給遠端協作團隊建立清楚的規則

所有的團隊都需要有清楚的工作規則，而這對於分散在不同地點而一起協作的團隊特別重要，不同地方的同事對於期待如何達成一個目標會有不同的想法。

讓團隊成員都知道，他們可以期待到什麼程度？他們可以得到哪些資源？他們在什麼情況可以出差見面協作？領導這樣遠端團隊的主管應該想到這些問題：

1. 團隊成員方便溝通開會的時間？
2. 如果團隊成員發現要完成責任範圍內的工作而必須加班，他們應該如何做？

Establish clear rules for remote collaborative teams

All the team needs to have clear rules of work, which for the scattered in different locations and with the cooperation of the team is particularly important, and colleagues there looking for how to reach a goal will have different ideas.

Let the team know that they can look forward to what extent? They can get what resources? How they can have business trip to meet for face-to-face discussion? Leaders who in charge of remote collaborative work team should think of these problems:

1. What time is convenient for team member to meet?
2. What should the team do if the team member finds out that they have to work overtime to complete the work within the scope of responsibility?

週會要有清楚的目標

不要因為公司有不斷重複舉行的週會，就代表週會一定必須要開。只有與會人員，尤其是你身為會議主持人清楚週會要談些什麼議題，才有必要開會。只有當有共識會議的目的與議題，才能夠使每個人的時間不至於被浪費。

以下是幾個可以考慮的會議目的：

1. 分享截至目前的進度，包含主要的進度指標，以及後續的活動。
2. 確認關於對進度的提問與顧慮。
3. 解決優先次序與新面臨的問題。
4. 擬定後續的工作項目。

Weekly meetings have clear goals

Not because the company has repeatedly held a weekly meeting on behalf of the week will have to open. Only the participants, especially you are meeting host clear week to talk about what issues, it is necessary to attend the meeting. Only when the purpose and the issue of the consensus conference, to be able to make each person's time is not wasted.

Here are a few consider the purpose of the meeting:

1. Share as the current progress, including the main indicators of the progress, and follow-up activities.
2. Confirm questions and concerns about progress.
3. Addressing priorities and new problems.
4. Prepare follow-up work items.

對你的團隊成員表現關懷

毫無疑問地，人們都是希望感覺到被感激與被聽見他們的聲音。作為一名領導者，你的工作是要建立起人們可以感受到他們的價值的工作環境。

以下有幾個作法是你可以讓人們感受到被關懷：

1. 觀察、傾聽與發問。停止認為你以為了解了人們如何想、如何感受，你可以并不了解。如果你能夠保持安靜與好奇，你可以知道更多。
2. 停止多工工作。如果你一邊寫工作計劃，一邊和人電話聊天，你沒有一件會做得好。將你的電話擱下，專心面對在你前面的人或工作。
3. 不要任意干擾員工。員工總會有不斷到期必須完成的工作，去處理緊急事務，或是遇到其他臨時的干擾。能夠稍緩腳步，對於紓解緊張是很重要的。你自己也是如此。最好能夠有空間可以專注，並且鼓勵你的員工也如此做。讓他們知道有時可以為自己留下一些時間來照顧自己。

Show concern for your team members

There is no doubt that people want to feel appreciated and heard. As a leader, your job is to create a work environment where people can feel their value.

There are several methods that you can make people feel be cared:

1. Watch, listen and ask. Stop thinking you think you know how people think and feel, you can't understand. If you can keep quiet and curious, you can know more.
2. Stop multitasking. If you write a work plan while talk to people on the phone, none of you will do it well. Put your phone down and focus on the person or work in front of you.
3. Don't arbitrary interference employees. Employees will continuously face work must be done before due time, to deal with the emergency, or meet other temporary interference. Slightly slow pace to relieve tension is very important. You too. It is best to have the space to focus, and encourage your employees to do so. They know to retain sometimes to take care of themselves.

如果你沒有被邀請參加一個重要會議，怎麼辦？

如果你發現你沒有被邀請一個會議結果會影響你與你的團第的重要會議，怎麼辦？

與其氣急敗壞的憤怒，不如採取行動，避免再次發生這樣的事情。

你可以先詢問一名有參加這個會議的同事，了解在會議中討論了什麼，會議結論是什麼？然後去和會議主持人談談。不需要表現你受到傷害的情緒，與其說：“為何我沒有被邀請參加這場會議？我應該在那裡。”，不如說：“我沒有參加這場會議，在和小王做了了解后，我想以後如果要做類似的討論的話，我應該可以做出一些貢獻。”解釋你的角色會如何幫助會議討論。

What if you weren't invited to an important meeting?

What if you find that you have not been invited to a meeting that will affect your important meeting with your group?

With the desperate anger, it’s better to take action to avoid such things happen again.

You can ask a colleague to attend this meeting, to understand what were discussed and concluded at the meeting? And then go to talk with person who hosted the meeting. Don’t talk you hurt feelings, and say: "Why I was not invited to attend the meeting? I should be there, but say well." Rather said: "I did not attend the meeting, made in understanding with Wang, I think if you want to do a similar discussion of words, I should be able to make some contribution." Explain how your character will help the meeting.

幫助你的經理們做好他們的工作

當你領導你的經理時，你的工作是領導好他們以及任何其他員工，做好他們的工作。讓你的經理們能夠支持他們的下屬有效的完成工作。

人們會向他們的老闆學習到領導的方法。所以，你應該建立領導管理的典範。你可以告訴他們你希望他們管理好他們的團隊。在你和他們做一對一的對話時，讓他們告訴你他們是如何指導他們的團隊，以及獲得他們屬下的回饋意見。這樣做， 會讓他們知道這些是重要的。但是，不要告訴他們應該如何做好領導工作。必須讓他們用他們自己的作法來領導。

如果你能夠在他們屬下說明賦予經理們的任務，以及說明他們有何能力可以達成任務，會對他們很有幫助。你也應該公開讚揚他們的成就。或是，在公開場合請教他們的意見，請他們做演說簡報。如此可以讓他們有表現的機會。

他們的屬下會想要知道你如何看待你的經理們。如果你尊重他們的工作與職權，他們的屬下也會如此尊敬他們。

Help your managers do their job well

When you lead your managers, your job is to lead them and other staffs, do their job well, and let your managers support their subordinates to do their job effectively.

People will learn to their boss to lead the way. So, you should set up the model of leadership and management. You can tell them that you want them to manage their team. When you do a dialogue with them, let them tell you how they guide their team, and get them under feedback. To do so, let them know that these are important. But don't tell them how to do the work of leadership. They must use their own approach on leadership.

If you can give managers that their tasks, and that they have any ability to the task, will be very helpful to them. You should also publicly praise their accomplishments. Or, ask their opinions in public, ask them to make speech presentation. They have the opportunity to show.

Their subordinates will want to know how you look at your managers. If you respect their work and authority, their subordinates will respect them.

召集線上虛擬會議，指派會議角色

召集線上虛擬會議，絕不容易。你必須小心計劃以避免面臨會議中的尷尬，例如會議中出現沉默時間，技術障礙，以及有人一面開會一面做別的事。

你應該在會議前設定清楚的會議目的與期待的成果。在會議前，發出會議通知，讓每個人都知道應該做出哪些貢獻。

在開會前，就指派會議中每個人的角色。你可以事先了解與會者平日的行為。例如，有人很容易分心，就指派他督促其他人發言、讓會議能夠準時結束，或請他做會議記錄。

如果與會者相互不認識，指定一個人簡略介紹與會者，並且可以指派一人提出問題來讓會議進行討論，避免尷尬的沉默。

在虛擬線上會議中，指派角色，可以讓會議討論進行順利。

Call online virtual meeting, assign conference role

It's never easy to call online virtual meetings. You have to plan carefully to avoid embarrassment in meetings, such as silence, technical barriers, meetings and doing something else.

You should set clear meeting objectives and expected outcomes before the meeting. Before the meeting, send a meeting notice to make sure everyone knows what contributions to make.

Before the meeting, appoint everyone’s role in the meeting. You can understand the behavior of participants on weekdays. For example, some people are easily distracted, they assigned him to urge other people to speak, let the meeting will end on time, or ask him to do the record of the meeting.

If the participants do not know each other, appoint a person to introduce the participants briefly, and assign one person to ask questions to make the meeting a discussion to avoid awkward silence.

Assign roles in virtual online meetings, and can make the meeting smoothly.

停止指派給團隊不需要的工作

沒有人喜歡忙碌工作。不僅是因為我們必須工作，而且是老闆總是在指派工作。

如果你的團隊總是在成堆的工作壓力中，你應該評估是否指派了他們一些不需要的工作，然後設法降低他們的工作壓力。

首先，你應該監督你的團隊的工作。問你的團隊成員，他們估計在每一項工作上需要多少時間完成，他們認為哪些工作是他們的角色中比較重要的？而哪些工作是比較有價值的？

那些他們覺得不需要，不能呈現出他們價值的工作項目，就必須考慮他們的工作負擔，并聽取他們建議的解決方案。

通常，改進你和團隊間的溝通，給予他們更多的自主權，就能夠避免掉很多不需要的工作。

記住，並非只要你在指派不需要的工作。他們經常會從你的上級收到一些不明確的資訊。你必須讓他們願意來向你要求澄清。

同時，你必須確保他們獲得能夠做出績效所需要的資源。

Stop assigning tasks that the team doesn't need

No one likes busy work. Not only because we have to work, but the boss is always assign to work.

If your team is always in a pile of work pressure, you should assess whether to assign them some unnecessary works, and then try to reduce their work pressure.

First of all, you should monitor your team work. Ask your team members how much time they need to finish each job. What do they think is more important in their role? Which jobs are more valuable?

Work projects that they don't think they need and can present their value, must consider their workload, and listen to their suggested solutions.

In general, improving your communication with your team, and giving them more autonomy can avoid a lot of unnecessary work.

Remember, not as long as you don't need to work in the assignment. They often receive some vague information from your supervisor. You must make them willing to come to you to ask for clarification.

At the same time, you must ensure that they have resources needed to make the performance.

將同事的負面回饋當成是改進關係的機會

沒有人喜歡收到同事的負面回饋。但是不喜歡并不能讓你改善什麼。然而，他們會花時間給你回饋是因為他們關心你以及希望你能夠成功。所以你應該感謝他們的幫助。

所以安排時間來解決他們告訴你的。這不需要立即做決定，有些事你需要一些時間來思考清楚。一旦你做好準備了，就應該採取行動。

你們可以一起坐下來，告訴他們你預備如何改進，以及說明你將要如何評估成果。詢問他們對於你預備採取的計劃的建議。如此，他們不但會支持你，並且會願意用他們的時間來進行改善，而且改善了和你之間的關係。

Think of colleagues' negative feedback as an opportunity to improve relationships

No one likes to get negative feedback from colleagues. But dislike doesn't make you much better. However, they take the time to give back to you because they care about you and hope you can succeed. So you should thank them for their help.

So schedule time to solve what they tell you. There's no need to make an immediate decision, and there are things you need some time to think about. Once you're ready, you should take action.

You can sit down together and tell them how you're going to improve and how you're going to evaluate the results. Ask them for advice on the plan you're planning to take. In this way, they will not only support you, but will be willing to spend time to improve, and improve the relationship with you.

在與你的屬下做一對一會談事獲得更多

優秀的領導者會知道定期查驗你的屬下工作表現是很重要的。但是，太頻繁的一對一對話常常流於急促而沒有組織好。

要讓你的這類會談做得更符合你的目的，首先，你必須安排好對話時間。這無關於你多久才安排一次，可能是每週，隔週，或是每月一次，但是，這必須在你的行事曆上安排好，並且你要尊重你和屬下約好的時間。

不要習慣性的取消對話約會，那樣會讓你的屬下覺得你不尊重她的時間。

你可以事先問你的屬下，她想要談一些什麼？你也應該做好準備。

當你們進入房間后，關掉你的電話，關上門。一開始，你可以感謝她過去一段時間表現好的項目內容。然後，以好奇的態度聆聽她的顧慮，并提供回饋來解決她所面臨的問題。

結束會談前，複述你們所達成的共識，並且再次感謝她。確認的語句，會涵蓋許多的意義。

Get more in one-on-one talks with your subordinates 

A good leader will know that it is important to regularly check the performance of your subordinates. But too often one-on-one conversations tend to be rushed rather than organized.

To make this kind of meeting more in line with your goals, you must first schedule the conversation. It doesn't matter how often you schedule it, maybe once a week, every other week, or once a month, but it has to be arranged on your calendar, and you have to respect the time you make with your subordinates.
Don't habitually cancel a conversation date, which will make your subordinates feel you don't respect her time.
You can ask your subordinates beforehand, what does she want to talk about? You should be ready.
When you enter the room, turn off your phone and close the door. To begin with, you can thank her for the content of the project that has performed well over the past period of time. Then listen to her concerns with curiosity and provide feedback to address her problems.
Before concluding the meeting, repeat the consensus you have reached and thank her again. A confirmed statement will cover many meanings.

在做重大授權前，先建立信任

要授權給員工並且信任他們可以做出決策，通常不是想象中那麼容易。

要能夠做出授權，你必須做兩件事：建立信任，以及預備接受會失敗的可能性。

你可以與你的員工作一對一的交流，觀察他們如何處理日常的工作，并提供你的回饋意見，這樣做，可以讓你認識這名員工的優點和缺點，因而知道誰可以承擔責任，而誰需要更多的經驗。

你同時要認知會失敗是在授權時很自然的。如果缺乏會失敗的磨練，你的團隊很難知道風險，也不容易發展出創新的能力。如果你能夠有承擔接受失敗的可能性，你就比較能夠安心做出授權的決定。

Build trust before you make a major mandate

Empowering employees and trusting them to make decisions are often not as easy as thought.

To be able to make delegate, you have to do two things: to build trust, and prepare to accept the possibility failure.

You can work one-on-one with your staff, observe how they handle their daily work, and provide feedback that will allow you to recognize the strengths and weaknesses of the employee, and know who can take responsibility and who needs more experience.

It is natural for you to also recognize that failure will occur when authorized. Without training of failure, it is difficult for your tea to know that risks and develop the ability to innovate. If you are more likely to accept failure, you will be more comfortable with the decision to delegate.