給予有幫助的回饋意見

提供回饋意見，有的時候會造成問題。有些人不喜歡別人提出回饋意見，要求改變他們的行為或做事方法。但是，獲得回饋意見是很重要的學習改善的工具，也對自己的職業發展有幫助。

下次，當你想要給他人回饋意見時，請如此做：

1. 指涉要明確。你在指出他人問題時，不要做概念性的陳述，尤其要避免讓人感覺你在做人身攻擊。直接指出他的哪些行為是不正確的。說出衝擊。直接描述問題，說出他的行為產生了什麼不好的結果，對他自己，對部門，對公司，產生了哪些不利。
2. 提出建議。你的回饋意見要能夠付諸行動，告訴他可以如何具體改善。
3. 經常回饋。養成習慣，當別人做好時，要不吝經常讚揚，但是，也要經常提醒別人注意他的行為作法。

Give a helpful feedback

Providing feedback is sometimes a problem. Some people do not like others to give feedback and ask for changes in their behavior or ways of doing things. However, getting feedback is a very important tool for learning and improving career development.

Next time, when you want to give feedback to others, please do so:

1. The reference should be clear. When you point out other people's problems, do not make any conceptual statements, especially avoid making people feel that you are making a personal attack. It is direct to point out which of his actions are incorrect. Say the shock. Describe the problem directly, tell what bad results his behavior has produced, and what are the disadvantages for himself, the Department, and the company.
2. Provide recommendations. Your feedback should be able to act and tell him how to improve it.
3. Regular feedback. Get used to it. When others are good, they should not hesitate to praise frequently, but also often remind others to pay attention to his behavior.

滿足你團隊成員的好奇心

在辦公室里可能很難做可以激勵深入思考的對話，但是如果在工作中可以發現一些事情，那就會讓人覺得很值得。

以下是幾個可以鼓勵你的團隊成員產生學習動機的作法：

1. 以提問題代替會議議題。當人們感覺他的參與可以產生結果時，就會有高度的興趣。當你開會時，與其列出會議議題，不如提出幾個問題，讓大家有腦力激蕩的機會。
2. 避免斥責。與其責備你的員工所犯的錯誤，不如找出可以改正的方法，詢問他應該如何做才能讓項目恢復到正常。這樣也可以讓他感受到責任感，並且願意設法增加價值。
3. 鼓勵多元學習。一般公司與員工都會認為學習應該只提供或參與與工作相關的教育資源。然而，若是能夠鼓勵員工參加他有興趣的其他學習活動，有可能會帶給公司意想不到的好處。例如，鼓勵員工參加攝影課程，那麼公司也許可以節省掉從外部僱用攝影師的費用。

Satisfy the curiosity of your team members

It may be difficult to have a conversation in the office that stimulates deep thinking, but if something can be found in the work, it will make people feel worthwhile.

Here are some ways to motivate your team members to learn:

1. Substitute questions for meeting topics. When people feel that his participation can produce results, they will have a high degree of interest. When you are in a meeting, instead of listing the topics, ask a few questions to give you brainstorming opportunities.

2. Avoid scolding. Instead of blaming your employees for their mistakes, find ways to correct them and ask them what they should do to get the project back to normal. It can also make him feel responsible and willing to try to add value.

3. Encourage multiple learning. Generally speaking, both companies and employees believe that learning should only provide or participate in job-related educational resources. However, if employees are encouraged to participate in other learning activities that interest them, they may bring unexpected benefits to the company. For example, by encouraging employees to take photography courses, companies may save money on hiring photographers from outside.

給你的團隊成員充電

許多領導者低估了正面能量的重要性。優秀的領導者知道他們不僅必須激勵他的團隊成員，並且要不時地予以充電，加強他們的能量。如何做？

1. 關注在光明面。作為領導者，你當然要務實，但是，相對於負面風險，你更應該關注在正面發展的機會。
2. 將負面風險看成是正面發展的機會。如果你是一名務實的領導者，你當然會察覺到負面的風險。但是，你可以在負面風險中找到值得你企業挑戰與正面發展的機會。
3. 不要混日子。能夠正面發展的部分因素，來自於事情可以被快速解決。面對負面衝擊，趕快採取因應行動。

Charge your team members

Many leaders underestimate the importance of positive energy. Good leaders know that they must not only motivate their team members, but also recharge them from time to time to enhance their energy. How to do it?

1. Focus on the bright side. As a leader, of course, you need to be pragmatic, but relative to the negative risks, you should pay more attention to the opportunities for positive development.
2. See negative risks as opportunities for positive development. If you are a pragmatic leader, of course you will be aware of the negative risks. However, you can find opportunities in the negative risks that are worthy of your challenge and positive development.
3. Don't fool around. Part of the reason for positive development is that things can be solved quickly. Facing the negative impact, we should take prompt action to cope with it.

建立正確的團隊行為

多數的管理系統與教科書多半在談對於個人績效的管理，但是你還是必須關注到整個團隊的行為表現。

作為團隊領導者，你必須支持與建立正確的團隊行為：

1. 鼓勵團隊協作。向你的整個團隊講話，而非做個別的約見。與其提到個別員工的貢獻，多讚美團隊所建立起來的共同行為，以及集體作出的表現。
2. 評估團隊績效。你可以每隔大約6個月，召集大家，檢討一次團隊的進展狀況。在這樣的團隊集合評估中，你可以不必稱讚個別的員工，多提出團隊完成了哪些事，並且未來還可以集體做些什麼。
3. 給予集體獎勵。如果你做得到，請公司撥出一些獎金或是福利來獎勵團隊的貢獻績效。如果你沒有這樣的職權，那麼就嘗試以公開的方式做表揚，例如將團隊的工作相片張貼出來，或是在會議中感謝幾位資深或績優的員工，讓整個團隊感受到榮譽。

Establish correct team behavior

Most management systems and textbooks talk mostly about personal performance management, but you still have to pay attention to the performance of the whole team.

As a team leader, you must support and build the right team behavior.

1. Encourage teamwork. Speak to your entire team instead of making individual appointments. Instead of mentioning the contributions of individual employees, praise the collective behavior that the team has built up and the collective performance.
2. Evaluate team performance. You can call people together every six months or so to review the progress of the team. In such a group assessment, you don't need to praise individual employees, ask more about what the team has accomplished, and what the team can do collectively in the future.
3. Give collective rewards. If you can, ask the company to set aside some bonuses or benefits to reward team performance. If you don't have such authority, try to praise the team in an open way, such as posting photos of the team's work, or thanking several senior or high-performing employees at meetings to make the team feel honored.

停止開大會議

開大會議，通常就是房間里的每個人都會同意某個主題而不會有爭論。然而，真正的好意見通常是源自於衝突與匯集不同的意見。

下一次，當你主持會議時，不要企圖讓會議平靜的進行，而應該關注在如何達到你的商業目標。你只需要邀請那些真正能夠促使目標達成的人來開會，而不要找那些具有保護勢力傾向或只是想要來聽聲音的人來參加會議。

好的會議結論，通常來自于經過充分的交互討論，包含相互嚴厲的詰問過程。與其要確保你能夠在1小時的會議時間內得到答案，不如將未完成的議題保留到下一個“激辯”的會議，繼續討論。

Cessation of the general meeting

A general meeting is usually a meeting in which everyone in the room agrees on a subject without controversy. However, the real good opinion usually comes from conflict and the pooling of different opinions.

Next time you chair a meeting, don't try to calm it down. Instead, focus on how to achieve your business goals. You just need to invite people who can really drive your goals, not people who have protective tendencies or just want to listen.

A good meeting conclusion usually comes from a thorough interactive discussion involving a rigorous cross-examination process. Instead of making sure you get answers in an hour's meeting, keep the unfinished issues open for discussion at the next "debate" session.

三個簡單的作法來提高團隊生產力

所有的團隊都會受到一些冗餘的行為而挫傷了生產力。

請用以下幾個簡單的作法來拿掉這些冗餘的行為：

1. 用電話對話。若是用電子郵件、LINE，可以留下有用的記錄，方便追蹤，但是寫郵件打字很費時間，不如直接拿起電話來對話。對話可以立即得到你想要的回復，並且避免反復來回的麻煩。
2. 鼓勵優化作業。問你的員工：“我們可以不開什麼樣的會議？我們可以不要什麼樣的報告文件？在我們的工作程序中有什麼步驟是可以拿掉的？”你應該讓你的員工知道他們的建議並不是抱怨，而是對提高生產力有幫助的創意。
3. 停止檢討影響不大的工作。在遞交文件給客戶前作詳細的檢查是正確的作法。但是，并不是所有的工作結果都是關鍵性的。告訴你的團隊成員，做好品質控制是他們自己的責任，而你相信他們會做好自己的工作。

Three simple ways to improve team productivity

All teams are frustrated by redundant actions.

Please use the following simple ways to get rid of these redundant actions:

1. Dialogue by telephone. If you use email, LINE, you can leave useful records, easy to track, but writing email typing is time-consuming, it is better to pick up the phone directly to talk. Dialogue can get the response you want immediately and avoid the hassle of going back and forth.
2. Encourage the optimization of work. Ask your employees, "What kind of meetings can we not have? What kind of reporting documents can we not have? What steps can be taken out of our working procedures? You should let your employees know that their suggestions are not complaints, but ideas that can help improve productivity.
3. Stop reviewing work that has little impact. It is correct to make detailed checks before submitting documents to customers. However, not all work outcomes are critical. Tell your team members that it's their responsibility to control quality, and you believe they will do their job well.

建立起可信任的氛圍

人們通常會去讀別人的姿體語言或是面部表情來判斷別人是否值得信任。但是，在有些情況下，例如事情有變化，或是產生了困惑，就會主導一個人對人產生不信任的感覺。在缺乏足夠的資訊下，人的頭腦經常會想得過度了。最後，我們會很自然地預期會受到傷害，因此會有自我保護的心理。

但是，即使你的團隊成員缺乏足夠的資訊來了解事實，你仍然可以建立起可供大家信任的氛圍。

想想看，如果你發現你的老闆和同事經常在會面，而你不知道他們在談什麼，也不知道為何如此，你自然的會懷疑自己被排擠了。

領導主管可以避免團隊成員有這種疑慮。他可以建立起一個公開而透明的環境，讓大家盡可能有機會分享與討論，讓大家知道團隊確實預備做些什麼事。

這樣可以讓團隊成員產生有被信任的感覺。

Build a climate of trust

People usually read other people's posture language or facial expression to judge whether others are trustworthy. But in some cases, such as when things change, or when confusion arises, it leads to a feeling of distrust. In the absence of sufficient information, people's minds often think too much. Finally, we will naturally expect to be hurt, so we will have a self protective mentality.

But even if your team members don't have enough information to understand the facts, you can still create an atmosphere of trust.

Think about it. If you find your boss and co-workers meeting frequently and you don't know what they're talking about or why, you naturally suspect that you're being pushed out.

Leaders can avoid such doubts. He can create an open and transparent environment where people can share and discuss as much as possible and let them know what the team is really going to do.

This gives the team members a sense of trust.

高階主管參與的會議要達到最大效用

一個集合了數名高階主管的會議，是公司重大的資源承諾。如果會議只是做一些低層次的業務發展形勢報告，通常是浪費這些高階主管的寶貴時間的。

相對的，一項集合了高階主管的會議應該關注在有關於公司未來發展的關鍵議題上。

無論你自己是層峰主管，或是為資深主管安排會議，請注意以下的會議安排內容：

1. 只討論關乎關鍵策略的決定，而非做日常業務報告。請評估一下，會議的議題是關乎一個$10,000,000元以上金額的決定，還是只是個$10,000元的審批。如果沒有足夠的“0”的討論，就不是個值得作為策略會議的決定，不要浪費高階主管們的時間。
2. 開關乎未來領導安排或建立策略夥伴的會議。當前的領導必須更關注在對未來組織的發展。拔擢公司未來的新明星，成為領導公司發展的關鍵人才，是個高層次的策略性議題。安排公司在供應鏈上的策略夥伴，能夠達到提高效率或是降低資源投入的目的，也是關鍵策略。
3. 敏感而難以討論決定的議題。有些議題非常敏感，例如關乎公司層峰主管的領導風格，或是幾個部門資深主管間的衝突，如果沒有事前適當的安排，就搬上會議討論，通常是難以在會議上得到結果的，或是會引起更大的衝突。相反的，如果已經事前做好了妥善的安排，在會議上公佈，或是征求補充意見，則可以讓公司獲得突破性的發展。

To maximize the effectiveness of meetings involving senior managers

A meeting of several senior executives is a major resource commitment for the company. If the meeting is just to do some low-level business development reports, it is usually a waste of precious time for these high-level executives.

In contrast, a meeting of senior executives should focus on key issues related to the company's future development.

Whether you are a top manager or arrange meetings for senior managers, please pay attention to the following arrangements:

1. Discuss only decisions about key strategies, not daily business reports. Please assess whether the topic of the meeting is a decision on the amount of more than $10,000,000, or just an approval of $10,000. If there is not enough "0" discussion, it is not a decision worth making as a strategy meeting. Don't waste the time of senior executives.
2. Switching is a meeting for future leaders to arrange or establish strategic partners. Current leaders must pay more attention to the development of future organizations. It is a high-level strategic issue to promote the company's future new stars and become the key talents to lead the company's development. Arrangement of company's strategic partners in the supply chain can improve efficiency or reduce resource input, which is also a key strategy.
3. Sensitive and difficult topics to discuss. Some issues are very sensitive, such as the leadership style of top managers in a company, or the conflict between senior managers in several departments. If there is no proper arrangement in advance, it will be difficult to get the result of the meeting or cause more conflicts. On the contrary, if proper arrangements have been made beforehand, announced at the meeting, or asked for supplementary opinions, the company can achieve breakthrough development.

不要讓PowerPoint簡報攪亂你的會議

許多會議充斥著太多無聊的細節，並且其中冗長的PowerPoint簡報最容易讓人聽得昏昏欲睡。

下次開會，用以下幾招來避免PowerPoint簡報搞得會議無趣又沒有生產力：

1. 限制開會時間。如果一場會議開得超過90分鐘，人們就會開始失去關注力。設法限制你的會議時間長度在1小時內，最多不超過90分鐘。
2. 在會前就先發出會議資料。所有的會議資料檔案，應該在開會前一晚或前一天，就先發出給出席的與會人員，並且附上一頁重點摘要。
3. 盡可能跳過PowerPoint簡報。多數的PowerPoint簡報的內容是多數人都已經知道的材料，或是他們應該已經有基本的認識了。因此，請要求簡報者只做5~10分鐘的介紹，說明開會理由與預備解決的問題事項，然後將你的大部份會議時間用在實際的討論上。

Don't let PowerPoint briefings disrupt your meetings

Many meetings are full of boring details, and the lengthy PowerPoint briefing is the easiest to get drowsy.

At the next meeting, use the following strategies to avoid making PowerPoint briefings boring and unproductive:

1. Limit meeting time. If a meeting lasts more than 90 minutes, people begin to lose focus. Try to limit the length of your meeting to no more than 90 minutes in an hour.
2. Send conference materials before the meeting. All conference information files should be sent out to the attendees one night or the day before the meeting and attached with a key summary.
3. Skip PowerPoint briefings whenever possible. Most PowerPoint briefings are about materials that most people already know, or they should already have a basic understanding. Therefore, please ask the briefer to give only 5 to 10 minutes of presentation, explain the reasons for the meeting and the issues to be solved, and then spend most of your meeting time on practical discussions.

以溝通來解決衝突

贏得一場爭論，通常會讓人有快感。但是，每一場爭論，也會出現輸家，他會挫折、感到被遺棄、失去舞台等負面情緒。這對團隊協作、團隊生產力，沒有好處，而有害處。

會議上，與其預期會發生爭論衝突，不如先建立起一套溝通機制:

1. 制定討論的規則。如果你主持一項會議，而預期可能在會議上會出現爭論場面，你可以先制定會議進行的規則，例如規定每人的發言時間，讓每人都有充足時間說明，而不受打斷。
2. 記錄發言。當你知道誰可能會主導會議言論（很可能就是你自己），你要確保其他人也有權力發言，並且記錄下每位發言者的重點，做成會議記錄。
3. 帶著同情心來傾聽。要有自覺地多聽少說。你了解更多對方的言論背景與立場，你就更能夠理解與同情對方的處境。如此，有助於找出解決方案。

Resolving conflicts through communication

Winning an argument is usually pleasant. However, in every argument, there will also be losers, who will be frustrated, feel abandoned, lose the stage and other negative emotions. This is not good for teamwork and team productivity, but harmful.

At the meeting, rather than anticipating a conflict of argument, it is better to establish a communication mechanism first.

1. Formulate rules for discussion. If you are presiding over a meeting and anticipating that there may be an argument at the meeting, you can first set rules for the meeting, such as setting aside time for each person to speak, so that each person has sufficient time to explain without interruption.
2. Record statements. When you know who is likely to dominate the conversation (probably yourself), you need to make sure that others have the right to speak, and record each speaker's priorities for the minutes.
3. Listen with compassion. We should consciously listen more and speak less. If you know more about each other's speech background and position, you will be more able to understand and sympathize with each other's situation. In this way, it is helpful to find a solution.