想想你的過去經歷，來激勵你的員工

要員工做出最大的付出，並不是那麼容易的。如果你在努力激勵團隊中的人，那就看看你的過去吧。

想想你自己的經歷，以及當你處於公司下層的時候是什麼激勵你的。誰是你心目中最好的老闆？哪個人做了什麼讓你想表現得最好？思考一下是什麼讓你老闆的激勵策略對你如此有效？。他們做了什麼來贏得你的信任和欽佩？

現在想想如何把這些經驗運用到你自己的團隊中？哪些作法會對他們起作用？大膽地審視自己的行為，並對員工對你的反應表示好奇。你可以考慮把你最喜歡的老闆的作法，運用到激勵你的員工。

Think about your past experiences to motivate your employees

It's not that easy to get employees to pay the most. If you're trying to motivate people in the team, look at your past.

Think about your own experience. When you are in the company low position, what motivates you? Who is the best boss in your mind? What made you want to perform the best? Think about what was your boss’s effective incentive strategy for you? What he did to win your trust and admiration?

Now think about how to use these experiences to your own team? What would work for them? Boldly examine their own behavior, and employees react to your curiosity. You can consider to use your most love boss’s way to motivate your employees.

接到老闆給的負面績效評估，多想想再回覆

沒有人喜歡接到老闆的負面績效評估，尤其是你認為這樣的負面評估是錯誤的。但是，在你向老闆表示抗議不同意前，最好先閉嘴。

相反的，你可以這樣說：“這項評估令人吃驚。我想仔細考慮一下，在成為正式記錄前，我想再談一談。我可以在一兩天內給你回覆嗎？“

這樣可以讓你的老闆知道你關心的是評估的準確性，而不需要立即解决問題。那就睡吧。想想你過去一年的表現，想一想你老闆的評估是否有可能達到目標，或者至少不是那麼值得一提的。

After receiving negative performance evaluation，self-review thoughtfully before reply

No one likes to get negative evaluations from bosses, especially if you think that negative evaluations are wrong. But you'd better shut up before you protest against your boss.

Instead, you can say, "this is a surprise. I want to think about it. I want to talk about it before it becomes a formal record. Can I give you a reply in one or two days?"

This can let your boss know that you are interested in the accuracy of the evaluation, and do not need to solve the problem immediately. You should have a sleep. Think of your performance over the past year, want to think of your boss's evaluation of whether it is possible to achieve the goal, or at least not worth mentioning.

不要在會議外討論重要議題

我們經常會注意到會議開得沒有效率的主要原因是因為與會者不在會議中討論既定的重要議題，反而在會議外東拉西扯。這樣讓會議浪費時間，看來沒有組織好。

作為會議主持人，你應該事先公佈會議討論議題，並且要求在會議室內討論，而非在會議前就私下七嘴八舌，或是事后在走廊上流言蜚語。

所有的問題，應該在會議中就被提出來，並且被坦率充分地討論。雖然有些人不習慣如此直接了當，但是在會議中討論，達成具體而可信的結論的機會比較高。

Don't discuss important subjects outside the meeting

The main reason why we often notice that the meeting was not efficient because the participants did not discuss important issues stated in the meeting, and waste of time to let the meeting drag in all sorts of irrelevant matters. There seems to be no good organization.

As the leader of the meeting, you should announce meeting to discuss issues, and discussed in the conference room, but not before the meeting privately or after all sorts of gossip in the hallway, tattle and prate.

All questions should be in the meeting was put forward, and to be fully discussed. Although some people are not accustomed to so straightforward, but discussion at the meeting can the chance to reach specific and credible conclusion is higher.