不要讓眼前的擔憂影響你的策略

管理人員需要不斷地平衡企業的長期和短期需求，但當你面對眼前的問題時，很難保持戰畧。

為了使你的下一個策略會議聚焦於未來，放慢速度。你需要在較長時間了解事實，以及必須解决的問題。

在著手解决策略問題之前，從多個角度考慮它們。徵求會議室裏每個人的意見，可能每個人對這個問題的解釋都不同。你也可能需要把討論分散到幾個會議上，這樣你就可以更好地理解數據，討論各種觀點，並研究不同策略的含義。

當策略被提上日程時，重要的是採取一種更慢、更深思熟慮和更具參與性的方法。

Don't let the immediate worries affect your strategy

Managers need to constantly balance the long-term and short-term needs of the company, but it is difficult to maintain the strategy when you face the problems in front of you.

In order to focus your next strategic meeting on the future, slow down. You need to know the facts for a long time, and the problems that must be solved.

Consider them from multiple perspectives before take strategic solutions. For everyone in the meeting room, each person may have different explanations for this problem. You may also need to discuss with several meetings, so you can better understand the data, discuss various views, and study meanings of different strategies.

When the strategy is put on the agenda, it is important to take a slower, more deliberate, and more participatory approach.

在商業策略上，你應該重視效率，或是生產力？

商界領袖常常把“效率(Efficiency)”和“生產力(Productivity)”看作同義詞，是同一硬幣的兩面。

然而，若是要落實到策略執行面，效率和生產力就會有很大的不同。

就定義來說，「效率」是指：“在要求完成一項任務時，所需要的勞工工時和產業標準或所設定的標準的比較”，用更少的工時可以完成同一項任務，就是愈有效率。以英文表示：Efficiency is about doing same with less.

而所謂的「生產力」，初看之下，和「效率」的概念，是很類似的，是指：“在投入一定的勞動時間下，能夠產生的產品與服務的數量比率”，用同樣的勞動力能夠產生更多的產品與服務就是更有生產力。以英文表示：Productivity is about doing more with same.

講究生產效率的公司，通常會採取減少勞動力投入，降低成本的策略，可顯示公司的高效率，也可以提高公司獲利率，也有機會促進公司增加銷售規模。而重視生產力的公司，通常會以聘用更優秀的人才（即使要多支付工資），進行人才訓練，以提高員工的生產力，也提高了附加價值，進入一個有差異化價值的新市場。

無論是強調生產效率或是強調生產力，一時之間，不容易從公司財務報表上的獲利率看出明顯差異，只是獲利的主要因素是不同的。

然而，當今世界的商業環境已經不同了。在同一個國家內，持續降低勞工成本是愈來愈困難了，而將生產線遷移到低工資成本的海外國家，也不是那麼容易。更困難的是，在同質商品的競爭下，價格低廉不見得會是吸引消費者的主要理由。

相對的，愈來愈多消費者重視具有特色的商品與服務，即使必須多支付一些價錢。

更有意義的是，員工發生變化了！提供更多的休假，愈來愈難讓員工滿意，更不能讓員工具有成就感。員工更想要的是能夠在公司里有升級的機會，可以展現他獨特價值的機會。

然而，多數的公司很少從員工的角度來思考公司未來的發展，與提高真正能夠長期提高公司獲利的能力，也就是建立起公司的核心能力（core competence）。

從實踐中，我們發現一名受到激勵的員工，可以多產生25%的生產力，更驚人的發現是，他一個人可以承擔2個人的任務，不是因為他願意用2倍的時間來工作，而是他會用更多的耐心與創意來解決問題，也更願意去找出可以產生高價值的創新作法。

這完全不是公司或是上級領導告訴員工，應該去做什麼樣的創新，而是企業建立起了創新的企業文化，員工自然的更願意去創新，也發現他個人存在的價值。

在企業經營策略上，在效率與生產力之間，不是二選一，非黑即白的選擇。企業主必須重視的是市場環境的變化，與以員工作為建立公司的核心能力。

In business strategy, should you focus on efficiency, or productivity?

Business leaders often see "efficiency" and "productivity" as synonyms, two sides of the same coin.

However, if we want to implement the strategy, efficiency and productivity will be very different.

By definition, "efficiency" refers to "comparing the required labor hours with industrial standards or set standards" when a task is required to be completed. The more efficient it is to use fewer hours to accomplish the same task. Efficiency is about doing the same with less.

At first glance, the concept of "productivity" is very similar to that of "efficiency". It refers to the ratio of the quantity of products and services that can be produced when a certain amount of labor is invested. It is more productive to use the same labor force to produce more products and services. Productivity is about doing more with the same.

Companies that pay attention to production efficiency usually adopt strategies of reducing labor input and cost, which can show the company's efficiency, increase the company's interest rate, and also have the opportunity to promote the company to increase sales scale. And companies that attach importance to productivity usually employ better talents (even if they have to pay more wages) and train them to improve the productivity of employees, increase added value and enter a new market with differentiated value.

Whether emphasizing productivity or productivity, it is not easy to see a significant difference in the earnings rate on the company's financial statements for a while, but the main factors of earnings are different.

However, the business environment in today's world is different. In the same country, it is becoming more and more difficult to continuously reduce labor costs, and it is not easy to move production lines to low-wage overseas countries. Even more difficult, low prices may not be the main reason to attract consumers in the competition for homogeneous goods.

In contrast, more and more consumers are paying more attention to distinctive goods and services, even if they have to pay more.

What's more significant is that the employees have changed! Providing more vacations is increasingly difficult to satisfy employees, let alone make them feel accomplished. Employees want more opportunities to upgrade in the company and show their unique value.

However, most companies seldom think about the future development of the company from the perspective of employees, and improve the ability to really improve the profitability of the company in the long run, that is, to establish the core competence of the company.

In practice, we find that an inspired employee can produce 25% more productivity. What is more striking is that he can take on two people's tasks alone, not because he is willing to work twice as long, but because he will use more patience and creativity to solve problems, and is more willing to find innovative ways that can produce high value.

It's not that the company or the superior leaders tell the employees what kind of innovation they should do, but that the enterprise has established an innovative corporate culture. The employees are naturally more willing to innovate and find the value of their own existence.

In terms of business strategy, between efficiency and productivity, there is no choice between black and white. Business owners must pay attention to the changes in the market environment and build the core competence of the company with employees.

拒絕一些會議，讓自己專注于策略思考上

上班工作，似乎就是要逼自己必須隨時跟上形勢，要不斷的接收郵件、接聽電話、害怕自己沒有被通知去參加會議，怕自己沒有聽到公司內老闆或是其他主管最新的主流意見，怕自己被邊緣化了。

但是，如此一來，你整天就被埋在吸收與篩選資訊上，沒有讓自己的腦袋用來做策略思考，甚至不能專心完成幾件可以被老闆稱譽、讓你足以聲名大噪的重要項目上。

你還不如在一周中，拒絕參加幾個會議，將你的工作日曆畫出完全屬於你的時間段。

用這些屬於你自己的時間段，用來集中注意力，做高層次的工作，如寫作，或是做能夠讓工作向前推進。

你可以暫時停止接收電子郵件、盡可能不接電話、不要無厘頭的四處瀏覽網頁。讓你的頭腦沉醉在讓你發現你自己實在是精靈，能夠有偉大的創見！

Refuse some meetings and focus on strategy thinking

Work seems to be forcing yourself to must always keep up with the situation, to continue to receive messages, answering the telephone, afraid of not being notified to attend the meeting. If they have not heard of the company boss or other competent mainstream opinion of the latest, be afraid of being marginalized.

However, as a result, all you buried in the absorption and screening information, can not let your head to do strategic thinking, can't even concentrate on completion of several important projects to let you win praise and let your boss to fame.

You might as well refuse to attend several meetings in a week, and draw your work calendar out of your time.

Use these time periods of your own, focus your attention, do high level work, such as writing, or doing work that can push your work forward.

You can temporarily stop receiving emails, as far as possible not to answer the phone, do not have to browse the web. Let your mind immersed in let you find your own reality is spirit, capable of great originality!

隨著公司的發展，三大與員工關係的策略

原文網址：http://www.knowledger.info/2017/02/17/3-strategies-for-managing-employee-relationships-as-your-company-grows/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+knowledger%2Fexst+%28%E7%9F%A5%E8%AD%98%E5%AE%B6%29

在2010年八月份，艾力克斯托內以投資者與小企業為主的平台，成立了Funding Circle。起初這間公司只是一個由十幾個員工所組成的小團隊，但在2014年時開始明逐漸的增長。

艾力克斯在Blue Dun的Q&A說道：「我們團隊人數成長在大約兩個月內快速的從15名員工增加到40名員工。」而在這樣持續增加員工的情況下，面臨到了另一個問題：「該如何組織與員工之間的關係，並且保持良好的關係呢？」員工關係是一個非常重要的核心，它是組織一個團隊的基礎。在此，ClearCompany的執行長暨共同創辦人安德烈提供了加強員工關係的三項策略：

1. 制定共同的願景
2. 有效的開放式溝通
3. 保持公司的文化

問正確的問題來幫助你的團隊更有策略觀

作為策略性的領導者，可以詢問你的團隊成員關於他們的工作，你的公司，以及大願景，來提升他們的策略觀。以下五個基本問題可以幫助你做到：

1. 你今天在做什麼？這可以讓你發現這位員工的主要時間在做什麼，而哪些是你所不知覺的？
2. 你為什麼在做這件事？這可以讓你從員工的眼光來了解什麼是重要的，以及他們為何認為這是重要的？
3. 這個工作和我們的願景有何關係？如果你的團隊成員所做的工作和公司的願景無關，你可以予以挑戰，要求他們注意公司的價值。
4. 你認為我們的團隊成功的模樣是怎樣的？這可以讓你認知到員工心目中的想象，包含團隊工作內容、工作形態、員工行為、員工關係，以及具有策略性的成果。
5. 我們如何做才能更好、更多、更快？這可以讓你激發員工的創新。如果你已經做完前述幾個問題的功課，你會有更好的理解如何回答這個問題。

Ask right questions to help your team be more strategic

As a strategic leader, ask your team members about their work, your company, and the big vision to improve their strategy. Here are five basic questions that can help you do it:

1. What are you doing today? This allows you to discover what the main time the employee is doing, and which ones you don't perceive
2. Why are you doing this? This allows you to see what's important from the perspective of employees, and why they think it's important
3. What is the relationship between this job and our vision? If your team members do nothing to do with the vision of the company, you can challenge them and ask them to pay attention to the value of the company.
4. What do you think our team success look like? It can make you recognize people 's imagination, including team work content, work form, employee behavior, employee relations, and the results of its strategy.
5. How can we do better, more, faster? This can inspire you to innovate. If you have done the homework of the foregoing questions, you will have a better understanding of how to answer this question.

建立一個簡單的策略原則

要引導員工了解一項策略，並且同時要激勵他們去完成它，對於許多領導都是很大的挑戰。

擬定出一個描述明確、容易記憶、行動導向的文句，會很有幫助。這樣的策略原則，能夠提供給員工清楚的方向，並且能夠激勵他們去承擔風險，但會有強烈動機去達成使命。

一個強大而清晰的策略原則能夠讓員工知道如何在面對有限的資源與有限的機會之間，做出正確決定，才能符合公司的目標。

Building a simple strategy principle

It is a great challenge for many leaders to guide employees to a strategy and at the same time to motivate them to accomplish it.

It will be very helpful to formulate a clear, easy to remember and action oriented sentence. Such strategic principles can provide employees with a clear direction and motivate them to take risks, but with a strong incentive to fulfill their mission.

A strong and clear strategic principle allows employees to know how to make the right decisions in the face of limited resources and limited opportunities to meet the company's goals.

讓你的團隊知道發展方向

經常可以發現，員工認真工作，但是其實并不完全明白他們的努力對公司整體發展目標，究竟有什麼貢獻。

請用下列作法讓你的團隊員工知道公司的發展方向：

1. 不要假設每個人都知道公司策略。若是只讓公司高層能夠分享策略，不代表你的基層員工會知道。
2. 做出分享策略的辦法并予以確認。你可以做出一張策略發展說明圖，讓老闆以及公司高層都確認過。然後召集員工，予以說明，答復他們提出的問題。
3. 讓項目符合策略方向。你可以召集主管與員工，做出兩個清單。一個是組織的目標，另一個是預備進行或正在進行的項目。將兩者做比較，如果發現有項目不符合策略方向，請考慮予以剔除，或是進行修正。

Let your team know the direction of development

Often it can be found that employees work hard, but in fact they do not fully understand how their efforts contribute to the overall development goals of the company.

Please let your team members know the direction of the company by the following ways:

1. Don't assume that everyone knows the company's strategy. It doesn't mean that your grass-roots employees will know if you only let the top management share the strategy.
2. Make and confirm the sharing strategy. You can draw up a strategy development chart and let the boss and the company's top management confirm it. Then we call on the staff to explain and answer their questions.
3. Keep the project in line with the strategic direction. You can call in supervisors and employees to make two lists. One is the goal of the organization, and the other is the project to be carried out or under way. Compare the two. If you find that a project does not conform to the strategic direction, consider eliminating or amending it.

在公司重組時，應該避免發生的困境

許多經理人在聽說公司即將重組，就會搞擴編人員、先卡位的小動作，用以確保他自己在實際發生組織重組時，能夠取得優勢。然而，他們這樣的行為，會給公司帶來不必要的負擔與複雜度，尤其是會讓組織功能更不清晰。

你是公司高級執行主管，如何在預備進行組織重組時，避免這樣的困難局面？

請考慮以下的建議：

1. 分析現有組織結構與人員編配。你必須弄清楚問題是出在組織結構，還是領導管理問題。如果你自己與主要的部門主管人員是合格的，能夠制定對的目標，能夠讓屬下確實負責執行任務，以及能夠優化好作業流程，那麼，大多數的組織結構其實是可以運作的，而不需要進行組織重組。
2. 不要因人設事。你不要針對某人的特殊情況來量身定制出組織結構。相反的，你應該要求每個人都根據公司規範來確實做好他們的工作。
3. 依據策略來設計組織。許多主管疏忽于配合公司策略來調整他的組織結構、功能、以及正確的人員配置。組織不能夠總是停留在過去可以成功運作的時光，而必須根據新的策

Difficulties that should be avoided in company reorganization

When many managers hear that the company is going to reorganize, they make small moves to expand their staff and cut positions first, in order to ensure that they can gain an advantage in the actual reorganization of their organization. However, their behavior will bring unnecessary burden and complexity to the company, especially will make the organization function more unclear. 

You are a senior executive in the company, how to prepare for organizational restructuring, how to avoid such a difficult situation? 

Please consider the following recommendations: 

1. Analysis of the existing organizational structure and staffing. You have to figure out if the problem is organizational structure or leadership. If you are qualified with the key department heads, can set the right goals, are responsible for carrying out the tasks, and can optimize the operation process, then most of the organizational structure can actually be operated; and if you are able to set the right goals, be responsible for carrying out the tasks, and optimize the operation procedures, most of the organizational structures can actually work. Without the need for organizational reorganization. 
2. Don't let anyone set you up. You don't need to tailor an organizational structure to someone's particular situation. Instead, you should ask everyone to make sure they do their jobs according to company rules. 
3. Design your organization according to strategy. Many executives neglect to align their organizational structure, functions, and correct staffing with company strategy. Organizations can not always stay in the past can be successful operation of the time, but must be in accordance with the requirements of the new strategy to adapt to the times.

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.