幫助員工度過個人危機始於傾聽

在某種程度上，我們都有一個緊張的生活事件，分散了我們的工作。也許這是一個家庭成員的疾病，離婚，或朋友的死亡。如果你的團隊中有人經歷了個人危機，你能做什麼作為他們的經理？

首先，讓自己有空。如果你在辦公室裏保持一種同情心的氛圍，當他們經歷一段艱難的時期時，人們更可能來到你身邊。

當他們接近你時，不要問問題。尊重他們的隱私，只需傾聽。你的員工可能只想找一個關於照顧生病的親戚的困難的解釋，或者解釋他們的離婚如何影響他們的注意力跨度的機會。

不要急於下結論。如果你立即建議他們請假或者調整他們的排程，例如，如果不是他們所需要的，他們可能會被延后。

問問他們的工作會有什麼變化對他們有幫助，然後一起探索選擇。

Helping an Employee Through a Personal Crisis Starts with Listening

At some point, we all have a stressful life event that distracts us from work. Perhaps it’s a family member’s illness, a divorce, or the death of a friend. If someone on your team is going through a personal crisis, what can you do as their manager?

First, make yourself available. If you maintain an atmosphere of compassion in the office, people are more likely to come to you when they’re going through a tough period.

When they do approach you, don’t ask prying questions. Respect their privacy and simply listen. Your employee may just want a sounding board about the difficulties of caring for a sick relative or an opportunity to explain how their divorce has affected their attention span.

And don’t jump to conclusions. If you immediately suggest they take a leave of absence or adjust their schedule, for example, they may be put off if that’s not what they need.

Ask what changes to their work would help them, and then explore the options together. 

你的團隊應該相處得很好-但不能太好

如果團隊中的人彼此喜歡，這是件好事，但過多的和諧會抑制創造力和創新。當然，您不希望團隊成員互相爭吵，但當每個人都相處融洽時，自滿情緒就會產生。

為了避免這種情況發生，鼓勵產生衝突-人們表達不同意見，協商不同觀點，並在一定壓力下工作的衝突。

鼓勵人們誠實地說，即使是在感覺不舒服的時候。如果團隊需要一點推動，指派一兩個人扮演魔鬼代言人的角色，以獲得在談判桌上的反對意見。你也可以通過為你的團隊設定大膽而可實現的目標來打亂自滿情緒。當任務有一定難度時，人們往往表現得最好，因此在你的團隊擁有的技能和完成某項任務所需的技能之間產生一些緊張關係。

項目應該是可行的-但如果團隊也有點糾結的話，那也沒什麼。

Your Team Should Get Along Well — but Not Too Well

It’s good if the people on your team like one another, but too much harmony can dampen creativity and innovation. Of course, you don’t want team members to be at each other’s throats, but when everyone always gets along, complacency can set in.

To keep this from happening, encourage productive conflict — the kind where people express disagreements, negotiate different viewpoints, and work under a certain amount of pressure.

Encourage people to speak honestly, even when it feels uncomfortable. If the team needs a little push, assign one or two people the role of devil’s advocate to get opposing views on the table. You can also disrupt complacency by setting bold but achievable goals for your team. People tend to perform at their best when tasks are moderately difficult, so create some tension between the skills your team has and those required to accomplish a certain task.

Projects should be feasible — but it’s OK if the team struggles with them a little, too. 

你會議的邀請名單可能太多了

大多數會議中有太多的人。决定誰加入可能是棘手的，但不要默認邀請團隊中的每個人。

為了讓房間裏有合適的人，而且只有合適的人，你必須明確地知道你要給什麼地位。創建一個明確的議程，然後問自己：誰必須出席這次討論以產生成果？如果他們不能出席會議，你會取消誰出席會議？從這個覈心小組開始。

只有當你認為他們會新增談話的價值或者通過在那裡獲得價值時，才能新增更多的人。為了避免那些沒有被邀請的人受到嘲笑，分享你决定邀請與會的標準。

例如，您可能關注的是誰對該主題有最多的瞭解，或者誰將參與該項目的推動實現。如果你仍然收到投訴，讓人們要求下次被包括在內，如果他們有充分的理由參加，那麼在準予他們的請求方面就不會出錯。

The Invite List for Your Next Meeting Is Probably Too Big

Most meetings have too many people in them. Deciding who to include can be tricky, but don’t default to inviting everyone on the team.

To have the right people — and only the right people — in the room, you have to know specifically what you’re going to address. Create a clear agenda and then ask yourself: Who must be present for this discussion to yield results? Who would you cancel the meeting for if they could not attend? Start with this core group.

Add more people only if you think they will add value to the conversation or gain value by being there. To avoid irking those who weren’t invited, share the criteria you used to decide.

For example, perhaps you focused on who has the most knowledge about the topic or who will be involved with the implementation. If you still get complaints, let people ask to be included next time, and then err on the side of granting their request if they present a solid reason for attending.