有些事是不能授權的

你經常會聽到經營專家告訴你，授權的好處。

願意授權給下屬，確實能夠讓他們有更好的成長機會，看到更廣大的願景。

但是，有些事情，你最好不要輕易授權：

1. 要交付的任務還不清晰時。當你還不能將任務目標、要解決什麼問題說明清楚的時候，最好暫停授權，直到你自己搞清楚。
2. 任務太重要時。有些事情，你自己才是最佳的人選去擔負責任。這並不是因為你更高明、能夠更快的解決問題，而是這個任務是太重要了，你承擔不起失敗的風險。
3. 你自己需要學習。提供機會給別人發展，當然很好。但是，若是這是你自己可以獲得學習機會時，最好不要輕易放棄你自己的機會。

Some things are not authorizable

You often hear business experts tell you the benefits of empowerment.

Willing to empower subordinates and really give them a better chance of growing up and seeing a broader vision.

But there are some things you'd better not easily authorize:

1. The task to be delivered remains unclear. When you don't yet know exactly what your mission goal is to solve, it's best to pause your authorization until you figure it out yourself.
2. When tasks are too important. Some things, you are the best person to take responsibility. This is not because you are smarter and faster to solve problems, but that the task is too important for you to take the risk of failure.
3. You need to learn. It's good to offer opportunities for others to develop. But if this is a chance for you to get a chance to learn, you'd better not give up your chance.

讓你的團隊做出結果而非報告

為了推動新的專案，公司經常會以建立起專案小組。然而這個專案小組通常會給你一堆洋洋灑灑的報告，裡面有許多分析、評估、推薦、建議，就是沒有結果！

下次你建立專案小組時，請要求他們為公司做出改革行動，而不是只提出建議方案。

你首先要改變專案小組的任務，不要叫他們去做調查、研究，而要賦予任務目標，把解決方案拿出來。例如，要求將公司的庫存周轉天數降低5天，或是將貨品品質良率提高5%。然後，授權他們採取試驗行動。鼓勵他們採取任何可以改進的措施，看看是否行得通。

當然，這並不能確實有保證，但是這樣做可以讓專案小組具有動力，並讓公司做好改革的準備。

你也許還是需要一份報告，但是上面應寫的是【已經執行了什麼】，而不是【我們可以做什麼】。

Let your team make a result rather than report

In order to promote new projects, companies often set up ad hoc groups. However, this ad hoc group will usually give you a bunch of reports, with lots of analysis, assessment, recommendations, suggestions, no results.

Next time you set up an ad hoc group, please ask them to make reform actions for the company instead of just making recommendations.

First of all, you need to change the task of the ad hoc group, do not ask them to do the investigation and research, but give the mission objective and get the solution out. For example, it is required to reduce the turnover days of the company by 5 days or increase the quality yield of the goods by 5%. Then, they are authorized to take experimental action. Encourage them to take any measures that can be improved to see if they work.

Of course, this is not guaranteed, but it will give the ad hoc group the impetus and prepare the company for reform.

You may still need a report, but it should be written on what has been done, not what we can do.

用尖銳的問題挑戰團隊

對一名聰明的領導者來說，他通常有能力，也習慣於，提供他的團隊所有的答案。但是，真正有能力的領導者知道如果讓他的團隊能夠主動提供創意，不僅有助於提高團隊的能力，並且能夠真正獲得更好的結果。 

與其你總是自己侃侃而談，不如挑一個會議或是一個小組對話機會，去問員工一些尖銳的問題。你的好問題會激發起討論。你應該在討論中，問得更深入，讓問題更明確，大家對要達到的目標有更清楚的瞭解。然後，你接下來可以決定實施的步驟。或許，這個時候你還有困難用文字清楚的描述，但是，你可以確保員工都可以用他們自己瞭解的形式來推動發展。

Challenge a team with sharp questions

A wise leader, he usually has the ability, also accustomed to his team, provide all the answers. However, the real power leader know that if his team can take the initiative to provide creative, not only helps to improve the ability of the team, and can really get better results.

And you always own unrealistic, pick a meeting or a group of opportunities for dialogue and ask staff some sharp questions. Good question will stimulate discussion.

You should be in the discussion, ask more deeply to make the problem more clearly. We have a better understanding of its target. Then, you can decide the next steps. Perhaps, this time you have difficulties with a clear description of the text, but you can make sure that employees can understand their own form to promote development.

要成為領導者，現在就開始做領導

要成為領導者，不要等到名片上印上唬人的職稱抬頭，或是擁有一間主管辦公室，你現在就可以開始做領導的行為：

1. 展現你的領導潛力。如果發現有新項目的機會，趕緊舉手，表示願意擔當，展現你的企圖心。即使你在社群上的領導行為，也有助於別人認識你的領導潛力。
2. 協助你的老闆達成他的目標。了解是什麼事情讓你的老闆夜裡還要加班，向他提出解決這些問題的方案。
3. 找出角色模式。找出那些你也想要擁有的角色的人，看看他們如何行事、如何說話溝通，甚至如何穿著打扮。在你即使尚未有這些正式的角色，也可以開始模仿這些行為。

To be a leader, start leading now

To be a leader, don't wait for your business card to be printed with a bluff title or a supervisor's office. You can start leading now:

1. Show your leadership potential. If you find opportunities for new projects, raise your hand and show your willingness to take on them. Even if you lead in the community, it will help others understand your leadership potential.
2. Help your boss achieve his goals. Know what makes your boss work overtime at night and offer him solutions to these problems.
3. Find out the role model. Find out who you want to have, and see how they behave, how they communicate, and even how they dress. Even if you don't have these formal roles, you can begin to imitate them.

避免你的團隊陷入盲點

當我們集中注意力在一件工作上時，我們很容易忽略掉周遭正在發生的事。這表示當你的團隊專注在一件工作上時，他們也很可能會忽略掉一些其他事。

以下的作法讓你的團隊不會陷入盲點：

1. 指定某人負責提醒。在每次開會時，你可以指定一個人來負責提問：“我們忽略掉了什麼嗎？”然後要求其他人輪流回答這個問題。這樣每個人都可以做出貢獻。
2. 取得外人的觀點。請組織內其他部門的人來分析你的項目。他們可能不知道實際的進度，與你們採取的手段，但是他們可能可以看到一些你們沒有看到的現象與問題。

建立一個快樂的團隊

快樂而積極參與的員工對於企業是很好的。這樣的員工通常比較有創造力，能夠產生較好的結果，並且也比較願意走更長的路。更棒的是，快樂是有感染力的，它可以自己循環發展，帶動更多未來的參與。

要讓更多這樣的狀況發生，專注在心理學家所認為的可以產生快樂的三個途徑：愉悅、參與，有意義。想想看，你是否有對員工積極鼓勵這些事呢？

他們是否對於工作的夥伴關係以及工作環境滿意呢？他們是否在一個可以適合他們工作技能的角色並且具有適當的挑戰呢？他們是否感到他們是某些重要項目的一部分呢？

如果對以上問題的答案都是“No”的話，你真的必須好好與他們來個腦力激蕩，看看如何能夠調整團隊的工作環境來產生更多的快樂。

診斷你的領導力

我們經常要等到生病的時候才會去看醫生。然而，我們也知道對身體作預防性的評估可以改進我們的健康，避免生病，也可以節省醫療費用。

如此的預防性診斷也適用在對領導能力的診斷上。

通常我們都是在遇到領導障礙時，才來尋求教練或是顧問做360度的評估。

然而如果能夠平日就做好評估工作，就不會遇事不知所措，手忙腳亂，也可以因此而節省時間與金錢。

你可以諮詢你身邊的人，問他們你的哪些領導方式可以發揮作用，而哪些是不成的。你要弄清楚你可以滿足哪些他人的期望，而哪些是你做不到的。

對自己的領導能力做一個全盤的了解，可以讓你自己有自覺如何可以扮演好領導者的角色，知道自己可以如何調整作法。

Diagnose your leadership

We often wait until we are ill to see a doctor. However, we also know that preventive assessment of the body can improve our health, avoid illness and save medical expenses.

Such preventive diagnosis also applies to the diagnosis of leadership.

Usually when we encounter leadership obstacles, we seek a 360 degree evaluation from a coach or consultant.

However, if we can do a good job of evaluation on weekdays, we will not be overwhelmed and in a hurry, and thus save time and money.

You can consult the people around you and ask them which leadership styles you can use and which ones you can't. You need to figure out what other people's expectations you can meet and what you can't.

A comprehensive understanding of your leadership skills will give you a sense of how you can play a leading role and how you can adjust your approach.

讓工作像是在打電腦遊戲般的有趣

不會有任何主管會說：“讓我們的辦公室很無聊。”但是，多數的辦公室確實如此。

要讓辦公室有更多的歡笑與興奮氛圍，你可以將工作設計成類似在打電腦遊戲。這表示改變工作成為可以讓人高度專注，有許多緊急必須限時完成的目標。

你可以將一個原來要用6個月完成的工作項目，調整成為每週的工作目標，或是切割為10 ~ 20段必須循序完成的任務，就類似在電腦遊戲中打通關一般。每完成一關，就會得到一定的獎勵。你要鼓勵團隊成員做好如何成功闖關的計劃與技巧，並且要求他們切實完成。如此，團隊成員會竭盡巧思，發揮創意，並且團結合作，奮力達成任務。如此，整個工作項目進行起來，就類似在打電腦遊戲一般的刺激、有樂趣。

Make work like fun playing computer games

No supervisor will say, "let our office be boring." But that's true in most offices.

In order for the office to have more laughter and excitement, you can design your work to be similar to playing computer games. This means changing jobs to become highly focused, and there are many urgent, time bound goals.

You can adjust a work project that you have to finish in 6 months, adjust it to a weekly work goal, or cut the tasks that must be done in a sequence of 10 to 20, similar to that in a computer game. Every pass will be rewarded. You should encourage team members to do well in planning and skills for successful entry, and ask them to accomplish them effectively. In this way, team members will try their best to create ideas and work together to achieve their goals. In this way, the whole work project is similar to stimulating and having fun in playing computer games.

團隊需要的四件要務

無論你的團隊是大的或是小的，無論團隊目的是什麼，都需要4件要務來成功。

身為領導者，你的工作就是協助你的團隊建立起這4件要務，並且能夠堅守住：

1. 有意義的共同目的。多數的團隊都會對上級的委任要求任務負責。但是，如果要他們更成功，團隊成員應該發展出他們自己想要擁有的理想與目的。
2. 有明確的績效目標。擬定出可以量化衡量的績效目標，並且強調期限的緊迫性，可以激勵團隊成員。有可以分享的共同績效目標，可以激發出團隊的合作，而非各自對職位抬頭來競爭。
3. 對如何完成工作作出承諾。在開始發動工作時，讓每個人同意誰會做哪一件工作，每個人會如何限期完成他的工作，大家會如何檢討進度，並且如何修改相關的決定。
4. 相互負責。你無法強迫每個人都是可靠的，都有足夠的承諾。只有每個人自己同意接受團隊的共同目標，他們才會相互負責，而非只對老闆一人負責。

Four priorities for the team

Whether your team is large or small, regardless of the purpose of the team, it needs four priorities to succeed.

As a leader, your job is to help your team build up these four priorities and stick to them.

1. Meaningful common purpose. Most teams are accountable for the tasks required by their superiors. However, if they are to be more successful, team members should develop the ideals and goals they want to have.
2. Have clear performance objectives. Developing quantifiable performance goals and emphasizing the urgency of deadlines can motivate team members. Shared common performance goals can stimulate teamwork rather than competition for positions.
3. Make a commitment to how to complete the work. At the start of the work, let everyone agree who will do what work, how each person will complete his work within the deadline, how everyone will review the progress, and how to modify the relevant decisions.
4. Mutual responsibility. You can't force everyone to be reliable and have enough commitment. Only when everyone agrees to accept the common goals of the team will they be responsible to each other, not to the boss alone.

將你的項目負擔分攤出去

如果你正在承擔必須承擔項目成敗的責任，例如你是專案經理或是部門主管，通常你就被視為要對整個項目的成敗負起完全責任。你的壓力會很高。

你會關注項目的進度以及所遭遇的障礙。但是，如果你的團隊員工做得不夠仔細，你就傾向于整天追究一些芝麻細節。如此，你的壓力會高到不可想象，並且是沒有必要的。

你可以嘗試改為開放的作法。例如，將專案的分項進度圖，以及計劃完成的數字，以及各分項的負責人姓名，都寫在辦公室的白板上。然後，在週會上，讓各組負責人報告，並且共同討論。如此，則會讓一些在陰影下的問題浮現，尤其是大家都知道已經出現的問題。

持續的這樣做，就可以讓必須解決也有能力解決問題的人都參與進來，同時也減少了你的壓力。

Share the burden of your project

If you are responsible for the success or failure of the project, for example, you are a project manager or a department manager, you are usually considered to be fully responsible for the success or failure of the entire project. Your pressure will be very high.

You will be concerned about the progress of the project and the obstacles encountered. However, if your team members are not careful enough, you will be inclined to look for details of sesame seeds all day long. In this way, your pressure will be too high to be imagined and unnecessary.

You can try to change to an open approach. For example, the progress chart of the project, the number of plans completed, and the names of the responsible persons of each sub item are written on the whiteboard of the office. Then, at the weekly meeting, let each group leader report and discuss together. In this way, some problems will arise in the shadow, especially when we all know the problems that have arose.

Continuing to do so will help people who have to solve and have the ability to solve problems, and at the same time reduce your stress.