不要輕易嘗試做管理上的突破，保持簡單

每一代的領導者都會認為他面臨了許多新的挑戰，因此需要很全新的領導模式。的確現代的領導者是處於很不同的工作環境，但是作為一個有效的主管並非要求他精通什麼神秘而複雜的管理模式，而應該是保持簡單並且持續一些既有的、被驗證的、以及顯為眾人所知的概念。 

過去用來造就成功的領導者的方式，仍然能夠支援當今的成功領導者：他要能幹、要能夠關愛，以及要仁慈。 

在你想要放棄舊領導方式，而準備採用新的領導方式前，請再詳細檢視其中是否確實不同。很多時候，你會發現內涵還是一樣的，只是換了新的包裝，換了新的說法罷了。

Don't try to make a breakthrough in management easily. Keep it simple

Every generation of leaders will think he is confronted with many new challenges, therefore need a new model of leadership. Indeed the modern leader is in a very different environment, but as an effective charge of not asking what he is proficient in mysterious and complex management mode, and should be kept simple and sustained proofs, be verified, and be known explicit concepts.

The way in the past to create a successful leader can still support today's successful leader: He must be capable, able to love, and be kind.

When you want to give up the old leadership, and consider adopting new ways of leadership, please take detailed view of which is really different. Most of the time, you will find the meaning is the same, only for the new packaging, for a new argument.

鼓勵你的團隊在頭腦風暴會議中畫畫

頭腦風暴通常包括坐在房間裏交談，這會促使人們找到易於談論的解決方案。

為了擴大團隊思維的範圍，嘗試一種不同的方法：讓你的團隊來表達他們的想法。繪畫有幫助有幾個原因：

1. 人們很難描述空間關係，所以任何需要空間佈局的解決方案都用圖片來描述，而不是用文字來描述。
2. 大量的大腦致力於視覺加工，所以素描和讀圖涉及到觀念生成中的大腦區域。
3. 用語言來描述過程通常是困難的，所以圖表是有用的。

如果你缺乏藝術人才不要擔心：有研究表明，一個誤解圖會偶然產生新的想法。

Encourage Your Team to Draw During Brainstorming Meetings

Brainstorming often involves sitting in a room and talking, which pushes people toward solutions that are easy to talk about.

To expand the scope of your team’s thinking, try a different approach: ask your team to draw their ideas. There are several reasons why drawing is helpful：

1. It’s hard for people to describe spatial relationships, so any solution that requires a spatial layout is better described with pictures than with words.
2. A large amount of the brain is devoted to visual processing, so sketching and interpreting drawings involves those brain regions in idea generation.
3. It is often difficult to describe processes purely in words, so diagrams are helpful.

Don’t worry if you lack artistic talent: Studies have shown that a misinterpreted drawing can serendipitously lead to new ideas.

成為具思想魅力領導者

在現代職業場中，每個人都會有個人品牌。但是，如果你想有進一步發展，你不能只是一名對企業財務有了解的傢伙。你必須在組織內外讓大家看到你的獨特性。

以下是幾個能夠展現你獨特魅力的作法：

1. 在網絡上表現出自己。互聯網是能夠讓你展示你的知識的理想空間。你可以寫下你的文章，或是對別人的文章予以評論，并鏈接其他博客或是社群來建立你人脈網，讓大家認識你。
2. 與具有思想力的人往來。你可以與一些具有高學歷、或是產業經驗豐富者多交流，展現你對某個主題的深入觀察意見，讓他們介紹你給其他分享到你的意見的其他人。
3. 參加論壇活動。關注在你的產業中的一些論壇活動，爭取出席發言。讓你提出的議題受到關注討論。

Be a charismatic leader

In the modern professional field, everyone has personal brand. But if you want to go further, you can't just be a guy who knows something about business finance. You have to show your uniqueness in and out of the organization.

Here are a few ways to show your unique charm:

1. Show yourself on the Internet. The Internet is an ideal place for you to show your knowledge. You can write your articles, or comment on other people's articles, and link other blogs or communities to build your network and let people know you.
2. Communicate with people with ideas. You can communicate with someone with a high degree of education or industry experience, and show you an in-depth observation of a subject, and let them introduce you to other people who share your opinion.
3.  Participate in forum activities. Focus on some forum activities in your industry and try to attend the forum. Let your agenda be discussed.

用他希望被讚美的方式讚美他

肯定他人是經理主管最有力的領導工具之一。但是，並不是每個人都希望他的工作績效被其他人用同樣的方式肯定讚美。

要肯定某人的工作成就，是要讓他感到有特殊感。如果你用同樣的讚美詞讚美每個人，就很難凸顯他的特殊地位。

某人可能會希望得到可以在同事面前獲得公開的表揚，而另一個人可能會更在意老闆私下給予他下一個可以發揮的新機會。而有人可能更在意有休假的福利，或是獲得升級的機會。

你最好根據每個員工的喜好，調整你讚美的方法。如果你不確定他喜歡什麼，就多觀察，或是直接問。

Praise him in the way he wishes to be praised

Affirming others is one of the most powerful tools of leadership, but not everyone wants his work performance to be praised by others in the same way.

To affirm someone's work achievement is to make him feel special. If you praise everyone with the same compliment, it is difficult to highlight his special status.

Someone may want to get the praise in front of colleagues, while another may be more concerned about the boss privately given him a new opportunity to play next. And some people may be more concerned about the welfare of a vacation, or get the opportunity to upgrade.

You'd better adjust your compliment according to the preferences of each employee. If you're not sure what he likes, watch it or ask it directly.

領導者，不要讓你的想法影響你的團隊

文言文：

將者，勿使汝之心感汝之團隊

公職在造一安之間，使君之團隊於不畏知之下分心。然，汝可甚難知之回饋議不糜人之言。汝應于合群策之中參己意，或退一步，當多方之輔佐者？

要是得道之平也。終期與績效之迫，益用己說之難。然而必得君之團隊之自疑，而君意永得也。

是故，請君釋尊，盡可信而告之團隊勿太過介卿意當與之其意殊異。然，若見君之力使之與失也，則還教練式之也。若子之團隊在等告其方，彼則不有創造力。

白話文：

領導者，不要讓你的想法影響你的團隊

你的職責是創造一個安全的空間，讓你的團隊在不害怕判斷的情况下分享想法。但是，你可能很難知道你的回饋意見不會如粉碎別人的建議。你是否應該在集思廣益的過程中加入自己的想法，或者退後一步，承擔更多的輔導角色？

關鍵是找到正確的平衡點。最後期限和績效目標會增加採用你自己觀點的壓力。但是這樣做會新增你的團隊的自我懷疑，並使領導者的想法永遠得到答案。

所以，請你放下自尊，盡可能令人信服地告訴你的團隊不要太過介意你的想法會和他們.自己的想法完全不同。但是，如果你注意到你的貢獻使他們的參與失去了意義，那就回到教練模式那裡去吧。如果你的團隊在等你告訴他們該做什麼，他們就不會有創造力。

管理團隊中的自戀狂

自戀狂的人是很自大的，他會自我提升，甚至重于生命。這對於你的團隊是一項挑戰。

雖然他們的自我驅動力可以有效地推動組織前進，但是他們如此不惜一切代價獲勝的企圖心，卻也可能會破壞團隊。

你可以通過建立强烈的團隊凝聚力，鼓勵每個人公開和建設性地面對問題，來減輕他們行為的影響。

設定團隊的規範，可以讓失調的現象容易被發現，納入可控的範圍，並且可以透過同儕的壓力讓自戀狂適應團隊的規範。多人給他的回饋，會比一個人給他的回饋，讓他更難以忽視。

Manage narcissism in team

A narcissistic person is arrogant. He can improve himself, or even more than life. This is a challenge to your team.

Although their self - actuation can effectively push the organization forward, their ambitions of winning at all costs can also destroy the team.

You can encourage everyone to face problems openly and constructively by building a strong team cohesiveness to lessen their impact.

Setting the team's specifications can make it easier to find out the misaligned phenomena, incorporate the controllable range, and allow the narcissism to adapt to the team's norms through peer pressure. Many people give him more feedback than a person gives him back, making it even harder for him to ignore.

在視訊會議中，給遠端的員工感受到溫暖

給那些和你不在同一個房間的人提供建設性的回饋，會覺得很尷尬。但是如果你必須管理遠端的員工，你就得這麼做。

設定一個視訊會議，並確保你的相機在眼睛的水准位置；任何較低的將使你看起來似乎在他們上面若隱若現。保持自然的眼神交流，保持身體語言的開放和放鬆。用平常的閒聊開始你的談話，但要付出額外的努力來取暖。

對他們的工作表示你的感激，如果合適的話。由於你的遠端員工可能沒有經常閱讀你的語調或肢體語言的機會，建立這種相互信任和放心會幫助你的談話變得更貼心。

但是，請記住，你不應該過於積極地強調你的建設性意見，否則你的回饋可能會被感受到是在責備他。你只需要讓他感受到，你在他身邊，知道一些事實，他也可以來尋求你的意見。

In video conferencing, warmth is felt for remote employees

It would be awkward to provide constructive feedback to people who don't stay in the same room, but you have to do it if you have to manage the employees at the far end.

Set a video conference, and make sure your camera in the horizontal position of your eyes; any lower will make you seem to be on them to keep the natural eyes partly hidden and partly visible. Exchanges remain open and relax your body language. You talk with the usual chat style, but should make an extra effort to keep warm.

Express your appreciation for their work, if appropriate. Because you may not have remote employees often read your body language or tone of the opportunity to establish the mutual trust and confidence will help you become more nicely.

But, please remember, you should not be too emphasize your constructive comments, otherwise he may feel that you are blaming him. You just need to let him feel that you're on his side, know some facts, he can also seek your advice.

你的公司規範會導致員工倦怠嗎？

公司高管們往往認為員工的倦怠是個人問題，而不是公司組織上的普遍問題。這是個錯誤認知。

不要試圖幫助個人處理壓力，而應該關注那些可能導致壓力的不受約束的組織規範，比如工作量大，文化上總是有問題，以及花費太多時間在開會上。看看員工花了多少時間在解決跨部門的協調工作上？

運用這些調查或回饋數據，了解在企業內那些人員的工作量已經超負荷了。

鼓勵領導主管進行有針對性的變革，例如重新設計工作流程、建立新的文化規範、明確每個人的時間都是寶貴的資源。

通過解决導致工作倦怠的條件，你可以在它發生之前控制住它。

Does your company's norm lead to employee burnout?

Executives tend to think that employee burnout is a personal problem, not a common problem in corporate organizations.

Don't try to help people deal with the pressure, and should pay attention to those may lead to pressure from organizational constraints, such as heavy workload, there is always a cultural problem, and spend too much time in meetings. Look at how much time staff spent in solving coordination across departments?

Using these surveys or feedback data to understand who in the corporate has overloaded? Encouraging leaders to carry out targeted change, such as redesigning work processes, creating new cultural norms, and defining each person's time as a valuable resource.

By solving conditions that lead to burnout, you can control it before it happens.

注意團隊中的壓力

作為一個領導經理，你要注意觀察團隊是否出現壓力的迹象。你的團隊，是否有人在脫離工作了？是否有人生病了？

注意這些警告信號：你的團隊中有人看起來過於疲勞或經常被壓垮嗎？他們最近無法控制自己的情緒嗎？

當然，每個人都有好的和壞的日子，但是大多數人能以適合方式調節他們的情緒。情緒低落可能是壓力過大的表現。

如果你注意到這些迹象，就開始和那個人交談。你可能會問一個簡單的問題，比如“你沒事吧？”或者“你好嗎？”如果這個人願意交談，請提及你觀察到的迹象並表達你的關切。

Pay attention to the stress in the team

As a leader, you should pay attention to whether there is any sign of pressure on your team. Is your team out of work? Is there anyone who is ill?

Notice the warning signs: Dose someone in your team look too tired or too often overwhelmed? Are they out of control lately?

Of course, everyone has good and bad days, but most people can adjust their moods in a proper way. Depression may be a sign of stress.

If you notice these signs happen, talk with that person. You may ask a simple question, such as "Are you okay?" or "How are you?" if the person is willing to talk, please refer to the sign you observe and express your concern.

掌握遠端工作人員的工作效能問題

管理在外地辦公人員所面臨的挑戰之一，是如何對他們的表現有清楚的了解。他們更容易孤獨和失去工作動力，從而導致工作績效下降。

他們不像是你可以在辦公室座位上、走廊上、餐廳裡，就可以直接感受到他們的情緒。

你必須透過電話或視訊會議和他們頻繁交談，注意聽或看他們說話的語氣和表情，注意他散發的訊號。你應該讓他們知道你對他們的關心。

Grasp the work performance issues of remote staff

One of the challenges for managing remote office employees is to have a clear understanding of their performance. They are more likely to be lonely and lose motivation to work, which leads to lower job performance.

You are not likely to notice their emotion directly in the office, on the seat, in the hallway, in the dining room.

You have to talk to them by phone or video conferencing, listen to or see carefully their tone and expression of their conversation, and pay attention to the signals they send. You should let them know how you care about them.