鼓勵你的團隊給你帶來問題，而不是抱怨

“給我一些解決辦法，而不是問題。”許多好心的經理都這麼說，打算讓員工不要抱怨工作問題。但是員工可以認為這意味著如果他們沒有辦法解決問題，他們就應該掩蓋問題。所以最好告訴你的團隊給你帶來的是問題陳述。

抱怨通常總是指責別人，例如：“藍組不打他們的最後期限，我們總是兩手空空。”

另一方面，問題的陳述，提供客觀的事實和揭示創設問題每個人的角色：“藍組錯過最後期限的四倍。在兩種情況下，我們也沒有準備。在另外兩種情況下，我們不得不在週末工作，因為藍組的延誤工作。“

處理一個問題的詳細而平衡的陳述要比抱怨容易得多。

Encourage your team to bring you a problem, not a complaint

"Give me some solutions, not a problem." Many good managers say that they plan to keep their employees from complaining about their work. But employees can think it means that if they do not have a way to solve the problem, they should cover up the problem. So it's better to tell your team to bring you a problem statement.

Complaining is usually always accused of others, such as, "the blue group doesn't hit their deadlines, and we are always empty handed."

On the other hand, the statement of the problem provides an objective fact and reveals the role of the creation of the problem for everyone: "the blue group missed four times the deadline. In two cases, we are not prepared. In the other two cases, we have to work on the weekend because of the delay in the blue group. "

It is much easier to deal with a detailed and balanced statement of a problem than to complain.

讓你的團隊參與解決一個棘手的問題

如果你和你的團隊正面臨著一個長期存在的問題，你可能會被誘惑去控制和激烈地爭論你認為會奏效的解決方案，或者間接地提供想法，讓你的團隊掌控這個問題。這兩個極端都不是最優的。

相反地，嘗試一種將信念和開放性相結合的方法--這樣其他人就可以在你最佳思維的基礎上找到解決方案。

與您的團隊一起，討論問題的持久性、哪些解決方案失敗了，以及其原因。解釋你想讓他們和你一起選擇解決方案。明確表示你在尋找新的想法，而不是為失敗的解決方案或你已經嘗試過的新版本進行辯護。

構建一組可衡量的標準，您可以用這些標準來評估選項。承認你對特定解決方案的任何偏見，並要求團隊對待這些想法和他們自己的想法沒有什麼不同。按照既定的標準來評價所有的想法，包括你的想法--最重要的是，公開你的觀點背後的假設。

Involve your team in solving a difficult problem

If you and your team are facing a long-standing problem, you may be tempted to control and argue fiercely about what you think will work, or indirectly provide ideas. Let your team take control of the problem. These two extremes are not optimal. 

Instead, try a combination of faith and openness so that others can find solutions based on your best thinking. 

Work with your team to discuss the persistence of the problem, which solutions have failed, and why. Explain that you want them to choose the solution with you. Make it clear that you are looking for new ideas, rather than defending a failed solution or a new version you've tried. 

Build a set of measurable criteria that you can use to evaluate options. Acknowledge any bias you have against a particular solution and ask your team to treat these ideas as if they were not different from their own. Evaluate all ideas against established criteria, including your idea - most importantly, disclose the assumptions behind your point of view.

應該如何評估你的營運數據？

營運數據可以讓公司主管察覺重要的營運信息，讓他們可以做出有效的決策。但是營運數據也可能誤導，讓你做出錯誤的決策。你有必要查明你的營運數據是正確？

例如，如果你正在領導一項需要多步驟發展的項目，你知道每個步驟所需要的時間與必要的條件、實現階段目標的查核標準。

試著分辨“我不在乎這個、我不知道”，以及“做得差不多”，和“很接近了”之間的差異。

你也許必須接受“不夠完美”的事實，但是你起碼可以掌握住實際的狀況。

你可以做一些小模型來測試，也許結果還是不正確，那麼可以更進一步做深入的了解。

How should you evaluate your operating data?

Operational data can enable executives to perceive important operational information and enable them to make effective decisions. But operational data can also be misleading, making you make the wrong decisions. Is it necessary for you to find out that your operating data is correct?

For example, if you are leading a project that needs multiple steps, you know the time and the necessary conditions for each step and the verification criteria for achieving the goal of the stage.

Try to distinguish the difference between "I don't care, I don't know" and "do the same" and "very close".

You may have to accept the fact that it is not perfect, but you can at least grasp the actual situation.

You can do some small models to test, maybe the result is not right, so we can further understand.

問這些問題來培養員工的使命感

我們都想在我們所做的事情中找到意義。作為一名經理，你可以通過問幾個簡單的問題來幫助你的團隊成員培養這種內在的目標感：

1. 你擅長什麼？你相信自己是最好的人，你會接受什麼？在你的職業生涯中，你注意到了什麼？這個問題是幫助人們識別他們的長處。
2. 你喜歡什麼？在典型的每週工作中，你期待著做什麼？這些問題幫助人們發現或重新發現他們喜歡工作的地方。
3. 哪些工作成果讓你感到最自豪？您的哪些任務對團隊或組織最重要？答案可以突出某些作品的內在價值。
4. 是什麼創造了前進的動力？你今天的工作如何讓你更接近你想要的？這裡的重點是向人們展示他們目前的角色如何説明他們朝著未來的目標前進。

Ask these questions to cultivate a sense of mission

We all want to find meaning in what we do. As a manager, you can help your team members develop this inner sense of goal by asking a few simple questions:

1. What are you good at? You believe that you are the best person, what will you accept? What did you notice during your career? The question is to help people identify their strengths.
2. What do you enjoy? What do you expect to do in a typical weekly job? These questions help people discover or rediscover where they like to work.
3. What do you feel most proud of? What are the most important tasks for your team or organization? The answer can highlight the intrinsic value of some of the works.
4. What created the momentum for progress? How do your work today bring you closer to what you want? The focus here is to show people how their current role shows them how they are moving towards their future goals.

在給予彈性工作安排之前考慮公平性

當一個員工來找你要求一個彈性的時間表時，你可能會想說“OK”。但是給一個人量身定制的工作條件很容易被視為偏袒。在說“OK”或“不行”之前，問自己三個問題：

1. 員工要求什麼？為什麼？如果請求有正當的理由，其他人就會更容易理解。
2. 我能和其他團隊成員溝通嗎？如果有困難，很有可能其他人會發現交易可疑。
3. 說“OK”會給別人帶來困難嗎？例如，如果一個人談判工作量減少了，團隊的其他成員可能不得不為他們負責。

彈性工作已經被證明可以增加員工的參與度和生產力，所以你應該儘量在可能的時候給予這些安排。在你做之前，仔細考慮一下對團隊的影響。

Consider fairness before giving flexible working arrangements

When an employee comes to you to ask for a flexible timetable, you may want to say "OK". But the working conditions tailored to a person are easily seen as partiality. Before you say "OK" or "no", ask yourself three questions:

1. What does the employee ask for? Why? If the request is justified, others will be easier to understand.
2. Can I communicate with other team members? If it is difficult, it is likely that other people will find that the transaction is suspicious.
3. Say "OK" will bring difficulties to others? For example, if a person's negotiation workload is reduced, the other members of the team may have to be responsible for them.

Flexible work has been shown to increase employee engagement and productivity, so you should make these arrangements as much as possible. Before you do it, consider the impact on the team.

保持員工的熱情和挑戰

領導者在幫助員工理解他們的工作為何重要方面扮演著重要的角色，但這並不只是把工作與更大的目標聯繫起來。

你也可以通過展示好奇心來做到這一點：探索，提出問題，並讓人們瞭解他們對未來的看法。要清楚的是，工作的方式是多種多樣的，你希望你的員工嘗試新事物。同時，讓他們專注於實現目標並取得進展。

面對失敗和成功面前保持雄心壯志，並鼓勵你的人不斷地完成更多的工作。你想讓員工感受到進步，創新，成長，這會帶來更有意義和更積極的工作體驗。

To Keep Your Employees Engaged, Be Curious and Challenging

Leaders play an important role in helping employees understand why their work is important, but this is not just about linking work to larger goals.

You can also do this by showing curiosity: explore, ask questions, and let people know what they think about the future. It is clear that there are many ways to work, and you want your employees to try new things. At the same time, let them focus on achieving goals and making progress.

Keep your ambition in the face of failure and success, and encourage your people to continue to do more work. You want employees to feel progress, innovation, and growth, which will bring a more meaningful and more positive work experience.

作為一名新經理，表現出冷靜

當你擔任第一個經理的角色時，人們會關注你。你的想法，你說的，你的表現都會直接影響到你領導的人。

即使你感到壓力很大，要保持冷靜、自信和能力也是很重要的。認知到短暫的憤怒或急躁可能最終會損害你團隊的士氣。

想想你想成為什麼樣的經理，並在每一次互動中提醒自己這個理想。用你的自我意識來感知你何時會受傷。如果你保持一個穩定的，腳踏實地的存在，你會讓你的團隊願意帶給你重要的資訊 – 即使是壞消息。

As a new manager, show calm

When you take the role of the first manager, people will pay attention to you. Your ideas, what you say, how you behave will have a direct impact on the people you lead.

Even if you feel a lot of pressure, it's important to keep calm, confident, and capable. Recognizing a brief anger or irritation may ultimately damage the morale of your team.

Think of what kind of manager you want to be, and remind yourself of the ideal in each interaction. Use your self - consciousness to perceive when you will be injured. If you keep a steady and down-to-earth existence, you will let your team be willing to bring you important information - even bad new.

當領導作轉變時，關注的是未來，而不是過去

當你被引入到一個團隊或業務單位的時候，你可能會感覺這個團隊在與你作對。如果你的前任失敗了，你將如何成功？

首先，為了有效地領導轉變，你要認知你是這個團隊的一員，而消除你想要遠離它的情緒。

雖然你應該利用以前的工作，但在一個陷入困境的組織中，沒有人喜歡聽到“這是我在舊公司的做法”。但是，如果他們提出的想法你不相信會帶來積極的變化，不要害怕。

你該做的是如何收拾爛攤子，而非製造另一個。

When leadership changes, it is about the future, not the past

When you are introduced to a team or a business unit, you may feel that the team is against you. If your predecessor failed, how would you succeed?

First, in order to effectively lead the transition, you have to recognize that you are a member of the team and eliminate the emotions that you want to stay away from.

Although you should take advantage of your previous work, no one in a troubled organization likes to hear that "This is what I did in my previous company." But if you don't believe that they will bring positive changes, don't be afraid.

What you should do is how to clean up the mess, not make another one.

在談論員工升職要求時，談論所需的工作技能

關於員工升職的談話可能會緊張的——無論對出要求問的人，還是你的來說，對所有經理來說都是如此。你的第一反應可能是考慮員工是否“適合”這個角色，但最好還是專注於他們的技能。

問問你自己，這個人需要做什麼才能做好這項工作？然後把答案告訴你的員工。例如，你可能會說：“你需要用表格來開發專門知識，”或者Excel，或者簡報。這是一個遠比“我不知道你是否有能力成為一名經理呢。”

通過將這個角色分解成所需要的技能，你將使升級神秘莫測，並使其對員工來說更容易實現。另外，對你管理員工的升級要求，更容易評估管理。

Talk about job skills required when talk about an employee's promotion

Conversations about the staff promotion conversation may tense -- whether on ask the person, or you are, so for all managers. Your first reaction might be to consider whether employees are "suitable" for this role, but it is bester to focus on their skills.

Ask yourself, what the people need to do to do this job? Then tell your staff answers. For example, you might say: "You need to develop specialized knowledge," or Excel, or presentation. This is a far better than "I don't know whether you have the ability to become a manager."

By decomposing this role into the skills you need, you will make the upgrade mysterious and make it easier for employees. In addition, it's easier to evaluation of employee upgrading management.

無論何時你都可以說你同事的好話

不管我們是否意識到這一點，我們總是有機會建立或减少我們的同事。如果我們介紹兩個同事，講述一個會議是如何進行的，或者分享一個同事的項目，我們如何談論別人會對他們對自己和工作的感覺產生很大的影響。

因此，利用這些機會積極地談論你的同事。當介紹人時，分享一些細節，強調此人是如何有趣的，並把他們描述成其他人想知道的人。

當你召集一個新的團隊，講述每個人對團隊的潜在貢獻的故事。

如果你看到有人被打斷或沉默，通過重申他們的觀點或問一個讓他們有機會發言的問題來給他們說話的機會。

時刻注意這些時刻，並充分利用它們。你很可能得到稱讚作為回報。

You can say good words of your colleagues at any time

No matter whether we are aware of this, we always have the opportunity to establish or reduce our colleagues. If we introduce two colleagues, told a conference on how to proceed, or share a colleague of the project, how we talk about others will have a great effect on their feeling and work.

Therefore, take the opportunity to actively talk about your colleagues. When introduced, to share some of the details, stressed how he is interesting, and describe them as other people may wish to know.

When you call for a new team, everyone about the potential contribution to the team.

If you see people interrupted or silence, by reaffirming their opinions or ask a question that they have the opportunity to speak to give them a chance to speak.

Always pay attention to these moments, and make full use of them. You are likely to get praise in return.