如何處理道德問題？

要指出員工的道德問題，要比不同意他所提議的提高產品價格，或是何時推出新產品等，要困難許多。

以下建議，讓你可以用不引起爭吵，又具有建設性的方式來處理員工的道德問題：

1. 將衝突看成是商務事件。對他發生的道德事件，要當成是商務事件。提出你所收集到的事實細節，妥善的修飾為適當的語言來告訴當事人，讓他知道他的行為如何影響到了公司的運營管理。
2. 說明這是你工作職責的部分。一個道德事件也許表面上看來不牽涉到實際的工作，但是，你應該確認事實后，想清楚，當成是公司內每個人必須處理的事情，而非你個人的價值取向。
3. 擺正自己。不要讓人感覺你有偏執去取締一項道德事件，喜歡搞衝突。你應當不偏不倚的正當行事。

How to deal with moral problems?

It's a lot harder to point out the moral problems of an employee than to disagree with what he proposes, to raise the price of a product, or when to launch a new product.

The following advice allows you to deal with employees' moral issues without causing arguments or constructive ways:

1. Handle as business events. He happened to moral event. Take it as a business event. Put your collected facts and details, properly modified to the appropriate language to tell the parties. Let him know that how his behavior affect the company's operational management.
2. Treat this is part of your job responsibilities. A moral event may appear on the surface is not involved in the actual work. However, you should confirm the facts, think clearly, as everyone within the company must deal with, rather than your personal value orientation.
3. Put yourself in the right place. Don't let anyone think you're paranoid. Stop a moral issue and enjoy a conflict. You should act impartially and impartially.

不需細微管理的管理

無論是新科主管或是有經驗的主管，都經常困擾於是否應該介入其屬下的日常工作的細微管理上。你希望能夠給予屬下足夠的授權，讓他們自行做主，而你只需要提供給他們必要的協助。然而，這樣做，屬下就能夠自行把工作做好來嗎？

 你可以這樣做管理：

1. 前置準備。在他預備展開工作前，問他幾個關鍵問題：有哪些人必須參與這個項目？你需要哪些資源？你有工作進度計畫嗎？你明白應該做到哪些指標，才能達到老闆要求的目標嗎？你知道在什麼時候應該向上級報告進度嗎？讓他明確回答這些問題，能夠確保屬下確實能夠執行你交待的任務，而不需要你在過程中介入細節。
2. 執行過程中的參與。依照你與屬下訂好的約定，制定項目執行過程的檢查點，參與討論，瞭解他遇到的困難，並提供他必要的協助，或是修正工作計畫。
3. 事後檢討。當項目完成後，共同檢討，指出完成了哪些具體目標，哪些方法不可行，以及他學習到了什麼。

Management without Micro-Management

Whether the new supervisor or experienced supervisor, are often plagued by fine management on whether we should intervene in its daily work. You want to be able to give their sufficient authorization, let them make their own decision. You only need to provide them with necessary assistance. With such way, your subordinates can do a good job?

You can manage it like this:

1. Pre prepared. In his preparation work before he asked several key questions: Who must participate in the project? What resources you need? What is your working schedule? Do you know what should be done to achieve the requirements of the indicators? What is boss target? Do you know what should report to superiors at what time? Let him answer these questions clearly, to ensure that he is really capable of performing the task you gave, but don't need you in the process of mediation into details.
2. Your participation during the process of execution. Under setting a good agreement, making the project execution process of check points, and participate in the discussion, to understand his difficulties, and to provide him with the necessary assistance, or revised work plan.
3. When the project was completed, arrange a review. Jointly review what specific objectives had been achieved, which methods were not feasible, and what he had learned.

如何得到同事的關注？

要取得讀者的關注，你必須妥善安排你要傳遞的資訊。無論你是要做一場簡報、或是寫一封郵件、或是和你的老闆交談，以下是建議的作法：

1. 直接敘述你希望做什麼。忙碌的同事不會有時間閱讀你的全文。將你最重要的目的寫在文件的開頭。
2. 解釋你的理由。條列出你的主張理由，為什麼你想要這麼做？
3. 連接大願景。向你的讀者解釋為什麼他們應該關切？點出和他們的發展有關係的重點，說明你的主張會如何與他們的發展目標相關？
4. 呼籲採取行動。在你陳述了你主張后，再次請求大家以行動支持你的主張。

用假設口氣來帶動團隊參與

作為一名團隊領導者，如果你直接給予指令，要求團隊依照你的辦法來完成工作，會剝奪了團隊成員對工作的所有權感覺。

以後，當你和團隊成員開會時，與其說：“這是我認為工作應該進行的方式。”，不如換個假設口氣的口吻說：“這是我暫定的想法，但是我可能是錯的。”

如此，你可以鼓勵他們說出不同意你的觀點的理由，並且提出他們的修正意見。這種對話方式，可以讓他們把顧慮說出來，並且如果大家一起討論，修正后，每個人都會更有參與感。

Use a hypothetical tone to motivate team participation

As a team leader, if you give direct instructions and ask the team to do the work according to your method, it will deprive the team members of their sense of ownership of the work.

Later, when you meet with team members, it's not like, "This is the way I think the work should be done." Instead, say in a hypothetical tone, "This is my tentative idea, but I may be wrong."

In this way, you can encourage them to give reasons to disagree with your point of view and offer their amendments. This kind of dialogue can let them express their concerns, and if we discuss it together, after revision, everyone will feel more involved.

練習靈巧作決策

你是依據數據與分析來作決策，還是憑著直覺來作決策？多數的決策者傾向於召開會議來作出合理的決策，但是直覺與膽識的力量也不能被忽視。

事實上，許多領導者會錯失掉很好的發展機會是因為他得到的數據并沒有評估出風險程度，而那些風險可能是值得承擔的。

優秀的領導者通常會兼顧兩種決策模式。如果你已經很擅長收集數據、分析數據，來支持你的決策，請也同時以這些數據來測試是否符合你的經驗與直覺。相對的，如果你具有觀察消費者反應的直覺力，也請挖出更多具體的支持數據。

如何讓人們樂意來開會？

開會是要討論重要的事項，但是許多時候有實際貢獻能力的人不太樂意參加開會，因為他們的意見常常不受重視。然而，獲得有價值的人來出席會議，是讓會議成功的重要因素。

那麼，你如何讓人們樂意來開會呢？

1. 不要霸佔會議。這是因為如果你霸佔了會議，就會讓別人沒有時間來表達他們的重要意見。你應該讓至少三個人發言后，才接續發言。
2. 重視發言。你可以複述其他人發言的摘要，然後謝謝他，如此顯示出你對發言人的重視。
3. 邀請發言。你應該在會議進行中請教每個人的意見。不要擺出對抗的姿態，而可以如此說：“你有什麽意見可以分享嗎？”

How can people be happy to come to a meeting?

The meeting is to discuss important matters,but many times have actual contribution to the ability of people is not willing to participate in the meeting, because their views are often neglected. However, get people to attend the meeting, is an important factor for the success of the meeting.

So, how do you make people happy to come to the meeting?

1. Don't hold meetings. It's because if you take the meeting, you don't have the time to express their important opinions. You should let at least three people speak before you speak.
2. Pay attention to the speech. You can retell the summaries of other people's speeches and thank him, so show importance of speakers.
3. Invite to speak. You should ask everyone's opinion at the meeting. Don't put on a confrontational attitude. Instead, you can say, "Do you have any ideas to share?"

作為稱職老闆的基本要素

1. 可靠的。信任，是作為老闆的必須的基本特性。你應該總是信守自己所言。
2. 有影響力的。你的部屬必須依靠別人的支持配合才能完成他的工作。因此，你必須建立起讓你下面的其他員工都能夠一起配合的工作關係，讓團隊的工作生產力提升。
3. 專注團隊運作。團隊集體的力量，要大於個體力量的總和。領導者要能夠聚集團隊一起合作，賦予任務目標，清楚的執行計劃，以及建立起“我們”而非“我”的團隊文化。

Basic element of a competent boss

1. Reliable trust is essential to being a boss. You should always keep what you say.
2. Influential. Your subordinates must rely on the support of others to complete his work. Therefore, you must set up working relationship for other employees, so that the team works productive.
3. Focus on the operation of the team. The team collective power is greater than the power of the individual strength. The leaders have to be able to gather team for clear mission objectives, implementation plans, and to establish the "We" instead of "I" culture of the team.

為什麼你必須授權？如何進行授權？

要讓企業經營成功，你必須將你的責任與權力分享給你的員工。

你是否經常感覺需要更長的工作時間？你是否有太多的工作，但是你甚至不確定你是否能夠著手解決？如果這是事實，那麼你就像絕大多數的企業經營者一般整天疲於奔命。但是，這是如何發生的？最常聽到的理由包含了：

1.    你太過忙碌以至於沒有時間進行授權或是訓練其他人。

2.    你沒有足夠時間去解釋工作項目內容。

3.    你本人是最佳或是唯一人選。

4.    沒有其他人夠資格擔當任務。

5.    如果你授權了，你將失去權威或是控制力。

結果：你總是被其他重要事項牽絆住，而一些項目老是拖延著。其他人在等著你，甚至他們閑得發慌，他們缺乏夠挑戰的項目來磨練他們的技能。一些希望參與他們有興趣的項目，並且可以從中鍛煉技能，得到成長機會的員工，無法得到滿足。顯然，無可避免的，公司的生產力與獲利能力都受到傷害了。

在這種情況下，你必須進行授權。尤其是當員工覺得他們需要有機會學習新技能，吸取更多知識，並且願意和公司站在一起的時候。你最好不要老是只扔一些無趣的工作給他們。當員工獲得授權，可以為公司抗下重要責任時，他們會感覺受到激勵、鼓舞。受到激勵的員工，通常都能夠發揮高生產力。難道這不是你想要的員工嗎？

那麼，你應該如何進行授權？

首先，找到最佳人選。諷刺的是，最佳人選通常並不總是公司內最有經驗或是知識最豐富的人。最佳人選通常來自於最渴望學習，最想要展現他可以擔當重任的人。要發現這樣的人選，你必須經常走入員工圈子裡，去認識他們，去瞭解他們比較有興趣接受什麼樣的挑戰。

其次，將項目的目標清楚而邏輯的描述清楚，並且定出幾個重要的實施步驟。將這個項目交付給你挑選出來的人來負責，並且確保他明白這些重要的實施步驟。你千萬不要傻呼呼的問他這些問題：【你瞭解了嗎？】，或是：【你聽到我說什麼了嗎？】這樣的問題，通常會得到的答覆一定是：【Yes!】,無論他是否真實聽清楚了。沒有人會希望讓老闆感覺到他是無能的人。正確的作法是，你應該這樣問：【你第一步要做什麼？第二步呢？】，【在那個部分你需要支援？】，【那個部分你覺得比較容易入手？那個部分你覺得比較困難？】，【你預備找那幾個人來分配工作？】，【有哪些你覺得還不夠清楚，我們還需要再討論？】

第三，訂出清楚的查核點，以及要求完成期限。要知道你的員工並沒有像你一般熟練，他通常不能自行管理。你必須訂出一些關鍵實施步驟的查核點、查核方式、以及實施查核的日期，讓獲得授權，負責項目的員工知道在什麼時間應該將他的工作進度與實行結果向你如實報告。如此，你才能確實掌握工作進度與品質，確保項目如期完成。

第四、確實的經常給予指導。一些新人需要經常得到正面與負面的指導意見，如此他們才知道該如何改進，並滿足你的期望。如果你沒有在項目發展過程中經常給予查核與提供意見，員工會認為他們正確無誤的在進行著。但是，這不是事實，而你絕對不希望太遲才發現員工犯下的錯誤。

最後，當項目完成後，和你所授權的員工進行檢討。這樣，你的員工會知道哪些是正確的，哪些是錯誤的。他們會因此知道如何做好下個項目。經由這樣的檢討，你自己也會知道如何改進，更重要的，你會知道你所挑選的人，是否具有承擔更大責任的潛力，或是，你下次應該替換一個合適的人。

Why do you have to authorize? How to authorize?

To make the business successful, you must share your responsibility and power with your employees.

Do you often feel that you need to work longer hours? Do you have too much work, but you're not even sure if you can work it out? If that's the case, then you're like most business operators who are tired all day. But how did this happen? The most frequently heard reasons include:

1. You are so busy that you don't have time to delegate or train others.
2. You don't have enough time to explain the work items.
3. You are the best or the only person.
4. No one else is qualified for the task.
5.  If you delegate authority, you will lose authority or control.

Result: You are always stuck in other important things, and some projects are always delayed. Others are waiting for you, even if they are idle, and they lack challenging projects to hone their skills. Employees who want to participate in projects they are interested in and can develop their skills and opportunities for growth cannot be satisfied. Obviously, inevitably, the productivity and profitability of the company are hurt.

In this case, you must authorize. Especially when employees feel they need opportunities to learn new skills, learn more knowledge, and be willing to stand with the company. You'd better not just throw some boring work at them all the time. Employees feel motivated and inspired when they are empowered to take on important responsibilities for the company. Employees who are motivated are usually able to achieve high productivity. Isn't this the employee you want?

So, how should you delegate authority?

First, find the best candidate. Ironically, the best candidate is not always the most experienced or knowledgeable person in the company. The best candidate usually comes from the person who is most eager to learn and most eager to show that he can shoulder the heavy responsibilities. To find such candidates, you must often step into the employee circle, get to know them, and understand what challenges they are more interested in taking.

Secondly, the objectives of the project are clearly and logically described, and several important implementation steps are identified. Deliver this project to your chosen person and make sure that he understands these important implementation steps. You mustn't foolishly ask him these questions: “Do you understand? ” Or: “Did you hear what I said? ” The usual answer to such a question must be: [Yes!], whether he really hears it or not. No one wants to make the boss feel that he is incompetent. The correct way to do this is to ask: “What is your first step? What about the second step?Where do you need support?” “How many people are you going to find to assign jobs?  What do you think is not clear enough, we need to discuss it again?” 

Third, set clear checkpoints and deadlines for completion. Know that your employees are not as skilled as you are. They usually can't manage themselves. You must set up checkpoints, methods and dates for key implementation steps so that the authorized project staff know when to report their progress and results to you truthfully. In this way, you can really grasp the progress and quality of the work and ensure that the project is completed on time.

Fourth, give guidance regularly. Some newcomers need constant positive and negative guidance so that they know how to improve and meet your expectations. If you don't check and advise regularly during project development, employees will think they are doing it right. But that's not true, and you definitely don't want to discover employees' mistakes too late.

Finally, when the project is completed, review it with your authorized staff. In this way, your employees will know what is right and what is wrong. They will therefore know how to do the next project well. Through such a review, you will know how to improve yourself. More importantly, you will know whether the person you choose has the potential to take on greater responsibility, or whether you should replace the right person next time.

你被叼擾夠了嗎？

領導不是單兵作戰。領導者隨時都會被一群人圍繞著，批評他的想法、批評他的缺點，以及要求他如何做才對。

要成為一名有效的領導者，你必須有詳實的資訊，以及人們給你誠懇的意見。

因此，光是採取開放態度來接收信息與意見，已經不夠了。你還要去叼擾別人，請別人儘可能的來叼擾你。

你必須建立這樣開放而信任的文化，讓你的團隊成員知道愈願意叼擾你的人，愈受到你的歡迎。

Have you be bothered enough?

Leaders are not individual soldiers. Leaders are always surrounded by a group of people. They criticize his ideas, criticize his shortcomings, and ask him how he can do it.

To be an effective leader, you must have detailed information and people give you honest opinions.

So, it's not enough to just open your mind to receive information and opinions. You have to pick up other people and ask them to try to catch you as much as you can.

You must build this open and trusting culture and let your team members know that the more willing to harass you, the more welcome you are.

對你最聰明的人，什麼該說？什麼不該說？

在你的組織裡，有最大能力增加價值的人，不一定是擁有高頭銜的人，也不一定是有高學歷的人。他們通常也不是容易接受管理統禦的人。對這些最聰明的人，什麼該說？什麼不該說？ 

1. 應該向他們說明事情並鼓勵他們去做，但是不要告訴他們如何去做。聰明的人一般不樂意直接接受領導者的意見，他們想要知道你為什麼要他們去做。
2. 用你的專業，而非用你的權威來領導。聰明的人通常對領導者的頭銜不買帳。
3. 告訴他們你要他們做什麼，而不是告訴他們如何去做。聰明的人通常樂於自己找到解決問題的方法並且樂於接受挑戰。

To wisest people, what should you say? What should not be said?

In your organization, have the greatest ability to increase the value of the people, do not necessarily have high title, also do not necessarily have a high degree of people. They are also not easy to accept the management of governing the people. Most of these smart people, what to say? What not to say?

1. Things should be explained to them and encourage them to do it, but don't tell them what to do. Intelligent people are generally not willing to directly accept leader’s views, they want to know why you want them to do.
2. Lead with your professional, not with your authority. The wise man usually not buy-in leader’s title.
3. Tell them what you want them to do instead of telling them how to do it. Smart people are usually happy to find their own solutions and be willing to take challenges.