領導者，保持讓遠端員工可以接觸到你

遠端工作中最具挑戰性的部分之一是感覺被回避和被忽略。領導者可以通過主動地確保遠端員工的感受到你，來應對這個問題。

怎樣做？首先，經常檢查並始終如一。只是因為有人遠端工作並不意味著你可以離開他們。經常與他們保持聯系，並清楚地表達你對項目、角色和期限的期望。其次，最重要的是，無論他們在哪個時區，都可以讓遠端員工接觸到你。

這並不意味著你必須在所有的時間晚上回復郵件，但可以在指定的時間和多種方式（Facebook，Skype，電子郵件，電話，文字）。無論你在哪裡工作，遠端員工都應該能够指望你對緊迫的問題做出反應。

Managers, Make Yourself Available to Your Remote Employees

One of the most challenging parts of working remotely is feeling shunned and left out. Managers can counter this problem by proactively making sure distant workers feel included.

How? First, check in frequently and consistently. Just because someone works remotely doesn’t mean you can leave them alone. Stay in touch with them often, and clearly communicate your expectations for projects, roles, and deadlines. Second, and most important, be available to remote employees no matter what time zone they’re in.

This doesn’t mean you have to respond to emails at all hours of the night, but be reachable at designated times and in multiple ways (Facebook, Skype, email, phone, text). Remote employees should always be able to count on you to respond to pressing concerns, no matter where they work. 

為團隊協作建立規範

你們的團隊正在努力協作嗎？也許有少數人會主宰會議，或者團隊成員不斷地回顧過去的决定。如果是這樣的話，那就創建一個關於你將如何協作的準則。

從過去的團隊經驗開始，找出使團隊更有效率和有效性的準則，然後將規範分解為特定的行為。

例如，一個規範是平等參與會議，行為是允許在房間裏走來走去，在關鍵問題上徵求每個人的意見，從說話最少的人開始。討論團隊成員中如果有人違反了規範，將如何互相負責。

以這種作法建立團隊規範，並予以堅持，將可以增進信任，節省時間，並提高效能。

Establish Norms for How Your Team Will Work Together

Is your team struggling to work well together? Perhaps a few people dominate your meetings, or team members constantly revisit past decisions. If so, create norms about how you’ll work with one another.

Start by looking at past team experiences to identify norms that have made the team more productive and effective, and then break down the norms into specific behaviors.

For example, a norm might be equal participation in meetings, and the behavior might be going around the room and soliciting input from everyone on key issues, starting with the person who’s spoken the least. Discuss how team members will hold one another accountable if someone violates the norm.

Establishing team norms in this way, and sticking to them, will increase trust, save time, and improve performance. 

做更好決策的兩條規則

有很多方法可以改善你的決策，但是兩個簡單的規則會特別有用。

1. 對你的決策過程的每一部分都不那麼確定。思考選擇A會導致結果B？這可能比你想像的要少。認為結果B優於結果C？你可能對此也太自信了。重新審視你的决定的邏輯。如果你不確定原因B，或者B比C更好，你還會想到什麼？
2. 經常問自己：“這種情況通常發生嗎？”例如，如果你正在考慮為一家創業公司提供資金，你可能會問：創業公司的比例有多大？（或者，成功的百分比是多少？）接受你知道的比你認為的少是開始做出更好决定的最好方法之一。

Two Rules for Making Better Decisions

There are many ways to improve your decision making, but two simple rules can be particularly helpful.

1. Be less certain — about every part of your decision-making process. Think choice A will lead to outcome B? It’s probably less likely than you believe. Think outcome B is preferable to outcome C? You’re probably too confident about that as well. Revisit the logic of your decisions. What else would you think about if you were less sure that A causes B, or that B is preferable to C?
2. Always ask yourself, “How often does that typically happen?” For example, if you were considering funding a startup, you might ask: What percentage of startups fail? (Or, what percentage succeed?) Accepting that you know less than you think you do is one of the best ways to start making better decisions. 

要瞭解人們對你在工作中的看法，可以問問你的同事

很難理解別人是怎麼看待我們的。很多時候，我們假設我們的動機和意圖是明確的，而實際上並非如此。

要瞭解在工作中別人如何看待自己，請遵循以下步驟。選擇五位在重要工作場合定期觀察你的人-老闆、高管、直接下屬、同事，甚至前同事-並要求與他們單獨會面。

告訴他們你想學什麼，然後問兩個問題：對我的一般看法是什麼？我能做些什麼不同的事情對我的成功可以產生最大的影響呢？

要清楚，無論他們說什麼，你都會保密，而且你會從很多同事那裡收集回饋意見。尋找多個人都認同的主題和觀點。如果你的感知與你的意願一致，那就太好了。否則，是時候改變你的行為，開始改變人們對你的看法了。

To Understand How You’re Perceived at Work, Ask Your Colleagues

It’s not easy to understand how other people perceive us. Too often, we assume that our motivations and intentions are clear, when they’re really not.

To learn how you’re perceived at work, follow this process. Select five people who observe you regularly in important work situations — bosses, executives, direct reports, peers, or even former colleagues — and ask to meet with them individually.

Tell them what you’re hoping to learn, and ask two questions: What is the general perception of me? What could I do differently that would have the greatest impact on my success?

Be clear that you’ll keep confidential whatever they say and that you’re collecting feedback from a number of colleagues. Look for themes and points that multiple people agree on. If the perceptions of you are in line with what you intend, great. If not, it’s time to change your behaviors and begin to shift people’s perceptions of you.