以溝通交流度過難關

當一家公司處於危機中，無論是面對將要破產，或是遇到了具有強大破壞力的競爭對手，它都有必要快速反應。但是，稍微停下腳步，和哪些每天在日常工作上推動組織走向新方向的人好好談談，也是很重要的。

以下是如何透過對話來協助團隊度過難關的作法：

1. 直接說出問題。以誠實而坦率的態度，和員工分享壞消息，或是直接指出面對的苦難內容。
2. 讓大家對話討論。在面對壓力的局面下，每個人都會有更大的關切。這個時候，你可以讓大家有更多的互動，鼓勵他們辯論。將平日單向溝通的作法，如公告通知拿掉，而改以能夠讓大家反復討論的媒體或是論壇來取代。
3. 讓每個人都發言。將組織中各個層級的人都涵蓋進來。這樣可以增進員工的參與程度，并共同作出度過難關的成果。

Pass through the difficulties with communication and communication

When a company is in a crisis, it is necessary to react quickly whether it is going to go bankrupt or encounter a powerful competitor. But it's also important to have a slight stop and talk with people who are pushing the organization towards new directions every day in daily work.

Here's how to help the team overcome difficulties through dialogue.

1. Tell the question directly. Be honest and frank, share bad news with employees, or directly point out the hardships that are facing.
2. Let everyone talk and discuss. In the face of pressure, everyone will have greater concern. At this time, you can let people have more interaction and encourage them to debate. Take the way of weekday one-way communication, such as announcements, and replace it with the media or forum that you can talk about again and again.
3. Let everyone speak. People at all levels of the organization are covered. This can enhance employee participation and make joint efforts to overcome difficulties.

如何在危機中領導你的團隊？

在危機來臨時，領導者的言行尤其關乎大局。

在面對危機時，你若是採取威嚇員工要加倍努力工作，通常會事與願違。相反的，你應該鼓勵團隊精誠團結，決心奮鬥度過難關，邁向成功。

當局勢確實緊張時，可以考慮下列的策略作為：

1. 錨定關鍵人物，拔擢人才。將組織中的關鍵人物找出來，請他們一起思考在困難時局，應該改變一些什麼做法，可以讓企業成功渡過困難。告訴他們你看到的挑戰，請問他們在這轉型時期，他們可以扮演什麼角色、可以做些什麼？讓他們在關鍵時期，能夠發揮影響力，共同領導。
2. 建立坦誠分享的氛圍。請員工不要在背後指指點點的批評，有意見就坦誠的以清楚而直接的說出來。不要讓懷疑與擔心的情緒在團隊中蔓延開來。
3. 關注未來的發展。讓大家知道，你希望聽到有什麼好意見可以將工作做得更好，包含複雜的作業程序到創新的構想。讓他們明白你很願意以開放的態度來交流。

How to lead your team in crisis?

When crisis comes, leaders' words and deeds are especially relevant to the overall situation.

In times of crisis, if you threaten employees to work harder, you will usually backfire. On the contrary, you should encourage the team to be united and resolve to fight hard and succeed.

When the situation is really tense, the following strategies can be considered:

1. Anchoring key figures, promoting talents. Find out the key people in the organization, ask them to think together in difficult times, what should be changed, so that enterprises can successfully overcome difficulties. Tell them about the challenges you see, and what roles can they play and what can they do in this transitional period? Let them exert influence and lead together in a critical period.
2. Establish an atmosphere of frank sharing. Employees are asked not to point out criticism behind their backs, but to speak out frankly and clearly if they have any comments. Don't let doubts and worries spread through the team.
3. Focus on future development. Let's know what you want to hear about how you can do a better job, from complex operating procedures to innovative ideas. Let them know that you are willing to communicate in an open manner.

激勵你的董事

有些人當上了公司的董事會成員，有的時候會懷疑他們是否能夠發揮作用。下次開董事會，你可以用以下作法來激勵你的董事花更多的時間與精力來協助你的公司成長：

1. 向他們主動請求咨詢。在開董事會時，提出公司的關鍵問題來請教董事們，應該如何面對公司艱難的挑戰，請他們提出深思熟慮的意見。
2. 分享舞台。盡量縮短公司簡報時間。確保每位董事都能夠有暢所欲言的時間。
3. 建立一對一的對話。發現每位董事的個別興趣，讓他們能夠以個別的獨特能力來幫助公司，例如，給予某位高層主管個別輔導，或是邀請某位董事參與公司的關鍵閉門會議。

Motivate your director

Some people become board members of the company and sometimes wonder if they can play a role. Next time you start a board meeting, you can encourage your directors to spend more time and energy on helping your company grow:

1. Ask for their advice. When opening the board of directors, they put forward the key questions of the company to consult the directors, how to face the difficult challenges of the company, and ask them to put forward some thoughtful opinions.
2. Share the stage. Try to shorten the company's briefing time as much as possible. Ensure that every director has the time to speak freely.
3. Set up one to one dialogue. The individual interests of each director are found to enable them to help the company with individual unique abilities, for example, to give a senior supervisor individual tutoring, or to invite a director to participate in a key closed door meeting of the company.

艱困時期，重建團隊能力

在艱困時期，你或是你的公司很難用已經稀缺的資源來克服組織面臨的障礙。然而，即使在裁員或是組織重整后，重建團隊能力仍然是有幫助的。

你可以這麼做：

1. 承認時局艱困。認清資源的稀缺現實。但是，不要淪于只是哀歎。相反的，找出自己的關鍵能力，重新擬定可行的發展方案。
2. 不要脫節。最佳的解決方案在於能夠解決實際的問題，不要搞一些與現實脫節的項目。要求你的團隊成員關注在當下的實際問題上，並且引導他們在實際問題的解決上能夠確實學習到有價值的內容。
3. 針對你的團隊來規劃改善方案。不要找一些不實際的方法來重建你的團隊能力，而要針對你的公司與團隊的文化來做適當的團隊能力改進方案。

Reconstructing team ability in a hard time

In times of hardship, it is difficult for you or your company to use scarce resources to overcome the obstacles faced by the organization. However, even after layoffs or reorganization, reconstruction team capability is still helpful.

You can do this:

1. Admit that the current situation is hard. Recognize the scarce reality of resources. But don't be just lamenting. Instead, identify their key capabilities and reformulate viable development options.
2. Do not be out of line. The best solution is to solve practical problems, not to engage in projects that are out of touch with reality. Ask your team members to focus on the practical problems at the moment and guide them to learn valuable content in solving practical problems.
3. Plan the improvement for your team. Do not find unrealistic ways to rebuild your team capabilities, but do your team and your team's culture to do the appropriate team capability improvement plan.

讓你的組織也能夠注意到外部的變化

當我們談到專注時，多數的企業將執行團隊導引到發現與解決企業內部的問題，但是忽略了企業外部的環境變化。不能針對外部機會與威脅的內部改革，多半是不切實際，也浪費時間與資源。

企業組織應該如何確實了解外部的變化？

1. 傾聽在第一線面對客戶的員工。第一線員工是你的耳朵。你應該重視他們，讓他們說出從客戶那裡聽來的意見。並且，如果可能，訓練他們如何可以聽到正確的資訊。
2. 走出去。讓你的中高階主管也能夠去面對客戶，做銷售工作或是客戶服務等工作。讓他們感受到實際的市場狀況，并因此能夠擬出對策與教案，讓他們訓練店員與客戶服務人員。
3. 無論好或壞，分享資訊。有些單位主管會帶領他的部屬迴避有困難的客戶或是市場，並且隱瞞事實真相。但是，如此做的話，就會妨礙了公司解決問題的能力，也失去了能夠抓住未來成長的機會。如果確實面臨困難，應該分享事實給大家，并提出深思熟慮過的行動計劃。

Let your organization pay attention to external changes

When we talk about concentration, most enterprises guide the execution team to discover and solve internal problems, but ignore the external environment changes. Internal reforms that are not aimed at external opportunities and threats are mostly unrealistic and wasteful of time and resources.

How do business organizations really understand external changes?

1. Listen to employees who face customers on the front line. The frontline staff are your ears. You should value them and tell them what they hear from their customers. And, if possible, train them how to hear the correct information.
2. Walk out. Let your middle and senior executives also be able to face customers, do sales work or customer service. Let them feel the actual market situation, and therefore be able to formulate countermeasures and lesson plans, so that they can train shop assistants and customer service personnel.
3. Whether good or bad, share information. Some directors will lead their subordinates to avoid difficult customers or markets and hide the truth. But doing so will hamper the company's ability to solve problems and lose the opportunity to seize future growth. If we are faced with difficulties, we should share the facts with you and propose a thoughtful plan of action.

比別人資深、努力，升遷的卻不是我？提升自己成為領導者的４個思考

原文閱讀：http://www.knowledger.info/2016/07/22/4-leadership-thinking-way/

一、解決問題代替點出問題
二、讓團隊躍進而非只顧個人前進
三、積極展現自己、貢獻想法
四、用決策者的觀點思考、做事