拒絕接受上級給予的不現實目標

當你被上司要求一個令人震驚的目標，你會感到無助。但是，你不要輕易接受。

相對地，你應該分享給你的上司你的顧慮，并在可能的情形下，提出你的主張。

例如，你可以說：“我看到我的團隊能夠達到的目標是8000萬元。這比去年已經增長了25%。我們往年的績效成長平均在20%。這是在追求業績與客戶滿意度上，很好的平衡成績。若是目標太高，我們將有可能會失去客戶滿意度。是否有可能降低今年的業績目標？”

這樣的爭取，或許不能成功，但是你的屬下會感激你為他們做出的努力。

Refuse to accept unrealistic goals given by superiors

When you are asked by your boss for a shocking goal, you will feel helpless. But don't take it easy.

In contrast, you should share your concerns with your boss, and, if possible, put forward your ideas.

For example, you can say, "I see that my team can achieve 80 million dollars. That's 25% more than last year. Our performance growth averaged 20% in previous years. This is a good balance in the pursuit of performance and customer satisfaction. If the target is too high, we may lose customer satisfaction. Is it possible to reduce the performance target this year?"

You may not succeed in this struggle, but your subordinates will appreciate the effort you have made for them.

開會時這樣做，讓會議更有效率！

原文位址：http://www.knowledger.info/2017/03/22/3-strategic-tips-for-running-the-most-productive-meeting/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+knowledger%2Fexst+%28%E7%9F%A5%E8%AD%98%E5%AE%B6%29

在開會時，如果希望能使獲得的成效以及反饋最大化，那我應該要怎麼做呢？有網友在知識分享網站Quora上面提出了這個問題。而其中，Foursquare的CEO，Jeff Glueck的答案被認為是十分獨到的見解。如果你也想知道Jeff的答案，來看看他怎麼說吧！

Jeff認為，所有大小會議的關鍵都在於，記得某個特定的目標，並且在這個主題上進行會議，不要偏離主軸。為了能順利地達到這個目標，以下有三個簡單的步驟：

1. 事先發送資料

2. 不要閱讀簡報

3. 勇敢提問

給你的團隊集體和個人的獎勵

身為領導主管，表揚激勵你的團隊表現是你的工作。只要能夠得到獎勵，原來會自私的個人也會因為他感受到是團隊中的一員，而變成為是願意充分合作者。

所以，你應該如何做獎勵呢？你可以表揚超越團隊所制定目標的行為。你可以依據整個團隊的表現，提供你的團隊紅利、肯定、讚揚、休假，等等。

然而，你要注意避免有搭便車者。對個人的獎勵，必須是他對整個團隊的成功有重要的貢獻者。你也要挖掘出那些默默地比別人付出更多，掩護同事的無名英雄。他們是團隊不可或缺的成員。

將對個人和集體的獎勵結合起來，可以提高團隊的士氣，讓他們確實達到團隊的目標，確保了團隊的成功。

Give your team, collective and individual rewards

As a leader, praise team performance motivates is your job. If you can get the reward, will the original selfish person will feel because he is a member of the team, and is willing to become a full partner.

So, how do you do rewards? You can praise the behavior beyond the goals set by the team. You can provide your team bonus, affirmation, praise, vacation, and so on according to the performance of the whole team.

However, you should pay attention to avoid the rider. The personal rewards, must be an important contributor to the success of the team. You have to dig out those who silently pay more than others, cover colleagues unknown hero. They are an integral part of the team members.
Combining individual and collective rewards can improve team morale, make them achieve team goals, and ensure team success.

要成為策略型領導者，要能夠保持一致性，又能夠有彈性

能夠執行核心事業的最佳領導者是能夠堅定推動既定的事業方向，有能夠對市場變動彈性因應者。要成為策略型領導者，你必須在這兩者間，做好平衡。

首先是有維持一致性的能力，努力工作，準時完成。設定好給你自己和你的團隊成員的工作目標，并戮力達成。

你同時必須有彈性領導的能力。要能夠有智慧，有好奇心，願意學習新知識，做好溝通，以及協作。

但是，就如過度維持一致性，會帶來嚴酷，彈性領導也可能會讓團隊失去專注。所以，你必須注意如何平衡它們。

你可以同時設定工作的高標準，但是也保持適度的開放，了解過去的作法是否能夠滿足你和公司的長期發展。

To be a strategic leader, you need to be consistent and resilient

The best leaders who can perform its core business is to firmly company’s established direction, and can change due to the elastic market. To become a strategic leader, you must make a balance between the two.

The first is to maintain the consistency of the ability to work hard to finish on time. Set for yourself and your team work goals, and strive to reach.

You must also have the ability to lead flexibility. Be able to be intelligent, curious, willing to learn new knowledge, communicate well, and collaborate.

But, like over consistency, it can be harsh, and flexible leadership can also cause the team to lose focus. So you have to focus on how to balance them.

You can also set high standards of work at the same time, but also maintain a moderate openness, understand whether the past can meet the long-term development of you and the company.

依據狀況調整領導風格

不同的工作狀態需要不同的領導風格。一般主管通常用權威或是聲望兩者風格之一來領導。

當你用權威風格來領導時，你會以堅定態度以及職位上的權威來領導。這種領導風格最適合用在帶領團隊成員遵循同一個方向發展。例如：有了清楚的策略來準備發表新產品，用職位權威風格是比較有效讓團隊一致合作達成目標。

相對的，聲望領導風格意味用智慧和專業來塑造自己成為一個典範，用你的影響力來改變團隊。這樣的聲望領導風格特別適合用在強化對你報告的屬下。例如，當行銷團隊被要求提出一個有創意的廣告企劃，以聲望來領導可以釋放一些對團隊成員的限制，并激勵他們發揮創意。

成熟的領導主管能夠分辨在何種狀況下，應該運用哪一種領導模式，並且發展出能夠讓團隊成員發揮出最佳績效。

Adjust leadership style according to the situation

Different working conditions require different styles of leadership. Manager usually leads by the style of authority or prestige.

When you use the authoritative style of leadership, you will be led by the attitude and position of authority. This style of leadership is best suited to lead the team members to follow the same direction. For example: new product development, a clear strategy to prepare. With the position of authority is effective to make the team style consistent cooperation target.

Relatively, Prestige leadership style means with wisdom and expertise to shape yourself as a model, using your influence to change the team. This prestigious leadership style is particularly suited for use in your report on strengthening work. For example, when the marketing team was asked to come up with a creative advertising, with prestige leadership, to release of some autonomy to team members, and motivate them to be creative.

The mature leader can identify which type of leadership model should be used and develop the best performance that can be achieved by team members.