記住我們也曾初來乍到

在我們剛進入職場時，也都是公司里最基層的員工。我們當時的工作從幫他人複印，到幫忙倒咖啡，總是聽人使喚，卻不知道為何要做這些工作。

如今，當我們成為企業中的資深人員，在面對年輕人時，卻常常忘記了我們當初的模樣。

將心比心，請尊重新人與他們被指派的工作，無論那些是細微瑣碎的工作，或是涉及大願景的任務。

請向他們解釋為何幫人複印、幫人倒咖啡，對團隊是重要的，並且如此能夠引導他們邁向未來的成功。

請私下給他們誠懇的回饋，讓他們能夠盡快適應工作環境。若是你在公開場合指導他們，或是批評他們，只會於事無補，難以贏得他們對你的尊重，並且會傷害你個人的形象。

Remember that we were first coming

When we first entered the workplace, we were also the most basic employees in the company. We used to copy from others, to help pour coffee, always listen to people, but do not know why to do these jobs.

Nowadays, when we become senior employees in enterprises, we often forget our appearance when facing young people.

Please be respectful, respecting new people and the work they are assigned to, whether they are trivial tasks, or tasks that involve great vision.

Please explain to them why copying and helping people to pour coffee is important to the team and can lead them to the future success.

Please give them sincere feedback so that they can adapt to the working environment as soon as possible. If you guide them in public, or criticize them, it will only make no use of the matter, won't win their respect for you, and will hurt your personal image.

鼓勵你的團隊成員來挑戰你

我們通常沉醉于人們稱頌我們已經相信的價值與作為。但是，只有不一致的、難以達成共識的挑戰，才會促使我們做更有智慧的決策。你是否明確向你的員工闡明你希望聽到有別于你的其他意見？

當人們被鼓勵表達不同的意見，他們通常就會分享更多的資訊，重新考慮假設條件，提出有創意的其他方案，並且警告你的錯誤。

讓你的團隊成員知道，你歡迎他們提出即使會抵觸你的想法的各種不同意見。必要時，你可以安排一位大家都可以信任的人來溝通協調。

Encourage your team to challenge you

We usually indulge in people's praise of the values and actions we believe in. However, only the challenges that are inconsistent and difficult to reach consensus will prompt us to make smarter decisions. Are you clear to your employees that you want to hear something different from you?

When people are encouraged to express different opinions, they usually share more information, reconsider assumptions, propose creative alternatives, and warn you of your mistakes.

Let your team members know that you welcome them to suggest different opinions that will even contradict your ideas. If necessary, you can arrange for a person you can trust to communicate and coordinate.

作為領導主管你必須問的問題

作為一名領導主管，你有必要知道你的團隊成員需要如何做才能夠把工作做好。

所以，為什麼不問問他們？你可以習慣性的經常問他們：“我應該如何幫助你，讓你工作得更有效率？”

你可能因此而得到許多不同的回復，包含他對其他人的抱怨，或是直接批評你的領導風格，並且說你其實做不了什麼。

聽到這些，即使是對你是負面的，不要辯解。你可以先聽，然後開始採取行動。 或許，你會發現與其你直接面對這樣的炮火，不如授權指派一名副手來處理，至少他可以先深入瞭解狀況，收集實際資訊，讓你能夠從容應對。或許，你會因此發現團隊中有不合羣的份子，你必須進一步溝通或是進行再教育。或是，你會發現有些管理政策已經不適宜，必須修正或去除。

總之，保持瞭解你的團隊成員需要你如何支援，是領導中最基本的功課。

As a leader, you have to ask questions

As a leader, you need to know what your team members need to do to get the job done.

So why don't you ask them? You can habitually ask them, "How can I help you and make you work more efficiently?"

You may get a lot of different responses, including his complaints about others, or directly criticize your leadership style, and say you can't actually do anything.

If you hear this, even if it's negative to you, don't explain it. You can listen first and start taking action. Perhaps, you will find that it is better to appoint an aide to deal with the fire that you face directly to such a fire. At least he can get to know the situation and collect the actual information, so that you can cope with it. Perhaps you will find that there are disagreements in the team. You have to communicate more or reeducate. Or, you will find that some management policies are not suitable and must be corrected or removed.

In short, it is the most basic task for leaders to keep an eye on how your team members need your support.

用想像力來做管理

調研數字對於瞭解過去與現在的狀況是很重要的，但是數字也只能告訴你這些。調研數字無法説明你預測未來。許多公司都被無法預測的改變所蒙蔽了，看看GM與Motorola。 

要預見未來，請試著用你的想像力。運用你的直覺，影響力，以及邏輯來決定未來究竟會如何，你的公司應該如何調整，以及主動準備。並且，你應該以假設與演繹來推估可能發生的情境，並且預想你的構想如何可以得到驗證。

Use imagination to manage

Research figures are important for understanding past and present conditions, but numbers can only tell you. Research figures do not show that you predict the future. Many companies have been blinded by unpredictable changes. Look at GM and Motorola.

To foresee the future, try to use your imagination. Use your intuition, influence and logic to decide what the future is going to be, how your company should adjust and take the initiative to prepare. Moreover, you should estimate the possible situation with assumptions and deductions, and anticipate how your ideas can be verified.

好的領導者先建立信任度

當今多數的領導者會強調他們的核心能力、強處，以及優越記錄，但是如果人們不信任你，這一切都不會發生作用。

要贏得人們的信任要讓他們感到窩心。如何做？

1. 用正確的語調。輕聲說話。可以讓人感覺到你和他們是同輩、同階層的夥伴, 表達出你的誠意。
2. 同理心。如果你能夠讓你的部屬感覺到你和他們看到的是相接近的世界，你所展現的不僅是同情心，並且在他們眼中，你們會有共識。如果你要你的同事聽你的而且同意你，你先表現出對他們的同意。
3. 真誠的微笑。微笑具有感染力。當人們看到你笑容燦爛，他們多半也會跟著笑起來。但是虛偽的表情是糊弄不了任何人的。要展現出溫暖，你必須發自內心、真誠的笑。

Good leaders build trust first

Most of today's leaders will emphasize their core competencies, strengths, and superior records, but if people don't trust you, this will not work.

We need to win people's trust to make them feel cozy. How do you do it?

1. Use the correct intonation. Speak in a whisper. You can make people feel that you and them are friends of the same generation and class, and express your sincerity.
2. In the same mind. If you can let your subordinates feel that you and what they see are close to the world, what you show is not only compassionate, but in their eyes, you will have a consensus. If you want your colleagues to listen to you and agree with you, you first show your consent to them.
3. Sincere smile. The smile is infective. When people see you smile brightly, most of them will laugh. But the expression of hypocrisy is not fooling anyone. To show warmth, you must smile from heart to heart.

展現你是個領導者的模樣

一個領導者的形象可以從他在組織中的職位，以及他的聲譽，還有實際的績效表現出來。但是，他的外形模樣也是領導者形象的元素。

如果你希望別人看你有領導者的模樣，請參考下列作法：

1. 感覺自己在指揮著。如果自己感覺是個冒牌貨，別人也會這麼覺得。相反的，相信你自己可以展現自信、熱情、對人充滿愛。
2. 筆直站好。你只要挺直，看起來有朝氣，不要彎腰駝背，看起來一副精神萎靡狀。
3. 莊重穩健。如果你老是搖擺、坐立不安，會讓你感覺你不能控制自己。莊重一些，會讓人對你容易產生信任感。

Show that you are a leader

The image of a leader can be seen from his position in the organization, his reputation, and his actual performance. But his appearance is also an element of the leader's image.

If you want others to see you as a leader, please refer to the following:

1. Feel that you are directing. If they feel like a counterfeit, others will feel that way too. On the contrary, I believe you can show your confidence, enthusiasm and love for people.
2. Stand up straight. You just need to be upright and look energetic. Don't stoop and look like a mental slump.
3. Is solemn and soundness. If you are always swaying and fidgeting, it will make you feel you can't control yourself. Be serious and make people trust you more easily.

當代領導者的成功三大因素

曾任職知名《財星》雜誌，負責調查世界排名的500大企業、提供超過200名CEO管理建議的Roselinde Torres發現，近年來管理職位的人才落差日益趨大，商業模式已經無法比照過去的傳統，她決定辭去工作，專心調查此趨勢的原因，並為21世紀的領導者，統整出三個必須問自己的問題。

當代領導者的成功三大因素

 問題1：你認為你的人生和下一套運行的商業模式，會在什麼時候有轉變？

 沒有人能夠預測這樣的轉變何時發生，但是否有機會轉變則有跡可循。你可以從你近期的代辦事項、平常相處的朋友、和他人談論的話題、正在讀的書或是去旅行的國家裡找到蛛絲馬跡，這些看似毫無關聯的事情，會形成一種影響，讓你做出一個為了迎向未來而下的決定。當代領導者會對身處的環境維持高敏感度，他們不單只是對未來做出反應，還能夠自己塑造自己的未來。

 問題2：你的人際網路是否具有多元性？

 我們通常只和與自己類似的人相處，而成功領導者的關鍵就在於──你是否能和與你完全不同的人相處融洽？這可能是生理、心理、政治、文化或經濟上的差異，若你能夠擁抱這些差異，讓他們願意和你保持聯繫、拓展交友圈，將能提高解決問題的層次、擁有更廣泛的資源，並綜觀每件事的各個面向。

 問題3：你是否夠勇敢，可以拋棄過去讓你成功的習慣？

“隨遇而安，逆來順受”確實能讓你擁有一個安穩的人生，但成功的領導者不會紙上談兵，而會實際去闖一闖。當你有足夠的情緒智商，去忍受他人批判你的想法“太天真”、“太愚笨”的時候，就會出現一群你意想不到的人，他們不屬於你原本的圈子，但因為彼此存在許多不同想法，雙方都會更願意去嘗試那些被認定“愚蠢”的新靈感。

Roselinde Torres, a former well-known Fortune Star magazine investigating 500 top companies in the world and providing management advice to more than 200 CEOs, found that in recent years, the gap between managerial positions has become wider and wider. Business models are no longer comparable to past traditions. She decided to quit her job and focus on investigating the causes of this trend, and put together three questions for leaders in the 21st century. My own problems.

Three main factors for the success of contemporary leaders

Question 1: When do you think your life and the next business model will change?

No one can predict when such a change will occur, but there are signs of whether there is an opportunity for such a change. You can find clues from your recent agency, regular friends, topics you talk to others, books you're reading, or countries you're traveling to. These seemingly unrelated events can have an impact on your decision to move forward in the future. Contemporary leaders are highly sensitive to the environment in which they live. They are not only responsive to the future, but also able to shape their own future.

Question 2: Does your Internet have diversity?

We usually only get along with people like ourselves, and the key to a successful leader is - can you get along well with people who are completely different from you? This may be physical, psychological, political, cultural or economic differences. If you can embrace these differences and make them willing to keep in touch with you and expand their circle of friends, it will improve the level of problem solving, have a wider range of resources, and look at every aspect of everything.

Question 3: Are you brave enough to abandon the habits that made you successful in the past?

"Be at ease with circumstances, and accept adversities" can really make you have a stable life, but successful leaders will not talk on paper, but will actually make a break. When you have enough emotional intelligence to tolerate criticism of your ideas as "naive" and "dumb", there will be a group of unexpected people who are not part of your original circle, but because there are many different ideas, both sides will be more willing to try new inspirations that are considered "dumb".

獎勵支持員工成長的領導主管

許多老闆說希望看到他的部門主管能夠花時間帶領他們的部屬成長，但是他們只獎勵團隊的工作結果，而非獎勵這些部門主管所花在教導員工的時間。

如果你真的期待你的部門主管能夠帶領他們的直屬部下獲得專業的成長，那麼你應該用實際的獎賞來兌現你所說的。對於那些能夠做出支持員工成長的主管，你要給予很好的表彰。

你要經常評估你的部門主管在這方面的工作成績，了解他們究竟在協助他們的部屬獲得了那些成長。然後，分配一部分獎金來肯定他們在這方面做出的努力。

Reward leadership managers who support employee growth

Many bosses say they want to see his department executives spend time leading their subordinates but they reward team work results rather than reward those executives spent on teaching employees.

 If you really expect your department heads to lead their immediate subordinates to professional growth then you should fulfill what you say with actual rewards. You should give a good recognition to those executives who can support employee growth. 

You should often evaluate your department managers' accomplishments in this regard knowing whether they have helped their subordinates gain growth. Then, allocate some bonuses to confirm their efforts in this regard.

學習建立起領導魅力

能夠激勵他人的領導者，通常都是富有魅力的。人們都樂於聽他會說什麼，以及他會給出什麼樣的指導意見。但是，你能夠學習到如何激勵他人嗎？

以下的作法能夠讓你建立起你的領導魅力：

1. 關注他人。不要只關心自己想要什麼。去了解別人在關切什麼事。你愈人性化，就愈能夠贏得人心。
2. 將自己擺上去。將自己與人群結合起來，用行動與語言去做人們關注的事。讓自己不受艱難阻擋，那麼，人們就會感覺對你信任，支持你。
3. 說出你的關切。有魅力的領導者會表達出他的關切，說出故事，講實際的案例。說出你的感受。這些內容會引起聽眾有共同的感受。

Learning to build leadership charisma

Leaders who can inspire others are usually attractive. People are happy to hear what he will say and what kind of guidance he will give. But can you learn how to motivate others?

The following tips will help you build your leadership charisma.

1. Focus on others. Don't care only what you want. To understand what other people are concerned about. The more humane you are, the more you will win hearts and minds.
2. Put yourself on there. Combine yourself with the crowd and use action and language to do what people are concerned about. Let yourself be protected from difficulties. Then people will feel that they trust you and support you.
3. State your concern. A charming leader will express his concerns, tell stories, and talk about practical cases. Say how you feel. These contents will arouse common feelings among listeners.

幫總是一心二用的同事改變習慣

許多人總是想要能夠同時處理多項工作。但是，如果你和一名正在和你一起工作的同事，他老是眼睛瞄著他的電話機，或是盯著他電腦屏幕上的郵件，這樣會讓你很挫折的。這樣不能專心的同事，會拖累你。

試試以下的技巧來讓他改變習慣：

1. 提醒他。不是每個人都有自覺能力。如果他正在分心做好幾件事，立刻提醒他，並且讓他知道他的行為影響到你了。
2. 和他約另外的時間會面。建議安排一個他可以專心的時間再會面。最好安排在每天電話與郵件進來之前的早上開始上班的時間。
3. 另外安排會面地點。走到房間其他位置，離開他的座位，讓他無法接觸電話與電腦。

Help colleagues who always do two things at a time to change habits

Many people always want to be able to handle many tasks at the same time. But if you're with a co-worker who's working with you, he's always looking at his phone, or at the email on his computer screen, that's frustrating. A colleague who can't concentrate will drag you down.

Try the following techniques to make him change his habits:

1. Remind him. Not everyone is conscious. If he's distracted from a few things, remind him immediately and let him know that his actions affect you.
2. Meet him for another time. It is suggested that he arrange a time when he can concentrate on meeting again. It's best to start working in the morning before phone calls and incoming mail each day.
3. Arrange another meeting place. Walk to other places in the room, leave his seat, so that he can not touch the phone and computer.