領導權威

好的領導者都會謹慎的在如何告訴別人如何做以及授權他人自己決定如何做之間，取得平衡。對於新任主管，尤其要學習如何做好這兩方面的平衡。

以下，給你一些領導藝術的提示：

1. 設立清楚的目標。你的工作時讓你的團隊成員清楚了解他們的工作目標，也讓他們自己決定如何達成目標。
2. 分享領導權。你可以在團隊成員中選擇一位作為非正式領，讓他分享領導管理工作，例如安排臨時性的工作，或是進行非正式會議。
3. 要求解決方案，而非帶來問題。當你的團隊成員遇到工作障礙，要求他們來見你報告時，不是只做解釋，也要提出解決問題的建議方案。鼓勵他們先想如何解決問題，而非只是想獲得你的觀點意見。

Balancing authority with authority

Good leaders will be prudent in balancing how to tell others how to do and authorize others to decide for themselves. For new executives, we should learn how to balance these two aspects.

Here are some tips for the art of Leadership:

1. Set clear goals. When you work, let your team members clearly understand their work goals, and let them decide how to achieve their goals.
2. Share the leadership. You can choose one of the team members as an informal leader to share leadership management, such as arranging temporary jobs, or meeting informal meetings.
3. A solution is required, not a problem. When your team members encounter obstacles to work, ask them to come to see your report, not only to explain, but also to put forward a proposal to solve the problem. They are encouraged to think first of how to solve problems, not just to get your opinions.

在有限範圍內給員工自由

所有的領導主管都要決定給員工多大範圍的自由空間。一方面，如果做細微管理會讓有能力的員工感到受到貶低，并有挫折感。另外一方面，你的工作是督導他們的工作，并提供對他們的支持。

要決定你是否要給予員工足夠的自由空間，你可以讓他們自己說，他們感覺可以做什麼樣的決定，但是還沒有這樣的授權。然後，如果妥當，你就拿掉那些會妨礙他們發揮能力的限制。但是，你要和他們談好這個界定是什麼，清楚的定義哪些他們可以做，哪些不能做，或是訂好一組必要的規定。只要符合這些規定，員工就有自由度去做他們的工作。

Give employees freedom within a limited scope

All leaders should decide on the scope of free space for their employees. On the one hand, subtle management can make competent employees feel devalued and frustrated. On the other hand, your job is to supervise their work and provide support for them.

To decide whether you want to give employees enough freedom, you can let them say to themselves what decisions they feel they can make, but there is no such authorization. Then, if appropriate, you remove those restrictions that will hamper their ability to perform. But you need to talk to them about what this definition is, clearly define what they can do, what they can't do, or make a set of necessary rules. As long as these requirements are met, employees will have the freedom to do their work.

正確運用授權

有許多的領導者認為自己必須為組織的成敗負完全的責任，而他的下屬則只是依著他的指示來執行所交代的任務。這樣的領導者，不僅誤會了直接報告的真正涵義，並且會將自己纏繞在一些瑣碎而簡單的事務上，而無法專注在更重要、更有價值的重要策略制定上。

他應該善用授權來領導管理。

他應該讓組織內的每個人在他的職務上都有真正的工作所有權。與其告訴下屬應該做什麼，不如讓他們知道你的優先次序，並且要求他們發展出執行這些任務的方法。進一步的，讓他們知道如果他們實現了這些任務，可以為他們帶來哪些好處。

Proper use of authorization

Many leaders believe that they must take full responsibility for the success or failure of the organization, while his subordinates simply follow his instructions to carry out the tasks assigned to them. Such leaders not only misunderstand the true meaning of direct reporting, but also entangle themselves in trivial and simple matters rather than focusing on more important and valuable strategic decisions.

He should make good use of empowerment to lead management.

He should let everyone in the organization have real job ownership in his position. Instead of telling subordinates what to do, let them know your priorities and ask them to develop ways to perform these tasks. Further, let them know what benefits they can bring if they fulfill these tasks.

如何有效做出集體決策？

與多數人所認知不同的是，集體決策不一定是能夠完成工作的最佳方法。在面對協調溝通、意見衝突、以及不同的人員動機，等等複雜的局面，即使你有一流的專家群、最有經驗的人員組合，也常常會讓組織運作效能嚴重受到打擊。

要讓組織發揮最大效能，請採用以下辦法：

1. 指定一名打手。集體決策中，經常會先採用腦力風暴的集體討論。這個時候，你可以先安排一個人出來，扮演黑臉，對其他人的意見提出質疑，要求說明。如此，可以使一些非主流意見先受到挑戰，予以篩選。
2. 建立決策小組。決策群的人數不宜太多，千萬不要超過9人。
3. 維持穩定的決策群。儘量避免頻繁更替關鍵的參與決策者。固定的決策群，可以讓大家彼此有默契，瞭解彼此的風格，知道如何快速進行意見溝通與促成決策。

How to make collective decisions effectively?

Unlike most people, collective decision-making is not necessarily the best way to accomplish work. In the face of complex situations, such as coordination, conflict of views, and different motivations, and so on, even if you have a first-class group of experts and the most experienced staff, it often makes the operational effectiveness of the organization badly hit.

To maximize the organization's effectiveness, please adopt the following measures:

1. Designate a batter. Collective brainstorming is often used in collective decision making. At this time, you can arrange for a person to come out, play a black face, and challenge others' opinions, asking for explanation. In this way, some non-mainstream opinions can be challenged first and screened.
2. Set up a decision group. The number of decision making groups should not be too large. Do not exceed 9 people.
3. Maintain a stable decision group. Try to avoid frequent replacement of key decision makers. A fixed decision-making group allows everyone to have a clear understanding of each other's style, and to know how to communicate quickly and make decisions.

將第一線員工納入策略制定程序

即使是最精妙的策略也可能因為第一線員工不能執行好而告失敗。然而，許多的領導者正焦頭爛額地在設法使前線員工瞭解並接受新的做事情的方式。

下一次，當你預備改變公司的方向時，不要只找那些看來高明的高級主管，你應該設法也盡可能網羅更多的第一線員工到決策程序中，尤其是哪些經常與客戶互動者。讓他們一起來思考公司的未來。請他們說出公司如何可以達到新的目標。

讓第一線員工參與到決策制定過程，更能夠保證他們在執行新策略時，能夠像恒星一般地耀眼。

Bringing the frontline staff into the strategy formulation process

Even the most ingenious strategy may fail because of the failure of the front-line staff to perform well. However, many leaders are struggling to make front-line staff understand and accept new ways of doing things.

Next time, when you're going to change the direction of the company, don't just look for those senior executives who look smart. You should try to do as much as possible in the decision-making process, especially those who often interact with customers. Let them think about the future of the company. Tell them how the company can achieve new goals.

Allowing front-line employees to participate in the decision-making process will ensure that they can shine like stars when implementing new strategies.

如何做高風險決定？

即使是最有經驗的領導人，也會面臨必須做出一個有高風險的決定。

下一次，當你面臨這樣的必須做有風險的決定時，請參考以下的建議：

1. 信任直覺、接受挑戰、賭一把。在有些情況下，你的直覺也許是對的，但是因為它不是經過理性思維，很可能是錯誤的。如果你可以取得更多的資訊與分析，再與自己的直覺比對一下，看你是否還是相信自己是對的。
2. 檢查自己是否有偏袒心。潛意識裡，很容易會想要先保護自己的利益。你應該承認自己難免也有這樣的偏袒心理。你可以找幾名可信任的同事，詢問他們你在作決策時，是否有自私的現象。
3. 納入別人的意見。重大的決策不會憑空就搞定。你可以請教他人的不同意見。這樣做可以讓你得到更多不同的決策組合，並且在你做出決定時，可以得到更多人的支援。

How to make a high risk decision?

Even the most experienced leaders face the need to make a high risk decision.

Next time, when you are faced with such a risky decision, please refer to the following suggestions:

1. Trust intuition, accept challenges, and bet on one. In some cases, your intuition may be right, but because it is not rational thinking, it is likely to be wrong. If you can get more information and analysis, compare it with your intuition to see if you still believe you are right.
2. Check whether you have partiality. Subconsciously, it is easy to want to protect their own interests first. You should admit that you have such partiality. You can ask some trusted colleagues to ask if you are selfish when making decisions.
3. Include the opinions of others. A major decision will not be done on the ground. You can ask others for different opinions. This will allow you to get more different decisions, and you can get more support when you make decisions.

不要用已投入成本來作決策

我們經常在做決策時會考慮到過去已經做的決定與已經投下的成本。例如，你很可能會顧及已經投下的成本與各項努力而忌憚于將這樣的項目放棄掉。

但是，這些過去投入的成本已經發生了，你無法挽回。未來的新機會，才是你當下要把握的。

以下幾點，是你把握未來機會，做好當下決策的重要依據：

1.  聽取他人意見。去聽聽一些不曾參與過之前項目決策，也沒有參與這些項目執行的人的意見。
2. 讓自己輕鬆一點。即使是最優秀的管理者都可能發生錯誤的決策，知錯能改，善莫大焉。
3. 不要害怕犯錯。在做決策時，關注在做成決策之過程的品質，而非決策的結果。

Don't use invested costs to make decisions

We often make decisions that take into account the decisions we have made in the past and the costs that have been invested. For example, you are likely to be afraid to give up such a project, taking into account the costs and efforts that have already been invested. 

But the costs of these past inputs have already been incurred and you can't recover them. New opportunities in the future are what you need to take advantage of in the present.

 Here are some of the key things you can do to take advantage of future opportunities and make good decisions right now: 

1. Listen to others. Listen to people who have not been involved in making decisions on previous projects, and who have not been involved in the implementation of these projects. 
2. Make yourself comfortable. Even the best managers can make bad decisions. It's great to know that mistakes can be corrected. 
3. Don't be afraid to make mistakes. When making a decision, focus on the quality of the process in which the decision is made, not the outcome of the decision.

如何評估得失來作決策？

所有重要的決策無可避免的會有得有失。了解自己無法承擔什麼樣的損失與想要得到什麼樣的利益，是一樣重要的。

但是，你如何知道什麼樣的損失是可以承擔的？如何才不會失去談判地位？請參考以下的作法？

1. 列出優勢與劣勢清單。將可能發生的優勢與劣勢項目都列出來，然後請教其他人來了解他們對各個項目給予的權重觀點。
2. 將短期與長期的效益平衡起來。決定好你願意放棄那些長期內容來獲得一些重要的短期利益，反之亦然。
3. 評估你的支持力量。在評估可能的不同選擇方案時，也想想哪些人會支持你，而哪些人會反對你。你不能忽略掉哪些你絕對需要的人，也要爭取那些有可能會支持你的人。

How to assess the gains and losses as a decision?

All important decisions are inevitable. It is equally important to know what kind of loss you can not afford and what kind of benefits you want.

But how do you know what kind of loss can be borne? How can we not lose the position of negotiation? Please refer to the following practice?

1. List the advantages and disadvantages. List possible strengths and weaknesses, and then consult others to understand their weight for each project.
2. Balance the short-term and long-term benefits. Decide that you are willing to give up long-term content to get some important short-term benefits, and vice versa.
3. Evaluate your support. When assessing possible alternatives, think about who will support you and who will oppose you. You can't ignore those who you absolutely need, and fight for those who may support you.

避免決策上的陷阱

作為領導者，做決策是最關鍵的工作。風險愈高的決策，愈容易讓你陷入困境。

以下告訴你如何避免最容易犯的錯誤：

1. 先入為主。許多人會給最先收到的資訊不成比例的重視。在決策時，即使最先的意見是對的，也要保留去挖掘出其他的想法來。
2. 保持現況。改變現況會比較容易陷入不確定的不安狀態，因此，許多領導者傾向于保守，而維持現況。正確的決策作法，應該是先問自己與他人，維持現況不動，是否能夠滿足經營目標？
3. 堅持己見。當出現愈來愈多新的資訊來支援你的新決策想法時，去找你尊敬的同事來辯論，看看他是否能夠支持你的觀點。你應該避免找那些一向會支持你的人來論證。

Avoid pitfalls in decision-making

As a leader, making decisions is the most important task. The more risky the decision is, the easier it is for you to get into trouble.

Here's how to avoid the easiest mistake to make.

1. Preconceived. Many people give disproportionate weight to the information they receive first. When making a decision, even if the first opinion is right, keep digging for other ideas. 
2. Maintain the status quo. Changing the status quo is more likely to lead to uncertainty, so many leaders tend to be conservative and maintain the status quo. The right way to make a decision is to ask yourself and others first if you can meet your business objectives by keeping the situation as it stands.
3. Stick to your own views. As more and more new information emerges to support your new decision-making ideas, talk to your respected colleagues to see if they can support your ideas. You should avoid identifying people who always support you.

如何知道別人的拒絕？

當你提出一項建議，你不希望聽到別人對你拒絕，說“No.” 當別人沒有說出“Yes”的時候，你也許會認為他說“也許，Maybe”是你比較能夠接受的回答。然而，如果最後你知道他其實就是要拒絕你，那麼你的等待完全是浪費彼此的時間與精力。

你寧可愈早知道實際的答案是“No”。如何得到別人的實際答復決定呢？

1. 清楚說出你的請求。人們有時候會說“Maybe”是因為他沒有弄清楚你究竟要求什麼，需要他如何配合。
2. 設定要求答復期限。當你面對一名潛在的投資者、一名客戶，向他解釋為何你需要他做出決定。你提出一個決定期限，能夠讓他知道必須給你清楚的決定。
3. 知道何時沉默代表拒絕。人們天性討厭對人表達拒絕，就像你自己不願意被人拒絕一樣。當你察覺對方有可能要拒絕你，但是沒有說出口時，不如要他坦率的說出他的決定。你可以這樣問：“我想你是同意咯？”這樣，可以迫使對方給你明確的答案。

How do I know others' rejection?

When you make a suggestion, you don't want to hear someone say "No." When someone doesn't say "Yes," you might think that saying "Maybe" is a more acceptable response. However, if at the end of the day you know he's actually rejecting you, your waiting is a complete waste of each other's time and energy.

You'd sooner know that the actual answer is "No". How can we get the actual response of others?

1. Be clear about your request. People sometimes say "Maybe" because he doesn't know exactly what you want and how you need him to cooperate.
2. Set the deadline for response. When you are faced with a potential investor and a client, explain to him why you need him to make a decision. You put forward a deadline to let him know that he must give you a clear decision.
3. Know when to silence. People naturally hate expressing rejection to people just like you don't want to be rejected. When you perceive that the other person may want to refuse you, but did not speak out, it is better to ask him to speak out frankly about his decision. You may ask, "do you agree with me?" In this way, you can force the other person to give you a definite answer.

讓微決策的效用最大化

一個公司的成功很大部分來于內部許多在第一線的員工所做的微小決定。這些微小決定產生的效用不低於幾個公司層峰主管的決策。舉例來說，第一線的店員決定如何處理上門來投訴的客戶，若是處理不好，有可能會在很短時間內演變成為一場風暴。這名店員必須臨機反應，沒有太多時間做深入的分析與將現場狀況層層回報到上級，等待高層的決定與指示。

如何讓這些在第一線的員工能夠做好臨場決策？讓他們能夠為公司做好休戚相關的重要決策。

顯然，除了可以基於經驗所編制而成的工作指導綱要，教導員工按照標準作業程序作業外，還需要公司上下溝通好公司的核心價值，讓員工心理有個基準，為公司作出最正確的決定。

Maximizing the effectiveness of micro decisions

Most of the success of a company comes from the small decisions made by many employees at the front line. The effectiveness of these small decisions is not less than that of several company level leaders. For example, front-line clerks decide how to deal with complaints from customers who come to their doors, and if they don't handle them properly, they may turn into a storm in a very short time. The clerk had to be on the lookout and had little time to do in-depth analysis and return the situation to his superiors, waiting for their decisions and instructions.

How can these front-line employees be able to make on-the-spot decisions? So that they can make good decisions for the company.

Obviously, in addition to the experience-based work guidelines that teach employees to work in accordance with standard operating procedures, the company needs to communicate its core values from top to bottom so that employees have a psychological benchmark to make the most correct decisions for the company.

給予有幫助的回饋意見

提供回饋意見，有的時候會造成問題。有些人不喜歡別人提出回饋意見，要求改變他們的行為或做事方法。但是，獲得回饋意見是很重要的學習改善的工具，也對自己的職業發展有幫助。

下次，當你想要給他人回饋意見時，請如此做：

1. 指涉要明確。你在指出他人問題時，不要做概念性的陳述，尤其要避免讓人感覺你在做人身攻擊。直接指出他的哪些行為是不正確的。說出衝擊。直接描述問題，說出他的行為產生了什麼不好的結果，對他自己，對部門，對公司，產生了哪些不利。
2. 提出建議。你的回饋意見要能夠付諸行動，告訴他可以如何具體改善。
3. 經常回饋。養成習慣，當別人做好時，要不吝經常讚揚，但是，也要經常提醒別人注意他的行為作法。

Give a helpful feedback

Providing feedback is sometimes a problem. Some people do not like others to give feedback and ask for changes in their behavior or ways of doing things. However, getting feedback is a very important tool for learning and improving career development.

Next time, when you want to give feedback to others, please do so:

1. The reference should be clear. When you point out other people's problems, do not make any conceptual statements, especially avoid making people feel that you are making a personal attack. It is direct to point out which of his actions are incorrect. Say the shock. Describe the problem directly, tell what bad results his behavior has produced, and what are the disadvantages for himself, the Department, and the company.
2. Provide recommendations. Your feedback should be able to act and tell him how to improve it.
3. Regular feedback. Get used to it. When others are good, they should not hesitate to praise frequently, but also often remind others to pay attention to his behavior.

滿足你團隊成員的好奇心

在辦公室里可能很難做可以激勵深入思考的對話，但是如果在工作中可以發現一些事情，那就會讓人覺得很值得。

以下是幾個可以鼓勵你的團隊成員產生學習動機的作法：

1. 以提問題代替會議議題。當人們感覺他的參與可以產生結果時，就會有高度的興趣。當你開會時，與其列出會議議題，不如提出幾個問題，讓大家有腦力激蕩的機會。
2. 避免斥責。與其責備你的員工所犯的錯誤，不如找出可以改正的方法，詢問他應該如何做才能讓項目恢復到正常。這樣也可以讓他感受到責任感，並且願意設法增加價值。
3. 鼓勵多元學習。一般公司與員工都會認為學習應該只提供或參與與工作相關的教育資源。然而，若是能夠鼓勵員工參加他有興趣的其他學習活動，有可能會帶給公司意想不到的好處。例如，鼓勵員工參加攝影課程，那麼公司也許可以節省掉從外部僱用攝影師的費用。

Satisfy the curiosity of your team members

It may be difficult to have a conversation in the office that stimulates deep thinking, but if something can be found in the work, it will make people feel worthwhile.

Here are some ways to motivate your team members to learn:

1. Substitute questions for meeting topics. When people feel that his participation can produce results, they will have a high degree of interest. When you are in a meeting, instead of listing the topics, ask a few questions to give you brainstorming opportunities.

2. Avoid scolding. Instead of blaming your employees for their mistakes, find ways to correct them and ask them what they should do to get the project back to normal. It can also make him feel responsible and willing to try to add value.

3. Encourage multiple learning. Generally speaking, both companies and employees believe that learning should only provide or participate in job-related educational resources. However, if employees are encouraged to participate in other learning activities that interest them, they may bring unexpected benefits to the company. For example, by encouraging employees to take photography courses, companies may save money on hiring photographers from outside.

給你的團隊成員充電

許多領導者低估了正面能量的重要性。優秀的領導者知道他們不僅必須激勵他的團隊成員，並且要不時地予以充電，加強他們的能量。如何做？

1. 關注在光明面。作為領導者，你當然要務實，但是，相對於負面風險，你更應該關注在正面發展的機會。
2. 將負面風險看成是正面發展的機會。如果你是一名務實的領導者，你當然會察覺到負面的風險。但是，你可以在負面風險中找到值得你企業挑戰與正面發展的機會。
3. 不要混日子。能夠正面發展的部分因素，來自於事情可以被快速解決。面對負面衝擊，趕快採取因應行動。

Charge your team members

Many leaders underestimate the importance of positive energy. Good leaders know that they must not only motivate their team members, but also recharge them from time to time to enhance their energy. How to do it?

1. Focus on the bright side. As a leader, of course, you need to be pragmatic, but relative to the negative risks, you should pay more attention to the opportunities for positive development.
2. See negative risks as opportunities for positive development. If you are a pragmatic leader, of course you will be aware of the negative risks. However, you can find opportunities in the negative risks that are worthy of your challenge and positive development.
3. Don't fool around. Part of the reason for positive development is that things can be solved quickly. Facing the negative impact, we should take prompt action to cope with it.

建立正確的團隊行為

多數的管理系統與教科書多半在談對於個人績效的管理，但是你還是必須關注到整個團隊的行為表現。

作為團隊領導者，你必須支持與建立正確的團隊行為：

1. 鼓勵團隊協作。向你的整個團隊講話，而非做個別的約見。與其提到個別員工的貢獻，多讚美團隊所建立起來的共同行為，以及集體作出的表現。
2. 評估團隊績效。你可以每隔大約6個月，召集大家，檢討一次團隊的進展狀況。在這樣的團隊集合評估中，你可以不必稱讚個別的員工，多提出團隊完成了哪些事，並且未來還可以集體做些什麼。
3. 給予集體獎勵。如果你做得到，請公司撥出一些獎金或是福利來獎勵團隊的貢獻績效。如果你沒有這樣的職權，那麼就嘗試以公開的方式做表揚，例如將團隊的工作相片張貼出來，或是在會議中感謝幾位資深或績優的員工，讓整個團隊感受到榮譽。

Establish correct team behavior

Most management systems and textbooks talk mostly about personal performance management, but you still have to pay attention to the performance of the whole team.

As a team leader, you must support and build the right team behavior.

1. Encourage teamwork. Speak to your entire team instead of making individual appointments. Instead of mentioning the contributions of individual employees, praise the collective behavior that the team has built up and the collective performance.
2. Evaluate team performance. You can call people together every six months or so to review the progress of the team. In such a group assessment, you don't need to praise individual employees, ask more about what the team has accomplished, and what the team can do collectively in the future.
3. Give collective rewards. If you can, ask the company to set aside some bonuses or benefits to reward team performance. If you don't have such authority, try to praise the team in an open way, such as posting photos of the team's work, or thanking several senior or high-performing employees at meetings to make the team feel honored.