層峰領導應避免陷入孤立

在許多大企業中，層峰領導經常圍繞著許多助理、高級幕僚，以及顧問群。這樣做的目的是可以節省層峰領導的時間。但是，無論是有意的或是無意的，許多的層峰領導收到的資訊是被篩選過濾，或是被改編過，或是經過查核的。這些幕僚群會決定哪些資訊是適合層峰領導應該知道的。

作為層峰，要打破這樣的組織作風是很困難的。你可以嘗試下列的作法，並且請你的幕僚配合，或許會有幫助。

1. 建立留言板或舉行公聽會。讓公司內包含高級主管在內，都可以聽到公司上下員工的意見、觀點，并因此可以與員工做互動交流。
2. 舉行跳級的會議。邀請二、三級甚至更低層主管一起參加會議，讓低階主管能夠下情上達，也可以更直接的了解公司重要的決策制定思考。
3. 選拔并培養未來之星。請各部門高級主管與人事單位評選出公司值得栽培的未來之星，邀請他們參與公司的重要對話。

Peak leaders should avoid falling into isolation

In many large enterprises, top leaders often surround many assistants, senior staff, and consultants. The aim is to save time for top leaders. However, whether intentional or unintentional, many top leaders receive information that has been filtered, adapted or checked. These staff members will decide which information is appropriate for the leaders at the top.

As a peak, it is very difficult to break this organizational style. You can try the following and ask your staff to cooperate, which may be helpful.

1. Establish message boards or hold public hearings. Let the company include senior managers, you can hear the opinions and opinions of employees, and therefore can interact with employees.
2. Hold a class-hopping meeting. Invite two, three or even lower level managers to attend the meeting, so that lower level managers can be informed, but also more directly understand the company's important decision-making thinking.
3. Select and cultivate future stars. Senior managers of all departments and personnel units are invited to select the future stars worth cultivating and to participate in the important dialogue of the company.

要成為强有力的領導者，不要隱藏你的弱點

是什麼讓一個人成為强有力的領導者？一個經常被忽視的特徵是謙遜。最好的管理者承認他們的弱點，並不怕暴露他們的弱點。

希望同事們只看到你最好的一面是很誘人的，但這是一種不好的領導作法。

首先，這是不可持續的。我們都是人，都會犯錯。遲早，你也會的。另一方面，領導是關於連接的。人們會跟隨你，為你努力工作，如果他們覺得與你有聯系，就會為你犧牲。如果你讓他們看到你的想法，他們不會有這種感覺。所以不要害怕承認自己不完美的地方。

如果它有幫助的話，就這樣想：你不是軟弱的；而你也有弱點。這是有區別的。

To be a strong leader, don't hide your weaknesses

What makes a person a strong leader? One feature that is often overlooked is humility. The best managers acknowledge their weaknesses and are not afraid to expose them.

It's tempting to expect colleagues to see only the best of you, but it's a bad leadership practice.

First, it is unsustainable. We are all human beings and we all make mistakes. Sooner or later, you will too. On the other hand, leadership is about connection. People will follow you and work hard for you. If they feel connected to you, they will sacrifice for you. If you show them what you think, they won't feel that way. So don't be afraid to admit your imperfections.

If it helps, think about it like this: you are not weak; you have weaknesses. There is a difference.

領導者，讓員工安心地給你誠實的回饋

和其他人一樣，領導者需要誠實的回饋才能成長。但是領導們聽到的往往是含糊不清的，或者與具體的行為無關，這意味著它不是很有用。

獲得有助於你改進的回饋的一種方法是建立一種員工誠實守信的安全文化。向同事表明你想知道他們的想法，即使他們在什麼時候，尤其是什麼時候，可能會猶豫不定地告訴你。

你可以通過問開放式問題並仔細傾聽答案來做到這一點：“當我分享我的策略時，你聽到了什麼？“或者”當我發郵件給你的時候你感覺如何？“

告訴你的團隊你既想要正面的評論，也想要負面的評論，然後抵制對他們所說的做出回應的衝動。即使你不同意，也只需傾聽和反思。最後，感謝您的團隊的誠實，並利用他們的回饋進行必要的改變。

Leaders, reassure employees to give you honest feedback

Like others, leaders need honest feedback to grow. But what leaders hear is often ambiguous or unrelated to specific actions, which means it's not very useful.

One way to get feedback that will help you improve is to build a culture of honesty and trustworthiness among employees. Show your colleagues that you want to know what they think, even if they may hesitate to tell you when, especially when.

You can do this by asking open-ended questions and listening carefully to the answers: "What did you hear when I shared my strategy? " Or "How did you feel when I emailed you? "

Tell your team that you want both positive and negative comments, and then resist the urge to respond to what they say. Even if you disagree, just listen and reflect. Finally, thank your team for their honesty and use their feedback to make the necessary changes.