正確質疑會議應該如何開的做法

當會議開得偏離軌道，每個參與開會者都會浪費時間。但是，若是你並非會議主持者，而你知道會議主席正是導致會議無效率的源頭，怎麼辦？若是你直接提出質疑，挑戰對他的權威提出挑戰，是很冒犯的。該如何做？

首先，想想會議的正常程序是如何的？寫下你的建議，將它發給會議主持人。這樣對會議程序的建議，不會看起來像有對他攻擊的意圖。

如果你確實想質疑他開會的風格，要很謹慎。你當然不能說：“你主持會議的方式實在很爛，應該這樣做才會比較好。”但是，你可以給他一些如何評估會議的做法，例如給他一份檢查表，則可以讓他對會議結果做出結論。

無論是我們自己主持會議，或是只是參與者，我們都有責任讓會議進行得有效率。

Correctly question how the meeting should be held

When the meeting deviates from the track, every participant in the meeting is a waste of time. But if you are not the chair of the meeting, and you know that the president of the conference is the source of the inefficiency of the meeting, what do you do? It would be offensive to challenge his authority if you questioned directly. How should you do it?

First of all, what is the normal procedure of the meeting? Write down your advice and send it to the host of the conference. Such a proposal for a conference procedure does not seem like an intention to attack him.

If you really want to question the style of his meeting, be careful. Of course you can't say, "The way you preside the meeting is really bad, it's better to do it." However, you can give him some ways to assess the meeting, such as giving him a checklist, to give him a conclusion on the outcome of the meeting.

Whether it is our own meeting, or just the participants, we have the responsibility to make the meeting efficient.

領導你的團隊從錯誤中學習

追求成長與創新，代表將要承擔風險，也就是必須接受會犯錯的現實。但是，會犯錯不表示領導主管就不要去做嘗試實踐。

相反的，領導主管應該花時間去了解錯誤是如何發生的，以便在未來能夠有效降低犯錯的機會。

你可以在團隊中，指定各人扮演不同的角色，進行辯論，模擬實際的商戰，找出有效的策略。試著想想競爭對手可能的觀點與行動。

錯誤是難以避免的，也很昂貴的，所以不要浪費你可能犯下的錯誤，並且好好從中學習。

Lead your team to learn from mistakes

Pursuing growth and innovation, represents will take the risk, that is, to accept the reality of making mistakes. However, mistakes do not mean that leaders do not try to practice.

Instead, leaders should take time to understand how mistakes happen, so that they can effectively reduce the chances of making mistakes in the future.

In a team, you can assign people to play different roles, debate, simulate real business and find effective strategies. Try to think of your competitors' possible views and actions.

Mistakes are unavoidable and expensive, so don't waste the mistakes you may make and learn from them.

設定開會目的

我們經常會在參加一個理論上應該是很重要的會議，但是會懷疑：“這個會議究竟完成了什麼結果？”

問題通常不是在會議中出現了哪些討論。之所以不能得到結果，多半是因為沒有一個清晰的開會目的。例如，一般性定期的週會、月會，就是如此，會議前，沒有說好這次會議重點要達到什麼目的，只是讓各部門做重複性的報告。

在決定要召開會議時，先問以下兩個問題來決定你的會議目的：

1. 你希望討論、決定或是挖掘什麼？
2. 你希望出席者的部門成員知道這個會議做出了什麼決定？

回答了這兩個問題，你就能夠知道如何設定有高度的開會目的。

Setting the purpose of a meeting

We often have a very important meeting have to participate, but we doubt, "What is the result of this meeting?"

The problem is usually not a discussion in the meeting. The reason why we can't get the result is mostly because there is no clear purpose for the meeting. For example, regular weekly meetings and monthly meetings are the same. Before the conference, we did not say what the purpose of the conference is to achieve, but let all departments do repetitive reports.

When deciding to hold a meeting, ask the following two questions to determine the purpose of your meeting:

1. What do you want to discuss, decide or dig out?
2. What do you want the members of the attendees to know about the decision made by the meeting?

By answering these two questions, you will be able to know how to set a high level of meeting.

讓團隊有些壓力，有助於提高績效

團隊會因為工作壓力而奔潰，對嗎？不一定吧。有經驗的領導者明白，如果你要發展新產品，要及時取得客戶訂單，或是要達到季度業績目標，必須給團隊一些工作壓力。關鍵是給予適當的壓力。

主管要激勵員工拿出最好的工作表現，但是不至於讓他們必須犧牲睡眠。如果你認為你的團隊成員缺乏如此的壓力，那麼你可以增加指導他們的頻率，指出他們尚未做好的內容，並且教導如何才能做好。

當員工察覺到你正在關注她的行為，她的工作壓力就會自動升高。

Put some pressure on the team may help to improve performance

The team will collapse under pressure, right? Not necessarily. Experienced leaders understand that if you want to develop new products, get customer orders on time, or meet quarterly performance goals, you must put some pressure on your team. The key is to give proper pressure.

Executives want to motivate their employees to show their best job performance, but not enough to allow them to sacrifice their sleep. If you think your team members are under such pressure, you can increase their frequency, point out what they haven't done yet, and teach them how to do well.

When the employee perceives that you are paying attention to her behavior, the pressure on her work will increase automatically.

某個程度的偏心，可以提高團隊生產力

幾乎所有的領導主管都會在潛意識中對某幾位團隊中的成員，有一些偏心。這是因為主管認為如此能夠讓這些員工更受到激勵，而發揮更高的生產力。

只要做到公平，以及認知團隊必須有高度的相互依存，員工多半會接受在團隊中有這樣的差異化對待。

當主管用比較多的時間在高生產力員工身上，而較少在乎其他平庸的員工，通常團隊整體的表現會比較佳。適中程度的偏心確實可以建立起注重生產力的氛圍。

但是，主管要注意不要做得太過極端，那樣反而會產生內部衝突，因而降低了團隊生產力。主管要平衡地拿捏好。

A certain degree of eccentricity can improve team productivity

Almost all leaders are subconsciously biased towards some of the members of a team.

As long as it is fair, and the cognitive team must have a high degree of interdependence, employees are mostly accepted to be treated differently in the team.

When executives spend more time on high productivity employees and less about other mediocre employees, the overall performance of the team will be better. A moderate degree of eccentricity can indeed establish an atmosphere of productivity.

However, the supervisor should be careful not to be too extreme, which will create internal conflicts and reduce team productivity. The supervisor will hold good balance.

好的領導總是問問題

對於領導來說，尤其是那些新到任者，很難在沒有掌握狀況下，就採取行動。

領導必須不斷的問，挖掘出新的創意，并找出解決問題的方法。你必須不斷問一些會讓然感覺不適的問題，然後決定是否要做出改變或是要放棄的策略。

好的領導總是能夠退一步來看看大願景。他們會經常和不同的人接觸，以便能夠發現新的機會與新的想法，從中做出更好的決策。

Good leaders always ask questions

It is difficult for leaders, especially new arrival, to act without knowledge.

Leaders must constantly ask, dig out new ideas, and find ways to solve the problem. You have to keep asking questions that will make you feel uncomfortable and decide whether to make a change or to give up.

Good leaders can always take a step back to see the great vision. They often come into contact with different people so that they can find new opportunities and ideas and make better decisions.

避免重複錯誤的習性

工作場合中，總是有人一再的習慣犯錯。沒有人會抱怨，是因為老闆也頂多就是咕噥幾聲，不關痛癢，或是，辦公室里也有其他人有樣學樣，已經成為風氣了，大家都已經習以為常。不過，這樣的壞風氣，肯定要影響團隊士氣與生產力。

要改善這樣重複犯錯的習性，可以嘗試一些不同的作法。改變規則。

例如，你要糾正總是有人習慣開會遲到，在下次她又遲到時，你可以暫停正在進行的會議，然後讚揚說她做的都是對的，每個人就都被抓住了。這樣，可能以後就不會有人敢開會遲到了。

採用不同的作法，你可以鼓勵習慣犯錯誤的人作出好的行為。

Avoid duplication of error habits

There are always people who make mistakes when they are working. Nobody complains because bosses say nothing about them at best, not at least, or there are others who have learned something like that, and have become accustomed to being accustomed to things. However, such a bad atmosphere, will affect the team morale and productivity.

To improve the habit of repeating mistakes, try some different practices. Change the rules.

For example, if you want to correct, people are always used to being late for meetings. If you are late again next time, you can suspend the ongoing meeting, then praise that she did the right thing, everyone was caught. So maybe no one will be late for the meeting later.

With different practices, you can encourage people who are accustomed to commoting mistakes to make good behavior.

開遠程網絡會議，重視人際關係

現代的團隊工作，有愈來愈多遠端的同事，開遠程網絡會議，成為一個重要的工作能力。由於大家不在同一個實體的會議室中，如何保持大家開會的熱情？

關鍵在於重視人際關係。

例如，在等待會議召集人加入其他人上網進入會議聊天室時，你可以與已經上網連線的其他人閒話家常，例如，問候他的家人，讓彼此知道相互的近況。

一旦進入正式會議，先一一介紹每個人的姓名，並說出對他在會議中的期待。如此，可以讓每個人感到被認知與重視，會負責地準備他的發言，而不會感到被忽略冷落。

如果技術可行，最好進行視頻會議，讓彼此能夠看到對方的眼神與表情。

當有人做了比較冗長的發言后，最好摘要複述他的發言要旨，或是點名詢問他人是否明白了他的發言重點，如此，不僅可以提醒他人關注，他下次發言，也會注意控制發言內容。

這樣重視人際關係的遠程網絡會議，可以增進大家的親密，保持開會的熱情，讓會議進行得有效率。

Open teleconference and attach importance to interpersonal relationships

Modern team work, the more and more remote colleagues, teleconferencing become an important work ability. Since we are not in the same meeting room, how can we keep enthusiasm for meeting?

The key is value relationship.

For example, when waiting for a conference convener to join others in the conference room, you can chat with other people who are already online, such as greeting his family and let them know each other's current situation.

Once you get into a formal meeting, first introduce everyone’s name and say what you expect from him at the meeting. In this way, everyone can feel recognized and valued and will be responsible for preparing his speech without being ignored.

If the technology is feasible, it is best to meet video conferences so that each other can see each other's eyes and expressions.

When someone has made a lengthy speech, it is better to retell the keynote of his speech, or to ask someone if he understands the keynote of his speech, so that he can not only remind others of his concern, but also he will pay attention to control the content of his speech next time.

Such remote network meeting, which attaches great importance to interpersonal relationships, can enhance the intimacy of the people, keep the enthusiasm of the meeting, and make the meeting efficient.

管理團隊中的反對批評者

多數的團隊會有至少一名“反對者”，這樣的人總是會在團隊中扮演魔鬼代言人的角色，對於團隊的主張，提出批評意見。

這樣的反對批評者，通常是聰明而且自負，但是他們的言論與行為經常會損害團隊士氣。

但是，存在反對批評，也是建立有效團隊，建立高生產力的的關鍵元素。

所以，領導主管應該如何建立可以歡迎反對者的文化，而又能夠不會認為反對意見是個人的攻擊行為？

首先，要認知這些反對批評者並非全然是惡意的，他們通常是很用心提出對團隊有好處的有益意見。

你應該鼓勵團隊成員分享這些批評意見，并納入合理化團隊運作的考慮。仔細聽，認真思考，並且評估這些意見。請團隊中每個人都來對這些批評提出看法，平衡不同的意見。

最後，你要看待有這樣的不同觀點，是團隊健康的現象。

Management the ac tics of the team

Most teams will have at least one "opponent", who always plays the role of devil spokesman in the team, and criticizes the team's opinion.

Such opposition to critics is usually smart and conceited, but their speech and behavior often damage the team morale.

However, the existence oMf anti criticism is also the key element of establishing effective teams and building high productivity.

So, how should the leader of the leader build a culture that welcomes the opponents, and can I think that the opposition is a personal attack?

First of all, it is not entirely maliciously aware of these opposing critics. They are usually very attentive to put forward beneficial opinions on the team.

You should encourage team members to share these criticisms and take into consideration the rationalization of the team's operation. Listen carefully, think carefully, and evaluate these opinions. Ask everyone in the team to view these criticisms and balance the different opinions.

Finally, you have to see a different view of the team's health.

管理團隊中的暗地攻擊者

暗地攻擊的行為會造成團隊的挫折、壓力，以及焦慮，最後明顯的會降低公司的生產力。

這是為何領導主管必須鼓勵開放性的爭論討論，否則有些事就會轉為地下化的暗湧。

鼓勵你的團隊成員對你想要解決的問題做公開的辯論。你可以強調公開辯論的好處，并設定一些遊戲規則。你可以說：“我關切我們不能在會議中有效的討論所有的意見。”，或是，“我希望大家在會議中提出任何有價值的主張，而非在會後才來說。”

不要擔心在會議中發生的直接衝突。例如，你可以說：“有幾個人在會後來和我說他們有其他意見，但是，為何不是在會議中就直接提出來討論呢？”

平靜而直接的點出這樣的暗地攻擊的行為。直接的溝通對話，會讓團隊大家都會覺得比較安心。私下的攻訐，會遺留更多的不安。

Manage a dark attacker in the team

The behavior of a dark attack can cause frustration, stress, and anxiety in the team, and in the end it can obviously reduce the productivity of the company.

This is why leaders must encourage open debate or discussion, some things will turn into underground.

Encourage your team members to do an open debate to the issues you want to solve. You can emphasize the benefits of open debate, and set some rules of the game. You can say: "I am concerned about in the meeting we cannot effectively discuss all opinions." or, "I want a present of any value stand at the meeting, rather than after meeting."

Don't worry about the direct conflict that happens in the meeting. For example, you can say, "A few people will tell me later that they have other opinions, but why not directly discuss them in the conference?"

Calm and direct point out this secret attack behavior. Direct communication and dialogue, will make the team everyone will feel more at ease. Private attack will leave more and more uneasy.