以調解人而非老闆角色，解决員工之間的衝突

你有兩個團隊成員發生衝突了，現在他們想讓你解决它。你最好的辦法是什麼？你的本能可能是通過做出行政决定立即解决這個問題，但如果你作為調解人介入，你的團隊將受益更多。

讓你的同事和你一起進行調解。解釋你希望每個人一起努力找出解決辦法。並設定一個基本原則：他們應該集中精力達成協議，而不是相互說服，認為他們中的一個是正確的。

採取這種調停方法將使你的同事能够自己解决衝突，使他們不再依賴你來解决未來的問題，使他們更有可能在解決方案上貫徹到底。在大多數工作場所的爭論中，從長遠來看，口述解決方案不如向員工展示如何表達他們的關注。

Solving the conflict between employees with the role of mediator rather than the boss

You have two team members in conflict, now they want you to solve it. What's your best way? Your instinct may be to solve this problem immediately by making administrative decisions, but if you intervene as a mediator, your team will benefit more.

Let your colleagues coordinate with you. Explain that you want everyone to work together to find solutions. And set a basic rule: they should concentrate on reaching agreement, rather than convince each other, that one of them is right.

Take this mediation method will make your colleagues can solve the conflict of their own, so that they no longer rely on you to solve the problem in the future, so that they are more likely to persist in solution. In most workplace disputes, in the long run, the oral solution is better to show how employees express their concern.

通過分享資訊向員工展示你信任他們

如果你想讓員工表現得最好，他們必須知道你信任他們。一種表示的方式是公開低與他們分享資訊。

當然，與員工誠實交流並不總是容易的。有些經理主管不願透露資訊，以免過早洩密、事後猜測或意見分歧。但是，即使在困難的情况下，保持透明也能表示信任你的員工。

例如，如果你是一個管理者，在不斷縮減的預算中做出薪酬决定，你可能會不願意解釋你害怕得罪人的理由。但如果你提供一個詳細的描述了預算約束和優點提出的標準將被應用，則可以預先消除對偏見的懷疑，并證明您信任員工敏感資訊。

Show employees you trust them by sharing information

If you want employees to perform best, they must know that you trust them. One way to express it is to share information with them publicly.

Of course, it’s not always easy to communicate with employees. Some managers are reluctant to disclose information in order to avoid premature leaks, hindsight or disagreement. However, even in difficult situations, maintaining transparency is also a way to express trust in your employees.

For example, if you are a manager, make compensation decisions in a shrinking budget, you may not want to explain your reasons for fear of offending people. But if you provide a detailed description of the budget constraints and advantages of proposed standards will be used, you can pre eliminate prejudice against the suspect and that you trust the employees of sensitive information.

如何成為有效的新領導主管？

在你職場生涯中，讓你最興奮而急切要發生的變化，可能是你即將從基層的員工被拔擢升級為經理主管了。在這個職位抬頭切換的時刻，你在想什麼，你說了什麼，以及你如何上台現身，都會對你將要領導的一群人有直接的印象與影響。所以，作為一名新任經理，你要如何表現看起來就像是名領導的正面形象呢？

建立價值導向的目標

一個真實而連貫的表現是發自于內心的。你如何定義自己的角色與價值，會被你的員工感知到。作為一名新領導，花一些時間考慮你希望扮演的角色，設定一個對你有激勵的目標，來作為你未來工作的指南針。例如，你可以說：“我的目標是成為專業的領導，以真誠、體貼的智慧去激勵其他人邁向卓越。”

雖然許多人在職業生涯中，遲早有升級的機會，但是很少人自覺必須做出行為與價值觀的調整。他們必須認知必須分配時間給其他人，必須做計劃，以及提供教練指導，這些是領導主管的工作與責任。更重要的，他們必須看待這樣“以他人為導向的工作”攸關他們自己未來的成功。

提高你的情商和情境察覺力

隨著新的工作將更多仰賴他人來完成，你必須認識其他人被激勵和被影響的模式。在進入會議室或做重要的互動對話前，問自己：

• 他是誰？聽眾是誰？
• 他們對這個主題可能會有什麼樣的觀點？
• 如何做最能夠激勵或影響他們？
• 目前的狀況如何？
• 最佳的結果與回應會是怎樣的？

這些問題提醒我們，領導方式不會是一體通的。有效的領導包含必須真誠、自然，而有清晰方向的指南針，核心價值與具有說服力。另外一方面，它同時必須具有包容力、能夠適應他人，展現出你可以與不同形態的人以各種方式溝通。

要清楚直接，保持尊重

由於你的新角色會增加你和許多不同風格的人之間的互動，有效的領導力包含熟練建立起清楚直接，并保持尊重的溝通方式。領導是動態的，要能夠以真誠而開放的態度傳遞我們的觀點，進行雙向的對話，讓其他人能夠和我們建立起共識，達成有共同目標與最佳的結果。

• 知道自己在想什麼。如果你是善於傾聽，但是拙于表達出自己想法的人，在開重要的會議或是與人互動前，趕快記下幾點你的想法主張。
• 多問、多聽、多認識。相對的，如果你天生就是很有主張，就要多一些耐心，以便可以多聽到別人說了些什麼。以多問顯示你在認真聽，并弄清楚你聽到了是否正確？然後想想你要如何進行下去？
• 分享“為什麼”。作為領導主管，與人以分享“為什麼”來讓人知道你的看法、優先選擇、期待、回饋意見，或是要求，是很關鍵的。相對的，多分享你的信息的更有力量。將它組織的有專業性。

當面臨到改變、壓力或困難時，穩定地領導

我們多數的人在順風的時候，例如生意順利或過很好的一天的時候，我們都能夠做好領導。但是，我們也要問自己：“當我有壓力、疲倦、有工作期限，或有人給我壞消息的時候，我會如何處理？”

認知當你生氣、缺乏耐心、沒有誠意的時候，會給你的團隊以及你所接觸的人帶來不好的衝擊。很簡單，在任何群體中，領導主管都會有力量不顧別人的情緒。主管如何管理自己的情緒會影響到別人的情緒。這就不是個人的事情，這也會影響到你公司的生意。

當你建立起穩定的領導，就可以讓你的團隊成員感覺安心的告訴你一些消息，包含壞消息。所以，你可以協助排除障礙，重新設定優先次序，或是將團隊拉回正軌。

當你建立了穩定的領導的時候，也要確保為自己設定正確的優先次序，在你成為新領導者，要承擔更大的角色是，你也要有策略可以照顧到自己的工作負擔。

成為新領導主管，是你職業生涯者重要的一個過程。想想你上任的時候要如何思考、如何說、以及如何展現自己，如何說你的希望與企圖。

設定好一個價值導向的領導目標，提高你的情商以及情境自覺力，對人坦率與尊重，並且建立起可以讓你穩定領導的策略。你愈是謙虛，愈能夠降低所將要面對的壓力衝擊。

How to become an effective new leader?

Perhaps the most exciting and urgent change in your career is that you are about to be upgraded from a grass-roots employee to a manager. What you think, what you say, and how you appear on the stage at the moment of this job change will have a direct impression and influence on the group of people you will lead. So, as a new manager, how do you look like a leader?

Establishing Value-Oriented Goals

A true and coherent expression comes from the heart. How you define your role and value will be perceived by your employees. As a new leader, take some time to think about the role you want to play and set a goal that motivates you as a compass for your future work. For example, you can say, "My goal is to be a professional leader, inspiring others to excel with sincere and thoughtful wisdom."

Although many people have opportunities for promotion in their careers sooner or later, few of them have to consciously adjust their behavior and values. They must recognize the need to allocate time to others, to plan, and to provide coaching guidance, which is the job and responsibility of the leader. More importantly, they must see that such "other-oriented work" is critical to their own future success.

Improve your EQ and situational awareness

As the new job will depend more on others to do it, you have to understand how others are motivated and influenced. Before entering a conference room or engaging in an important interactive dialogue, ask yourself:

• Who is he? Who is the audience?
• What are their views on this topic?
• How to motivate or influence them best?
• What is the current situation?
• What is the best result and response?

These questions remind us that leadership will not be integrated. Effective leadership includes a compass with clear direction, core values and persuasion that must be sincere and natural. On the other hand, it must also be inclusive and adaptable to others, showing that you can communicate with different forms of people in various ways.

Be clear, direct and respectful

• Know what you are thinking. If you are a good listener, but a poor voice, write down a few ideas before an important meeting or interaction.
• Ask more questions, listen more and know more. In contrast, if you are naturally assertive, be more patient so that you can hear what others are saying. Ask more questions to show that you are listening carefully and make sure you hear correctly. Then think about how you want to proceed?
• Share "Why". As a leader, it's critical to share "why" with others to let people know your views, preferences, expectations, feedback, or requirements. In contrast, sharing more of your information is more powerful. Organize it professionally.

Lead steadily when faced with change, pressure or difficulty

Most of us are able to lead well when things are going well, such as when business is going well or when we have a good day. But we also have to ask ourselves, "What do I do when I'm stressed, tired, have a deadline, or someone gives me bad news?"

Recognize that when you are angry, impatient and insincere, it will have a negative impact on your team and the people you meet. Simply, in any group, a leader has the power to ignore other people's emotions. How managers manage their own emotions can affect others'emotions. This is not a personal matter, it will also affect your company's business.

When you establish a stable leadership, you can reassure your team members to tell you some news, including bad news. So you can help remove obstacles, re-prioritize, or get the team back on track.

When a leader can shape a good environment or culture, including psychological safety and responsible attitude, let the team to achieve the best learning and performance.

To build such a stable leadership, you need to set your own priorities and then manage your work pressure strategically. In this way, you can play a bigger role and shoulder the responsibility of the new leader.

Being a new leader is an important step in your career. Think about how you think and say when you take office. And how to get on stage. Set good value-oriented goals, enhance your EQ and situational awareness, clear and direct and respectful communication, and establish stable leadership. Don't underestimate your influence on others.

Summary: If leadership is good, leadership is the noblest profession. No other profession can provide many ways to help others learn and grow, take responsibility, gain recognition of achievements, and contribute to team success.

在你領導時，別忘了做管理

所謂的領導和管理的差異，經常是容易混淆與爭論不休的。通常，所謂的領導通常是比較有魅力的的工作，領導者作指導方向、發揮影響力、並激勵其他人，而管理者通常被視為僅是執行概念並且將事情辦妥而已。

但是如果領導者只關切在大願景上，而弄不清楚如何讓他人將這些大概念確實推動進行，則會讓自己與組織或團隊之間發生脫節。你應該避免成為只會畫大餅的領導者。

你應該在做決策與制定策略時，考慮到現實世界的資源、成本與時間局限。

用嘴巴要求別人去實現你的概念是比較容易的，但是你也應該自己卷起袖子，並且去瞭解如何才能讓你的點子確實能夠實現。

When you lead, don't forget to management

Differences between leadership and management are often confusing and controversial. Usually, the so-called leadership is usually more attractive work for leader direction, exert influence and inspire others, managers are generally regarded as the only executive concept and will do the job.

But if the leaders only concern in the vision, and did not know how to make these concepts really push others, will occur between yourself and disjointed team or organization. You should avoid becoming a leader will only draw cake.

You should take into account the resources, costs, and time limitations of the real world when you make decisions and make strategies.

It's easier to ask others to fulfill your concept with your mouth, but you should also roll up your sleeves and know how to make your ideas really possible.

在做出决定之前，先看看你所有的選擇

我們每天做成千上萬個决定，有些簡單，有些涉及更多。為了提高你做出“正確”選擇的機會，試著把你所有的選擇我一起看你所有的選擇，而不是一次一個地評估它們。

例如，如果你在决定面試哪個職位，最好把所有申請者的簡歷放在一張桌子上，評估並比較他們，然後决定面試誰，而不是看一個候選人的簡歷，形成一個觀點，然後再評估下一個。像這樣一起查看選項會使你更有可能選擇客觀最好的選項。有了眼前所有的資訊，你就可以更徹底地比較這些選項了。

Before you make a decision, look at all your options

We make thousands of decisions every day, some simple, some more involved. In order to improve your chances of making the right choice, try to see all your options with all your choices, instead of evaluating them one by one.

For example, if you deciding which position to interview, it is best to all applicants resume on the table, to evaluate and compare them, then decided to interview who, instead of watching a candidate's resume, the formation of a point, and then evaluate the next. Like this will make you more viewing options the objective may choose the best option. We have all the information before you can thoroughly compare these options.

現在是時候淘汰那個過時的項目了

你很難放棄你已經投入時間和精力的項目或目標。但是，重要的是把這些情緒放在一邊，評判每一個倡議的優點，並扼殺那些可能阻礙你或你的公司的項目。

簡單地說：如果你現在所做的價值低於你所能做的，那麼改變方向。不要等到每個人都同意放棄這個項目是沒有壞處的。考慮到其他選擇和備選方案，使該倡議其價值。

做一些能帶來100,000元的價值似乎是值得做的事情。但如果讓你太忙碌于舊的項目，努力節省一毛錢，以致于你不能把資源投入在新項目，你就不能獲得新增100,000元的價值。

It's time to phase out of the outdated project

It's hard for you to give up projects or goals that you have invested in your time and energy. But what's important is to put aside these emotions, judge the merits of every initiative and kill those projects that may hinder you or your company.

Simply speaking, if you are doing less than what you can do now, change direction. It's no harm to wait until everyone agrees to give up the project. Considering other options and alternatives, make the initiative worth.

Doing something that can bring $100,000 dollars value seems to be worth doing. But if you are too busy with old projects, and strive to save $10 dollars, so that you can't invest resources in new projects, you will not get the value of $100,000 dollars.

利用盆栽植物和自然光營造更健康的工作場所

在上班工作時，你是否曾經閉上眼睛，想像自己躺在沙灘上，或漫步在森林小徑上，你可能在做什麼呢？

我們知道，暴露在綠地中可以減輕壓力，增進健康。綠色的辦公環境可以使員工的生產力提高。

幸運的是，在你的一天裏有一些簡單的方法來融入大自然：在戶外舉行步行會議。利用戶外空間進行午餐休息。打開百葉窗讓自然光進來。把你最喜歡的自然景色的照片帶到你的隔間，或者在耳機上聽周圍的聲音。

如果你在辦公室裝飾方面有發言權的話，建議掛自然攝影或盆栽盆栽。在一個更自然的工作環境中，這些小小的投資在可以增進快樂、放鬆、甚至與同事之間有更緊密的聯系。

Use potted plants and natural light to create healthier workplaces

Do you ever close your eyes at work, imagine yourself lying on the beach, or walking on the forest path, what are you likely to do?

We know that exposure to green space can reduce stress and improve health. A green office environment can improve the productivity of employees.

Fortunately, in the day you are some simple ways to walk into the nature: hold the meeting outside. For lunch break with outdoor space. Open the shutter to allow natural light to come in. You love the most natural scenery photos to your cubicle, or listen to the sound around the ear machine.

If you have the right to speak in office decoration, we recommend natural photography or potted potted plants. In a more natural working environment, these small investments can enhance happiness, relax, and even have closer ties with colleagues.

在辦公室和員工講笑話會引發壞行為

工作場所里充滿笑聲通常會被視為是好事。好的幽默可以讓人們感覺好，或是讓工作時間過得比較快，它確實對提振士氣有些幫助。員工一起歡笑可以讓人更有創意，更能協作，提高生產力與獲利。因此，層峰領導者和員工一起很自然的說笑話可以支持員工的創造力，激勵員工為公司賺錢，他們也可以更快地獲得職位升等的機會。

領導主管可以為辦公場所的氛圍定調。員工會觀察并解讀老闆的行為或是說了什麼，然後配合著調整他們的行為。這是為何領導主管們必須很注意在辦公室里說笑話是對的，還是錯的？

對於領導主管在辦公室內說笑話，固然有輕鬆辦公室緊張氛圍的作用，但是員工對老闆的行為，不見得是完全認同的：

1. 這是違反辦公室規範的。換句話說，這不符合辦公行事的規則。
2. 這是溫和善良的行為，不具直接的威脅性，但是可能會踩在紅線邊緣，還是要謹慎。
3. 如果非同時發生，例如東說一句、西說一句，則可能一點都不有趣。

由於老闆說笑話的行為與內容，並沒有清楚的辦公室規範，但是每位員工就會有不同的解讀，可能會以為在辦公室裡可以任意說三道四，例如拿公司財務績效當笑話來胡說，或是可以言語輕薄，可以飲酒作樂，乃至於無視老闆威嚴，甚至輕易洩露公司機密。

員工會忽略掉那些行為或語言是“可被接受的”。

老闆在辦公室是否適合說笑話？沒有一個具體的行為規範。但是老闆要認知自己的角色，他的一言一行，會對員工產生影響。他必須認知說話的時機、內容，與對誰說。他要清楚認識他的員工的特質，例如性別、在公司的資深程度、員工們之間的人際關係。

所有的笑話都起於一個認知：“這只是一個笑話”，但是從老闆說出口，就可能會發生難以控制的長遠影響。

Telling jokes at the office and staff can cause bad behavior

Laughter is usually seen as a good thing in a workplace. Good humor can make people feel good, or let work time go faster. It does help to boost morale. Laughing together can make people more creative, more cooperative, improve productivity and profitability. As a result, it is a natural joke with employees that can support employees' creativity, motivate employees to make money for the company, and they can also get opportunities for job promotion faster.

As the office supervisor can set the tone for the atmosphere. Employees will observe and interpret the boss's actions or what they say, then cooperate to adjust their behavior. That's why leaders must pay attention to whether it is right or wrong to tell jokes in the office.

The role of a leader in telling jokes in the office has a relaxed atmosphere in the office, but the employee's behavior to the boss is not fully recognized.

1. This is a violation of the office norm. In other words, it doesn't conform to the rules of office operation.
2. This is a gentle and kind behavior, not a direct threat, but may step on the edge of the red line, or be cautious.
3. If it doesn't happen at the same time, for example, say something in the east or say something in the west, it may not be interesting at all.

Because of the boss's jokes' behavior and content, there is no clear office specification, but each employee will have different interpretations. It may be thought to be arbitrary in the office, for example, with a company's financial performance as a joke, or a light, drinking, or even disregard of the boss. Majestic, and even easily leaked company secrets.

Employees will ignore those behaviors or languages that are "acceptable".

Is the boss fit to tell jokes in the office? There is no specific code of conduct. But if a boss wants to recognize his role, his words and actions will have an impact on employees. He must know the time and content of speaking, and speak to whom. He should have a clear understanding of his employees' characteristics, such as gender, company's senior degree and interpersonal relationship.

All jokes are based on one cognition: "this is just a joke", but speaking from the boss, it will be difficult to control the long-term impact.

四步作決策

領導者和他們的團隊常常為自己應對決策衝擊的能力而感到自豪。但現實情况是，他們常常會對大大小小的問題迅速開火，浪費時間。他們和他們的組織最好採用一種將決策視為意義的結構化的工作流程。

以全球最大的鞋類製造商之一的經驗為例，該公司的領導人參與了一項其他人可以用來改進其決策方式的活動，在這個瞬息萬變的行業，許多方面都出現了巨大的挑戰。。電腦驅動的、自動化的製造可能是工廠的重新訂製成為可能，這就威脅到了重新安排供應鏈的必要。先進的材料和新的施工方法給製造過程帶來了更大的複雜性。產品創新（比如運動鞋上的感測器來檢驗早期損傷）可能會增加額外的複雜性。和所有的組織一樣，製造商業面臨著一系列更多的挑戰：如何遵守客戶的產品規格，提高業績不佳地點的收益，或者翻新公司總部。

所有這些問題都需要作出决定，在某些情况下，需要作出一系列决定，這些决定在數量、緊迫性和複雜性上各不相同。但在公司公司某些作業體系，例如消防系統，決策常常是孤立地進行的，負責人不清楚公司的救災作業應該做到什麼程度，才能滿足製造生產上的安全需要。此外，經理和團隊不確定誰擁有什麼決策權力，卻被不斷地踢他們必須應付變動的局勢，並提出更多的要求。結果，研究小組發現自己處理一切問題，比如從“未來工廠”投資到像設備採購這樣重要的問題，以提高單個生產線的輸送量。

為了確保高品質的決策需要一個有紀律的過程，執行團隊開始進行一次練習，目的是創建一個可重複的過程，為每個決策者確定優先次序並確定正確的方法。它由這四個步驟組成：

1.  編列決策清單

將未來幾個月，編列決策清單，將無論是否為重要而關鍵的事，例如重大的資本投資，或是一般的行銷推廣，或是日常會議，都編列到待辦的決策清單中。

雖然在大企業中，會有定義好的程序來處理這樣的作業，以便面對快速變化的形勢，包含短期的危機處理，或是客戶緊急的要求，都會衝擊到公司既定的行事計劃工作表。

但是，我們通常也會疏忽考慮到公司團隊既有的行為文化，例如，如何處理不同團隊成員對他們權力的主張？團隊成員之間的互動，也必須放入考慮，例如，地區團隊如何和全球總部團隊互動？

但是，一旦將各種必須做出決策的事項編列到決策清單中，他們就會開始將有重複或是類似性質的事項合併起來，以便更好的協作，可以做出更重要的決策。例如，可以將配合客戶需求將作業進行創新，成為一個新策略。

2.  將決策項目分類

有了待辦的決策清單后，我們可以將這些待決策事項進行分類。通常，我們可以區分為四類：規模性、組織性、分析性、和主題性。然後，對每一項進行權重評分。

規模性決策。這包含資本投資或是營運費用，以及預期收益的時間等。所需要的投資規模、或是預期利益愈大，權重分數就愈高。

組織性決策。包含組織中相關利益者的參與，他們之間的連動性，權力程度，以及必須投入的程度。必須投入的愈多，權重分數就愈高。

分析性決策。包含所需分析的資料量，不確定因素、可以替代的方案選擇、可預期的價值差異，根據不同的差異，給不同的權重分數。

主題性決策。這是牽涉到團隊對於所需要做決策的主題的熟悉度，愈不熟悉，權重分數愈高。

3.  區分為三種類型的決策程序

再將這些待決策事項，區分為戰略決策、重大決策，以及可快速決定的，三種。每一種，各別有因應的決策程序。

戰略決策。這些包含權重分數最高的項目，包含必須跨組織性的，所需分析資料複雜的，以及一些通常的一些小決定但是有可能會影響公司長期發展的。例如，公司廠房地點的選擇、自動化生產設備的決定。這些決策，通常會影響好幾個部門的利益與作業與管理方式的改變，產生不同程度的價值，而且要面對很大的不確定因素。

戰略決策通常需要資深主管最多的時間與深入的關注，做出一致的決策。這樣的決策框架，包含了對於問題認識的正確性，作出不同方案供選擇的能力，在組織內外收集足夠資料供分析的能力，對於不同方案的價值判斷與取捨的能力，理性研判而非意氣用事的決策程序，以及做出共同承諾的決心。

重大決策。這些決策是權重分數分佈在中等層次的。這些決策項目需要有可靠的類似案例。而要做決策的事項，加總起來，需要一定額度的投資。這類的決策，包含一定程度的採購或外包，開發新產品，擴大或升級IT設備尚未投資，等等。這種重大決策，不像戰略決策，需要對決策環節的每一步做深入的思考，而仍然必須依據項目性質做特定的評估、

通常重大決策項目具有跨部門的協調，但是比較不需要深入的分析，決策的重點在于如何做到最佳化，獲得利害相關人一致的支持。

可以快速決定的。這些是權重分數較低的項目，比較沒有組織上的複雜和沒有需要深入分析，但是還是有些必須檢查作業規範、查核表之類的。通常，所接到的訂單的規格要求不同於以往的訂單，就是這一類的，你必須檢查相關的作業、材料參數、產能排程安排等細節。這些可以快速決策的項目，通常可以授權給基層主管做決定，讓資深主管可以空出時間來應付戰略決策或其他重大決策。

4.  認知決策時間要求

一旦所需要作決策的項目被分類定義好，就可以合邏輯的一一做好決策。最後，就是要認知每項決策所需要的最後期限。例如，一周內、一個月、三個月、六個月內。同時，要注意到在這個決策過程中，來自于市場、客戶、或是組織內外的動態變化，修正你的決策必須考慮的元素。

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了解了決策的分類與權重分數邏輯，加上每類決策的處理方針，就可以建立起公司內的決策體系，並且形成公司的決策文化。CEO應該隨時檢討這套決策體系的有效性，領導領導主管們予以落實。

通過把工作和重要的事情聯繫起來來激勵你的團隊

所有的管理者都需要激勵員工，但很多人都很難做到這一點。想要提供有效的鼓舞士氣的談話的老闆應該解釋為什麼他們要求人們做的工作是重要的。員工的任務如何與組織的目標相聯系？指出你的團隊對客戶、社區或是其他人產生了真正的影響。

例如，一家製藥公司的首席執行官可能會說：“我知道這裡的每個人都想幫助挽救心臟病患者的生命。這就是我們的工作。”或者你可以把你的員工的責任和他們的個人願望聯系起來。速食店經理可以告訴十幾歲的工人，“我們公司的目標之一是提供好的、穩定的工作，讓你有足夠的錢來幫助你的家庭和存錢唸大學。”

研究表明，把工作與意義聯系起來是一個最重要的一部分，但正確的表達對於激勵你的團隊是至關重要的。

Motivate your team by linking work with important things

All managers need to motivate employees, but it’s hard by many to do that. Bosses who want to provide effective morale-boosting conversation should explain why it is important for them to ask people to do what they are doing. How do employees tasks relate to the goals of the organizations? Point out that your team has a real impact on customers, communities, or others.

For example, the CEO of a a pharmaceutical company might say: “I know everyone here wants to help save the life of patients with heart disease. This is our job.”or you can connect your staff responsibilities and their personal wishes. Fast-food restaurant manager can tell teenagers one of the workers, “one of our company’s is to provide a good, stable job, let you have enough money to help your family and save college.”

Research shows that linking work with meaning is one of the most important parts, but the right expression is critical to motivating your team.