克服會議中出現尷尬的沉默

會議進行中，有的時候就會出現沒有人願意發言，場面一片靜寂，頓時很尷尬。

以後當會議陷入沉默時，請考慮如下的處理方式：

1. 接受它。先稍後一下，然後提出其他建議。與會人員也許需要一些時間來回應某個想法或是討論議題。
2. 點出來。詢問為何如此，並且問大家：“我們似乎進入沉默了，沒有人發言，是否有人願意解釋為何如此？”
3. 暫停會議。有的時候，讓大家休息一下，能夠讓大家回神，重新聚焦在受困的議題上。

Overcome an awkward silence in a meeting

In the course of the meeting, sometimes there will be no one would like to speak, the scene was quiet, immediately very embarrassed. 

In the future, when the meeting falls silent, consider the following approach: 

1. Accept it. A little later, and then other suggestions. Attendees may need some time to respond to an idea or discuss an issue. 
2. Point it out. Ask why this is the case, and ask: "We seem to have gone into silence. No one has spoken. Is there anyone who would like to explain why this is the case?". " 
3. Suspend the meeting. Sometimes, giving everyone a break can help them refocus and refocus on the issue at hand.

專注在當下可實現的,而非遠大的

要激勵員工,好的老闆常會設定大膽的目標,例如要求在5年內將收入翻一倍, 降低企業的碳足跡, 打入三個大客戶,等等。

但是，一旦設定了這樣的目標，不要只專注在這些目標上，相反的，你應該著手讓你的員工從現在開始就具備未來實現這些大目標的能力。如果你只是鎮日談那些遠大的目標，你的員工會陷入驚慌而不知所措。 

你可以將那些遠大的的目標拆解成一步步可以實現的階段任務，並要求你的員工負責的逐步實現。這樣可以讓你的員工建立起信心，並產生激勵的動機，平靜地向實現大目標邁進。

Focus on what is available now, not far away

To motivate employees, good bosses often set bold goals, such as doubling revenue in five years, reducing the carbon footprint of the business, hitting three big customers, and so on.

But once you set these goals, don't just focus on them. Instead, you should start to empower your employees to achieve them in the future from now on. If you are just talking about the lofty goals in town, your employees will panic and be overwhelmed.

You can break those ambitious goals down into phased tasks that can be achieved step by step, and ask your employees to be responsible for achieving them step by step. This allows your employees to build confidence and motivate them to move calmly toward their goals.

升遷後要注意的事！2個新進領導者絕不能犯的錯誤

原文閱讀：http://www.knowledger.info/2016/07/14/the-2-mistakes-every-new-leader-must-avoid/

每個人都有犯錯的時候。但身為一個新進的主管，你的身分已然不同，有些事情，無論如何你都應該極力避免。

《The Kingmaker: A Leadership Story of Integrity and Purpose》一書的作者 Tony Bridwell提出了2個新進領導者不該犯的錯誤。相信你只要經常從這兩方面去思考，那麼你不是一位優秀的主管，就是在成為優秀主管的路上！

錯誤 1：忘了「以人為本」

錯誤 2：以為自己什麼都知道

支持員工，以確保你獲得他們對你的支持

在困難的時期，人們會感到脆弱，有不安全感，失去信心。作為領導者，你會整日擔心失去了員工的支持。當領導者有了員工的支持，那種感受比獲得實際的物質支援，一樣的強烈。

但是，你的員工同樣有必須獲得你的支持的強烈心理。你千萬不要因為擁有了領導統御權，就以為你的員工一定會支持你。

然而，許多領導者并不完全知道員工需要他如何支持他們。因此，你不僅要傾聽員工的聲音，還要知道行動永遠強於語言文字。不要光說不作。

因此，抓住任何可以展示你對員工支持的機會，採取必要的行動，而不要只是耍嘴皮，顯威風。

只有你確實支持了員工，員工才會熱情的支持你。

Support staff to ensure that you get their support for you

In difficult times, people feel vulnerable, insecure and lose confidence. As a leader, you worry about losing your support all day long. When leaders have employees' support, that feeling is just as strong as material support.

But your employees also have a strong psychological need to get your support. You must never assume that your employees will support you because you have the power of leadership.

However, many leaders do not fully know how employees want him to support them. Therefore, you should not only listen to the voice of employees, but also know that actions are always stronger than words. Don't just say nothing.

Therefore, seize any opportunity to show your support to employees and take the necessary action instead of just lip service and prestige.

Only if you really support the staff, will the staff support you enthusiastically.

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.