要在變動中成為更好的領導者，從小處做起

現代的企業不停的在變動。領導者必須能夠適應、有彈性，並且有創意。然而，要成為變動中的優秀領先者並不容易，充滿挑戰。

與其用你的全馬力來成為領先者，不如從一些小實踐開始：例如，嘗試用新方式來授權；試試用不同的方式來傳遞你的願景與期望；或是，用新方法來取得回饋意見，等等。

然後，看看那些方法行得通，那些行不通。你會從這些小實驗中學習到如何修正你的領導技巧，並讓你知道當變動來臨時，如何形成你的領導模式。

Become a better leader in change and start small

Modern enterprises are constantly changing. Leaders must be able to be adaptable, flexible and creative. However, it is not easy and challenging to become a good leader in change.

Instead of using your full horsepower to become a leader, start with small practices: for example, trying to empower in new ways; trying to convey your vision and expectations in different ways; or using new ways to get feedback, and so on.

Then, look at those methods that work, and those will not work. You will learn from these small experiments how to modify your leadership skills and how to shape your leadership model when changes come.

授權、授權、授權！

大多數的主管總是抱怨工作量太大，但是他們之中只有少數人能夠做到有效的授權。事實上，授權管理是最常被忽視與未得到充分運用的管理技能。

以下作法能夠協助你提高授權的能力：

1. 明確問題。你也許沒有認知到你不需要囤積工作。檢討一下一些警告信號。例如，為何你總是需要加班工作，而你的員工卻可以準時下班？
2. 認清團隊工作安排。隨時檢討你的團隊發展目標，以便找出有哪些工作你可以授權下去。建立一份工作分配清單，讓你知道每個人被賦予的工作，讓你知道如何調配每個人的工作。
3. 讓別人提醒你做授權。讓你的直屬部下有權力提醒你，將一些可以授權的工作授權下去。

Authorization, Authorization, Authorization!

Most executives complain that the workload is too heavy, but only a few of them can effectively delegate authority. In fact, authorization management is the most often overlooked and underutilized management skill.

The following can help you improve your empowerment ability:

1. Define the problem. You may not realize that you don't need to hoard work. Review some warning signs. For example, why do you always need to work overtime while your employees can leave on time?
2. Recognize team work arrangements. Review your team's development goals at any time to find out what work you can delegate. Create a job assignment list to let you know what each person is given and how to allocate each person's work.
3. Let others remind you to delegate authority. Let your subordinates have the power to remind you to delegate some authorized work.

與員工建立起感情聯繫

你在組織上的層級愈高，與你的員工維持個人關係就愈重要。你應該讓員工感受到你的工作對你們之間的關係，比起工作職務本身還有另外一層特殊的涵義。

以下是建立這種合作關係的幾個作法：

1. 專注于你們之間的對話。這聽起來很簡單。但是在你日理萬機之際，你有無數的電話與郵件，實際做起來，就不容易了。當你約見員工做對話，請擱下電話，離開電腦，傾聽他的聲音，專注回復他的意見。
2. 注意情緒是有感染力的。如果你已經感到焦慮或是有負面的情緒，要設法讓自己隔離起來。如果你感到與員工之間的關係有疏離了，可能不是只是與這名員工之間的關係而已，你最好多開會議並且多與其他員工接觸，鞏固個人連接關係與工作關係。
3. 走出去，接近員工。即使你是名內向者，你也應該去擁抱群眾，和他們見面談話，並且主動給予回饋意見。你沒有辦法躲在辦公室門後來做領導與決策。

Maintaining Emotional Connections with Employees

The higher your organizational hierarchy, the more important it is to maintain personal relationships with your employees. You should make employees feel that your job has a special meaning to you than the job itself.

The following are some ways to establish such a cooperative relationship:

1. Focus on the dialogue between you. That sounds simple. But when you're in a hurry, you have countless phone calls and emails. It's not easy to actually do that. When you meet an employee for a conversation, please put down the phone, leave the computer, listen to his voice, and focus on answering his comments.
2. Attention to emotions is infectious. If you already feel anxious or negative, try to isolate yourself. If you feel alienated from the employee, it may not be just the relationship with the employee. You'd better have more meetings and contact with other employees to consolidate personal and work relationships.
3. Go out and approach employees. Even if you are an introvert, you should embrace the masses, meet them and talk to them, and give them feedback on your own initiative. You can't hide behind the office door for leadership and decision-making.

將挫折轉化為進步

很少有團隊在完成項目的過程中沒有出現過挫折。因此，主管必須用心維持團隊的合作、具有生產力，以及關注究竟哪些事情做錯了。

當團隊發生挫折情緒了，請參考以下的作法：

1. 扭轉情境。不要將挫折當成失敗，也不要予以斥責。反而應該將它當成是學習的機會，讓團隊去找出解決方案。不要僅是吞下苦果。
2. 不要局限解決方案的選擇。當面對問題，你很少會立即知道該如何解決。你應該採取開放態度，讓大家提出各種解決問題的構想。
3. 爭取一些小勝利。讓團隊成員看到他們在各領域內的一些進步成果。如果大家經常可以感受到成功，即使是一些微小的進步，挫折感就會降低。

Turn setbacks into progress

Few teams have failed in the process of completing the project. Therefore, supervisors must maintain teamwork and productivity, and focus on what is wrong.

When team frustration occurs, please refer to the following:

1. Twist the situation. Do not treat setbacks as failures or blame them. Instead, we should regard it as a learning opportunity and let the team find solutions. Do not swallow the bitter fruit only.
2. Do not limit the choice of solutions. When faced with problems, you rarely know how to solve them immediately. You should take an open mind and let everyone put forward various ideas for solving problems.
3. Try to win some small victories. Let team members see their progress in various fields. If you can often feel successful, even with slight progress, frustration will be reduced.

接受有智慧的失敗

如果你要鼓勵人們承擔有益的風險，你必須確認他們不怕失敗。

第一步是定義出什麼是有智慧的失敗，例如，面對一個原來經過詳細規劃，但是不知如何卻行不通的項目。

有幸的是，你團隊中的每個人都知道怎樣才是成功。但是，很少人知道怎樣才是有智慧的失敗。

你必須對有智慧的失敗定義出其概述、出現的狀態、以及可能造成的影響。

如果可能，提出一些案例，讓大家明白有智慧的失敗與傻乎乎的失敗有何不同。

如果你不清楚定義出什麼是有智慧的失敗，所有的失敗都會有很高的風險。這樣會扼殺創新的作為。

Accept the failure with wisdom

If you want to encourage people to take useful risks, you must make sure they are not afraid of failure.

The first step is to define what is a smart failure, for example, facing a project that has been planned in detail but somehow doesn't work.

Fortunately, everyone in your team knows how to succeed. But few people know how to be a wise failure.

You must define the wisdom of failure, the state of its occurrence, and the possible consequences.

If possible, put forward some cases to make you understand the difference between intelligent failure and stupid failure.

If you don't know clearly what is wisdom failure, all failures will be at high risk. This will stifle innovation.

艱困時局，給你的員工堅定的支持

在艱困時局，人們特別容易感覺受到傷害，並且他們的自信與安全感很容易泡沫化。作為老闆，你應該密切關注你的員工的這樣的感受。一個老闆如果能夠支持他的員工，會讓人在情感上有解脫感，這和給予物質報酬是同等重要的。 

你應該明確地告訴你的員工你將會支持他們。同時，由於行動永遠勝過於只是言語文字，你應該抓住每個可以展示你堅定不移支持他們的機會，並且要避免讓他們感覺到你要他們給你自己有報酬的回饋。

Hard times, strong support for your employees

In times of hardship, people are vulnerable to feeling hurt, and their self-confidence and sense of security are easy to froth. As a boss, you should pay close attention to your employees' feelings. A boss's ability to support his employees can lead to emotional relief, which is as important as material reward.

You should tell your employees clearly that you will support them. At the same time, since action is always better than words, you should seize every opportunity to show your unwavering support and avoid making them feel that you want them to give you something in return.

在正式成為領導者前成為領導者

一個銳意奮發的組織會在正式發佈任職令前，鼓勵員工建立領導地位。

有些人會認為他們無法在換成主管辦公桌前，在他們現有的職務上，就能夠有實際權威去領導他人。

人事任命，確實對發揮領導力有幫助，但那不是絕對條件。

你的領導權威可以來自于你的人脈關係，你的影響力，你的卓越工作能力，以及你的熱情。你可以運用這些力量來改變你的組織與你在人群中的地位。

有耐心確實是領導的美德，但是有的時候，你不應該等到得到准許才開始展現領導力。

Become a leader before you formally become a leader

A dedicated organization encourages its employees to establish leadership before issuing a formal job order.

Some people will think that they can't have real authority to lead others in their existing positions before they change to a supervisor's desk.

Personnel appointments do help to develop leadership, but that is not an absolute condition.

Your leadership authority can come from your relationships, your influence, your excellent work ability, and your enthusiasm. You can use these forces to change your organization and your position in the crowd.

Patience is a virtue of leadership, but sometimes you shouldn't wait for permission to show leadership.

領導者，現在就開始停止這些行為

如果你希望授權他人、讓人參與，或激勵他人，不要只專注在提升你自己的正面行為。你也必須同時停止一些行為。

以下有三樣行為是領導者應該避免的：

1. 做出有判斷意涵的肢體語言。沒有人喜歡被貶抑看輕的。不要做出一副陰沉樣，緊鎖眉頭，故作諷刺狀（有如暗示別人是傻蛋）。雖然你不是有意的，但是這些微妙信號很容易對你的人際關係產生你想象不到的巨大傷害。
2. 打斷別人說話。如果老闆總是搶著說話，或是總是打斷部屬的談話，幾乎沒有人會感到有安全感的。多聽少說，並且讓人表達完他的想法。
3. 看來個性不一致。如果你時而笑容可掬、陽光燦爛，時而看來生性多疑、冷酷挑剔，你的員工會經常無所適從。你要盡可能讓你說話的語調以及個性保持一致，讓你的員工知道可以如何行事。

Leaders, stop these actions now

If you want to empower, engage, or motivate others, don't just focus on improving your own positive behavior. You also have to stop doing something at the same time.

There are three behaviors that leaders should avoid:

1. Make judgmental body language. No one likes to be belittled. Don't make a gloomy look, close your eyebrows and pretend to be sarcastic (as if suggesting that others are fools). Although you don't mean it, these subtle signals can easily cause unthinkable damage to your relationships.
2. Interrupt others. Few people feel safe if their boss is always rushing to talk or interrupting their subordinates. Listen more, speak less and let people express their thoughts.
3. It seems that personality is inconsistent. If you are sometimes smiling, sunny, and sometimes doubtful and cold-blooded, your employees will often be at a loss. You should try to keep your tone of voice and personality as consistent as possible so that your employees know how to act.

要員工快速回應，好好和他談

當你的項目需要員工快速行動時，如果他回應緩慢，確實會令人感到挫折。

但是，請你先不要認為他們的緩慢回應是不作為或是拒絕作出改變。他們的緩慢回應也許有很好的理由。

下一次，如果他們的回應不如你的預期時，你可以過去和他談談。向他說明為什麼你的項目有時間壓力，並且告訴他你想知道他為什麼回應緩慢。請他是否可以在1~2天內給予回應。他也許會有很多經過他思慮完整的理由來解釋為什麼不能立刻回應給你，因而拖延了採取立即行動，如此，你也可以明白該如何解決他所面臨的問題。或是，當他明白你的壓力時，也會因此加緊行動。

Ask employee to respond quickly and talk to him

When your project requires employees to act quickly, if he responds slowly, it will be frustrating.

However, please do not think that their slow response is inaction or refusal to change. There may be good reasons for their slow response.

Next time, if their response is not as good as your expectations, you can talk to him in the past. Tell him why your project has time pressure and tell him you want to know why he responded slowly. Ask him if he can respond within 1~2 days. He may have many reasons for his thoughtful explanation to explain why he can't respond immediately to you, and thus procrastinating immediate action, so you can also understand how to solve the problems he faces. Or when he understands your stress, he will step up his action.

要求立刻回饋

我們通常是在年度檢討、半年度檢討或是季度檢討會上，得到回饋。而這時候得到的回饋會讓人覺得陳舊而過時了。

若是你在任務進行過程中以密集的形式，或是在你感覺好奇的時候，來要求所得到的回饋，會是最有用的。

Ask for immediate feedback

We usually get feedback in the annual review, semi annual review or quarterly review meeting. And the feedback this time will make people feel old and out of date.

It will be most useful if you ask for feedback when you are in intensive form or when you are curious.