在商業策略上，你應該重視效率，或是生產力？

商界領袖常常把“效率(Efficiency)”和“生產力(Productivity)”看作同義詞，是同一硬幣的兩面。

然而，若是要落實到策略執行面，效率和生產力就會有很大的不同。

就定義來說，「效率」是指：“在要求完成一項任務時，所需要的勞工工時和產業標準或所設定的標準的比較”，用更少的工時可以完成同一項任務，就是愈有效率。以英文表示：Efficiency is about doing same with less.

而所謂的「生產力」，初看之下，和「效率」的概念，是很類似的，是指：“在投入一定的勞動時間下，能夠產生的產品與服務的數量比率”，用同樣的勞動力能夠產生更多的產品與服務就是更有生產力。以英文表示：Productivity is about doing more with same.

講究生產效率的公司，通常會採取減少勞動力投入，降低成本的策略，可顯示公司的高效率，也可以提高公司獲利率，也有機會促進公司增加銷售規模。而重視生產力的公司，通常會以聘用更優秀的人才（即使要多支付工資），進行人才訓練，以提高員工的生產力，也提高了附加價值，進入一個有差異化價值的新市場。

無論是強調生產效率或是強調生產力，一時之間，不容易從公司財務報表上的獲利率看出明顯差異，只是獲利的主要因素是不同的。

然而，當今世界的商業環境已經不同了。在同一個國家內，持續降低勞工成本是愈來愈困難了，而將生產線遷移到低工資成本的海外國家，也不是那麼容易。更困難的是，在同質商品的競爭下，價格低廉不見得會是吸引消費者的主要理由。

相對的，愈來愈多消費者重視具有特色的商品與服務，即使必須多支付一些價錢。

更有意義的是，員工發生變化了！提供更多的休假，愈來愈難讓員工滿意，更不能讓員工具有成就感。員工更想要的是能夠在公司里有升級的機會，可以展現他獨特價值的機會。

然而，多數的公司很少從員工的角度來思考公司未來的發展，與提高真正能夠長期提高公司獲利的能力，也就是建立起公司的核心能力（core competence）。

從實踐中，我們發現一名受到激勵的員工，可以多產生25%的生產力，更驚人的發現是，他一個人可以承擔2個人的任務，不是因為他願意用2倍的時間來工作，而是他會用更多的耐心與創意來解決問題，也更願意去找出可以產生高價值的創新作法。

這完全不是公司或是上級領導告訴員工，應該去做什麼樣的創新，而是企業建立起了創新的企業文化，員工自然的更願意去創新，也發現他個人存在的價值。

在企業經營策略上，在效率與生產力之間，不是二選一，非黑即白的選擇。企業主必須重視的是市場環境的變化，與以員工作為建立公司的核心能力。

In business strategy, should you focus on efficiency, or productivity?

Business leaders often see "efficiency" and "productivity" as synonyms, two sides of the same coin.

However, if we want to implement the strategy, efficiency and productivity will be very different.

By definition, "efficiency" refers to "comparing the required labor hours with industrial standards or set standards" when a task is required to be completed. The more efficient it is to use fewer hours to accomplish the same task. Efficiency is about doing the same with less.

At first glance, the concept of "productivity" is very similar to that of "efficiency". It refers to the ratio of the quantity of products and services that can be produced when a certain amount of labor is invested. It is more productive to use the same labor force to produce more products and services. Productivity is about doing more with the same.

Companies that pay attention to production efficiency usually adopt strategies of reducing labor input and cost, which can show the company's efficiency, increase the company's interest rate, and also have the opportunity to promote the company to increase sales scale. And companies that attach importance to productivity usually employ better talents (even if they have to pay more wages) and train them to improve the productivity of employees, increase added value and enter a new market with differentiated value.

Whether emphasizing productivity or productivity, it is not easy to see a significant difference in the earnings rate on the company's financial statements for a while, but the main factors of earnings are different.

However, the business environment in today's world is different. In the same country, it is becoming more and more difficult to continuously reduce labor costs, and it is not easy to move production lines to low-wage overseas countries. Even more difficult, low prices may not be the main reason to attract consumers in the competition for homogeneous goods.

In contrast, more and more consumers are paying more attention to distinctive goods and services, even if they have to pay more.

What's more significant is that the employees have changed! Providing more vacations is increasingly difficult to satisfy employees, let alone make them feel accomplished. Employees want more opportunities to upgrade in the company and show their unique value.

However, most companies seldom think about the future development of the company from the perspective of employees, and improve the ability to really improve the profitability of the company in the long run, that is, to establish the core competence of the company.

In practice, we find that an inspired employee can produce 25% more productivity. What is more striking is that he can take on two people's tasks alone, not because he is willing to work twice as long, but because he will use more patience and creativity to solve problems, and is more willing to find innovative ways that can produce high value.

It's not that the company or the superior leaders tell the employees what kind of innovation they should do, but that the enterprise has established an innovative corporate culture. The employees are naturally more willing to innovate and find the value of their own existence.

In terms of business strategy, between efficiency and productivity, there is no choice between black and white. Business owners must pay attention to the changes in the market environment and build the core competence of the company with employees.

訓練自己成為樂觀者，而非悲觀者

領導者多半都是樂觀者，樂觀是有感染力的，它激勵人們奮發進取。

然而，這不代表領導者會忽略風險與實際的可行性。

有效的領導者，並非天生都是樂觀的，而是自我練習而得到改變的。

首先，他不是和人見面，就開口滔滔不絕的。他和你打完招呼后，會先拋出個問題，然後安靜的聽你陳述，他運用這短暫的時間判斷與思考，所以當他開口時，口氣是穩定、內容充實，給人信心。

同樣的方法，他在網上和你聊天，不會衝動，他思索后，才給予回應。有智慧的回答，一定是帶有邏輯與內容的，而非空洞的情緒。

接著，如果討論的內容要涉及啟動一項行動，他會用20 - 30分鐘左右來思考可行性，考慮各種行動的選項，快速考慮可能需要的資源與將要面臨的挑戰，以及所要達到的具體目標。當他想好後，給你的回應，就會顯得具體多了，也能夠引導你做同等層次的思考。

這個時候，他已經展現了他的領導魅力，你會覺得他是有智慧的。

下一步，他會用約一天的時間，檢驗過往的經驗，查詢相關的案例，檢查實際可以動用的資源，分析行動的後果，以及了解是否有能力克服對手的質疑反對。也就是說，在這一天的時間內，他是很務實的，不會讓自己的樂觀沖昏頭，但是也不是悲觀的想要放棄。

以上的練習，并不容易。人的內在性格不是那麼容易改變。但是，成功的領導者，會先看到機會，而非先想到困難。然後，他以穩定的回應來展現他的可靠度。你會因為他合理的思維態度，信任他，追隨他。

我過往的經驗是，一名滔滔不絕，不斷拋出他的主張的人，例如政治人物，反而不容易為人信任。相反的，出口就讓人覺得他是有執行力的人，容易成為領袖。至於那些只管悶頭做，當應聲蟲的，就只能一直是follower，聽人指示了。悲觀者，不一定能夠取得他人的信任，除非他提出解決方案。

寧可樂觀、務實，而非悲觀、沉默。

Train yourself to be an optimist, not a pessimist

Leaders are mostly optimists, optimism is contagious, and it motivates people to make progress.

However, this does not mean that leaders will ignore the feasibility of risk and reality.

Effective leaders are not born optimistic, but are self-trained to change.

First of all, he did not meet with people, and he opened his mouth. After he greets you, he will throw a question first, then listen to your statement quietly, he uses this short time to judge and think, so when he speaks, his voice is stable, full of content and gives confidence.

The same way, he chatted with you on the Internet, not impulsive, he thought, only to respond. A wise answer must have logic and content, not empty emotions.

Then, if the content of the discussion involves the initiation of an action, he will think about feasibility in about 20-30 minutes, consider various options of action, quickly consider the resources and challenges that will be faced, and the specific goals to be achieved. When he thinks well, the response to you will appear to be more specific and can guide you to think at the same level.

At this time, he has shown his leadership charm, you will think that he is intelligent.

Next, he will spend about a day checking past experience, inquiring relevant cases, checking actual resources that can be used, analyzing the consequences of action, and knowing whether he has the ability to overcome his opponent's questions and objections. That is to say, at this time of the day, he is very pragmatic, not let their optimism carried away, but it is not pessimistic, want to give up.

Such exercises above are not easy. The inner character of a man is not so easy to change. But a successful leader will see the opportunity first, not the difficulties first. He then responded with a steady response to show his reliability. You will follow him because of his rational thinking, and trust in him.

My experience in the past is that a person who is a constant and constantly throwing out his ideas, such as political figures, is not easy to trust. On the contrary, the export makes people feel that he is an executive, and it is easy to become a leader. As for those who just do what they do, they can only be followers and listen to instruction. A pessimist may not be able to gain the trust of others unless he offers a solution.

It would rather be optimistic and pragmatic than be pessimistic and silent.

領導虛擬團隊，更必須重視互信

透過觀察團隊成員識別問題以及討論問題的平均延遲時間，你可以知道這個虛擬團隊是否合作順暢。

如果同事之間彼此不信任，問題可以得到解決的時間就會比較長。這就是為什麼一個虛擬團隊的成員建立信任和安全感是至關重要的。

當分散在不同城市的虛擬團隊成員不能面對面地和他們共事時，信任別人是困難的。但即使是在視訊通話的畫面上，同事給你一個最小的手勢也能幫助你：慷慨大方地接受資訊。

如果有人在為一個項目或任務而奮鬥，首先要提供幫助。當團隊中的某個人取得了小小的成功時，發一封祝賀郵件。

一點小小的善意鼓勵, 可以在有人懷疑你時，有很大的幫助。

To lead a virtual team, building mutual trust

By looking at team members, identifying problems, and discussing the average latency of the problem, you can see if the virtual team is working smoothly.

If colleagues don't trust each other, the problem can be solved longer. That's why it's important for a virtual team member to build trust.

It is difficult to trust others when they are unable to work face to face with their virtual team members scattered across different cities. But even on video chatting screen, a minimum gesture from a co-worker can help you: receive information generously.

If someone is struggling for a project or task, help first. When a person in a team has made a small success, send a congratulatory email.

A little kindness encouragement can help a lot when someone doubts you.

養成在開會中做筆記的習慣

開會經常出現有人發言會離題，說話快得沒人聽清楚他說了什麼，總是打斷別人發言，隨時插話，以及不能整合好其他人說的重點。

你必須是名好的聽眾，而不會亂上加亂。

如何做？你可以隨身帶著一本筆記本。將筆記本頁面區分左右兩欄。左欄記下你所聽到的發言重點，右欄寫下你對這個發言的理解、想法摘要、哪怕是幾個你自己看得懂的符號。

如此，你一方面不會漏掉他人的發言重點，也可以經過你的深思熟慮后，在會議上做出你的貢獻。

認真傾聽，做筆記。

Taking notes at meeting

It is not unusual to see people speak degree at meetings. Some people speak too quick that others hard to understand what he says. Someone always likes interrupting others. And, there are peoples not able to integrate what others say.

You have to be a good listener, not a mess.

How to do? You can prepare a notebook. Separate the notebook page from the left and right two columns. The left column take note what you hear speech, right column write down your understanding and idea on this speech, even just draw some signs only you understand.

In this way, you will not miss the focus of other people's speeches, and you can make your contribution at the meeting after your deliberation.

Listen carefully and take notes.

確保每個人都感覺到他在開會

開會不只是為了要得到會議結論，你還必須要讓每位與會者可以感覺到他在參與，他有價值，他得到滿足。

給每個人一個發言的機會，並注意誰有說話，誰沒有說話，是否有人占了霸佔了發言的時間。

開會前，就先想好哪一個議題需要聽到誰的意見。問自己：這個議題需要誰來引言？誰對這個議題有影響力？需要詢問哪些人的意見？誰會因為這個議題的結論而受到影響？誰又會是主要的反對者？

當會議走到岔路時，可以咨詢哪一位老手，知道我們究竟漏掉了什麼？或是犯了什麼錯？

你不需要製定嚴格的會議規則，但建立一個包容性的談話風格會使人們更容易注意到誰還沒有發言，確保每個人都感覺到他在參與開會，受到了尊重，而不是你要控制會議，或是會議受到了某人的強制左右。

Make sure everyone feels like he's in a meeting

Meetings are not just for meeting conclusions, but you also have to make every participant feel that he's participating, he is valuable, he is satisfied.

Give everyone a chance to speak, and pay attention to who has spoken, who has not spoken, whether or not someone occupied the speaking time.

Before the meeting, think about which topic needs to be heard. Ask yourself: who needs introduction to the topic? Who has influence on this issue? Who needs to be consulted? Who will be affected by this issue? Who will be the main opponent?

When the meeting comes to the fork, which old hand can be asked to know what we have missed or something wrong?

You don't need to make strict meeting rules, but creating an inclusive style of conversation makes it easier to notice who hasn’t spoken and to make sure everyone feel his participation in the meeting and respected, rather than you want to control the meeting or meeting is dedicated by someone.

確保你的團隊成員工作量均衡

通常我們會傾向于將困難的工作塞給團隊中比較能幹的人，而不放心交付那些能合理較低的人。如此，就容易讓團隊成員的工作量不均衡。有人會疲於奔命，而有人又賴皮、輕鬆。

然而，有些能幹的人，卻會過於自大，去承擔他實際負責不起的工作。而有些人又會奸巧地將分配給自己的工作，發包給其他人。這兩種狀況，都會讓項目主管無法實際掌握項目的品質。

因此，你要深入了解團隊成員每個人的實際素質與心態。並且擬定出一個你能夠掌控的工作清單與計劃、一個詳細的工作分配表，規定好負責人、支援者、每個項目成功的關鍵動作、需要有的支援內容、項目的備援計劃（Back-up Plan）。

你的目標，是讓團隊成員適才、適量，並且建立起協作機制。

最重要的是，你必須在項目啟動后，可以密切監督，並且靈活調整。

Make Sure the Workload on Your Team is Even

We usually tend to plug difficult work on talented people, but release workload for unreliable people.

However, some talents are too arrogant. He is actually not affordable to deliver what he commited. On the other side, some people are too savvy to outsource his job to other people.

Such job assignment makes workload unbalanced for your team members, and bad for your control on project fulfillment.

Therefore, you should have a deep understanding of the actual quality and mentality of your team members . Draw up a list of the work plan. With that, you can control your project.

Your goal is to make each team member understand how to deliver, his responsibility, report line, have confidence on his professional skill. You also have to establish a right cooperation mechanism.

Most importantly, you must be able to monitor closely and adjust flexibly after the project is started.

讓團隊成員跟進會議結論

當會議結束后，挑戰才剛開始。你如何確保團隊成員會依照會議決議，專注在大家所同意的工作項目上？

當然，會議記錄會明確的記錄每個項目的負責人、具體行動目標、以及其必須完成的日期。

但是，這是不夠的。

你必須經常詢問各項目負責人，他是否能夠如期交付項目任務？你可以指派專人跟蹤，盯住項目會議記錄。

你的管理目標可以設定在讓項目完成率達到85%。不過，不要讓跟蹤項目的人成為了一個工頭。

如果項目確實不能如期完成，你應該帶著同情心、善解人意。如果團隊成員普遍不能按時完成，你應該再召集大家啦討論，看看哪些是必須檢討與做出改變？

Let team members follow up the meeting conclusion

When the meeting was over, the challenge was just beginning. How do you ensure that the team members will focus on the agreed work items in accordance with the resolution of the meeting?

Of course, the minutes of the meeting will clearly record the person responsible for each project, the specific action objectives, and the date on which they must be completed.

But that is not enough.

You must always ask the project manager if he can deliver the project task on time. You can assign someone to keep track of the project minutes.

Your management objectives can be set at 85% of the project completion rate. But don't let the people who follow the project become a foreman.

If the project is not on schedule, you should be compassionate and understanding. If team members are generally unable to finish on time, you should call together and discuss what is necessary to review and make changes.

冷靜面對他人對你的數據的質疑

我們通常看待數據是中性的，認為數據分析只是陳述事實。但是，有的時候，一份數據，以及其分析或是背後的故事，卻會得罪一個客戶或是同事、老闆。

就是有人不會接受事實，或是不願意讓事實曝光。他們會很憤怒看到有事實數字的分析報告。如果你去收集更多事實的數據來辯解，只會讓事情更惡化。你們會陷入各說各話，甚至鬧成政治問題。

所以，你要做的，不是自以為是的呈現事實，而是要先尋求解決問題的合作態度。只要你能夠表現出成為他盟友的態度，他就有機會靜下心來，認識真相，甚至與你合作挖得更深，掌握問題根源，與你一起合作解決問題。

Calm down to other people's doubts about your data

We usually view data as neutral, and think that data analysis is only a statement of facts. However, sometimes, a data and its analysis or the story behind it will offend a client or a colleague or boss.

Someone is not willing to accept facts, or is unwilling to expose facts. They will be angry to see the fact number analysis report. If you collect data from more facts, you will only make things worse. You will get caught up in talking and even making political problems.

So, what you need to do is not to be self righteous in presenting facts, but rather to seek cooperation in solving problems first. As long as you can show the attitude of becoming an ally, he will have the opportunity to calm down, know the truth, even work with you to dig deeper, get the root of the problem, and work with you to solve the problem.

定期和你的屬下進行檢討工作

即使你認為每年的績效評估應該被廢除，你也不太可能徹底改變你組織的評估方法。幸運的是，你已經掌握了管理團隊績效的權力形式。

無論您的組織進行評估的形式是年度、半年度、季度，或是你覺得應該進行評估的任何時候，你都應該好好把握。

你可以在正常的績效評估之外，自行安排額外的檢查屬下的工作，以確保你的員工達成目標，並有成長。

你可以定期檢查他們的每一份報告，不管是每週還是每月一次。

你可以詢問兩個主要問題：你這個星期（或月）將做什麼？有哪些需要我的支持？

這些非正式談話不需要複雜的形式或繁瑣的文件。像這樣的檢查是你提供即時回饋的最好機會。

Conduct regular reviews with your subordinates

Even if you think the annual performance evaluation should be abolished, you are unlikely to change the way of your organization. Fortunately, you already have the power to manage team performance.

Whether your organization conducts an evaluation in the form of an annual, semi-annual, quarterly, or whenever you feel the assessment should be done, you should take advantage of it.

In addition to the normal performance assessment, you can arrange extra work to ensure that your employees achieve their goals and grow up.

You can check each of their reports regularly, either weekly or once a month.

You can ask two main questions: What will you do this week (or month)? What you need my support?

These informal conversations do not require complex forms or tedious documents. Inspection like this is the best opportunity for you to provide instant feedback.

讓層峰領導者聽他們所關切的

地位層級愈高的人，愈介意被人批評。然而，如果你用回饋意見來幫助他能夠實現他自己的個人目標，他們會聽的。

要做到這一點的最有效的方法是利用他們的動機和價值觀。

例如，領導者會關切他們的聲譽。例如，告訴他們，他們目前的動員能力不足。而如何做可以提到他們的影響力？例如：“如果你改變X和Y，你就能超越你的競爭對手，做到最好。”

如果他是關切員工的領導者，你可以說：“通過改變X和Y，你將能夠利用你的團隊的潛力，提高員工敬業度和幸福感。”

Let the leaders listen to their concerns

The higher the status level, the more important it is to be criticized. However, if you use feedback to help him achieve his personal goals, he will listen.

The most effective way to do this is to use their motivations and values.

For example, leaders concern their reputation. Tell them that their current mobilization capacity is insufficient. And how do they influence can be mentioned? For example: "If you change the X and Y, you can outperform the best competitors."

If he is a leader who cares about employee, you can say, "by changing X and Y, you'll be able to leverage your team's potential and improve employee engagement and well-being."