用Check-List來交待項目

能夠明白清楚的交付項目任務是如今快速工作環境中的一個重要領導管理技能。

這個被指派負責這個項目的人是否真的明白必須完成那些工作？他是否會為這個項目傷腦筋？他是否能夠確實完成他所答應的事項？

無論你是將項目任務交待給同儕或是下屬，請用一份雙方都一致的Check-List。它應該包含幾個關鍵問題：例如：“你是否明白優先次序？”，以及，“你需要我支援什麼來確保你能成功完成工作？”你們只需要用5分鐘來核對幾個關鍵問題，確保雙方的認知能夠達成一致。這樣能夠節省彼此的時間，並且降低未來發生錯誤的機會。

Use Check-List to explain the project.

Being able to clearly deliver project tasks is an important leadership management skill in today's fast working environment.

Is the person assigned to the project really understand what needs to be done? Will he be puzzled by this project? Can he really accomplish what he has promised?

Whether you are delegating project tasks to peers or subordinates, use a Check-List that is mutually agreed. It should contain several key questions: for example, "Do you understand priorities?" And, "what do you need me to do to ensure that you can successfully complete your work?" You only need five minutes to check on a few key issues to make sure that both parties agree. This saves time and reduces the chance of future mistakes.

如何給高效員工有激勵的回饋？

不要假設你的高效員工知道她在你心目中有多好。你應該採取以下實際的有效回饋，這是她所期待的，並且也值得你這樣做。

1. 明確她的發展領域。她會明白在公司裡有誰能夠達成你所交付的任務，它有什麼樣的挑戰，以及需要哪些工作能力。這樣具有挑戰的任務安排，是讓她感受到她的重要性與未來成長的機會。
2. 表示你的感激。沒有說出【謝謝】，是領導者經常犯的簡單錯誤。你的明星員工如同其他人一樣，會需要你的讚揚。
3. 經常給予回饋。不要等到項目檢討的時候再來給予回饋，高效員工期待高頻率的回饋，而你也應該這樣做。

How to give motivated feedback to efficient employees?

Don't assume that your efficient employee knows how good she is in your mind. You should take the following practical and effective feedback, which is what she expects and is worth it.

1. Define her development area. She will understand who can accomplish the tasks you deliver in the company, what challenges it faces, and what competencies it needs. This challenging task arrangement is an opportunity for her to feel her importance and grow up in the future.
2. Express your gratitude. Not saying [thank you] is a simple mistake that leaders often make. Your star employees, like others, will need your praise.
3. Give feedback frequently. Don't wait for project reviews to give feedback. Efficient employees expect high-frequency feedback, and you should do the same.

幫助員工聆聽你說了什麼

有些好的創意執行失敗的原因在於溝通不良。領導人認為他已經將相關資訊都傳遞了，但是總之員工就是沒有聽進去。 

你必須改進溝通效率。不管員工是否真的想要聽，你必須讓他聽到你要傳遞的資訊： 

試試這些技巧：

1. 測試你的資訊傳遞效果。以非正式的形式問問你的團隊成員，尤其是那些你懷疑對你存在抗拒的人。然後，你可以依據他們的回應狀況，改進你下次溝通的方式。
2.  給予激勵。這聽起來可笑，你居然要向員工賄賂來讓他聽你說什麼。但是，這樣做還是比讓你的計畫失敗要來得划算。你可以提供午餐或是點心，邀請他們來參加你的會議。你可以在會議中做有獎問答，提高他們對你所傳遞資訊的注意力。
3. 跟進、再確認。確保員工真的聽到並明白你說了什麼，看看他們有什麼問題或是回饋。

Help Employees Listen to What You Are Saying

Some good ideas fail because the communication is bad. The leader thinks he has passed the relevant information, but in a word, the employees just don't listen.

You have to improve communication efficiency. No matter whether the employee really wants to listen, you have to let him hear the message you want to pass:

Try these techniques:

1. Test the effectiveness of information delivered. Ask your team members, especially those you suspected resistance to you. Then, you can improve your communication style next time according to their feedback.
2. Incentives. It sounds ridiculous. You have to bribe employees to allow him to listen to what you say. But it is better than making your plans failed. You can provide lunch or snack, invite them to attend your meeting. In the meeting you can do a quiz, improve they give you information transmitted attention.
3.  Follow up and reconfirm. Make sure that employees really hear and understand what you are saying and see if they have any questions or feedback.

不要搞垮你的團隊

有的時候，團隊里就會有人有本事將團隊的智慧與能力都搞得大家殫精竭慮，士氣低落。有的時候，儘管你無意，但是這個破壞者就是你自己。

以下幾個提示，可以讓你不會成為這個壞蛋，而仍然能夠讓你的團隊閃耀生輝：

1. 不要成為英雄。你不需要凡事都要求有個答案。讓你的團隊成員有機會自己去思考整件事，并提出想法來。
2. 不要粗率的做決定。有的時候，過於快速的決策反而會讓團隊短路，弄不清楚狀況。你可以邀請你的團隊成員參與到你的決策程序中，並且鼓勵進行辯論來產生合理的決定。
3. 謹記言多必失。也許你會沉醉于自己胸韜百略，想要一吐為快。但是，如此反而會讓事情僵住，員工會因敬畏你而噤聲不言，唯唯諾諾。試著閉上尊口，讓你的員工有機會分享他們的想法。

Don't ruin your team

Sometimes, there will be people in the team who have the ability to make the team's wisdom and ability to make everyone exhausted, low morale. Sometimes, even though you don't intend to, the destroyer is yourself.

Here are some tips to keep your team from becoming such a villain.

1. Don't be a hero. You don't need an answer to everything. Give your team members the opportunity to think about the whole thing on their own and come up with ideas.
2. Don't make rash decisions. Sometimes, too fast decision-making will shorten the team and make it unclear. You can invite your team members to participate in your decision-making process and encourage debate to produce reasonable decisions.
3. Keep in mind that more words are lost. Maybe you'll get addicted to your chest and try to vomit quickly. However, this will only stifle things. Employees will be silent and submissive in awe of you. Try to close your mouth and give your employees a chance to share their thoughts.

成為具有自覺力的領導者

太多領導者自以為對什麼事都嫺熟。然而，一個具有自覺力的領導者知道他並不具備可以處理各種事物的能力。有自覺地領導者具有很好的情商，動態的適應各種情境。

如何建立你的自覺能力呢？

1. 觀察你自己的表現。記下你所擅長的，以及你需要改進的，並將這些分享給你的團隊。
2. 明白自己所不知道的。承認在某些領域內你知道甚少。找到這方面的專才來補足你的短板。
3. 關注你對他人的影響力。由於有許多事的推動是和人際關係有關的，明白你對他人所產生的影響力是一個必要的領導能力。你要管理號你的情緒反應，並找到建立良好關係的線索，而不是去摧毀關係。

Be a conscious leader

Too many leaders think of what things are skilled. A conscious leader, however, knows that he does not have the power to handle all kinds of things. A conscious leader with good emotional intelligence will dynamically adapt to situations.

How do you build your conscious abilities?

1. Watch your own performance. Write down what you are good at and what you need to improve and share it with your team.
2. Know what you don't know. Admit that you know very little in certain areas. Find a specialist in this area to make up your short board.
3. Pay attention to your influence on others. Since there are many things to do with relationships, it's necessary to understand your impact on others. You need to manage your emotional responses and find clues to build good relationships instead of destroying relationships.

以想象自己是老闆來成為領導者

在工作上，我們經常以一個功能部門的觀點來提供意見。換句話說，是用一個有限的角度來向老闆回饋意見。我們會如此做，可能是因為難以獲得更廣泛的資訊，或是自認為關切更多並非我們的工作職責。在某些狀態下，可能用一個比較聚焦而狹窄的觀點，可能是比較合適的。

然而，作為一名領導者，就必須有高層次的視角。領導者必須以所有的角度來深思熟慮，并且必須評估各利害相關人的立場與可能受到的影響。

因此，如果你希望未來能夠升級，成為一名領導者，最好現在就以老闆的立場來思考事情。假設自己就是部門主管，或者甚至是企業所有者，你會考慮到什麼樣的問題或是發展機會？你會向誰詢問以獲得好的回饋意見？

以老闆的角度來思考，并不代表你就會得到所有的答案，但是這樣做可以讓你能夠有更廣闊的思維。

Imagine being a boss to be a leader

At work, we often offer advice from the perspective of a functional department. In other words, give feedback to the boss in a limited perspective. We will do so, perhaps because it is difficult to obtain more extensive information, or that we are concerned that more is not our job responsibility. In some states, it may be appropriate to use a more focused and narrow view.

However, as a leader, there must be a high level of view. The leader must be in all directions to deliberate, and must be closely connected the position of each impact assessment and may have.

So, if you want to be promoted and become a leader in the future, it's better to think about things in the boss's shoes. Suppose you are the head of the Department, or even the owner of the business, what problems or opportunities will you consider? Who would you ask to get good feedback?

Thinking from the boss's point of view doesn't mean you'll get all the answers, but doing so will give you a broader mind.

同時管理好兩種衝突

每個團隊通常都會存在一定的衝突，這不見得是壞事。作為領導者，你要有能力判別出現的緊張狀況是破壞性的還是建設性的，而採取正確的處置。

1. 破壞性的衝突，包含人身攻擊，逃避責任，不跟進工作目標，等等，會破壞團隊的互信，這對團隊工作關係是嚴重的。你要認知問題的本質與原委，進行勸導，告訴他這樣的行為會產生何種長期影響，否則，你就得動用你領導者的權威來解決。
2. 建設性的衝突，通常是團隊成員之間，對於重要的項目或是優先次序，發生了不同的觀點。你應該提出關鍵問題，來讓大家明白真實的狀況，然後協助他們進行討論，達成共識，得到具體的解決方案。

Managing Two Conflicts at the Same Time

It's not necessarily a bad thing that every team usually has some conflict. As a leader, you have to be able to judge whether the tension is destructive or constructive and take the right action.

1. Destructive conflicts, including personal attacks, evasion of responsibility, failure to follow up on work objectives, etc., can destroy team trust, which is serious to team working relationship. You need to understand the nature of the problem and its origin, persuade him about the long-term impact of such behavior, or you have to use the authority of your leader to solve it.
2. Constructive conflicts, usually between team members, have different views on important projects or priorities. You should raise key issues to make people understand the real situation, then help them to discuss, reach consensus and get concrete solutions.

用查核表來交接項目

在這個快速發展的工作環境，成功交接項目是很關鍵的。但是，這也是令人緊張的事。新人能夠充分了解要做什麼嗎？他會依照他的承諾確實完成工作嗎？

當你要將一個項目任務交付給你的同事或是你的屬下時，請用一份查核表來確認彼此都能夠交接清楚，並且註明各工作內容的優先次序，以及所需要的支援內容，包含各項工作的承辦人員，以及負責支援的人員。

有了這樣的項目查核表，你們只需要花不到10分鐘，就可以充分溝通，節省彼此的時間，以及降低誤解的機會。

Handover projects with checklists

Successful handover of projects is critical in this fast-growing working environment. But it's also stressful. Can new people fully understand what to do? Will he actually finish the work according to his promise?

When you are going to hand over a project task to your colleagues or subordinates, use a checklist to confirm that they are able to hand over each other clearly, and to indicate the priorities of each work content, as well as the required support content, including the undertakers of each work, as well as the people responsible for the support.

With such project checklists, you can communicate fully in less than 10 minutes, save each other's time and reduce the chance of misunderstanding.

掌握對話中的幾個重要內容

所有的領導者要能夠做重要的資訊溝通。無論你是採用1對1的對話，或是用小組會議，或是在在演講廳對群眾演講，以下有四個重要內容你必須好好掌握： 

1. 選擇正確的參與人員。你必須設定哪些人是你的關鍵資訊必須傳遞的對象。
2. 安排好對話形式。如果你的資訊特是別敏感，用1對1的形式。如果你的資深經理人都必須知道這個資訊，用小組會議的形式。你必須確保對話進行時，你能夠和所有對話的物件進行眼神的接觸（eye contact）, 以及你最好能夠將正確的資訊作簡報投影。
3. 提供可信而完整的內容。列出你希望在回憶中得到的結果。你必須誠懇的告訴與會者你希望達到什麼目標，並提供完整的資訊。如此，你能夠贏得他們的信任。
4. 要回應。你必須盡可能的回應他人的提問。你最好帶著感情說話。你可以忠實於你自己的價值觀，但是要讓大家明白這個對話不是只是為了你自己，而是關乎著大家。

Mastering several important elements in dialogue

All leaders should be able to communicate important information. Whether you use a one-to-one dialogue, a group meeting, or a public speaking session in a lecture hall, there are four important things you must master:

1. Choose the right participants. You have to set who are your key messages that must be passed on.
2. Arrange dialogue. If your information is not sensitive, use 1 to 1 form. If your senior managers must know this information, use group meetings. You have to make sure that when the conversation is going on, you are able to make eye contact with all the objects you are talking to, and you'd better be able to project the correct information as a briefing.
3. Provide credible and complete content. List the results you want to recall. You must sincerely tell participants what you want to achieve and provide complete information. In this way, you can win their trust.
4.  We need to respond. You must respond to others' questions as much as possible. You'd better speak with emotion. You can be faithful to your own values, but make it clear that the conversation is not about you, but about you.

曹操的揚人責己領導風格

揚人責己，是曹操的一貫作風。

西元207年（漢獻帝建安十二年），曹操北征烏桓大獲全勝。回師的路上，走到冀州時，天寒地凍，荒無人煙，連續行軍二百里不見滴水，軍糧也所剩無幾，“殺馬數千匹以為糧，鑿地入三十餘丈乃得水”。回到鄴城後，曹操下令徹查當初勸諫他不要征討烏桓的人。大家不知為什麼，人人自危，曹操卻一一予以封賞。曹操說，我這場勝利，完全是僥倖。諸君的勸阻，才是萬全之策。因此我要感謝諸位，懇請諸位以後還是有什麼說什麼，該怎麼講還是怎麼講，不要有什麼顧慮（後勿難言之）。這事記載在在對曹操不太友好的那本《曹瞞傳》當中的，應該說靠得住。

其實早在這一年的二月，曹操就曾發佈《封功臣令》，說我起義兵，誅暴亂，於今已十九年了，戰必勝，攻必克，征必服，難道是我的功勞？全仗各位賢士大夫之力啊！

打了敗仗檢討自己，打了勝仗感謝別人，而且感謝那些勸他不要打這一仗的人，這種胸襟和情懷，和袁紹、袁術之流真不可同日而語。曹操真不愧為大氣磅薄和襟懷坦蕩的大英雄。事實上，正是這種非凡的氣度和超人的膽識，以及揚人責己的一貫作風，使他戰勝了一個又一個敵人和對手，凝聚了一個又一個勇將和謀臣，也是他一次次轉敗為勝、化險為夷的原因之一。這種氣度和膽識是有號召力和凝聚力的。

（抄自：易中天【品三國】上，第八章，P80)