不要對你的員工老是鬼哭神嚎般地施壓

如果你老是說每個項目都是很關鍵而重要的，那麼，要不了多久你的員工會對你說的緊急性聽而不聞，不當一回事，並且恢復到他們平常的做事節奏（這對你可能真的是太慢了）。

如果每件事都是緊急而重要，那麼就意味沒有一件是真的。

你應該提出一個指標，用相對度來表示哪些項目對公司的目標是重要而關鍵的。

你愈少發出警號，你的團隊通常愈能夠正確回應你的需要。

Don't always put pressure on your employees

If you always say that each project is critical and important, then it will not be long before your staff will hear the urgency of what you say, not the same thing, and get back to their usual pace of doing things (it may really be too slow for you).

If everything is urgent and important, then it means that nothing is real.

You should put forward an indicator to indicate which items are important and crucial to the company's goals by means of relative degree.

The less you send out a warning, the more often your team can respond to your needs correctly.

認識輕拍肩膀的力量

在辦公室里，我喜歡隨手抓張椅子，坐在員工旁邊，討論他（她）的工作。

討論結束，我站起來，總習慣地拍他（她）肩膀一下。

對女員工，輕輕拍一下，點個頭，注視著她。

對男員工，手掌還會使個勁，也是注視著他，猛點個頭。

這個動作，可以表達我作為主管對他（她）的支持與強化對他（她）表現的肯定，讓員工更願意接受挑戰。

不要吝嗇你的輕拍。這只需要不到1秒鐘。

禮貌而誠意的接觸，通常會比語言更強有力。

Know the power of pat on the shoulders

In the office, I like to grab a chair and sit next to my staff to discuss his (her) work.

At the end of the discussion, I stood up and used to patten him (her) on the shoulder.

Take a pat on the female employee and look at her.

For men, the palm of his hand will be strong, and he will watch him fiercely.

This action can express the affirmation of my supervisor's support and enhancement to him (her), and make his employees more willing to accept challenges.

Don't be stingy with your pat. It takes less than 1 seconds.

Courteous and sincere contact is usually more powerful than language.

開個有結論的會議

要讓項目保持動力繼續推動，你需要有很棒的項目會議。

要讓會議有生產力，請這麼做:

1. 重申會議目的。即使你知道大家都知道開會目的是什麼，最好還是再說一次，這樣可以提醒團隊聚焦，不會走題。
2. 討論要涵蓋到每個人。如果有1~2位的發言壟斷了會議時間，而其他人懦懦地羞於發言，你可以抽點一名未發言者說：“謝謝老張給的寶貴意見。小李，你有什麼看法嗎？”
3. 做出結論。會議結束時，要有行動計劃與時間表。列出會議做了哪些結論， 誰負責什麼工作，以及必須提出工作報告的時間。

A meeting with a conclusion

To keep the momentum going, you need to have a good project meeting.

To make the meeting productive, please do this:

1. Reaffirm the purpose of the meeting. Even if you know that everyone knows what the purpose of the meeting is, it is best to say it again, which reminds the team that it will not focus on the topic.
2. The discussion is to cover everyone. If there are 1~2 - based speeches that have monopolized the meeting time, and others are cowardly ashamed to speak, you can say, "Thank Lao Zhang for the valuable advice." Xiao Li, what do you think? "
3. Make a conclusion. At the end of the meeting, action plans and timetables are required. List the conclusions of the meeting, who is responsible for what work, and the time required to submit a work report.

不要讓遲到者破壞會議

無論你如何辛苦的準備了會議，有的時候還是會被搞砸掉。最常見的狀況是，有人開會遲到。如果有人開會姍姍來遲，請這麼做：

1. 不要複述。你不要試圖想要對他做複述剛才大家談了什麼。你就繼續往下開會。你可以在會後再向他複述。
2. 指定給他一個工作。如果你已經意識到某人可能會遲到，給他一份在會議中的工作，例如，要求他擔任會議記錄。最好是指定他必須在會議中做報告。那麼，他就比較有可能會準時出席。
3. 帶他走進會議室。如果有人是習慣性遲到，那麼你就在開會前走到他辦公桌前，邀請他一起進會議室。或是，你可以請人提醒他開會時間。

Don't let the latecomer break the meeting

No matter how hard you prepare for the meeting, sometimes you will be screwed up. The most common situation is that someone is late for a meeting. If someone is late for a meeting, please do this:

1. Do not retell. Don't try to retell him. What did you talk about just now? You will continue to hold the meeting. You can repeat it to him after the meeting.
2. Assign him a job. If you have realized that someone may be late, give him a job in the meeting, for example, ask him to take the minutes. It is best to specify that he must make a report at the meeting. So, he's more likely to be on time.
3. Take him into the conference room. If someone is habitually late, then you go to his desk before the meeting and invite him to join the conference room. Or, you can ask someone to remind him of the meeting time.

當銷售部門與財務部門衝突時

在許多公司里，我們都經常發生銷售部門與財務部門發生衝突的狀況。銷售部門會指責財務部門過分嫉妒他們的銷售表現，或是過度卡住商品的出貨。而財務部門總是認為銷售部門從來不誠實，實現的業績與原來的預測總是差異很大，或是客戶欠款遲遲未能收回，或是突來的急單讓採購、倉庫來不及備貨。種種類似的爭議是總經理等層峰執行人員最耗費心力的內部管理工作。

誰應該是解決這樣內部衝突主要的負責人？這樣的內部衝突能夠事前避免嗎？

事實上，這是可以預先防範的，多數的銷售發展，都是可以預先掌握的，而銷售部門最高主管應該是負責處理公司內部溝通的最主要人員。

銷售主管首先應該與他的銷售團隊建立起密切的工作關係，讓銷售人員都願意誠實報告業務發展狀況，提供接近準確的銷售預測數據，而銷售主管也能夠對下屬銷售員負責，掌握公司各項資源與作業的配合狀況，尤其是與財務部門的溝通。

由於財務部門的天性就是非黑即白，不像銷售部門傾向於保留一些猶豫緩衝的空間。因此，銷售主管一定要與財務主管取得一定的共識，建立起某種遊戲規則，例如庫存週轉天數、應收賬款目標管理天數，等等。銷售部門主管必須以按日查覈的態度，密切追蹤實際的業務進度，對財務部門負責，他也應該對財務部門如果能夠確實滿足共同達成的目標，給與各種激勵，例如在主管月會上作公開表揚。

要克服部門之間的衝突，必須建立起【信任】與【影響力】的基礎，而前者是後者的基石。爲什麽財務部門總是不信任銷售部門？因為，他們過去被欺騙怕了。

如果在兩個部門之間不能建立起可以相互信任的基礎，對於公司管理效率與實際作業的傷害是很嚴重的。況且，客戶方面是根本不會理會我方內部發生的政治衝突，他們會悶聲不吭的將後續的訂單轉給公司的其他競爭者。當然，公司通常都會是後知後覺，而更大的災難已經發生了。

所以，公司執行管理主管們都不能允許這種內部敵人來重傷到業務的發展。公司管理層必須發展出一套實際可靠的溝通流程。這套資訊溝通流程應該經過一段時間的測試，端段時間的測試與修正，讓它得到公司各部門與客戶都能在實際作業上得到認可。

When the sales department clashes with the financial department
In many companies, we often encounter conflict between sales department and finance department. The sales department will accuse the financial department of being too jealous of their sales performance, or over blocking the shipment of goods. And the financial department always thinks that the sales department is never honest, the actual achievement with the original forecast is always different, or the customer's arrears are slow to recover, or the rush order is not ready for the purchase and warehouse. All sorts of similar disputes are the most cost effective internal management work of the general manager and other top level executives.

Who should be the main responsible person to solve such internal conflicts? Can such internal conflicts be avoided in advance?

In fact, this can be prevented, most of the sales development, can be pre-mastered, and the top management of the sales department should be responsible for dealing with the company's internal communication of the most important personnel.

The sales manager should first establish a close working relationship with his sales team, so that the sales staff are willing to report the development of the business honestly and provide close and accurate sales forecast data, and the sales manager is responsible for the sales staff of the subordinates to master the cooperation between the resources and the operations of the company, especially communication with the finance department.

Because the nature of the financial sector is either black or white, unlike the sales department, it tends to retain some hesitant buffer space. Therefore, the sales manager must make certain consensus with the financial manager to establish some game rules, such as the number of inventory turnover days, the number of accounts receivable management days, and so on. The manager of the sales department must take a daily check, closely track the actual progress of the business, be responsible for the financial department, and give a variety of incentives to the financial department if it can indeed meet the common goals, such as public praise at the monthly meeting.

To overcome conflicts between departments, we must establish the basis of trust and influence, while the former is the cornerstone of the latter. Why does the finance department always distrust the sales department? Because they were deceived in the past.

If the foundation of mutual trust can not be established between the two departments, the harm to the management efficiency and actual operation of the company is very serious. Moreover, the client side does not pay any attention to the political conflict that happens inside us, and they will be dumb and dump the subsequent orders to the other competitors of the company. Of course, companies usually have a sense of aftermath, and a bigger disaster has happened.

Therefore, the executive management of the company can not allow such internal enemies to seriously hurt the development of the business. Company management must develop a practical and reliable communication process. This information communication process should be tested for a period of time, test and correction of end time, so that it can be recognized by all departments and customers in the actual operation.

團隊組合的三個基本要素

什麽是團隊？是什麽因素讓團隊成員可以一起運作？即使你不能保證你的團隊會成功運作，但是如果你提供了以下的要素，成功的機會會提高了許多：

1. 有共同的目的。大多數的團隊成員來自四方，一定會有一個有意義的目標才會讓他們聚集在一起來合作。
2. 不同的技能組合。如果團隊中的每位成員的技能與觀點都是一樣的，那會是一個很危險的組合。你應該聚集具有不同的技術或是知識經驗的人，讓他們能夠以多樣化的能力來解決問題，或作集體決策。
3. 共同負責。你不能夠以要挾的方式來要求大家承諾責任，而應該讓團隊中的成員都能夠對完成任務目標有一致的意見，而使得彼此都能夠相互信任，相互承諾責任。

Three basic elements of team composition

What is a team? What are the factors that enable team members to work together? Even if you can't guarantee that your team will work successfully, if you offer the following elements, chances of success will increase a lot.

1. There is a common purpose. Most of the team members come from the Quartet and will have a meaningful goal to get them to work together.
2. Combination of different skills. If each team member's skills and views are the same, it will be a very dangerous combination. You should gather people with different skills or knowledge and experience, so that they can solve problems or make collective decisions with a variety of capabilities.
3. Joint responsibility. You can't ask for commitment in the way of coercion, but you should let the members of the team have the same opinion on the task goal, and make each other trust each other and promise each other responsibility.

間接管理你的團隊

一個卓越的團隊是不能用紀律來領導管理的。一個能夠成功協作的團隊，不是依循它的老闆要求他如何運作，而是靠著團隊成員對自己的期待與要求。

身為團隊領導者，你的工作不是去盯著每位團隊成員，而是將團隊組合起來，讓他們對目標與任務形成共識。然後，你可以運用團隊成員間的同儕關係，讓他們對相互的行為產生影響力。讓他們認真工作不是為了取悅你，而是讓他們之間能夠維持高昂的團隊士氣。

如果團隊成員中有某人掉隊了，你自己不要直接跳下去管理，讓他的同儕來點化他，給他回饋意見。

這樣間接領導管理的方式，對於那些習慣直接控制的領導者可能會覺得不適應，但是，如果能夠讓團隊成員感覺到歸屬感，最終的成果通常會比較理想。

Manage your team indirectly

An excellent team cannot be led by discipline. A successful team does not depend on how its boss wants it to work, but on the expectations and demands of its members.

As a team leader, your job is not to keep an eye on each team member, but to put the team together and get them to agree on goals and tasks. Then you can use peer relationships among team members to influence them. Let them work hard not to please you, but to maintain a high team morale between them.

If one of the team members drops out of line, don't jump down and manage it yourself. Ask his peers to enlighten him and give him feedback.

This way of indirect leadership may be unfit for leaders who are accustomed to direct control, but the final results are usually ideal if the team members feel a sense of belonging.

讓你的高效員工作無聊的工作

雖然這不是正統的作法，但是為了讓你的組織不斷進步，你應該考慮將你的高效員工投入在一些無聊的工作上。

這是因為當公司不斷的在發展，就會產生許多一些平庸而無聊的作業程序，但是，很少人會願意承擔這樣的工作。

這就是為什麼你需要你最佳的人投入在這樣的細微作業上。他會很敏感的發現其中的無效率環節，并重新改造，讓作業恢復生機，產生新的機會。

你的明星員工也許不樂意做這些事，但是你的責任就是讓他能夠將這些無聊的工作成為令人興奮、而且是關鍵的重大變化。當然，你要因此而獎勵他的傑出表現。

Let your efficient workers work boring jobs

It's not orthodox, but in order to keep your organization moving forward, you should consider putting your efficient employees into boring jobs.

This is because as the company continues to grow, there will be a lot of mediocre and boring business processes, but few people will be willing to undertake such work.

That's why you need your best people to invest in such subtle assignments. He will be very sensitive to find inefficient links, and re-engineering, so that work to revitalize, creating new opportunities.

Your star employee may not be willing to do these things, but your responsibility is to enable him to make these boring jobs exciting and crucial changes. Of course, you should reward him for his outstanding performance.

實施教導要演示與說明

你過去是如何教導員工的？是否會讓他每隔幾分鐘就過來問你一下呢？

要知道，人們一般是透過觀察來學習的，所以，與其告訴他如何解決問題，不如直接演示給他看。演示每一個步驟，并解釋每一步的背後理由。然後，讓學員任意的提出各種問題。

這樣做，不僅能夠讓學員打好每個工作的扎實基礎，同時也可以讓你自己更深入了解工作的每個步驟。

Teaching should be demonstrated and explained

How did you teach your employees in the past? Will you ask him to come and ask you every few minutes?

You know, people usually learn by observation, so instead of telling them how to solve problems, show them directly. Demonstrate each step and explain the reasons behind each step. Then, let the students ask questions at will.

By doing so, you can not only lay a solid foundation for each job, but also let yourself understand each step of the work more deeply.

承認你並不知道所有答案

堅持一切要自己做決策的領導者通常會發現與員工之間發生脫節現象。如果員工不對組織決策參與負責，你的領導風格大概已經有問題了。

如果你過於決斷，請退後一步。承認你和團隊成員已經有了一些隔閡。你應該將你個人于組織的目標分享給團隊成員，然後承認你並沒有全部的答案，你需要他們的協助來達成目標。

這樣，可以讓你的員工可以參與到組織的決策，而邁向成功。表現出你的人性領導，如此可以激勵其他人願意跟隨你的領導。

Admit that you don't know all the answers

Leaders who insist on making decisions on their own usually find that they are out of touch with their employees. If employees are not responsible for organizational decision making, your leadership style may be problematic.

If you are overly decisive, please take a step back. Admit that you have already had some gaps with your team members. You should share your personal goals with the team members and admit that you don't have all the answers, and you need their help to achieve them.

In this way, your employees can participate in the organization's decision-making and succeed. Showing your humanity leadership can inspire others to follow your lead.