設定會議的一些基本規則

對會議進行的方式達成一些共識，能夠讓會議更容易成功。例如：“準時開會，準時結束，將手機設定為振動模式，等等。”這些規則不僅是會議進行的規則，也有助於會議做出更有力的結論。

這些會議規則包含了一些與會人員應該遵守的一些行為與開會的態度，讓會議有效率。以下是一些可以考慮的會議規則：

1.  說出觀點并且咨詢相關意見。這個規則可以避免發言走岔，並且可以讓每個人在相互了解下進行建設性的發言。
2. 對關鍵字眼意義達成共識。你希望與會人員對於一些關鍵字眼的意義有共同的認識。你可以舉例說明。
3. 解釋理由與企圖。這可以讓每個人能夠理解他人的主張和自己有何差異。
4. 一起設定後續行動。這可以讓大家成為一個合作的團隊，做出一致的行動。

Set some basic rules for the meeting

To reach some consensus conference conducted in a way that can make the meeting more successful. For example: "The meeting on time, end time, the mobile phone is set to vibration mode, and so on. These rules not only meeting the rules, also helps to make the meeting more powerful conclusion.

These conference rules contain some behaviors and meeting manners that some participants should abide by.

1. Present your views and consult relevant opinions. This rule can avoid interruptions and allow everyone to speak constructively with mutual understanding.
2. Reach a consensus on the meeting of key words. Agree on the meaning of some keyword meaning. You can give an example.
3. Explain the reason and attempt. This allows everyone to understand the difference between the ideas of others and yours.
4. Set up the follow-up action together, which allows you to become a cooperative team and make a consistent action.

消滅壓力帶來的工作失誤！主管帶領部屬一起進步的３個領導技巧

原文網址：http://www.knowledger.info/2016/11/07/3-leadership-ways/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+knowledger%2Fexst+%28%E7%9F%A5%E8%AD%98%E5%AE%B6%29

多數人認為如果面臨壓力，生產力勢必會因為疲倦與緊張下降。事實上根據葉杜二氏法則（Yerkes-Dodson law），壓力和生產力之間的關係呈鐘形曲線，被壓力追著跑不全然是一件需要竭盡全力避免的事情；相反地，對短期工作而言，適度的壓力其實能提高生產力到某個程度。

2013年加州大學的研究說明，快狠準的壓力可以刺激腦細胞再生、活化，能提升員工士氣；但老闆長期施予過多的壓力，不僅對人體心血管、呼吸及內分泌系統有害，甚至會使壓力如慢性病般侵蝕部屬意志。

生物科技產品研發公司Grindhouse Wetware的共同創辦人Tim Cannon在Fast Company發表了他對壓力之於工作生產力的想法，說明主管可以3個參考方向，適度給予員工進步成長所需的壓力，以免員工因為過度操勞遞出辭呈。

ㄧ、新增比部屬能力高一點的挑戰

二、一次交辦一件任務，用數字說清楚

三、設立工作期限確認點

讓會議討論聚焦

我們多半經歷過會議不能聚焦討論，有個人表示了一個意見，另外二人做了回饋評論，但是卻有人巧妙地將話題轉開，然後，其他人就轉移注意力到新的話題了。即使新的話題和會議主題相關，但是一場會議同時有好幾個不同的對話，會使得會議議而不決。

你可以制定會議規則讓開會討論能夠聚焦：任何人提出話題主張，他就是話題擁有者（issue owner）,他必須負責追蹤該話題在被充分討論，做出決議前，不得讓會議轉移到新話題。

這表示必須注意聽會議中每個人的發言是否和你提出的話題有關。例如你說：“我主張，在我們看到第一季的財務報告前，我們不應該修改我們既定的計劃。”，然後問：“任何人對這個主張有何顧慮？”

Let the meeting focus

We have experienced the meeting didn't focus on the discussion, with one giving an personal opinion, and two other people giving feedback comments to, but someone subtly diverting the topic, then other people will divert attention to the new topic. Even if the new topic and theme of the conference, but a meeting at the same time there are several different dialogues, will make the meeting indecisive.

You can draw up the rules of the conference and make the conference discussion focus: anyone who puts forward the topic proposition is the topic owner (issue owner). He must be responsible for tracking the topic. Before the discussion is fully discussed and the decision is made, the conference shall not be transferred to the new topic.

This means that it is necessary to pay attention to whether each person's speech at the meeting is related to the topic you have raised. For example, you say, "I advocate that we should not modify our planned plans before we see the first quarter financial report." And then ask, "Do anyone have any concerns about this proposition?"

尊重女性在會議中的發言

理想上的會議，所有與會者都能夠充分貢獻他們不同的觀點意見。但事實上很少有會議可以做到如此。尤其是，當女性發言時，經常會被打斷，而且她們的意見很少被受到足夠的尊重。

你必須確保每個人都能夠對別人不能有偏見歧視。

你有必要建立起男人和女人都受到被同等尊重的文化，包含在會議中，應該認真聽取別人的發言，眼睛應該注視發言者。

你可以設定一些會議規則，例如：“不可以輕易打斷別人的發言。或是，當有人提出重要的主張而必須做出判斷決策時，邀請會議桌上的每個人都做出意見表達，包含女性。

若是有人對女性做出輕蔑行為或語言，你可以先用輕鬆的語氣挑明他不當的行為，讓他尷尬，也有自覺。

Respect for women's speeches in the meeting

Ideally, all participants can fully contribute their different views. But in fact, very few meetings can do so. In particular, women are often interrupted when they speak, and their opinions are seldom respected enough.

You have to make sure that everyone can not discriminate against others.

It's necessary for you to establish a culture of equal respect for men and women, which is included in meetings. They should listen carefully to others' speeches, and their eyes should keep contact with speakers.

You can set some rules for meetings, for example, "Don’t easily interrupt others' speeches" Or, when someone makes an important claim and has to make a decision, invite everyone at the table to express their views, including women.

If someone makes the contempt for women or language behavior, you can first use the relaxed tone to reveal his improper behavior, let him embarrassment, but also consciously.

四步安排好會議

承認吧。當我們沒有事先規劃好會議時，會議時間多半被浪費了。請用下面的方法，讓你的會議的時長、內容都能夠和開會目的吻合：

1. 擬定開會目的。你和會議出席者必須完成哪些工作？
2. 決定會議討論議題。一旦會議開始，我們很難中途插話改變會議中的對話氛圍。所以，盡可能在會議前，就定義好每個主題應該包含哪些內容。如果有必要，召開另外的會議來討論其他主題。
3. 決定會議時長。合理預估每個會議主題所需要的時間長度，可以保留一些緩衝時間。在啟動會議時，宣佈會議目的與議題，并提醒每段議題預備進行的時間長度。
4. 應付好會議爆棚。如果會議討論激烈，以致將要超過所設定的會議時長，不要在最後匆匆討論。你可以在征求與會人員同意后，另外召開會議來討論未盡的其他主題。

Arrange the meeting in the four steps

Admit it. When we didn't plan the meeting in advance, the time of the meeting was mostly wasted. Please use the following methods to make your meeting time and content consistent with the purpose of the meeting.

1. Proposed purpose of the meeting. What must you and the attendees do?
2. Decide on the topic for discussion. Once the meeting begins, it is very difficult for us to change the conversation in the meeting in the middle atmosphere. So, as far as possible before the meeting, each subject should be defined what is included. If necessary, hold a meeting to discuss other topics.
3. Decide on the duration of the meeting. Reasonable estimate of the length of time required for each conference topic can reserve some buffer time. When we start the conference, we announce the purpose and agenda of the conference, and remind each topic to prepare for the time.
4. Handle meeting explosion. If the meeting intense discussion, will be more than that set by the meeting, don't rush to discuss at the end. You can ask the participants to agree, also held meeting to discuss other topics not.

正確質疑會議應該如何開的做法

當會議開得偏離軌道，每個參與開會者都會浪費時間。但是，若是你並非會議主持者，而你知道會議主席正是導致會議無效率的源頭，怎麼辦？若是你直接提出質疑，挑戰對他的權威提出挑戰，是很冒犯的。該如何做？

首先，想想會議的正常程序是如何的？寫下你的建議，將它發給會議主持人。這樣對會議程序的建議，不會看起來像有對他攻擊的意圖。

如果你確實想質疑他開會的風格，要很謹慎。你當然不能說：“你主持會議的方式實在很爛，應該這樣做才會比較好。”但是，你可以給他一些如何評估會議的做法，例如給他一份檢查表，則可以讓他對會議結果做出結論。

無論是我們自己主持會議，或是只是參與者，我們都有責任讓會議進行得有效率。

Correctly question how the meeting should be held

When the meeting deviates from the track, every participant in the meeting is a waste of time. But if you are not the chair of the meeting, and you know that the president of the conference is the source of the inefficiency of the meeting, what do you do? It would be offensive to challenge his authority if you questioned directly. How should you do it?

First of all, what is the normal procedure of the meeting? Write down your advice and send it to the host of the conference. Such a proposal for a conference procedure does not seem like an intention to attack him.

If you really want to question the style of his meeting, be careful. Of course you can't say, "The way you preside the meeting is really bad, it's better to do it." However, you can give him some ways to assess the meeting, such as giving him a checklist, to give him a conclusion on the outcome of the meeting.

Whether it is our own meeting, or just the participants, we have the responsibility to make the meeting efficient.

領導你的團隊從錯誤中學習

追求成長與創新，代表將要承擔風險，也就是必須接受會犯錯的現實。但是，會犯錯不表示領導主管就不要去做嘗試實踐。

相反的，領導主管應該花時間去了解錯誤是如何發生的，以便在未來能夠有效降低犯錯的機會。

你可以在團隊中，指定各人扮演不同的角色，進行辯論，模擬實際的商戰，找出有效的策略。試著想想競爭對手可能的觀點與行動。

錯誤是難以避免的，也很昂貴的，所以不要浪費你可能犯下的錯誤，並且好好從中學習。

Lead your team to learn from mistakes

Pursuing growth and innovation, represents will take the risk, that is, to accept the reality of making mistakes. However, mistakes do not mean that leaders do not try to practice.

Instead, leaders should take time to understand how mistakes happen, so that they can effectively reduce the chances of making mistakes in the future.

In a team, you can assign people to play different roles, debate, simulate real business and find effective strategies. Try to think of your competitors' possible views and actions.

Mistakes are unavoidable and expensive, so don't waste the mistakes you may make and learn from them.

設定開會目的

我們經常會在參加一個理論上應該是很重要的會議，但是會懷疑：“這個會議究竟完成了什麼結果？”

問題通常不是在會議中出現了哪些討論。之所以不能得到結果，多半是因為沒有一個清晰的開會目的。例如，一般性定期的週會、月會，就是如此，會議前，沒有說好這次會議重點要達到什麼目的，只是讓各部門做重複性的報告。

在決定要召開會議時，先問以下兩個問題來決定你的會議目的：

1. 你希望討論、決定或是挖掘什麼？
2. 你希望出席者的部門成員知道這個會議做出了什麼決定？

回答了這兩個問題，你就能夠知道如何設定有高度的開會目的。

Setting the purpose of a meeting

We often have a very important meeting have to participate, but we doubt, "What is the result of this meeting?"

The problem is usually not a discussion in the meeting. The reason why we can't get the result is mostly because there is no clear purpose for the meeting. For example, regular weekly meetings and monthly meetings are the same. Before the conference, we did not say what the purpose of the conference is to achieve, but let all departments do repetitive reports.

When deciding to hold a meeting, ask the following two questions to determine the purpose of your meeting:

1. What do you want to discuss, decide or dig out?
2. What do you want the members of the attendees to know about the decision made by the meeting?

By answering these two questions, you will be able to know how to set a high level of meeting.

讓團隊有些壓力，有助於提高績效

團隊會因為工作壓力而奔潰，對嗎？不一定吧。有經驗的領導者明白，如果你要發展新產品，要及時取得客戶訂單，或是要達到季度業績目標，必須給團隊一些工作壓力。關鍵是給予適當的壓力。

主管要激勵員工拿出最好的工作表現，但是不至於讓他們必須犧牲睡眠。如果你認為你的團隊成員缺乏如此的壓力，那麼你可以增加指導他們的頻率，指出他們尚未做好的內容，並且教導如何才能做好。

當員工察覺到你正在關注她的行為，她的工作壓力就會自動升高。

Put some pressure on the team may help to improve performance

The team will collapse under pressure, right? Not necessarily. Experienced leaders understand that if you want to develop new products, get customer orders on time, or meet quarterly performance goals, you must put some pressure on your team. The key is to give proper pressure.

Executives want to motivate their employees to show their best job performance, but not enough to allow them to sacrifice their sleep. If you think your team members are under such pressure, you can increase their frequency, point out what they haven't done yet, and teach them how to do well.

When the employee perceives that you are paying attention to her behavior, the pressure on her work will increase automatically.

某個程度的偏心，可以提高團隊生產力

幾乎所有的領導主管都會在潛意識中對某幾位團隊中的成員，有一些偏心。這是因為主管認為如此能夠讓這些員工更受到激勵，而發揮更高的生產力。

只要做到公平，以及認知團隊必須有高度的相互依存，員工多半會接受在團隊中有這樣的差異化對待。

當主管用比較多的時間在高生產力員工身上，而較少在乎其他平庸的員工，通常團隊整體的表現會比較佳。適中程度的偏心確實可以建立起注重生產力的氛圍。

但是，主管要注意不要做得太過極端，那樣反而會產生內部衝突，因而降低了團隊生產力。主管要平衡地拿捏好。

A certain degree of eccentricity can improve team productivity

Almost all leaders are subconsciously biased towards some of the members of a team.

As long as it is fair, and the cognitive team must have a high degree of interdependence, employees are mostly accepted to be treated differently in the team.

When executives spend more time on high productivity employees and less about other mediocre employees, the overall performance of the team will be better. A moderate degree of eccentricity can indeed establish an atmosphere of productivity.

However, the supervisor should be careful not to be too extreme, which will create internal conflicts and reduce team productivity. The supervisor will hold good balance.