提高你的團隊工作表現

要成功領導一個團隊是複雜的工作。請下用下列的方法來提高你的團隊工作表現：

1. 建立緊迫感。讓你的團隊成員知道他們的工作是很關鍵的。他們必須當下就很在乎，而非可以慢條斯理的被擱置到以後的時間。你也必須讓他們看到完成工作交付后可以得到的成果。
2. 設定高標準。如果對團隊成員期待愈高，他們就愈有可能發揮更高的工作效能。因此，你應該儘可能對他們設定具有野心的工作目標，讓他們去挑戰它。
3. 一開始就要做對。在一開始召開項目會議，就必須付諸特別的注意，要讓團隊成員留下深刻的印象。如果他們能夠在啟動任務時就進入正確的工作狀態，後面的工作就會順利許多。

Improve your team performance

It is a complex job to lead a team successfully. Please use the following ways to improve your team performance:

1. Establish a sense of urgency. Let your team members know that their work is critical. They must be very concerned at the moment, rather than being able to postpone it to the next time. You must also let them see the results that can be achieved after the completion of the work.
2. Set high standards. If the expectations of team members are higher, the more likely they are to perform higher work efficiency. Therefore, you should set ambitious ambitions for them to challenge them as much as possible.
3. At the beginning of the right to do. At the beginning of a project meeting, special attention must be paid to impress the team members. If they can get into the right working state when they start the task, the work will be much better.

如何遏止行為偏差的員工？

一個公司的士氣可能會因為某個員工的粗魯行為而低蕩。即使這個員工並沒有做出欺騙、偷竊等違規行為，他仍然會做出一些傻蛋的事。

以下是降低員工犯下這些有風險的行為的作法：

1. 聘用對的人。聘用人員，不要僅憑他的履歷與面試來判斷。任何人都有可能在這些方面作假。公司要在決定聘用前，作更深的背景調查。
2. 獎勵正確行為。人們不會因為你希望他如何表現就照著你的想法去做，而他們會因為你會給予報酬而去做。確保你公司的績效評估系統不會獎勵給予錯誤行為的人。
3. 建立開放的文化。不要讓公司員工處於噤若寒蟬的氛圍中。讓員工能夠看到不對的行為就勇於舉發出來。

How can employees with behavioral bias be curbed?

A company's morale may be undermined by the rudeness of an employee. Even if the employee did not commit fraud, theft and other irregularities, he would still do some foolish things.

The following are ways to reduce employees' risk-taking behavior:

1. Employ the right person. Employees should not be judged only by their resumes and interviews. Anyone can cheat in these areas. The company needs to make a deeper background check before deciding to hire.
2. Reward correct behavior. People don't do what you want them to do because you want them to behave, but they do it because you pay them. Make sure that your company's performance appraisal system doesn't reward people for misbehaving.
3. Establish an open culture. Don't let the company's employees live in a climate of silence. Employees are encouraged to speak out when they can see the wrong behavior.

容忍分化帶來的緊張

分化(Diversity), 從另外一個角度來看，就是差異性。每個公司內部都可能存在不同的創意，不同的解決問題的概念，這些可以在團隊工作中帶來解決問題以及建立核心能力的優勢。

當然，這些不同的意見免不了多少會在團隊內部造成壓力與緊張狀態。

不要嘗試去降低這樣的緊張狀態，也不需要掩耳盜鈴，假裝視而不見。相反的，公司應該嘗試將這樣的緊張壓力轉化為真正具有創意的生產力。

如何做？你可以請你的員工嘗試去瞭解不同的意見觀點，而不要先做出主管的評價；你可以建立一個包容性的工作環境，讓人們感覺到他的技能具有價值; 並且, 你可以強調所發現的因由差異而帶來的具有互補性的技能(complementary skills)。最後，你可以獎勵因這些差異主張而帶來的成功結果。

包容這些分化所產生的緊張壓力，並轉化為正向的團隊力量, 你的團隊成員會發揮更大的想像力, 以及產生更多好的創意。

Tolerance of tensions caused by differentiation

Diversity, from another point of view, is difference. Each company may have different ideas and different concepts of problem solving, which can bring the advantages of solving problems and building core competencies in team work.

Of course, these different opinions will inevitably create stress and tension within the team.

Don't try to reduce such tension, and don't try to hide your ears and hide your eyes. Instead, companies should try to translate such tensions into genuinely creative productivity.

How to do it? You can ask your employees to try to understand different opinions rather than make a supervisor's assessment first; you can create an inclusive work environment where people feel that their skills are valuable; and you can highlight the complementary skills that are found because of differences. Finally, you can reward the success of these different claims.

By embracing the tension of these differences and transforming them into positive team forces, your team members will develop greater imagination and generate more good ideas.

將挫折轉化為進步

很少有團隊在完成項目的過程中沒有出現過挫折。因此，主管必須用心維持團隊的合作、具有生產力，以及關注究竟哪些事情做錯了。

當團隊發生挫折情緒了，請參考以下的作法：

1. 扭轉情境。不要將挫折當成失敗，也不要予以斥責。反而應該將它當成是學習的機會，讓團隊去找出解決方案。不要僅是吞下苦果。
2. 不要局限解決方案的選擇。當面對問題，你很少會立即知道該如何解決。你應該採取開放態度，讓大家提出各種解決問題的構想。
3. 爭取一些小勝利。讓團隊成員看到他們在各領域內的一些進步成果。如果大家經常可以感受到成功，即使是一些微小的進步，挫折感就會降低。

Turn setbacks into progress

Few teams have experienced no setbacks in completing projects. As a result, managers must be diligent in maintaining teamwork, productivity, and focus on what went wrong.

When team frustration occurs, please refer to the following practices:

1. Turn the situation around. Don't regard setbacks as failures, and don't scold them. Instead, it should be seen as an opportunity to learn and let the team find solutions. Don't just swallow the bitter fruit.
2. Don't limit the choice of solutions. When faced with problems, you seldom know how to solve them immediately. You should be open-minded and ask people to come up with ideas to solve problems.
3. Strive for some small victories. Let team members see some of their progress in various areas. If you often feel successful, even if you make small progress, your frustration will be reduced.

從不稱職的前任接手領導團隊

這種事在企業組織中經常發生，你被上級指派去接手一個其原來主管被拔除掉的部門。這樣的接任，挑戰很大。你被期待要能夠領導團隊發揮振衰起敝的作用。怎麼開始？

首先，你必須投入足夠的時間去了解這個團隊成員面臨的困擾以及需求，然後再決定要做哪些改變。

你要去了解他們過去經歷過一些什麼，有哪些障礙？表現出你的好奇心，關切他們的困惑，先讓團隊成員可以感受到和前任領導者不同的是，現在有人願意與他們一起解決問題。

從這裡出發，逐步的建立起你的領導影響力。

Take over the leadership from Incompetent predecessor

This often happens in an organization where you are assigned to take over a department where your former supervisor has been removed. Such a succession is a great challenge. You are expected to be able to lead the team to play a role of revitalization and depression. How to start?

First, you have to invest enough time to understand the problems and needs of the team members, and then decide what changes to make.

You need to know what they have experienced in the past, what obstacles are there? Show your curiosity and concern about their confusion. First, let team members feel that unlike previous leaders, there are people who are willing to work with them to solve problems.

Start from here and gradually build up your leadership influence.

你的員工快樂嗎？

你知道你的員工如何看待他們的工作嗎？如果你能夠知道員工對工作的滿意度，你就比較能夠有辦法留置他們在團隊中。

你最好每個月或是每季都和員工做聚會，詢問他們在工作上是否感到滿意，以及請問他們你應該如何做才可以提高他們的滿意度。

不要等到年終績效檢討的時候，才來了解，也不要以為你知道全貌，時間會改變許多事，而員工對工作的感覺也會時刻變化著。

你能夠願意和員工做誠懇的對話，就可以讓他們產生信心與期待，因而增加了他們的工作績效。

隨時保持開放的態度，讓員工隨時可以對你做出回饋反應，不要等事情不可收拾了，才來後悔。

Are your employees happy?

Do you know how your employees view their work? If you know how satisfied employees are with their jobs, you'll have a better way to keep them in the team.

You'd better have a party with your employees every month or every quarter, ask them if they are satisfied with their work, and ask them what you should do to improve their satisfaction.

Don't wait until the year-end performance review to understand, and don't assume that you know the whole picture, time will change many things, and employees' sense of work will change from time to time.

If you are willing to have a sincere conversation with employees, they will have confidence and expectations, thus increasing their performance.

Keep an open attitude at all times so that employees can respond to you at any time. Don't wait for things to get out of hand before regretting them.

你的員工真正想要的獎勵

是否只要給員工額外的金錢，讓他可以任意花用，這就是一家員工想要的快樂工作場所?

令人訝異的，給員工多的財務報酬卻常讓他士氣低落。他會遭遇同儕的嫉妒、面臨更大的競爭壓力，並且因此破壞了團隊士氣。

你不妨嘗試改變一下發放工作獎金的作法：你可以制定出一種共利的獎勵辦法，例如，規定獎金的一部分必須作為對團隊的貢獻，就像福利金一般，對於共同參與項目有貢獻的其他團隊員工，都能夠共同得到部分的獎金。如此，每名員工都會更滿意他的工作，讓團隊維持高昂的士氣。

這樣的獎勵，不一定要以獎金發放的形式進行。你也可以辦理一場慶功宴，進行表揚與感謝。或是給大家一盒巧克力。如此做，即使是有獨特貢獻者領到了實際的獎金，大家反而會感到與有榮焉，以他為模範。受獎者得到了他真正想要的榮譽。

The rewards your employees really want

Is this a happy workplace that employees want, just by giving them extra money and allowing them to spend it at will?

Surprisingly, giving employees more financial rewards often demoralizes them. He will encounter peer jealousy, greater competitive pressures, and thus undermine team morale.

You can try to change the way you pay work bonuses: you can develop a mutually beneficial incentive scheme, for example, by stipulating that a part of the bonus must be a contribution to the team, just like a welfare benefit, and that other team members who contribute to the project can get a part of the bonus together. In this way, every employee will be more satisfied with his work, so that the team maintains high morale.

Such rewards do not necessarily take the form of bonuses. You can also hold a celebration banquet to praise and thank you. Or give you a box of chocolates. In doing so, even if a unique contributor receives a real bonus, people will feel honored and take him as a model. The winner received the honor he really wanted.

避免做無效的讚美

你對員工的讚美應該能夠激勵他們。但是，有的時候卻會產生反效果。

以下是讓你的讚美真正發揮作用的作法：

1. 不要作沒有誠意的讚美。不要老是在要給出指責前，還在說人家很棒。這樣會讓人家感覺你前面說的讚美沒有誠意。你要關注在和員工建立起真正有感覺的關係上，你對他所說的話，要能夠讓人感覺是發自內心的。
2. 讚美他所做的努力，而非他的個人特質。如果你總是讚許一個人的智慧、才能，很容易讓他老是停留在可以感到舒服的領域。相對的，如果你能夠指出他對某項工作付出了哪些努力，解決了什麼樣的問題，你為何能夠同意他這樣做，明確的點出來，就可以贏得他的尊敬，並且有動機繼續增強他的進步。

Avoid invalid praise

Your compliments to employees should motivate them. Sometimes, however, it can have a negative effect.

Here's how your praise really works:

1. Don't praise without sincerity. Don't always say that people are great before you criticize them. This will make people feel that the praise you said before is not sincere. You need to focus on building a truly sensible relationship with your employees, and what you say to them should be felt from the heart.
2. Praise his efforts, not his personal qualities. If you always praise a person's wisdom and talent, it's easy to keep him in comfortable areas. In contrast, if you can point out what efforts he has made and what problems he has solved, why can you agree with him to do so, clearly point out, you can win his respect, and have the motivation to continue to enhance his progress.

在實施組織改造前，再多想想

領導主管總是愛搞組織改造，但是很少員工樂意被重組。組織改造經常會帶給員工焦慮與困惑。

在你預備重新畫一張新的組織圖之前，請考慮以下兩件事:

1. 你預備要解決的是什麼樣的問題？你是預備更專注在客戶嗎？還是，你想要降低成本？或是，你覺得組織結構過於複雜？你可能會有很好的理由實施組織改造，但是請弄清楚你的目的為何。
2. 組織改造是唯一解決問題的手段嗎？實施組織改造也許可以解決許多問題，但是通常并非是唯一的解決方案。請你先考慮是否有其他更佳的替代方案，尤其是那些成本與風險較低的其他選擇。

Before the reform of the organization, think more of it

Leaders always love organizational reform, but few employees are willing to be reorganized. Organizational reform often brings anxiety and confusion to employees.

Before you prepare to redraw a new organization chart, please consider the following two things:

1. What kind of problems are you going to solve? Are you ready to focus more on customers? Or, do you want to reduce the cost? Or, do you think the organization is too complex? You may have good reasons for implementing the organizational transformation, but please figure out what your purpose is.
2. Is organizational transformation the only way to solve the problem? The implementation of organizational transformation may solve many problems, but usually it is not the only solution. Please consider whether there are alternative alternatives, especially those with low cost and low risk.

成立專案小組，協助公司成長

當市場環境不佳，公司經營進入艱難的時候，許多公司經營者都將注意力放在公司的bottom line上。

然而，這也是你撥亂反正，讓公司重新導入成長的好時機。

在此時，你可以考慮組建一個專案小組！

1. 這是一個支援型任務單位。這個小組的任務性質必須是支援型的，它應該協助公司其他部門，而不是取代他們的地位。各執行部門必須從接到任務的時候，就握有任務所有權。
2. 挑選正確的專案小組領導人。這個人必須是能為受到各部門尊重，有良好的協調能力，他必須有親和力。（你可以策略性的培養這個專案小組領導人，成為公司未來核心決策者，甚至是未來接班人）
3. 專案小組成員不宜多。參與專案小組的成員應該是策略性的挑選，能夠發揮作用，而不是非要各部門派員參與不可。

成立專案小組，可以讓你的公司組織，在常態管理外，摸索出一個新的模式，而不直接衝擊既定的大模式。如果成功，公司可以順利完成轉型，恢復成長！

Set up a task force to help the company grow

When the market environment is bad and the company is going through a difficult time, many managers are paying attention to the company's bottom line.

However, this is also a good time for you to set things right and bring the company back into growth.

At this point, you can consider setting up an ad hoc group.

1. This is a supportive task unit. The task of this group must be supportive in nature and should assist other parts of the company rather than replace them. Each executive department must have the ownership of the task from the time of receiving the task.
2. Select the right leader of the ad hoc group. This person must be able to be respected by all departments and have good coordination ability. He must have affinity. (You can strategically train the project team leader to become the company's future core decision maker, or even future successor)
3. No more members of the ad hoc group. Members of the project team should be selected strategically and be able to play a role, rather than having to involve departments.

Setting up a project team allows your organization to explore a new model outside of normal management without directly impacting the established big model. If successful, the company can successfully complete the transformation and restore growth.

在公司重組時，應該避免發生的困境

許多經理人在聽說公司即將重組，就會搞擴編人員、先卡位的小動作，用以確保他自己在實際發生組織重組時，能夠取得優勢。然而，他們這樣的行為，會給公司帶來不必要的負擔與複雜度，尤其是會讓組織功能更不清晰。

你是公司高級執行主管，如何在預備進行組織重組時，避免這樣的困難局面？

請考慮以下的建議：

1. 分析現有組織結構與人員編配。你必須弄清楚問題是出在組織結構，還是領導管理問題。如果你自己與主要的部門主管人員是合格的，能夠制定對的目標，能夠讓屬下確實負責執行任務，以及能夠優化好作業流程，那麼，大多數的組織結構其實是可以運作的，而不需要進行組織重組。
2. 不要因人設事。你不要針對某人的特殊情況來量身定制出組織結構。相反的，你應該要求每個人都根據公司規範來確實做好他們的工作。
3. 依據策略來設計組織。許多主管疏忽于配合公司策略來調整他的組織結構、功能、以及正確的人員配置。組織不能夠總是停留在過去可以成功運作的時光，而必須根據新的策

Difficulties that should be avoided in company reorganization

When many managers hear that the company is going to reorganize, they make small moves to expand their staff and cut positions first, in order to ensure that they can gain an advantage in the actual reorganization of their organization. However, their behavior will bring unnecessary burden and complexity to the company, especially will make the organization function more unclear. 

You are a senior executive in the company, how to prepare for organizational restructuring, how to avoid such a difficult situation? 

Please consider the following recommendations: 

1. Analysis of the existing organizational structure and staffing. You have to figure out if the problem is organizational structure or leadership. If you are qualified with the key department heads, can set the right goals, are responsible for carrying out the tasks, and can optimize the operation process, then most of the organizational structure can actually be operated; and if you are able to set the right goals, be responsible for carrying out the tasks, and optimize the operation procedures, most of the organizational structures can actually work. Without the need for organizational reorganization. 
2. Don't let anyone set you up. You don't need to tailor an organizational structure to someone's particular situation. Instead, you should ask everyone to make sure they do their jobs according to company rules. 
3. Design your organization according to strategy. Many executives neglect to align their organizational structure, functions, and correct staffing with company strategy. Organizations can not always stay in the past can be successful operation of the time, but must be in accordance with the requirements of the new strategy to adapt to the times.

不重組就可改進組織績效

超過一半以上的CEO在他們擔任這個職務的最初兩年內就會進行組織改組。對於其中的多數CEO來說，這樣的改組措施是為了解決作業斷裂或是決策程序的問題。然而，多數的組織重組並不能達到這樣的目標，有些情況下，結果更糟糕。 

與其改組可能遭致的混亂，不妨嘗試以下的辦法：

1. 明確定義決策的角色。決策的落差通常是來自于不清楚的決策責任。你應該讓大家知道誰應該負責什麼，和誰一起負責。這樣可以消除掉關鍵的瓶頸。
2. 改進資訊。明確在做什麼決策時應該有什麼樣的資訊。讓大家知道什麼樣的資訊比較容易產生、容易作業，以及容易被消化。
3. 更換人員。如果經過實施以上的措施，仍然沒有明顯改善，你可能遇到了人才的問題。你應該確認你有正確的人在正確的崗位。如果必要，就引進正確的人才。

Improve organizational performance without reorganizatiom

More than half of the CEO will be reorganized in their first two years. For most of the CEOs, such restructuring measures are designed to solve problems of job breakdown or decision-making procedures. However, most organizational restructuring fails to achieve this goal. In some cases, the result is even worse.

If there is any confusion in its reorganization, try the following ways:

1. Clearly define the role of decision making. The gap between decisions usually comes from unclear decision-making responsibilities. You should let everyone know who should be responsible and who is responsible. This eliminates key bottlenecks.
2. Improve information. Define what information should be made in making decisions. Let us know what kind of information is easy to generate, easy to operate, and easy to digest.
3. Replace the staff. If the above measures have not been improved obviously, you may have encountered the problem of talent. You should make sure that you have the right person in the right position. If necessary, introduce the right talents.

用短會議來追蹤項目狀況

作為項目經理人，你必須監督項目的進度與執行狀況來確保你的團隊在正確的途徑上。

其中一個辦法是召開短會議讓團隊成員簡略通報他們在工作上的活動狀況。這樣的短會議長度可以只有10~15分鐘，可以面對面見面，或是以電話會議形式召開。

在這個短會議中，每個人只約略陳述自從上次會議后，有什麼新的進展，與遇到了什麼困難。但是暫時不要去討論如何解決問題。

針對所提出的問題，另外召開一個專案會議，邀請有經驗的人來貢獻意見。

這樣以短會議追蹤項目的作法，一開始可以每週一次，隨著項目進行，可以調整開會頻率。

Track the status of the project with a short meeting

As a project manager, you must monitor the progress and execution of the project to ensure that your team is in the right way.

One way is to hold a short meeting, so that team members can simply inform their activities on the job. Such short meetings can only be 10~15 minutes long, and can be met face to face or in the form of teleconference.

In this short meeting, everyone will give a brief statement about what new progress has been made and what difficulties it has encountered since the last meeting. But don't discuss how to solve the problem for the time being.

In addition, a special meeting was held to invite experienced people to contribute.

In this way, tracking meetings with short meetings can be done once a week, and the frequency of meetings can be adjusted with the project.

留下時間準備出席會議

忙碌的主管有許多會議必須參加，但是卻經常沒有時間想要在出席會議要達到的目的。但是，如果沒有做好準備，只會讓會議拖得冗長而無效率。

設法在你的工作日程表上留下一些時間來做會議準備工作，想好你在會議中要達到什麼目的。如果會議時間長度是1小時，你大概需要用30分鐘來準備。如果這是關鍵的會議，可能需要更多的準備時間。

如果你能夠做好準備，那麼你出席會議時就會很從容自信而不會看來慌亂、臨時抱佛腳模樣。

Reserve time to attend the meeting

Busy executives have plenty of meetings to attend, but they often don't have the time to achieve what they want to attend. However, if it is not prepared, it will only make the meeting drag and lengthy and inefficient.

Try to reserve some time on your schedule to prepare for the meeting and figure out what you want to accomplish in the meeting. If the length of the meeting is 1 hours, you will probably need 30 minutes to prepare. If this is the key meeting, it may take more time to prepare.

If you're prepared, you'll be more comfortable and confident in attending meetings without looking flustered and temporarily cramming.

巧妙運用開會者動機

無論我們如何期待它應該如何進行，會議都不會如機械般的依照我們設定的程序進行，它總是包含著非理性的動態形式。

每個人參加會議的動機與重要度都不同。對於某些人，參加會議的意義是可以取得社交地位，所以即使他不能在會議中做出多少貢獻，他還是會不斷參加會議。無論你的會議議程、開會主題寫得多清楚，每個人都會有自己的想法。

有些與會者會高度重視開會，而有些人總是開會遲到。有些人樂意讓別人主導會議議題，而有些人則是總是搶著發言，或是人家一發言，他就急著回應。

這些非意識性的行為會影響開會的有效力，但是如果你能夠察覺它，就更有機會掌握會議來達到你想要達到的目的。

Skillful use of meeting motivations

No matter how we expect it to proceed, the meeting will not proceed mechanically in accordance with the procedures we set. It always contains an irrational dynamic form.

Each participant's motivation and importance are different. For some people, attending a meeting is meant to achieve social status, so even if he can't make much contribution to the meeting, he will continue to attend the meeting. No matter how well your agenda or theme is written, everyone will have his own ideas.

Some participants will attach great importance to the meeting, while others are always late for meetings. Some people are willing to let others lead the meeting, while others are always rushing to speak, or as soon as someone speaks, he is eager to respond.

These unconscious behaviors can affect the effectiveness of meetings, but if you can detect them, you will have a better chance of mastering the meetings to achieve the goals you want to achieve.