當你在遠程工作時，信任更為重要

突然發現自己在管理一個完全偏遠的團隊的首長們可能想知道如何從遠處衡量員工的生產力和工作質量。關鍵是信任。

你可能看不到人們在做什麼，但是你仍然可以給他們提供他們需要的資訊，給他們分配任務，像往常一樣檢查他們。因為你不能以同樣的作法監控過程，你的評估必須以結果為基礎。當然，沒有理由相信，在這種新環境下，人們不會做他們被指派的工作。

遠程工作已經存在很長一段時間了，今天我們有科技不僅可以完成自己的工作，還可以成功地合作。所以作為一名經理，你的主要工作就是聽從海明威的建議：“發現你是否能信任某人的最好方法就是信任他們。”

如何在工作中建立信任

你不能總是控制整個組織的信任程度，但是你可以在你的直接工作環境中促進信任。這種環境可能包括你的部門，你的工作團隊或組織，或你的同事在隔間土地。

在一個較小的單位中建立信任，在這個單位中您有一些控制權，這有助於在較大的組織中傳播信任。信任彼此同事的管理者往往也會將信任擴展到更大的組織。這反過來又喚起了對他人的信任。

破壞然後重建信任可以讓你看到什麼不能創造一個信任的工作環境，但不要去那裡。相反，從你與每一位新員工建立關係的開始就開始建立信任。

如何在工作中建立信任

· 如果員工能够與向其彙報的人建立積極、信任的人際關係，則雇傭並提升其擔任主管職位。首長與報告員工的關係是建立信任的基礎。

· 培養所有員工的技能，特別是現任主管和希望在有效的人際關係建設方面得到提升的員工的技能。

· 隨時向員工通報情况。在任何情况下，盡可能多地提供您可以輕鬆地披露的資訊。

· 誠信行事，恪守承諾。如果你不能恪守承諾，請毫不拖延地解釋情况。觀察到的行為被員工視為預測未來行為的基礎。那些表現得好像值得信任的監管者會以更少的抱怨激發更多的合作。

· 及時面對棘手的問題。如果員工經常缺勤或工作時間四處遊蕩，那麼就必須就這些問題與他進行面對。其他員工會關注並學習更多地信任你。

· 保護所有員工的利益。不要談論缺席的員工，也不要讓其他人指責、點名或指手畫腳。當員工知道自己的名字不會白費時，他們就會學會信任。

· 在監督和其他工作任務中表現出能力。知道你在說什麼，如果你不知道，就承認。沒有什麼比管理者承認自己不知道一些事情並承諾要找出真相以便讓每個人都知道更有效地建立信任了。當經理假裝知道並提供錯誤的資訊時，最糟糕的反應就會發生。員工可以原諒缺乏知識，但永遠不會原諒謊言。

· 以尊重和全神貫注的態度傾聽。對員工的需求表現出同理心和敏感性。信任源於你能理解和理解的信念。

· 以深思熟慮的風險改進為客戶提供的服務和產品。當你冒著風險時，你向員工展示，他們可能也會這樣做，特別是當經過深思熟慮的風險出錯時，不會產生任何後果。當冒險行為沒有受到懲罰時，信任就會得到鞏固。

· 保持高期望值。如果你是一名首長或團隊成員，表現得好像你相信員工有能力達到你的標準。這種支持鼓勵員工盡最大努力和信任。

如果你是一名人力資源專業人員或線上經理，在如何在工作中建立信任方面，你有指導經理和主管的特殊作用。通過製定和發佈支持性的保護性政策，您可以影響組織內的權力平衡。在組織中從事不同工作的人中，你在建立適當的社會規範方面也很有影響力。

當更大的組織致力於創造一個信任的、授權的工作環境時，充分致力於團隊建設活動。在以團隊為中心的文化環境之外從事這些活動可能會適得其反，削弱信任，並對您希望與員工一起完成的所有事情產生負面影響。

信任的基礎

信任不技術技問題，而是性格問題；我們之所以被信任，是因為我們的存在作法，而不是因為我們光鮮的外表或我們嫺熟的溝通。

通過你採取的每一個行動以及你與同事和員工的每一次互動，你一步一步地在你的工作場所建立並保持信任關係和信任文化。信任可能是脆弱的，但它有能力隨著時間的推移而變得强大。

領導者如何建立信任

為了提高效率，領導者需要團隊的信任。但是你如何得到信任？如果你失去了它，你又如何得到它？三種行為是必要的。

首先是在團隊中建立積極的關係。有很多方法可以做到這一點，包括：幫助員工合作，解决他人之間的衝突，提供誠實的回饋，以及向他人瞭解他們的擔憂。

第二種行為是展示專業知識和判斷力。如果人們相信你有科技訣竅和經驗對團隊的工作做出正確的决定，他們更可能信任你。

最後一個行為就是保持一致。你必須照你說的去做。遵守你的承諾，遵守你所做的任何承諾。

你不需要在這三個方面都很完美。

如何成為有效的新領導主管？

在你職場生涯中，讓你最興奮而急切要發生的變化，可能是你即將從基層的員工被拔擢升級為經理主管了。在這個職位抬頭切換的時刻，你在想什麼，你說了什麼，以及你如何上台現身，都會對你將要領導的一群人有直接的印象與影響。所以，作為一名新任經理，你要如何表現看起來就像是名領導的正面形象呢？

建立價值導向的目標

一個真實而連貫的表現是發自于內心的。你如何定義自己的角色與價值，會被你的員工感知到。作為一名新領導，花一些時間考慮你希望扮演的角色，設定一個對你有激勵的目標，來作為你未來工作的指南針。例如，你可以說：“我的目標是成為專業的領導，以真誠、體貼的智慧去激勵其他人邁向卓越。”

雖然許多人在職業生涯中，遲早有升級的機會，但是很少人自覺必須做出行為與價值觀的調整。他們必須認知必須分配時間給其他人，必須做計劃，以及提供教練指導，這些是領導主管的工作與責任。更重要的，他們必須看待這樣“以他人為導向的工作”攸關他們自己未來的成功。

提高你的情商和情境察覺力

隨著新的工作將更多仰賴他人來完成，你必須認識其他人被激勵和被影響的模式。在進入會議室或做重要的互動對話前，問自己：

• 他是誰？聽眾是誰？
• 他們對這個主題可能會有什麼樣的觀點？
• 如何做最能夠激勵或影響他們？
• 目前的狀況如何？
• 最佳的結果與回應會是怎樣的？

這些問題提醒我們，領導方式不會是一體通的。有效的領導包含必須真誠、自然，而有清晰方向的指南針，核心價值與具有說服力。另外一方面，它同時必須具有包容力、能夠適應他人，展現出你可以與不同形態的人以各種方式溝通。

要清楚直接，保持尊重

由於你的新角色會增加你和許多不同風格的人之間的互動，有效的領導力包含熟練建立起清楚直接，并保持尊重的溝通方式。領導是動態的，要能夠以真誠而開放的態度傳遞我們的觀點，進行雙向的對話，讓其他人能夠和我們建立起共識，達成有共同目標與最佳的結果。

• 知道自己在想什麼。如果你是善於傾聽，但是拙于表達出自己想法的人，在開重要的會議或是與人互動前，趕快記下幾點你的想法主張。
• 多問、多聽、多認識。相對的，如果你天生就是很有主張，就要多一些耐心，以便可以多聽到別人說了些什麼。以多問顯示你在認真聽，并弄清楚你聽到了是否正確？然後想想你要如何進行下去？
• 分享“為什麼”。作為領導主管，與人以分享“為什麼”來讓人知道你的看法、優先選擇、期待、回饋意見，或是要求，是很關鍵的。相對的，多分享你的信息的更有力量。將它組織的有專業性。

當面臨到改變、壓力或困難時，穩定地領導

我們多數的人在順風的時候，例如生意順利或過很好的一天的時候，我們都能夠做好領導。但是，我們也要問自己：“當我有壓力、疲倦、有工作期限，或有人給我壞消息的時候，我會如何處理？”

認知當你生氣、缺乏耐心、沒有誠意的時候，會給你的團隊以及你所接觸的人帶來不好的衝擊。很簡單，在任何群體中，領導主管都會有力量不顧別人的情緒。主管如何管理自己的情緒會影響到別人的情緒。這就不是個人的事情，這也會影響到你公司的生意。

當你建立起穩定的領導，就可以讓你的團隊成員感覺安心的告訴你一些消息，包含壞消息。所以，你可以協助排除障礙，重新設定優先次序，或是將團隊拉回正軌。

當你建立了穩定的領導的時候，也要確保為自己設定正確的優先次序，在你成為新領導者，要承擔更大的角色是，你也要有策略可以照顧到自己的工作負擔。

成為新領導主管，是你職業生涯者重要的一個過程。想想你上任的時候要如何思考、如何說、以及如何展現自己，如何說你的希望與企圖。

設定好一個價值導向的領導目標，提高你的情商以及情境自覺力，對人坦率與尊重，並且建立起可以讓你穩定領導的策略。你愈是謙虛，愈能夠降低所將要面對的壓力衝擊。

How to become an effective new leader?

Perhaps the most exciting and urgent change in your career is that you are about to be upgraded from a grass-roots employee to a manager. What you think, what you say, and how you appear on the stage at the moment of this job change will have a direct impression and influence on the group of people you will lead. So, as a new manager, how do you look like a leader?

Establishing Value-Oriented Goals

A true and coherent expression comes from the heart. How you define your role and value will be perceived by your employees. As a new leader, take some time to think about the role you want to play and set a goal that motivates you as a compass for your future work. For example, you can say, "My goal is to be a professional leader, inspiring others to excel with sincere and thoughtful wisdom."

Although many people have opportunities for promotion in their careers sooner or later, few of them have to consciously adjust their behavior and values. They must recognize the need to allocate time to others, to plan, and to provide coaching guidance, which is the job and responsibility of the leader. More importantly, they must see that such "other-oriented work" is critical to their own future success.

Improve your EQ and situational awareness

As the new job will depend more on others to do it, you have to understand how others are motivated and influenced. Before entering a conference room or engaging in an important interactive dialogue, ask yourself:

• Who is he? Who is the audience?
• What are their views on this topic?
• How to motivate or influence them best?
• What is the current situation?
• What is the best result and response?

These questions remind us that leadership will not be integrated. Effective leadership includes a compass with clear direction, core values and persuasion that must be sincere and natural. On the other hand, it must also be inclusive and adaptable to others, showing that you can communicate with different forms of people in various ways.

Be clear, direct and respectful

• Know what you are thinking. If you are a good listener, but a poor voice, write down a few ideas before an important meeting or interaction.
• Ask more questions, listen more and know more. In contrast, if you are naturally assertive, be more patient so that you can hear what others are saying. Ask more questions to show that you are listening carefully and make sure you hear correctly. Then think about how you want to proceed?
• Share "Why". As a leader, it's critical to share "why" with others to let people know your views, preferences, expectations, feedback, or requirements. In contrast, sharing more of your information is more powerful. Organize it professionally.

Lead steadily when faced with change, pressure or difficulty

Most of us are able to lead well when things are going well, such as when business is going well or when we have a good day. But we also have to ask ourselves, "What do I do when I'm stressed, tired, have a deadline, or someone gives me bad news?"

Recognize that when you are angry, impatient and insincere, it will have a negative impact on your team and the people you meet. Simply, in any group, a leader has the power to ignore other people's emotions. How managers manage their own emotions can affect others'emotions. This is not a personal matter, it will also affect your company's business.

When you establish a stable leadership, you can reassure your team members to tell you some news, including bad news. So you can help remove obstacles, re-prioritize, or get the team back on track.

When a leader can shape a good environment or culture, including psychological safety and responsible attitude, let the team to achieve the best learning and performance.

To build such a stable leadership, you need to set your own priorities and then manage your work pressure strategically. In this way, you can play a bigger role and shoulder the responsibility of the new leader.

Being a new leader is an important step in your career. Think about how you think and say when you take office. And how to get on stage. Set good value-oriented goals, enhance your EQ and situational awareness, clear and direct and respectful communication, and establish stable leadership. Don't underestimate your influence on others.

Summary: If leadership is good, leadership is the noblest profession. No other profession can provide many ways to help others learn and grow, take responsibility, gain recognition of achievements, and contribute to team success.

領導虛擬團隊，更必須重視互信

透過觀察團隊成員識別問題以及討論問題的平均延遲時間，你可以知道這個虛擬團隊是否合作順暢。

如果同事之間彼此不信任，問題可以得到解決的時間就會比較長。這就是為什麼一個虛擬團隊的成員建立信任和安全感是至關重要的。

當分散在不同城市的虛擬團隊成員不能面對面地和他們共事時，信任別人是困難的。但即使是在視訊通話的畫面上，同事給你一個最小的手勢也能幫助你：慷慨大方地接受資訊。

如果有人在為一個項目或任務而奮鬥，首先要提供幫助。當團隊中的某個人取得了小小的成功時，發一封祝賀郵件。

一點小小的善意鼓勵, 可以在有人懷疑你時，有很大的幫助。

To lead a virtual team, building mutual trust

By looking at team members, identifying problems, and discussing the average latency of the problem, you can see if the virtual team is working smoothly.

If colleagues don't trust each other, the problem can be solved longer. That's why it's important for a virtual team member to build trust.

It is difficult to trust others when they are unable to work face to face with their virtual team members scattered across different cities. But even on video chatting screen, a minimum gesture from a co-worker can help you: receive information generously.

If someone is struggling for a project or task, help first. When a person in a team has made a small success, send a congratulatory email.

A little kindness encouragement can help a lot when someone doubts you.

贏得你的新團隊的信任

當你接掌一個新部門，你的員工幾乎不可避免的會評估你這位新老闆究竟是否適任？你有必要在很短的時間內做出領導者的表現，贏得他們的信任，並且建立起你的權威。

你可以用你的專業能力盡快做出成果來建立他們對你的信任。

去找出3 ~ 4項關於你的老闆與你的團隊，了解清楚的問題，以遵循你公司文化的作法來解決它們。

這些問題可以是阻擋了你的團隊前進發展的問題。你要知道障礙是哪些，而你知道如何去克服。你能夠舉出參考的案例嗎？你能夠說服其他部門來協助解決嗎？

面對這些問題，領導你的團隊去克服困難，解決問題。如此，你的團隊會信服你的領導權威。

Win the trust of your new team

When you take a new department, your staff will evaluate this new boss’s competency is almost inevitable. It's necessary for you to act as leaders in a very short time, to win their trust, and to build your authority.

You can use your professional skills to produce results as soon as possible to build their trust in you.

Find out 3 to 4 questions about your boss and your team, understand the problems, and follow your corporate culture to solve them.

These problems can be a barrier to the development of your team. You need to know what obstacles are, and you know how to overcome them. Can you give a reference case? Can you convince other departments to help to solve the problem?

In the face of these problems, lead your team to overcome difficulties and solve problems. So, your team will be convinced of your leadership and authority.

在做重大授權前，先建立信任

要授權給員工並且信任他們可以做出決策，通常不是想象中那麼容易。

要能夠做出授權，你必須做兩件事：建立信任，以及預備接受會失敗的可能性。

你可以與你的員工作一對一的交流，觀察他們如何處理日常的工作，并提供你的回饋意見，這樣做，可以讓你認識這名員工的優點和缺點，因而知道誰可以承擔責任，而誰需要更多的經驗。

你同時要認知會失敗是在授權時很自然的。如果缺乏會失敗的磨練，你的團隊很難知道風險，也不容易發展出創新的能力。如果你能夠有承擔接受失敗的可能性，你就比較能夠安心做出授權的決定。

Build trust before you make a major mandate

Empowering employees and trusting them to make decisions are often not as easy as thought.

To be able to make delegate, you have to do two things: to build trust, and prepare to accept the possibility failure.

You can work one-on-one with your staff, observe how they handle their daily work, and provide feedback that will allow you to recognize the strengths and weaknesses of the employee, and know who can take responsibility and who needs more experience.

It is natural for you to also recognize that failure will occur when authorized. Without training of failure, it is difficult for your tea to know that risks and develop the ability to innovate. If you are more likely to accept failure, you will be more comfortable with the decision to delegate.

領導你的員工做自主管理

如果每位員工都能夠做好自主管理，那麼他的行為與能力就猶如老闆一般，會讓真正的老闆輕鬆許多。

以下是讓你的員工能夠做好自主管理的作法：

1. 可信任的。信任是一切團隊合作的基礎。團隊成員必須能夠說到做到。
2. 有影響力的。每個人都必須仰賴他人的支持來將任務完成。所以，團隊里的每人都應該建立起與他人的良好關係，經由合作來提高團隊生產力。
3. 以團隊優先。一個合作的團隊，會好過一群個人英雄。讓你的團隊整合起來，讓他們有願意追求的願景，有清楚的目標，有清晰的工作計劃。並且，讓他們都說“我們”，而非“我”。

Lead your employees to do self management

If every employee can manage himself well, his behavior and ability will be just like the boss, which will make the real boss much easier.

The following are ways to make your employees self managed.

1. Trustworthy. Trust is the foundation of all teamwork. Team members must be able to do what they say.
2. Influential. Everyone must rely on the support of others to complete the task. Therefore, everyone in the team should establish a good relationship with others, through cooperation to improve team productivity.
3. Team first. A cooperative team will be better than a group of personal heroes. Get your team together and give them a vision, a clear goal, and a clear work plan that they are willing to pursue. And let them all say "we", not "me".

建立起可信任的氛圍

人們通常會去讀別人的姿體語言或是面部表情來判斷別人是否值得信任。但是，在有些情況下，例如事情有變化，或是產生了困惑，就會主導一個人對人產生不信任的感覺。在缺乏足夠的資訊下，人的頭腦經常會想得過度了。最後，我們會很自然地預期會受到傷害，因此會有自我保護的心理。

但是，即使你的團隊成員缺乏足夠的資訊來了解事實，你仍然可以建立起可供大家信任的氛圍。

想想看，如果你發現你的老闆和同事經常在會面，而你不知道他們在談什麼，也不知道為何如此，你自然的會懷疑自己被排擠了。

領導主管可以避免團隊成員有這種疑慮。他可以建立起一個公開而透明的環境，讓大家盡可能有機會分享與討論，讓大家知道團隊確實預備做些什麼事。

這樣可以讓團隊成員產生有被信任的感覺。

Build a climate of trust

People usually read other people's posture language or facial expression to judge whether others are trustworthy. But in some cases, such as when things change, or when confusion arises, it leads to a feeling of distrust. In the absence of sufficient information, people's minds often think too much. Finally, we will naturally expect to be hurt, so we will have a self protective mentality.

But even if your team members don't have enough information to understand the facts, you can still create an atmosphere of trust.

Think about it. If you find your boss and co-workers meeting frequently and you don't know what they're talking about or why, you naturally suspect that you're being pushed out.

Leaders can avoid such doubts. He can create an open and transparent environment where people can share and discuss as much as possible and let them know what the team is really going to do.

This gives the team members a sense of trust.

讓你的團隊正確啟動

無論你所組織的團隊是大的或是小的，是個人關係的組合，或是虛擬團隊，你都必須知道如何讓它正確開始運作。

以後，如果你組織一個新的團隊，請嘗試用以下作法來增加你的成功機會。

1. 建立信任關係。人們如果能夠相互信任，就比較有機會提高團隊工作效率。你要設法建立一個人們都願意說出真話的工作氛圍。
2. 快速認知錯誤。沒有一個團隊可以不修正其錯誤而能夠得到成功的。讓團隊成員之間能夠真誠而即時的對話。
3. 清楚揭示期望。對團隊使命認識愈清楚，愈能夠提高團隊績效。團隊成員的每個人都應該知道被如何期待著，其工作行為要能夠朝向促成團隊成功的方向。

Let your team start right

Whether your organization is big or small, a combination of personal relationships, or a virtual team, you must know how to make it work correctly.

Later, if you organize a new team, try to increase your chances of success by following the following steps:

1. Establish a trust relationship. If people can trust each other, they will have the opportunity to improve team work efficiency. You should try to create a working atmosphere where people are willing to tell the truth.
2. Fast cognitive errors. No team can succeed without correcting its mistakes. Let the team members be able to talk honestly and instantaneously.
3. Clearly reveal the expectation. The more clear the team's mission is, the better the team performance will be. Everyone in the team should know how to look forward to, and their work behavior should be directed towards the direction of team success.

好的領導者先建立信任度

當今多數的領導者會強調他們的核心能力、強處，以及優越記錄，但是如果人們不信任你，這一切都不會發生作用。

要贏得人們的信任要讓他們感到窩心。如何做？

1. 用正確的語調。輕聲說話。可以讓人感覺到你和他們是同輩、同階層的夥伴, 表達出你的誠意。
2. 同理心。如果你能夠讓你的部屬感覺到你和他們看到的是相接近的世界，你所展現的不僅是同情心，並且在他們眼中，你們會有共識。如果你要你的同事聽你的而且同意你，你先表現出對他們的同意。
3. 真誠的微笑。微笑具有感染力。當人們看到你笑容燦爛，他們多半也會跟著笑起來。但是虛偽的表情是糊弄不了任何人的。要展現出溫暖，你必須發自內心、真誠的笑。

Good leaders build trust first

Most of today's leaders will emphasize their core competencies, strengths, and superior records, but if people don't trust you, this will not work.

We need to win people's trust to make them feel cozy. How do you do it?

1. Use the correct intonation. Speak in a whisper. You can make people feel that you and them are friends of the same generation and class, and express your sincerity.
2. In the same mind. If you can let your subordinates feel that you and what they see are close to the world, what you show is not only compassionate, but in their eyes, you will have a consensus. If you want your colleagues to listen to you and agree with you, you first show your consent to them.
3. Sincere smile. The smile is infective. When people see you smile brightly, most of them will laugh. But the expression of hypocrisy is not fooling anyone. To show warmth, you must smile from heart to heart.

想要建立團隊的信任感嗎？先信任他們

雖然持著懷疑態度來管理，有一定的好處，但是信任感是讓團隊運作有效的一帖關鍵良方。

要在團隊里塑造起信任感，你自己要先信任他們。你要表示你相信他們的能力可以勝任工作要求。你可以不斷加重給他們的挑戰，並且賦予需要的權力，讓他們感受到你對他們的信任。

任何領導者顯露出想要“測試”員工的作為，都會嚴重影響到員工對你的信任度。

信任，是一個雙向道。你俞早啟動你的信任，員工就會加速他們對你的相對信任。

Want to build team trust? Trust them first

Although skepticism is good for management, trust is a key recipe for effective team operation.

To build trust in a team, you have to trust them first. You have to show that you believe that their abilities are up to the job requirements. You can constantly challenge them and empower them to feel your trust in them.

Any leader who reveals that he wants to "test" his employees' behavior will seriously affect their trust in you.

Trust is a two-way street. If you start your trust earlier, employees will accelerate their relative trust in you.

當你成為老闆，先建立你的可信度

要領導一群原來是你的同儕的人，會有一些尷尬與困難。你必須建立起你的權威，有不能讓他們感覺你只是很幸運的獲得職位升遷。

以下的作法能夠讓你比較平順的度過這個時期：

1. 先低調開始。不要一開始就敲鑼打鼓地搞大項目。先找幾項你能夠勝任做主決定的小項目開始，而暫時延宕哪些大項目，一直到你在新的主管職位上有足夠的權威影響力。
2. 主動出現。你可以安排約見你的每一位直屬部下。問他們：“我如何可以支持你更成功？”這個問題不僅能夠顯示出你是他的上級領導，而且可以表示你預備支持他們。
3. 不要只看你自己的團隊。在你的初升為領導主管時，很容易受到你之前的同事的關注點，但是你不要忘記與其他人的聯繫，尤其是你的新老闆。

When you become a boss, build your credibility first

There are some embarrassments and difficulties in leading a group of people who used to be your peers. You have to build your authority, not to let them feel like you're just lucky enough to get a promotion.

The following can help you get through this period more smoothly:

1. Start with a low profile. Don't start with big projects. Start with a few small projects that you can decide on and temporarily delay until you have enough authority in your new executive position.
2. Actively appear. You can arrange an appointment with each of your immediate subordinates. Ask them, "How can I support you to be more successful?" This question not only shows that you are his superior leader, but also shows that you are ready to support them.
3. Don't just look at your own team. When you first become a leader, it's easy to get the attention of your former colleagues, but don't forget to connect with others, especially your new boss.

從軍中學習領導藝術

許多人認為軍隊是一種絕對的階級結構組織，上級軍官具有絕對的權威要求下級軍官與士兵服從。

事實上，軍隊也是很徹底授權，并具有優良溝通能力的組織。

以下，讓我們來學習你可能不知道的軍隊領導藝術：

1. 傳遞使命。軍隊一旦開拔，就必須依靠戰地軍官與士兵對任務使命的充分理解，能夠就地做出正確的行動。這就必須在任務發動之前，進行使命宣導，并請參與行動的軍官或士兵自行擬定出行動方案，包含運動路線、火力配置、臨場應變，等等。
2. 以贏得尊敬而非命令來領導。有效的軍事行動，並非靠著層級指揮的命令，而是讓下級尊敬你的權威與地位。這對於戰場上指揮官通常并非親臨第一線戰地時，特別重要。戰士願意在槍林彈雨中奮勇戰鬥，是因為他們尊敬指揮官。
3. 信任你的戰士。雖然軍中有嚴格的紀律，但是最有效的領導方式是絕對的授權到最基層，相信你的戰士能夠依據他的臨場判斷，做出最佳的決定。

Learn the art of leadership from the army

Many people believe that the army is an absolute hierachical organization, and that officers at higher levels have absolute authority and require lower officers and soldiers to obey.

In fact, the army is also an organization that is thoroughly authorized and has good communication skills.

Below, let's learn the art of military leadership that you might not know:

1. Transfer mission. Once the army marching out, we must rely on the full understanding of the mission field officers and soldiers, on the spot to make the right move. This must be launched before the task of mission, advocate, and please take action officers or soldiers to develop their own travel plan, including moving route, firepower allocation, improvise and so on.
2. Win leadership by respect but not command. Effective military action, not by a hierarchy of the command, but let your subordinates respect for authority and status. This is especially important for commanders on the ground are not usually at the front-line battlefield, soldiers in a hail of bullets. They are willing to put up a fight, because they respect the commander.
3. Trust your warrior. Although there are strict disciplines in the army, the most effective way to lead is to give absolute authority to the bottom, and believe that your warrior can make the best decisions based on his on-the-spot judgment.