如果員工的混亂導致了問題，幫助他們理解原因

管理一個雜亂無章的員工可能是一種令人發狂的經歷，尤其是當他們的壞習慣傷害了團隊的時候。要解决這個問題，請幫助您的直接下屬瞭解其混亂的連鎖反應。

也許他們總是錯過最後期限；也許他們讓其他團隊成員落在後面；或者也許這對客戶來說很糟糕。

詳細描述他們行為的後果將使人們認識到保持在會議、行事曆和電子郵件之上的重要性。和你的員工討論解决問題的方法。如果你有一個很好的系統來保持組織性，就帶著這個人走一遍。向他們展示您如何處理您的待辦事項清單，以及您如何歸檔、標記和審閱事情。你也可以開始一個團隊範圍內的討論，討論組織如何交換小費，但是記住要讓人們在如何對待自己的工作上表現自己。

每個人都是不同的，對一個人有用的東西不一定對另一個人有用。

If confusion among employees causes problems, help them understand why

Managing a messy employee can be a crazy experience, especially when their bad habits hurt the team. To solve this problem, please help your immediate subordinates understand their chaotic chain reaction.

Maybe they always miss deadlines; maybe they leave other team members behind; or maybe it's bad for customers.

Detailed descriptions of the consequences of their actions will make people aware of the importance of staying above meetings, calendars and e-mails. Discuss solutions with your employees. If you have a good system to keep organized, take this person along. Show them how you handle your to-do list and how you archive, tag and review things. You can also start a team-wide discussion about how organizations exchange tips, but remember to let people express themselves in how they treat their work.

Everyone is different. What is useful to one person is not necessarily useful to another.

經理的工作責任和優先次序

經理是一個職務，在組織中用來表示具有領導職能或部門和/或員工的特定職責和責任的員工。經理被分配到組織結構圖上的特定級別。具有經理職務的員工，在人員和職能上具有不同的工作職責。

經理的工作描述因組織而异，具體取決於分配給工作職能的具體職責。在某些組織中，只有在組織結構圖中看到其他員工向其報告時，才能將頭銜“經理”分配給這些員工。

在其他組織中，經理的頭銜也分配給管理職能部門的員工。例如，某人的職位是經理。她沒有報告人員，但她負責將銷售擴展到國際市場。

管理者的角色和工作描述處於綜合職能和部門以實現成功的組織的薪級或工作分類級別。負責一個部門的經理通常有他必須附有領導責任並直接向他匯報的員工。

更大的組織也可能有高級經理向首長級或副總裁級彙報，這通常取決於組織的規模。

經理角色描述

對管理者所做或應該做的事情的深思熟慮的描述來自《哈佛商業評論》。在他們對管理者的角色和職責的描述中，“管理是一組人表現的責任”。

另一個傳統的定義呼應了類似的工作角色：“管理者負責監督和領導一組人的工作。”但是，管理者還意味著什麼，管理者實際上做了什麼？經理領導人們。

他還負責領導一部分工作、組織成果的一個子部分或有或無報告人員的職能部門。

或者，如上文所強調的，一些經理負責職能。如果你想消除困惑，這些職位應該有諸如國際銷售開發負責人或國際銷售開發協調員之類的頭銜。

高管領導管理團隊

一些組織有高級或執行經理，他們的職責是領導一組經理，每個經理都有自己的職責範圍。

各經理依次負責各自的職能領域：客戶服務代表、技術支援專家、行政服務人員和外部培訓和開發人員。

擁有經理職位的員工對人員和職能負有不同的責任。總的來說，每個經理的工作都是不同的，但他們都有這些職責。因為管理者的角色在一個組織中承擔著重要的責任、責任和權力，所以管理者有以下職責。

經理崗位職責

傳統上，經理的工作描述和職責包括：

• 計畫：經理在被分配職責的區規劃運作和職能，以實現他在整個組織工作中負責的目標。
• 組織和實施：組織工作的生產、勞動力、培訓和完成工作所需的資源，以實現達到目標所需的預期結果。
• 指導：為員工及其資源提供足够的指導、領導和支持，以確保他們能够實現目標。
• 監控：跟進以確保實現目標的計畫以確保其實現。
• 評估：使用可靠可靠的測量方法，審查和評估目標、計畫的成功，以及員工及其資源的分配。

執行總裁、副總裁或經理彙報的董事分配的其他職責。在大多數組織中，這些職責是多樣的和深遠的，取決於組織的目標和目標。

在壓力大的時候和在平靜的時候，做一樣的老闆

你的直接下屬如何描述你在壓力下的行為？許多老闆變得情緒化、控制力强、思想敏銳。這會對他們團隊的士氣和生產力產生巨大的負面影響。要在面臨壓力時有效地領導團隊，請考慮您希望長期建立的團隊動態。然後想想你的壓力驅動的行為是支持還是破壞它。

例如，在正常情况下，你不會試圖用恐懼或威脅來激勵人們，所以也不要在有壓力的時候這樣做。與你的團隊討論為什麼你會面臨壓力，以及你需要從他們那裡得到什麼，並提前感謝他們付出的額外努力。

通常，在緊張的談話中，你不會生氣，也不會閉嘴，所以不要讓壓力妨礙你傾聽別人的話，也不要讓你陷入沉思。

一旦這段時期的壓力結束，你的團隊就會記住你在這段時間的領導作法。所以要確保他們的記憶是積極的。

Be the same boss when you are stressed and when you are calm

How do your immediate subordinates describe your behavior under pressure? Many bosses become emotional, controlling and sharp-minded. This will have a huge negative impact on the morale and productivity of their team. To effectively lead a team under pressure, consider the team dynamics you want to build over time. Then think about whether your stress-driven behavior supports or destroys it.

For example, under normal circumstances, you don't try to motivate people with fear or threats, so don't do it when you're under pressure. Discuss with your team why you are under pressure and what you need from them, and thank them in advance for their extra efforts.

Usually, in a tense conversation, you won't get angry or shut up, so don't let pressure prevent you from listening to others or indulging you in meditation.

Once the stress of this period is over, your team will remember your leadership during this period. So make sure their memories are positive.

如何讓團隊在會議中確實結合起來？

團隊會議應該是個能夠達成協作目的的活動。但是，如果在會議上多半是你老是在講而你的團隊成員只是在聽，就不太對勁了。以下兩個方法可以讓你的團隊成員改變，並在會議桌上得到他們最好的想法：

1. 有節制的分享你的想法。若是將你偉大的想法一股腦的倒出來，會是很誘惑的。但是，先不要這樣做。相反的，一次只提出一個或兩個你的建議。你若是能夠節制你自己的評論，你可以讓其他人有機會貢獻他們的想法。
2. 盡可能問問題。不要擔心會有太多的回答。你要問一些深入的問題，以便激發出討論。當有人開始發言時，向他問得更深入些，這樣，其他與會人員也會清楚的明白。

In the meeting, how do you really get the team together?

Team meetings should be an activity that can achieve the purpose of collaboration. But if you are always talking at meetings, your team members are just listening. Here are two ways to change your team members and get their best ideas at the conference table.

1. Share your ideas with moderation. It would be tempting to pour out your great ideas. But don't do that first. On the contrary, only one or two suggestions should be made at a time. If you can control your own comments, you can give others the opportunity to contribute their ideas.
2. Ask questions as much as possible. Don't worry that there will be too many answers. You have to ask some deep questions in order to stimulate discussion. When someone starts to speak, ask him deeper, so that other participants will clearly understand.

經理們，你如何在不過分強調的情况下向你的團隊敞開心扉？

當員工感覺自己與老闆有個人聯系時，這通常是件好事。但是，當領導人分享了太多的想法和感受時，他們可能會破壞他們的權威。（想像一個經理說，“我很害怕，不知道該怎麼做。”）

一個好的經驗法則是，當你認為這對別人有幫助時，就敞開心扉。通過考慮老闆對你說的話你會有什麼感覺來評估你的個人評論。如果你很感激聽到這個消息，你的團隊也會有同樣的感受。如果沒有，請謹慎行事。

例如，告訴員工你心情不好是因為你今天過得不好；告訴他們你心情不好是因為你不同意高級管理層的决定可能不是這樣。

當開放有助於你的團隊不那麼孤立時，開放也很有用：如果你感覺到人們對某個項目感到焦慮，就承認你感到同樣的壓力，感謝他們的努力。

Managers, how can you open your heart to your team without too much emphasis?

This is usually a good thing when employees feel they have personal contact with their bosses. But when leaders share too many ideas and feelings, they may undermine their authority. Imagine a manager saying, "I'm scared. I don't know what to do."

A good rule of thumb is to open your heart when you think it's helpful to others. Evaluate your personal comments by considering how your boss feels about what he says to you. If you are grateful to hear that, your team will feel the same. If not, please act with caution.

For example, tell employees that you are in a bad mood because you are having a bad day; tell them that you are in a bad mood because you disagree with the decision of senior management that may not be the case.

Openness is also useful when it helps your team to be less isolated: if you feel people are anxious about a project, admit that you feel the same pressure and thank them for their efforts.

讓你的辦公室成為討論心理健康的安全空間

當你的員工在心理健康上掙扎時，他們應該能够敞開心扉尋求幫助。想想你如何創造一個讓他們覺得安全的工作環境。

例如，注意你和你的團隊在辦公室使用的語言。像“強迫症先生又來了”或“她本周情緒極為低落”這樣的評論，羞辱了員工可能正在努力解决的問題，使人們更難站出來。

如果你聽到員工使用這種語言，就勸阻他們不要繼續工作，如果必要的話，解釋一下為什麼這樣做有害。你也可以通過與心理健康部門分享你的經歷，讓有需要的團隊成員瞭解你自己來設定基調。當有人向你傾訴時，準備好告訴他們你公司擁有的心理健康資源。

提供的一個簡單的資源是病假：如果一個員工需要休息一天來關注他們的心理健康，告訴他們去休病假。

Make your office a safe place to discuss mental health

When your employees are struggling with mental health, they should be able to open their hearts to help. Think about how you can create a work environment that makes them feel safe.

For example, pay attention to the language you and your team use in the office. Comments like "Mr. obsessive-compulsive disorder is back" or "She's in a very low mood this week" humiliate problems that employees may be trying to solve, making it harder for people to stand up.

If you hear employees using the language, dissuade them from continuing to work and, if necessary, explain why doing so is harmful. You can also set the tone by sharing your experience with the mental health department and letting team members in need know you. When someone confides in you, be prepared to tell them about the mental health resources your company has.

One simple resource provided is sick leave: if an employee needs a day off to pay attention to their mental health, tell them to take sick leave.

一個團隊要順利工作，你需要三件事

如果你的同事在一起工作不好，有幾種方法可以改變團隊的活力。包括你在內的每個人都應該考慮如何改進三件事：內部自我意識、外部自我意識和個人責任感

1. 內部自我意識是關於理解你的價值觀如何影響你的决定。為了改進，考慮一下你的情緒和假設是如何引導你採取某種作法的。在你明白是什麼在驅使你之前，不要急於採取行動。
2. 外部自我意識是指瞭解你的行為如何影響他人。為了提高，注意你的同事對事情的反應，並問問你自己（或他們）他們的行為背後可能有什麼。
3. 個人責任感幫助你評估你對問題的貢獻。為了改進，接受你可能會為所發生的事情分擔一些責任。利用內部和外部的自我意識來仔細考慮你可能需要如何改變。

For a team to work smoothly, you need three things

If your colleagues don't work well together, there are several ways to change the team's vitality. Everyone, including you, should consider how to improve three things: internal self-awareness, external self-awareness and personal accountability.

1. Internal self-awareness is about understanding how your values affect your decisions. To improve, consider how your emotions and assumptions lead you to take some kind of ways. Don't rush to action until you understand what drives you.
2. External self-awareness refers to understanding how your actions affect others. In order to improve, pay attention to your colleagues' reactions to things and ask yourself (or them) what may be behind their actions.
3. Personal accountability helps you assess your contribution to the problem. To improve, accept that you may share some responsibility for what happens. Use internal and external self-awareness to think carefully about how you might need to change.

小心發展辦公室戀情

很多人在工作中會遇到他們的配偶或伴侶，但是和同事約會會很快變得複雜起來。在開始辦公室戀情之前，先考慮一下風險。

當然，這段關係有可能無法解决，這可能會使辦公室裏的事情變得尷尬。有些公司禁止員工約會，或者要求披露，所以一定要調查你的政策。最好不要和經理或下屬約會，因為毫無疑問會發生利益衝突。

考慮一下這種關係對同事的看法是個好主意，尤其是當你和你的浪漫興趣在公司裏處於不同的層次時。即使你處於同一水准，想想這種關係是否會影響你的聲譽。例如，如果你對某人的工作做出决定。

在權衡了風險之後，如果你决定追求這段關係，就設定一些界限。談談你們兩個什麼時候、怎樣談論工作和個人生活。

Carefully Develop Office Romance

Many people meet their spouse or partner at work, but dating colleagues can quickly become complicated. Before starting an office romance, consider the risks.

Of course, this relationship may not be resolved, which may make office affairs embarrassing. Some companies prohibit appointments or require disclosure, so be sure to investigate your policies. It's best not to date a manager or subordinate because there's no doubt that there will be conflicts of interest.

It's a good idea to consider the relationship's perspective on colleagues, especially when you and your romantic interests are at different levels in the company. Even if you are at the same level, think about whether this relationship will affect your reputation. For example, if you make a decision about someone's job.

After weighing the risks, if you decide to pursue the relationship, set some boundaries. Talk about when and how you two talk about work and personal life.

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.