如何避免會議發生走題？

當有人的發言攪亂了會議，我們很容易認為他是問題製造者，而應該制止他。但是，你的假設可能同樣會讓會議離題了。

要讓會議平順的進行，試試以下的技巧：

1. 先決定會議要談什麼。即使你事先就在會議通知單上列明會議討論事項，你的團隊成員不見得就完全同意開會額目的，以及討論事項，大家對會議的解讀很可能不一致。在會議一開場，你可以這樣說：“我的了解今天開會的目的是XXX,有任何人有不同的理解嗎？或是我們應該增加其他討論項目？”
2. 在進行下一個議題前，稍微暫停。為了避免有人會一再重複已經被充分討論過的議題內容，可以在進入下一個主題前，先請問是否還有人認為還需要做補充。
3. 預備啟動新的會議。如果與會者多半已經同意會議討論議題，但是仍然有人發言在走題，那麼，可以請她解釋她的發言與討論主題有何關係。也許，你會知道一些你原來沒有考慮過的內容。如果是如此，讓會議成員來決定是否需要知道更多，或是可以將新的事項放到下次會議來討論。

How to avoid the meeting going astray?

When someone's speech disturbs the meeting, it's easy to think that he's the problem maker and should be stopped. But your assumptions may also derail the meeting.

To make the meeting go smoothly, try the following techniques:

1. Decide what the meeting will talk about first. Even if you list the items discussed in advance on the meeting notice, your team members may not fully agree with the purpose of the meeting amount and the items discussed. The interpretation of the meeting is likely to be inconsistent. At the beginning of the meeting, you can say, "I understand that the purpose of today's meeting is XXX. Does anyone have a different understanding? Or should we add other discussion items?
2. Before proceeding to the next issue, pause slightly. In order to avoid repeating the topics that have been fully discussed over and over again, before moving on to the next topic, may I ask if there are any other people who think it needs to be supplemented?
3. Prepare to start a new meeting. If most of the participants have agreed to discuss the topic at the meeting, but there are still some speakers who are off the topic, then you can ask her to explain how her speech relates to the topic under discussion. Maybe you'll know something you haven't thought about before. If so, let the members of the meeting decide whether they need to know more or whether new things can be discussed at the next meeting.

Do the Right Thing and Do the Things Right!

• 對中級幹部。要求做對的事情，告訴他原理、價值、比較、分析，讓他心悅誠服的做對的事情。
• 對基層員工。不用告訴他大道理，只要求他如何做才會正確。過多的道理，只會讓他不成熟的心理增加胡思亂想，而不能在他的工作上以最有效率的方式完成工作。

擁抱剋制的力量

一個外向的人如果能夠剋制自己，會在商場上更有效率。

你可以用以下的方法來練習剋制，並且讓自己專注在真正有意義的事情上：

1. 以授權而非命令與控制的形式管理。懂得有效管理的領導，知道僅給予足夠的方向，就能夠讓屬下感受到掌握到工作的所有權，因此而獲得激勵。
2. 重視發言內容的分量而非發言的次數。真正有影響力的人說得并不多，但是他一旦發言，每個人都會豎耳傾聽。在正確的時間，說關鍵的話。
3. 保留空間，讓人們來要求更多。例如，你可以將會議時間縮短20~30%，讓你可以優先專注在重要的事情上，而你的目的是讓與會者要求有更多時間發言，并能夠受到鼓舞來跟進會議結論。

Embrace the power of restraint

If an extrovert can restrain himself, he will be more efficient in the market.

You can exercise restraint in the following ways and focus on what is truly meaningful:

1. Manage in the form of authorization instead of command and control. Leadership that understands effective management knows that giving enough direction alone can make subordinates feel ownership of the job and therefore motivated.
2. Pay more attention to the weight of speech than to the number of speeches. Really influential people do not speak much, but once he speaks, everyone will listen. At the right time, say the key words.
3. Reserve space for people to ask for more. For example, you can shorten the meeting time by 20 to 30 percent, allowing you to prioritize important things, and your goal is to give participants more time to speak and to be inspired to follow up on the conclusions of the meeting.

小心，不要讓你的權力走向腐敗

當人們談到權力時，很容易觸及的一個相關特性是，權力很容易走向腐敗。

然而，今天的組織領導者必須握有權力。所以，你應該如何避免你的權力走向腐敗呢？

請參考以下幾點提示：

1. 將你的權力運用到好的方向。問問你自己：我可以用我的權力為組織帶來哪些好處？將你的權力運用在正面的事項上。例如，你是否運用你的權力來推動創新或挖掘一個新的發展機會？
2. 承認權力有容易腐敗的本質。不要假裝權力沒有黑暗面。想想看，你的權力將如何將你拖向腐敗。謹記在心，然後不時檢驗。
3. 請別人協助監督。請你周遭願意提醒你的人，在你開始誤用你的權力時，拉你一把。

Be careful not to corrupt your power

When people talk about power, it is easy to touch on a related characteristic that power tends to corrupt.

However, today's organizational leaders must have power. So how do you avoid corruption of your power?

Please refer to the following tips:

1. Use your power in the right direction. Ask yourself: What benefits can I use my power to bring to the organization? Apply your power to positive things. For example, do you use your power to promote innovation or exploit a new development opportunity?
2. Recognize that power has the nature of being prone to corruption. Don't pretend that power has no dark side. Think about how your power will drag you to corruption. Keep it in mind and test it from time to time.
3. Ask others to help supervise. Please remind people around you to give you a hand when you begin to misuse your power.

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.