不用回避辦公室政治

許多主管痛恨辦公室政治。但是要將所有辦公室政治回避掉，會耗費你很大的精力，使得你的生產力降低。

如果你曾經跟隨過一名缺乏影響力或是缺乏信用的老闆，你就能夠明白其間的風險了。

身為領導主管，你有責任在辦公室裡建立起具有生產力的工作環境，你能夠對你的屬下員工發揮影響力。但是，你也可以避免用政治權術來獲得你的影響力。

你只需要將你的努力貫注在對整個公司的利益上，而非營營於你的私人利益。你也可以建立起與同事之間能夠產生相互利益的事情，而非誰占誰的便宜。

無論別人如何做，你可以堅持住自己的價值觀。

No need to avoid office politics

Many executives hated office politics. But to avoid all office politics will cost you a lot of energy and reduce your productivity.

If you've ever followed a lack of influence or a lack of credit, you can understand the risk.

As a leader, you have a responsibility to build a productive work environment in the office, and you can exert influence on your subordinates. However, you can also avoid using politics to get your influence.

You only need to concentrate your efforts on the interests of the company, but not busy with your private interests. You can also create a mutual benefit between your colleagues, not who is cheap.

No matter what others do, you can hold on to your own values.

改進你預測危機的能力

多數的領導者，即使是具豐富經驗者，也很難偵測到事業周圍一些不明顯的威脅信號。但是，要企業經營成功，你就有必要查明發生在組織內部或是組織外部的微弱信號。

要增進這樣的關鍵能力，去和你的客戶、供應商以及其他夥伴談談，了解他們正面臨什麼樣的挑戰。

你也可以做市場調研，或是召開腦力激蕩討論會，設法去了解競爭對手的觀點，猜測他們對於新產品，或是新商業活動可能的反應，他們是否會做出破壞性的行動？

觀察那些正在快速發展的對手，他們有哪些行動正在困擾著你？列出你最近損失的客戶，並且找出原因。

你也必須觀察發生在其他產業的一些新趨勢，從中去察覺新機會或是存在潛在的危機。

Improve your ability to predict the crisis

Most leaders, even if they have rich experience, can find it difficult to detect some of the unknown threat signals around the business. However, to succeed in business, it is necessary to find out the weak signals that occur within the organization or outside the organization.

To enhance such key capabilities, talk to your customers, suppliers, and other partners to understand what they are facing.

You can also do market research or brainstorming seminars, try to understand competitors' opinions, and guess whether they will make destructive actions on new products or new business activities.

Looking at the fast - growing opponents, what are their actions that are bothering you? List the customers you've lost recently and find out why.

You must also observe some new trends in other industries, from to the awareness of emerging opportunities or potential crisis.

鼓勵對潛在的風險做公開討論

對於一些可以預防的風險，例如員工的錯誤行動或是既定的作業程序，你可以控制與預防。你可以設定規則以及標準測試工具來作加強防範。

但是，規則通常無法防範策略性或是外部來的風險。你沒有多少力量來應付這種危機的出現。

要應對這樣的危機，你可以鼓勵管理幹部來做公開的討論，讓領導管理者能夠預見潛在的風險，並討論如何做出防範與應變計劃。

Encourage open discussion of potential risks

You can control and prevent some preventable risks, such as an employee's erroneous action or an established operating procedure. You can set rules and standard test tools to take precautions.

However, rules are often unable to guard against strategic or external risks. You don't have much power to cope with the crisis.

To cope with such a crisis, you can encourage management cadres to make public discussions, so that leaders and managers can foresee potential risks and discuss how to make precautions and contingency plans.

將生存成為你組織的核心能力

生存，就是能夠在你的領域中繼續停留下去。然而，很少有公司將生存能力成為組織的核心能力。以下有三招可以增強你公司的生存能力：

1. 評估你組織內負責生存的責任。公司內的部門主管當然負有讓公司生存的責任，但是，這個責任最終必須落實到公司內的每個人身上。企業領導者應該經常宣導並評估組織內每個單位或個人是否確實重視並做好生存的工作。
2. 將生存如同你企業的產品或服務一般的看待。將企業的生存觀念與做法，成為你組織內經常掛在嘴邊的詞彙。要求你的員工經常思考市場環境、生態、客戶回饋等。
3. 建立可以與你長期合作的外部夥伴。找到並建立起可以與你的企業可以休戚與共，利害相關的外部夥伴，建立起長期合作關係，讓你們可以達成Win-Win共贏。

Make survival as your organization's core competency

Survival is able to stay in your field. However few companies have become core competencies of organizations with survival capabilities. Here are three ways to enhance your company's viability: 

1. Assess responsibility for survival within your organization. Executives within companies are certainly responsible for letting companies survive, but ultimately this responsibility must be implemented within everyone within the company. Company leaders should often advocate and evaluate whether each unit or individual within the organization really attaches importance to and does well living work. 
2. Treat survival as generally viewed as your enterprise's product or service. Make enterprise survival concepts and practices become frequently referred to in your organization vocabulary. Ask your employees to think about market environments, ecology, customer feedback. 
3. Establish external partners that can cooperate with you for a long period of time. Find and build external partners that can share relationships with your enterprise and build long-term partnerships that allow you to achieve win-win-win opportunities.

該何時披露壞消息？

當你私密地獲得了一項壞消息，你應該披露給你的團隊成員，還是應當隱瞞起來，保護他們？

何時才應該披露一項壞消息？請參考以下作法：

1. 了解自己的心理傾向。當牽涉到隱私，每個人都有自己偏好的處理方式。有些人習慣保持沉默，而有些人則會大喇喇的公開出來。了解自己的偏好行為，然後選擇一個平衡點。
2. 問問自己的動機。無論你是急於公開消息，或是小心翼翼地避開相關的談話，你可以先問問自己的動機。若是披露消息，你會感到有罪惡感嗎？還是你擔心有人聽到了會憤怒？
3. 最好還是讓它透明。如果可能，最好還是讓消息透明公開。只要你不會違反公司政策，如果這個消息有可能會衝擊到你的團隊成員，最好以一個妥善的方式讓他們知道。

When should the bad news be disclosed?

When you get a bad news in private, should you disclose it to your team, or should you hide it and protect them?

When should a bad news be disclosed? Please refer to the following methods:

1. Understand your psychological tendencies. When it comes to privacy, everyone has a way of dealing with its own preferences. Some people are used to keeping silent, while some will be open to the public. Understand your preference behavior and choose a balance point.
2. Ask your motives. Whether you are eager to open the message, or carefully avoid the conversation, you can ask your motives. If the disclosure of information, you feel guilty? Or do you worry that someone is going to be angry?
3. Better let it be transparent. If possible, it is better to let the news be transparent. As long as you don't break the company's policy, if this news may hit your team members, it's better to let them know in a good way.

事不過三

在經營管理上，我有個【事不過三】的法則。

一件事，如果發生過三次，或是有三個人反映同一件事，就肯定情況有變化了，一個新的趨勢正在發生中，你必須重視與立即處理。

如果有人第一次讓我感覺不太愉快，我注意到了。如果再發生一次，那就代表第一次發生的事情不是個意外，而是個徵兆，一個潛在的狀況正在發生，我必須趕緊想好我的對策。第三次，我必須採取行動了！

這個法則，也可以應用在發現潛在價值上。

Three strikes and you are out

In business management, I have a rule. 

One thing, if it happens three times, or if three people reflect the same thing, the situation must change, a new trend is taking place and you have to pay attention to it and deal with it immediately. 

If someone makes me feel bad for the first time, I notice. If it happens again, it means that what happened the first time is not an accident, but a sign that a potential situation is happening, and I have to think about my strategy. Third time, I must take action! 

This rule can also be applied to the discovery of potential value.

準備面對非故意的意外

在事業上，經常會發生不是故意要造成的意外結果。一些負責任的領導主管經常會依據他預想的情境而添加了一些新的政策，但是也會因此產生一些新的問題。

你無法預測未來，但是你可以用以下的作法來控制負面狀況：

1. 做應變計劃。召集你的團隊成員來預想可能會發生什麼樣的意外，并做好防範計劃。保持警惕，讓大家都體認總會有意外可能會發生。
2. 做應變演練。做個有針對性的應變演練，看看大家會如何反應，哪裡會出漏洞，然後用你發現的問題來修正你的應變計劃。你無法預測到所有可能發生的意外形式，但是你能夠建立起大家應變的態度與基本的應變系統。

Ready to face unintentional accidents

In business, there are often unexpected results that are not intended to be caused. Some responsible leaders often add some new policies to the scenarios he preconceived, but there are some new problems.

You can't predict the future, but you can use the following methods to control the negative situation:

1. Make contingency plan. Call your team members to anticipate what kind of accidents may happen and do a good plan. Be vigilant and allow everyone to recognize that there will always be an accident.
2. Do strain rehearsal. Do a targeted strain drill to see how everyone will react, where the loopholes will come out, and then fix your contingency plans with the problems you find. You can't predict all possible unexpected forms, but you can build up your attitude and the basic strain system.

如何寫公司道歉信？

當公司做錯了，避免做假情假意，不真誠的道歉。相反的，你應該給出清楚、有策略的資訊，解釋究竟發生了什麼錯誤，以及公司預備如何處置。

請參考以下的作法：

1. 保持簡單。直接說重點，不要閃爍。不要加入任何讓人會感到企圖要閃躲責任或是想要取悅投資者的文字。如果你這樣做，只會讓客戶失望，並且讓事情搞得更複雜。
2. 說你該負責的，也對你說的話負責。如果你真的對公司所發生的錯誤覺得抱歉，就應該真誠的說出來。然後，讓人們看到你實際改進的行動。
3. 重申公司的核心價值。讓人們知道你的公司所堅持的價值觀，并且讓人們知道你預備如何將公司領導回到正途，獲得新的成功。

How to write a company's apology letter?

When the company is wrong, do not avoid false, sincere apology. Instead, you should give clear, strategic information, explain what's wrong, and how the company is ready to deal with it.

Please refer to the following methods:

1. Keep it simple. Say the point directly, don't flicker. Don't let anyone join the attempt to dodge responsibility or feel is to please investors text. If you do this, it will only disappoint the customers and make things more complicated.
2. Say you should be responsible, and you are responsible for what you say. If you are really sorry about the mistakes that have happened to the company, you should say it honestly. Then, let people see what you actually improve.
3. Reaffirm the core value of the company. Let people know your company adhere to the values, and let people know how to prepare your company leadership back to right, get a new success.

在危機中領導

在經濟困難時，你很容易感到無能為力。你會感到難以推動工作，或是無力來領導團隊往前發展。

與其猶豫在不確定中，不如就讓自己待在危機中，而以下列的作法來因應：

1. 支持團隊發展。分配自己的部分時間來協助正在掙扎中的團隊成員解決問題，或是教導那些具有高潛力的員工。當團隊成員得到一些成功后，你自己也會得到激勵，他們也一樣會感受到在組織內的價值。
2. 贏得一些小成就。即使你面臨巨大的不確定的危機，如果你能夠一步步解決問題，你仍然會在工作中感到喜悅，並且讓你維持好的工作能量。先不要去想要克服巨大的艱難挑戰，讓自己去一步步解決一些小問題，讓自己與團隊都能夠保持前進力量。

Lead in the crisis

It is easy for you to feel powerless in economic difficulties. You will find it difficult to push your work or to lead the team forward.

Rather than hesitate in uncertainty, let yourself stay in the crisis, and take the following way:

1. Support team development. Allocate part of your time to assist struggling team members to solve problems or to teach those with high potential. When the team members get some success, you will also be motivated, and they will feel the same value in the organization as well.
2. Win some small achievements. Even if you are faced with a huge uncertainty crisis, if you can solve problems step by step, you will still feel happy at work and keep you working well. Do not want to overcome the huge difficult challenges, let yourself go step by step to solve some of the small problems, so that you and the team can maintain the strength of progress

如何說服別人有危機感？

經濟不景氣來時，人們傾向於擔心他們會損失些什麼，而非他們會獲得什麼。但是，若是沒有危機感，就不會有創新與成長。

要說服他人有危機感，請用他們關切的事情來說服。讓他們知道他們造成的錯誤有多麼嚴重，而回頭思考你所提示給他們的正向思考與創意。讓他們知道，如果不改進的話，會如何落後，而非在市場能夠保持領先。讓人們產生危機感。讓大家知道，如果今天不用力爬山，遲早也還是要爬山的。

How to persuade others to have a sense of crisis?

When the economy is sluggish, people tend to worry about what they will lose, not what they will get. However, without a sense of crisis, there will be no innovation and growth.

To persuade others to have a sense of crisis, please persuade them with their concerns. Let them know how serious the mistakes they have made, and turn back to think about the positive thoughts and ideas you have prompted them. Let them know how, if not, how to lag behind and not be able to keep the lead in the market. Make people feel a sense of crisis. Let everyone know that if we do not climb the mountain today, we will still have to climb the mountain sooner or later.

在危機中發揮最大效能

當危機發生時，經常會出現有人作出偉大的功勛行動：有人會站出來奮戰，提高生產料理，而團隊內的政治紛爭與平時作業上的繁文縟節都可以被去除了。不幸的，這樣爆發出來的能量也經常隨著危機的過去而跟著消失了。

以後，當你的組織出現緊急狀況時，建議你這樣做：

1. 做事後檢討。要求每一位參與到危機處理中的人說出當時發生了什麼事，大家是如何反應的？這和過去平時的處理方式有何不同？為什麼這樣做？協助大家找出新的作法。
2. 關注在新創舉的發動能量。要求哪些在危機事件中有新創舉的員工，繼續發揮他們在危機中的強處，繼續如此做，持續進行100天或稍短的時間。這樣做，可以讓你觀察出新的作法是否能夠有持續力並且能夠整合到公司的日常作業程序中。

Maximize the effectiveness of the crisis

When crises occur, there are often great meritorious actions: people step up to improve production, and political strife and red tape in teams can be removed. Unfortunately, such bursts of energy often disappear with the passing of crises.

In the future, when your organization is in an emergency, it is recommended that you:

1. Conduct an post facto review. What is the response of everyone who is involved in the crisis to say what happened at the time? What is the difference between this and the usual way of dealing with it in the past? Why do you do this? Help you find new practices.
2. Focus on generating energy in new initiatives. Ask employees who have new initiatives in crisis events to continue to play their strengths in the crisis and continue to do so for 100 days or less. By doing so, you can see if new practices are sustainable and integrated into the company's daily operating procedures.

如何向團隊發佈壞消息？

要向團隊發佈壞消息，不是一件容易的事。無論你是要告訴大家公司沒有達成業績指標，或是今年發不出年終獎金。以下有幾招，可以讓你在發佈壞消息時，將負面衝擊降到最低，並可以轉換為正面的生產力：

1. 儘快發佈。壞消息通常不會因為你不發佈而不為人知，員工通常能夠從公司的活動中察覺蛛絲馬跡，並且會因為不知詳情而胡拆亂想，並且誇大，快速傳播。因此，當一件事已經具有產生重大衝擊時，儘快發佈，並予以說明。
2. 告知事實內容。不要試圖舒緩公司可能受到的衝擊程度，以一個較宏觀的視野讓大家知道事情的真相，以及潛在的影響。請你的團隊給予支持協助。
3. 預備接受質問。任何受到影響的員工，都會想要知道更多的消息。你應該準備好接受最尖銳的質問。你的誠懇與負責的態度，將受到員工的尊敬。

How do you publish bad news to the team?

It's not easy to publish bad news to the team. Whether you want to tell you that the company doesn't have a performance indicator or this year, you can't get a year-end bonus. Here are several ways to minimize negative impact when you publish bad news and convert it to positive productivity:

1. Release as soon as possible. The bad news is usually not known because you do not release, employees can usually detect traces from the company's activities, and because I do not know the details and remove Hu Luanxiang, and exaggerated, fast propagation. Therefore, when a matter has had a major impact, it is released as soon as possible and is explained.
2. Tell the facts. Don't try to slow down the extent of the impact that the company may be likely to be, and let you know the truth of the matter and the potential impact of a broader perspective. Ask your team to support assistance.
3. Prepare to accept the question. Any affected employee will want to know more information. You should be ready to accept the sharpest question. Your sincere and responsible attitude will be respected by the staff.

與其要避免發生風險，不如做好準備

如今無論大小企業，都開始有風險意識。並且在許多企業中陸續都成立風險管理部門或是小組，他們負責評估風險可能發生的原因，加以分類，並建立起防範風險發生的各種系統與機制。但是，事實是你永遠無法實際預測並有效阻止災難風險的發生。 

與其花精力去阻擋風險的發生，不如強化你的組織體質，做好對難以想像的事件發生的抵抗力。檢視各種你可能會遇到的風險，將你的組織作業機制以及人員的反應能力，針對性的修正好，這樣可以在風險真正發生時節省你有價值的時間、金錢以及資源。

It is better to be prepared than to avoid risk

Today, no matter the size and size of the enterprise, it begins to have a sense of risk. And in many enterprises, risk management departments or groups have been established. They are responsible for assessing the possible causes of risks, classifying them, and establishing various systems and mechanisms to prevent risks. However, the fact is that you can never actually predict and effectively prevent disaster risk.

Instead of taking the energy to stop the risk, it is better to strengthen your organization and do a good job of resistance to unimaginable events. Look at all kinds of risks that you may encounter, make your organizational operation mechanism and personnel's response capabilities targeted, so that you can save valuable time, money and resources when risks really happen.

如何應付意外事件？

要能夠預測未來，是不可能的。然而，我們卻必須隨時應付突發的事件。

下次，當不預期的意外事件來到你門口時，請這樣處理：

1. 立即面對它。如果你被迫必須立即作出決定，那麼，就先擱下你手上的活兒，來面對這個意外事件。但是，在你採取行動之前，先作思慮、評估。
2. 評估可以有的選項。不要浪費時間去等情況可以得到變化、改善。你必須依據現況，你手上可以得到的相關信息，以及你手邊可以動用的資源，找到最佳的處置結果。
3. 往前推動。依據你的新評估結果，做出決策，並且全力以赴。即使這個決策不是最理想的，先依據現實的條件，先接受。

How to deal with accidents?

It is impossible to be able to predict the future. However, we have to deal with unexpected events at any time.

Next time, when unexpected accidents come to your door, please deal with it.

1. Face it immediately. If you are forced to make a decision immediately, then put the work on your hand first and face the accident. But before you take action, think about it and evaluate it.
2. Evaluate the options available. Don't waste time waiting for the situation to be changed and improved. You have to find the best results on the basis of the current situation, the information you can get on your hand, and the resources you can use on the hand.
3. Push forward. Make decisions based on the results of your new assessment and go all out. Even if the decision is not the best, first accept it according to the actual conditions.

如何應對危機？

無論是遇到了水災或是停電，讓你公司陷入無法運作服務的突發狀況都是可能導致災難性危害的。然而，如何應對危機，卻會產生是實際的危機，或是只是暫時的困難，有很大不同的結果。

下一次，當危機發生時，請用下列方式來對應：

1. 搞清楚實際狀況。許多企業領導者在危機發生時，沒有查明清楚實際發生了什麼事，沒有做出危害評估，就匆忙採取行動。下一次，請你先查明事實，弄清楚是什麼原因導致危機發生。
2. 快速反應。不要等所有的資料與分析都出來了再行動。只要你確信已經大致已經掌握的狀況，就必須快速採取行動。你不能遲疑。遲疑採取行動只會讓人們焦慮。你必須堅決，迅速應對。
3. 靈活應對。然而，你不能只依靠單一的應對策略。危機狀況可能不斷在發展改變，會有新的消息報告一直進來。你必須準備好靈活應變。

How to deal with the crisis?

Whether it's a flood or a power outage, it's possible to get your company into an emergency that can't work. However, how to deal with the crisis can produce a real crisis, or just a temporary difficulty, with very different results.

Next time, when the crisis occurs, please correspond to the following ways:

1. Make clear the actual situation. Many business leaders, in the event of a crisis, did not find out what was actually happening, and did not make a hazard assessment, and took action in a hurry. Next time, please find out the facts and find out what causes the crisis.
2. Quick reaction. Do not wait for all the information and analysis to come out again. You must take action quickly as long as you are convinced that you have generally mastered the situation. You can't hesitate. Hesitation to take action will only make people anxious. You must be resolute and quick to deal with.
3. Flexible coping. However, you can't rely solely on a single coping strategy. The situation of the crisis may be constantly changing, and there will be new news reports coming in. You have to be ready to be flexible.

建立應變的能力

在當今的世界里，隨時會出現金融危機，幣值變動，恐怖威脅，種種不預期的事件。建立應付這些危機威脅的的能力，成為領導者必備的關鍵技能。

以下的作法，讓你能夠在不預期的危機發生時，改進反應速度，減少衝擊：

1. 準備應變計劃。你也許不會總是有機會來演練B計劃，但是你應該有其他的選擇方案來讓你不會陷入盲目狀態。即使沒有一份寫下來的應變計劃，也要在心智上預想一些可以快速實施的彈性作法，并將這些想法分享給你的高級主管，并聽取他們的意見。
2. 快速溝通。你應該將相關的資訊在公司內快速而有效的分享，并迅速的收集大家的回饋意見。
3. 堅持企業價值。企業價值能夠讓人們知道在危機發生時，不待指示，就知道該如何做。企業價值也能夠讓團隊在意外發生時能夠團結一起，并讓公司能夠在危機過後快速恢復。

Build resilience

In today's world, there are always financial crises, currency changes, terrorist threats, and unexpected events. Building the capacity to deal with the threats of these crises is a key skill required for leaders.

The following practices enable you to improve your response speed and reduce shocks when unexpected crises occur:

1. Prepare contingency plans. You may not always have a chance to practice Plan B, but you should have other options to keep you from going blind. Even if you don't have a written contingency plan, mentally envision some quick flexibility and share these ideas with your senior management and listen to them. 
2. Quick communication. You should share relevant information quickly and effectively within the company and quickly collect feedback from all of you. 
3. Adhere to the enterprise value. Corporate value allows people to know what to do in times of crisis without waiting for instructions.Corporate value also enables teams to unite in the event of an accident and allows the company to recover quickly after a crisis.

正確的裁員

錯誤的裁員會讓企業多年都承受負面的影響。情緒不滿的受資遣的前員工會成為在市場上持續批評公司的一股力量，而留下來的員工則可能會在景氣復甦時很快離開公司。

如果你的公司確實必須裁員，那麼請參考以下的作法：

1. 讓自願離職者早些離開。有些人會比較願意領取動人的提早退休待遇，或是補償配套。讓這些自願離退者早些離職，你可以讓其他人有較高的士氣，并減少反對氛圍。
2. 充分溝通。確保所有員工都明白公司為何要裁員資遣，是如何做出這樣的決策的，以及公司提出的資遣待遇辦法是如何的。
3. 推薦安排新工作。公司領導者對於受到資遣的員工，應該盡可能用他在產業的個人關係，推薦安排新的工作機會。如果可能，列出產業內的可能工作機會，或是推薦安排到集團內的其他企業去。

Correct Layoffs

The wrong layoffs will make businesses suffer negative effects for many years. An emotionally dissatisfied former member of the Union has become a constant criticism of the company on the market, while the employees left are likely to leave the company soon after the recovery.

If your company really needs to lay off staff, please refer to the following way:

1. Let voluntary departures leave early. Some people will be more willing to receive attractive early retirement or compensation. If these voluntary retirees leave early, you can make others more morale and reduce the opposition atmosphere.
2. Fully communicate. Ensure that all employees understand why the company needs to lay off employees and how to make such decisions, and how the company proposes the way of sending benefits.
3. Recommend a new job. A company leader should use his personal relationship in the industry as far as he or she is concerned, and recommend new opportunities. If possible, list possible job opportunities in the industry, or recommend arrangements for other businesses within the group.

企業轉機的秘密：得到員工的支持

任何經歷過將企業轉危機為契機的領導主管都知道獲得員工的支持有多重要。他們也知道在企業處在艱困時期，要確保得到員工的支持，是非常費勁與困難的。

以下的作法，能夠讓你在艱難時期，得到員工的支持：

1. 表現憐憫。企業要轉機，表示你的公司正處於困難時期。你可以讓你的員工說出他們的委屈，說出他們認為究竟哪裡犯錯了，以及讓他們緬懷過去光榮的時光。在這些員工的抱怨中，可能會揭露出一些他們真的覺得很重要的資訊。
2. 收集與分享資訊。去與客戶以及產業內的其他人面談，了解你的策略是否正確可行，將這些資訊分享給你的員工。如果員工認為這些證據確實能夠幫助公司成功轉型，他們多半會予以支持。
3. 讓溝通管道公開暢通。當你決定實施改進策略，要讓員工一直能夠提供意見，並且不斷地讓他們知道最新進度的狀況。

Secret of enterprise transfer: get employee support

Anyone who has experienced a turning point in the enterprise will know how important it is to get employee support. They also know that in the enterprise in the difficult period of time, to ensure the support of staff, is very laborious and difficult.

The following practices will enable you to get support from employees in difficult times.

1. Show mercy. Enterprises need to turn around, which means your company is in a difficult time. You can let your employees tell you their grievances, tell them what they have done wrong, and let them remember the glorious times in the past. In these employees' complaints, they may reveal some important information they really feel.
2. Collection and sharing of information. Interview with customers and other people in the industry to know if your strategy is correct and feasible, share the information with your employees. If employees think these evidences can really help companies succeed in transformation, they will mostly support them.
3. Let the communication pipeline open.When you decide to implement strategies for improvement, employees are always able to provide advice and keep them informed of the latest progress.

事前防範勝於事後檢討

總是會有失敗的項目，而多數的專家會告訴你要避免未來的失敗，最好檢討一下之前發生過什麼錯誤。

與其做事後的檢討，不如做事前的防範。你可以在實際啟動項目前，考慮到任何可能發生的錯誤。

當你宣佈要啟動新項目后，立即召集你的團隊成員。告訴他們，假設項目已經失敗了，然後要他們寫下來任何可能導致失敗的原因。然後，根據他們的回饋，修改你的原始計劃。

這樣的練習，能夠讓你避免脫節，並且讓團隊在執行項目是，有機會發現可能發生錯誤的信號。

Prevention is better than post-review

There will always be failed projects, and most experts will tell you that to avoid future failures, it's best to review what went wrong before. 

It is better to take precautions before doing things than to make a review afterwards. You can consider any possible errors before actually starting the project. 

When you announce the start of a new project, bring together your team immediately. Tell them to assume that the project has failed and ask them to write down any possible cause of failure. Then, based on their feedback, modify your original plan. 

This practice allows you to avoid disjointing and gives the team the opportunity to detect signs of error in the execution of the project.

如何應付惡霸主管？

有些主管是兢兢業業在推動業績，但是也會有惡霸主管以利用他人的恐懼以恐嚇的方式來獲得他們想要的結果。組織是斷然無法姑息與接受後者，這些惡霸主管會嚴重妨礙生產力與嚴重侵害了他人的情緒。

以下，告訴你如何應付惡霸：

1. 直接面對。召開一系列的臨時會議，請具有嫌疑的惡霸者與受害者一起出席，以便快速收集證據。不要事先做計劃，就是當場對雙方詰問，這樣才能確保你能獲得最真實的故事。
2. 分析與評估。根據當事人提供的資訊，配合從其他管道所得到的資訊，綜合評估事實，了解所造成的衝擊程度與範圍。將這些分析評估都以書面記錄，而不要光是道聼塗説，並且防範以訛傳訛。
3. 謹慎處置。由於惡霸是運用他人的恐懼來威脅，因此若是將他們的行為公開曝光，將是很危險的。與其公開揭發他的行為並且予以遣散，不如先剝奪他的權利，再低調安排他調職或讓他離職。

How to deal with the bully supervisor?

Some executives are conscientious in promoting performance, but there are also bullies in charge of using others' fears to intimidate them to get the results they want. Organizations are absolutely unable to tolerate and accept the latter. They will seriously hamper productivity and seriously hurt others' emotions.

Here's how to deal with bullies: 

1. Face directly. A series of ad hoc meetings were held in which suspected bullies were invited to join the victims in order to gather evidence quickly. Don't plan in advance, just ask both parties on the spot, so you can make sure that you can get the true story. 
2. Analysis and assessment. On the basis of the information provided by the parties and in conjunction with the information obtained from other channels, the facts are comprehensively assessed to understand the extent and scope of the impact caused. These analyses and assessments are recorded in writing, not just in the Tao, and in case of misinformation. 
3. Careful handling. Since bullies use the fears of others to threaten them, it would be dangerous to expose their actions to the public. Instead of publicly exposing his actions and dismissing them, it's better to deprive him of his rights first, and then arrange low-key appointments or let him leave.