領導者最重要的工作就是解決問題

管理工作，例如管理工資發放以及銷售業務，成為有效推動一些需要技術或是創意技能等工作得以推進的重要促進劑。

組織內需要管理領導者，並不是因為有一群人需要一位老闆，而是因為員工需要有人能夠幫助他們解決工作上所遇到的問題。

儘管目前盛行強調授權、信任員工，領導管理者仍然有幾項最基本而重要的責任工作：

• 聘用并組織人員
• 建立工作程序、安排工作
• 淘汰不適任人員
• 最重要的是，協助員工解決問題

The most important job for leaders is to solve problems

Management, such as, payroll and sales, has become an effective accelerator for the advancement of skills that require technology or creative skills.

Leader in organization is not because a group of people need a boss, but because employees need someone to help them solve their problems at work.

Despite the prevailing emphasis on empowerment and trust, managers still have several basic and important responsibilities:

• Hiring and organizing people
• Set up working procedures and arrange work
• Lay-off incompetent staff
• The most important thing is to help employees solve problems.

登上成功管理者的階梯

現在，作為一名主管，你已經會經由領導、下決策，以及種種其他努力做好管理工作了。恭喜你！但是，你並不想在此打入，對吧？你肯定希望保持學習，增進你的管理技巧，成為更優秀的領導者。

以下幾條建議，希望能夠有助於你更上一層樓：

1. 得到前輩的指導。永遠在公司內外尋找那些成功而受你尊敬的人，建立起私人交往關係。這些導師是你協助未來成長的關鍵人物。就你未來職業與事業發展上所需要的，虛心的向他們請教。讓他們受到尊榮，他們會樂於給你智慧睿言。你要認真聽取。
2. 向上跨一步，並參與。要提高你的視野的最好方式是不要局限於你職位的設定領域，向上或向外去擴展，尋找其他項目參與，最好是一些有多部門一起參與發展的項目。這會讓你有機會在其他主管面前增加你的曝光度，並展現你的卓越領導能力。但是，要確保你能夠先把在專案中被指定的任務做到光芒四射。若能夠因此而受到注意，以及被感激，那就更好了。
3. 建立你的信譽度。多數人希望能夠與他們信任並尊敬的人一起工作。要成為這樣有信譽的人，你必須與公司內的他人建立起正面，有互信的工作關係。你必須和你的協作夥伴建立清楚而有效的溝通，在他人說話時，要仔細聽好。你要確保實現你所承諾的。你要很小心，儘量不耍只挑選自己偏好的，並選邊站。別人會因為你是號人物而尊敬你。
4. 記得你的屬下。你應該要讓你的屬下成為你具有良好領導信譽的見證者。驗證你是否為優秀領導者的部分因素來自于你平時是否能夠發覺你的部屬的才能，以及你是否能夠好好支援他們的發展。如果每一名你部門的員工都有強烈成長的欲望，你就會有較大的機會達成你與他們設定好的目標。
5. 宣揚出去。發展你的社交與公開演說技巧，也可以有效幫助你成功。去參加一些社交活動，抓住機會宣揚你的觀點、以及你所參與的事業，如此，能夠提升你的演說技巧，也能夠提升你的知名度。
6. 多樣化發展。要成功，你必須展開你的雙翅，嘗試多樣化的工作、項目，學習其中的發展步驟。如此做，你可以學習到如何讓自己更有彈性，並且可以接受更高的挑戰機會。

Step on the ladder of successful managers

Now, as a supervisor, you've managed well through leadership, decision making, and all sorts of other efforts. Congratulations！But you don't want to get in here, do you? You certainly want to keep learning, improve your management skills, and be a better leader.

Here are a few suggestions to help you get to the next level:

1. Get the guidance of seniors. Always look for successful and respected people inside and outside your company, and build personal relationships. These mentors are key to helping you grow in the future. As for your future career and career development, ask them humbly. Let them receive the honor, they will be happy to give you the wisdom of core words. You have to listen carefully.
2. Step up and take part in it. The best way to improve your horizons is not to limit your position setting up, expand up or out, look for other projects to participate in, preferably those with multiple departments to participate in the development of the project. This will give you an opportunity to increase your visibility before other executives and show your excellent leadership skills. However, make sure that you can first highlight the tasks assigned in the project. If you can be noticed and appreciated, that's even better.
3. Build your credibility. Most people want to be able to work with people they trust and respect. To be such a reputable person, you have to build a positive, trusting working relationship with others in the company. You have to build clear and effective communication with your partner, and listen carefully when other people are speaking. Make sure you realize what you promised. You have to be careful, try not to play, just pick what you want, and choose the right side. Others will respect you because you are a figure.
4. Remember your subordinates. You should make your subordinates a witness to your good leadership reputation. Part of the proof of whether you're an excellent leader comes from your ability to discover your subordinates, and if you can support them well. If every employee in your department has a strong desire to grow up, you will have a better chance of reaching the goal you set for them.
5.  Speak out. Developing your social and public speaking skills can also help you succeed. Take part in some social activities, seize the opportunity to spread your views, and the cause you participate in, so that can enhance your speech skills, but also enhance your visibility.
6. Diversified development. To be successful, you have to spread your wings, try a variety of jobs, projects, and learn the development steps. In doing so, you can learn how to make yourself more resilient and accept higher challenge opportunities.

何時可以不理會別人的回饋？

聽取他人的回饋可以讓我們學習成長。但是要記住並非所有的回饋都是有價值的。 對於說不清楚的回饋，我們可以置之不理。

許多人都習慣分享給你一些無意義的回饋，例如：“我不認為這和以前有所不同。”或是，“有些不對勁了。”除非他們能夠指涉清楚究竟發生了什麼事情，你沒有必要自己去弄清楚。另外，如果只有一個人說了某事，一般你也可以暫時不要放在心上。

我們很容易會受他人的批評所影響，無論這樣的批評多麼微不足道。有些時候，人們發出來的意見，不見得就是對你而發，有些可能是某些人的偏見。

所以，當你感受到某人可能對你有微詞的意思，最好再找他人查證一下。

When can we ignore others' feedback?

Listening to others' feedback can help us learn and grow. But remember that not all feedback is valuable. I can ignore the feedback that is unclear.

Many people are used to sharing meaningless feedback, such as: "I don't think it's different from before." Or, "something is wrong." Unless they can be clear about what is going on, you don't have to find out for yourself. In addition, if only one person says something, you may not mind it for the time being.

We can easily be influenced by others' criticism, no matter how small the criticism is. Sometimes the opinions people send out are not necessarily against you, some may be prejudices of some people.

So, when you feel that someone may have a slight meaning to you, you'd better find someone else to check it.

避免成為壞老闆

當老闆是很艱難的，尤其是這個職位天生就要將你和你所管轄的人區隔開來。瞭解當老闆的有哪些傾向，會幫助你避免發生而成為一個壞老闆。 

以下是會變成壞老闆的三個高傾向，你應該高度注意： 

1. 自欺欺人。這個毛病不是只發生在老闆們身上，多數的人都會過度高估自己的技能。你要小心你可能會太自誇了。你可以請別人給你客觀的評估，知道自己實際的能力究竟如何。
2. 不顧下屬。在權位上的人，會被其下屬仔細檢視。但是，這樣的注意通常不會得到同等的相對關注。當你成為大檔頭時，不要忘記對向你直接報告的下屬保持好奇心並時時接觸他們。
3. 脫離現實。沒有人喜歡向老闆傳遞壞消息，所以老闆常常不知道全部的故事。你應該建立一個企業文化，讓傳遞給你的資訊不會是經過過濾的，而會將真正重要的資訊正確的回應給你。

Avoid being a bad boss

Be a boss is tough. Especially in the position, you're naturally going to separate yourself from the person you're in charge of. Knowing what boss's preferences are, will help you avoid being a bad boss.

Here are three high tendencies that will turn into bad bosses, and you should pay great attention to them:

1. Self-deception. The problem is not just the bosses, most people overestimate their skills. You have to be careful. You might brag too much. You can ask someone to give you an objective assessment, and know what your actual abilities are.
2. Ignoring subordinates. People with power, will be carefully examine their subordinates. However, such attention usually does not receive the same relative attention. When you become a big head, don't forget to be curious about your subordinates who report directly to you and keep in touch with them.
3. Out of touch with reality. No one likes to pass bad news to the boss, so the boss often doesn't know all the stories. You should build an company culture, so that the information that is passed to you will not be filtered, but it will give you the really important information in the right way.

讓你的項目更快啟動

要啟動一個新項目是個挑戰，尤其是在你處於必須層層節制的官僚體系中。不要花太多時間在于官僚奮戰中，相反的，你仍然可以在官僚體系中啟動項目。

以下是兩個作法：

1. 用你既有的資源。與其花時間在官僚層級中跳來跳去以獲得正式批准的資金，不如先用你現有的人力、預算以及你可以動用的資源。
2. 先確保你下一步所需要的承諾。先不要想著需要整個項目的所有承諾，而先確保你得到進行下一步所需要得到的批准。有些人會想要知道最後的成果，但是你設法先獲得可以進行下一步的最少承諾，以便能夠繼續推動項目。

Get your project started faster

Starting a new project is a challenge, especially if you are in a bureaucracy that must be controlled at all levels. Don't spend too much time fighting bureaucracy. Instead, you can still start projects in the bureaucracy.

The following are two approaches:

1. Use your existing resources. Instead of spending time jumping around at the bureaucratic level to get official approval, use your existing manpower, budget and resources that you can use.
2. Make sure you have the commitment you need next. Instead of thinking about all the commitments that need to be made for the whole project, make sure you get the approval you need for the next step. Some people will want to know the final results, but you try to get the least commitment you can make for the next step so that you can continue to push the project forward.

領導團隊成員做有建設性的爭論

如果團隊成員對每件事都具有一致性的看法，不發生爭論，不見得能夠產生創新與建設性的生產力。有效的團隊成員間通常會有差異性的觀點，並彼此爭論，提出不同的方案。

如何讓你的團隊成員有建設性的爭辯？

1. 確保彼此尊重。只有彼此感受到被尊重，人們才會平心靜氣地繼續提出他們的主張。你應該要求爭辯各方都只關注到爭辯的內容上，而不要扯到個人問題上。你應該確保不會發生人身攻擊，包含一些非言語的不禮貌的肢體行為。
2. 先做腦力激蕩。在進行實際攻防辯論前，請各方盡可能完整提出他們的任何瘋狂的、甚至是會有爭議性的意見。當所有各方的意見都陳列出來後，再來進行攻防辯論。
3. 進行善後工作。當辯論結束，團隊達成共識結論後，你要注意不會有人感受到遭到人身攻擊的不愉快，或是因他的意見未被採納而感到挫折。並且，若是有人在辯論中行為語言過當，應該要求他下次不要再犯。

Lead team members to engage in constructive debate

If team members have a consistent view of everything and there is no argument, it is unlikely that they will produce innovative and constructive productivity. Effective team members often have different points of view, argue with each other, and come up with different solutions. 

How do you get your team members to argue constructively? 

1. Ensure mutual respect. It is only when people feel respected that people will continue to make their claims in a calm and calm manner.You should ask all parties to the argument to focus only on the substance of the argument and not on personal issues. You should make sure that personal attacks do not occur, including some non-verbal impolite physical behavior. 
2. Do brainstorming first. Prior to the actual offensive and defensive debate, the parties are invited to present as fully as possible any of their crazy, or even controversial, views. When the views of all parties have been displayed, come back to the offensive and defensive debate. 
3. Rehabilitation. When the debate is over and the team has reached a consensus, be careful that no one feels personally assaulted or frustrated that his or her opinion has not been taken. And, if someone goes too far in a debate, he should be asked not to do it again.

小心做負面回饋

作為領導主管，你有時就必須提醒你的員工注意他的錯誤或是失敗。但是，如果你不夠謹慎，可能對他會產生傷害，而非幫助到他。通常人們對於受到批評的反應要比得到讚美要強烈許多。所以在你告訴他犯了什麼錯誤之前，小心注意以下情況：

1. 評估代價。雖然你可以提供有用的資訊，但是你可能正在冒著惹毛你的員工的風險。如果這個錯誤實在無關緊要，即使糾正它的價值也不高，那麼把它吞進肚子，不說出來，可能對你還比較好。
2. 表現出你的支持態度。讓你的員工感受到你會繼續支持他，並且尊重他。
3. 幫助他有正確的心態。你可以這麼說：“讓我給你一些回饋意見。”讓他在情緒上感受到你正在準備幫助他，而非預備與他爭辯。

Be careful about negative feedback

As a leader, you sometimes have to remind your employees of their mistakes or failures. However, if you are not careful enough, it may hurt him, not help him. Usually people respond more strongly to criticism than to praise. So before you tell him what he has made, be careful about the following situations:

1. Assess the cost. Although you can provide useful information, you may be risking annoying your employees. If this mistake is really insignificant, even if correcting it is not of high value, then it may be better for you to swallow it and not say it.
2. Show your support. Make your employees feel that you will continue to support him and respect him.
3. Help him to have the right mentality. You can say, "Let me give you some feedback." Let him feel emotionally that you are ready to help him, not to argue with him.

領導者應該為員工安排的三種導師

公司若能夠提供豐富的教導機會，就愈有可能保留人才。領導者應該針對員工不同的發展階段，提供不同的導師。

以下三種導師是你應該安排提供給員工的：

1. 夥伴或導師。在員工的職場初期階段，為他安排貼身的工作夥伴，可以讓他學習成長得更快。這種門生同僚關係可以讓他了解公司體系是如何運作的。
2. 職業導師。經過在工作上初期階段后，員工需要資深經理人來教導他職場上的一些智慧。
3. 人生導師。當人們在人生發展道路上遇到挑戰時，他會希望有個人生導師來指點迷津。企業不必然必須為員工提供這樣的人生導師，但是可以鼓勵員工自己去尋找適合他的人生導師。

Three types of mentors that leaders should arrange for their employees

If the company can provide abundant teaching opportunities, the more likely it is to retain talents. Leaders should provide different mentors for employees at different stages of development.

There are three types of mentors that you should arrange to provide to employees:

1. Partners or mentors. In the early stages of an employee's career, arranging close working partners for him can help him learn and grow faster. This kind of peer-to-peer relationship enables him to understand how the company system works.
2. Career mentors. After the initial stage of work, employees need senior managers to teach them some wisdom in the workplace.
3. Life mentor. When people encounter challenges on the road of life development, they would like to have a life mentor to point out the labyrinth. It is not necessary for an enterprise to provide such a life mentor for its employees, but it can encourage them to find their own life mentors suitable for them.

留下空間作李伯大夢

多數的領導者都認知必須思考關乎未來的策略。然而，多數的人都沒有專門留下適當的時間來思考。

要思考大願景，絕對不是清理工作計劃表，或是關掉手機，這麼簡單。

請參考以下的作法：

1. 清出空間。不要嘗試作所有的事情。將一些行政性的工作，或是不必要的會議推開。你可以要求你的團隊幫助你、提醒你，讓你找出適當的空檔時間。
2. 品味感覺。感受一下上次你有偉大點子時，是在有壓力之下嗎？當時是在什麼樣的氛圍下？不要逼迫自己非要搞出創意出來，給自己一些空間與時間來品味它。

Leaving space for Big Dream

Most leaders recognize the need to think about strategies for the future. Most people, however, do not leave proper time to think.

It's not easy to think about the big vision, without clean up the schedule, or to turn off the cell phone.

Please refer to the following practices:

1. Clear out space. Don't try to do everything. Push away some administrative work or unnecessary meetings. You can ask your team to help you, remind you, and let you find the appropriate gap time.
2. Taste the feeling. Do you feel under pressure when you have a great idea last time? What kind of atmosphere was it? Don't force yourself to be creative, give yourself some space and time to taste it.

如何提出有建設性的問題？

如果你同多數的領導者一般，在與員工晤談時，多半是你自己誇誇而談，而非真正在徵求員工的好意見。你多半提出的所謂問題，其實只是假意作態而已，其實你心中早有定數，而未能真正聽進員工回饋的意見。

例如，你如果說：“你不會真正認為這樣行得通吧？”這樣帶有偏見的問題，如此的對話風格只會讓員工，會讓員工感到受到羞辱，他會不信任你，不願意給你他真正的想法，而你會因此得不到你真正需要的資訊與回饋意見。

如果你自己早就有定論或是知道答案，請千萬不要讓你和員工之間的對話到頭來，到最後讓你說出“笨蛋”的粗魯結論。如果結果會這樣，還不如你自己一開始就說出你自己的意見與指示，包含你的理由與主張，而不要假裝你是開放民主的領導者。

不過，你還是可以真誠的告訴大家，你還有哪些部分是不確定的，不肯定的，你需要大家給予糾正或補充意見。或是，你自己可以提出幾個不同的選項，給出你對不同構想的正反意見，再請員工一起幫忙做出選擇決定。

如此，你對員工提出的問題，就會有建設性。

How to put forward constructive problems?

If you are the same as most leaders, most of you talk about yourself when you talk to employees, rather than really seeking good advice from employees. Most of the so-called questions you ask are just hypocrisy. In fact, your mind has already set the number, but can not really listen to feedback from employees.

For example, if you say, "don't you really think it will work?" Such a biased problem, such a dialogue style will only let employees feel humiliated, he will not trust you, do not want to give you his real ideas, and you will not get the information and feedback you really need.

If you have an early conclusion or the answer, please don't let the conversation between you and the staff come back to the end and let you say the rude conclusion of the "idiot" at the end. If this is the case, you might as well speak out your own opinions and instructions at the beginning of your own, including your reasons and ideas, instead of pretending that you are an open democratic leader.

However, you can honestly tell us what parts of you are uncertain and unsure, and you need to be corrected or supplemented. Or, you can put forward several different options, give your positive and negative opinions on different ideas, and ask employees to help you make decisions.

In this way, you will have constructive problems with your employees.