艱困時期，有效支持你的團隊

當組織處在艱困時期，員工的士氣可能也進入低潮。這個時候領導者必須擔負起責任來鼓勵員工，並且領導他們向未來邁進。

在艱困的時候，你可以用以下方法來激勵員工：

1. 走向他們。身為領導者，當然你的時間非常寶貴，但是不要因為爲了讓你自己方便，而呼喚員工到總部或你的辦公室來面見你。相反的，你應該到他們工作的場所來拜訪他們。這能夠釋放出公司與領導階層看重他們的信號。
2. 讚揚他們的付出。所有的人都會樂意聽到他們的努力受到真誠的關注。你可以說明他們的付出對於公司長期的發展如何產生重要的作用。
3. 作他們的靠背。當事情趨向惡化時，通常首先受到衝擊的是基層員工，你應該表現出公司如何支持他們，公司將如何與他們一同度過難關。

In hard times, support your team effectively

When the organization is in a difficult period, the morale of the staff may also be at a low ebb. At this time, leaders must take the responsibility to encourage employees and lead them to move forward in the future.

In times of hardship, you can motivate your employees in the following ways:

1. Go to them. Being a leader, of course, your time is precious, but don't call your staff to meet you at headquarters or in your office for the sake of your own convenience. On the contrary, you should visit them at their work place. This can release signals from companies and leaders that value them.
2. Praise them for their efforts. All people will be happy to hear their efforts receive sincere attention. You can explain how their efforts play an important role in the long-term development of the company.
3. Be their backup. When things tend to deteriorate, they are usually first hit by grass-roots employees, and you should show how the company supports them and how the company will spend the time together with them.

打破被孤立的層峰管理

在許多大型組織里，資深的高級管理人經常被許多助理、高管經理人以及顧問所圍繞。這樣做的目的是讓層峰領導者能夠更專注在企業最重要的事務上。但是，無論是故意的或非故意的，許多層峰領導者只能收到被過濾過的、或是經過策劃的修飾過的、或是被偵測過的消息。這些是“資深圈”人員認為層峰領導者該接受到的消息。

作為層峰領導者，要打破這樣的資訊包圍圈，并不容易，但是，他可以嘗試這麼做，并鼓勵你的屬下管理者也試試看：

1. 建立一個“意見信箱”。或是召集公司其他部門的主管來聽取坦率的意見，鼓勵更多的對話。
2. 召開員工大會。讓公司各階級、各部門的員工都能夠參加，讓他們在大會上發表各種公開意見。
3. 舉行跨級會議。深入到下下層級，或是基層里，讓你聽取到平常不會聽到的聲音。

Break Out of Isolated Peak Management

In many large organizations, senior managers are often surrounded by many assistants, senior managers and consultants. The goal is to enable top leaders to focus more on the most important business of the enterprise. However, whether intentional or unintentional, many peak leaders receive only filtered, planned, modified, or detected messages. These are the messages that senior circles believe leaders should receive.

As a top leader, it's not easy to break the information envelope, but he can try it and encourage your subordinate managers to try it too.

1. Establish an "opinion mailbox". Or call on executives from other departments of the company to listen to frank opinions and encourage more dialogue.
2. Hold a staff meeting. Employees of all classes and departments of the company should be able to participate in the meeting and make their opinions public.
3. Hold cross-level meetings. Go down to the lower level, or the grass-roots level, so that you can hear voices you don't normally hear.

如何讓團隊運作起來？

多數的領導者知道必須協助團隊訂出工作目標，但是領導者的工作不應只有如此，你必須同時建立起團隊運作的機制。

以下是你必須採取的行動：

1. 角色與責任。每位成員都必須知道他們負責的工作，以及知道如何才能做出貢獻來達到團隊的整體目標。
2. 工作程序。你不需要整理出全部的作業程序文件，但是必須定義出一些基本規則，例如決策、授權與溝通方式。
3. 互動規則。建立起團隊文化。讓大家討論分享價值觀，以及塑造團隊間權力與義務的互動模式。
4. 績效評估機制。你會如何看待團隊成員的績效？定義出評估達成目標的績效辦法，以及未達成目標的後果。

How to make the team work?

Most leaders know that they have to help the team set goals, but the leader's job should not be the only one, you have to set up a team operating mechanism at the same time.

Here are the actions you must take:

1. Roles and responsibilities. Every member must know what they are responsible for and how they can contribute to the overall goals of the team.
2. Work procedure. You don't have to organize all the operating procedures, but you have to define some basic rules, such as decision-making, authorization, and communication.
3. Interaction rules. Build team culture. Let's talk about sharing values and shaping the interactive mode of power and obligation between teams.
4. Performance evaluation mechanism. What do you think of team members' performance? Define performance measures for assessing goals and the consequences of failure to achieve them.

避免團隊陷入分裂

團隊出現分歧，有的時候是有建設性的。但是，作為一名領導者，你必須確保團隊不會因此陷入分裂。如果衝突拖得太久，就可能導致士氣低落，氛圍緊張,並且因此影響到團隊生產力。

你可以用以下的處置方式來避免團隊陷入分裂：

1. 找出衝突的根源。人們衝突的表面狀況通常不是真正的原因。真正的原因通常來自於過去曾經發生的事件所引發的結果。你必須先挖掘出衝突的真正緣由是什麼。
2. 不要選邊站。作為領導者，你如果選邊站，只會加深衝突，引發嗔恨。
3. 嚴斥衝突。申明團隊絕對需要合作，而分化不能被容忍。
4. 建立共識。要求團隊找出他們可以達成共識之處，有哪些共通的目標與作法可以合作完成？
5. 追蹤跟進。你的工作尚未完成。你必須繼續監督情況，並且對任何突發狀況即時作處置。

Avoid teams falling apart

The team is divided, sometimes constructive. But as a leader, you have to make sure that the team will not fall apart. If the conflict drags on too long, it can lead to low morale, tense atmosphere, and therefore affect team productivity.

You can use the following disposal methods to prevent the team from falling apart.

1. Find out the root cause of the conflict. The surface condition of people's conflict is usually not the real reason. The real reason usually comes from the result of events that happened in the past. You must first dig out the real reasons for the conflict.
2. Don't choose side stops. As a leader, if you choose to stand, you will only deepen the conflict and cause hatred.
3. We must rebuke conflicts. Affirming that teamwork is absolutely necessary and that differentiation can not be tolerated.
4. Consensus building. Ask the team to find out what they can agree on and what common goals and practices can be achieved together?
5. Follow up. Your work has not yet been completed. You must continue to monitor the situation and deal with any emergencies immediately.

讓團隊成員專注發展擅長的工作，缺失經常自動消失

團隊成員中，每個人都有專長與缺點。一般人通常都會先檢討自己或是批評他人的缺點，而不是先專注自己的優點，或是先運用他人的專長。

就整個團隊而言，主管通常也會先規劃建立可靠的作業系統與管理制度，以便確保團隊工作的品質。這樣的主管，以防範潛在問題的發生為主要關切點。

然而，當每個人都戰戰兢兢，小心翼翼時，往往就失去了活力，個人與團隊都會出現僵化現象。

相反的，若是我們能夠先欣賞他人的專長，對自己有自信，並注意到個別的缺點但不要批評，彼此信任與互補，則個人與團隊都能夠意氣昂揚，奮發團結。

經驗顯示，經過許多成就的積累後，那些原來存在的缺失，往往會自動減弱，甚至消失了。因為，你們在共同追求成就的過程中，會懂得逐漸改進整自己的缺點。

Let team members focus on developing good work, often missing automatically

Everyone in the team has expertise and weakness. Normally, people first review their own shortcomings or criticize others' shortcomings, instead of focusing on their own strengths or using others' expertise first.

As far as the whole team is concerned, supervisors usually plan to establish reliable operational systems and management systems in order to ensure the quality of team work. Such a supervisor is the main concern to prevent potential problems.

However, when everyone is trembling and cautious, they often lose their vitality, and there will be rigidity between individuals and teams.

On the contrary, if we can first appreciate the expertise of others, have confidence in ourselves, and pay attention to individual shortcomings but do not criticize, trust and complement each other, then individuals and teams can be enthusiastic and united.

Experience shows that, after the accumulation of many achievements, those existing deficiencies tend to weaken or even disappear automatically. Because in your pursuit of achievement, you will gradually improve your shortcomings.

停止團隊內的霸陵行為

在辦公室中，有些人很積極工作來推動成果，而有些則會以威嚇他人來得到他想要的結果。組織無法忍受後者的行為。這樣的霸陵作法，會嚴重影響到團隊的生產力與工作情緒。

以下是正確的領導方式：

1. 面對霸陵行為。召集那些習慣霸陵別人的人，以及受到欺侮的人，密切了解他們之間的互動行為，了解事情發生的原委。確認好大家都知道應該有的工作績效與作業的程序，讓團隊中沒有灰色地帶。
2. 了解真相。多運用外部人脈與其他工具，調查是否確實有霸陵行為的發生，並且查明其產生的衝擊如何。記錄下來，不要總是聽信謠言。
3. 剝奪霸陵者的權力。由於霸陵者多以威嚇作為他獲得成果的手段，有必要讓他的惡劣行為曝光。當你確認了霸陵者后，可以剝奪他的權力，並且讓大家知道，團隊內不會再發生這樣破壞的行為。

Stop the bullying behavior in the team

In the office, some people work very hard to promote results, while others threaten others to get the results they want. The organization can't stand the latter's behavior. Such practices will seriously affect team productivity and work emotions.

The following are the right ways of Leadership:

1. Face the tyrant's mausoleum. Convene those people who are used to mausoleum, and those who are bullied, and keep a close eye on their interactions and understand what happened. Make sure that everyone knows that there should be some job performance and homework procedures, so that there is no grey area in the team.
2. Understand the truth. We should use external contacts and other tools to find out whether there is any occurrence of tyrant behavior and find out the impact. Keep a record and don't always listen to rumors.
3. Take away the power of tyrant. Because of the threat of bullying as a means of achieving results, it is necessary to expose his bad behaviour. When you confirm the ruler, you can deprive him of his power and let everyone know that there will be no such destructive behavior in the team.

領導者，不要太仁慈

當你遭遇有員工的表現低於期待，即使是平常體貼、善於維護人脈關係的領導主管，也必須表現出嚴厲的態度。

如果你承認對工作負責是很重要的，與其對員工仁慈，不如嚴厲要求。你不需要委婉請求，直接明了的告訴這名不合格的員工你的失望，并要求他必須為其缺失負起她的責任。

不要因為你沒有幫助到她而感到愧疚，也不能因為擔心你的嚴厲評論會刺傷到她的自尊，而讓她低估了嚴重性。

如果必須開除她，千萬不要拖延。如果你考慮到時機不好，難以找到替代人選，那麼，你自己的猶豫不決才是團隊最大的威脅。

Leaders, don't be so kind

When you encounter an employee who behaves less than expected, even the normally considerate, networking leader must show a stern attitude.

If you admit that it is important to be responsible for your work, it is better to be strict than to be kind to your employees. You don't need to be tactful, tell the unqualified employee directly about your disappointment, and ask him to take her responsibility for his missing.

Don't feel guilty for not helping her, and don't let her underestimate the seriousness of your harsh comments that might hurt her self-esteem.

If you must expel her, do not delay. If you consider the timing is not good, it is difficult to find a replacement, then your own hesitation is the biggest threat to the team.

讓員工充滿能量

許多領導者不夠重視給予員工正面的能量。好的領導者知道他們不僅必須激勵員工，同時要在日常的工作上給予員工能量。

以下是幾個可以帶給員工高能量的領導方式：

1. 關注光明面。作為領導者，你必須很現實，但是如果你能夠對正面比負面更重視，你會獲得更多。
2. 將負面引導為正面。如果你平時就是個很現實的主管，你會看到負面的狀況，但是，你也可以將它轉化為發展機會。設法找出這些負面的狀況，並且看成為工作上的挑戰，與發展的機會。
3. 不要拖延打混。要能夠正面對待的作法之一是知道事情可以快速的解決。你應該對事情能夠快速回應，盡快採取行動。

Energize employees

Many leaders do not pay enough attention to giving positive energy to employees. Good leaders know that they must not only motivate employees, but also give them energy in their daily work.

Here are some leadership styles that can bring high energy to employees:

1. Focus on the bright side. As a leader, you have to be realistic, but if you can put more emphasis on the positive than the negative, you will get more.
2. Lead the negative to the positive. If you're a realistic executive, you'll see the negative situation, but you can also turn it into a development opportunity. Find out these negative situations and see them as job challenges and opportunities for development.
3. Don't procrastinate. One way to be positive is to know that things can be solved quickly. You should be able to respond quickly and take action as soon as possible.

只要5分鐘練習，你就有機會成為領袖

當你獲邀加入一個新組織的團隊，誰會成為領導？

經驗告訴我們，企圖心強的人通常有較高的機會成為領袖。

因此，你可以用5分鐘寫下你的企圖心，你的人生目標是什麽，如何能夠讓你感到有成就感、能夠讓你感到愉快。

然後，你可以在人們面前表現你的企圖心，說你的故事與夢想，表現出你的決斷力。如此，人們自然會逐漸在會議與和你的對話中，認同你的領袖魅力。

With only 5 minutes of practice, you will have the chance to become a leader

When you are invited to join a team of new organizations, who will become the leader?

Experience tells us that people who are strong minded usually have higher opportunities to become leaders.

So, you can write down in five minutes what your ambitions are, what your life goals are, and how they can make you feel fulfilled and happy.

Then you can show people your ambition, your stories and dreams, and your decisiveness. In this way, people will gradually identify your charisma in meetings and conversations with you.

讓決策做得更有效率

一個簡單的決策方式能夠讓你一向緩慢的審議可以決斷的更有效率。試試看這樣做：

1. 明確你最後的目的。要快速做出決策的最大障礙是有太多的選擇條件了。如果有七、八項目標你都想達到，有哪一、二項會帶來最大的影響？並且，你可以考慮到有哪些人是你最不想去得罪的，他們最關切的是那些目標？
2. 取得其他觀點。去請教別人，通常可以擴大你的視野，讓你可以降低決斷的錯誤。此外，新的形勢可以給你有新的觀點。
3. 開始行動。在多項“好的選擇項目”中，先選擇一項來做，而暫時忽略其他可選擇的項目。要知道，沒有一個審議方式能夠保證你可以做出最正確的決定，但是，請記住決定的目的不是讓你可以做出最完美的選擇，而是能夠讓你進入下一個選擇的狀態。

Make decisions more efficient

A simple way to make decisions can make your decisions more efficient when you think slowly all the time. Try doing this:

1. Define your final purpose. The biggest obstacle to making quick decisions is that there are too many choices. If there are seven or eight goals you want to achieve, which one or two will have the greatest impact? And you can consider who you least want to offend, and what goals are they most concerned about?
2. Obtain other views. Consulting others can usually broaden your horizons and help you reduce the mistakes of decision-making. In addition, the new situation can give you new ideas.
3. Start action. Among the many "good choice projects", choose one to do first, and ignore the other options for the time being. You know, there is no way of deliberating that you can make the right decision, but remember that the purpose of the decision is not to make the best choice, but to get you into the next choice.