創業者應該建立顧問團

創業者如果能夠建立一組願意支持你成功的顧問團，不僅可以提供你如何可以成功創業的意見，也可以讓你有機會得到寶貴的資源。

就如電影產業一般，導演通常會與一些名人、明星建立起良好的人脈關係，而這些人就能夠帶動起別人來關注新電影、讓它獲得影響力、幫助它成功。

同樣的方式，當你預備創業時，應該考慮盡可能取得產業中具有影響力的人成為你的顧問。他們的參與支持，可以增加你的信用度。

你應該與這些顧問建立起互動的模式，包含多久見面一次。通常，每隔三到六個月見面一次，就足夠了。你的顧問會非常忙碌，所以，不要浪費他們的時間。每次見面前，應該設定好需要討論的議題。

當然，你必須注意到這些顧問也會對你有所期待。因此，你應該與他們設定好顧問期限，例如，2到3年的顧問期，以及你願意提供的報酬形式。

Entrepreneurs should set up advisory groups

If entrepreneurs can set up a group of consultants who are willing to support your success, they can not only give you advice on how you can start a successful business, but also give you the opportunity to get valuable resources.

As in the film industry, directors usually have good relationships with celebrities and stars who can motivate others to focus on new movies, make them influential, and help them succeed.

In the same way, when you're ready to start a business, consider getting as many influential people in the industry as possible to be your advisor. Their participation support can increase your credibility.

You should establish an interactive mode with these consultants, including how often they meet. Usually, it's enough to meet once every three to six months. Your Advisors will be very busy, so don't waste their time. Before each meeting, we should set up topics that need to be discussed.

Of course, you have to notice that these advisers will also expect you. Therefore, you should set a consultancy period with them, for example, two to three years, and the form of remuneration you are willing to offer.

企業成立專案小組的利弊

中國國家主席習近平上任后，陸續成立一些“領導小組”，習近平親自擔任這些小組的領導者，推動各種“深化改革”的任務工作。

這類的“領導小組”，就類似一般企業里會成立的“專案小組”。

那麼，就出現了幾個有趣的問題：

1. 組織為什麼要設立專案小組？組織里常設的功能部門不能承擔這些專案任務嗎？
2. 專案小組如何推動任務？
3. 專案小組如何影響常設功能部門？

我們嘗試分析一下：

A、建立專案小組的好處：

1. 專案小組為領導者的意志貫徹表現。在正常的情況下，一般功能性部門應該貫徹實施組織最高領導者的任務指示。然而，在很多實際的情況下，可能功能性部門主管未能充分理解領導者的要求（這些要求有的時候不能明確描述說出，必須靠著領會與默契），有的時候是功能部門僵化，無法及時組成專案所需要的編組，也就是說，在指揮行動上與最高領導者的期待出現了落差。在這些狀況下，建立專案小組，比較能夠貫徹組織最高領導者的意志。
2. 專案任務需要跨功能部門實施。許多專案任務必須整合不同的功能部門來實施。例如，一個河川水利的清理任務，可能必須跨越不同的地理行政區域。這個時候，經常會出現各功能部門或者基於自身的利害而出現協調效率低落，甚至相互衝突的現象。這個時候，成立專案小組，比較有機會打破門戶之見，並且提供新觀點、新知識、新作法。
3. 專案小組可以重組權力結構、人員編組。權力，在任何組織里都是很關鍵的。既有的權力結構與人事編組，很可能不符合最高領導者的利益，必須重新調整。專案小組可以在不直接挑戰功能部門主管的表面權力下，發揮實際的影響力，部署新的實際權力結構，并且以專案特派人員的名義，實際安插必要的專案人員。如果最高領導者建立了多個專案小組，就有機會收集權之功。

B、專案小組的潛在問題：

1. 是否必須成為常設機構？一般來說，專案小組是個臨時性任務編組，應該在任務完成后，予以解散，以原來正常的功能部門接續任務的後續工作。但是，也可能因為專案小組所建立的新觀念、新知識、新作法，甚至新人員，有必要予以保留，讓它能夠保證專案目標的最大效果。這個時候，將專案小組改編為常設機構，可以實現這個目的。但是，如此一來，勢必也必須調整原有的功能部門的執掌與組織編組，會有很大的衝擊，必須很審慎進行調整。
2. 容易藏污納垢，成為灰色組織。由於專案小組並非法定編組，並且其任務推動主要依靠最高領導者的授權。這個時候，專案小組人員很容易假借權力，假編名目，進行上下其手，遂行個人利益。
3. 行集權之實，難以制衡。這可能是最大的危害。領導者很容易藉口任務需要，擴大權力，成為無人能夠制衡的太上皇。

Advantages and Disadvantages of Establishing Project Teams in Enterprises

After Chinese President Xi Jinping took office, some "leading groups" were set up one after another. Xi himself served as the leader of these groups and promoted various tasks of "deepening reform".

This kind of "leading group" is similar to the "project group" that will be set up in general enterprises.

Then there are several interesting questions:

1. Why should the organization set up a task force? Can't the permanent functional departments in the organization undertake these project tasks?
2. How can the task force push forward?
3. How does the Task Force affect the Permanent Functional Departments?

Let's try to analyze:

A. Benefits of establishing Project Teams:

1. The project team is the implementation of the will of the leaders. Under normal circumstances, general functional departments should implement the task instructions of the top leaders of the organization. However, in many practical situations, functional department managers may fail to fully understand the requirements of leaders (sometimes they can not be clearly described, they must rely on understanding and tacit understanding), sometimes functional departments are rigid and unable to form the required groups of projects in time, that is to say, there is a gap between the command action and the expectations of the top leaders. In these circumstances, the establishment of project teams is more able to implement the will of the top leaders of the organization.
2. Project tasks need to be implemented across functional departments. Many project tasks must be implemented by integrating different functional departments. For example, the task of cleaning up a river may have to span different geographic administrative regions. At this time, the coordination efficiency of various functional departments is often low or even conflicting based on their own interests. At this time, the establishment of a project team will provide more opportunities to break the door and provide new ideas, new knowledge and new practices.
3. The project team can restructure its power structure and personnel formation. Power is crucial in any organization. The existing power structure and personnel organization are likely to be inconsistent with the interests of the top leaders and must be readjusted. Without directly challenging the superficial authority of the functional department head, the project team can exert actual influence, deploy new actual power structure, and actually install the necessary project personnel in the name of the project personnel. If the top leaders set up more than one project team, they will have the opportunity to collect power.

B. Potential problems of the Task Force:

1.  Is it necessary to become a permanent institution? Generally speaking, the task team is a temporary task group, which should be dissolved after the completion of the task in order to follow up the original normal functional departments. However, it may also be necessary to retain the new concepts, knowledge, practices and even new personnel established by the project team so that it can ensure the maximum effectiveness of the project objectives. At this time, the task force will be adapted into a permanent body to achieve this goal. However, in this way, it is bound to be necessary to adjust the management and organization of the original functional departments, which will have a great impact and must be carefully adjusted.
2. It is easy to hide dirt and become grey organization. Because the task force is not legally organized, and its task promotion mainly depends on the authority of the top leaders. At this time, it is very easy for project team members to borrow power, fake catalogue, and carry out their own work to achieve personal interests.
3. It is difficult to balance the centralization of power. This may be the greatest danger. It's easy for leaders to expand their powers and become emperors who can't be checked and balanced by anyone else.

如何協助組織振作起來？

組織，就像人一樣，有時就會卡住了，陷入萎靡狀態。如果依據原有的作業方式與解決問題的手段，不僅無法持續創新，也會逐漸讓團隊逐漸失焦，不知所措。

怎麼辦？以下幾個方法能夠讓你的團隊振作起來：

1. 挑戰合理性。任何組織都會有他們慣常的作業方式。要找到破綻，可以這樣問：“為何我們要這樣做？能夠解決所面臨的問題嗎”
2. 不要只有簡單的選擇思維。如果凡事只有要嘛這樣不然就那樣的二分法選擇，通常會讓我們做出錯誤選擇，而不能有更周全的思維。因此，不要只有A或B的選擇，設法讓團隊去思考是否能夠找到C或D的解決方案。在鼓勵周延思維的過程中，團隊通常就能夠拾回工作的士氣。
3. 也關注長期的發展。如果只關注當下的問題，會很容易讓你的團隊難以擺脫當前的工作方式。如果鼓勵他們能夠看到大願景，做長期的規劃，他們就比較能夠擺脫當前低迷的士氣，而樂觀投入在有助於長期發展的工作上。
4. 調整人事，引進新人。通常組織運作陷入瓶頸，和領導幹部也有很大的關係。舊人通常喜歡原來的運作模式，而難以發現新的機會與做法。這個時候，調整組織人事，引進新人，就有機會引進新的思維方式，讓團隊有煥發的士氣。

How to help the organization to cheer up?

Organizations, like people, sometimes get stuck and fall into a state of depression. If we can not innovate continuously according to the original way of operation and problem solving, we will gradually let the team lose focus and be at a loss.

What should I do? Here are some ways to cheer up your team.

1. The challenge is reasonable. Any organization will have their usual way of doing things. To find flaws, you can ask: "why do we do this? Can you solve the problems that you face?
2. Do not have only a simple choice of thinking. If everything has to be like this, otherwise the dichotomy of that kind will make us make the wrong choice rather than have a more comprehensive thinking. Therefore, do not only choose A or B, try to let the team think about whether you can find C or D solutions. In the process of encouraging thinking, teams are usually able to recover the morale of their work.
3. Also pays attention to long-term development. If you only focus on the current problems, it will be very difficult for your team to get rid of the current way of work. If they are encouraged to see a big vision and a long-term plan, they will be able to get rid of the current morale and be optimistic about their long-term development.
4. Adjust personnel and introduce new people. Usually, the operation of the organization is in a bottleneck and has great relations with the leading cadres. Old people usually like the original mode of operation, but it is difficult to find new opportunities and practices. At this time, we will have the opportunity to introduce new ways of thinking by adjusting the organization and personnel and bringing in new people.

別人給予回饋意見，保持冷靜

沒有人喜歡聽到有人說他表現的不好。但是，每個人都是可以改進的。

下次，當你聽到有人給你回饋意見，請這麼做：

1. 輕鬆以對。收到別人的批評回饋會感到緊張，是可以了解的。在這個時候，批評者握有優勢權力。你這時應該接受這樣的不均衡狀態，並且對自己輕鬆一點。
2. 準備接受驚訝。你很可能會聽到一些你自己不知覺要發生的事。也許有些事的嚴重性比你自己想象的來得大許多，或是你以為已經解決的問題，事實上卻還沒有解決。
3. 不要抗辯。即使你心理可能不同意，但是先閉嘴。與其抗辯，不如問問題。一旦你能夠平靜下來，你就會有比較好的能力來應對。

Others give feedback，keep calm

No one likes to hear someone say he is not performing well. But everyone can improve.

Next time, when you hear someone giving you feedback, please do this.

1. Just be right. You can feel nervous when you receive criticism and feedback from others. At this time, the critic holds the power of superiority. You should accept this imbalance and relax yourself.
2. Prepare to be surprised. You will probably hear something you don't know what is going to happen. Maybe something is more serious than you think, or you think it has been solved, but in fact, it hasn't been solved yet.
3. Do not defer. Even if your mind may disagree, shut up first. It is better to ask questions than defense. Once you can calm down, you will have better abilities to deal with.

嘗試問問題，而不是只是虛張聲勢地防衛

許多領導者，尤其是創業者，經常會受到質疑。當他受到質疑時，最常見到的反應態度是，做出反擊情緒，表示他人不瞭解，嗔之以鼻，不屑一顧。 

殊不知，他的這種防衛情緒，不僅於事無補，更種下了破壞團隊合作的惡果。你會發現，身邊真正能用的大將，逐一離開，最後團隊裡只剩下只會向你搖尾巴的小兵。 

下一次，當你遇到人們向你質疑的時候，與其防衛性地表示你的主張為什麼是正確的，不如換個方式，以問問題的方式，來包容他人的意見，讓更多建設性的意見能夠進入你們的決策體系, 例如： 

l   你為什麼這樣說？

l   是哪些思考與證據，讓你有這樣的結論？ 

這樣開放式的問題，能夠讓對方重新再思考，得到更具有說服力的意見，而你也有從容的時間來思考你原來的主張是否真正無懈可擊。 

最重要的，是因為你的開放式態度，能夠讓夥伴或是員工感覺你是可合作的對象，而不是最後只會成為你的工具。人們的感受，會決定他們採取何種態度與你合作。

Try asking questions, not just bluffing defense

Many leaders, especially entrepreneurs, often questioned. When he is questioned, the most common response is to respond to retaliate others emotions, said others do not understand, hatred and disdain.

However, he did not know this kind of defense mood, not only for nothing, but also planted damaged to the team of evil results. You will find that around the really useful general, one by one away, the final team will only wag your tail small soldiers.

The next time you meet people questioning you, instead of defensive expressing why your claims are right, try to include others’ opinions in a different way by asking questions. Allow more constructive input into your decision-making system, such as:

• Why did you say that?
• What kind of thinking and evidence makes you come to such conclusion?

Such open question allows the other person to rethink and get more persuasive opinions, and you have time to think about your original claim is truly invulnerable.

Most importantly, it’s because of your openness that it makes your partner or employee feel like you’re partner, not just a tool for you. How people feel will determine what attitude the take to cooperate with you.

開會時，不要使用手機

我們通常討厭開會。但是，開會是團隊解決問題難以避免的方式。我們就必須設法讓會議開得有效率。其中的一個辦法是禁止在會議中使用手機。理由很明顯， 手機會讓我們開會不專心。

有些人會認為他可以一面聽別人發言，一面用手機回復他人的留言。但是，很少有人可以全副心力來應付多種工作。如果有人分心在應付他的手機，他就可能會漏掉重要的討論內容，也會失去他可以參與貢獻的機會。

有人在會議中使用電話也會干擾到別人。如果有人在做簡報，他也會感覺不舒服，甚至覺得受到侮辱，尤其是他是高級主管。

所以，在會議中，將手機收起來，專心開會。

Don't use your mobile phone when you are in a meeting

We usually hate meetings. Meeting, however, is an inevitable way for the team to solve problems. We must find a way to make the meeting efficient. One way to do this is to ban the use of mobile phones in meetings. The obvious reason is that mobile phones can cause us to be distracted from meetings.
Some people think he can respond to other people's comments on his mobile phone while listening to them. However, few people are able to cope with a wide range of tasks with all their heart and soul. If someone is distracted from his mobile phone, he may miss important discussions and lose the opportunity for him to contribute.
Someone who uses the phone in a meeting can also interfere with someone else. If someone is giving a briefing, he also feels uncomfortable and even insulted, especially if he is a senior executive.
So, in a meeting, put your phone away and concentrate on the meeting.

當領導改變時，先讓不情願的員工上船

改變是困難的。大多數人對保持現狀有著固有的偏見。如果你正在領導改變工作，找出最有可能破壞它的員工，並幫助他們先上船。

計畫兩次面對面的交談。你在第一次談話中的目標是傾聽並理解你的同事為什麼堅持。你在第二個目標是表明你已經反映了他們的投入，並解釋了為什麼你和組織變革的方法（或不會）是不同的結果。把這些對話分開兩到七天，這樣你的員工就會覺得你的想法考慮周到了。給每個和足夠的時間，你的討論應該從容不迫，讓你專注於人的抗拒改變。

When Leading a Change Effort, Get Reluctant Employees On Board First

Change is hard. Most people have an inherent bias toward maintaining the status quo. If you’re leading a change effort, identify the employees most likely to undermine it, and help them get on board first.
Plan two face-to-face conversations with each reluctant employee. Your goal in the first conversation is to listen and understand why your colleague is holding out. Your goal in the second is to show you have reflected on their input and to explain how and why your approach to organizational change will (or won’t) be different as a result. Have these conversations two to seven days apart, so your employee feels you’ve given their ideas thoughtful consideration. And give each talk enough time — your discussion should be unhurried and allow you to focus on the person who’s resisting the change.