在做決策過程中，如何估算得失？

所有重要的決策，免不了會有得有失。認清楚你追求不到什麼，與估算你最後可以獲得什麼結果，是一樣重要的。但是，你如何知道怎樣的得與失才是你可以接受，而且是接近實際可行的？

請用下列的技巧來估算你的得失？

1. 列出利（pros）與弊（cons）項目。盡可能收集並列出所有可能的有利與不利的項目，然後請教別人，瞭解這些項目的重要性的權重如何？
2. 作出短期與長期的平衡政策。決定好哪些專案是你願意在長期放棄，以換取短期的利益？反之亦然。
3. 結合你的支持力量。在考慮各種可能的決策方案時，考慮好哪些人會支持哪一個方案，而哪些其他人又會反對哪一個方案。想好哪些人對你的支持或反對你可以置之不理，而哪些人的支持或抵制對你又是絕對重要的。

How to estimate gains and losses in making decisions?

All important decisions are bound to have gains and losses. Identifying what you can't achieve is as important as estimating what you can achieve in the end. But how do you know which gains and losses are acceptable to you, and are close to practicable?

Please use the following techniques to estimate your gains and losses?

1. List the pros and cons projects. Collect and list all possible beneficial and disadvantageous projects as much as possible, and then ask others to understand the importance of these projects and their weight.
2. Make a short-term and long-term balance policy. Decide which projects are willing to give up in the long run in return for short-term benefits? Vice versa.
3. Combine your support power. When considering various possible decision-making options, consider who will support which one, and who others will oppose which one. Think about who supports or opposes you, and who supports or resists you is absolutely important.

授權后，就放手

將一個項目交給他人，有的時候是會令人擔心的。但是，如果你不依靠別人協助，你就必須自己做所有大小事。你也會因此妨礙了他人在承擔新工作時可以獲得的學習機會。

一旦你授權給他人了，就不要想要親力親為的做一些細微管理。你應該接受別人會做出來的結果。

如果你要求一位團隊成員準備一份重要的簡報，不要不停地給他修正、編輯。你只要給她一些關鍵的目標與你期待的重要內容，其餘，就讓她自己去做，讓她用自己的方式做出她自己的版本，而不是你的版本。

這樣的授權，會比自己代勞更有效，並且結果通常會更好。

When authorized, let go

Handing over a project to someone else can sometimes be worrisome. But if you don't rely on others for help, you have to do all the things on your own, big and small. You can also hinder the learning opportunities available to others when they take on a new job. 

Once you delegate authority to others, don't try to do some fine management yourself. You should accept what others will do.

If you ask a team member to prepare an important briefing, don't keep revising and editing it. You just give her some key goals and important things you expect, and the rest, let her do it herself, and let her make her own version in her own way, not yours.
Such authorizations are more effective than acting on their own behalf and often result in better results.

主管該問的問題

問對問題是一個領導者的重要工作技能，然而很多人問得不夠。以下三種問題是你應該去問的：

1. 對自己的問題。好的主管會對自己和他人問自己如何能夠做得更好。你應該邀請別人給予有建設性，而且誠懇的回答。
2. 對計劃與項目的問題。這些問題可以促進工作的發展與幫助團隊成長。只要有助於推動發展，你可以嚴厲而直接的質問。
3. 對組織與作業的問題。爲了讓運作能夠更有效率，你可以質問關於作業程序、組織架構。你可以這樣問：“我們為何如此做？是否有更好的做法？”

Questions to be asked

Asking questions is an important skill for a leader, but many people do not ask enough. The following three questions are what you should ask:

1. Your own problems. Good executives will ask themselves and others how they can do better. You should invite others to give constructive and sincere answers.
2. Questions about planning and projects. These problems can promote the development of the work and help the team grow. As long as you can help push forward development, you can ask questions directly and directly.
3. Questions about organization and operation. In order to make the operation more efficient, you can ask about the operation procedure and organization structure. You can ask, "why do we do this? Is there a better way? "

每個人都想做事，但要有目標，也需要受鼓勵

我們天生都是追求生產力的人，生產力是人類的天性，只要情況對了，每個人都會打開生產力的開關。

釋放生產力，我們需要：

1.   知道目標是什麼，也看得到成功的模樣，明白成功的感覺。

2.   相信自己正朝著目標前進。

3.   專注於實現目標，拋開對實現目標沒有說明或說明不大的事物。

4.   每天要撥出一部分時間，鼓勵團隊把時間投資在能看得到結果的工作上，而不是忙的沒頭沒腦。

不要忘記獎勵有生產力，每天都有工作進展的員工，很多主管都忽略了這點。平日的生產力同樣值得表揚，因為生產力一定會帶來成就。

Everyone wants to do something, but they need to have goals and be encouraged

We are all born to pursue productivity, productivity is human nature, as long as the situation is right, everyone will open the switch of productivity.

To release productivity, we need:

1. Know what your goal is, see how successful you are, and understand how successful you feel.
2. Believe that you are moving towards your goals.
3. Focus on achieving goals, leaving aside things that do not or do not say much about achieving them.
4. Set aside some time each day to encourage the team to invest in work that shows results, rather than being busy and mindless.

Don't forget to reward employees who are productive and make progress every day, which many executives ignore. Normal productivity is also commendable, because productivity is bound to bring achievements.

還沒有得到你想要的嗎？去抓住你的主導權

如果你還不能從你的工作夥伴中得到你想要的，你應該考慮採取積極作為來抓住主導權了。畢竟，最終是你自己必須為自己來強化工作能力，以及推進你的職業發展。

你可以向直屬老闆諮詢他對你的建議，也可以和你的同事談談，問他們你應該如何做才能改進彼此的工作關係。

你也應該傾聽自己的聲音，評估自己是否已經陷入超限工作負荷了，或是你還有足夠的能量來承接更具挑戰的新工作。

這樣的積極態度，不僅可以改善你的專業發展，也將對你的老闆與同事產生正面的影響。

Haven't you got what you want? Grab your lead

If you can't get what you want from your partner, you should consider taking positive action to seize the lead. After all, in the end, you must strengthen your working ability and promote your career development.

You can ask your immediate boss for advice or talk to your colleagues about what you should do to improve your working relationship.

You should also listen to your voice and assess whether you are overworked or if you have enough energy to take on more challenging new jobs.

Such a positive attitude can not only improve your professional development, but also have a positive impact on your boss and colleagues.

多聽取別人的意見，來改進你的決策品質

修改一個已經作成的決策，通常是很痛苦的。或許是你的產品銷售不好，或是你的推廣活動效果不如理想，你必須做調整。

無論是何種決策錯誤，承認失敗，並且開始採取更正的行動。

這個時候，你可以多聽取你的同事、屬下、客戶，或是你的家人，給你意見，包含告訴你哪裡做錯了，應該如何改進。你可以諮詢幾個不同層面的人的意見。

這些意見，也許有可能協助你將一件正在惡化的發展，扭轉過來。

不要將改變決策，當成羞愧。裡子比面子重要。至少你學習到了什麼是正確的。

Listen to other people's opinions to improve your decision-making quality

Modifying a decision that has been made is often painful. Maybe your product is not selling well, or your promotional activities are not working well, you have to make adjustments.

Whatever decision-making mistakes, admit defeat and start taking corrective action.

At this time, you can listen to your colleagues, subordinates, customers, or your family, give you advice, including telling you where you did wrong, how to improve. You can consult several different levels of people.

These opinions may help you reverse a worsening development.

Don't be ashamed to change your decision. Lining is more important than face. At least what you've learned is right.

不要推遲做艱難的決策

當組織要做重大改革時，通常必須承擔團隊成員在認知與感情上的負擔。但是，如果團隊領導者遲遲不做決定要放棄哪些舊有的方向來迎接新的方向，那麼老東西就不會自動消失，只是慢慢消退而已。

這樣緩慢的變化會帶來在改革時的兩大問題：

1. 團隊協作不能一致。如果團隊領導者不能決定優先次序，那麼團隊中的每個人就必須自己決定自己的優先次序，如此就不太可能讓大家在協作上達成共識。
2. 不良的決策品質。做出取捨的判斷會耗盡團隊的心力。如果一個團隊領導者不能在一個早上的時間做出決定，那麼整個團隊在整個下午也多半不能為客戶、為大家的工作方式，或是資源分配做出好的決定。

Don't delay making tough decisions

When an organization is going to make major changes, it usually has to bear the cognitive and emotional burden of team members. However, if the team leader is slow to decide which old directions to abandon to meet the new ones, then the old things will not disappear automatically, just slowly fade away.

Such a slow change will bring about two major problems in the reform process:

1. Team collaboration is inconsistent. If the team leader can't decide the priorities, then everyone in the team must decide their own priorities, so it's not possible for everyone to reach consensus on collaboration.
2. Bad decision-making quality. Judging a trade-off can drain the team's energy. If a team leader can't make a decision in the morning, then the whole team can't make a good decision for customers, the way they work, or the allocation of resources throughout the afternoon.

想要企業成長？放棄你的控制權！

什麼細節都抓在手上的領導者，只會對不起他的公司，他的員工，以及他自己。更糟糕的是，他們經常會讓公司停止成長。如果你正在掙扎於如何讓你的公司或是部門成長，一個最聰明的作法是，放棄你的控制權！

怎麼做？

1. 將決策權下放。如果所有的決策都是你在決定，你只會將公司拉著不能前進。將你的決策權放得愈低愈好。
2. 接受錯誤會發生的事實。將責任分享給他人，代表事情總有可能不會依照既定計劃來進行。你應該在授權的同時，讓你的員工知道你的期待，以及提供給他必要的工具，以便他能夠做好他的工作。
3. 準備你的備胎。當你預備經由授權讓你自己過得比較舒坦時，你需要一個你信任的人。你必須投入你的時間與資源來培養這樣的明日之星。

Want the enterprise to grow up? Give up your control!

A leader who holds everything in his hands will only be sorry for his company, his employees, and himself. Worse still, they often make the company stop growing. If you are struggling to make your company or Department grow, the smartest way is to give up your control.

How do you do it?

1. Decentralize the right to decision. If all decisions are made by you, you will only drag the company forward. It is better to put your decision-making power down.
2. Accept the fact that the mistake will happen. Sharing responsibilities with others may mean that things may not be carried out according to established plans. You should allow your staff to know your expectations and provide them with the necessary tools, so that he can do his job well.
3. Prepare your spare tire. When you are prepared to make yourself comfortable through authorization, you need someone you trust. You must invest your time and resources to cultivate such a tomorrow star.

以妥協來領導

向員工妥協看起來沒有面子，會失去權威，但是這也是很重要的領導技能。而且，如果你不清楚別人的觀點是如何的，你很難發揮出有效的領導。

不要為了你的自尊而讓你看不清別人的優點。相反的，你應該以開放的態度來引發對話。試試：“你為什麼會有這樣的感覺？”，或是：“我們要怎樣才能做得更好？”，或是：“請告訴我更仔細一些。”

如果談話無法奏效，試試先用對方的觀點來試做看看。例如，去這位同事的辦公室去了解是什麼樣的氛圍與身邊的人群會讓這個人形成他的觀點。

如果你仍然會踢到鐵板，保持尊重。這樣可以鋪下相互信任的基礎。這樣可以對後續的建立妥協對話容易許多。

Leading by compromise

Compromise with employees seems to lose face and lose authority, but this is also a very important leadership skill. Moreover, if you are not clear about what others think, it is hard for you to give effective leadership.

Don't let your self-esteem show you the advantages of others. On the contrary, you should initiate a dialogue with an open mind. Try: "why do you feel this way?" Or, "How can we do better?" Or, "Please tell me more carefully."

If the conversation can't work, try to use the other's point of view to try it out. For example, going to a colleague's office to find out what the atmosphere is and the people around him will make the person form his point of view.

If you still play the iron plate, respect. This can lay the foundation for mutual trust. This will make it easier to build a compromise dialogue for subsequent development.

選擇正確的領導方式

當你領導團隊時，調整你自己的領導風格來迎合每個人的需求。

一般來說，有四種領導方式：指揮（direct）、教練(coach)、支持(support)與授權(delegation)。要看你的員工的能力與承諾程度來決定選擇哪一種領導方式。

當你的直屬部下需要學習新技能，選擇指揮領導。你需要將工作定義好，並且檢查他的進度以確保他沒有做錯。

如果你的員工需要學習新技能，但是最好讓他有些空間來從錯誤中體驗與學習，那麼就選擇教練領導方式。

如果你的員工技能足夠，但是缺乏自信力，那麼就選擇支持領導方式。

針對那些能力強，經驗夠，有自我奮發動力的員工，給予授權。

你的責任是在針對不同的人，選擇正確的領導方式，讓你自己在親力親為與強化員工能力之間，取得平衡。

Choosing the right way of leadership

When you lead the team, adjust your leadership style to suit everyone's needs.

Generally speaking, there are four leadership styles: direct, coach, support and delegation. It depends on your employees' ability and commitment to decide which leadership way to choose.

When your subordinates need to learn new skills, choose leaders. You need to define the work well and check his progress to make sure that he has done nothing wrong.

If your employee needs to learn new skills, but it's best to give him some space to experience and learn from mistakes, choose coaching leadership.

If your employees are skilled enough, but lack confidence, then choose to support leadership.

For those who are strong enough, experienced enough and motivated by their own efforts, give authorization.

It's your responsibility to choose the right leadership style for different people so that you can strike a balance between doing it yourself and empowering your employees.