高階主管參與的會議要達到最大效用

一個集合了數名高階主管的會議，是公司重大的資源承諾。如果會議只是做一些低層次的業務發展形勢報告，通常是浪費這些高階主管的寶貴時間的。

相對的，一項集合了高階主管的會議應該關注在有關於公司未來發展的關鍵議題上。

無論你自己是層峰主管，或是為資深主管安排會議，請注意以下的會議安排內容：

1. 只討論關乎關鍵策略的決定，而非做日常業務報告。請評估一下，會議的議題是關乎一個$10,000,000元以上金額的決定，還是只是個$10,000元的審批。如果沒有足夠的“0”的討論，就不是個值得作為策略會議的決定，不要浪費高階主管們的時間。
2. 開關乎未來領導安排或建立策略夥伴的會議。當前的領導必須更關注在對未來組織的發展。拔擢公司未來的新明星，成為領導公司發展的關鍵人才，是個高層次的策略性議題。安排公司在供應鏈上的策略夥伴，能夠達到提高效率或是降低資源投入的目的，也是關鍵策略。
3. 敏感而難以討論決定的議題。有些議題非常敏感，例如關乎公司層峰主管的領導風格，或是幾個部門資深主管間的衝突，如果沒有事前適當的安排，就搬上會議討論，通常是難以在會議上得到結果的，或是會引起更大的衝突。相反的，如果已經事前做好了妥善的安排，在會議上公佈，或是征求補充意見，則可以讓公司獲得突破性的發展。

To maximize the effectiveness of meetings involving senior managers

A meeting of several senior executives is a major resource commitment for the company. If the meeting is just to do some low-level business development reports, it is usually a waste of precious time for these high-level executives.

In contrast, a meeting of senior executives should focus on key issues related to the company's future development.

Whether you are a top manager or arrange meetings for senior managers, please pay attention to the following arrangements:

1. Discuss only decisions about key strategies, not daily business reports. Please assess whether the topic of the meeting is a decision on the amount of more than $10,000,000, or just an approval of $10,000. If there is not enough "0" discussion, it is not a decision worth making as a strategy meeting. Don't waste the time of senior executives.
2. Switching is a meeting for future leaders to arrange or establish strategic partners. Current leaders must pay more attention to the development of future organizations. It is a high-level strategic issue to promote the company's future new stars and become the key talents to lead the company's development. Arrangement of company's strategic partners in the supply chain can improve efficiency or reduce resource input, which is also a key strategy.
3. Sensitive and difficult topics to discuss. Some issues are very sensitive, such as the leadership style of top managers in a company, or the conflict between senior managers in several departments. If there is no proper arrangement in advance, it will be difficult to get the result of the meeting or cause more conflicts. On the contrary, if proper arrangements have been made beforehand, announced at the meeting, or asked for supplementary opinions, the company can achieve breakthrough development.

不要安排太多優先項目了

過多的壓力、超限的工作，是現在職場上的常有的狀況。大多數的領導者都會感受到他有太多相互衝突的優先項目了。

但是，殊不知通常的情況下，主管承受愈多的工作項目，公司卻賺的愈少。

事實顯示，多數高效經營的公司，只讓主管們專注在具有高報酬的項目上，而不是承擔太陽底下的所有事情。

從現在開始，你不要再到處找更多的機會，而要問自己：“我能夠專注在哪些能夠幫助我公司勝出的好項目？”

你必須明白自己有哪些自己能夠發揮的最優，而別人不具備的能力，然後，你就可以專注在這些你能夠成功的優先次序上。

你應該學習拒絕哪些看來你雖然有能力做，但是並不營養的項目。

Don't make too many priorities

Too much pressure and overwork is a common situation in the workplace. Most leaders will feel that he has too many conflicting priorities.

However, little is known about the fact that under normal circumstances, the more work items a supervisor takes, the less money the company earns.

Facts show that most highly efficient companies only focus on high paid projects rather than assuming everything under the sun.

From now on, you should stop looking for more opportunities, and ask yourself, "what can I concentrate on good projects that can help my company win?"

You have to understand what you have the best you can do, and the abilities that others don't have, and then you can focus on the priorities you can succeed.

You should learn to reject those projects that you seem capable of doing, but are not nutritious.

作為領導主管你必須問的問題

作為一名領導主管，你有必要知道你的團隊成員需要如何做才能夠把工作做好。

所以，為什麼不問問他們？你可以習慣性的經常問他們：“我應該如何幫助你，讓你工作得更有效率？”

你可能因此而得到許多不同的回復，包含他對其他人的抱怨，或是直接批評你的領導風格，並且說你其實做不了什麼。

聽到這些，即使是對你是負面的，不要辯解。你可以先聽，然後開始採取行動。 或許，你會發現與其你直接面對這樣的炮火，不如授權指派一名副手來處理，至少他可以先深入瞭解狀況，收集實際資訊，讓你能夠從容應對。或許，你會因此發現團隊中有不合羣的份子，你必須進一步溝通或是進行再教育。或是，你會發現有些管理政策已經不適宜，必須修正或去除。

總之，保持瞭解你的團隊成員需要你如何支援，是領導中最基本的功課。

As a leader, you have to ask questions

As a leader, you need to know what your team members need to do to get the job done.

So why don't you ask them? You can habitually ask them, "How can I help you and make you work more efficiently?"

You may get a lot of different responses, including his complaints about others, or directly criticize your leadership style, and say you can't actually do anything.

If you hear this, even if it's negative to you, don't explain it. You can listen first and start taking action. Perhaps, you will find that it is better to appoint an aide to deal with the fire that you face directly to such a fire. At least he can get to know the situation and collect the actual information, so that you can cope with it. Perhaps you will find that there are disagreements in the team. You have to communicate more or reeducate. Or, you will find that some management policies are not suitable and must be corrected or removed.

In short, it is the most basic task for leaders to keep an eye on how your team members need your support.

獎勵支持員工成長的領導主管

許多老闆說希望看到他的部門主管能夠花時間帶領他們的部屬成長，但是他們只獎勵團隊的工作結果，而非獎勵這些部門主管所花在教導員工的時間。

如果你真的期待你的部門主管能夠帶領他們的直屬部下獲得專業的成長，那麼你應該用實際的獎賞來兌現你所說的。對於那些能夠做出支持員工成長的主管，你要給予很好的表彰。

你要經常評估你的部門主管在這方面的工作成績，了解他們究竟在協助他們的部屬獲得了那些成長。然後，分配一部分獎金來肯定他們在這方面做出的努力。

Reward leadership managers who support employee growth

Many bosses say they want to see his department executives spend time leading their subordinates but they reward team work results rather than reward those executives spent on teaching employees.

 If you really expect your department heads to lead their immediate subordinates to professional growth then you should fulfill what you say with actual rewards. You should give a good recognition to those executives who can support employee growth. 

You should often evaluate your department managers' accomplishments in this regard knowing whether they have helped their subordinates gain growth. Then, allocate some bonuses to confirm their efforts in this regard.

領導者最重要的工作就是解決問題

管理工作，例如管理工資發放以及銷售業務，成為有效推動一些需要技術或是創意技能等工作得以推進的重要促進劑。

組織內需要管理領導者，並不是因為有一群人需要一位老闆，而是因為員工需要有人能夠幫助他們解決工作上所遇到的問題。

儘管目前盛行強調授權、信任員工，領導管理者仍然有幾項最基本而重要的責任工作：

• 聘用并組織人員
• 建立工作程序、安排工作
• 淘汰不適任人員
• 最重要的是，協助員工解決問題

The most important job for leaders is to solve problems

Management, such as, payroll and sales, has become an effective accelerator for the advancement of skills that require technology or creative skills.

Leader in organization is not because a group of people need a boss, but because employees need someone to help them solve their problems at work.

Despite the prevailing emphasis on empowerment and trust, managers still have several basic and important responsibilities:

• Hiring and organizing people
• Set up working procedures and arrange work
• Lay-off incompetent staff
• The most important thing is to help employees solve problems.

即使你是菜鳥主管，也要有老闆樣

通常我們都認為好的主管是擅長協作的，就是說他們會配合員工、支持員工的。如果這為真，到頭來沒有人會喜歡有老闆來管理自己的。

但是，這對菜鳥主管並非正確的。年輕主管通常被認為地位低，他們的年紀、教育程度，或是工作經驗，都會讓人懷疑他們是否有足夠的能力告訴他們的屬下員工該如何完成工作。

如果你是這樣的菜鳥主管，你最好做出老闆樣，將工作項目安排好，設定清楚的工作方向，分配好屬下員工的工作。

只有你正確建立起領導權威，你才能將自己投入在與員工的協作關係上。

Even if you are a rookie supervisor, you must perform as a boss

Usually we think that good managers are good at teamwork. That is, they work with employees and support employees. If that's true, nobody will like to have bosses to manage them at all.

However, this is not the right to charge rookie. Young executives usually considered low status, their age, education, or work experience, will make people doubt whether they have enough ability to tell them how to do the work of the staff.

If you are such a rookie supervisor, you'd better make the boss, arrange the work items, set a clear work direction, and assign the work of the subordinates.

Only when you build the right leadership authority can you put yourself into a collaborative relationship with your employees.

第一次擔任主管

哇，你被老闆賞識，被提拔擔任主管了，恭喜你！

無論它的職稱是組長或是經理，真不容易，這是你人生第一次擔任主管。從今天起，很多都變化了，再也和以前不一樣了。你有必要調整自己了。

被提拔為人生的第一個主管，並並不代表你會比以前工作的更辛苦，但是你至少必須要能夠自製。你必須自覺，從今天起大家對你的期待都和以往不一樣了。你所需要注意的內容和以往不一樣了，你和以前的同事的關係也和以往不同了。

作為一名新主管，你必須和以前一起工作的同事設定一個界限。雖然你們之間仍然可以維持朋友關係，但是你必須保持一個距離，以便顯示出你的權威與職權。你不需要很刻意的這樣做，但是你必須認知從今天起你有必要讓別人尊重你的新職位。

對於這些以前一起共事很長時間的同事來說，他們可能感到有些不適應看待你是主管。但是，你的新職位要求你扛起必要的責任，你必須分配工作並評估他們的工作績效。和以往不同，從現在開始，你必須做一些很艱難的決定，而有些是這些老同事不一定會欣然接受的。這是一個新的關係，但是你最好自己最好快點適應，愈快愈好。

如何開始你的新主管職務？