用同理心計劃一個更好的會議

沒人想開一個大家都怕去參加的會議。如果你的會議屬於這一類，試著用同情心來更好地計畫它。

先把你的議程放在一邊，問兩個問題：(1)誰會在房間裡，他們需要什麼？(2)誰不會在房間裡，但會受到會議的影響，他們的需要是什麼？

然後找出這兩個群體的人。問問他們希望從會議中得到什麼，理想的結果會是什麼？即使你和同一群人定期開會，這樣的查核也能建立信任，暴露隱藏的問題，並確保參與者感到投入。

在每次會議上都這樣做可能看起來很麻煩，但通過練習，你可以學會在更短的時間內做到這一點。而且，從長遠來看，這種小規模的前期投資將節省大量時間。

Use Empathy to Plan a Better Meeting

No one wants to hold a meeting that everyone dreads going to. If your meeting falls into that category, try using empathy to plan it better.

Start by putting your agenda aside and asking two questions: (1) Who is going to be in the room, and what are their needs? (2) Who won’t be in the room but will be affected by the meeting, and what are their needs?

Then seek out people from both of those groups. Ask them what they hope to get out of the meeting and what an ideal outcome would be. Even if you run regular meetings with the same group of people, checking in like this can build trust, surface hidden issues, and ensure that participants feel invested.

Doing this for every meeting may seem onerous, but with practice you can learn to do it in less time. And this small investment up front will save significant time in the long run.

得到會影響你的職業發展的誠實回饋

許多領導人有一個致命的缺陷：有很明顯到妨礙他們事業發展的缺點。但是這種類型的缺陷是很難看到的，因為它通常因為與妳的不作為有關的。例如，你沒有傾聽的時間，或者你從未想到過的戰畧願景。

找出你的致命缺陷，找一個能告訴你真相的人。無論是親密的朋友，教練，還是治療師，告訴他們，你真的想要誠實的關於你的主要缺點的資訊，。

如果他們開始以謹慎、試探的作法傳達真相，鼓勵他們敞開心扉，不要退縮。問一些你好奇而不是防禦性的問題。

你的反應將决定他們是否分享完整的故事。並且一定要詢問你的缺陷對組織的影響。如果你瞭解情况的嚴重性，你會更有動力去解决它。

Get Honest Feedback About the Traits That Will Hurt Your Career

Many leaders have a fatal flaw: a weakness so pronounced that it can hamper their career progress. But this type of flaw is hard to see because it’s usually connected to what you don’t do — it’s the listening you didn’t make time for, or the strategic vision it never occurred to you to describe.

To figure out your fatal flaw, find someone who will tell you the unvarnished truth. Whether it’s a close friend, a coach, or a therapist, tell them that you genuinely want honest information about your major shortcomings.

If they begin to convey the truth in a cautious, tentative way, encourage them to open up and not hold back. Ask questions that show you’re curious rather than defensive.

Your reaction will determine whether they share the complete story. And be sure to ask about the effect your flaw has on the organization. If you understand the severity of the situation, you’ll be more motivated to fix it.

你真的需要開定期會議嗎？

無論是按周、月、季（甚至每天）發生，經常出現的會議往往是浪費時間。要知道你的價值是否值得，考慮一些因素。

首先，確保會議有明確明確的理由存在。問問自己，“如果我們取消這次會議，除了我誰會在乎？”

第二，確定正確的節奏。這似乎是顯而易見的，但是會議的頻率和長度必須與它的目的一致。例如，管理短期優先權的團隊和工作組將需要更頻繁地會面，以滿足較短的目標，而那些著眼於長期優先事項的人可以較少見面，規劃滿足更長的目標。

最後，找出參加者的正確組成。不要以官僚層級來讓决定誰該出席會議，只有那些有特定貢獻的人應該被包括進來。記住，即使是最好的做法，也不能解决根本不應該發生的事情。

Do You Actually Need That Recurring Meeting?

Whether they happen weekly, monthly, or quarterly (or even daily), recurring meetings are often a waste of time. To know whether yours are worth keeping, consider a few factors.

First, make sure the meeting has a clearly articulated reason to exist. Ask yourself, “If we canceled this meeting, who besides me would care?”

Second, determine the right cadence. It may seem obvious, but a meeting’s frequency and length must align with its purpose. For example, teams and task forces governing near-term priorities will need to meet more frequently for shorter amounts of time, while those focused on longer-term priorities should meet less often for longer amounts of time.

Finally, figure out the right composition of attendees. Don’t let hierarchy decide who shows up; only those who have something specific to contribute should be included. And remember, even best practices won’t fix a meeting that shouldn’t be happening at all.