注意團隊中的壓力

作為一個領導經理，你要注意觀察團隊是否出現壓力的迹象。你的團隊，是否有人在脫離工作了？是否有人生病了？

注意這些警告信號：你的團隊中有人看起來過於疲勞或經常被壓垮嗎？他們最近無法控制自己的情緒嗎？

當然，每個人都有好的和壞的日子，但是大多數人能以適合方式調節他們的情緒。情緒低落可能是壓力過大的表現。

如果你注意到這些迹象，就開始和那個人交談。你可能會問一個簡單的問題，比如“你沒事吧？”或者“你好嗎？”如果這個人願意交談，請提及你觀察到的迹象並表達你的關切。

Pay attention to the stress in the team

As a leader, you should pay attention to whether there is any sign of pressure on your team. Is your team out of work? Is there anyone who is ill?

Notice the warning signs: Dose someone in your team look too tired or too often overwhelmed? Are they out of control lately?

Of course, everyone has good and bad days, but most people can adjust their moods in a proper way. Depression may be a sign of stress.

If you notice these signs happen, talk with that person. You may ask a simple question, such as "Are you okay?" or "How are you?" if the person is willing to talk, please refer to the sign you observe and express your concern.

掌握遠端工作人員的工作效能問題

管理在外地辦公人員所面臨的挑戰之一，是如何對他們的表現有清楚的了解。他們更容易孤獨和失去工作動力，從而導致工作績效下降。

他們不像是你可以在辦公室座位上、走廊上、餐廳裡，就可以直接感受到他們的情緒。

你必須透過電話或視訊會議和他們頻繁交談，注意聽或看他們說話的語氣和表情，注意他散發的訊號。你應該讓他們知道你對他們的關心。

Grasp the work performance issues of remote staff

One of the challenges for managing remote office employees is to have a clear understanding of their performance. They are more likely to be lonely and lose motivation to work, which leads to lower job performance.

You are not likely to notice their emotion directly in the office, on the seat, in the hallway, in the dining room.

You have to talk to them by phone or video conferencing, listen to or see carefully their tone and expression of their conversation, and pay attention to the signals they send. You should let them know how you care about them.

如果你總會匆忙做決定，問問自己為什麼

做决定太快會使你更容易產生短視或膚淺的解決辦法。但是如果你花太多時間來决定，你可能會錯過機會。你如何達到平衡？

試著保持一種緊迫感，同時也有思考的時間。想想什麼是會是逼迫你太快做決策的陷阱模式？

也許是你急於結束一次重要的會議，只是為了趕快可以進入下一場會議讓。也許是你老是同時做好幾件工作，而不能對真正重要的事情給予足夠的注意力。或者，當你應該說“不”的時候，你可能會對項目說“是”。

想這些情境，就是你在做決策是會掉入的時間陷阱，事實上你沒有能力可以承受如此奢侈而輕率的決策。

如果你已經發現了你的決策陷阱模式，你就可以開始改進會讓你挫敗的習慣。使你自己處於一個不斷提高的緊急狀態，但是也保持注意你必須有思考的時間。

例如，在會議進行中，你會注意在發言的內容品質是否足夠做出決策，而非只關注控制會議時間。

如此練習，逐漸的你修可以做出不會錯過時機，又是經過深思熟慮的決定。

If you are always in a hurry to make a decision, ask yourself why

Making decisions too quickly can make you more prone to short-sighted or superficial solutions, but if you spend too much time deciding, you may miss the opportunity. How do you achieve balance?

Try to keep a sense of urgency, but also have time to think. Think about what kind of trap mode is forcing you to make decisions too fast?

Maybe you are eager to end an important meeting, just to be able to enter the next meeting. Perhaps you are always on multi-tasking mode, and not paying enough attention to what is really important. Or, when you should say "No", you always say "Yes".

Such situations are your decision trap mode against timing control. In fact, you do not have that luxury to make such hasty decision.

If you have found your trap decision mode, you can start improvement of those habits to make you frustrated. Put yourself in a rising state of emergency, but also keep you must have time to think.

For example, in meetings, you'll notice that the content of the speech is good enough to make decisions, rather than just focusing on the timing of the meeting.

With this practice, gradually you will be able to make decisions that will not be missed and are well thought out.

當你的團隊表現平庸時，要立即解决

當某人的工作還好但不是很棒的時候你怎麼辦？對一個領導經理來說，最艱難的考驗不是處理糟糕的表現，而是解决平庸問題。

不要讓低迷的業績惡化。首先讓團隊成員了解一下平庸行為是如何對你的團隊、組織和客戶產生負面影響的。例如，你可以讓中等水准的員工傾聽顧客抱怨的電話，這樣他們就能理解不做好本職工作的負面影響。

分擔責任也很重要。鼓勵員工在問題出現時立即恭敬地面對對方。即使最强大的管理者也無法看到並解决每一個效能差距。

最後，當你看到組織其他部分也出現平庸狀況時，大聲說出來。例如，如果每個人都知道公司的倡議不起作用，但沒有人討論，你的團隊會注意到你是否有能力與膽識指出皇帝的透明衣服。

高績效表現必須是一種常態，需要定期地維護。

When your team is mediocre, resolve immediately

What do you do when someone's work is good but not great? The most difficult test for a manager is not dealing with bad performance, but solving mediocre problems.

Don't let the sluggish performance deterioration. First，let team members know about mediocre behavior is how your team, organization and customers have a negative impact. For example, you can let the middle level staff listen to customer complaints telephone, so they can understand the negative impact of the job.

Shared responsibility is also important. Encourage employees to respect each other immediately when problems arise. Even the most powerful managers can't see and resolve each performance gap.

Finally, when you see other part in the team also facing mediocre condition, speak up. For example, if everyone knows the company's initiative does not work, but no one on your team will pay attention to whether you have the ability to pin-point the emperor’s naked dress.

High performance must be a norm and need to be maintained regularly.

不要讓怨恨情緒傷害到團隊中的高績效者

每個人都希望團隊中有明星員工。但是，高績效者會引起同齡人的反感，尤其是當他們獲得比其他人更多的資源時。作為領導經理，你的工作就是减少緊張和緩和顧慮。

你可以強調團隊中的高績效者對每個人都有好處——他們的專業知識、經驗和關係常常轉化為更好的團隊聲譽、目標成就和總體績效。

你可以考慮把這樣的明星員工定位為導師。鼓勵他們無私地地向他們的同事做教導。當高績效者把其他人的最大利益放在心上時，他們就不太可能會只顧及自己積累自己的聲望，自私地不顧他人的感受，對他人產生威脅。

Don't let resentment hurt high performers in the team

Everyone wants to have stars in the team. However, high performance will be caused by peer resentment, especially when they have more resources than others. As the lead manager, your job is to reduce tension and ease concerns.

You can emphasize that the high achievers in the team are good for everyone - their expertise, experience and relationships are often translated into better team reputation, high goal achievement, and overall performance.

You can consider position the star as employees’ mentor. Encourage them selflessly to teach their colleagues. When high performer put others’ best interests at heart, they are not likely to be only for their own selfish, and accumulate their own prestige, and ignoring the feelings of others, put threat to others.