確保每個人都感覺到他在開會

開會不只是為了要得到會議結論，你還必須要讓每位與會者可以感覺到他在參與，他有價值，他得到滿足。

給每個人一個發言的機會，並注意誰有說話，誰沒有說話，是否有人占了霸佔了發言的時間。

開會前，就先想好哪一個議題需要聽到誰的意見。問自己：這個議題需要誰來引言？誰對這個議題有影響力？需要詢問哪些人的意見？誰會因為這個議題的結論而受到影響？誰又會是主要的反對者？

當會議走到岔路時，可以咨詢哪一位老手，知道我們究竟漏掉了什麼？或是犯了什麼錯？

你不需要製定嚴格的會議規則，但建立一個包容性的談話風格會使人們更容易注意到誰還沒有發言，確保每個人都感覺到他在參與開會，受到了尊重，而不是你要控制會議，或是會議受到了某人的強制左右。

Make sure everyone feels like he's in a meeting

Meetings are not just for meeting conclusions, but you also have to make every participant feel that he's participating, he is valuable, he is satisfied.

Give everyone a chance to speak, and pay attention to who has spoken, who has not spoken, whether or not someone occupied the speaking time.

Before the meeting, think about which topic needs to be heard. Ask yourself: who needs introduction to the topic? Who has influence on this issue? Who needs to be consulted? Who will be affected by this issue? Who will be the main opponent?

When the meeting comes to the fork, which old hand can be asked to know what we have missed or something wrong?

You don't need to make strict meeting rules, but creating an inclusive style of conversation makes it easier to notice who hasn’t spoken and to make sure everyone feel his participation in the meeting and respected, rather than you want to control the meeting or meeting is dedicated by someone.

確保你的團隊成員工作量均衡

通常我們會傾向于將困難的工作塞給團隊中比較能幹的人，而不放心交付那些能合理較低的人。如此，就容易讓團隊成員的工作量不均衡。有人會疲於奔命，而有人又賴皮、輕鬆。

然而，有些能幹的人，卻會過於自大，去承擔他實際負責不起的工作。而有些人又會奸巧地將分配給自己的工作，發包給其他人。這兩種狀況，都會讓項目主管無法實際掌握項目的品質。

因此，你要深入了解團隊成員每個人的實際素質與心態。並且擬定出一個你能夠掌控的工作清單與計劃、一個詳細的工作分配表，規定好負責人、支援者、每個項目成功的關鍵動作、需要有的支援內容、項目的備援計劃（Back-up Plan）。

你的目標，是讓團隊成員適才、適量，並且建立起協作機制。

最重要的是，你必須在項目啟動后，可以密切監督，並且靈活調整。

Make Sure the Workload on Your Team is Even

We usually tend to plug difficult work on talented people, but release workload for unreliable people.

However, some talents are too arrogant. He is actually not affordable to deliver what he commited. On the other side, some people are too savvy to outsource his job to other people.

Such job assignment makes workload unbalanced for your team members, and bad for your control on project fulfillment.

Therefore, you should have a deep understanding of the actual quality and mentality of your team members . Draw up a list of the work plan. With that, you can control your project.

Your goal is to make each team member understand how to deliver, his responsibility, report line, have confidence on his professional skill. You also have to establish a right cooperation mechanism.

Most importantly, you must be able to monitor closely and adjust flexibly after the project is started.

讓團隊成員跟進會議結論

當會議結束后，挑戰才剛開始。你如何確保團隊成員會依照會議決議，專注在大家所同意的工作項目上？

當然，會議記錄會明確的記錄每個項目的負責人、具體行動目標、以及其必須完成的日期。

但是，這是不夠的。

你必須經常詢問各項目負責人，他是否能夠如期交付項目任務？你可以指派專人跟蹤，盯住項目會議記錄。

你的管理目標可以設定在讓項目完成率達到85%。不過，不要讓跟蹤項目的人成為了一個工頭。

如果項目確實不能如期完成，你應該帶著同情心、善解人意。如果團隊成員普遍不能按時完成，你應該再召集大家啦討論，看看哪些是必須檢討與做出改變？

Let team members follow up the meeting conclusion

When the meeting was over, the challenge was just beginning. How do you ensure that the team members will focus on the agreed work items in accordance with the resolution of the meeting?

Of course, the minutes of the meeting will clearly record the person responsible for each project, the specific action objectives, and the date on which they must be completed.

But that is not enough.

You must always ask the project manager if he can deliver the project task on time. You can assign someone to keep track of the project minutes.

Your management objectives can be set at 85% of the project completion rate. But don't let the people who follow the project become a foreman.

If the project is not on schedule, you should be compassionate and understanding. If team members are generally unable to finish on time, you should call together and discuss what is necessary to review and make changes.

冷靜面對他人對你的數據的質疑

我們通常看待數據是中性的，認為數據分析只是陳述事實。但是，有的時候，一份數據，以及其分析或是背後的故事，卻會得罪一個客戶或是同事、老闆。

就是有人不會接受事實，或是不願意讓事實曝光。他們會很憤怒看到有事實數字的分析報告。如果你去收集更多事實的數據來辯解，只會讓事情更惡化。你們會陷入各說各話，甚至鬧成政治問題。

所以，你要做的，不是自以為是的呈現事實，而是要先尋求解決問題的合作態度。只要你能夠表現出成為他盟友的態度，他就有機會靜下心來，認識真相，甚至與你合作挖得更深，掌握問題根源，與你一起合作解決問題。

Calm down to other people's doubts about your data

We usually view data as neutral, and think that data analysis is only a statement of facts. However, sometimes, a data and its analysis or the story behind it will offend a client or a colleague or boss.

Someone is not willing to accept facts, or is unwilling to expose facts. They will be angry to see the fact number analysis report. If you collect data from more facts, you will only make things worse. You will get caught up in talking and even making political problems.

So, what you need to do is not to be self righteous in presenting facts, but rather to seek cooperation in solving problems first. As long as you can show the attitude of becoming an ally, he will have the opportunity to calm down, know the truth, even work with you to dig deeper, get the root of the problem, and work with you to solve the problem.

定期和你的屬下進行檢討工作

即使你認為每年的績效評估應該被廢除，你也不太可能徹底改變你組織的評估方法。幸運的是，你已經掌握了管理團隊績效的權力形式。

無論您的組織進行評估的形式是年度、半年度、季度，或是你覺得應該進行評估的任何時候，你都應該好好把握。

你可以在正常的績效評估之外，自行安排額外的檢查屬下的工作，以確保你的員工達成目標，並有成長。

你可以定期檢查他們的每一份報告，不管是每週還是每月一次。

你可以詢問兩個主要問題：你這個星期（或月）將做什麼？有哪些需要我的支持？

這些非正式談話不需要複雜的形式或繁瑣的文件。像這樣的檢查是你提供即時回饋的最好機會。

Conduct regular reviews with your subordinates

Even if you think the annual performance evaluation should be abolished, you are unlikely to change the way of your organization. Fortunately, you already have the power to manage team performance.

Whether your organization conducts an evaluation in the form of an annual, semi-annual, quarterly, or whenever you feel the assessment should be done, you should take advantage of it.

In addition to the normal performance assessment, you can arrange extra work to ensure that your employees achieve their goals and grow up.

You can check each of their reports regularly, either weekly or once a month.

You can ask two main questions: What will you do this week (or month)? What you need my support?

These informal conversations do not require complex forms or tedious documents. Inspection like this is the best opportunity for you to provide instant feedback.