不要堅持要急切做出決策

過去，總是有人說一個有缺陷的決策還是好過沒有決策。因為，你總會有機會去修正決策。

然而，領導者可能不夠成熟，太過急於獲得答案。如果大家沒有一個清楚的共識時，他自己就給出一個自己的結論。

如此做，就會埋沒掉團隊來做集體決策的空間。如果一再發生類似的狀況，團隊成員很快就會失去熱情，懶於參與，因為他們會認為無論如何你已經先入為主了。

如果你不能同意其他人的意見，不要急於要求一個答案。反之，你可以先設定一個後續討論的程序，要求一個大家都可以接受的做出結論的時間點。這樣，你就不會喪失大家的熱情參與。

擺脫優柔寡斷的領導

優柔寡斷的領導侵蝕了許多公司的正常工作表現，許多的經理人與員工都因此精疲力竭，反覆推敲什麽才是真正的決策。

如何克服這樣的困境？請遵循下列法則：

1. 作有決定性的對話。在與員工、幹部對話時，保持誠懇、開放的態度，並且要求對話要有結論。在每次會議結束前，要求做出清楚的決議，以及後續的行動計劃。
2. 將結論做成行動計劃。優柔寡斷通常是源自於混淆不清。你必須要求每個決策都有清楚的責任定義與負責人。
3.  跟進與回饋。一旦你做出了預期的決策，必須跟進追蹤。你應該要求負責人定期回報，並且督促不要有優柔寡斷的行為。

Be an indecisive leader

Hesitant leadership in many companies eroded lots of managers and employees normal work performance, exhaustedly on finding what is the real decision batted？

How to overcome this difficulty? Please follow the following rules:

1. Take a decisive dialogue. In dialogue with employees, cadres, maintain a sincere and open attitude, and dialogue to a conclusion. In the time before the end of the meeting, asked to make clear decisions, and follow-up action plan.
2. Make conclusions into action plans. Indecision usually comes from confusion. You must ask for clear responsibility, definition and responsibility for each decision.
3. Follow up and feedback. Once you have made the desired decision, you must follow up on the tracking. You should ask the person in charge to return it regularly and urge no indecision.

安排會議時間時，應該避免的

要安排一個15人出席的會議，是相當麻煩的事，尤其是要敲定幾個重要的大頭目可以出席會議的時間。

要避免讓你自己陷入困境，請注意以下幾個應該避免發生的狀況：

1. 弄清楚那些人是召開這個會議最重要的角色。所有的會議都會牽連到一些關鍵人物，例如你的客戶，資深夥伴等。先查清楚哪些時間段對這些VIP人物是最方便出席會議的時間。
2. 不要送出一份空白的出席請求。如果你提出的出席會議要求是：“您未來數周內什麼時間比較方便來出席會議？”這樣的出席請求是太模糊了。你應該直接指定幾個時間段，請對方直接選擇，或是請對方直接說出他方便出席的確切時間。
3. 不要太早承諾確定的會議時間。你千萬不要在還沒有敲定好幾個關鍵人物可以一起出席前，就先告訴大家預備開會的時間。你絕對不希望發生如果其中的某位關鍵人物不能出席時，再通知你的老闆，給他帶來更多的麻煩。

What should be avoided when scheduling meetings

It's rather troublesome to arrange a meeting attended by 15 people, especially to finalize the time when several important leaders can attend the meeting.

To avoid getting yourself into trouble, pay attention to the following situations that should be avoided:

1. Identifying those people is the most important role in convening this meeting. All meetings involve key people, such as your customers, senior partners, etc. Find out which time period is the most convenient time for these VIP people to attend the meeting.
2. Do not send a blank request for attendance. If your request for attendance is, "What time will it be convenient for you to attend the meeting in the next few weeks?" Such a request for attendance is too vague. You should directly specify a few time periods, ask the other party to choose directly, or ask the other party to tell him the exact time he is convenient to attend.
3. Don't commit to meeting time too early. Don't tell you when to prepare for the meeting before you have decided that several key people can be present together. You absolutely don't want to let your boss know if one of the key people can't show up and cause him more trouble.

有信心的人，也可能是個爛老闆

一個人的個性，是決定他是否適合當領導者的重要部份因素。例如，信心，魅力，友善，等等。

其中，信心是很重要的。但是，一個人有信心並不代表他就是名稱職的領導者。事實上，一個表面看來充分自信的人，也很容易轉化為是個自大、恣意而行、以及過分冒險的人，使他不能成為合適的領導者。

這聽起來有些諷刺，不是嗎？某些看來可以讓你成為領導者的個性，正也是可能讓你出局的原因。

A confident man can be a bad boss

A person's personality is an important factor in determining whether he is fit to be a leader. For example, confidence, charm, friendliness, etc..

Among them, the confidence is very important. However, a person with confidence does not mean that he is a competent leader. In fact, a seemingly fully confident person, is also very easy to translate into act arbitrarily, and too arrogant and willful adventurous person. Such kind person can not be a suitable leader.

It sounds ironic, doesn't it? Some personality that seems to make you a leader is also the reason why you're out.

如何問出好問題？

要做一名高效的領導者，必須誠實的與各方面的人接觸，包含投資者，上級領導，以及下屬。問出好問題不僅能夠讓你得到關鍵資訊，並且能夠墊下彼此合作的基礎。 

關鍵不在於你問什麼，而是你如何問？請嘗試以下幾招：

1. 表現好奇。對話中的口若懸河並不能讓你成為高效領導者，以帶著好奇的態度來提出相關主題的問題對於你以及你的對話對象都是很重要的。
2. 開放的態度（open-minded)。用what（什麼）、how（如何）、why（為何）等方式來問，讓對方自己去說出他們的思想以及動機。
3. 挖更深。不要接受對你第一個問題的回答，你要繼續追問以便得到更多的細節以及整個故事的全貌。
4. 不用引導。不要嘗試去引導對方朝向你希望獲得的答案，或是你已經知道的答案。 你的目的就是去挖掘出你所不知道的內容。
5. 鼓勵提出解決方案。“你認為我們如何能夠得到最佳解決方案？“是一個很棒的問問題的方式。這樣的問法可以避開你想要掌握主導權的動機，而可以讓對方更願意暢談。
6. 鼓勵相對提問。你可以鼓勵對方也向你提問。如此，你可以從他們的問題中獲得更多背景資訊。

團隊組合的三個必要元素

是哪些元素能夠讓團隊神奇的運作起來？

雖然你不能確保團隊的成功，但是如果你組合了一下三個重要內涵，可以提高團隊做出更佳的效能：

1. 有共同的目標。許多團隊的組合是建立在外部的需求。然而，要讓團隊更有效的結合，團隊成員必須認同于一項他們所願意共同擁抱、感到有所有權與責任的目標上。
2. 互補專業的組合。如果團隊中每個人的技能與觀點都是相同的，那會很危險。去挖掘具有不同技能、不同專業的人來組成團隊，讓他們組合成具有多元能力的團隊來解決問題，與做出決策。
3. 共同負責。你不能脅迫大家做出承諾。但是，在共同認同團隊目標之下，團隊成員之間會建立起互信，以及對彼此做出負責。

Three essential elements of team composition

What elements can make the team work wonderfully?

Although you can't guarantee the success of the team, if you combine three important connotations, you can improve the team's effectiveness:

1. Have common goals. Many team combinations are built on external requirements. However, to make the team more effective, team members must identify with a goal that they are willing to embrace together and feel ownership and responsibility.
2. The combination of complementary specialties. It's dangerous if everyone in the team has the same skills and views. To mine people with different skills and professions to form a team, so that they can form a team with multiple abilities to solve problems and make decisions.
3. Joint responsibility. You can't coerce people into making promises. However, under the common recognition of team goals, team members will build mutual trust and be responsible for each other.

如何處理道德問題？

要指出員工的道德問題，要比不同意他所提議的提高產品價格，或是何時推出新產品等，要困難許多。

以下建議，讓你可以用不引起爭吵，又具有建設性的方式來處理員工的道德問題：

1. 將衝突看成是商務事件。對他發生的道德事件，要當成是商務事件。提出你所收集到的事實細節，妥善的修飾為適當的語言來告訴當事人，讓他知道他的行為如何影響到了公司的運營管理。
2. 說明這是你工作職責的部分。一個道德事件也許表面上看來不牽涉到實際的工作，但是，你應該確認事實后，想清楚，當成是公司內每個人必須處理的事情，而非你個人的價值取向。
3. 擺正自己。不要讓人感覺你有偏執去取締一項道德事件，喜歡搞衝突。你應當不偏不倚的正當行事。

How to deal with moral problems?

It's a lot harder to point out the moral problems of an employee than to disagree with what he proposes, to raise the price of a product, or when to launch a new product.

The following advice allows you to deal with employees' moral issues without causing arguments or constructive ways:

1. Handle as business events. He happened to moral event. Take it as a business event. Put your collected facts and details, properly modified to the appropriate language to tell the parties. Let him know that how his behavior affect the company's operational management.
2. Treat this is part of your job responsibilities. A moral event may appear on the surface is not involved in the actual work. However, you should confirm the facts, think clearly, as everyone within the company must deal with, rather than your personal value orientation.
3. Put yourself in the right place. Don't let anyone think you're paranoid. Stop a moral issue and enjoy a conflict. You should act impartially and impartially.

不需細微管理的管理

無論是新科主管或是有經驗的主管，都經常困擾於是否應該介入其屬下的日常工作的細微管理上。你希望能夠給予屬下足夠的授權，讓他們自行做主，而你只需要提供給他們必要的協助。然而，這樣做，屬下就能夠自行把工作做好來嗎？

 你可以這樣做管理：

1. 前置準備。在他預備展開工作前，問他幾個關鍵問題：有哪些人必須參與這個項目？你需要哪些資源？你有工作進度計畫嗎？你明白應該做到哪些指標，才能達到老闆要求的目標嗎？你知道在什麼時候應該向上級報告進度嗎？讓他明確回答這些問題，能夠確保屬下確實能夠執行你交待的任務，而不需要你在過程中介入細節。
2. 執行過程中的參與。依照你與屬下訂好的約定，制定項目執行過程的檢查點，參與討論，瞭解他遇到的困難，並提供他必要的協助，或是修正工作計畫。
3. 事後檢討。當項目完成後，共同檢討，指出完成了哪些具體目標，哪些方法不可行，以及他學習到了什麼。

Management without Micro-Management

Whether the new supervisor or experienced supervisor, are often plagued by fine management on whether we should intervene in its daily work. You want to be able to give their sufficient authorization, let them make their own decision. You only need to provide them with necessary assistance. With such way, your subordinates can do a good job?

You can manage it like this:

1. Pre prepared. In his preparation work before he asked several key questions: Who must participate in the project? What resources you need? What is your working schedule? Do you know what should be done to achieve the requirements of the indicators? What is boss target? Do you know what should report to superiors at what time? Let him answer these questions clearly, to ensure that he is really capable of performing the task you gave, but don't need you in the process of mediation into details.
2. Your participation during the process of execution. Under setting a good agreement, making the project execution process of check points, and participate in the discussion, to understand his difficulties, and to provide him with the necessary assistance, or revised work plan.
3. When the project was completed, arrange a review. Jointly review what specific objectives had been achieved, which methods were not feasible, and what he had learned.

如何得到同事的關注？

要取得讀者的關注，你必須妥善安排你要傳遞的資訊。無論你是要做一場簡報、或是寫一封郵件、或是和你的老闆交談，以下是建議的作法：

1. 直接敘述你希望做什麼。忙碌的同事不會有時間閱讀你的全文。將你最重要的目的寫在文件的開頭。
2. 解釋你的理由。條列出你的主張理由，為什麼你想要這麼做？
3. 連接大願景。向你的讀者解釋為什麼他們應該關切？點出和他們的發展有關係的重點，說明你的主張會如何與他們的發展目標相關？
4. 呼籲採取行動。在你陳述了你主張后，再次請求大家以行動支持你的主張。

用假設口氣來帶動團隊參與

作為一名團隊領導者，如果你直接給予指令，要求團隊依照你的辦法來完成工作，會剝奪了團隊成員對工作的所有權感覺。

以後，當你和團隊成員開會時，與其說：“這是我認為工作應該進行的方式。”，不如換個假設口氣的口吻說：“這是我暫定的想法，但是我可能是錯的。”

如此，你可以鼓勵他們說出不同意你的觀點的理由，並且提出他們的修正意見。這種對話方式，可以讓他們把顧慮說出來，並且如果大家一起討論，修正后，每個人都會更有參與感。

Use a hypothetical tone to motivate team participation

As a team leader, if you give direct instructions and ask the team to do the work according to your method, it will deprive the team members of their sense of ownership of the work.

Later, when you meet with team members, it's not like, "This is the way I think the work should be done." Instead, say in a hypothetical tone, "This is my tentative idea, but I may be wrong."

In this way, you can encourage them to give reasons to disagree with your point of view and offer their amendments. This kind of dialogue can let them express their concerns, and if we discuss it together, after revision, everyone will feel more involved.