層峰領導應避免陷入孤立

在許多大企業中，層峰領導經常圍繞著許多助理、高級幕僚，以及顧問群。這樣做的目的是可以節省層峰領導的時間。但是，無論是有意的或是無意的，許多的層峰領導收到的資訊是被篩選過濾，或是被改編過，或是經過查核的。這些幕僚群會決定哪些資訊是適合層峰領導應該知道的。

作為層峰，要打破這樣的組織作風是很困難的。你可以嘗試下列的作法，並且請你的幕僚配合，或許會有幫助。

1. 建立留言板或舉行公聽會。讓公司內包含高級主管在內，都可以聽到公司上下員工的意見、觀點，并因此可以與員工做互動交流。
2. 舉行跳級的會議。邀請二、三級甚至更低層主管一起參加會議，讓低階主管能夠下情上達，也可以更直接的了解公司重要的決策制定思考。
3. 選拔并培養未來之星。請各部門高級主管與人事單位評選出公司值得栽培的未來之星，邀請他們參與公司的重要對話。

Peak leaders should avoid falling into isolation

In many large enterprises, top leaders often surround many assistants, senior staff, and consultants. The aim is to save time for top leaders. However, whether intentional or unintentional, many top leaders receive information that has been filtered, adapted or checked. These staff members will decide which information is appropriate for the leaders at the top.

As a peak, it is very difficult to break this organizational style. You can try the following and ask your staff to cooperate, which may be helpful.

1. Establish message boards or hold public hearings. Let the company include senior managers, you can hear the opinions and opinions of employees, and therefore can interact with employees.
2. Hold a class-hopping meeting. Invite two, three or even lower level managers to attend the meeting, so that lower level managers can be informed, but also more directly understand the company's important decision-making thinking.
3. Select and cultivate future stars. Senior managers of all departments and personnel units are invited to select the future stars worth cultivating and to participate in the important dialogue of the company.

要成為强有力的領導者，不要隱藏你的弱點

是什麼讓一個人成為强有力的領導者？一個經常被忽視的特徵是謙遜。最好的管理者承認他們的弱點，並不怕暴露他們的弱點。

希望同事們只看到你最好的一面是很誘人的，但這是一種不好的領導作法。

首先，這是不可持續的。我們都是人，都會犯錯。遲早，你也會的。另一方面，領導是關於連接的。人們會跟隨你，為你努力工作，如果他們覺得與你有聯系，就會為你犧牲。如果你讓他們看到你的想法，他們不會有這種感覺。所以不要害怕承認自己不完美的地方。

如果它有幫助的話，就這樣想：你不是軟弱的；而你也有弱點。這是有區別的。

To be a strong leader, don't hide your weaknesses

What makes a person a strong leader? One feature that is often overlooked is humility. The best managers acknowledge their weaknesses and are not afraid to expose them.

It's tempting to expect colleagues to see only the best of you, but it's a bad leadership practice.

First, it is unsustainable. We are all human beings and we all make mistakes. Sooner or later, you will too. On the other hand, leadership is about connection. People will follow you and work hard for you. If they feel connected to you, they will sacrifice for you. If you show them what you think, they won't feel that way. So don't be afraid to admit your imperfections.

If it helps, think about it like this: you are not weak; you have weaknesses. There is a difference.

領導者，讓員工安心地給你誠實的回饋

和其他人一樣，領導者需要誠實的回饋才能成長。但是領導們聽到的往往是含糊不清的，或者與具體的行為無關，這意味著它不是很有用。

獲得有助於你改進的回饋的一種方法是建立一種員工誠實守信的安全文化。向同事表明你想知道他們的想法，即使他們在什麼時候，尤其是什麼時候，可能會猶豫不定地告訴你。

你可以通過問開放式問題並仔細傾聽答案來做到這一點：“當我分享我的策略時，你聽到了什麼？“或者”當我發郵件給你的時候你感覺如何？“

告訴你的團隊你既想要正面的評論，也想要負面的評論，然後抵制對他們所說的做出回應的衝動。即使你不同意，也只需傾聽和反思。最後，感謝您的團隊的誠實，並利用他們的回饋進行必要的改變。

Leaders, reassure employees to give you honest feedback

Like others, leaders need honest feedback to grow. But what leaders hear is often ambiguous or unrelated to specific actions, which means it's not very useful.

One way to get feedback that will help you improve is to build a culture of honesty and trustworthiness among employees. Show your colleagues that you want to know what they think, even if they may hesitate to tell you when, especially when.

You can do this by asking open-ended questions and listening carefully to the answers: "What did you hear when I shared my strategy? " Or "How did you feel when I emailed you? "

Tell your team that you want both positive and negative comments, and then resist the urge to respond to what they say. Even if you disagree, just listen and reflect. Finally, thank your team for their honesty and use their feedback to make the necessary changes.

要想開好會議，就要把基本工作做好

很多會議都是浪費時間。他們注意力不集中，會議開得不好，時間太長。但改善會議並不是一門高深的科學，而是要把基本工作做好。

在計畫會議時，首先要知道為什麼要安排會議。記住一個特定的目標將幫助你創建一個有用的議程。

接下來，考慮到關鍵決策者、影響者和利益相關者，决定誰真正需要出席會議。如果某些人應該在交流圈中，但不需要參加，您可以事先請求他們的意見與回饋，然後保持對他們更新。

通過清楚地闡明會議的目的，並將人們的注意力集中在手頭的任務上來開會。

作為引導者，你的角色是讓與會者對結果感到投入。會議結束後，花幾分鐘時間反思一下。所有人都參加了嗎？人們分心了嗎？什麼工作得好，什麼不好？利用你的思考（也向別人徵求他們的想法），以便下次繼續改進。

To run a good meeting, do the basic well

Many meetings are waste of time. They didn't pay attention, the meeting didn't go well, and the time was too long. But improving the conference is not a profound science, but the basic should be done well.

When planning a meeting, first of all, you need to know why you want to arrange the meeting. Keeping a specific goal in mind will help you create a useful agenda.

Next, consider key decision makers, influencers and stakeholders to decide who really needs to attend the meeting. If some people should be in the communication circle, but do not need to participate, you can ask for their comments and feedback in advance, and then keep them updated.

By clearly articulating the purpose of the meeting and focusing people's attention on the task at hand.

As a guide, your role is to engage the participants in the outcome. After the meeting, take a few minutes to reflect. Did everyone participate? Are people distracted? What works well and what doesn't? Use your thoughts (and ask others for their ideas) so that you can continue to improve next time.

如何讓爭議雙方達成共識？

縮減爭議雙方的見解差異，是個管理上的挑戰，但是這是多數領導者在職業生涯中多少會遇到的。 

以下是讓爭議雙方達成共識的建議作法： 

1. 對爭議的問題達成共識，但是避免立即達成解決方案，因為這通常就是雙方爭議的源頭。
2. 找出幾個解決方案。讓雙方一起腦力激蕩討論。鼓勵雙方提出各種點子而不要做判斷或分析。
3. 指定跨派代表組成評估小組。這可以評估出各種方案的成本與利益。
4. 實施立即可行的結論。對評估小組代表得到的幾個雙方可接受的意見，立即實施。通常這是雙方求同存異的妥協結果。

How can the two sides reach a consensus?

Reducing differences of opinion between the two sides of the dispute is a managerial challenge, but this is how many leaders will encounter in their careers.  

Following are the suggestions for consensus between the parties to the dispute:

1. Achieve consensus on disputed issues, but avoid reaching immediate solutions, as this is usually the source of disputes between the two sides.
2. Find several solutions. Let both sides brainstorm the discussion. Both sides are encouraged to come up with ideas without judgment or analysis.
3. Appoint cross-delegates to form assessment teams. This can assess the costs and benefits of various schemes.
4. Implement immediate and feasible conclusions. Several mutually acceptable opinions received by the representatives of the assessment team shall be implemented immediately. Usually this is a compromise result of seeking common ground while reserving differences between the two sides.

如何對員工授權？

成功的領導者會授權他的員工來做決策、分享資訊，並承擔風險。以下是讓你的員工獲得所有權的方式： 

1. 給予責任與自主權。讓那些可以展現能力的人可以挑戰更高層次的責任並且對他的工作與資源擁有自主權。
2. 聚焦在成長上。開創一個可以讓人們可以擴充技能機會的環境，並且當他們成功達到後可以獲得應有的報酬。
3. 用人不疑。除非絕對必要，不要懷疑別人的決定。這樣做，可以強化他們的信心，並且鼓勵他們提出他們真正的想法。

How to Empower Employees?

A successful leader empowers his employees to make decisions, share information, and take risks. Here are some ways to get your employees to take ownership:

1. Give responsibility and autonomy. Let those who can show up can challenge higher levels of responsibility and have autonomy in their work and resources.
2. Focus on growth. Create an environment in which people can expand their skills opportunities and get paid when they succeed.
3. Be suspicious of people. Don't doubt the decisions of others unless absolutely necessary. Doing so strengthens their confidence and encourages them to present their real thoughts.

那些事應該授權？

授權(Delegation)是經常被忽略，但卻是成功的經理人員的重要管理技巧。

那麼，哪些事項應該進行授權？以下有些方法可以協助你作判斷：

1. 有那些事情是只有你可以做的？檢查一下，在你經手的工作中，有哪些是絕對必須要有你的特殊能力或是需要你的權威高度才能夠進行的？
2. 再檢查其他項目。然後，再看看其他工作項目的清單中，有哪些是別人可以勝任的？或是有哪些是可以經過你指導後，他人可以做的？將這些項目授權出去。
3. 保留可以讓你愉悅的項目。不要將哪些即使別人也可以做，但是若你來處理可以讓你自己產生愉悅的項目授權出去。授權是應該可以增加你的滿意度，而不是降低你的滿意度。

請一併參考為什麼你必須授權？如何進行授權？

What should be authorized?

Delegation is often overlooked, but it is an important management skill for successful managers.

So what should be empowered? Here are some ways to help you make your judgment:

1. What are the things that only you can do? Check out, in your work, what is absolutely necessary to have your special ability or need your authority to be able to carry out?
2. Check other items again. Then, look at the list of other work items. What other people are competent for? Or what other people can do with your guidance? Authorize these projects.
3. Keep items that make you happy. Don't delegate projects that can be done even by others, but if you deal with them, you can create your own pleasure. Empowerment should increase your satisfaction, not decrease it.

Please refer to why you have to authorize? How to authorize?

改變員工參與的管理課程

一位智者曾經說過，永遠不要指望任何沒有親自參與設計一個對其工作產生影響的改變的人會百分之百地支持他。那位智者人是對的。

一旦人們習慣了這種想法，並且有機會對變化的方向產生影響，他們就不會介意改變。甚至詢問員工的意見，然後選擇另一個方向，也比根本不讓員工對改變發表意見要好得多。

創造一種工作環境，讓員工感覺他們有能力發起變革，這也是積極的，也是對你的工作文化的一種讚揚。但是，更常見的是，員工發現自己陷入了別人正在發起的改變中。

在這些情况下，員工的想法正在改變。在影響他們的工作或工作流程的改變中沒有發言權就，是像對待孩子一樣對待你的成年員工。他們憎恨它，你創造了一些東西讓他們反抗——當你需要你的員工改變時，從來沒有好的情况。

在任何變化中，尤其是那些影響整個組織的變化中，不可能讓每個員工都參與到每個決策中。然而，多年來對我們的變化管理問題的答覆表明，當變化起作用時，組織已經不遺餘力地利用員工的參與。

員工參與，會是是悲傷、不快樂，和會扯後腿的，也會作出興奮投入的。這有巨大的差異。員他們被信任時，會給出他們的意見。當你需要改變你的工作環境時，你會想要有哪一種員工的參與？

員工參與，可以有效做出管理變革

當你讓員工參與到幫助做出改變的過程中，這些是你想要遵循的步驟。

• 製定一個計畫，讓盡可能多的人儘早地參與到變革過程中。無論誰將領導變革，你需要與你的變革團隊、你的高級經理製定這個計畫。這個高級或管理團隊在建立和發展對變化的支持方面起著關鍵作用。
• 使所有利益攸關者、過程所有者和員工盡可能地感受到變革的影響，參與到變革的學習、規劃、決策和實施中。通常，在變革管理中，一小群員工學習關於變革管理的重要資訊。
• 如果他們不能與其他員工分享資訊，剩下的員工將難以趕上學習曲線。這是變革管理的一個重要方面。你不能留下任何員工。
• 如果一個小組製定了變革管理計畫，那麼受決策影響的員工就不需要時間來分析、思考和調整新思想。如果在過程的任何階段，您將員工留在後面，那麼您就打開了變革管理過程的大門，以免產生誤解、抵制和傷害。
• 即使員工不能影響關於變化的總體決策，也要讓每個員工參與關於其工作單位和工作的有意義的決策。這樣做的一個有效方法是在部門層級進行。
• 在進行變革時，與你的團隊進行交談，然後分別與每個員工進行交談。你進行這些對話的目的是讓每個員工參與確定決策對其工作的影響。
• 在改變過程中建立量測系統，告訴人們他們何時成功或失敗。在任何情况下提供後果。積極應對變化的員工需要獎勵和認可。
• 在允許員工有一段時間來經歷可預測的變化階段之後，需要對未能採納這些變化產生負面影響。你不能允許那些反對者永遠走他們的消極道路；他們消耗你的時間、精力和注意力，並最終影響積極許多人的士氣。
• 關鍵是要知道，在變革管理過程中，什麼時候說够就夠了。大多數組織等待的時間都太長了，員工們有一個强有力的機會去破壞你所有的希望和夢想。

通過採取這些行動，讓員工有效地進行所需的變革，從而幫助員工感覺他們參與了一個比他們自己更大的變革管理過程。當量測變革的進度時，您會很高興您所

領導者，多給讚揚

這是領導者最艱難的工作之一：提供回饋。許多老闆覺得這很有壓力，也很困難。但這可能是因為他們在應該提供積極回饋的時候，只專注於做批評和糾正錯誤。

事實上，當人們做讚揚時，領導會更有效。無論是什麼阻礙了你表達讚美（這是一種被視為強硬的願望嗎？擔心員工會開始花頭？）把它忘掉。

主動培養你的讚揚技巧。如果表揚是簡短的，那就沒關係了。只是需要具體化，而不是一般性地說“幹得好”，理想情況下，不管你表揚誰，都應該盡快表揚。當然，最好的讚美是真誠和衷心的。

Leaders, give more praise

This is one of the most difficult tasks for managers: providing feedback. Many bosses find it stressful and difficult. But this may be because they only focus on criticism and correcting mistakes when they should provide positive feedback.

In fact, when people praise, leadership is more effective. Whatever prevents you from expressing praise (is it a desire to be seen as tough? Worried that employees will start to spend money? Forget it.

Take the initiative to develop your praise skills. If praise is short, that's okay. It just needs to be specific, not to say "well done" in general. Ideally, no matter who you praise, you should praise as soon as possible. Of course, the best compliments are sincere and heartfelt.

把授權看作是一個教導員工的機會

對於許多管理者來說，授權最困難的部分就是相信任務會做得很好。但當你把它看作是一個培訓員工的機會時，它會變得更容易，而不僅僅是擺脫一些工作。

下一次你需要授權的時候，首先要確定你的團隊中誰準備好承擔更多的責任。然後創建簡單的任務來幫助他們學習他們需要的技能。

例如，如果你想讓某人主持一個周例會，讓他們練習這個過程的每一個部分：一周，他們可以創建一個議程，你將檢討這個議程。接下來，他們可以看你主持會議，有很多機會提問。最終，他們將準備好自己主持會議，之後您可以提供回饋。

這種教學可能會很費時，但它會為您的團隊準備好承擔更複雜的工作，一遍走的更長久。

Think of Delegating as a Chance to Teach Your Employees

For many managers, the most difficult part of delegation is the belief that the task will be done well. But it becomes easier when you think of it as a chance to train your staff, not just get rid of some work.

Next time you need to delegate authority, first determine who on your team is ready to handle more responsibility. Then create simple tasks to help them learn the skills they need.

For example, if you want someone to chair a weekly meeting and ask them to practice every part of the process: One week, they can create an agenda, which you will review that agenda. Next, they can watch you run the meeting and have a lot of opportunities to ask questions. Ultimately, they will be ready to chair the meeting themselves, after which you can provide feedback.

This kind of teaching can be time-consuming, but it will go a long way toward preparing your team for more-complex work.