好主管會這樣做：把光芒給自己的團隊！

原文網址：http://www.knowledger.info/2016/09/04/give-your-team-glory/

一、溝通時多用激勵語氣
二、給予回饋和認同
三、讓部屬嘗試有挑戰性的工作
四、量身定做給獎勵

不用回避辦公室政治

許多主管痛恨辦公室政治。但是要將所有辦公室政治回避掉，會耗費你很大的精力，使得你的生產力降低。

如果你曾經跟隨過一名缺乏影響力或是缺乏信用的老闆，你就能夠明白其間的風險了。

身為領導主管，你有責任在辦公室裡建立起具有生產力的工作環境，你能夠對你的屬下員工發揮影響力。但是，你也可以避免用政治權術來獲得你的影響力。

你只需要將你的努力貫注在對整個公司的利益上，而非營營於你的私人利益。你也可以建立起與同事之間能夠產生相互利益的事情，而非誰占誰的便宜。

無論別人如何做，你可以堅持住自己的價值觀。

No need to avoid office politics

Many executives hated office politics. But to avoid all office politics will cost you a lot of energy and reduce your productivity.

If you've ever followed a lack of influence or a lack of credit, you can understand the risk.

As a leader, you have a responsibility to build a productive work environment in the office, and you can exert influence on your subordinates. However, you can also avoid using politics to get your influence.

You only need to concentrate your efforts on the interests of the company, but not busy with your private interests. You can also create a mutual benefit between your colleagues, not who is cheap.

No matter what others do, you can hold on to your own values.

改進你預測危機的能力

多數的領導者，即使是具豐富經驗者，也很難偵測到事業周圍一些不明顯的威脅信號。但是，要企業經營成功，你就有必要查明發生在組織內部或是組織外部的微弱信號。

要增進這樣的關鍵能力，去和你的客戶、供應商以及其他夥伴談談，了解他們正面臨什麼樣的挑戰。

你也可以做市場調研，或是召開腦力激蕩討論會，設法去了解競爭對手的觀點，猜測他們對於新產品，或是新商業活動可能的反應，他們是否會做出破壞性的行動？

觀察那些正在快速發展的對手，他們有哪些行動正在困擾著你？列出你最近損失的客戶，並且找出原因。

你也必須觀察發生在其他產業的一些新趨勢，從中去察覺新機會或是存在潛在的危機。

Improve your ability to predict the crisis

Most leaders, even if they have rich experience, can find it difficult to detect some of the unknown threat signals around the business. However, to succeed in business, it is necessary to find out the weak signals that occur within the organization or outside the organization.

To enhance such key capabilities, talk to your customers, suppliers, and other partners to understand what they are facing.

You can also do market research or brainstorming seminars, try to understand competitors' opinions, and guess whether they will make destructive actions on new products or new business activities.

Looking at the fast - growing opponents, what are their actions that are bothering you? List the customers you've lost recently and find out why.

You must also observe some new trends in other industries, from to the awareness of emerging opportunities or potential crisis.

鼓勵對潛在的風險做公開討論

對於一些可以預防的風險，例如員工的錯誤行動或是既定的作業程序，你可以控制與預防。你可以設定規則以及標準測試工具來作加強防範。

但是，規則通常無法防範策略性或是外部來的風險。你沒有多少力量來應付這種危機的出現。

要應對這樣的危機，你可以鼓勵管理幹部來做公開的討論，讓領導管理者能夠預見潛在的風險，並討論如何做出防範與應變計劃。

Encourage open discussion of potential risks

You can control and prevent some preventable risks, such as an employee's erroneous action or an established operating procedure. You can set rules and standard test tools to take precautions.

However, rules are often unable to guard against strategic or external risks. You don't have much power to cope with the crisis.

To cope with such a crisis, you can encourage management cadres to make public discussions, so that leaders and managers can foresee potential risks and discuss how to make precautions and contingency plans.

將生存成為你組織的核心能力

生存，就是能夠在你的領域中繼續停留下去。然而，很少有公司將生存能力成為組織的核心能力。以下有三招可以增強你公司的生存能力：

1. 評估你組織內負責生存的責任。公司內的部門主管當然負有讓公司生存的責任，但是，這個責任最終必須落實到公司內的每個人身上。企業領導者應該經常宣導並評估組織內每個單位或個人是否確實重視並做好生存的工作。
2. 將生存如同你企業的產品或服務一般的看待。將企業的生存觀念與做法，成為你組織內經常掛在嘴邊的詞彙。要求你的員工經常思考市場環境、生態、客戶回饋等。
3. 建立可以與你長期合作的外部夥伴。找到並建立起可以與你的企業可以休戚與共，利害相關的外部夥伴，建立起長期合作關係，讓你們可以達成Win-Win共贏。

Make survival as your organization's core competency

Survival is able to stay in your field. However few companies have become core competencies of organizations with survival capabilities. Here are three ways to enhance your company's viability: 

1. Assess responsibility for survival within your organization. Executives within companies are certainly responsible for letting companies survive, but ultimately this responsibility must be implemented within everyone within the company. Company leaders should often advocate and evaluate whether each unit or individual within the organization really attaches importance to and does well living work. 
2. Treat survival as generally viewed as your enterprise's product or service. Make enterprise survival concepts and practices become frequently referred to in your organization vocabulary. Ask your employees to think about market environments, ecology, customer feedback. 
3. Establish external partners that can cooperate with you for a long period of time. Find and build external partners that can share relationships with your enterprise and build long-term partnerships that allow you to achieve win-win-win opportunities.

該何時披露壞消息？

當你私密地獲得了一項壞消息，你應該披露給你的團隊成員，還是應當隱瞞起來，保護他們？

何時才應該披露一項壞消息？請參考以下作法：

1. 了解自己的心理傾向。當牽涉到隱私，每個人都有自己偏好的處理方式。有些人習慣保持沉默，而有些人則會大喇喇的公開出來。了解自己的偏好行為，然後選擇一個平衡點。
2. 問問自己的動機。無論你是急於公開消息，或是小心翼翼地避開相關的談話，你可以先問問自己的動機。若是披露消息，你會感到有罪惡感嗎？還是你擔心有人聽到了會憤怒？
3. 最好還是讓它透明。如果可能，最好還是讓消息透明公開。只要你不會違反公司政策，如果這個消息有可能會衝擊到你的團隊成員，最好以一個妥善的方式讓他們知道。

When should the bad news be disclosed?

When you get a bad news in private, should you disclose it to your team, or should you hide it and protect them?

When should a bad news be disclosed? Please refer to the following methods:

1. Understand your psychological tendencies. When it comes to privacy, everyone has a way of dealing with its own preferences. Some people are used to keeping silent, while some will be open to the public. Understand your preference behavior and choose a balance point.
2. Ask your motives. Whether you are eager to open the message, or carefully avoid the conversation, you can ask your motives. If the disclosure of information, you feel guilty? Or do you worry that someone is going to be angry?
3. Better let it be transparent. If possible, it is better to let the news be transparent. As long as you don't break the company's policy, if this news may hit your team members, it's better to let them know in a good way.

事不過三

在經營管理上，我有個【事不過三】的法則。

一件事，如果發生過三次，或是有三個人反映同一件事，就肯定情況有變化了，一個新的趨勢正在發生中，你必須重視與立即處理。

如果有人第一次讓我感覺不太愉快，我注意到了。如果再發生一次，那就代表第一次發生的事情不是個意外，而是個徵兆，一個潛在的狀況正在發生，我必須趕緊想好我的對策。第三次，我必須採取行動了！

這個法則，也可以應用在發現潛在價值上。

Three strikes and you are out

In business management, I have a rule. 

One thing, if it happens three times, or if three people reflect the same thing, the situation must change, a new trend is taking place and you have to pay attention to it and deal with it immediately. 

If someone makes me feel bad for the first time, I notice. If it happens again, it means that what happened the first time is not an accident, but a sign that a potential situation is happening, and I have to think about my strategy. Third time, I must take action! 

This rule can also be applied to the discovery of potential value.

準備面對非故意的意外

在事業上，經常會發生不是故意要造成的意外結果。一些負責任的領導主管經常會依據他預想的情境而添加了一些新的政策，但是也會因此產生一些新的問題。

你無法預測未來，但是你可以用以下的作法來控制負面狀況：

1. 做應變計劃。召集你的團隊成員來預想可能會發生什麼樣的意外，并做好防範計劃。保持警惕，讓大家都體認總會有意外可能會發生。
2. 做應變演練。做個有針對性的應變演練，看看大家會如何反應，哪裡會出漏洞，然後用你發現的問題來修正你的應變計劃。你無法預測到所有可能發生的意外形式，但是你能夠建立起大家應變的態度與基本的應變系統。

Ready to face unintentional accidents

In business, there are often unexpected results that are not intended to be caused. Some responsible leaders often add some new policies to the scenarios he preconceived, but there are some new problems.

You can't predict the future, but you can use the following methods to control the negative situation:

1. Make contingency plan. Call your team members to anticipate what kind of accidents may happen and do a good plan. Be vigilant and allow everyone to recognize that there will always be an accident.
2. Do strain rehearsal. Do a targeted strain drill to see how everyone will react, where the loopholes will come out, and then fix your contingency plans with the problems you find. You can't predict all possible unexpected forms, but you can build up your attitude and the basic strain system.

如何寫公司道歉信？

當公司做錯了，避免做假情假意，不真誠的道歉。相反的，你應該給出清楚、有策略的資訊，解釋究竟發生了什麼錯誤，以及公司預備如何處置。

請參考以下的作法：

1. 保持簡單。直接說重點，不要閃爍。不要加入任何讓人會感到企圖要閃躲責任或是想要取悅投資者的文字。如果你這樣做，只會讓客戶失望，並且讓事情搞得更複雜。
2. 說你該負責的，也對你說的話負責。如果你真的對公司所發生的錯誤覺得抱歉，就應該真誠的說出來。然後，讓人們看到你實際改進的行動。
3. 重申公司的核心價值。讓人們知道你的公司所堅持的價值觀，并且讓人們知道你預備如何將公司領導回到正途，獲得新的成功。

How to write a company's apology letter?

When the company is wrong, do not avoid false, sincere apology. Instead, you should give clear, strategic information, explain what's wrong, and how the company is ready to deal with it.

Please refer to the following methods:

1. Keep it simple. Say the point directly, don't flicker. Don't let anyone join the attempt to dodge responsibility or feel is to please investors text. If you do this, it will only disappoint the customers and make things more complicated.
2. Say you should be responsible, and you are responsible for what you say. If you are really sorry about the mistakes that have happened to the company, you should say it honestly. Then, let people see what you actually improve.
3. Reaffirm the core value of the company. Let people know your company adhere to the values, and let people know how to prepare your company leadership back to right, get a new success.

在危機中領導

在經濟困難時，你很容易感到無能為力。你會感到難以推動工作，或是無力來領導團隊往前發展。

與其猶豫在不確定中，不如就讓自己待在危機中，而以下列的作法來因應：

1. 支持團隊發展。分配自己的部分時間來協助正在掙扎中的團隊成員解決問題，或是教導那些具有高潛力的員工。當團隊成員得到一些成功后，你自己也會得到激勵，他們也一樣會感受到在組織內的價值。
2. 贏得一些小成就。即使你面臨巨大的不確定的危機，如果你能夠一步步解決問題，你仍然會在工作中感到喜悅，並且讓你維持好的工作能量。先不要去想要克服巨大的艱難挑戰，讓自己去一步步解決一些小問題，讓自己與團隊都能夠保持前進力量。

Lead in the crisis

It is easy for you to feel powerless in economic difficulties. You will find it difficult to push your work or to lead the team forward.

Rather than hesitate in uncertainty, let yourself stay in the crisis, and take the following way:

1. Support team development. Allocate part of your time to assist struggling team members to solve problems or to teach those with high potential. When the team members get some success, you will also be motivated, and they will feel the same value in the organization as well.
2. Win some small achievements. Even if you are faced with a huge uncertainty crisis, if you can solve problems step by step, you will still feel happy at work and keep you working well. Do not want to overcome the huge difficult challenges, let yourself go step by step to solve some of the small problems, so that you and the team can maintain the strength of progress