幫助員工度過個人危機始於傾聽

在某種程度上，我們都有一個緊張的生活事件，分散了我們的工作。也許這是一個家庭成員的疾病，離婚，或朋友的死亡。如果你的團隊中有人經歷了個人危機，你能做什麼作為他們的經理？

首先，讓自己有空。如果你在辦公室裏保持一種同情心的氛圍，當他們經歷一段艱難的時期時，人們更可能來到你身邊。

當他們接近你時，不要問問題。尊重他們的隱私，只需傾聽。你的員工可能只想找一個關於照顧生病的親戚的困難的解釋，或者解釋他們的離婚如何影響他們的注意力跨度的機會。

不要急於下結論。如果你立即建議他們請假或者調整他們的排程，例如，如果不是他們所需要的，他們可能會被延后。

問問他們的工作會有什麼變化對他們有幫助，然後一起探索選擇。

Helping an Employee Through a Personal Crisis Starts with Listening

At some point, we all have a stressful life event that distracts us from work. Perhaps it’s a family member’s illness, a divorce, or the death of a friend. If someone on your team is going through a personal crisis, what can you do as their manager?

First, make yourself available. If you maintain an atmosphere of compassion in the office, people are more likely to come to you when they’re going through a tough period.

When they do approach you, don’t ask prying questions. Respect their privacy and simply listen. Your employee may just want a sounding board about the difficulties of caring for a sick relative or an opportunity to explain how their divorce has affected their attention span.

And don’t jump to conclusions. If you immediately suggest they take a leave of absence or adjust their schedule, for example, they may be put off if that’s not what they need.

Ask what changes to their work would help them, and then explore the options together. 

你的團隊應該相處得很好-但不能太好

如果團隊中的人彼此喜歡，這是件好事，但過多的和諧會抑制創造力和創新。當然，您不希望團隊成員互相爭吵，但當每個人都相處融洽時，自滿情緒就會產生。

為了避免這種情況發生，鼓勵產生衝突-人們表達不同意見，協商不同觀點，並在一定壓力下工作的衝突。

鼓勵人們誠實地說，即使是在感覺不舒服的時候。如果團隊需要一點推動，指派一兩個人扮演魔鬼代言人的角色，以獲得在談判桌上的反對意見。你也可以通過為你的團隊設定大膽而可實現的目標來打亂自滿情緒。當任務有一定難度時，人們往往表現得最好，因此在你的團隊擁有的技能和完成某項任務所需的技能之間產生一些緊張關係。

項目應該是可行的-但如果團隊也有點糾結的話，那也沒什麼。

Your Team Should Get Along Well — but Not Too Well

It’s good if the people on your team like one another, but too much harmony can dampen creativity and innovation. Of course, you don’t want team members to be at each other’s throats, but when everyone always gets along, complacency can set in.

To keep this from happening, encourage productive conflict — the kind where people express disagreements, negotiate different viewpoints, and work under a certain amount of pressure.

Encourage people to speak honestly, even when it feels uncomfortable. If the team needs a little push, assign one or two people the role of devil’s advocate to get opposing views on the table. You can also disrupt complacency by setting bold but achievable goals for your team. People tend to perform at their best when tasks are moderately difficult, so create some tension between the skills your team has and those required to accomplish a certain task.

Projects should be feasible — but it’s OK if the team struggles with them a little, too. 

你會議的邀請名單可能太多了

大多數會議中有太多的人。决定誰加入可能是棘手的，但不要默認邀請團隊中的每個人。

為了讓房間裏有合適的人，而且只有合適的人，你必須明確地知道你要給什麼地位。創建一個明確的議程，然後問自己：誰必須出席這次討論以產生成果？如果他們不能出席會議，你會取消誰出席會議？從這個覈心小組開始。

只有當你認為他們會新增談話的價值或者通過在那裡獲得價值時，才能新增更多的人。為了避免那些沒有被邀請的人受到嘲笑，分享你决定邀請與會的標準。

例如，您可能關注的是誰對該主題有最多的瞭解，或者誰將參與該項目的推動實現。如果你仍然收到投訴，讓人們要求下次被包括在內，如果他們有充分的理由參加，那麼在準予他們的請求方面就不會出錯。

The Invite List for Your Next Meeting Is Probably Too Big

Most meetings have too many people in them. Deciding who to include can be tricky, but don’t default to inviting everyone on the team.

To have the right people — and only the right people — in the room, you have to know specifically what you’re going to address. Create a clear agenda and then ask yourself: Who must be present for this discussion to yield results? Who would you cancel the meeting for if they could not attend? Start with this core group.

Add more people only if you think they will add value to the conversation or gain value by being there. To avoid irking those who weren’t invited, share the criteria you used to decide.

For example, perhaps you focused on who has the most knowledge about the topic or who will be involved with the implementation. If you still get complaints, let people ask to be included next time, and then err on the side of granting their request if they present a solid reason for attending.

如果你在一個會議小組上發言，不要擺架子

被要求在一個小組中發言是一種榮譽，但不要把它看作是在公園裏散步。當然，這比單獨發表演講更不傷腦筋，但是僅僅露面回答主持人的問題不太可能成為一個有趣的討論。

花些時間準備你要說的話，然後在活動前與主持人交流。詢問他們打算如何運行會議。比如，他們會要求人們回答特定的問題嗎？還是會要求你跳進一個自由開放的地方？

他們有一個已經準備好的問題清單了嗎？如果是的話，他們能和你分享嗎？這些資訊可以讓你想像出，如果，比如，你有點害羞，不習慣於爭奪播出時間，小組將如何運行並預先鍛煉自己。你也要計畫一下你的談話要點，儘量早點發言。

首先發言的人往往會决定辯論的主旨，而且你可以確保在你發言之前發言的人不會竊取你想表達的要點。

If You’re Speaking on a Conference Panel, Don’t Wing It

Being asked to speak on a panel can be an honor, but don’t think of it as a walk in the park. Sure, it’s less nerve-wracking than delivering a solo talk, but just showing up and answering the moderator’s questions is unlikely to make for an interesting discussion.

Spend time preparing what you’ll say, and start by reaching out to the moderator well before the event. Ask how they intend to run the session. For instance, will they call on people to answer particular questions, or will it be a free-for-all where you’re expected to jump in?

Do they have a list of questions already prepared, and if so, can they share it with you? That information will allow you to picture how the panel will go and steel yourself in advance if, for instance, you’re a bit shy and aren’t used to fighting for airtime. You’ll also want to plan out your talking points and try to speak up early on.

The person who talks first often sets the tenor of the debate — plus you can ensure the person speaking before you doesn’t steal the key point you wanted to make. 

當你不自信時, 做有自信地領導

面對嚴峻的挑戰，感到不確定甚至害怕是很正常的。但是如果你的團隊意識到你被嚇倒了，那麼很難激發出他們發展的機會。

你可以通過做四件事來樹立信心。

1. 展示對團隊成員的同情心。他們想知道你並沒有脫離他們的感受。
2. 傳達你對團隊的願景和挑戰。人們需要清楚地知道他們的方向。
3. 為團隊確定方向。向他們展示你如何達到共同的願景。
4. 舉證。他們需要一個理由去瞭解你告訴他們的事情，所以為你的方向和樂觀提供證據。

以明確的，親自的，參與團隊已經在做的工作。這將建立你的團隊的信心-和你自己的信心。

Lead Confidently When You Aren’t Feeling Confident

When faced with a tough challenge, it’s normal to feel uncertain, and maybe even afraid. But it’s hard to inspire your team to rise to the occasion if they sense that you’re intimidated.

You can project confidence by doing four things.

1. Demonstrate empathy for your team members. They want to know that you aren’t out of touch with what they’re feeling.
2. Communicate your vision for the team — and that tough challenge. People need to have a clear sense of where they are headed.
3. Set a direction for the team. Show them how you’ll reach the vision together.
4. Give people proof. They need a reason to buy in to what you’re telling them, so offer evidence for your direction and optimism.

Be specific, be personal, and reference the work that the team is already doing. This will build your team’s confidence — and your own.

不要讓一個人主宰會議中的談話

你大概領導過一次這樣的會議，在那裡，有人一個人不斷地說話，沒有人能插嘴。這很煩人，對團隊士氣有潜在的危害。當然，你不能總是期望每個人都會做出貢獻，但你有辦法鼓勵更廣泛的參與。

當你開始會議時，讓小組知道你希望每個人都大聲發言。如果有人在會議期間講話太頻繁，請他們稍微停下來：“老王，讓我讓其他人參加這個對話，然後我會回來找你，好嗎？”“

每當有人被打斷時，雙雙讓他們完成他們所說的話。如果你被打斷了，大聲說：“小莉，我還沒有完全完成。我想完成我的評論，然後我很想聽聽你的想法。”

Don’t Let One Person Dominate the Conversation in a Meeting

You’ve probably led one of those meetings where someone talks, and talks, and talks — and no one else can get a word in edgewise. It’s annoying, and potentially damaging to team morale. Of course, you can’t always expect that everyone will contribute, but there are ways you can encourage broader participation.

When you open the meeting, let the group know that you want everyone to speak up. If someone is speaking too often during the meeting, ask them to hold back: “Andre, let me get some others into this conversation, and then I’ll come back to you, OK?”

Whenever someone is interrupted, double back and ask them to finish what they were saying. And if you’re the person interrupted, speak up: “Marie, I wasn’t quite finished. I’d like to complete my comment, and then I’d love to hear your thoughts.

確保你的網絡研討會讓觀眾參與

通過網絡研討會呈現的最大風險之一就是讓聽眾感到厭煩。沒有人想看幻燈片的聲音。所以一定要給人們一個與你互動的機會。

根據參加人數，如果他們有問題，你可以要求他們“舉手”，把他們的問題輸入評論框，或者使用單獨的問答功能。無論你决定什麼，在網上研討會開始時都要清楚地解釋說明書，並定期提醒人們如何加入。

請記住，參與者可能需要一些時間來闡述他們的問題，尤其是當他們正在鍵入問題時，所以在進行問答之前要提前幾分鐘發出警告。

如果你期望有很多的評論或問題，你可以讓助手幫你挑選那些你會回復的，這樣你就可以專注於你的談話。

Make Sure Your Webinar Lets the Audience Participate

One of the biggest risks of presenting via webinar is boring your audience. No one wants to watch as a disembodied voice clicks through slides. So be sure you’re giving people a chance to interact with you.

Depending on the number of attendees, you may ask them to “raise their hand” if they have a question, type their questions into the comment box, or use a separate Q&A feature. Whatever you decide, clearly explain the instructions at the beginning of the webinar, and periodically remind people how they can join in.

Remember that it may take participants some time to formulate their questions, especially if they’re typing them, so give several minutes’ warning before you dive into the Q&A.

And if you expect there to be a lot of comments or questions, you may want to have an assistant pick the ones you’ll respond to, so you can focus on your talk. 

新的領導者，要動得比你想像的慢

當你開始領導角色時，有壓力去證明你自己，通過快速起步，及早贏得勝利。但是，如果人們感覺到你在做出改變，而沒有經過思考，或者沒有得到他們的意見，你就不可能成功。這就是為什麼你需要放慢速度，尤其是在你的互動中。

與新同事交談時，重複你所聽到的，既要證實你的理解，又要證明你在聽。問小組反思性的問題，比如：“剛才發生了什麼？”“和”我們從中可以學到什麼？這些問題迫使停頓，防止討論匆忙作出决定。不要害怕使用沉默。

在你說話之前停下來讓你有機會權衡替代方案並决定最好的應對管道。它還促使其他人想知道你的想法，這可能會促使他們創造性地思考。

New Leaders, Move Slower Than You Think You Should

When you start a leadership role, there’s pressure to prove yourself by getting off to a quick start and delivering early wins. But if people sense that you’re making a change without thinking it through — or getting their input — you’re unlikely to be successful. That’s why you need to slow down, especially in your interactions.

When talking with new colleagues, repeat what you hear, both to confirm your understanding and to demonstrate that you’re listening. Ask the group reflective questions such as, “What just happened here?” and “What could we learn from that?” These questions force a pause, preventing a discussion from rushing to a decision. And don’t be afraid to use silence.

Pausing before you speak gives you a chance to weigh alternatives and decide on the best way to respond. It also pushes others to wonder what’s going through your mind, which may cause them to think more creatively. 

要啟動一個大項目，從小做起

通常，一個項目面臨的最大挑戰就是啟動。把自己推到門檻上，想想你可以採取的第一個小步驟。

它可能是拿起電話，打電話給需要你輸入的人，或者坐在椅子上寫報告的第一句話。然後計畫一個時間和地點來做這件事：“星期二上午9點，我會坐在辦公桌旁，打開一張空白的檔案，然後寫。”

開始一些艱苦的事情會帶來不舒服的感覺；你可能會經歷不安全感（“我不能這麼做”）或者拖延的衝動（“我應該檢查郵件”）。但是保持紀律：你不能控制你是否感覺到這些事情，但你可以控制你是否對他們採取行動。

記住，不管項目有多大，向它開始過渡可能是一個簡單的小步驟。一旦你開始，你會感覺好多了。

To Finally Start That Big Project, Start Small

Often the biggest challenge with a project is just getting started. To push yourself over the threshold, think about a small first step you can take.

It might be picking up the phone and calling someone whose input you need, or sitting down in a chair and writing the first sentence of a report. Then plan a time and place to do it: “At 9 AM on Tuesday, I’ll sit at my desk, open a blank document, and write.”

Starting something hard can bring up feelings of discomfort; you might experience insecurity (“I can’t do this”) or an impulse to procrastinate (“I should probably check email”). But stay disciplined: You can’t control whether you feel these things, but you can control whether you act on them.

And remember, no matter how big the project is, the transition to beginning it can be a small, easy step. Once you get started, you’ll feel a lot better. 

以艱難的回饋作為自我反思的機會

聽到負面的回饋是會令人難過的，但它不必是讓你靈魂破碎的。當你的經理或同事指出你需要改進的事情時，在你做出反應之前先想一想。即使收到的是令人不安的或令人驚訝的，提醒自己，這是有用的資訊。一個簡單、有效的方法是考慮將你所聽到的，是將感情投放出來。

舉個例子，在一次關鍵的績效評估之後，你可以對自己說：“我感覺自己被蒙眼了，有點害怕。”說出你的情緒可以防止它們壓倒你根據回饋而採取行動的能力。

然後問一些值得信賴的人，他們是否同意你的經理或同事所說的話。一般很難知道別人是如何看待我們的，所以獲得多個不同的觀點，會幫助你理解你給他人的印象。它也會遏制你根據一個人的意見而過度糾正——畢竟，別人給的回饋有時就是那麼一回事，不必太在意。

Use Tough Feedback as an Opportunity for Self-Reflection

Negative feedback is tough to hear, but it doesn’t have to be soul-crushing. When your manager or a colleague points out something you need to improve on, think before you react. Even if the input is upsetting or surprising, remind yourself that it’s useful information to have. One simple, effective way to consider what you’ve heard is to put your feelings into words.

For example, after a critical performance review, you might say to yourself, “I feel blindsided and a little scared.” Naming your emotions can keep them from overwhelming your ability to act on the feedback.

Then ask a few trustworthy sources whether they agree with what your manager or colleague said. It can be hard to know how others see us, so getting multiple points of view will help you understand the impression you create. It will also prevent you from overcorrecting based on one person’s opinion — which, after all, is what feedback sometimes is.