要激勵你的團隊，表現出一些情感

在工作中保持頭腦冷靜對於決策和團隊凝聚力是很重要的，但它可能會有一個意想不到的缺點：你平靜的職業形象可能過於死板，以至於你忘了做你自己或展示你的情感。

作為一個領導者，如果你總是嚴肅的面對你的直接報告，你很難產生熱情。

下次你準備一個重要的演講或會議的時候，想想你想給你的員工傳達怎樣的附帶的情感？然後選擇與你的情緒相匹配的詞。如果你希望你的團隊有信心，比如說你對他們的表現感到“自豪”，他們的想法是“強大的”，或如果你的團隊正面臨著一個最後期限，告訴他們的任務是“關鍵的”和你的“渴望”有能夠如期完工的機會，這樣你的團隊就有機會不會錯過。

沒有情感的語言，你的資訊可能會落空，所以要坦率地表達你的感受，而領導者的情緒具有感染力。如果你投射出興奮或鼓勵，你的團隊將獲得你的能量。

To motivate your team, show some emotion

Stay calm at work is important for decision making and team cohesion, but it may have an unexpected disadvantage: your quiet professional image may be too rigid, so you forget to be yourself or show your emotions.

As a leader, it’s hard to be enthusiastic if you're always serious about your direct report.

When you prepare for an important lecture or meeting next time, think about what you want to give your employees how to convey incidental emotion? And then choose to match your mood.

If you want to have confidence in your team, for example, you feel “proud” of their performance, their idea is "strong", or if your team is facing a deadline, tell them the task is "critical" and you "desire" to have the opportunity to complete it on time, so that your team will have the opportunity to not miss.

Without emotional language, your message may fail, so be frank about your feelings, and the leader's emotions are contagious. If you project excitement or encouragement, your team will gain your energy.

做決策前先看到大願景

成功的策略思考者永遠會看到願景。他們會考慮當採取改變行動后會有哪些新的機會與資源來帶動他的團隊的進步與發展。

以後，當你要做決策時，考慮下列的作法來避免你的眼光過於狹隘：

1. 思考未來的成果。當你有了新的創意，都問自己一下：“如果我實施了這個創意，可以帶給股東與其他單位哪些成果？會產生哪些長期的變化？”
2. 擴大你的選項範圍。去了解收集對於參與決策有興趣的人的想法與顧慮，知道他們對於新的改變會對他們產生哪些影響？
3. 考慮你的客戶。以客戶的眼光來考慮你的決策。他們會如何想？他們會傾向與哪些其他做法？如果你還不夠清楚，就去問問他們。

Before You Make a Decision, Look at the Big Vision

A successful strategy thinker will always see the vision. They will consider what new opportunities and resources will be taken to promote the progress and development of his team when they change their actions.

Later, when you make a decision, consider the following ways to avoid being too narrow:

1. Think about future results. When you have new ideas, ask yourself, "What are the results that I can bring to shareholders and other units if I implement this idea? What are the long-term changes?"
2. Expand your options. To understand the thoughts and concerns of people who are interested in participating in the decision, and to know what impact they will have on the new changes
3. Think about your customers. Consider the intended decisions in the eyes of the customers. What will they think? What other alternatives will they prefer? If you don't know enough, ask them.

與老是需要你的員工保持適度的距離

作為一名經理，你可能希望你能給團隊中的所有人更多的關注。但有時,某些員工似乎需要你給他更多的時間。也許他們反復要求你回顧他們的工作，或者經常帶著問題出現在你的辦公桌上。

如果你的其中一個員工要求你的資源過多，試著設定更清晰的界限。

下次這個員工過來時，你可以說：“我還有15分鐘，就要參加下個開會，我可以和你談那麼多時間。”或者，“我正要去開會。”“我們可以另外安排個面對面的對話嗎？”你可以這樣說，“你每週來看我三次。從現在開始，讓我們試著每週一次。”

你需要幫助你的員工學會為為什麼樣的事情可以來找你。

Keep a moderate distance from employees who always need you

As a manager, you may want you to give more attention to everyone on your team. But sometimes, some employees seem to need you to give them more time. Maybe they ask you to review their work over and over again, or they often show up at your desk with problems.

If one of your employees demands too much of your resources, try to set clearer boundaries.

Next time the employee comes, you can say, "I have 15 minutes to attend the next meeting. I can talk to you about how much time I have." Or, "I'm going to a meeting." "Can we arrange another face-to-face conversation?" You can say, "You come to see me three times a week. From now on, let's try once a week.

You need to help your employees learn why they can come to you.

不要攬下部屬該做的事

許多新任主管會犯下的一個錯誤，是沒有設定好自己與屬下的工作界限，尤其是誰應該負責什麼工作。當你升任為一名主管時，你的工作也從一名團隊成員改變成要去領導一群人。原來你是要求自己有高績效表現的一名成員，如今是要去支持你的團隊成員做出高生產力。

要轉變自己的角色並不容易。但是，與其自己親力親為似乎做起來比較快，你仍然要避免這樣做。領導主管要有看大格局的責任，從參加團隊會議到評估你的團隊的績效表現。

如果你自己跳下去做你的屬下該負責的工作，他不會學習到什麼，你也不會有時間處理自己的工作，並且你會作出危險的前例。

所以，你應該和你的團隊成員坦誠的說出你對他的期望。讓他們知道你會支持他們，但是他們的工作是自己該負責的。

Don't do what your subordinates should do

One mistake that many new executives make is not setting their own boundaries with their subordinates, especially those who should be responsible for what they do. When you are promoted to be a supervisor, your job changes from a team member to lead a group of people. So you ask for a member who has high performance. Now it's about supporting your team members to make high productivity.

It's not easy to change your role. But instead of doing it yourself, it seems faster, and you still have to avoid it. Leaders should have the responsibility to see the big picture, from attending team meetings to evaluate the performance of your team.

If you jump down to do the job that your subordinates are responsible for, he won't learn anything, you won't have time to deal with your work, and you'll make a dangerous precedent.

So, you should honestly tell your expectations to your team members. Let them know that you will support them, but they are responsible for their work.

如何避免崩潰?

勇於承擔挑戰,並贏得勝利的領導者,將獲得讚揚。然而，能夠體認出挑戰過於艱巨，採取行動以避免風險的領導者，同樣是個英雄。

面對挑戰任務，如何進行評估，以便決定應該往前邁進，或是退縮避險？

1. 評估贏的機率。你應該認識你將面對的是什麼現實，並客觀的評估你贏的幾率有多少。將獲勝的利益與失敗的成本都估算清楚。（你應該認識，錯失一個專案，也可以視為一種利益。）不要低估失敗的成本。
2. 瞭解你的團隊。即使是A Team也有能力的極限。問一下自己，你的團隊是否真有能力迎接所面臨的挑戰。
3. 認識你自己。這真是對自我信心的試煉。誠實的面對自己，你是否將做出超越你自己能力的決定。

How do you avoid crashes?

The leader who is brave enough to take the challenge and win the battle will be praised. However, it is too difficult for the body to recognize challenges, and leaders who take actions to avoid risks are also heroes.

In the face of challenges, how can we assess whether we should move forward or shrink from it?

1. Assess the odds of winning. You should know what reality you will face and evaluate objectively how much chance you will win. We will clearly estimate the benefits and costs of winning. (you should know that missing a project can be regarded as an interest). Don't underestimate the cost of failure.
2. Understand your team. Even A Team has the limit of ability. Ask yourself if your team is really capable of meeting the challenges.
3. Know yourself. This is really a trial of self confidence. Facing yourself honestly, will you make decisions that are beyond your capability?

如何在危機中領導？

身為領導主管，當面臨有時間壓力要做出決策時，你難免會猶豫自己是否有足夠能力負責指揮，採取行動，以及可以領導團隊發揮創意來解決問題。你要有信心，你可以兩者兼顧。

以下三個作法能夠讓你在面對危機時，一方面發揮領導權威，另外一方面強化團隊成員的能力：

1. 設定可以兼顧現實與新希望的願景。評估現況以及預估形勢將會如何演進。同時，設法針對各種可能發生的情況，找出應對的作法。
2.  建立危機應對小組。指定并引進有能力的專業人員，建立起危機應對小組。訂立好每個人上陣負責或輪流負責的體制。設定好他們各別主要負責的範疇，或是必須相互支援，相互通報與向上報告的體系。
3. 投入參與。作為危機小組領導者，你必須投入參與，領導建立起作業紀律，協調執行，并鼓勵大家發揮創意，并一路檢討學習。

How to lead in crisis?

As a leader, when faced with time pressure to make decisions, you will hesitate whether you have the ability to command, take action, and can lead the team to create ideas to solve the problem. You have to be confident, you can do both.

The following three practices allow you to play a leadership role on the one hand, and strengthen your team members in the face of crisis:

1. Set a vision that can balance reality with new hope. Assess the current situation and how it will evolve?  At the same time, try to find out how to deal with all possible situations.
2. Establish a crisis response team. Appoint and introduce competent professionals to establish a crisis response team. Set up a system in which each person is in charge or is responsible in turn. Set their individual is mainly responsible for the category, or must support each other, mutual notification and report system.
3. Involvement. As a crisis team leader, you must invest in participation, lead the establishment of work discipline, coordinate the implementation, and encourage people to play their creativity, and all the way to review and learning.

如何處理壞消息？

收到壞消息一點都不有趣。要通知壞消息也不容易。

以下是處理壞消息的一些做法：

1. 盡早通知。盡可能讓人家早一些知道真實的狀況。如果你不能掌握實際的損害評估，早一些通知你的老闆，她會有較多的時間與資源來做正確的評估，并能夠採取正確的對策。
2. 記取教訓。你不會讓發生過的錯誤輕易再發生。但是，不要以為你確實知道實際的一切。對於新發生的意外，你還是要做實際的了解。
3. 不要指責通知你的人。如果你希望別人能夠對你誠實，你就要有開放而包容的心胸。謝謝願意通知你壞消息的人。

How do you deal with bad news?

It's not funny to get bad news. It's not easy to tell bad news.

Here are some ways to deal with bad news:

1. Inform as soon as possible. Let people know the real situation as early as possible. . If you can not grasp the actual damage assessment, inform your boss earlier that she will have more time and resources to make the right assessment, and can take the right countermeasures.
2. Lesson learned. You won't let the mistakes happen again easily. But don't think you really know what's actually happening. You still need to know more about new accident.
3. Don't blame the person who notified you. If you want others to be honest with you, you have to open and tolerant. Thank you to the person who told you the bad news.

建立你的顧問群/智囊團

最近陸續有些年輕朋友來尋求我的諮詢服務。在業務之暇，我很樂意為已經建立事業，而帶著實際問題的朋友，做些分享交流，解決其疑惑，並給予實際可行的實務操作指導。

不過，我認為你實際應該做的，是建立起一個董事會，讓幾名有資歷的董事來提供實際的支援。讓幾名董事各別扮演不同的角色，共同參與你的經營決策。

若是一時還不到時機，讓幾名願意幫你的人實際出資參與你的公司。那麼，你至少應該建立一個虛擬董事會，也就是建立一個顧問群，成為你的智囊團。這些顧問，有如你的導師（Mentor),教練你如何做好CEO, 並提供給你經營上的必要意見。

是的，你不僅需要導師/顧問，還需要2-5名。有人可以在行銷上給你經驗，有人可以在團隊組建上給你指導，或是有人能夠為你帶來資金與人脈的資源。

並且，你應該將他們組織起來，讓彼此認識，並知道你對每個人的不同期待。

這樣的顧問群/智囊團，對於初創的小公司，將發揮重大的作用。消極面，它將避免你走錯路，繞彎道；積極面，它會有效縮短你的學習時間，快速擬定正確的策略，並協助你制定出合理的發展計畫。

Build Your Advisory Group / Think Tank

Recently, some young friends have come to seek my consulting service. In my business time, I will be happy to share and communicate with friends who have established a career and with practical problems, to solve their doubts and to give practical guidance.

However, what I think you should do is to set up a board of directors, so that a few qualified directors can provide practical support. Let a few directors respectively play different roles in your business decisions.

If you don't have time yet, let a couple of you willing to contribute to your company. Well, at least, you should establish a virtual board, that is, set up a consultant group to become your think-tank. These consultants, like your tutor (Mentor), coach you how to do CEO well, and provide you with the necessary advice for business.

Yes, you need not only mentors / consultants, but also 2-5. Someone can give you experience in marketing, someone can give you guidance in team building, or someone can bring resources to you.

And you should organize them so that you can know each other and know your different expectations for everyone.

Such a group of advisers / think-tank will play a significant role in the start-up of small businesses. On the negative side, it will avoid you in the wrong way, around the curve; positive, it will effectively shorten your study time, quickly draw up the right strategy, and help you develop a reasonable development plan.

創業者應該建立顧問團

創業者如果能夠建立一組願意支持你成功的顧問團，不僅可以提供你如何可以成功創業的意見，也可以讓你有機會得到寶貴的資源。

就如電影產業一般，導演通常會與一些名人、明星建立起良好的人脈關係，而這些人就能夠帶動起別人來關注新電影、讓它獲得影響力、幫助它成功。

同樣的方式，當你預備創業時，應該考慮盡可能取得產業中具有影響力的人成為你的顧問。他們的參與支持，可以增加你的信用度。

你應該與這些顧問建立起互動的模式，包含多久見面一次。通常，每隔三到六個月見面一次，就足夠了。你的顧問會非常忙碌，所以，不要浪費他們的時間。每次見面前，應該設定好需要討論的議題。

當然，你必須注意到這些顧問也會對你有所期待。因此，你應該與他們設定好顧問期限，例如，2到3年的顧問期，以及你願意提供的報酬形式。

Entrepreneurs should set up advisory groups

If entrepreneurs can set up a group of consultants who are willing to support your success, they can not only give you advice on how you can start a successful business, but also give you the opportunity to get valuable resources.

As in the film industry, directors usually have good relationships with celebrities and stars who can motivate others to focus on new movies, make them influential, and help them succeed.

In the same way, when you're ready to start a business, consider getting as many influential people in the industry as possible to be your advisor. Their participation support can increase your credibility.

You should establish an interactive mode with these consultants, including how often they meet. Usually, it's enough to meet once every three to six months. Your Advisors will be very busy, so don't waste their time. Before each meeting, we should set up topics that need to be discussed.

Of course, you have to notice that these advisers will also expect you. Therefore, you should set a consultancy period with them, for example, two to three years, and the form of remuneration you are willing to offer.

企業成立專案小組的利弊

中國國家主席習近平上任后，陸續成立一些“領導小組”，習近平親自擔任這些小組的領導者，推動各種“深化改革”的任務工作。

這類的“領導小組”，就類似一般企業里會成立的“專案小組”。

那麼，就出現了幾個有趣的問題：

1. 組織為什麼要設立專案小組？組織里常設的功能部門不能承擔這些專案任務嗎？
2. 專案小組如何推動任務？
3. 專案小組如何影響常設功能部門？

我們嘗試分析一下：

A、建立專案小組的好處：

1. 專案小組為領導者的意志貫徹表現。在正常的情況下，一般功能性部門應該貫徹實施組織最高領導者的任務指示。然而，在很多實際的情況下，可能功能性部門主管未能充分理解領導者的要求（這些要求有的時候不能明確描述說出，必須靠著領會與默契），有的時候是功能部門僵化，無法及時組成專案所需要的編組，也就是說，在指揮行動上與最高領導者的期待出現了落差。在這些狀況下，建立專案小組，比較能夠貫徹組織最高領導者的意志。
2. 專案任務需要跨功能部門實施。許多專案任務必須整合不同的功能部門來實施。例如，一個河川水利的清理任務，可能必須跨越不同的地理行政區域。這個時候，經常會出現各功能部門或者基於自身的利害而出現協調效率低落，甚至相互衝突的現象。這個時候，成立專案小組，比較有機會打破門戶之見，並且提供新觀點、新知識、新作法。
3. 專案小組可以重組權力結構、人員編組。權力，在任何組織里都是很關鍵的。既有的權力結構與人事編組，很可能不符合最高領導者的利益，必須重新調整。專案小組可以在不直接挑戰功能部門主管的表面權力下，發揮實際的影響力，部署新的實際權力結構，并且以專案特派人員的名義，實際安插必要的專案人員。如果最高領導者建立了多個專案小組，就有機會收集權之功。

B、專案小組的潛在問題：

1. 是否必須成為常設機構？一般來說，專案小組是個臨時性任務編組，應該在任務完成后，予以解散，以原來正常的功能部門接續任務的後續工作。但是，也可能因為專案小組所建立的新觀念、新知識、新作法，甚至新人員，有必要予以保留，讓它能夠保證專案目標的最大效果。這個時候，將專案小組改編為常設機構，可以實現這個目的。但是，如此一來，勢必也必須調整原有的功能部門的執掌與組織編組，會有很大的衝擊，必須很審慎進行調整。
2. 容易藏污納垢，成為灰色組織。由於專案小組並非法定編組，並且其任務推動主要依靠最高領導者的授權。這個時候，專案小組人員很容易假借權力，假編名目，進行上下其手，遂行個人利益。
3. 行集權之實，難以制衡。這可能是最大的危害。領導者很容易藉口任務需要，擴大權力，成為無人能夠制衡的太上皇。

Advantages and Disadvantages of Establishing Project Teams in Enterprises

After Chinese President Xi Jinping took office, some "leading groups" were set up one after another. Xi himself served as the leader of these groups and promoted various tasks of "deepening reform".

This kind of "leading group" is similar to the "project group" that will be set up in general enterprises.

Then there are several interesting questions:

1. Why should the organization set up a task force? Can't the permanent functional departments in the organization undertake these project tasks?
2. How can the task force push forward?
3. How does the Task Force affect the Permanent Functional Departments?

Let's try to analyze:

A. Benefits of establishing Project Teams:

1. The project team is the implementation of the will of the leaders. Under normal circumstances, general functional departments should implement the task instructions of the top leaders of the organization. However, in many practical situations, functional department managers may fail to fully understand the requirements of leaders (sometimes they can not be clearly described, they must rely on understanding and tacit understanding), sometimes functional departments are rigid and unable to form the required groups of projects in time, that is to say, there is a gap between the command action and the expectations of the top leaders. In these circumstances, the establishment of project teams is more able to implement the will of the top leaders of the organization.
2. Project tasks need to be implemented across functional departments. Many project tasks must be implemented by integrating different functional departments. For example, the task of cleaning up a river may have to span different geographic administrative regions. At this time, the coordination efficiency of various functional departments is often low or even conflicting based on their own interests. At this time, the establishment of a project team will provide more opportunities to break the door and provide new ideas, new knowledge and new practices.
3. The project team can restructure its power structure and personnel formation. Power is crucial in any organization. The existing power structure and personnel organization are likely to be inconsistent with the interests of the top leaders and must be readjusted. Without directly challenging the superficial authority of the functional department head, the project team can exert actual influence, deploy new actual power structure, and actually install the necessary project personnel in the name of the project personnel. If the top leaders set up more than one project team, they will have the opportunity to collect power.

B. Potential problems of the Task Force:

1.  Is it necessary to become a permanent institution? Generally speaking, the task team is a temporary task group, which should be dissolved after the completion of the task in order to follow up the original normal functional departments. However, it may also be necessary to retain the new concepts, knowledge, practices and even new personnel established by the project team so that it can ensure the maximum effectiveness of the project objectives. At this time, the task force will be adapted into a permanent body to achieve this goal. However, in this way, it is bound to be necessary to adjust the management and organization of the original functional departments, which will have a great impact and must be carefully adjusted.
2. It is easy to hide dirt and become grey organization. Because the task force is not legally organized, and its task promotion mainly depends on the authority of the top leaders. At this time, it is very easy for project team members to borrow power, fake catalogue, and carry out their own work to achieve personal interests.
3. It is difficult to balance the centralization of power. This may be the greatest danger. It's easy for leaders to expand their powers and become emperors who can't be checked and balanced by anyone else.