停止查核你的員工

要讓員工自主管理，有的時候實在困難。但是，整天盯住員工也會扼殺管理者與員工雙方的激勵與創意。因此，不要整日查核你的員工，而只要問他們是否完成了工作，或是只要做定期的監督他們的工作進程即可。

你可以改變個方式來做管理，例如，詢問他們：“你需要什麼支持投完成工作？”“你遇到了什麼困難了嗎？”，或是，“我可以如何幫助你？”

這樣的作法，可以讓員工比較沒有壓力。這樣也會讓你自己處於比較好的位置來提供你的團隊適切的支持。而且，這樣做可以讓你獲得項目發展上真實的資訊，做最正確判斷與調整。

Stop checking your employees

It is sometimes difficult for employees to manage independently. But looking at employees all day will stifle the incentives and creativity of both managers and employees. So don't check your employees all day long, just ask them if they have finished the work or simply supervise their work process regularly.

You can change the way to manage, for example, ask them: "what support do you need to complete the work?" "Have you been in trouble?" Or, "how can I help you?"

Such a practice can make employees less stressed. This will also give you a better position to provide your team with appropriate support. Moreover, doing so will enable you to get real information about project development and make the most accurate judgement and adjustment.

向辦公室中的競爭對手學習

和辦公室中的同事抓對競爭，看起來很無聊，浪費時間。你為什麼要那麼在乎他在做什麼？他為什麼那麼關注你有什麼成就？

但是這樣的辦公室緊張氛圍可以回答兩個重要的問題：

1. 我的缺點是什麼？同儕競爭通常是源自于嫉妒：你的對手有某些你欠缺，但是由很不情願的羨慕中的記錄或是技能。如果你發現自己非常在乎你的對手有這樣令你羞怒的狀態，你應該檢討如何強化自己的核心競爭力。
2. 我的格局是否夠遠大？整天盯梢著對手可能會妨礙自己成長的可能性。如果他在發佈一項新產品，或是在啟動一項創意或活動，你是否也能夠做出有更大衝擊的項目呢？

Learn from the competitors in the Office

It's boring and wasting time to compete with colleagues in the office. Why do you care about what he is doing? Why does he pay attention to what you have done?

But such office tension can answer two important questions:

1. What is my shortcoming? Peer competition is usually derived from jealousy: your opponent has something you lack, but a record of reluctance or skill. If you find yourself very concerned about your opponent's state of shame, you should review how to strengthen your core competitiveness.
2. Is my pattern big enough? Looking at your opponent all day may interfere with your chances of growing up. If he is releasing a new product or launching an idea or activity, can you also make a bigger impact project?

三招讓你的會議不會走岔

許多會議開起來容易走岔，例如會有人發言不著邊際，未按會議主題發言，或是有人長篇大論，拖延會議時間。

如何能夠讓一場會議保持專注，而不會讓你成為工頭般的老是要控制會議，也不會傷害到發言者的創意？

1. 擬妥會議通知。事前就妥善擬好會議議程/議題的通知單，最好同時列出會議中不預備討論的內容。
2. 安排關鍵的會議發言人。如果一場會議有太多人，而沒有預先指定安排發言者，會議很容易失控。如果你事前就知道某人習慣滔滔不絕，在開會前就先請他在會議中的評論要控制在1分鐘內，以便讓其他與會者能夠聽取到更多的其他人的意見。
3. 讓會議具有執行力。會議結束前，要決定後續的行動，以及各項目的負責人，以及何時可以完成工作。會議結束后，發出會議記錄，以便每個人都能夠清楚知道，並且實際負責起來。

Three ways to keep your meeting from interrupting

Many meetings are prone to divergences, for example, some people may not speak according to the subject matter of the meeting, or some people may make lengthy remarks and delay the meeting time. 

How can you keep a meeting focused so that you don't become a foreman who always controls the meeting and doesn't hurt the creativity of the speaker? 

1. Prepare notice of the meeting. Prepare the notice of the meeting agenda / issue in advance, preferably listing the content that is not intended for discussion during the meeting. 
2. Scheduling of key conference speakers. If there are too many people in a meeting without having scheduled speakers in advance, it is easy for the meeting to get out of control. If you know in advance that someone is used to talking, ask him or her to limit his comments to one minute before the meeting so that other participants can hear more from others. 
3. Give the Conference executive power. At the end of the meeting, decisions are made on follow-up actions, the heads of projects, and when the work can be completed. After the meeting is over, minutes of the meeting are issued so that everyone can clearly know and actually take care of it.

開會時，掌握對話中的三個重要內容

所有的領導者要能夠做重要的資訊溝通。無論你是採用1對1的對話，或是用小組會議，或是在在演講廳對群眾演講，以下有三個重要內容你必須好好掌握： 

1. 選擇正確的參與人員以及安排好對話形式。你必須設定哪些人是你的關鍵資訊必須傳遞的物件。如果你的資訊特是別敏感，用1對1的形式。如果你的資深經理人都必須知道這個資訊，用小組會議的形式。你必須確保對話進行時，你能夠和所有對話的物件進行眼神的接觸（eye contact）, 以及你最好能夠將正確的資訊作簡報投影。
2. 提供可信而完整的內容。列出你希望在回憶中得到的結果。你必須誠懇的告訴與會者你希望達到什麼目標，並提供完整的資訊。如此，你能夠贏得他們的信任。
3. 要回應。你必須盡可能的回應他人的提問。你最好帶著感情說話。你可以忠實於你自己的價值觀，但是要讓大家明白這個對話不是只是為了你自己，而是關乎著大家。

Three key elements in an important meeting

All leaders need to know how to communicate important information with effective communication. Whether you are one to one, or a group discussion, or the form of a general assembly, you have to know three key elements that must be mastered when delivering important information:

1. Arrange the correct form of communication with the participants. You have to choose the right way of meeting. If it's very sensitive, use one to one communication mode. If the senior executives in the company must know, use group meetings. Make sure that you can do eye contact at meetings, and use projectors to display key information when necessary.
2. Thoughtful. List the items that you want to achieve in the meeting. You need to think deeply and share it with the participants so as to win their trust.
3. Response and participation. You should respond with the enthusiasm of the participants. You can sincerely stick to your values, but let everyone know that this meeting is not just for your personal purpose.

組織規劃應該遵循的指導方向

如果組織、決策、人才、作業程序等都能夠遵循共同的方向來安排，就可以使整體運作保持一致，作業更有效率。

以下是組織規劃上應該優先遵循的幾個方向：

1. 遵循你的品牌承諾與市場需求。如果你能夠一直提供客戶所需要的，他就會對你的品牌產生忠誠度。你必須確保你對他的承諾，正是市場所需要的。
2. 遵循投資者的興趣與執行團隊所定的目標。公司執行團隊與投資者相互之間必須達成一致的意見，在董事會作出合意的政策。否則的話，你會浪費太多的時間在處理爭議，而非專注在發展事業。
3. 決定目標客戶需求，提供正確產品/服務組合。同時，公司必須決定好要去服務什麽樣的客戶。若是企圖討好四面八方的客戶，最後會得罪所有的客戶。弄清楚你應該服務什麽客戶，并作出適當的產品/服務組合。

The guiding directions to be followed in organizational Planning

If the organization, decision-making, talent, operating procedures and so on can follow the same direction to arrange, you can make the overall operation consistent, more efficient. 

Here are a few priorities for organizational planning: 

1. Follow your brand commitments and market needs. If you can always provide what the customer needs, he will be loyal to your brand. You must make sure that your commitment to him is exactly what the market needs. 
2. Follow the interests of investors and the goals set by the implementation team. The company's executive team and investors must agree on an agreed policy on the board. Otherwise, you will waste too much time dealing with disputes rather than focusing on development. 
3. Determine the needs of the target customers and provide the correct product / service mix. At the same time, the company must decide what kind of customer to serve. If you try to please customers from all sides, you will eventually offend all customers. Figure out what customers you should serve and make the right mix of products / services.

你能以自給自足來存活嗎？

面對經濟的不景氣，許多企業開始恢復尋求自給自足的方式來保持存活。你的企業能夠做到自給自足嗎？

許多企業開始將原來外包的作業，轉而用自己的人力來承擔這些作業，例如安排出差買機票、訂酒店，或是會計賬務作業等。你的企業能夠有這些原來外包的作業能力嗎？能夠做得更好嗎？

相對地，你更應該考慮如何能夠面對你的客戶，提供更佳的商品或服務方式，也就是說，你必須發展更有效率的整合作業能力，無論是採用外包資源，或是自給自足的作業方式。

其中一種思考，就是你的部分客戶也是希望得到更有效率的服務，或是更低成本的商品或服務。無論你採用外包資源或是自給自足的作業，若是不能滿足客戶的需求，你就會做白工，甚至喪失了你的核心競爭力。

Can you survive by self-sufficiency?

In the face of the economic downturn, many enterprises are beginning to regain their search for self-sufficiency to survive. Can your business be self-sufficient?

Many companies start to outsource their jobs and transfer them to their own manpower, such as arranging a business trip to buy a ticket, booking a hotel, or accounting for an account. Can your business have these original outsourced operational capabilities? Can you do better?

In contrast, you should consider how to be able to face your customers and provide better goods or services, that is, you have to develop more efficient integration skills, either using outsourced resources or self - sufficient ways of working.

One way of thinking is that some of your customers want more efficient services or lower cost goods or services. Whether you use outsourcing or self-sufficient work, if you can not meet the needs of customers, you will do white work, or even lose your core competitiveness.

發佈壞消息前，先測水溫

通常在發佈壞消息時，我們都會假設應該同時通知所有可能將受到影響的人。但是，具有爭議性以及會引起激烈情緒反應的消息實在很難在公開的場合宣佈出去。 並且，我們最好能夠先掌握住人們在獲得這樣的壞消息時可能會產生的反應形式。

如果能夠先做1對1的小規模互動，我們就能夠預先了解人們可能的反應行為。 這種測試水溫的做法，能夠讓我們提早獲得回饋，知道一旦壞消息發佈，應該對公眾做些什麽樣的說明與答復。最重要的是，可以讓人們對於公司的舉措行動產生信心。

但是，你不要拖太久。因為，壞消息會很快走漏出去。

Measure the temperature of the water before releasing bad news

Usually, when bad news comes out, we assume that we should notify everyone who might be affected at the same time. However, controversial and emotionally charged news can be difficult to announce in public. And we'd better be able to figure out how people might react to bad news like this first.

 If we can interact on a small scale on a one-to-one basis, we can anticipate how people might react. This water temperature test allows us to get early feedback on what to say and answer to the public once bad news comes out. Above all, it gives confidence in the company's actions. 

But don't wait too long. Because the bad news will get out soon.

消除負面能量

任何組織、團隊，都存在著好的與壞的能量。作為老闆，你應該提升正面的能量還是消除負面的能量？兩者你都需要做。但是，研究顯示，負面的資訊、經驗，對團隊成員的衝擊，遠高於正面的能量。你最好盡力去除所有組織中存在的負面因素。

這代表，你必須拿掉會給組織成員感到挫折的障礙，或是保護你的團隊不會受到破壞性行為的影響。疑惑、懶惰、抱怨等情緒會很容易產生感染力，降低人們的積極性。你有責任讓大家恢復到陽光面。

Eliminate negative energy

Every organization and team has good and bad energy. As a boss, should you raise positive energy or eliminate negative energy? Both of you need to do it. However, research shows that negative information and experience impact on team members far more than positive energy. You'd better try to eliminate all the negative factors in all organizations.

This means that you have to remove obstacles that will frustrate the members of the organization or protect your team from destructive behavior. Doubts, laziness, complaining and other emotions can easily cause infection and reduce people's enthusiasm. You have a responsibility to bring you back to the sun.

老闆，你是如何看待我的？

作為主管，你每天都會分配工作給屬下，或是評估員工的工作，你會開口和他說話。

請注意，無論你如何心平靜氣的和他說話，他心裡真正在想的，絕對不是你說話的內容，而是：【老闆，你是如何看待我的？我在你心中究竟是什麼地位？】

這是人性！

因此，你一定不要只顧著你所陳述的內容，而要很謹慎關注他的態度。除了那些本身就有強烈追求工作成就感的人，其他多數人，他願意為你工作的動機，是要改善他在你心目中的地位，而不是實際工作的結果。

只有你抓住他的態度，你們的溝通才會有效率。你會以他內心的態度調整你交付給他工作所要求的表現方式與結果，他也會因此如你的期待完成工作。

這個溝通的原則，適用於你在與任何人的溝通，不限於工作上的對話。

記住，下次你和朋友或是老闆、同事、客戶溝通，在開口前，先想到他會想著：【你為什麼要告訴我？你是如何看待我的？我在你心中究竟是什麼地位？】

儘管是親密的夫妻之間，同樣不能忽略。很多不愉快的情緒，都是因為忽略了這個基本的人性。

Boss, how do you think of me?

As a supervisor, you assign work to your subordinates every day, or assess employees' work, and you will speak to him.

Please note that, no matter how quiet you are speaking to him, what he really thinks is not what you say, but: [boss, how do you think of me? What is my position in your heart?

This is human nature!

Therefore, you must not only take care of what you have stated, but pay careful attention to his attitude. In addition to those who have a strong sense of achievement in their own work, the rest of the others, the motivation that he is willing to work for you, is to improve his position in your mind, not the result of the actual work.

Only if you grasp his attitude, your communication will be efficient. You will adjust the way and result that you deliver to his work in the way of his heart, so he will finish your work as you expect.

This principle of communication applies to your communication with anyone, not to the workplace dialogue.

Remember, next time you communicate with friends or bosses, colleagues or clients, think before you speak, he will think, "why do you want to tell me? How do you think of me? What is my position in your heart?

Though it is a close couple, it can not be ignored. Many unpleasant emotions are due to the neglect of this basic human nature.