通過更多地瞭解您的同事來解决跨部門協作的問題

公司在成長過程中自然會分裂成小碉堡，這些小碉堡通常會感到彼此競爭。但是跨部門的緊張關係不能妨礙團隊的成功。

如果你領導一個歷史上與另一個部門存在分歧的部門，那麼就與另一個部門的同事聯系，讓他們知道你希望更好地合作。

第一步是讓雙方瞭解對方的工作。花時間討論你的部門在做什麼，以及你的團隊之間的互動是什麼樣的。（你可能聽到這樣的話，“我不知道你會那樣做！難怪我們的要求會讓你發瘋。”）

仔細考慮一下你需要一起做的决定，然後决定誰會接到最後的電話。您可能還需要確認部門之間的歷史包袱。

這些對話的目標是建立相互尊重和致力於集體成功。

Resolve Cross-Departmental Problems by Learning More About Your Counterparts

Companies naturally fragment into silos as they grow, and it’s common for those silos to feel competitive with each other. But cross-departmental tensions don’t have to get in the way of your team’s success.

If you lead a function that historically has been at odds with another, reach out to your colleagues in the other department and let them know you’d like to collaborate better.

The first step is for both sides to understand each other’s work. Spend time talking about what your departments do and what it’s like for your teams to interact. (You may hear something like, “I had no idea you do that! No wonder our requests drive you crazy.”)

Think through the decisions you’ll need to make together, and determine who will get the final call. You may also need to acknowledge the historical baggage between your departments.

The goal of these conversations is to build mutual respect and commit to collective success.

幫助患有產後抑鬱症的員工

對於任何一個新父母來說，重返工作崗位都是困難的，但是對於那些患有產後抑鬱症的人來說，這種轉變尤其困難。（記住，產後抑鬱症對男女都有影響。）

如果你管理一個剛生了孩子的人，要密切關注他們的表現——父母的鬥爭並不總是表現在外面。有些人可能因為工作太努力而過度補償，而另一些人則可能表現出失去熱情。

讓自己熟悉公司提供的服務——可能包括工作父母的團體、諮詢的醫療保險、產後瑜伽或冥想課程——以便幫助員工獲得支持。提供彈性工作時間、遠程辦公、逐步返回或同伴指導等選項。

事實上，把這些東西提供給所有的團隊成員是一個好主意，這樣新的家長就不會覺得被孤立了。找到方法讓支持員工及其心理健康成為你文化的一部分。

Helping an Employee Who’s Struggling with Postpartum Depression

Going back to work is tough for any new parent, but the transition is especially difficult for those suffering from postpartum depression. (Remember, postpartum depression affects both women and men.)

If you manage someone who has recently had a baby, pay close attention to how they’re doing — a parent’s struggle doesn’t always show on the outside. Some people may overcompensate by working too hard, while others may show a loss of enthusiasm.

Familiarize yourself with the services your firm offers — which may include groups for working parents, health care coverage for counseling, or post-natal yoga or meditation classes — so that you can help your employee access support. Offer options such as flex time, telecommuting, gradual return, or peer mentoring.

In fact, it’s a good idea to offer these things to all team members so that the new parent doesn’t feel singled out. Find ways to make supporting employees and their mental health part of your culture.

什麼是團隊？

將個別員工組合為追求共同目標的團隊

無論你在生活中找到什麼樣的工作，你也會成為一個團隊。基本上，團隊是指為實現一個目的或一個目標而組織起來相互依存、相互協作的任何一組人。

你可以參加許多不同的工作團隊。您最基本的團隊通常是您的部門團隊，即組織您生產產品或服務的團隊。您的最終產品可以直接為公司的外部客戶服務，也可以為您支持生產直接為客戶服務的產品的內部客戶服務。

商業團隊如何取勝？

團隊是為長期和短期互動而創建的。一個產品開發團隊、一個執行領導團隊和一個部門團隊是長期規劃和運營團隊。他們的勝利之路是繼續生產高品質的工作，為公司提供持續的價值。

他們可以通過强大的銷售（在銷售團隊的情况下）或通過降低成本（例如工作以减少營業額的人力資源團隊）來實現其價值。當他們的新產品（對於產品開發團隊）超過競爭對手時，團隊也可以獲勝。當你想到為一個生產團隊贏得勝利時，記錄生產的零件數量就是勝利。

組織通常擁有不專門為外部客戶提供產品或服務的團隊。相反，他們的目的是創造一個能促進員工幸福、敬業、健康和安全的工作環境。

團隊通常將成員的任期限制在一年，這樣許多員工就有機會為這些團隊服務並帶來新的想法。這些團隊的例子包括員工活動委員會、健康安全團隊、綠色環境團隊、員工健康委員會和員工激勵和士氣委員會。

短期團隊可能包括一個為開發員工入職流程而組建的團隊、一個計畫年度公司聚會的團隊、一個實施客戶數據收集系統以評估服務質量的團隊或一個負責響應特定客戶問題或投訴的團隊。

這些短期團隊通過實現目標而獲勝。

工作績效的最佳團隊規模是多少？

最適合團隊績效的團隊規模是一個備受研究和爭論的話題。問題是，在確定最佳團隊規模時，需要考慮許多因素。

影響最佳團隊規模的因素包括：

• 你組建團隊的目的
• 您對團隊及其成員的期望
• 團隊成員需要扮演的角色
• 最佳團隊績效所需的凝聚力和互聯性的數量
• 團隊的功能、活動和目標

確定最佳團隊規模並非易事。然而，一般來說，最佳團隊規模是5-7名成員。繼續有效運作的團隊規模是4-9名成員。而且，大家都知道，每個團隊都有12名成員，能够團結一致地發揮作用。

如果您尋求有效的輸入，最佳團隊規模從兩個以上到18-20個成員不等，但這些人不希望形成一個有凝聚力、高度互聯的團隊。

在大多數情况下，大型團隊在團隊中組成子團隊和工作組，以完成實際的項目工作。例如，這些較大的團隊對於戰略規劃輸入、總體項目溝通、為想法建立支持等都是有效的。

組織中的共同團隊

三種常見的團隊類型包括職能或部門、跨職能和自我管理。

• 職能或部門團隊。

來自同一工作區域或部門的人員，他們定期會面，分析客戶需求，解决問題，為成員提供支援，促進持續改進，並共享資訊。

這些是你在工作場所最熟悉的團隊。你甚至不能使用“團隊”這個詞。相反，你稱之為部門，但它實際上是一個團隊。成員們齊心協力完成一個目標。

一起工作並不一定意味著團隊成員之間有持續的互動。例如，在員工關係團隊中，您可能有七名員工關係專家，他們支持七個不同的部門（或其他團隊）。

他們可以獨立工作。但是，一個好的團隊分享成功，幫助團隊成員建立最佳實踐。一個好的團隊也會分享失敗，這樣其他團隊成員就可以學習並幫助開發解決方案。

• 跨職能團隊。

跨部門或工作職能部門聚集在一起處理特定產品、問題、客戶問題或改進特定流程的團隊是跨職能團隊。這些團隊通常都有特定的目標和結束日期。

例如，公司可以組建一個團隊來處理裁員。該團隊由來自人力資源、財務、法律、執行團隊的代表以及來自受影響地區的員工組成。他們密切合作，製定出一個最適合公司的計畫。

每個人都有不同的責任和需要的貢獻。例如，法律與合規性有關，財務與預算有關，人力資源部希望確保保留最好的人員。

• 自我管理團隊。

在工作的各個方面逐漸承擔自我指導責任的團隊稱為自我管理團隊。自我管理團隊共同努力，在沒有太多監督的情况下實現目標。

當你在團隊中有能力、獨立的員工時，這些團隊是非常有效的。他們經常向老闆或團隊領導報告他們的發現或進展，但老闆不一定積極參與團隊。

開會時，抓住決定性時機

每一個重要的會議都會有一個決定性時機，可以帶來突破性的結果。這樣的時機來臨前通常充滿著各種不確定因素。當團隊成員都不肯定下一步怎麼辦的時候，如果有人採取行動，可以讓事情往前推動。

在你下次要開重要會議之前，預先想好這樣的決定性時刻會如何發生，並且想想你會怎麼做。你不需要一個詳細的計畫，只需要心理有準備，對於出現的機會有所知覺，並想好你會如何抓住這樣的關鍵時刻。

Seize the decisive moment in a meeting

Every important meeting will have a decisive opportunity to bring about breakthroughs. Such an opportunity is usually preceded by uncertainties. When team members are not sure what to do next, if someone takes action, they can push things forward.

Before you have your next important meeting, think ahead about how such a decisive moment will happen and how you will do it. You don't need a detailed plan, you just need to be mentally prepared, aware of the opportunities that arise, and think about how you can seize these critical moments.

授權員工

你對自己的個人能力感興趣還是對員工的能力感興趣？雇主和員工對授權是什麼，以及如何實时工作都有不切實際的看法。

賦權是使個人能够或授權個人以自主、獨立、自我導向的管道思考、行為、採取行動、控制工作和工作決策的過程。

這是一種感覺自己有能力掌控自己命運的狀態。

授權就是感覺能够控制你的工作環境，並且你被允許在你所控制的領域做出决定，並且在你的工作中承擔責任。

當從人際關係的角度考慮授權時，儘量避免把它看成是一個人為另一個人所做的事情。這是組織對授權概念所經歷的問題之一。人們認為某人，通常是經理，必須賦予那些向他或她報告的人權力。

因此，報告員工等待授權的授予，經理問為什麼人們不以授權的管道行動。在許多組織中，這種給予和等待導致了普遍的不愉快，大部分是不值得的，並帶有授權的概念。不要讓這種情況在你的組織中發生。

你最大的成功來自於被授權的員工採取行動，而不是等待許可。

相反，把授權看成是個人能够以自主的作法採取行動、控制工作和決策的過程。授權來自個人。

組織有責任創造一個工作環境，幫助培養員工在被授權下，能夠以他的能力與行動，實現組織和個人的願望。

工作組織有責任消除那些限制員工以授權方式行動的障礙。

同樣，把授權看成是組織受益於採用的員工哲學和戰畧。在包括任務和目標的組織的戰略框架內運作的賦權員工提高了工作場所的生產率和效率。

他們能够更有效地執行他們的工作，而不會感到好像他們在等待一個决定，等待訓示，並等待許可採取行動。當自我指導成為規範時，他們變得更加負責任和負責。

授權是一種理想的管理和組織風格，使員工能够實踐自治，控制自己的工作，並利用他們的技能和能力，以造福於自己的組織和自己。我建議授權。

Empowering Employees

Are you interested in your personal abilities or in the abilities of your employees? Employers and employees have unrealistic views on what empowerment is and how to work in real time.

Empowerment is a process that enables or empowers individuals to think, act, take action, control work and make decisions through independent, independent and self-directed channels.

It's a state of feeling capable of controlling one's own destiny.

Empowerment is the feeling that you can control your work environment, and that you are allowed to make decisions in areas under your control and take responsibility in your work.

When considering empowerment from the perspective of interpersonal relationships, try to avoid seeing it as something done by one person for another. This is one of the problems that organizations experience with the concept of empowerment. It is believed that a person, usually a manager, must be empowered to report to him or her.

Therefore, the rapporteur waits for the authorization to be granted, and the manager asks why people do not act in authorized pipelines. In many organizations, this kind of giving and waiting leads to widespread unpleasantness, mostly unworthy, and with the concept of empowerment. Don't let this happen in your organization.

Your greatest success comes from empowered employees taking action, not waiting for permission.

Instead, empowerment is seen as a process in which individuals can act, control and make decisions in an autonomous manner. Authorization comes from individuals.

It is the responsibility of the organization to create a working environment to help nurture employees who are empowered to fulfill their organizational and personal aspirations through their abilities and actions.

Working organizations are responsible for removing obstacles that restrict employees from acting in an authorized manner.

Similarly, empowerment is seen as an employee philosophy and battlefield that organizations benefit from. Empowered employees operating within the strategic framework of organizations that include tasks and objectives improve productivity and efficiency in the workplace.

They can perform their work more effectively without feeling as if they are waiting for a decision, for instructions, and for permission to take action. When self-guidance becomes the norm, they become more responsible and responsible.

Empowerment is an ideal management and organizational style, enabling employees to practice autonomy, control their work, and use their skills and abilities for the benefit of their organizations and themselves. I suggest authorization.

有領導風格的授權

你的領導風格是情境性的。你的領導風格取決於任務、團隊或個人的能力和知識、可用的時間和工具以及期望的結果。

作為首長、經理或團隊領導者，你每天都要作出决定，决定在每一個工作場合中採用什麼樣的領導風格。你希望促進員工的參與和員工賦權，使你的團隊成員能够盡最大努力工作。

這些成功授權的技巧將幫助向你您報告的人員在獲得最大授權時獲得成功。當他們成功了，你就成功了。永遠不要忘記職場成功的內在聯系。

領導風格提示

1. 無論何時可能，當委託工作時，給那個人一個完整的任務。（如果你不能給員工一個完整的任務，請確保他們理解你分配給他們的任務所包括的項目或任務的總體目的。）如果可能，將它們連接到管理或計畫工作組。工作人員在意識到大局時作出最有效的貢獻。
2. 當員工覺得自己屬於比自己更重要的事情時，他們就是更有效的執行者。通過給他們一個完整完整的畫面，你可以確保他們感覺自己是整個計畫的一部分。這使他們覺得在事情的安排中更重要。瞭解預期目標、期望和結果的人對自己的工作做出更好的决定，因為他們有自己作出决定的背景。
3. 確保員工完全理解你要他們做什麼。提出問題，觀察工作表現，或者讓員工給你迴響，以確保你的指導被理解。沒有人想做錯事，或者看著自己的努力和貢獻沒有產生影響。囙此，確保你和員工分享你委派的每一項任務的目標和期望結果的含義。
4. 如果你有一個成功的結果或產出會是什麼樣子的圖片，與員工分享你的圖片。你想糾正這個人。你不想愚弄你授權給他的人去完成一項任務，相信除非你那樣想，否則任何結果都會發生。你的員工寧願和你分享你要找的東西，也不願讓他們猜。
5. 確定項目的關鍵點，或者你想要對進度進行回饋的日期。這是關鍵路徑，提供你需要的回饋，而不會導致你微觀管理您的直接報告下屬或團隊。你需要確保所委託的任務或項目處於正軌。你還需要有機會影響項目的方向以及團隊或個人的決策。如果你從一開始就指定了這條關鍵路徑，你的員工就不太可能感到被微管理，或者你好像在監視他們的每一步。
6. 確定用於確定項目成功完成的度量或結果。這將使業績發展規劃更加可衡量，也更加不主觀。
7. 事先確定你將如何感謝和獎勵員工成功完成你委託的任務或項目。這種認知加强了員工的積極自我形象、成就感以及認為他是關鍵貢獻者的信念。

使用授權作為領導風格的注意事項

授權可被接受更多工作的員工視為傾銷。年輕的員工會抱怨說，雖然他對更負責任的工作和迎接新的挑戰非常感興趣，但他覺得他的經理大部分時間只是給他更多的工作去做。

因此，一些被授權的工作更具挑戰性；出席會議期間他幫助影響開發產品的方向是具有挑戰性的、令人興奮的和負責任的。

他相信他的經理不理解這種差異，所以他把大部分時間都花在了更多平凡、重複性的工作上。這種工作量使他工作時間長，週末也長，影響了他承擔更多責任的能力和家庭義務。

無可否認，任何工作都有它那份必須完成的日常任務。有些人不喜歡歸檔，有些人不喜歡給客戶開帳單。有些人也不喜歡洗碗或倒洗碗機。但是，經理必須謹慎地平衡更多的工作授權和要求更多的責任、權力和挑戰的工作授權。

成功的授權作為一種領導風格需要時間和精力，但是值得花時間和精力幫助員工參與和賦予員工權力作為一種領導風格獲得成功。花時間和精力幫助員工成功、發展和滿足你的期望是值得的。你培養了員工的自信，那些感覺成功的人通常都是成功的。

Leadership empowerment

Your leadership style is situational. Your leadership style depends on tasks, team or individual abilities and knowledge, available time and tools, and desired outcomes.

As a leader, manager or team leader, you make decisions every day about what leadership style to adopt in every workplace. You want to promote employee participation and empowerment so that your team members can work as hard as possible.

These successful empowerment techniques will help those who report to you to succeed in getting the most empowerment. When they succeed, you succeed. Never forget the intrinsic link between success in the workplace.

Leadership Style Tips

1. Whenever possible, when delegating work, give that person a complete task. (If you can't give employees a complete task, make sure they understand the overall purpose of the project or task that you assign them.) If possible, connect them to a management or planning working group. Staff make the most effective contribution when they are aware of the overall situation.
2. Employees are more effective implementers when they feel they belong to something more important than themselves. By giving them a complete picture, you can make sure they feel part of the whole project. This makes them feel more important in the arrangement of things. People who know the expected goals, expectations and outcomes make better decisions about their work because they have their own backgrounds for making decisions.
3. Make sure employees fully understand what you want them to do. Ask questions, observe performance, or ask employees to respond to you to ensure that your guidance is understood. No one wants to do something wrong, or watch their efforts and contributions have no impact. In this way, make sure that you and your employees share the meaning of the goals and expected outcomes of each task you delegate.
4. Share your pictures with employees if you have a successful outcome or output. You want to correct this person. You don't want to fool the person you delegate to accomplish a task, and believe that unless you think that way, anything will happen. Your employees would rather share what you're looking for than let them guess.
5. Identify the key points of the project, or the date on which you want to feedback on the progress. This is the critical path to providing the feedback you need without causing you to micromanage your direct reporting subordinates or teams. You need to make sure that the tasks or projects you delegate are on track. You also need opportunities to influence the direction of the project and the decisions of the team or individual. If you specify this critical path from the beginning, your employees are less likely to feel micromanaged, or you seem to be monitoring every step of their lives.
6. Determine the metrics or results used to determine the successful completion of a project. This will make performance development planning more measurable and less subjective.
7. Determine in advance how you will thank and reward employees for successfully completing the tasks or projects you have entrusted to them. This recognition strengthens employees'positive self-image, sense of achievement and belief that they are key contributors.

Empowerment as a Caution of Leadership Style

Empowerment can be regarded as dumping by employees who accept more work. Young employees complain that although he is very interested in more responsible work and meeting new challenges, he feels that his manager spends most of his time just giving him more work to do.

As a result, some of the mandated tasks are more challenging; it is challenging, exciting and responsible for him to help shape the direction of product development during the meeting.

員工參與

員工參與正在創造一種環境，在這種環境中，人們對影響其工作的決策和行動產生影響。

員工參與既不是目標，也不是工具，這在很多組織中都是實踐。相反，它是一種管理和領導哲學，是關於人們如何最有能力為持續改進和工作組織的持續成功作出貢獻。

對於那些希望創造一種賦權、持續改進的工作場所的組織，一個可靠的建議是盡可能讓人們參與工作決策和規劃的所有方面。這種參與新增了所有權和承諾，留住了你最好的員工，並培養了一個環境，人們選擇被激勵和貢獻。

如何讓員工參與決策和持續改進活動是參與的戰畧方面，可以包括建議系統、製造單元、工作小組、持續改進會議、改善（持續改進）事件、糾正措施過程以及定期與上級討論等方法。

大多數員工參與過程的本質是培訓團隊效力、溝通和解决問題；開發獎勵和認可系統；以及經常分享通過員工參與努力獲得的收益。

員工參與模式

對於那些希望應用模式的人和組織來說，以提供了連續不斷的領導和參與，包括對員工的作用越來越大，對首長在決策過程中的作用越來越小。連續統包括這種進展。

• 宣佈：首長作出决定，並通知員工。首長提供完整的指導。
• 推銷：首長作出决定，然後試圖通過“推銷”决定的積極方面來獲得員工的承諾。
• 諮詢：首長在保留自己作出最終決定的許可權的同時，邀請對决定進行回饋。
• 參與：首長邀請員工與首長一起作出决定。首長認為她的聲音在決策過程中是平等的。
• 委託：首長將决定移交給另一方。

實際授權階段的例子：

• 宣佈：當溝通有關安全問題，政府法規，既不要求也不要求員工輸入的决定時很有用。
• 推銷：當需要員工承諾時很有用，但是這個決定對員工的影響是不開放的。
• 咨詢：協商成功的關鍵是在討論的前端通知員工，他們需要他們的投入，但首長保留做出最終決定的權力。當提供投入的人不清楚這一點時，參與程度最容易引起員工的不滿。
• 參與：成功參與的關鍵是上司真正圍繞一項决定建立共識，並願意保持其影響力與提供投入的其他人的影響力相等。
• 委託：經理要求報告員工對具有指定迴響日期的任務或項目承擔全部責任，因為經理仍然對目標完成負有最終責任。

預期實踐結果與建議

希望對監督滿意度、工作滿意度和團結度產生積極影響並减少溝通焦慮的上司應該努力讓他的下屬認為他採用了以員工為中心（諮詢-參與）的領導風格。然而，管理者不能被員工視為放棄決策責任。

這有一個相對簡單的解釋。接近連續以員工為中心（參與）端的領導風格極大地新增了要求下屬參與決策和/或自己做出決策的程度。

當這種管道變得過分時，上司可能被視為放棄他的職責——自由放任的領導人——甚至拋弃下屬。下屬可能會覺得他們被賦予了比他們的職位所要求的更多的責任，因此，他們工作過度或報酬過低。

因此，儘管首長應試圖被看作採用以員工為中心的領導風格（諮詢、參與），他必須保持監督角色，避免被看作放棄責任。

Employee Engagement

Employee engagement is creating an environment in which people influence decisions and actions that affect their work.

Employee engagement is neither a goal nor a tool, which is engaged in many organizations. On the contrary, it is a philosophy of management and leadership about how people are best able to contribute to continuous improvement and the continued success of working organizations.

For organizations that want to create an empowered and continuously improved workplace, a reliable recommendation is to involve people in all aspects of work decision-making and planning as much as possible. This engagement adds ownership and commitment, retains your best employees, and fosters an environment where people choose to be motivated and contributed.

How to involve employees in decision-making and continuous improvement activities is the battlefield aspect of engagement, which can include suggestion system, manufacturing unit, working group, continuous improvement meeting, improvement (continuous improvement) events, corrective action process and regular discussions with superiors.

The essence of most employee engagement processes is to train team effectiveness, communicate and solve problems; develop incentives and recognition systems; and often share the benefits of employee engagement efforts.

Employee Engagement Model

For those who wish to apply the model, it provides continuous leadership and engagement, including greater and greater role for employees, and less and less role for leaders in decision-making process. The continuum includes this progress.

• Announcement: The head makes a decision and informs the staff. The head provides complete guidance.
• Sales: The leader makes a decision and then tries to gain employee commitment through the positive aspects of the "sales" decision.
• Consultation: While retaining the authority to make the final decision, the head invites feedback on the decision.
• Engagement: The Chief Executive invites employees to make decisions with the Chief Executive. The chief thought her voice was equal in the decision-making process.
• Entrustment: The head will hand over the decision to the other party.

Examples of the actual authorization phase:

• Announcement: It's useful when communicating decisions on safety issues, government regulations, which neither require nor require input from employees.
• Sales: It's useful when employee commitment is required, but the impact of this decision on employees is not open.
• Consultation: The key to successful negotiation is to inform employees at the front of the discussion that they need their input, but the head retains the power to make the final decision. When the input provider is not aware of this, the degree of engagement is most likely to cause employee dissatisfaction.
• Engagement: The key to successful engagement is that the supervisor really builds consensus around a decision and is willing to maintain its influence equal to that of others who provide input.
• Entrustment: The manager asks the Rapporteur to assume full responsibility for a task or project with a specified response date, because the manager is still ultimately responsible for achieving the goal.

Expected Practical Results and Suggestions

Bosses who want to have a positive impact on supervisory satisfaction, job satisfaction and solidarity and reduce communication anxiety should try to convince their subordinates that they adopt an employee-centered (consultation-engagement) leadership style. However, managers can not be regarded as giving up decision-making responsibility by employees.

There is a relatively simple explanation. Close to continuous employee-centered (participatory) leadership style greatly increases the degree to which subordinates are required to participate in decision-making and/or make their own decisions.

When such a pipeline becomes excessive, a superior may be seen as giving up his duties as a laissez-faire leader or even his subordinates. Subordinates may feel that they are given more responsibilities than their positions require, and therefore they are overworked or underpaid.

Therefore, although the head should try to be seen as employee-centered leadership style (consultation, engagement), he must maintain a supervisory role and avoid being seen as abandoning responsibility.