把授權看作是一個教導員工的機會

對於許多管理者來說，授權最困難的部分就是相信任務會做得很好。但當你把它看作是一個培訓員工的機會時，它會變得更容易，而不僅僅是擺脫一些工作。

下一次你需要授權的時候，首先要確定你的團隊中誰準備好承擔更多的責任。然後創建簡單的任務來幫助他們學習他們需要的技能。

例如，如果你想讓某人主持一個周例會，讓他們練習這個過程的每一個部分：一周，他們可以創建一個議程，你將檢討這個議程。接下來，他們可以看你主持會議，有很多機會提問。最終，他們將準備好自己主持會議，之後您可以提供回饋。

這種教學可能會很費時，但它會為您的團隊準備好承擔更複雜的工作，一遍走的更長久。

Think of Delegating as a Chance to Teach Your Employees

For many managers, the most difficult part of delegation is the belief that the task will be done well. But it becomes easier when you think of it as a chance to train your staff, not just get rid of some work.

Next time you need to delegate authority, first determine who on your team is ready to handle more responsibility. Then create simple tasks to help them learn the skills they need.

For example, if you want someone to chair a weekly meeting and ask them to practice every part of the process: One week, they can create an agenda, which you will review that agenda. Next, they can watch you run the meeting and have a lot of opportunities to ask questions. Ultimately, they will be ready to chair the meeting themselves, after which you can provide feedback.

This kind of teaching can be time-consuming, but it will go a long way toward preparing your team for more-complex work.

通過更多地瞭解您的同事來解决跨部門協作的問題

公司在成長過程中自然會分裂成小碉堡，這些小碉堡通常會感到彼此競爭。但是跨部門的緊張關係不能妨礙團隊的成功。

如果你領導一個歷史上與另一個部門存在分歧的部門，那麼就與另一個部門的同事聯系，讓他們知道你希望更好地合作。

第一步是讓雙方瞭解對方的工作。花時間討論你的部門在做什麼，以及你的團隊之間的互動是什麼樣的。（你可能聽到這樣的話，“我不知道你會那樣做！難怪我們的要求會讓你發瘋。”）

仔細考慮一下你需要一起做的决定，然後决定誰會接到最後的電話。您可能還需要確認部門之間的歷史包袱。

這些對話的目標是建立相互尊重和致力於集體成功。

Resolve Cross-Departmental Problems by Learning More About Your Counterparts

Companies naturally fragment into silos as they grow, and it’s common for those silos to feel competitive with each other. But cross-departmental tensions don’t have to get in the way of your team’s success.

If you lead a function that historically has been at odds with another, reach out to your colleagues in the other department and let them know you’d like to collaborate better.

The first step is for both sides to understand each other’s work. Spend time talking about what your departments do and what it’s like for your teams to interact. (You may hear something like, “I had no idea you do that! No wonder our requests drive you crazy.”)

Think through the decisions you’ll need to make together, and determine who will get the final call. You may also need to acknowledge the historical baggage between your departments.

The goal of these conversations is to build mutual respect and commit to collective success.

幫助患有產後抑鬱症的員工

對於任何一個新父母來說，重返工作崗位都是困難的，但是對於那些患有產後抑鬱症的人來說，這種轉變尤其困難。（記住，產後抑鬱症對男女都有影響。）

如果你管理一個剛生了孩子的人，要密切關注他們的表現——父母的鬥爭並不總是表現在外面。有些人可能因為工作太努力而過度補償，而另一些人則可能表現出失去熱情。

讓自己熟悉公司提供的服務——可能包括工作父母的團體、諮詢的醫療保險、產後瑜伽或冥想課程——以便幫助員工獲得支持。提供彈性工作時間、遠程辦公、逐步返回或同伴指導等選項。

事實上，把這些東西提供給所有的團隊成員是一個好主意，這樣新的家長就不會覺得被孤立了。找到方法讓支持員工及其心理健康成為你文化的一部分。

Helping an Employee Who’s Struggling with Postpartum Depression

Going back to work is tough for any new parent, but the transition is especially difficult for those suffering from postpartum depression. (Remember, postpartum depression affects both women and men.)

If you manage someone who has recently had a baby, pay close attention to how they’re doing — a parent’s struggle doesn’t always show on the outside. Some people may overcompensate by working too hard, while others may show a loss of enthusiasm.

Familiarize yourself with the services your firm offers — which may include groups for working parents, health care coverage for counseling, or post-natal yoga or meditation classes — so that you can help your employee access support. Offer options such as flex time, telecommuting, gradual return, or peer mentoring.

In fact, it’s a good idea to offer these things to all team members so that the new parent doesn’t feel singled out. Find ways to make supporting employees and their mental health part of your culture.