用人盯人來確保項目進度

身為項目主管，你的工作是確保項目進度符合項目計劃安排。但是，你不需要自己來做這件事。你可以用人盯人來確保項目的各項工作都能妥善完成。

當某人完成了一個項目動作，請團隊里的其他人來檢查其結果。這不需要做詳細深入的分析，只是很快的看看，確認這個人沒有忽略或是誤會任何事。

這個理想的檢查員最好是需要用這個結果來接續後續的工作。這不是績效評估工作，只是一名團隊員工檢查另一名同事的工作結果。

Man-to-man to ensure project progress

As a project leader, your job is to ensure that the project schedule is in line with the project plan. But you don't have to do it yourself. You can use man to person to ensure that the work of the project can be properly completed.

When someone completes a project action, ask other people in the team to check the result. This does not require detailed and in-depth analysis. It is only a quick look to confirm that the person has not neglected or misunderstood anything.

This ideal inspector is best to use this result to continue the follow-up work. This is not a performance appraisal. It's just a team employee checking the results of another colleague's work.

在蕭條時期，如何成為好的領導者？

在蕭條時期，需要付出更多的關注來獲得可以接受的成績。但是，員工不僅要業績，也期待你是好的領導者。如何做？

1. 開放並且誠實。在可能的範圍內，盡可能的將資訊公開分享給員工。即使沒有公司已經做成結論，你也要和員工保持對話。你要讓員工有空間可以討論公司發生了什麼事情，並且讓他們提問。
2. 鼓勵與激勵。你不要以為員工會感激在蕭條時期仍然保有工作。你應該表現出你對他們在蕭條時期付出的努力的感激。你應該給他們正面的回饋，並且在可能的範圍內，給他們支持。
3. 提供訓練與發展安排。這些對於你的公司的長期發展是很好的投資，並且讓員工知道你對於他們的長期安排是很關心的。

How to be a good leader in a depression?

In a recession, more attention is needed to achieve acceptable results. However, employees not only need performance, but also expect you to be a good leader. How to do it?

1. Open and honest. To the extent possible, share information publicly to employees as much as possible. Even if no company has come to a conclusion, you need to keep a conversation with your employees. You need to give employees space to discuss what's going on in the company and ask them questions.
2. Encouragement and Inspiration. Don't assume that employees are grateful that they still have jobs during the recession. You should show your appreciation for their efforts during the depression. You should give them positive feedback and, to the extent possible, support them.
3. Provide training and development arrangements. These are good investments in your company's long-term development, and let employees know that you are very concerned about their long-term arrangements.

在經營艱環境艱困的時候，做好領導者

企業經營總是有up and down, 有的是環境因素，不是個人或個別公司容易改變的。 

在經營低潮時，如何領導你的團隊？ 

1. 以開放與誠信的態度面對。盡可能分享你所知道的資訊。即使你沒有得到確認的資訊，也盡可能讓你的員工提問，並參與討論。
2. 感激與回應。不要認為你的員工只想消極的保住工作，他們也期待能夠共同參與解決公司的問題。對員工在此艱難時刻而加倍的努力，表現出你的感謝。要及時回應，並給予他們需要的支援。
3. 培訓與發展。提供員工培訓，不僅可以強化員工在艱困時期有更好的應變能力，並且是個具有良好回報的長期投資，也有助於員工長期的職業成長發展。

Do a good job as a leader when the management is difficult and the environment is difficult.

Business operations are always up and down, some are environmental factors, not easy to change by individuals or individual companies.  

How do you lead your team in a downturn?  

1. Face it openly and honestly. Share as much information as you can. Even if you don't have confirmed information, try to get your employees to ask questions and participate in discussions.
2. Appreciation and response. Don't assume that your employees just want to keep working negatively. They also expect to be able to work together to solve the company's problems. Thank your employees for redoubling their efforts in this difficult time. They should respond in a timely manner and give them the support they need.
3. Training and development. Providing employee training can not only strengthen the employee's ability to respond better in difficult times, but also be a long-term investment with good returns, and help the employee's long-term career growth and development.

三步驟停止團隊爭吵

在團隊中工作經常令人有挫折感，尤其是要面臨團隊中各成員無休止的衝突，有些甚至導致個人之間曠日費時的爭鬥。

下次當你的團隊成員又開始要口水之戰時，你可以用以下三步驟來終止他們的爭鬥，並恢復到正常的工作：

1. 儘早介入。你愈早介入愈好。一旦情緒被激化，一個簡單的不合意很快就會在幾秒內轉化為嚴重的衝突。
2. 關注在團隊模式。讓爭議各方回到一些他們既有的，可以做到的，並且可以同意的團隊模式上。用團隊模式來引導大家的行為，讓大家找到可以達成共識的基礎。
3. 建立可以分享的協議。要達成協議，讓大家可以徹底討論。儘量避免只達到最小公分母的解決方案，而要找到一個可以讓雙方都有興趣去做的方案。

Three steps to stop the team quarrel

Working in a team is often frustrating, especially in the face of endless conflicts among the members of the team, and some even lead to a time-consuming struggle between individuals.

Next time, when your team members start to fight again, you can use the following three steps to end their fight and return to normal work.

1. Get involved as early as possible. The sooner you get involved, the better. Once the emotion is intensified, a simple disagreement will soon turn into a serious conflict in a few seconds.
2. Focus on the team model. Let all the parties in dispute return to some team models that they already have, can do and agree. Use team mode to guide your behavior, so that you can find the foundation that can reach a consensus.
3. Establish an agreement that can be shared. To reach an agreement, you can discuss it thoroughly. Try to avoid only achieving the solution of the smallest common denominator, and find a solution that can both parties be interested in doing.

理性應對工作倫理衝突

 

在職場中，經常會與同事間發生對於是否必須調整公司商品價格、是否必須停止某個研發專案、或是對於某人的績效評比看法有差異，等等之類的歧見。這個時候，你很容易將彼此之間的工作倫理關係放入考慮，深怕因為過度堅持己見而影響了同事情誼。 

這樣的過度關注工作倫理的動機，經常妨礙了理性做出正確的抉擇。

以下，是正確的應對工作倫理衝突的作法：

1. 將爭議看成是商務議題。將你的主張和同事的主張，都看成是一個正常的商務議題。你應該將支持你主張的輔助細節充分提出來，針對他所關切的內容妥善的解釋清楚。你也可以要求他用同樣的態度與作法來應對。
2. 將處理爭議當做是你工作中的一部分。過度關注“和諧的工作關係”，會妨礙“真實的工作”。將目標與事實厘清，思索清楚，並採取正確行動是每個人工作的一部分。
3. 做你自己。不要假設你必須挑起衝突、你必須提高爭議的緊張狀態、或是你必須有勇氣來面對工作倫理衝突。同樣的，你也無須逃避它。用最適宜你的風格理性的處理。

不能理性處理工作倫理衝突，不能成為專業的職業經理人。

Rational response to work ethic conflict

In the workplace, there are often differences with colleagues about whether the price of a company must be adjusted, whether a R & D project must be stopped, or the performance evaluation of someone is different, and so on. At this time, it is easy for you to put your work ethic relationship into consideration, for fear of overly insisting on your own opinions will affect your colleagues' friendship.

Such excessive attention to the motivation of work ethic often hampers rational decision making.

The following is the correct way to deal with the work ethic conflict.

1. Regard the dispute as a business issue. Think of your ideas and your colleagues' opinions as a normal business issue. You should give full details of the supporting details that you support and explain clearly what he is concerned about. You can also ask him to respond with the same attitude and practice.
2. Treat disputes as part of your work. Excessive attention to "harmonious working relationship" will hamper "real work". Clarifying goals and facts, thinking clearly and taking the right actions are part of everyone's work.
3. Do yourself. Do not assume that you must stir up conflict, you must raise the tension of controversy, or you must have the courage to face the ethical conflict of work. In the same way, you don't have to escape it. Use the most appropriate handling of your style.

We can not handle the conflict of work ethic rationally, and can not become a professional professional manager.

解決團隊衝突攻略

團隊發生衝突，不一定會是壞事，處理得好也可以成為建設性的！

但是，如果你漠視團隊的衝突事件，並且延宕處理，則團隊衝突可能影響到團隊士氣，降低團隊生產力，甚至更嚴重。

以下是解決團隊衝突的5步驟：

1. 事出有因，找出來。表面上出現的衝突事端，一般不是根本原因，而是積累產生的。先把根本問題找出來。
2. 不要選邊站。作為領導者，選邊站只會深化衝突，並引發對你的忿恨。
3. 化解紛爭。宣揚合作才是解決問題的途徑，而不合作是絕對不能被容忍的。
4. 求同存異，逐步化解歧義。先找到雙方有共識之處，要求雙方在這共同的基礎上建立合作，並請雙方尊重對方的觀點；在合作過程中，逐步找到衝突解決之道。
5. 繼續跟進。你的工作還沒有結束，繼續觀察，並及時解決餘留的問題。

Solving team conflict strategy

Team conflict is not necessarily a bad thing. Good handling can also be constructive.

However, if you ignore team conflict and delay, team conflict may affect team morale, reduce team productivity, and even more serious.

The following are the 5 steps to solve team conflict:

1. Find out causes. The conflict incidents on the surface are usually not the root causes, but rather the accumulation. Find out the fundamental problem first.
2. Don’t choose side. As a leader, the election side will only deepen conflicts and cause resentment against you.
3. Dissolve the dispute. Publicize cooperation is the way to solve the problem, and no cooperation can not be tolerated.
4. Seek common ground and save differences, gradually dissolve the ambiguity. We first find the common sense of both sides, and ask both sides to establish cooperation on the basis of this common basis, and invite both sides to respect each other's views; in the process of cooperation, we will gradually find the solution to the conflict.
5. Continue to follow up. Your work is not over yet. Continue to observe and solve the remaining problems in time.

與你的員工維持情感聯繫

你在組織上的層級愈高，與你的員工維持個人關係就愈重要。你應該讓員工感受到你的工作對你們之間的關係，比起工作職務本身還有另外一層特殊的涵義。

以下是建立這種合作關係的幾個作法：

1. 專注于你們之間的對話。這聽起來很簡單。但是在你日理萬機之際，你有無數的電話與郵件，實際做起來，就不容易了。當你約見員工做對話，請擱下電話，離開電腦，傾聽他的聲音，專注回復他的意見。
2. 注意情緒是有感染力的。如果你已經感到焦慮或是有負面的情緒，要設法讓自己隔離起來。如果你感到與員工之間的關係有疏離了，可能不是只是與這名員工之間的關係而已，你最好多開會議並且多與其他員工接觸，鞏固個人連接關係與工作關係。
3. 走出去，接近員工。即使你是名內向者，你也應該去擁抱群眾，和他們見面談話，並且主動給予回饋意見。你沒有辦法躲在辦公室門後來做領導與決策。

Maintain emotional ties with your employees

The higher your organizational hierarchy, the more important it is to maintain personal relationships with your employees. You should make employees feel that your job has a special meaning to you than the job itself.

The following are some ways to establish such a cooperative relationship:

1. Focus on the dialogue between you. That sounds simple. But when you're in a hurry, you have countless phone calls and emails. It's not easy to actually do that. When you meet an employee for a conversation, please put down the phone, leave the computer, listen to his voice, and focus on answering his comments.
2. Attention to emotions is infectious. If you already feel anxious or negative, try to isolate yourself. If you feel alienated from the employee, it may not be just the relationship with the employee. You'd better have more meetings and contact with other employees to consolidate personal and work relationships.
3. Go out and approach employees. Even if you are an introvert, you should embrace the masses, meet them and talk to them, and give them feedback on your own initiative. You can't hide behind the office door for leadership and decision-making.

設定做決策的期限

我們每天都要花許多時間來做各種選擇，有些比較容易，而有些則很重要。然而，我們是有可能作出很有效率的決策的。

其中的一個要訣是，無論這個決策有多麼複雜，無論你是否感覺有足夠的信心，給自己必須作的決策設定期限，期限到了，就必須做出決定。

你可以預估做決策必須要的時間，然後設定一個期限，一個鬧鐘。你可能會有幾種選擇，時間到了，無論還有多少顧慮不安，無論是否是最正確的，都做出你的選擇，然後往前進行。

你可以先選擇一些比較容易的題目，用你最小的投資來測試你的決策能力。如此多練習幾次，你會發現不僅能夠節省你的決策時間，你作決策的能力也提高了，你的生產力提高了。秘訣是因為你對做決策的期限設定了要求，因此你會更專注，考慮更周密了。

Setting deadlines for decision-making

We spend a lot of time making choices every day, some of which are easier and some of which are important. However, it is possible for us to make efficient decisions.

One of the keys is that no matter how complex the decision is, whether you feel confident enough or not, you have to set a deadline for the decision you have to make. When the deadline is up, you have to make a decision.

You can estimate the time it takes to make a decision, and then set a deadline, an alarm clock. You may have several choices. Time is up, no matter how worried you are, whether it's the right one or not, make your choice and move on.

You can choose some easy questions first and test your decision-making ability with your smallest investment. By practicing so many times, you will find that not only can you save your decision-making time, but your decision-making ability and productivity are also improved. The secret is that you set deadlines for making decisions, so you'll be more focused and thoughtful.

當你的員工對潛規則不知覺時

你很容易的認為辦公室的一些沒有明文規定的工作形式應該是很容易尊重的，例如，應該在9點準時坐在辦公桌上，不要問私人問題，以及不要穿便裝，等等。要管理一些對這些潛規則不知覺的人，相當麻煩，尤其是他毫不注意你對這些潛規則是很在意的。 

在你發狂前，請試試以下幾點作法： 

1. 保持開放態度。有些你在意的形式，可能只是你個人的偏好或是執著。
2. 關注哪些才是與工作表現有真正關係的。員工穿便裝通常不會讓公司的運作產生問題。要出門去拜訪客戶是一回事，但是請注意哪些才是和工作績效真正有關係的事。
3. 將你的要求說清楚。不要假設每個人都會自覺非正式的規矩。如果你真的在意，請向不守這個潛規則的人說清楚，解釋有哪些規矩，以及為什麼要遵守。

When your employees are unaware of the submersible rules

It's easy to think that some of the unspecified forms of work in the office should be very respectful. For example, you should sit on your desk on time at 9, don't ask personal questions, don't wear casual clothes, and so on. It is rather troublesome to manage people who are not aware of these hidden rules, especially if he doesn't care about you.

Before you go crazy, please try the following.

1. Keep an open mind. Some of the forms you care about may only be your personal preferences or perseverance.
2. Focus on what is really related to performance. Casual clothes usually do not cause problems in the operation of the company. Going out to visit customers is one thing, but please pay attention to what is really related to job performance.
3. Make your request clear. Do not assume that everyone will be conscious of informal rules. If you really care, please explain clearly to those who do not abide by this hidden rule, explain the rules, and why.

如何避免危機？

並不是所有的危機都可以事先防範的。多數的公司經常會面臨不可預見或不可預測的情況。然而，領導者必須確保他的組織可以在多數危機發生前就有應對危機的能力。

以下三招可以讓你的組織做好這樣的準備：

1. 認識危機的徵兆。鼓勵你的員工分享情報，讓大家都能夠認知一個潛在的問題在發生中。
2. 廣泛的溝通。在部門組織間交換情報，不是一件容易的事。但是你必須強制這樣做，讓危機資訊能夠貫穿到各部門去。
3. 信任領導。當一個危機正在發生時，領導者必須能夠快速反應。讓你的員工相信你已經認知一個嚴重的危機正在發生中，而你需要他們的信任你有解決危機的能力。

對危機信號假裝視而不見聽而不聞，不僅會失去你的領導威信，並且更會讓危機對你的組織的衝擊更加嚴重。

How to avoid crisis?

Not all crises can be prevented beforehand. Most companies often face unforeseen or unpredictable situations. However, the leader must ensure that his organization is able to respond to most crises before they occur.

Here are three ways to prepare your organization.

1. Recognize the signs of crisis. Encourage your employees to share intelligence so that everyone can recognize a potential problem.
2. Extensive communication. It is not easy to exchange intelligence among departments. But you have to force it to let crisis information run through all sectors.
3. Trust leadership. When a crisis is taking place, a leader must be able to react quickly. Make your employees believe that you already know that a serious crisis is happening and you need their trust that you have the ability to solve it.

Pretending to turn a blind eye to the crisis signals will not only lose your leadership prestige, but will also exacerbate the impact of the crisis on your organization.