經理們，你如何在不過分強調的情况下向你的團隊敞開心扉？

當員工感覺自己與老闆有個人聯系時，這通常是件好事。但是，當領導人分享了太多的想法和感受時，他們可能會破壞他們的權威。（想像一個經理說，“我很害怕，不知道該怎麼做。”）

一個好的經驗法則是，當你認為這對別人有幫助時，就敞開心扉。通過考慮老闆對你說的話你會有什麼感覺來評估你的個人評論。如果你很感激聽到這個消息，你的團隊也會有同樣的感受。如果沒有，請謹慎行事。

例如，告訴員工你心情不好是因為你今天過得不好；告訴他們你心情不好是因為你不同意高級管理層的决定可能不是這樣。

當開放有助於你的團隊不那麼孤立時，開放也很有用：如果你感覺到人們對某個項目感到焦慮，就承認你感到同樣的壓力，感謝他們的努力。

Managers, how can you open your heart to your team without too much emphasis?

This is usually a good thing when employees feel they have personal contact with their bosses. But when leaders share too many ideas and feelings, they may undermine their authority. Imagine a manager saying, "I'm scared. I don't know what to do."

A good rule of thumb is to open your heart when you think it's helpful to others. Evaluate your personal comments by considering how your boss feels about what he says to you. If you are grateful to hear that, your team will feel the same. If not, please act with caution.

For example, tell employees that you are in a bad mood because you are having a bad day; tell them that you are in a bad mood because you disagree with the decision of senior management that may not be the case.

Openness is also useful when it helps your team to be less isolated: if you feel people are anxious about a project, admit that you feel the same pressure and thank them for their efforts.