好的領導總是問問題

對於領導來說，尤其是那些新到任者，很難在沒有掌握狀況下，就採取行動。

領導必須不斷的問，挖掘出新的創意，并找出解決問題的方法。你必須不斷問一些會讓然感覺不適的問題，然後決定是否要做出改變或是要放棄的策略。

好的領導總是能夠退一步來看看大願景。他們會經常和不同的人接觸，以便能夠發現新的機會與新的想法，從中做出更好的決策。

Good leaders always ask questions

It is difficult for leaders, especially new arrival, to act without knowledge.

Leaders must constantly ask, dig out new ideas, and find ways to solve the problem. You have to keep asking questions that will make you feel uncomfortable and decide whether to make a change or to give up.

Good leaders can always take a step back to see the great vision. They often come into contact with different people so that they can find new opportunities and ideas and make better decisions.

避免重複錯誤的習性

工作場合中，總是有人一再的習慣犯錯。沒有人會抱怨，是因為老闆也頂多就是咕噥幾聲，不關痛癢，或是，辦公室里也有其他人有樣學樣，已經成為風氣了，大家都已經習以為常。不過，這樣的壞風氣，肯定要影響團隊士氣與生產力。

要改善這樣重複犯錯的習性，可以嘗試一些不同的作法。改變規則。

例如，你要糾正總是有人習慣開會遲到，在下次她又遲到時，你可以暫停正在進行的會議，然後讚揚說她做的都是對的，每個人就都被抓住了。這樣，可能以後就不會有人敢開會遲到了。

採用不同的作法，你可以鼓勵習慣犯錯誤的人作出好的行為。

Avoid duplication of error habits

There are always people who make mistakes when they are working. Nobody complains because bosses say nothing about them at best, not at least, or there are others who have learned something like that, and have become accustomed to being accustomed to things. However, such a bad atmosphere, will affect the team morale and productivity.

To improve the habit of repeating mistakes, try some different practices. Change the rules.

For example, if you want to correct, people are always used to being late for meetings. If you are late again next time, you can suspend the ongoing meeting, then praise that she did the right thing, everyone was caught. So maybe no one will be late for the meeting later.

With different practices, you can encourage people who are accustomed to commoting mistakes to make good behavior.

開遠程網絡會議，重視人際關係

現代的團隊工作，有愈來愈多遠端的同事，開遠程網絡會議，成為一個重要的工作能力。由於大家不在同一個實體的會議室中，如何保持大家開會的熱情？

關鍵在於重視人際關係。

例如，在等待會議召集人加入其他人上網進入會議聊天室時，你可以與已經上網連線的其他人閒話家常，例如，問候他的家人，讓彼此知道相互的近況。

一旦進入正式會議，先一一介紹每個人的姓名，並說出對他在會議中的期待。如此，可以讓每個人感到被認知與重視，會負責地準備他的發言，而不會感到被忽略冷落。

如果技術可行，最好進行視頻會議，讓彼此能夠看到對方的眼神與表情。

當有人做了比較冗長的發言后，最好摘要複述他的發言要旨，或是點名詢問他人是否明白了他的發言重點，如此，不僅可以提醒他人關注，他下次發言，也會注意控制發言內容。

這樣重視人際關係的遠程網絡會議，可以增進大家的親密，保持開會的熱情，讓會議進行得有效率。

Open teleconference and attach importance to interpersonal relationships

Modern team work, the more and more remote colleagues, teleconferencing become an important work ability. Since we are not in the same meeting room, how can we keep enthusiasm for meeting?

The key is value relationship.

For example, when waiting for a conference convener to join others in the conference room, you can chat with other people who are already online, such as greeting his family and let them know each other's current situation.

Once you get into a formal meeting, first introduce everyone’s name and say what you expect from him at the meeting. In this way, everyone can feel recognized and valued and will be responsible for preparing his speech without being ignored.

If the technology is feasible, it is best to meet video conferences so that each other can see each other's eyes and expressions.

When someone has made a lengthy speech, it is better to retell the keynote of his speech, or to ask someone if he understands the keynote of his speech, so that he can not only remind others of his concern, but also he will pay attention to control the content of his speech next time.

Such remote network meeting, which attaches great importance to interpersonal relationships, can enhance the intimacy of the people, keep the enthusiasm of the meeting, and make the meeting efficient.

管理團隊中的反對批評者

多數的團隊會有至少一名“反對者”，這樣的人總是會在團隊中扮演魔鬼代言人的角色，對於團隊的主張，提出批評意見。

這樣的反對批評者，通常是聰明而且自負，但是他們的言論與行為經常會損害團隊士氣。

但是，存在反對批評，也是建立有效團隊，建立高生產力的的關鍵元素。

所以，領導主管應該如何建立可以歡迎反對者的文化，而又能夠不會認為反對意見是個人的攻擊行為？

首先，要認知這些反對批評者並非全然是惡意的，他們通常是很用心提出對團隊有好處的有益意見。

你應該鼓勵團隊成員分享這些批評意見，并納入合理化團隊運作的考慮。仔細聽，認真思考，並且評估這些意見。請團隊中每個人都來對這些批評提出看法，平衡不同的意見。

最後，你要看待有這樣的不同觀點，是團隊健康的現象。

Management the ac tics of the team

Most teams will have at least one "opponent", who always plays the role of devil spokesman in the team, and criticizes the team's opinion.

Such opposition to critics is usually smart and conceited, but their speech and behavior often damage the team morale.

However, the existence oMf anti criticism is also the key element of establishing effective teams and building high productivity.

So, how should the leader of the leader build a culture that welcomes the opponents, and can I think that the opposition is a personal attack?

First of all, it is not entirely maliciously aware of these opposing critics. They are usually very attentive to put forward beneficial opinions on the team.

You should encourage team members to share these criticisms and take into consideration the rationalization of the team's operation. Listen carefully, think carefully, and evaluate these opinions. Ask everyone in the team to view these criticisms and balance the different opinions.

Finally, you have to see a different view of the team's health.

管理團隊中的暗地攻擊者

暗地攻擊的行為會造成團隊的挫折、壓力，以及焦慮，最後明顯的會降低公司的生產力。

這是為何領導主管必須鼓勵開放性的爭論討論，否則有些事就會轉為地下化的暗湧。

鼓勵你的團隊成員對你想要解決的問題做公開的辯論。你可以強調公開辯論的好處，并設定一些遊戲規則。你可以說：“我關切我們不能在會議中有效的討論所有的意見。”，或是，“我希望大家在會議中提出任何有價值的主張，而非在會後才來說。”

不要擔心在會議中發生的直接衝突。例如，你可以說：“有幾個人在會後來和我說他們有其他意見，但是，為何不是在會議中就直接提出來討論呢？”

平靜而直接的點出這樣的暗地攻擊的行為。直接的溝通對話，會讓團隊大家都會覺得比較安心。私下的攻訐，會遺留更多的不安。

Manage a dark attacker in the team

The behavior of a dark attack can cause frustration, stress, and anxiety in the team, and in the end it can obviously reduce the productivity of the company.

This is why leaders must encourage open debate or discussion, some things will turn into underground.

Encourage your team members to do an open debate to the issues you want to solve. You can emphasize the benefits of open debate, and set some rules of the game. You can say: "I am concerned about in the meeting we cannot effectively discuss all opinions." or, "I want a present of any value stand at the meeting, rather than after meeting."

Don't worry about the direct conflict that happens in the meeting. For example, you can say, "A few people will tell me later that they have other opinions, but why not directly discuss them in the conference?"

Calm and direct point out this secret attack behavior. Direct communication and dialogue, will make the team everyone will feel more at ease. Private attack will leave more and more uneasy.

適時激勵員工

激勵員工是領導主管的最重要責任之一。

要做好激勵，你要在對的時間，用對的激勵手法。請記住以下的原則：

1. 給予回饋。要強化員工對工作的承諾，你要在項目開始的時候，就給予正面的激勵，而在項目進度落後或是走偏方向時，要給予必要的提醒。
2. 目標設定。你的目標設定進度要合理，並且告訴員工已經達成的多少進度，而還有多少尚未完成。多給予正面肯定，避免他們產生挫折。
3. 實質的激勵。在項目進行過程中，用肯定或表揚的方式增進員工的滿意度，以便他們可以堅持下去，完成任務。當項目確實如實達成目標，立刻用獎金等實質的獎勵，感謝他們的貢獻。

Motivating employees at the right time

Motivating employees is one of the most important responsibilities of a leader.

To make a good incentive, you should use the right incentives at the right time. Remember the following principles:

1. Give feedback. We should strengthen employee's commitment to work. You should give positive encouragement at the beginning of the project, and give the necessary reminder when the project is lagging behind or in the opposite direction.
2. Goal setting. Set your goal reasonably, and tell the staff how much progress has been made, and how much has not yet been completed. Give positive affirmation and avoid setbacks.
3. Substantial incentives. In the process of project, we should enhance employee's satisfaction by affirming or praising, so that they can stick to it and accomplish their tasks. When the project really achieves the goal, we will immediately use the bonus and other substantial rewards to thank them for their contributions.

如何回應員工的加薪要求？

你的直屬員工來向你提出加薪的要求，而管理好員工的工資水平和他的期望，他的工作績效，是你能夠成功領導團隊的重要元素。你應該如何回應他的加薪要求？

無論你是否直覺的認為他的要求合不合理，你的第一個反應，應該表現出你的好奇心。你可以這樣問：“告訴我更多，”這樣的回應，不會讓他感覺到你有意拒絕，而他會說出更多可以讓你評估的更多的資訊，他為何認為自己應該獲得加薪？

你要保持中立，而說：“謝謝你讓我知道這些。我會深入考慮。我會在2周內給你回覆。”

然後，你要考慮這名員工對你、對團隊、對公司的重要性，再和你的上司與HR人事部門討論，決定這名員工應該值得的公平工資。

How do you respond to employees' salary increases?

Your immediate employees ask you for a raise in salary, and managing the salary level and expectations of your employees is the important element that you can successfully lead the team. How do you respond to his salary raise requirements?

Whether or not you intuitively that his request is reasonable, your first reaction, should show your curiosity. You can ask: "Tell me more," such a response, not let him feel that you deliberately to refuse, and he would say more information can help more on your evaluation, why he think he should get a raise?

You have to be neutral and say, "Thank you for letting me know. I'll think deeply. I'll give you a reply in 2 weeks."

Then, you should consider the importance of this employee to you, team and company, and discuss with your boss and HR personnel department to decide the fair wage that the employee should be worth.