不要讓一個人主宰會議中的談話

你大概領導過一次這樣的會議，在那裡，有人一個人不斷地說話，沒有人能插嘴。這很煩人，對團隊士氣有潜在的危害。當然，你不能總是期望每個人都會做出貢獻，但你有辦法鼓勵更廣泛的參與。

當你開始會議時，讓小組知道你希望每個人都大聲發言。如果有人在會議期間講話太頻繁，請他們稍微停下來：“老王，讓我讓其他人參加這個對話，然後我會回來找你，好嗎？”“

每當有人被打斷時，雙雙讓他們完成他們所說的話。如果你被打斷了，大聲說：“小莉，我還沒有完全完成。我想完成我的評論，然後我很想聽聽你的想法。”

Don’t Let One Person Dominate the Conversation in a Meeting

You’ve probably led one of those meetings where someone talks, and talks, and talks — and no one else can get a word in edgewise. It’s annoying, and potentially damaging to team morale. Of course, you can’t always expect that everyone will contribute, but there are ways you can encourage broader participation.

When you open the meeting, let the group know that you want everyone to speak up. If someone is speaking too often during the meeting, ask them to hold back: “Andre, let me get some others into this conversation, and then I’ll come back to you, OK?”

Whenever someone is interrupted, double back and ask them to finish what they were saying. And if you’re the person interrupted, speak up: “Marie, I wasn’t quite finished. I’d like to complete my comment, and then I’d love to hear your thoughts.

確保你的網絡研討會讓觀眾參與

通過網絡研討會呈現的最大風險之一就是讓聽眾感到厭煩。沒有人想看幻燈片的聲音。所以一定要給人們一個與你互動的機會。

根據參加人數，如果他們有問題，你可以要求他們“舉手”，把他們的問題輸入評論框，或者使用單獨的問答功能。無論你决定什麼，在網上研討會開始時都要清楚地解釋說明書，並定期提醒人們如何加入。

請記住，參與者可能需要一些時間來闡述他們的問題，尤其是當他們正在鍵入問題時，所以在進行問答之前要提前幾分鐘發出警告。

如果你期望有很多的評論或問題，你可以讓助手幫你挑選那些你會回復的，這樣你就可以專注於你的談話。

Make Sure Your Webinar Lets the Audience Participate

One of the biggest risks of presenting via webinar is boring your audience. No one wants to watch as a disembodied voice clicks through slides. So be sure you’re giving people a chance to interact with you.

Depending on the number of attendees, you may ask them to “raise their hand” if they have a question, type their questions into the comment box, or use a separate Q&A feature. Whatever you decide, clearly explain the instructions at the beginning of the webinar, and periodically remind people how they can join in.

Remember that it may take participants some time to formulate their questions, especially if they’re typing them, so give several minutes’ warning before you dive into the Q&A.

And if you expect there to be a lot of comments or questions, you may want to have an assistant pick the ones you’ll respond to, so you can focus on your talk. 

新的領導者，要動得比你想像的慢

當你開始領導角色時，有壓力去證明你自己，通過快速起步，及早贏得勝利。但是，如果人們感覺到你在做出改變，而沒有經過思考，或者沒有得到他們的意見，你就不可能成功。這就是為什麼你需要放慢速度，尤其是在你的互動中。

與新同事交談時，重複你所聽到的，既要證實你的理解，又要證明你在聽。問小組反思性的問題，比如：“剛才發生了什麼？”“和”我們從中可以學到什麼？這些問題迫使停頓，防止討論匆忙作出决定。不要害怕使用沉默。

在你說話之前停下來讓你有機會權衡替代方案並决定最好的應對管道。它還促使其他人想知道你的想法，這可能會促使他們創造性地思考。

New Leaders, Move Slower Than You Think You Should

When you start a leadership role, there’s pressure to prove yourself by getting off to a quick start and delivering early wins. But if people sense that you’re making a change without thinking it through — or getting their input — you’re unlikely to be successful. That’s why you need to slow down, especially in your interactions.

When talking with new colleagues, repeat what you hear, both to confirm your understanding and to demonstrate that you’re listening. Ask the group reflective questions such as, “What just happened here?” and “What could we learn from that?” These questions force a pause, preventing a discussion from rushing to a decision. And don’t be afraid to use silence.

Pausing before you speak gives you a chance to weigh alternatives and decide on the best way to respond. It also pushes others to wonder what’s going through your mind, which may cause them to think more creatively. 

要啟動一個大項目，從小做起

通常，一個項目面臨的最大挑戰就是啟動。把自己推到門檻上，想想你可以採取的第一個小步驟。

它可能是拿起電話，打電話給需要你輸入的人，或者坐在椅子上寫報告的第一句話。然後計畫一個時間和地點來做這件事：“星期二上午9點，我會坐在辦公桌旁，打開一張空白的檔案，然後寫。”

開始一些艱苦的事情會帶來不舒服的感覺；你可能會經歷不安全感（“我不能這麼做”）或者拖延的衝動（“我應該檢查郵件”）。但是保持紀律：你不能控制你是否感覺到這些事情，但你可以控制你是否對他們採取行動。

記住，不管項目有多大，向它開始過渡可能是一個簡單的小步驟。一旦你開始，你會感覺好多了。

To Finally Start That Big Project, Start Small

Often the biggest challenge with a project is just getting started. To push yourself over the threshold, think about a small first step you can take.

It might be picking up the phone and calling someone whose input you need, or sitting down in a chair and writing the first sentence of a report. Then plan a time and place to do it: “At 9 AM on Tuesday, I’ll sit at my desk, open a blank document, and write.”

Starting something hard can bring up feelings of discomfort; you might experience insecurity (“I can’t do this”) or an impulse to procrastinate (“I should probably check email”). But stay disciplined: You can’t control whether you feel these things, but you can control whether you act on them.

And remember, no matter how big the project is, the transition to beginning it can be a small, easy step. Once you get started, you’ll feel a lot better.