你的公司規範會導致員工倦怠嗎？

公司高管們往往認為員工的倦怠是個人問題，而不是公司組織上的普遍問題。這是個錯誤認知。

不要試圖幫助個人處理壓力，而應該關注那些可能導致壓力的不受約束的組織規範，比如工作量大，文化上總是有問題，以及花費太多時間在開會上。看看員工花了多少時間在解決跨部門的協調工作上？

運用這些調查或回饋數據，了解在企業內那些人員的工作量已經超負荷了。

鼓勵領導主管進行有針對性的變革，例如重新設計工作流程、建立新的文化規範、明確每個人的時間都是寶貴的資源。

通過解决導致工作倦怠的條件，你可以在它發生之前控制住它。

Does your company's norm lead to employee burnout?

Executives tend to think that employee burnout is a personal problem, not a common problem in corporate organizations.

Don't try to help people deal with the pressure, and should pay attention to those may lead to pressure from organizational constraints, such as heavy workload, there is always a cultural problem, and spend too much time in meetings. Look at how much time staff spent in solving coordination across departments?

Using these surveys or feedback data to understand who in the corporate has overloaded? Encouraging leaders to carry out targeted change, such as redesigning work processes, creating new cultural norms, and defining each person's time as a valuable resource.

By solving conditions that lead to burnout, you can control it before it happens.

注意團隊中的壓力

作為一個領導經理，你要注意觀察團隊是否出現壓力的迹象。你的團隊，是否有人在脫離工作了？是否有人生病了？

注意這些警告信號：你的團隊中有人看起來過於疲勞或經常被壓垮嗎？他們最近無法控制自己的情緒嗎？

當然，每個人都有好的和壞的日子，但是大多數人能以適合方式調節他們的情緒。情緒低落可能是壓力過大的表現。

如果你注意到這些迹象，就開始和那個人交談。你可能會問一個簡單的問題，比如“你沒事吧？”或者“你好嗎？”如果這個人願意交談，請提及你觀察到的迹象並表達你的關切。

Pay attention to the stress in the team

As a leader, you should pay attention to whether there is any sign of pressure on your team. Is your team out of work? Is there anyone who is ill?

Notice the warning signs: Dose someone in your team look too tired or too often overwhelmed? Are they out of control lately?

Of course, everyone has good and bad days, but most people can adjust their moods in a proper way. Depression may be a sign of stress.

If you notice these signs happen, talk with that person. You may ask a simple question, such as "Are you okay?" or "How are you?" if the person is willing to talk, please refer to the sign you observe and express your concern.

掌握遠端工作人員的工作效能問題

管理在外地辦公人員所面臨的挑戰之一，是如何對他們的表現有清楚的了解。他們更容易孤獨和失去工作動力，從而導致工作績效下降。

他們不像是你可以在辦公室座位上、走廊上、餐廳裡，就可以直接感受到他們的情緒。

你必須透過電話或視訊會議和他們頻繁交談，注意聽或看他們說話的語氣和表情，注意他散發的訊號。你應該讓他們知道你對他們的關心。

Grasp the work performance issues of remote staff

One of the challenges for managing remote office employees is to have a clear understanding of their performance. They are more likely to be lonely and lose motivation to work, which leads to lower job performance.

You are not likely to notice their emotion directly in the office, on the seat, in the hallway, in the dining room.

You have to talk to them by phone or video conferencing, listen to or see carefully their tone and expression of their conversation, and pay attention to the signals they send. You should let them know how you care about them.

如果你總會匆忙做決定，問問自己為什麼

做决定太快會使你更容易產生短視或膚淺的解決辦法。但是如果你花太多時間來决定，你可能會錯過機會。你如何達到平衡？

試著保持一種緊迫感，同時也有思考的時間。想想什麼是會是逼迫你太快做決策的陷阱模式？

也許是你急於結束一次重要的會議，只是為了趕快可以進入下一場會議讓。也許是你老是同時做好幾件工作，而不能對真正重要的事情給予足夠的注意力。或者，當你應該說“不”的時候，你可能會對項目說“是”。

想這些情境，就是你在做決策是會掉入的時間陷阱，事實上你沒有能力可以承受如此奢侈而輕率的決策。

如果你已經發現了你的決策陷阱模式，你就可以開始改進會讓你挫敗的習慣。使你自己處於一個不斷提高的緊急狀態，但是也保持注意你必須有思考的時間。

例如，在會議進行中，你會注意在發言的內容品質是否足夠做出決策，而非只關注控制會議時間。

如此練習，逐漸的你修可以做出不會錯過時機，又是經過深思熟慮的決定。

If you are always in a hurry to make a decision, ask yourself why

Making decisions too quickly can make you more prone to short-sighted or superficial solutions, but if you spend too much time deciding, you may miss the opportunity. How do you achieve balance?

Try to keep a sense of urgency, but also have time to think. Think about what kind of trap mode is forcing you to make decisions too fast?

Maybe you are eager to end an important meeting, just to be able to enter the next meeting. Perhaps you are always on multi-tasking mode, and not paying enough attention to what is really important. Or, when you should say "No", you always say "Yes".

Such situations are your decision trap mode against timing control. In fact, you do not have that luxury to make such hasty decision.

If you have found your trap decision mode, you can start improvement of those habits to make you frustrated. Put yourself in a rising state of emergency, but also keep you must have time to think.

For example, in meetings, you'll notice that the content of the speech is good enough to make decisions, rather than just focusing on the timing of the meeting.

With this practice, gradually you will be able to make decisions that will not be missed and are well thought out.

當你的團隊表現平庸時，要立即解决

當某人的工作還好但不是很棒的時候你怎麼辦？對一個領導經理來說，最艱難的考驗不是處理糟糕的表現，而是解决平庸問題。

不要讓低迷的業績惡化。首先讓團隊成員了解一下平庸行為是如何對你的團隊、組織和客戶產生負面影響的。例如，你可以讓中等水准的員工傾聽顧客抱怨的電話，這樣他們就能理解不做好本職工作的負面影響。

分擔責任也很重要。鼓勵員工在問題出現時立即恭敬地面對對方。即使最强大的管理者也無法看到並解决每一個效能差距。

最後，當你看到組織其他部分也出現平庸狀況時，大聲說出來。例如，如果每個人都知道公司的倡議不起作用，但沒有人討論，你的團隊會注意到你是否有能力與膽識指出皇帝的透明衣服。

高績效表現必須是一種常態，需要定期地維護。

When your team is mediocre, resolve immediately

What do you do when someone's work is good but not great? The most difficult test for a manager is not dealing with bad performance, but solving mediocre problems.

Don't let the sluggish performance deterioration. First，let team members know about mediocre behavior is how your team, organization and customers have a negative impact. For example, you can let the middle level staff listen to customer complaints telephone, so they can understand the negative impact of the job.

Shared responsibility is also important. Encourage employees to respect each other immediately when problems arise. Even the most powerful managers can't see and resolve each performance gap.

Finally, when you see other part in the team also facing mediocre condition, speak up. For example, if everyone knows the company's initiative does not work, but no one on your team will pay attention to whether you have the ability to pin-point the emperor’s naked dress.

High performance must be a norm and need to be maintained regularly.

不要讓怨恨情緒傷害到團隊中的高績效者

每個人都希望團隊中有明星員工。但是，高績效者會引起同齡人的反感，尤其是當他們獲得比其他人更多的資源時。作為領導經理，你的工作就是减少緊張和緩和顧慮。

你可以強調團隊中的高績效者對每個人都有好處——他們的專業知識、經驗和關係常常轉化為更好的團隊聲譽、目標成就和總體績效。

你可以考慮把這樣的明星員工定位為導師。鼓勵他們無私地地向他們的同事做教導。當高績效者把其他人的最大利益放在心上時，他們就不太可能會只顧及自己積累自己的聲望，自私地不顧他人的感受，對他人產生威脅。

Don't let resentment hurt high performers in the team

Everyone wants to have stars in the team. However, high performance will be caused by peer resentment, especially when they have more resources than others. As the lead manager, your job is to reduce tension and ease concerns.

You can emphasize that the high achievers in the team are good for everyone - their expertise, experience and relationships are often translated into better team reputation, high goal achievement, and overall performance.

You can consider position the star as employees’ mentor. Encourage them selflessly to teach their colleagues. When high performer put others’ best interests at heart, they are not likely to be only for their own selfish, and accumulate their own prestige, and ignoring the feelings of others, put threat to others.

新上任領導主管如何散發出正確的領導信號？

當你從一名最基層員工被晉升為一名經理主管，會令你很激動。在這個你職場生涯轉變的節骨眼上，你的想法，你如何說話，以及你的表現行為，你的領導方式，都會直接影響到將要被你領導管理的那些人。所以，作為一位新的領導老闆，你如何建立起一個你能夠發揮真正影響力的團隊？

設定有價值的目標

作為一名新的經理，花點時間考慮一下你的理想目標，讓你的團隊覺得有價值？你將要如何領導你的團隊去達成這個目標？例如，你可以說：“我的目標是要和我的團隊肩並肩的一起走向卓越。”

這樣的目標描述，似乎不夠具體，帶著情緒，但是它已經足以讓你自己好你的團隊成員有激情，可以開始正向的密切溝通，擬定出你們實際可行的項目計劃，每個成員都會感受到必須共同擔負責任。

提高你的情商和情境意識

在晉升為領導主管后，你的工作任務更多的依靠他人來完成，你必須知覺要如何給予他們激勵，發揮你的影響力來領導。在重要的對話和會議之前，你可以問問自己：

• 聽眾是哪些人？
• 他們對這個議題的看法會是什麼？
• 他們會有什麼興趣與動機？
• 目前的狀況如何？
• 透過溝通后，可能的變化與最佳的結果會是如何？

這些問題提醒我們，領導力的存在並不是要找到一個一刀切的解決方案。因此，領導的存在是要盡可能促成“and/both”的合作，而非要輕易作“either/or”的選擇決定。這就有賴于你能夠給予團隊核心的價值觀與信念，再給出你的指導方針。另一方面，它包括適應性和敏捷性，通過不同的通信工具和科技來和與不同類型的人進行溝通的能力。

要清晰直接，始終尊重

由於你的新角色很可能會新增你與許多不同風格的人的互動，所以有效的領導能力包括不斷地建立和練習清楚和直接的技巧，同時找到建立聯系和表達尊重的方法。領導的存在是動態的，是流動的，鼓勵雙向對話，在我們為共同目標、最佳結果或解決方案而努力的同時，我們也能對我們的觀點給予真實的聲音，同時保持對其他人的觀點和觀點的開放態度。舉幾個例子來幫助你培養自己的聲音，傾聽別人的聲音：

• 知道你的想法。如果你天生擅長傾聽和傾聽別人的意見，那麼在你的信念和思想上可以先柔順些，并做一點操練。在重要的會議或互動之前，記下自己的一些要點：我對這個話題或問題的3-5點看法是什麼？
• 詢問、傾聽和承認。反之，如果你天生有强烈的見解，那就更耐心些，這樣你就可以騰出空間來傾聽別人的意見。通過問一些好的問題，澄清你所聽到的，或者承認你是如何處理資訊的，來表現你真正的傾聽。在某些情况下，你可能會分享：“有了這個新資訊，我體驗到了完全不同的感受。我的觀點已經改變了。” 在其他情况下，你可能會說：“在消化你所分享的東西時，我發現我無法適應這個方向。我們有些不同的觀點。我希望能夠和你繼續交流，以便找到一個共識。”
• 分享原因。作為一個新的經理，分享你的願景、優先事項、期望、回饋或請求背後的原因也是很重要的。不要沖淡你的資訊。相反，通過分享更多的背景說明來使它更强大。幫助將工作成果或專業發展與組織層面上發生的事情聯系起來。例如，在向某人提供發展回饋時，可以包括額外的背景說明，例如：由於組織增長如此之快，團隊中的每一個成員都有機會通過以下途徑進行擴展和提升。“我希望看到你接受……”，或者，你可以通過描繪願望的圖片來强化資訊：“我希望看到我們在這方面成為最好的團隊，這就是我們所需要的。”

在面對變化、壓力或困難的消息時，保持穩定和腳踏實地

現實是，我們中的大多數人可以散發出一種清晰的存在感信號，特別是當生意很好，或者當我們有一個美好的一天。然而，作為一個新的管理者，同樣重要的是問問自己：當我感到緊張、疲倦、在截止日期或有人給我帶來壞消息時，人們會經歷什麼？

認識到什麼可能會讓我們覺得憤怒，瞬間的不耐煩，或匆忙的偽善，最終可能會影響你的團隊和整體士氣及。最原始的領導形式很簡單，在任何人類團體裏，領導者必須影響大家的情緒…如何管理自己的情緒，而管理好如何影響別人的情緒，這就不只是一個私人的事情，但是你必須當成像是商業一般的管理來做好。

你必須保持自己能夠穩定和腳踏實地。如此才會讓你的團隊信任你，并願意給你帶來重要的回饋資訊。即使這是一個壞消息，這樣你就可以幫助消除障礙，調整優先順序，讓團隊重回正軌。團隊需要有一個環境或文化，而經理主管本身有必要給他們這樣的心理安全和責任，讓團隊成員得以優化他們的學習和表現。

為了幫助維持和維持一個更加穩定和腳踏實地的團隊，你必須為自己設定了正確的優先事項，並且你有管理領導的工作量的策略，因為你承擔了作為一個新經理的更大的角色和責任。

成為一個新的領導經理是你職業生涯中的一個重要領導的轉折。退後一步，想想你的領導能力，思考並表現出你最希望和打算。設定一個基於價值觀的領導目標，新增你的情商和情境意識，直接尊重，並找到策略，以維持一個穩定和腳踏實地的團隊。不要低估了我們對其他團隊成員能夠產生的影響力。

不要指望你的老闆來解决所有的衝突

要將團隊中的衝突問題扔給老闆來解決，很容易。

但是，如果是因為不能就如何安排優先項目或是要在哪一個期限完成工作達成一致，而有衝突，何不問問實際項目負責人，按照步驟來逐一討論？是否所需要的資訊都完備了？各種可能的方案都經過充分討論了？

如果你能解决問題而不總是涉及上級，這對每個人——你，你的同事，你的老闆都是有益的。

不要把衝突視為一種煩惱，它會導致焦慮和疏離感，但卻是成長的機會。讓團隊中的每個人公開討論任何分歧，然後建立正確的行為模型。平靜地與團隊分享你的想法，即使是在同事之間發生觀點歧異時，也不要相互指責。

最後，將你們之間達成的共識，與差異點，整理好，呈給你們的老闆，邀請他一起討論，看看是否思考不夠周圓？必要時，才請他裁奪。

Don't expect your boss to settle all the conflicts

It's easy to drop a conflict problem in the team to the boss.

However, if it is not because of how to arrange project priority, or not agreed on a project completion date, and caused a conflict, why not ask the actual person in charge of the project. And, according to the steps to discuss and check to see if information needed ready or not? All possible plan options have been fully discussed?

It's good for everyone - you, your colleagues, your boss, if you can solve the problem without always involving the superior.

Don't put the conflict as a kind of trouble, it will cause anxiety and alienation, but it is a chance to grow. Let everyone in the team to publicly discuss any differences, and then establish the correct model of the behavior. Calmly to share your ideas with the team, even in view of differences between colleagues. Don’t finger point to each other.

Finally, consolidate your reached consensus and differences, submit to your boss and invite him to join discussion, to see if there is thoughtful consideration. Then, if necessary, ask him to make decision.

以問問題來領導

當你在一個組織中逐漸成長，人們會愈來愈過來向你尋求答案。但是最好的領導者不會提供所有的解決方案——他們會激發員工的好奇心、創造力和深入思考。

你可以詢問他們一些正確的問題。鼓勵你的員工放慢速度，用簡單的話來解釋他們的建議，比如“等等，你的意思是？”你也可以用“我不夠清楚你的意思……”這樣的短語來鼓勵好奇心。然後接著說：“我想知道事情是否可以做得不同。”另一個問題是：“我能幫什麼忙？”這個問題迫使你的同事定義問題，這是掌握和解决問題的第一步。

Leading by Asking Questions

When you grow up in an organization, more and more people will come to you for answers. But the best leaders will provide all the solutions -- they will stimulate their curiosity, creativity and deep thinking.

You can ask the right questions. Encourage your staff to slow down, use simple words to explain their suggestions, such as "Wait, you mean?" You can also use the "I'm not sure what you mean......" the phrase to encourage curiosity. Then said: "I want to know whether you can do things differently." Another question is: "What can I do to help?" This question force your colleagues to define clearly. This is the first step to grasp and solve problems.

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.