做出一個更容易接受的艱難决策

每個領導者都必須做出艱難的决策，這些决策會對他們的組織、名譽和事業產生影響。當你面臨一個棘手的問題時，考慮使這些决策變得困難的兩件事：結果的不確定性和價值的複雜性，你做出的任何選擇都會對某人產生負面影響。

為了减少決策中的不確定性，首先考慮不採取行動的成本，然後仔細考慮你的選擇。你做過任何阻礙你的假設嗎？有低風險、小規模的方法來測試你的選擇嗎？

要處理價值的複雜性，考慮一下你如何幫助人們理解你的决定。特別是當决定涉及到影響他人的權衡時，你會希望盡可能清楚地瞭解你的意圖。

Make a Tough Decision Easier to Accept

Every leader has to make hard decisions that have consequences for their organization, their reputation, and their career. When you’re faced with a tough call, consider two things that make these decisions so difficult: uncertainty about the outcome and value complexity, the notion that any choice you make will negatively affect someone.

To reduce the uncertainty in a decision, first consider the costs of not acting, and then think carefully about your options. Have you made any assumptions that are holding you back? Are there low-risk, small-scale ways to test your options?

To handle value complexity, consider how you can help people understand your decision once you make it. Especially when the decision involves trade-offs that will affect others, you’ll want to be as clear as possible about your intentions. 

幫助員工從病假后順利恢復上班

當員工從病假回來時，他們的經理的工作就是幫助他們輕鬆工作。

這個過程從休假開始：經理應該保持和員工聯絡幾次，這樣他們就不會感到被解雇了。當他們準備返回時，擬定一個過渡計畫，並仔細考慮具體細節。

例如，詢問員工，他希望如何宣佈他的恢復上班，並談論他需要的任何時間表的變化。確保過渡計畫是分階段的，因為該人可能不能馬上恢復到100%的能力。考慮一下，你可以在第一天回來創造一個歡迎的小儀式，無論是在門口迎接他，還是在他們的桌子上佈置鮮花和卡片。

一旦他們回來了，比你通常更頻繁地去檢查她的狀況，以確保他感到受到支持。

Help an Employee Return Smoothly from Medical Leave

When an employee returns from a medical leave, it’s their manager’s job to help them ease back into work.

The process starts during the leave: The manager should check in with the employee a few times so that they don’t feel cut off from the office. When they’re ready to return, reach out to come up with a transition plan, and think through the precise details.

For example, ask the employee how they want their return announced, and talk about any schedule changes they need. Make sure the transition plan is phased, since the person may not be ready to return to 100% capacity right away. And consider how you can create a welcoming experience for their first day back, whether it’s meeting them at the door or having flowers and a card waiting for them at their desk.

Once they’re back, check in with them more frequently than you normally would, to make sure they feel supported. 

當你成為會議焦點時，不要驚慌

在會議上被當成是焦點明星，有時對你是一個不受歡迎的驚喜。但是如果你準備發言並說一些有用的話，你可以把它變成展示你的專業知識的機會。

在下次會議之前，看一下議程，寫一些關於你的問題和可能會對你提出的問題的筆記。

如果你在會議中被邀請，緩慢地地、自信地說，並用一些上下文介紹你的評論，以便同事們知道你的方向。當然，如果有人問你一個讓你措手不及的問題，不要害怕回答說你不知道的答案。

對這些時刻做一些簡單的回答：“我沒現在有這些資訊，但下午1點之前我會回答你的。”最後總是問：“我回答你的問題了嗎？”

When You’re Put on the Spot in a Meeting, Don’t Panic

Being put on the spot during a meeting can be an unwelcome surprise. But if you’re prepared to speak up and say something useful, you can turn it into an opportunity to show your expertise.

Before your next meeting, look through the agenda and write some notes about questions you have and any points you might raise.

If you’re called on in the meeting, speak slowly and confidently, and introduce your comments with some context so that colleagues know where you are headed. Of course, if someone asks you a question that catches you off guard, don’t be afraid to say you don’t know the answer.

Practice some simple responses for these moments: “I don’t have that information, but I will get it to you by 1 PM.” And always end by asking, “Did I answer your question?”

高級管理人員需要一個工作同盟

高級領導班子通常具有政治性的，這會讓他們覺得比支持團隊更具競爭力。當你到達層峰時，你可能會覺得自己是獨立的，或者你不能冒險或犯錯誤。為了得到你需要的支持，找到一個親密的盟友——你的團隊中的一個人，你可以和他討論和發洩。

理想的是，你想找一個分享你價值觀的人。通過定期的把你關心的事情告訴他們，然後尋找回應的人。通過創造一對一談話的機會來培養這種關係。

例如，你可能會在開會前在一起，或者在長途飛行中坐在一起。你也可以通過在一起鍛煉或拼車來建立個人層面的聯盟。

利用時間來討論新的想法，找出如何應對你周圍的政治遊戲。

Senior Executives Need a Work Ally

Senior leadership teams are often political, which can make them feel more competitive than supportive. When you reach the top, you may feel that you’re on your own, or that you can’t take risks or make mistakes. To get the support you need to thrive, find a close ally — a person on your team you can discuss things with and vent to.

Ideally you want to find someone who shares your values. Make them known by regularly bringing up the things you care about, and then seek out someone who responds. Cultivate the relationship by creating opportunities to talk one-on-one.

For example, you might catch up before meetings or sit next to each other on a long flight. You can also build the alliance on a personal level by exercising together or carpooling to work.

Use the time to discuss new ideas and figure out how to cope with the political game around you.

要得到同事的幫助，強調你們的共同點

我們中很少有人樂於尋求幫助，但我們都需要幫助。鼓勵別人在下次詢問時做出積極的反應，讓他們覺得他們會幫助他們，是因為他們願意，而不是因為他們不得不。

試著通過強調團隊的重要性來挖掘人天生的歸屬需要。

在你的請求中使用“我們”一詞，或者引用一個共同的目標、敵人或特徵，比如想要超越你的團隊的銷售目標，與你的行業中的競爭者競爭，或者對超級英雄電影的熱愛。

強調這些分享經驗使你成為團隊成員的一部分。避免任何語言暗示他們被訓示幫助，或者別無選擇，只能說是。這個短語包括“我可以請你幫個忙嗎？”“（這讓人們感到被困）和“我感到很可怕的要求你”（這聽起來很抱歉）。

To Get Help from a Colleague, Emphasize What You Have in Common

Few of us enjoy asking for help, and yet we all need it. To encourage someone to respond positively the next time you ask, make them feel that they’d be helping because they want to, not because they have to.

Try tapping into the person’s innate human need to belong by emphasizing the importance of the team.

Use the word “together” in your request, or cite a common goal, enemy, or trait, such as the desire to exceed your team’s sales targets, a rivalry with a competitor in your industry, or a love of superhero movies.

Highlighting these shared experiences positions you as part of the person’s in-group. And avoid any language suggesting that they are being instructed to help or have no choice but to say yes. This includes phrases such as “May I ask you for a favor?” (which makes people feel trapped) and “I feel terrible asking you for this” (which sounds apologetic).

領導者，你的團隊希望你謙虛嗎？

領導者應該謙虛嗎？我們常說，是的，領導者應該表現謙遜——但是不會有僅靠謙虛就能夠升級到組織頂端的人。

為什麼有差距？研究發現它與團隊成員所期望的有關。如果員工獎勵平等主義，一個謙虛的領導者可以促進創造力和開放的交流。

然而，在層級組織團隊中，員工很可能期望他們的領導者負責並做出重要的决定。

在這種情況下，謙遜看起來像軟弱或優柔寡斷。事實上，一個謙虛的領導者會讓這些員工感到心理上的不安全，讓他們不敢冒險，大聲說出來。

這並不意味著一個領導者根本不應該表現謙遜；相反，平衡權威和謙卑是很重要的。注意你的團隊所持有的價值觀，並相應地調整你的行為。

Leaders, Does Your Team Want You to Be Humble?

Should leaders be humble? We often say yes, leaders should display humility — but there is no shortage of people who have risen to the top of an organization without it.

Why the disparity? Research finds that it has to do with what team members expect. If employees prize egalitarianism, a leader who shows humility can promote creativity and open communication.

On hierarchical teams, however, employees are likely to expect their leader to take charge and make important decisions.

In these circumstances, humility can look like weakness or indecisiveness. In fact, a humble leader can cause these employees to feel psychologically unsafe, making them hesitate to take risks and speak up.

This doesn’t mean a leader shouldn’t display humility at all; rather, it’s important to balance authority and humility. Pay attention to the values your team holds and adjust your behavior accordingly.

當員工在你面前哭泣時表現出同情

當員工哭泣時，經理們常常感到不自在。你可能傾向於這，好像什麼都沒有發生，但更好的反應是展示你的同情。

眼淚並不意味著一個人是一個情感崩潰，這只是他們的身體反應壓力的作法。你可能會說：“讓我們快點休息一下，然後我們會想出辦法的。”

你可以建議員工散散步或喝咖啡，或者可以離開會議室幾分鐘讓人冷靜下來。

不要憐憫或試圖糾正這種情況，說一些簡單的話，比如“對不起讓你難過”，即使你感到沮喪，也不要讓自己煩惱。

如果你保持冷靜和專注，你可以幫助員工轉移情緒，回到手邊的工作中。

Show Compassion When an Employee Cries in Front of You

Managers often feel uncomfortable when an employee cries. It may be tempting to press on with the conversation as though nothing is happening, but a better response is to demonstrate compassion.

The tears don’t mean the person is an emotional wreck or having a breakdown; they’re just the way their body is reacting to pressure. You might say, “Let’s take a quick break, and then we’ll figure things out.”

You can suggest the employee take a short walk or get a coffee, or if the meeting is in your office, you can leave for a few minutes to let the person calm down.

Don’t offer pity or try to fix the situation; say something simple like, “I’m sorry that upset you.” And resist getting upset yourself, even if you’re frustrated.

If you stay calm and focused, you can help the employee move past their emotions and back to the work at hand.

領導者，應該刻意地鼓勵和獎勵合作

很多人拒絕同事的幫助是有很多原因的。有些員工喜歡自力更生，有些人不想有義務回報對他們的青睞，還有一些人不信任同事的動機。但這些態度會提高員工工作倦怠的風險，阻礙工作中的社會關係。

作為領導者，你可以鼓勵和認識合作的努力，通過喚起他們的注意力，解釋他們是如何為組織的目標和使命做出貢獻的。

在你需要幫助的時候，一定要表現出你願意接受的意願；如果員工看到他們的領導做這件事，他們更有可能做到這一點。並且小心不要發出混雜的資訊：如果讓獨自一人工作的員工比那些給予和接受支持的人可以更快速地獲得獎勵，人們會發現這種差異——那麼，他們會重新回去自己做出第一名。

Managers, Deliberately Encourage and Reward Collaboration

There are a lot of reasons why someone might refuse help from a colleague. Some employees prefer to be self-reliant, others don’t want to feel obligated to return the favor, and still others don’t trust their coworkers’ motives. But these attitudes can increase employees’ risk of burnout and hinder social connections at work.

As a manager, you can encourage and recognize collaborative efforts by calling attention to them and explaining how they contribute to the organization’s goals and mission.

Be sure to demonstrate your willingness to accept help when you need it; employees are more likely to do it if they see their leaders doing it. And be careful not to send mixed messages: If employees who go it alone advance more quickly than those who give and receive support, people will pick up on that discrepancy — and they’ll go back to looking out for number one.

嘗試與你的工作對手合作

在競爭激烈的組織中，員工承受著不斷超越同事的壓力。關鍵在於爭取最好的任務和有限的晋昇機會。但是這種“健康的競爭”可以創造一種殘酷的文化，並且可能阻礙你從最佳狀態出發。

與其在工作中超越競爭對手，不如考慮與他們合作。交流知識、想法和回饋，讓你和他人可以從對方的成功和失敗中吸取教訓。

例如，如果你對一個項目的處理作法有了强硬的回饋，你可能會想把它留給自己。但如果你與同事分享你從經驗中學到的東西，他們可能會回報並分享同樣有價值的資訊。

當然，開放，會讓自己變得脆弱。競爭對手可能是危險的，你必須知道你能信任誰。但這種合作有助於你和你的同事，更不用說對組織的幫助了。

Try Collaborating with Your Work Rivals
In highly competitive organizations, employees are under constant pressure to outperform their colleagues. At stake are the best assignments and limited promotion opportunities. But this “healthy competition” can create a brutal culture, and may hold you back from performing at your best.

Instead of trying to outdo your competitors at work, consider collaborating with them. Exchange knowledge, ideas, and feedback so that you and others can learn from each other’s successes and failures.

For example, if you got tough feedback about the way you handled a project, you might be tempted to keep it to yourself. But if you share with colleagues what you learned from the experience, they might reciprocate and share equally valuable information.

Of course, opening up — and making yourself vulnerable — to competitors can be risky; you have to know who you can trust. But this kind of collaboration has much to offer you and your colleagues, not to mention the organization. 

當你的老闆責備你的屬下員工時，不要保護他們

你也許會試圖保護你的員工不受來自你的上司的負面責備。也許你容許他們的行為或工作風格困擾你自己，因為你知道他們並沒有阻礙你的表現。

但是如果你的老闆向你抱你的怨下屬的事情，不要讓情况惡化。持續的緊張會影響你與老闆的關係，阻礙下屬的職業前景。

為了解决這種情況，確保你確切地理解你的老闆不喜歡什麼。問焦點問題來確定問題。然後與員工分享老闆的回饋。不要塗糖衣。你可能需要給出一些具體的建議，比如什麼時候來開會或者如何寫一封電子郵件。讓你的員工明白你的意圖是幫助他們提高你上司的形象，這樣做才是他們最大的利益。

When Your Boss Criticizes Your Direct Report, Don’t Protect Them

It might be tempting to try to protect your employee from negative feedback that comes from above. Maybe you allow behaviors or work styles that bother a senior executive because you know they’re not standing in the way of performance.

But if your boss has complained to you about something your subordinate does, don’t let the situation fester. The ongoing tension could affect your relationship with the boss and hinder your subordinate’s career prospects.

To address the situation, make sure you understand precisely what your boss doesn’t like. Ask focused questions to identify the issue. Then share that feedback with the employee — in detail. Don’t sugarcoat it. You might need to give specific recommendations, like when to arrive for a meeting or how to write a certain kind of email. Make it clear to your employee that your intention is to help them improve their image in your superior’s eyes — and that it’s in their best interests to do so.