對創新工作的回饋應該給予指導，而不是要求改變

給予回饋是很難的，但特別是對於創新工作來說，“好”可能是主觀的。下一次你必須提供一個創新的作品，如設計原型或網站模型的意見，表明你的觀點。使用第一人稱代詞（我）和描述性短語，如“我看到的是……”或“我的意思是……”或“我的觀點是……”，明確說明你的意見是為了勾勒出項目的潜在軌跡，而不是一條具體的“正確”的道路。

給予重點方向，不批判。雖然你應該提供關於你認為是或不起作用的詳細回饋，但不要過分挖掘細節。討論應該為新事物的出現開闢空間，這是你和創作者都沒有預料到的。

Feedback on innovation should be guided, not change

It is difficult to give feedback, but especially for innovative work, "Good" may be subjective. Next time you have to provide an innovative work, such as a design prototype or a website model, to show your views. Use the first person pronoun (I) and descriptive phrases, such as "What I see is..." Or "I mean..." Or "My view is..." It is clear that your opinion is to outline the potential trajectory of the project, not a concrete "right" path.

Give the key direction, not criticize. Although you should provide detailed feedback on what you think is or does not work, do not overdo the details. The discussion should open up space for the emergence of new things, which you and the creators have not expected.

如何承認你的失敗領導？

項目失敗了，無論是源自于你的團隊成員，或是你自己，身為領導人，你就是必須擔負起責任，而且你必須繼續領導團隊。而首先，就是要面對團隊成員，承認失敗。如何說你們的失敗？當成鴕鳥，視而不見聽而不聞，絕對不是應有的態度。

以下的作法，你可以參考：

1. 和團隊成員站在一起，面對失敗。雖然多數團隊成員會願意承認自己的錯誤，但是他們會更樂於聽到領導人自己承擔起失敗的責任。無論失敗的源頭是誰的責任，領導人願意面對失敗，討論失敗，可以幫助你和團隊成員保持繼續的溝通。
2. 從失敗中學習。只有面對失敗，從失敗中學習，認識外部的觀點，才有價值，才會讓團隊成員信服。
3. 包容別人的錯誤。雖然許多領導人同意接受失敗是發展創新必須承受的，但是在實際檢討上還是會讓員工感受到挫折，受到責備。這種態度會讓員工停止實驗，減少創新的參與發展。你必須建立起可以接受的失敗的案例。

How do you acknowledge your failed leadership?

The failure of a project, whether it is from your team members, or your own, as a leader, you must take responsibility, and you must continue to lead the team. First of all, is to face the team members, admit defeat. How to say your failure? As the ostrich, turn a blind eye, absolutely not proper attitude.

Here's what you can refer to:

1. Stand together with team members to face the failure. Although the majority of team members will be willing to admit their mistakes, but they will be more willing to hear their leaders to assume responsibility for the failure of the source of failure. No matter who is responsible, leaders are willing to face the failure, discuss the failure, can help you and your team to keep communication.
2. Learn from failure. Only in the face of failure, learning from failure, knowing external ideas, you can have value and convince team members.
3. Accept mistakes of others. Although many leaders agreed to accept failure is the development of innovation must bear, but in the actual review or make employees feel frustration, and will blame. Such attitude will allow employees to stop the experiment, less involved in the development of innovative. You must establish acceptable failure cases.

不要等到危機發生才來提高組織能力

危機通常能夠刺激人們將他的能力提高到一個新的水準。但是，你絕對不願意在危機來臨時才來提高你的組織能力。那麼，你如何能夠在災難發生前就將組織的潛在能力挖掘出來呢？ 

試試以下幾招： 

1. 急迫感。人們通常能夠體認時間的急迫性。告訴大家一個清楚的設定時間，並且讓大家知道如果屆時沒有完成的話會發生什麼結果。你不需要加以煽風點火，人們自己會知道嚴重性。
2. 同情心。人們在付出時，通常會希望獲得一些感情的連結。你應該讓你的員工知道他們的努力對於其他同事以及客戶有哪些影響。
3. 創新。在危機發生時，沒有時間或耐心來依照平常的程序安排工作。請將公司裡多餘而不需要的障礙去除掉，將平常會耗費時間的程序拿掉，讓大家能夠將針對危機解決問題當成最高要務。另外一方面，在危機發生時，也不會有時間進行創新活動，因此，在危機發生前就應該推動創新，提高組織能力。缺乏創新，通常也是組織陷入危機的原因之一。

Don't wait for the crisis to improve your organizational ability

Crises usually stimulate people to raise their capabilities to a new level. However, you are absolutely unwilling to improve your organizational capability when the crisis comes. So how can you unearth the potential of an organization before disaster strikes?

Try the following:

1. Feeling of urgency. People are usually able to recognize the urgency of time. Tell everyone a clear set time and let you know what will happen if it is not completed. You don't need to fan the flames, people will know the seriousness.
2. Sympathy. When people are giving, they usually want to get some emotional connections. You should let your employees know what impact their efforts have on other colleagues and customers.
3. Innovation. In times of crisis, there is no time or patience to arrange work in accordance with usual procedures. Please remove the unnecessary obstacles in the company and remove the usual time consuming procedures so that you can treat the crisis as the top priority. On the other hand, when there is no crisis, there will be no time for innovative activities. Therefore, we should promote innovation and improve organizational capabilities before the crisis. Lack of innovation is usually one of the reasons why organizations are in crisis.