將會議拉回正軌

我們幾乎都經歷過參加冗長的會議，卻在一個議題跳過議題，而老是依然茫然無序。與其讓你的眼珠子跟著團團轉，不如取回控制權，勇敢的拿出解決辦法來。

1. 退到二線。請指定會議中的一名溝通技巧較強的人，幫助你澄清你所要面對解決的問題究竟是什麼，大家的爭議點是什麼。看看他說的是否大家都同意，或是有不同的說法。這樣，與會者與你自己，就有機會再思考清楚。
2. 指定一名決策拍板者。有的時候，會議會卡住是因為沒有人知道究竟是誰要負責做決定。請大家推選一名，或是詢問是否有人願意負責任。
3. 安排正確的會議出席人。是否會議中有人與項目無關？或是無資格能力發言？會議中不需要有旁聽者。萬一有這樣的狀況，就將會議改期，直到確實能夠負責、也有能力貢獻的人都能夠出席。

Pull the meeting back on the right track

Almost all of us have been involved in lengthy meetings, but we have skipped the issue on one topic and are still at a loss. Instead of letting your eyes go around, you can take back control and come up with solutions.

1. Back to the second line. Please specify a person with strong communication skills in the meeting to help you clarify what you are facing with the problem and what is your controversial point. Let's see if he agrees or not. In this way, participants and yourself will have the opportunity to think again.
2. Designate a decision maker. Sometimes, meetings get stuck because no one knows who is responsible for making decisions. Please elect one or ask if anyone is willing to be responsible.
3. Arrange right people to attend the meeting. Is there anyone in the meeting that has nothing to do with the project? Or is it unqualified to speak? There is no need for a listener in the meeting. If there is such a situation, the meeting will be rescheduled until those who are truly responsible and able to contribute can attend.

建立一個簡單的策略原則

要引導員工了解一項策略，並且同時要激勵他們去完成它，對於許多領導都是很大的挑戰。

擬定出一個描述明確、容易記憶、行動導向的文句，會很有幫助。這樣的策略原則，能夠提供給員工清楚的方向，並且能夠激勵他們去承擔風險，但會有強烈動機去達成使命。

一個強大而清晰的策略原則能夠讓員工知道如何在面對有限的資源與有限的機會之間，做出正確決定，才能符合公司的目標。

Building a simple strategy principle

It is a great challenge for many leaders to guide employees to a strategy and at the same time to motivate them to accomplish it.

It will be very helpful to formulate a clear, easy to remember and action oriented sentence. Such strategic principles can provide employees with a clear direction and motivate them to take risks, but with a strong incentive to fulfill their mission.

A strong and clear strategic principle allows employees to know how to make the right decisions in the face of limited resources and limited opportunities to meet the company's goals.

快速看透對方個性，問這五個問題！

原文閱讀：http://tw.careerer.info/2016/04/30/5-questions-that-reveal-the-personality-of-someone-youve-just-met/

1.「你會怎麼形容自己？」
2.「你最大的成就是什麼？」
3.「最近有讀什麼好書嗎？」
4.「你的夢想工作是什麼？」
5.「你心目中的偶像是誰？」

讓員工從失敗中學習如何成功

好的領導管理方式是在控制與授權中找到平衡點。

當你看到一名員工正在犯錯，你可能想要干預，予以糾正。但是，人們很少在你告訴他如何做當中真正領悟到如何做才會正確。

相反的，你可以試著讓他犯錯，並且幫助他下次應該如何調整，才能夠正確做好事情。

當然，你必須評估錯誤的風險與後續的影響；如果他要將一份錯誤的報告呈送給CEO, 你當然必須干預。但是，如果這個風險很低，你寧可只是從旁觀察，忍受一些錯誤，讓他自己察覺，改正。

Let employees learn from failure how to succeed

A good way of leadership management is to find a balance between control and authorization.

When you see an employee making a mistake, you may want to intervene and correct it. However, people seldom know how to do it correctly when you tell him how to do it.

Instead, you can try to make him make mistakes and help him adjust next time so that he can do a good job correctly.

Of course, you have to assess the risk of a mistake and the subsequent impact; if he wants to submit a mistake report to the CEO, of course you have to intervene. But if the risk is low, you'd rather just look around and put up with some mistakes and let him see for himself and correct them.

邀請批評你的人加入你的陣營

一個團隊出現不同的聲音會帶來團隊的緊張氛圍。要發現這些不同的意見，先找出誰在對團隊提出強烈的批評挑戰。

這些人可能認為團隊項目在浪費資源，或是他企圖導引團隊往不同的方向發展。

你可以和這些批評者做非正式的會面，讓他們告訴你他們在想些什麼。你先不要辯護。然後，在這樣艱難的形勢中，邀請他們加入你的陣營。

最糟的局面是，他們拒絕了，但是你大概就會知道有其他的方式可以解決問題。

最好的局面是，他們之中有人答應加入你的陣營了。如此，你可以將一名尖銳的批評者轉成一名熱情的支持者，也讓你的團隊有了更廣泛的視角與觀點。

Invite critics to join your camp

Different voices of a team can bring tension to the team. To find out these different opinions, first find out who challenges the team with strong criticism.

These people may think that team projects are wasting resources or that they are trying to steer the team in different directions.

You can meet these critics informally and let them tell you what they are thinking. Don't defend first. Then, in such a difficult situation, invite them to join your camp.

Worst of all, they refused, but you probably know there are other ways to solve the problem.

The best part is that some of them have promised to join you. In this way, you can turn a sharp critic into an enthusiastic supporter and give your team a broader perspective.

讓團隊做更好的腦力激蕩

腦力激蕩活動有的時候會將團隊帶到不具創意也不健康的狀況。但是，如果掌握的好，讓團隊集體思考出新的點子可以促進團隊協作與激發更多好的創意。

如何做？ 

1. 組織具有廣泛性代表的團隊。召集一群包含不同思維、不同文化、以及不同年齡的成員，一起參加腦力激蕩。但是，你要確保其中有些人具備相關的專業與經驗，而其他可能有些人則是新鮮的。
2. 明確誰會做出決定。如果討論群中每個人都同意，你通常會傾向于採用能夠被大家接受的最低標準的共識。但是，這不見得能夠讓團隊挺進到新的發展階段。因此，你必須指定出一名願意承擔責任，並且可以繼續與團隊成員溝通的領導負責者。
3. 讓創意繼續滾動。在腦力激蕩討論結束時，不要扼殺沒有被接受的想法。有的時候，這些被漠視的喃喃聲音，反而會觸發出最後更好的方案。讓大家能夠思考這些弱勢的聲音，考慮如何納入大家達成的共識。

Let the team do better brainstorming.

Brainstorming sometimes brings teams to creative and unhealthy situations. However, if mastered well, letting the team collectively think out new ideas can promote teamwork and stimulate more good ideas.

How do you do it?

1. Organize a team with extensive representation. Bring together a group of people of different minds, cultures, and ages to participate in brainstorming. But make sure that some of them have relevant expertise and experience, while others may be new.
2. Make clear who will make a decision. If everyone in the discussion group agrees, you tend to agree on the lowest standards that are acceptable to everyone. However, this does not necessarily enable the team to move forward to a new stage of development. Therefore, you must specify a leader who is willing to take responsibility and can continue to communicate with team members.
3. Let creativity continue to roll. At the end of brainstorming, do not stifle the idea that has not been accepted. Sometimes, these disregarded murmur will trigger the last better solution. Let us think about these weak voices and consider how to integrate them into the consensus we have reached.

維持小團隊

研究發現，當團隊規模變大后，員工的工作生產力就開始降低。這是因為當團隊規模大了以後，每一名員工就開始感覺他對產出結果的責任降低了。

因此，你要盡可能維持團隊規模小一些，而仍然能夠達到你的目標。這代表你可能要用稍微少一些人數來完成手上的工作任務。

如果不可能減少你現有的團隊人數，那麼，就嘗試將工作區分為數個可以管理的細項，讓團隊中的每個人都可以負責其中一部分。或是，你可以讓大家感受到任務的緊急性，讓大家可以戮力合作完成。

如果你發現無論你如何努力，還是有人懶散，不在乎，那麼，就讓大家直接面對績效評估。

Maintain small teams

It is found that when the team size increases, the productivity of employees begins to decrease. This is because when the team grows larger, each employee begins to feel less responsible for the outcome.

So keep your team as small as possible and still achieve your goals. This means that you may have to use a slightly smaller number of people to complete the task at hand.

If it's not possible to reduce the number of teams you have, then try to divide the work into manageable details so that everyone on the team can take responsibility for a part of it. Or, you can let everyone feel the urgency of the task, so that everyone can work together to complete.

If you find that no matter how hard you try, or if someone is lazy and doesn't care, let everyone face the performance appraisal directly.

成功的團隊合作，不可或缺的5項特質！

原文閱讀：http://www.knowledger.info/2016/07/06/5-irreplaceable-traits-of-successful-teams-where-do-you-fit/

1. 信任你的夥伴
2. 以目標為導向
3. 適應團隊文化
4. 有建設性的衝突
5. 團隊內的彼此賞識

解決問題可以活潑而有趣

要團隊解決一項艱難的問題，不一定需要讓大家皺眉苦臉，也可以讓它成為活潑而有趣的活動。例如，你可以獎賞第一名想出如何使難搞的客戶對公司產生興趣的員工，或是對能夠找出解決客戶投訴問題解決方案的員工給予公開表揚。

以下是讓團隊解決問題的作法保持活潑而有趣的一些方法：

1. 關注在真實的問題上。不要爲了要有趣而來發動活動。找到真實在發生的問題，這樣員工才會產生切身的感受，并為能夠解決這樣的問題產生高度的興趣。
2. 選擇能夠發揮創意的問題。解決這些問題需要一些有別於過去作法的創意。
3. 不要以金錢作為獎勵手段。用非金錢或物質的方式作為獎勵手段。這樣可以讓員工爲了取得榮譽而相互競爭，并讓解決問題的過程成為活潑而有趣的活動。

Solving problems can be lively and interesting

To solve a difficult problem in a team, it is not necessary to make everyone frown, but also to make it a lively and interesting activity. For example, you can reward the first employee who has figured out how to make difficult customers interested in the company, or give public praise to employees who can find solutions to customer complaints.

Here are some interesting ways to keep team problem solving alive:

1. Focus on real issues. Don't start activities for fun. Find the real problems that are happening, so that employees will have a personal feeling, and to be able to solve such problems with a high degree of interest.
2. Choose creative issues. To solve these problems, we need some creative ideas that are different from the past.
3. Don't use money as a reward. Use non-monetary or material incentives. This allows employees to compete with each other for honor and makes the problem-solving process a lively and interesting activity.

有效的談判策略：不要零和、雙贏博奕

原文閱讀：http://rocket.cafe/talks/77569

議價就是談判，必須知己知彼
談判不要零和

策略──排序
談判──交換
博奕──平衡

談判的贏家

總結我過去二十幾年的談判經驗，我認為：

1. 真正的贏家是懂得先輸的人；因為他很清楚的知道，哪些地方可以輸、什麼時候輸、可以輸多少，以便在必須贏的地方，爭取達到自己贏的目標。
2. 在談判的過程中，有時間壓力的人一定讓步比較多。
3. 在談判的過程中，沒有準備的人一定讓步比較多。
4. 在談判過程中，獲利較大的，一定是隨時準備放棄談判的一方。
5. 談判的結果，如果是一方贏一方輸，長久一定會變成雙輸的下場；因為一方贏一方輸，並不是一個平衡點（Equilibrium Point）。