有的時候，應付不一致的意見，最好置之不理

有些人可能會告訴你，解决工作不一致的唯一辦法，就是馬上去解决問題。但這並不總是正確的。有時候，你最好的選擇是什麼也不做-讓人們自己去評論，或者乾脆走開。

什麼都不做不是不管它。如果你沒有精力去準備或進行一次艱難的談話，或者你懷疑對方可能不願意進行建設性的討論，這是一個明智的選擇。

讓問題繼續存在，有的時候可以讓你和別人的關係保持暫時的穩定。但是如果你暫時不理會，而不考慮彼此確實存在的分歧，有可能這問題你以後更容易爆發，或者你會開始對你的對手採取消極的應對。

只有你確實能夠解決問題，讓衝突消弭，你才能安心地什麼都不做。

Sometimes, the best way to deal with inconsistent opinions is to ignore them

Some people may tell you that the only way to solve work in-consistence, is to go to solve the problem. But this is not always true. Sometimes, the best choice is what you don't do - let people to comment on, or simply walk away.

Do nothing doesn’t means to ignore it. If you don't have energy to prepare or a difficult conversation, or you may not willing to discuss other suspected constructive, it is a wise choice.

Let the problem continues to exist, sometimes can make your relationships with others to maintain temporary stability. But if you do not care, without considering the existence of differences between each other, it is possible for you more easily after the outbreak, or you will start to your opponent to take negative coping.

Only you can solve the problem and let the conflict go away, you can feel free to do nothing.

拒絕一些會議，讓自己專注于策略思考上

上班工作，似乎就是要逼自己必須隨時跟上形勢，要不斷的接收郵件、接聽電話、害怕自己沒有被通知去參加會議，怕自己沒有聽到公司內老闆或是其他主管最新的主流意見，怕自己被邊緣化了。

但是，如此一來，你整天就被埋在吸收與篩選資訊上，沒有讓自己的腦袋用來做策略思考，甚至不能專心完成幾件可以被老闆稱譽、讓你足以聲名大噪的重要項目上。

你還不如在一周中，拒絕參加幾個會議，將你的工作日曆畫出完全屬於你的時間段。

用這些屬於你自己的時間段，用來集中注意力，做高層次的工作，如寫作，或是做能夠讓工作向前推進。

你可以暫時停止接收電子郵件、盡可能不接電話、不要無厘頭的四處瀏覽網頁。讓你的頭腦沉醉在讓你發現你自己實在是精靈，能夠有偉大的創見！

Refuse some meetings and focus on strategy thinking

Work seems to be forcing yourself to must always keep up with the situation, to continue to receive messages, answering the telephone, afraid of not being notified to attend the meeting. If they have not heard of the company boss or other competent mainstream opinion of the latest, be afraid of being marginalized.

However, as a result, all you buried in the absorption and screening information, can not let your head to do strategic thinking, can't even concentrate on completion of several important projects to let you win praise and let your boss to fame.

You might as well refuse to attend several meetings in a week, and draw your work calendar out of your time.

Use these time periods of your own, focus your attention, do high level work, such as writing, or doing work that can push your work forward.

You can temporarily stop receiving emails, as far as possible not to answer the phone, do not have to browse the web. Let your mind immersed in let you find your own reality is spirit, capable of great originality!

員工的座位安排，關乎他們的生產力

為了提高員工的表現，領導主管在獎勵、教育訓練等方面投入了大量的心力。但是，有一種簡單、低成本、簡單，卻效率很高的作法來提高員工的生產力：安排好員工的辦公室座位。

從經驗得知，相鄰座位的員工之間，會彼此影響到他們的工作表現。

如果你希望某位員工能夠提高工作效率和工作表現，將他的座位安排到一位能夠快速完成任務的人旁邊。或是，安排必須在工作上共同協作的人，坐在一起，那麼他們之間就比較方便協商，可以共同提高生產力與工作品質。

Seating arrangements of employees are related to their productivity

In order to improve the performance of employees, managers put a lot of effort in education and training, reward and so on. However, there is a simple, low cost, simple, to improve employee productivity is very high efficiency approach: arrange staff office seat.

From the experience, employees of the adjacent seats will influence each other's work performance.
If you want an employee can improve work efficiency and performance, arrange a person next to his seat will be able to complete the task quickly. Or, in the work arrangements must work together, sit together, they are convenient consultation, can improve quality of productivity and work together.

要建立你自己的傳承，想想你的先輩所留下的

作為一名領導者，能夠留下自己的傳承，是你職業生涯中很有意義的事。你的傳承可以讓你在領導上有強大的影響力，甚至遍及未來。

要在你日常的工作上，就能夠建立起你的傳承，可以想想你的先輩留下了什麼給你？他們如何影響了你的工作與思維？他們留下了哪些資源？他們如何影響了你的組織留給你的發展機會？他們是如何塑造了公司文化？

當我們能夠從先輩的傳承遺產中獲益，我們就容易傾向于也給我們的後代接棒者留下有價值的資產。我們因而會在日常工作中，做出更好的長遠決策。

你無從報答前輩，但是你可以留下寶貴的資產給後代。這讓你覺得工作有意義。或許，你也將成為後代所師法的楷模。

Build your own heritage and think about what your ancestors left behind

As a leader, you can leave your heritage, which is meaningful in your career. Your inheritance can make you have a strong influence on leadership, even throughout the future.

In your daily work, you can set up your heritage.You can think about what our ancestors left to you? How they affect the work and thinking of you? They left what resources? How they affect your organization for your development opportunities? How they shape the corporate culture?

When we can benefit from the ancestors of the heritage, we tend to leave valuable assets to take over to our offspring. So we will be in the daily work, and making long term decision better.

You can not repay the predecessors, but you can leave a valuable asset for future generations. This makes you feel meaningful. Perhaps, you will become a model for future learning of.

新到任主管，多問多打聽

當你管理一個團隊時，你的策略和目標必須與你上級老闆的優先順序相一致。

如果你不完全瞭解你的團隊的工作是如何適應大局的，那麼可以考慮一下，安排與能闡明公司戰略目標的人進行一系列的對話。

當然，從你的老闆開始，也要與組織中的其他領導人交談，包括同輩人和下層人。

問問自己：誰在公司工作了很長時間？誰與當前的領導緊密合作？誰最近有和我一樣的經歷，從別的公司轉移過來？

你可以說：“我聽到你說，創新是我的團隊的優先事項。你想看我們的焦點在哪裡？“

Be a new manager, ask more

When you manage a team, your strategy and goals must be aligned with your boss's priorities.

If you don't fully understand how your team works to adjust the overall situation, consider a series of conversations with people who can clarify the company's strategic goals.

Of course, starting with your boss, you should also talk to other leaders in the organization, including peers and lower class.

Ask yourself: Who has worked for a long time in the company? Who is working closely with the current leaders? Who has recently had the same experience as I have and transferred from other companies?
You can say, "I heard you said：Innovation is my team's priorities. Where do you want to see our focus?""

如何讓員工有賓至如歸的感受？

原文網址：http://www.knowledger.info/2017/02/22/how-to-motivate-your-team-members-by-putting-their-needs-first/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+knowledger%2Fexst+%28%E7%9F%A5%E8%AD%98%E5%AE%B6%29

過去的權威式領導方式，可能讓員工對於老闆近而遠之。或許可以透過“僕人式領導”的方式，與員工之間的關係更加和諧。“僕人式領導”是一種存在於實踐中的無私的領導哲學，以鼓勵合作、信任、先見、聆聽的方式來與員工達成共識。

這裡有五個步驟可以作為“僕人式領導”方式：

1. 謙卑
2. 相信你的團隊
3. 多一點聆聽、少一點命令
4. 廣闊的視野
5. 發展未來的領導人

對於衝突，你選擇面對它？還是逃避它？

當衝突發生的時候，人們會有兩種不同的態度：有人逃避，有人設法面對并予以解決。

逃避者會躲開，甚至假裝不知道雙方的不同意見。他們可能被認為是重視與同事間的人際之間的和諧。

面對衝突者，會積極介入衝突，甚至會挑起衝突。他們選擇直接面對，并誠實表達。

沒有哪一種態度是比較好的。你的態度選擇要看很多不同的情境，包含你過去面對衝突的經驗，以及你所處的團隊的組織文化，組織規範，甚至是性別的行為模式。

了解你所處的情境，可以讓你做出有自覺的選擇來面對衝突。例如，如果你選擇作為逃避者，你的直覺行為可以讓你忽略困難的局面。

但是，了解你自己的行為傾向，也可以讓你克服對衝突的抗拒態度。

For conflict, do you choose to face it or avoid it?

When conflicts occur, people will have two different attitudes: someone to escape, someone to try to face and solve.

The escapist will escape, or even pretend not to know the difference between two sides. They may be considered to care about harmony among colleagues.

In the face of the conflict, they will actively intervene in the conflict, and even provoke conflict. They choose to face directly, and honest expression.

What kind of attitude is good? Your attitude to look at many different situations, including your past experience in the face of conflict, and your organizational culture, organizational norms, even sex behavior.

Knowing where you are can allow you to make conscious choices to confront conflicts. For example, if you choose to be an escapist, your intuitive behavior can allow you to ignore the difficult situation.

But knowing your own behavior can also help you overcome your resistance to conflict.

隨著公司的發展，三大與員工關係的策略

原文網址：http://www.knowledger.info/2017/02/17/3-strategies-for-managing-employee-relationships-as-your-company-grows/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+knowledger%2Fexst+%28%E7%9F%A5%E8%AD%98%E5%AE%B6%29

在2010年八月份，艾力克斯托內以投資者與小企業為主的平台，成立了Funding Circle。起初這間公司只是一個由十幾個員工所組成的小團隊，但在2014年時開始明逐漸的增長。

艾力克斯在Blue Dun的Q&A說道：「我們團隊人數成長在大約兩個月內快速的從15名員工增加到40名員工。」而在這樣持續增加員工的情況下，面臨到了另一個問題：「該如何組織與員工之間的關係，並且保持良好的關係呢？」員工關係是一個非常重要的核心，它是組織一個團隊的基礎。在此，ClearCompany的執行長暨共同創辦人安德烈提供了加強員工關係的三項策略：

1. 制定共同的願景
2. 有效的開放式溝通
3. 保持公司的文化

以理解心來領導開會

要開好會議，不光是邀請正確的人來開會，以及準備好會議。你同時需要有理解心。這是一種情緒智慧能力。它可以讓你更好的管理會議討論。

理解力可以讓你知道別人，包含誰會支持誰？誰是會議中心人物？誰在抗拒？仔細觀察這些人際間的互動信號也可以讓你察覺他們之間的衝突信號。如此可以管理好權力的動態。

你也許會認為這些政治形勢不重要，但是它確實關乎會議結果。察覺到權力的流動可以讓你掌握與會人員與會議討論。你的責任是讓與會人員在開完會時，感覺會議有結論，他們做出了貢獻，受到了尊重，而且尊敬你的領導。

Leading the meeting with understanding

A good meeting is not only about inviting right person to the meeting, but also preparing the meeting. You need to be rational at the same time. This is a kind of emotional intelligence ability. It can help you manage the meeting better.

Understanding allows you to know others, including who will support who? Who is the center person in the conference center? Who is resistant? Carefully observe the interpersonal interaction of these signals can also make you aware of conflicting signals between them. So you can manage the dynamic power.

You may think that political situation is not important, but it is related to the results of the meeting. Aware of the power flow allows you to master the participants and the meeting. Your responsibility is to let the participants feel getting conclusion after the meeting, and they made contribution to the subject, were respected, and they respect your leadership.

層峰領導者不要被孤立

在許多大企業中，層峰領導經常圍繞著許多助理、高級幕僚，以及顧問群。這樣做的目的是可以節省層峰領導的時間。但是，無論是有意的或是無意的，許多的層峰領導收到的資訊是被篩選過濾，或是被改編過，或是經過查核的。這些幕僚群會決定哪些資訊是適合層峰領導應該知道的。

作為層峰，要打破這樣的組織作風是很困難的。你可以嘗試下列的作法，並且請你的幕僚配合，或許會有幫助。

1. 建立留言板或舉行公聽會。讓公司內包含高級主管在內，都可以聽到公司上下員工的意見、觀點，并因此可以與員工做互動交流。
2. 舉行跳級的會議。邀請二、三級甚至更低層主管一起參加會議，讓低階主管能夠下情上達，也可以更直接的了解公司重要的決策制定思考。
3. 選拔并培養未來之星。請各部門高級主管與人事單位評選出公司值得栽培的未來之星，邀請他們參與公司的重要對話。

Leaders should avoid falling into isolation

In many large companies, summit leaders often revolve around many leadership assistants, senior staff, and consultants. The purpose of doing so is to save the time of summit leaders. However, whether intentionally or unintentionally, summit leaders received information is filtered, or be adapted, or by check. The staff group will determine what information for summit leaders should be aware of.

It's very difficult to break the organizational style as a top leader. You can try the following, and ask your staff to cooperate, which may help.

1. Establish the message board or let the company held a public hearing. Contains senior directors, you can hear the company's opinions and ideas, and therefore can do interactive communication with employees.
2. The meeting held skip grade two or three or lower level. Invite supervisors to attend the meeting, let the low order charge to lower levels, can also be more direct understanding of important decision-making thinking.
3. Select and nurture the future stars. Please select senior stars from all departments and personnel units, invite them to participate in the important dialogue of the company.