不是领导怎样带团队？(英汉).pdf

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如何带领一个团队（Howtoleadateam）

如何带领一个团队（How to lead a team）How to manage telemarketing and telephone sales teams?"There is no thief in the world," there is a more classic words: Li uncle said, "people loose, the team is not good", and if used in the construction of teams and telephone sales management, it is a phrase awakened dream ah! Today's business world has been talking about how to sell phones and manage teams, especially telemarketing teams, which make it harder for telemarketing managers. I see, it's not difficult telemarketing management, but it's difficult to catch the key to telemarketing management! Team building and telemarketing management, the key is "people""!I have many years of telephone marketing team formation and telephone sales management experience, I believe that the construction of telemarketing team and telemarketing management should be divided into five steps:The first step is the selection of team membersThis is the key to "people-oriented", the team is made up of individuals, only good individuals will have a good team, so in the discussion of team building and sales management, we must first discuss individual group.The author believes that the selection of team members mainly from the following points to choose:First: personal qualities. Quality is our choice of people the key depends on the quality of the first element, from the threeaspects: one is the integrity, honesty is as the foundation and the attitude of the root, since ancient times for those who are its heart, the first sincerity of its meaning, meaning of righteousness ", imagine the bad person on the team. Can be described as" an evil member of the herd "not too too! The two is to look at the occupation morals, occupation ethics for the occupation is the telephone marketing one of the important chip employers "Jing Lai advised, occupation morality is reflected in personal dedication and the interests of the company as the supreme state of mind; the three is the only sense of responsibility, sense of responsibility, be responsible for the family, will be responsible for a friend. Be responsible for the company, will be responsible for the society, imagine no responsible person who dare to use.Second: personal ability. Personal ability mainly from three aspects, one is the communication telephone sales management ability, the biggest characteristic of the telephone marketing occupation is with all sorts of people or organizations to deal with, how do you communicate with others, how to coordinate the relationship between this and that, how to customers, you call your sales management a channel or your team, which requires strong communication and coordination ability of telephone sales management; two is the observation and analysis of decision-making ability, market opportunities and threats in which competitors vulnerable and where the advantage, how the face of all kinds of the environment to make the right decisions, this requires a special observation analysis and decision making the three is the planning organization ability; ability to control, "Forewarned is forearmed.", which is the market changes in the twinkling of an eye, need to have the abilityto handle changes in the market.Third: personal image. Personal image is actually the mental outlook we require. Personal image represents team image and represents company image. See details from the individual, we can see the person behind the team, we are picking a person, often is the first look at the work experience, experience, education and training, in fact, more important is the appointment of human beings in the whole process of the interview out from our form, these forms can be roughly as judgment the comprehensive quality of the recruits.Second step, team training.There are congenital factors are not enough, we have to strengthen the training of the day after tomorrow, which requires the team to strengthen related training, training purposes is nothing more than to cultivate the cohesion and combat effectiveness of the team.The essence of team cohesion is to strengthen the construction of team culture, and to create a happy work and a positive atmosphere for the team. When it comes to team culture, we must first understand the enterprise culture, the enterprise culture is formed in the long-term production and management activities in the process of comprehensive reflection and for the majority of staff adhere to the business purpose, values and norms of behavior. The team culture is an important component of the corporate culture. The author believes that team culture means that team members cooperate with each other in order to realize their value in life,A conscious culture that forms a common goal for the team. The essence of team culture is to emphasize collaboration, unity and cooperation in order to achieve common cause, so as to meet and meet the needs of team members.The essence of culture is to strengthen the combat effectiveness of the team members of the team's comprehensive ability training, ability is based on the knowledge as the basis, so in the training before the ability to strengthen the knowledge training, and then we can talk about the ability of training. Here mainly introduces the following aspects of knowledge training:First, company knowledge. First of all, let us always make it clear that any business cooperation is based on mutual benefit, and whether it is mutually beneficial, we are not looking for individuals, but individuals behind the company. Therefore, the background of the company, the company's financial strength, the company's sales management system, the company's operating philosophy, the company engaged in the project, the company's future development and so on, will be the knowledge foundation. We must have to go out telephone sales negotiationSecond, product knowledge. Before we call sales of products, first of all to well understand the products, product specifications, performance, function, appearance and price, but also to fully dig out selling products, but also know the disadvantages of products in which, only in this way can you persuade someone to buy your products.Third, industry knowledge. Before we engage in or choose a career, the key to career planning is to understand the history and current situation of the industry. You can determine the future of it and make a decision to quit or join. We are often in partnership with phone sales negotiations, not only need to fully understand the need to be more understanding of the entire industry, the only way you can find the road to victory in the fierce competition in the market.Fourth 、 financial knowledge. Experience in sales management work of the author's telephone, that financial knowledge for the telephone marketing staff has been in a very important position, and now exposed to a lot of company training, ignoring the telephone marketing personnel financial knowledge training, this is actually a misunderstanding of telephone sales management. Financial knowledge is not only the necessary knowledge of high-level telephone sales management, but also a basic knowledge that must be mastered by our telemarketing staff at the grass-roots level.On the basis of establishing more or more strong knowledge, we should strengthen our training in the following areas:First, telephone sales negotiation ability. As a telephone marketing staff, the most important job is to find partners for the company, and can make sales and guarantee a good return. Whether we can talk to partners who are suitable for the development of our company depends on our personal telephone sales and negotiation ability. Several important factors to decide the telephone sales negotiation ability is extensive professional knowledge, quick thinking, eloquence and skilledin debate.Second 、 telephone sales management ability. As the telephone marketing staff, we will have multiple clients, this involves us to coordinate and telephone sales management on the relationship between multiple clients, which can cooperate with each other, and jointly safeguard the market order, rather than mutual exclusion, mutual suppression. Similarly, the needle for different products to form different channels, we will also face such friction between channels and contradictions, which requires us to master the channels of telephone sales management. Then there is the team of telephone sales management, such as the sales team of telephone sales management, sales promotion team telephone sales management.Third. Control ability. The change of the market is rapidly remained, the hearts of customers are constantly changing, changes in how to control the market, how to tap the potential market demand, and how to control our God mentality, which requires us to telephone marketing personnel with strong control ability. "In the strategy, winning thousands of miles away, the whole process of the telephone marketing and in all aspects of control, why be invincible!The third step is the continuous development of the company itselfThe source of the team's existence is the presence of the company,Therefore, we can not divest the company in discussing teambuilding and telemarketing management. As mentioned earlier, the team is made up of individuals, individuals are running the company's development and personal development and join the formation of the team, we see that the company's continuous development is an important prerequisite for stabilizing the team.Companies need to have several key factors to ensure constant growth:First, funding. We all know, "money is not everything, but no money is absolutely impossible", especially for a company, the fund is a threshold, a bottleneck, the fund is the company's rapid development support. Especially in recent years, the competition in various industries is becoming increasingly fierce, and the order of the market is becoming more and more standardized, which will force the company to become larger and larger in order to gain the advantages of cost and be eliminated in the competition.Second, technology. Technology is productivity, and technology promotes the progress of human society. For a company, technology is the source of sustainable development. Companies that walk in the forefront of all walks of life tend to be companies with core technology.Third, talent. What is the most precious thing in twenty-first Century? Talent. The era of knowledge economy, indicates the importance of talent, already experts pointed out: today, the competition between enterprises is the talent competition, all completely. What kind of talent does the company have? Itdetermines how big the company will be.Fourth, network. The network here is not Internet, but broad, from the company's operations to analyze, the network should mainly refer to the company's public relations network, customer networks, telephone sales network and terminal consumer network of these big blocks. As can be seen, the network can also determine the fate of the company.The fourth step, the establishment of effective performance systemTo ensure the stability of a team, not only need good prospects for the development of the company itself, but also the needs of the company can provide a reasonable performance system for everyone, the key is to build a just, fair and open a competitive platform for team members.From the two famous Maslow's hierarchy of needs theory and Hertz Berg two factor theory economists can see, effective performance evaluation system should be reflected in two points, one is the material needs, spiritual needs is two. Material needs are mainly reflected in wages, benefits, bonuses, work environment, etc., while spiritual needs are mainly reflected in social status, sense of achievement, security and development space.The fifth step, telemarketing personal charisma enhancementThe charisma of telemarketing managers is also one of the most important factors that affect team stability. As we all know,wolves are more powerful than wolves. So, as the leader of the telemarketing team, the soul of the team.The author believes that a good team leader should have the following forces":First, the guiding force. As a leader, must be responsible for guiding the responsibility of the team members, to guide employees how to better accomplish the task, how to better their personal interests and the interests of the team, immediate interests and future interests, how to go beyond the self better, how to better life career planning.Second, affinity. "People-oriented" telephone sales management thought requires leaders to understand, respect and cultivate employees from the perspective of "humanity" and the concept of humanistic care. Team should be a harmonious team, is a passionate, dynamic team, which requires leaders have a strong affinity.Third, executive power. "Executive power", "no excuse", "details determine success or failure" and other best-selling book, reflected from the side of the current telephone sales management attention to the implementation of the force. When we study the reasons for the failure of many enterprises, we find that the reasons for the failure are not the enterprise strategy, the telemarketing strategy, the operation mechanism of the company, but the executive power of the company. The team's executive power depends on who is the leader of the team, and as a team phone sales manager,First of all to regard themselves as the example, carry the "execution" banner, walk in the team before the team set up efficient execution system.。

怎么带领团队英文作文

怎么带领团队英文作文英文：As a team leader, it is important to know how to effectively lead and motivate your team. Here are some tips that have worked for me:1. Set clear goals and expectations: It is important to communicate to your team what the goals are and what is expected of them. This helps to keep everyone on the same page and working towards a common goal.2. Lead by example: As a leader, you need to set the tone for the team. If you are hardworking, dedicated, and positive, your team will follow suit.3. Encourage open communication: It is important to create an environment where team members feel comfortable sharing their thoughts and ideas. This can lead to more creative solutions and better teamwork.4. Recognize and reward good work: When team members do well, it is important to recognize and reward their efforts. This can be as simple as saying "thank you" or giving a small token of appreciation.5. Provide constructive feedback: When team members are not meeting expectations, it is important to provide constructive feedback to help them improve. This should be done in a respectful and supportive manner.中文：作为一个团队领导者，了解如何有效地领导和激励你的团队是非常重要的。

如何领导团队英文作文

如何领导团队英文作文Leading a team is not an easy task. It requires a combination of strong communication skills, empathy, andthe ability to inspire and motivate others.One important aspect of leading a team is to set clear goals and expectations. This helps to ensure that everyoneis on the same page and working towards the same objectives.It's also important to empower team members and give them the autonomy to make decisions and take ownership of their work. This not only helps to build trust, but also encourages creativity and innovation.Building strong relationships with team members is crucial. This involves actively listening to their concerns, providing support and guidance, and recognizing their contributions.As a leader, it's important to lead by example. Thismeans demonstrating the values and behaviors that you expect from your team members, and being willing to roll up your sleeves and get your hands dirty when needed.Finally, effective leadership also involves being able to adapt to different personalities and work styles within the team, and finding ways to bring out the best in each individual. This may require being flexible and open-minded in your approach to managing and motivating others.。

不懂领导力,你怎么带好团队

不懂领导力，你怎么带好团队根据丰富的团队带领经验和实操能力，可以参考以下建议：
1. 明确目标和任务：团队成员需要清楚明确当前的目标和任务，才能在工作中有明确的方向和目标。

团队领导需要向团队成员明确上级的要求和期望，在明确的目标和任务的基础上制定详细的工作计划和时间安排。

2. 激励和奖励：领导需要在工作中及时给予团队成员激励和奖励，可以是口头的赞誉，也可以是实质性的奖励。

激励和奖励可以增强团队成员的工作动力和积极性，从而提高团队的工作效率和工作质量。

3. 沟通和协作：领导需要与团队成员保持良好的沟通和协作关系，及时了解每个成员的工作进展和问题，及时解决工作中出现的问题和困难。

同时，领导还需要促进团队成员之间的协作和合作，搭建良好的团队合作桥梁。

4. 规划和发展：领导需要关注团队成员的规划和发展，为团队成员提供必要的培训和成长机会，帮助成员在工作中不断提升自己的能力和水平，从而提高整个团队的综合实力。

总之，在带领团队时，领导需要具备良好的组织和管理能力，以及敏锐的洞察力和解决问题的能力，同时还要注重团队成员的培训和发展，激发成员的创造力和潜力，共同推动团队的不断发展和壮大。

拆书-不是领导,如何带人成事

不是领导,如何带人成事不相信你是否参加过一种叫“无领导小组”的面试，就是让应聘者临时组成一个团队，讨论一个问题。

可以想见，这些人则人是名副其实的竞争者，但是在面试中，却要最大程度表现出合作性，要求所有人最后达成共识，否则全组失败。

这种情况下，你会怎么做呢？你会充当什么角色呢？任由讨论无序进行最后让成功进行结构性问题无疾而终？还是橘河碾压，凸显自己的同时也暴露了短处？这些都不是明智之举。

工作中同也会经常遇到这样的情况：你负责的活动需要其他部门的配合，要临时开个动员会；一个客户问题，需要几个部门坐下来看看怎么解决。

这些情况都没有领导在场，怎么办？你需要站出来！推动事情的进展，也就是在职位不能高人一等的情况下，带领他人一起完成目标，这于人于己都是共同利益利益最大化的事情。

今天要分享的这该书是《横向领导力》，其副标题“不是主管，如何带人成事”应是很多职场人士要面对的问题。

作者是罗杰.费希尔，艾伦.夏普。

其中罗杰.费希尔是哈佛大学客座教授，谈判沟通领域的知名权威，为众多的职能部门，企业和某项提供谈判咨询服务，其所著的《沟通力》、《谈判力》，皆为该领域的论著。

横向领导并不难，只需要通过本书提供的三个步骤，五个策略就可以找到带人成事的方法，也能提高自己的职场说服力和影响力。

下面我就通过三个方面分享下这本书的要点：1、横向领导的原因：有什么好处？2、横向领导的前提：做好自己3、横向领导的目标：带领他人成事一、横向领导的原因：有什么好处？与人绝对是世界上最难的事情之一。

因为人能每个人都有自己的想法、情绪、背景、立场、角色等，让旁人和你想的一致、做的吻合，太难了。

如果没有高层领导在场、场面混乱糟糕、事情没有进展的成果情况下站出来，其实是很有阻力的。

当你指出团队的难题，会被认为是指责他人；当你回答自己的想法，有人可能阴阳怪气说你出风头；当你声援大家应该如何行动时，又可能被怼“你以为你是谁！”种种情况都预示着我们可能吃力不讨好，受到排挤，遭到冷遇。

如何管理团队英文作文

如何管理团队英文作文Managing a team can be a challenging task, but with the right approach, it can also be incredibly rewarding. One of the most important aspects of managing a team is effective communication. It's essential to keep the lines of communication open and to be transparent with your team members.Setting clear goals and expectations is also crucial when managing a team. Each team member should know what is expected of them and what the team is working towards. This helps to keep everyone on the same page and working towards a common goal.It's important to trust your team members and empower them to make decisions. Micromanaging can be detrimental to team morale and can hinder productivity. Instead, give your team members the autonomy to make decisions and take ownership of their work.Recognizing and celebrating the achievements of your team members is essential for maintaining morale and motivation. Whether it's a small milestone or a big accomplishment, taking the time to acknowledge andcelebrate the hard work of your team can go a long way.Building a strong team culture is also important for effective team management. Encouraging collaboration, fostering a positive work environment, and promoting open communication can help to create a cohesive and high-performing team.Lastly, it's important to lead by example. As a manager, your actions and attitude set the tone for the rest of the team. By demonstrating a strong work ethic, a positive attitude, and a commitment to the team's goals, you can inspire and motivate your team members to do the same.。

怎样管理一个团队英语作文

怎样管理一个团队英语作文How to Manage a TeamManaging a team effectively is a challenging yet rewarding task. It requires a bination of various skills and strategies to ensure the team's success and harmony.First and foremost, clear munication is essential. As a team manager, it is crucial to convey expectations, goals, and tasks clearly to each team member. Encouraging open and honest munication within the team also helps to address any concerns or issues promptly.Establishing well-defined goals and objectives is another important aspect. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART). This provides a clear direction for the team and allows members to understand their contributions towards the overall success.Delegating tasks appropriately is a key skill. Understanding the strengths and weaknesses of each team member helps in assigning tasks that match their capabilities. This not only ensures efficient pletion of tasks but also boosts the confidence and skills of the individuals.Motivating the team is also vital. Recognizing and rewarding good performance, providing constructive feedback, and creating a positive work environment can inspire team members to give their best.In addition, fostering teamwork and collaboration is crucial. Encouraging members to share ideas, support each other, and work together towards mon goals builds a strong sense of unity within the team.Finally, being a good leader means being flexible and adaptable. Being able to handle unexpected challenges and changes, and adjusting strategies as needed shows the team that you are capable of guiding them through any situation.In conclusion, managing a team successfully involves effective munication, goal-setting, delegation, motivation, teamwork, and flexibility. By implementing these strategies, a team can thrive and achieve outstanding results.。

怎样领导团队英文作文

怎样领导团队英文作文Leading a team is not an easy task. It requires a good balance of authority and empathy. You have to be able to make tough decisions, while also being understanding and supportive of your team members.One important aspect of leading a team is communication. You need to be able to clearly convey your expectations and goals to your team members. This means being a goodlistener as well as a good speaker.Another key to successful leadership is setting a good example. You can't expect your team to work hard and be dedicated if you're not doing the same. Leading by exampleis a powerful way to motivate and inspire your team.It's also important to recognize and appreciate the efforts of your team members. Everyone likes to feel valued and appreciated, and acknowledging their hard work can go a long way in boosting morale and motivation.Delegating tasks is another important skill for a leader. You can't do everything yourself, and trying to micromanage every detail will only lead to frustration and burnout. Trust your team members to do their jobs, and be there to support and guide them when needed.Finally, it's important to be adaptable and open to change. The business world is constantly evolving, and as a leader, you need to be able to roll with the punches and adjust your strategies as needed.In conclusion, leading a team requires a combination of communication, leading by example, appreciation, delegation, and adaptability. It's a challenging role, but with theright skills and attitude, it can be incredibly rewarding.。

如何管理团队英语作文方便背诵的

如何管理团队英语作文方便背诵的How to Be a Great Team ManagerBeing a team manager is a big responsibility, but it can also be a lot of fun! As the manager, you get to lead a group of people and help them work together to achieve amazing things. However, it's not always easy. You have to make sure everyone is doing their part, staying motivated, and getting along with each other. If you want to be a great team manager, here are some tips to follow:Set Clear GoalsThe first step to managing a successful team is to set clear goals that everyone understands. What exactly are you trying to accomplish as a group? Is it to win a competition, complete a project, or reach a sales target? Whatever it is, make sure you explain the goals clearly to your team members so they know what they are working towards.Assign Roles and ResponsibilitiesOnce you have defined your goals, you need to assign roles and responsibilities to each team member. Different people will be good at different tasks, so try to match their skills and interests with the jobs that need to be done. For example, ifsomeone is great at art, you might put them in charge of designing posters or logos. If another person is really organized, they could be the one who keeps track of deadlines and schedules.Communicate EffectivelyCommunication is key when managing a team. You need to make sure everyone knows what is expected of them and that information is shared openly. Have regular team meetings where you can discuss progress, address any issues or concerns, and make sure everyone is on the same page. Encourage team members to share ideas and give feedback to each other in a respectful way.Foster TeamworkWhile assigning individual roles is important, you also want to create an environment where your team works well together. Plan team-building activities that allow members to get to know each other better and practice collaborating. Praise them when they cooperate and support one another. Remind them that they are stronger when they work as a united team.Lead by ExampleAs the team manager, your behavior will set the tone for the whole group. If you are hardworking, positive, and treat others with respect, your team is more likely to follow suit. Always show up on time, put in your best effort, and be kind and patient with your teammates – even when things get stressful or challenging.A good leader inspires their team through their own actions.Resolve ConflictsUnfortunately, disagreements and conflicts are bound to happen sometimes when you have a group of people working closely together. When this occurs, don't ignore it or let it fester. Address the issue promptly in a calm, fair manner. Listen to both sides, find a compromise, and get the team refocused on your common goals.Celebrate SuccessFinally, don't forget to celebrate your team's successes and achievements along the way! Recognize their hard work and efforts. You could throw a party, hand out awards or prizes, or just give a lot of praise and high-fives. Celebrating will help keep your team feeling motivated, positive, and excited to take on new challenges together.Being a great team manager takes patience, leadership skills, and the ability to bring out the best in your group. It's not always easy, but it is extremely rewarding when you see your team working together like a well-oiled machine to make amazing things happen. So take a deep breath, use these tips, and get ready to lead your team to greatness!。

如何带好一个团队优选文档

3、具有感染力
七、团队的灵魂（激情与活力）
1、改变团队中每一员工的态度
（一）好工作和坏工作并没有绝对的标准，就看你如何看待它，尤其在这个工作越来越少的时代里，珍惜每一次工作机会，把工作完成好是最重要的。
（二）工作必有其不变及重复性，如果能乐在其中，则能给予自己及同仁无限的活力。
（三）对待工作要全身心地投入，以一种专注的工作态度达到对内对外的要求，你的专注会使你的同仁或客户感到这是对他的重。
四、上传下达（政策落地、执行到位）
1、上传下达，起到的不仅仅是传声筒作用； 2、上传的主要内容 A、团队当中存在的主要问题 B. 对针对性问题的合理化建议 C、团队当中可供复制与推广的优秀经验 3、下达的主要内容 A、其他团队优秀经验及时学习与有效跟进 B、激励信息的迅速落地。 4、上传下达的关键词：
到瓶劲，给予解决方法
能力底
六、良好的职业素质
三心：积极乐观心责任心企图心
三力：执行力学习力沟通力
积极乐观心
1、日常工作在顺境中保持积极乐观的心态
2、日常工作在逆境中保持积极乐观的心态
3、能够正面影响和带动身边同事
责任心
1、对自己的过程和结果负责 2、对团队授权的工作，能够保质保量的
三、解决问题的核心思路
团队管理的核心在于从“管人”中脱离出来，先做到“理人”，进而做到“安人”；
A、“管人”是最低层次的做法，其结果往往是：上面的人老是想“管”，下面的人就是不“理”；特别想“管”别人的人，往往得不到一个好结果；
B、“理人”通俗地说，就是要看得起对方，要想从心理看的起自己的员工，则必须清楚地知道自己员工的优点在哪里，否则这个看得起一定是假的、不长久的，做作的！我们只有学会“理人”，我们才可能真正清楚自己团队的战斗力在哪里？

你不是管理者,同样需要领导力(附实操手册)课件

16. 動勢法則
如果改變團隊的方向，領導者必須營造前進的氣氛，只有領導者才能激發動勢，惟有那些能引發他人動力的領導者才能創造出動勢。
當團隊有了很強的領導者，而且又有了動勢時，成員自然鬥志高昂。效率之高就超乎自己所預期的程度。
17. 優先次序法則
領導者明白忙碌不一定等於成就；好的領導者都格守優先次序法則；不管是他所領導的是一個小公司，或者是大教會，不管是他所經營的小本生意或者億萬財富，都是如此。你必須明白什麼能帶來最大的回報，根據優先次序，每一件事情都有其目的。
8. 直覺法則
好領導者必須培養自知的能力
領導者必定帶著領導者的直覺來看每一件事，領導者的直覺或出於本能地知道如何反應。
先天能力與後天技巧的結合，這種經過操練是直覺涉及領導的問題就顯得特別突出，好領導者必須培養自知的能力，認識自己的長處，技能、弱點，及心理狀態。
9. 吸引力法則
越是好的領導者，就越能吸引好的領導者你是什麼樣的人就吸引什麼樣的人，領導者知道
成功不是來自你知道什麼，而是來自於你認識什麼樣的人，以及你如何向這群人表達你自己，你身邊必須有一群最優秀的人才，惟有這樣，你的夢想才會實現，這就是核心圈法則。
12. 授權法則
惟有你願意把功勞給別人時，才會成為真正偉大的事業，領導必須願意全力扶助跟隨者，甚至願意栽培他們來取代自己，助人提升能力會使你受到尊敬。
13. 鏡像法則
領導者樹立好榜樣後，下屬會跟著模仿他們的行為從而取得成功。如果領導者只是說教，那就是沒有真正實踐；只有當他們親自開始做的時候，才能算是傳授。
14. 接納法則
人們在接受一個新資訊時，都先考慮誰是傳遞者人們先接納領導者，才能接納他的願景，人們先擁護一位領導者，接

不是老板怎带团队

不是老板怎样带团队？团队成员来自不同的部门，你并不是他们实质上的上司，这个时候，怎么带领团队做好工作？专家建议，首先要转变观念。

你需要的并不是团队成员对你言听计从。

你需要的是他们能出谋划策，甘心情愿地合作，共同参与进来。

你主持了一个电话会议，讨论项目时间表、交付成果和截止期限。

你挂断电话，为自己讲到了清单上面所有的事项而心满意足。

但过了一段时间之后——也许几分钟，也许是几天或几周——你发现没有人真有照做的意思。

听着耳熟吗？当你领导一个来自不同部门的团队，乃至一个由你的同龄人组成的团队时，人们对你唯命是从是不太可能的。

其实，你并不需要同事和下属的言听计从——你需要的是他们能出谋划策、自愿合作、共同参与。

如何才能赢得这种神奇的组合效果？结果来之不易，而其中的固有挑战也许能解释培训公司ESI国际（ESI International）一项调查的结果。

这项调查发现，83%的受访公司存在项目经理短缺的现象。

或者它也能解释戴尔•卡内基2012年的一份研究，该研究发现26%的员工在工作中完全置身事外，45%只是在一定程度上参与其中。

“没人在乎你的截止期限，他们关心的是目标，”高管教练及《新官上任》（First-Time Leader）一书的作者乔治•布拉特说。

“必须与他们联手创造一个共同目标，同时向这个目标推进。

但学校是不会教你这个You're leading a conference call, talkingproject timelines, deliverables, anddeadlines. You hang up, satisfied that youcovered everything on your checklist. Butsome time later -- maybe minutes, days, orweeks -- you realize that no one had anyintention of actually doing what you said.Sound familiar? When you're leading ateam from different departments or even agroup of your peers, you're unlikely to seepeople blindly complying with your everyrequest. Indeed, compliance isn't what youneed from colleagues and subordinates --you need ideas, willing collaboration, andparticipation.How do you win that magic combination?It's not easy, and the inherent challengemay explain the results of a survey bytraining firm ESI International, which found ashortage of project managers at 83% oforganizations surveyed. Or the 2012 DaleCarnegie study, which found that 26% ofemployees are disengaged and 45% areonly partially engaged."Nobody cares about your deadlines; theycare about the cause," says George Bradt,an executive coach and author of First-Time的。

管理与领导技巧(中英对照)共57页

管理与领导技巧（中英对照）
6、纪律是自由的第一条件。——黑格尔 7、纪律是集体的面貌，集体的声音，集体的动作，集体的表情，集体的信念。 ——马卡连柯
8、我们现在必须完全保持党的纪律，否则一切都会陷入污泥中。 ——马克思 9、学校没有纪律便如磨坊没有水。— —夸美纽斯
10、一个人应该：活泼而守纪律，天真而不幼稚，勇敢而鲁莽，倔强而有原则，热情而不冲动，乐观而不盲目。 ——马克思
46、我们若已接受最坏的，就再没有什么损失。——卡耐基 47、书到用时方恨少、事非经过不知难。——陆游 48、书籍把我们引入最美好的社会会吟。——孙洙 50、谁和我一样用功，谁就会和我一样成功。——莫扎特

外行领导如何管理团队

外行领导如何管理团队随着社会的发展，职业划分越来越细，领导科学已经成为一个单独的学科，成为一门职业。

领导工作主要是指宏观的驾驭能力，包括决策、计划、沟通、协调、资源分配等，不是从事具体的操作。

而我们通常说的隔行如隔山是指技术领域，对领导工作而言并不受此限制。

因为领导科学的原理和方法具有相对的普遍性，关键是看你有没有领导的思路和潜质，是否具备领导的能力和技巧。

就这一点而言，领导的确是不分外行和内行的。

只有领导水平的高低之分，无论对专业知识是否在行，不懂得领导科学和管理艺术都是无法胜任领导岗位的。

在现代许多企业中，也往往是擅长经营管理的“外行”来领导精通技术的“内行”。

比如，IBM前总裁郭士纳，不是学电脑出身，但在他为IBM掌舵的9年间，公司持续赢利，股价上涨了10倍，成为全球最赚钱的公司之一。

还有阿里巴巴的董事局主席马云，同样也是一位电脑外行，至今他的电脑技术也仅限于收发邮件和浏览网页，曾自嘲是“骑在盲虎背上的盲人”，但他却领导着一群电脑专家，不到8年，将资本额50万元的小企业变为市值逾上千亿元的大公司，被评为“亚洲最具影响力的商业人物之一”。

实际，领导水平也是广大猎头对于中高管理层考察和衡量的重要因素。

敏睿公司猎头顾问坦言，在为服务的500强企业客户推荐中高管理层时，看重的依然是领导力问题，其次才是专业，即没有所谓的外行与内行领导的区别。

外行领导内行虽然可行，但如果不是内行却硬要冒充内行，或者事事喜欢大包大揽，结果就可能是成事不足，败事有余。

那么，外行应当怎样领导内行呢?1、自信。

有些领导害怕领导内行的下属，尤其是刚上任的领导，生怕别人说他是外行，什么都不懂。

其实“闻道有先后，术业有专攻”，谁都不可能是“百事通”，领导者也不一定就是全才。

比如，人力资源总监，不一定必须精通所有具体的人力资源业务，而是要坦诚并正视自己的“短处”，树立自信心，不嫉贤妒能，并且心甘情愿地为内行搭建舞台、提供支持，让下属各显身手、建功立业。

横向领导力：不是领导怎样与他人合作完成任务

横向领导力：不是领导怎样与他人合作完成任务推荐一本职场沟通、协作的好书《横向领导力》，当你跟同事、其它部门进行沟通时，不用拥有高于同事的权力，也能与同事实现高质量的合作，达成目标。

推荐把这本书跟《复盘》、《带人的技术》、《做事的常识》、《交办的技术》这几本书一起阅读，效果会更好，另外这本书中的理论跟 OKR 的很多理念都类似，可以互相参考阅读。

扩展阅读：声明：昨天的文章被举报了，错误在我，以为是作者自己来投稿，就直接发到公众号里，因为侵犯版权被原作者举报，请直接访问微信号：knowyourself2015 去阅读这篇文章，以后会避免类似的事件发生，以后不接受作者本人外的任何投稿，也会加强投稿文章的审核。

非常抱歉文章《“内向是一种性格缺陷么”》侵犯微信号：knowyourself2015 的版权，特此道歉。

正文当你有过跟同事、其它部门（团队）或其它公司合作的经历时，才能明白良好的沟通和团队合作能力有多困难和重要，特别当你没有足够的权力和管理角色时想在团队中推动一些事情，会遇到多大的麻烦。

团队合作问题无法改善的原因当一个人要想改善团队的表现，必须要解决三个问题：•个人技术或能力有限•对良好的合作缺乏清晰的认识•不知道如何去影响他人的行为解决方案也不难，只需要注意这三点：培养个人技能，明确目标和学会影响他人。

对于你来说，自己的行为是最容易改变的，要让别人发挥出更大的力量，必须自己先要有足够的能力，当你自己效率很高的时候，可以更好的帮助和引导别人。

提高与他人合作的沟通效果在职场中最常用遇到的问题之一，就是在跟同事、其它部门或公司合作时，经常会发现你的请求或命令，并不能让别人的进行响应或改变行动。

前几年我经常会遇到这样的问题，花了很长时间才学会怎么处理和解决，在阅读这本书时，书中提供的办法可以跟我的方法相互补充。

你发出的命令无法让他人改变行动你需要在自己身上找原因，而不要把错误归结给同事，首先考虑自己的作法是否有问题。

提升领导力——不是领导一个人的事

提升领导力——不是领导一个人的事每一位管理者都希望自己能具有强大的号召力，那么如何提升自己的领导力？其实这并不是领导一个人的事，不是不断的提升自己的水平就可以达到的！杰克韦尔奇用一句话总结了如何培养领导力：——IT’S NOT JUST ABOUT YOU，分解开就是：在你成为领导以前，成功只同自己的成长有关；成为领导以后，成功都同别人的成长有关-Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.这是思考的方法，沿着这个思路琢磨，慢慢就能体会其中的奥妙。

其实再细分一下，领导者需要掌握以下六种技能：1、Learn（学习的能力）。

成为领导前：不断的学习，保持一颗好奇心，并学会从过往自身或是他人的经验中总结。

成为领导后：除了前者，还要有意识的推动形成良好的组织文化，尽量让员工有归属感。

２、Anticipate（作出预期的能力）。

成为领导前：知道自己正在朝着什么方向前进，可能会遇到什么问题。

成为领导后：除了前者，还要善于发现那些潜在却又模糊不清的危险和机遇，让员工对于公司未来的发展做好各种准备。

３、Decide（决策的能力）。

成为领导前：计划安排自己下一步的发展计划。

成为领导后：必须学会依靠各种残缺不全的信息快速做出各种艰难的决策，让员工每天自己的价值体现在哪里。

４、Interpret（理解的能力）。

成为领导前：理解自己专业方面的问题，不断学习，不断提高。

成为领导后：从纷繁复杂的消息当中抽出最有用的信息，提高效率，尽全力让员工少走或不走弯路。

５、Align（结盟的能力）成为领导前：学会找合适的人寻求帮助，并且提供别人帮助，互惠互利。

成为领导后：能够和利益相关者保持前瞻性的沟通，建立彼此间的信任关系，频繁的进行互动和承诺，让员工意识到不是一个人在战斗。

你不是管理者同样需要领导力

• 一旦学会了这些法则，你要去实践它，并应用在生活中。实践这些法则，人们将会欣然追随你。任何与他人交往的事业的成败都取决于你的领导力水平。在你努力发展组织的时候，请记住这些：
•人才决定组织的潜力•关系决定组织的士气
•结构决定组织的规模 •目标决定组织的方向•领导决定组织的成败
• 掌握这些法则之后，你还应该与你的团队一起分享它们。 • 没有一个领导者能够同时把这21件事都做好，因此需要建立一支优秀团队共同实践这些法则。
• 越是好的领导者，就越能吸引好的领导者。
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你不是管理者同样需要领导力
•10. 亲和力法则
•主动和人交往，然后竭力建立关系，身为领导者就必须学习这么做
• 领导者知道得人之前必先得其心。
• 要别人伸手支持你之前，得先感动他们的心，这就是亲和力法则。除非你先感动人心，否则无法叫人付诸行动。
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你不是管理者同样需要领导力
•3. 过程法则
• 领导力来自日积月累而非一日之功，领导力本身十分复杂，包含各种因素；尊重，经验，感情、待人技巧、纪律、动势，时机……无法一一细数。
• 领导者需经长期历练才能成熟有效，每一位领导者都是学习者，学习领导必须每天培养，绝非一天就可以实现。
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你不是管理者同样需要领导力
•16. 动势法则
• 如果改变团队的方向，领导者必须营造前进的气氛，只有领导者才能激发动势，惟有那些能引发他人动力的领导者才能创造出动势。
• 当团队有了很强的领导者，而且又有了动势时，成员自然斗志高昂。效率之高就超乎自己所预期的程度。
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你不是管理者同样需要领导力
•5. 增值法则

七个步骤教你怎么带团队

七个步骤教你怎么带团队一个人的聪明才智是无限的，但是，一个人的精力却是有限的。

会带人，你的工作才轻松。

在组织或部门之中，团队合作精神尤为重要。

作为一个领导者，需要具备很好的凝聚能力，把大多数组员各方面的特性调动起来，同时也需要具备很好的与不同的人相处与沟通的能力。

带人，这是一门艺术。

本文总结来自路易斯·卡夫曼所著的《不懂带人，你就自己干到死》关于如何带人的理念原则和步骤方法，一定会对身为管理者的你有所帮助。

1个理念：•培养一群善于解决问题的人，而不是自己去解决所有问题！4个原则：•员工的方法可以解决问题，哪怕是很笨的方法，也不要干预！•不为问题找责任，鼓励员工多谈哪个方法更有效！•一个方法走不通，引导员工找其他方法！•发现一个方法有效，那就把它教给你的下属；下属有好的方法，记得要学习！7个步骤：•创建舒服的工作环境，让员工有更好的积极性、创造性去解决问题。

•调节员工的情绪，让员工从积极的角度看问题，找到合理的解决办法。

•帮员工把目标分解成一个个动作，让目标清晰有效。

•调用你的资源，帮员工解决问题，达到目标。

•赞美员工的某个行为，而不是泛泛赞美。

•让员工对工作进度做自我评估，让员工找到完成剩余工作的办法。

•引导员工“向前看”，少问“为什么”，多问“怎么办”。

7个步骤，带好你的团队10条建议，创建强大的工作关系！强大的工作关系是合作与变革的发动机。

创建强大的工作关系的良方是什么呢？1、确保你建立了一个积极且相互尊重的工作关系。

在理想的状况下，这可以确保你的同事有着积极合作的良好心态。

2、关注他们思考和讲话的方式，适应他们的语言。

如果想要和某个人沟通，最好要说对方的语言——包括措辞语句，也包括其他非语言的层面。

3、在分析情况的时候，快速、清晰、简明。

要让对方认可你作为管理者和领导的位置，你需要展现出关注和正确处理事情的能力。

不表态的陈述、玄妙的术语、复杂的专业词汇只会让问题更复杂。

与现实脱节的理论上的“杰作”，还有展现自己的智慧，这可能在很多公司都很常见，但是这不会帮助你建立坚实的工作关系。

不会带团队怎么办？这22条“铁规”，打出来背熟了，管人用得上

不会带团队怎么办？这22条“铁规”，打出来背熟了，管人用得上每一个做领导的，都面临一个棘手的问题：队伍不好带。

工作中不知道该抓什么，开会时不知道该说什么。

员工思维太活跃，让领导者倍感压力，有时想跟员工谈谈心，却是老虎吃刺猬，不知道从何下嘴。

团队到底应该怎么带？这22条铁规，一定要牢牢记住，管人管事用得上！一，公司利益高于一切公司是航船，员工是水手，在茫茫的市场竞争大海中，公司是全体员工的生存平台。

不能你抽一块板，他凿一个眼，那样大家都得玩完。

个人利益永远不能高于公司利益。

二，团队至高无上再凶猛的狮子，也打不过群狼；再细的筷子，给你一把也折不断。

丛林社会，弱肉强食，想生存下去，就得“打群架”。

所以，收起你的个人英雄主义，要么融入团队，要么离开团队。

三，服从命令听指挥没有绝对服从，军队打不了胜仗，公司也赢不了对手！公司需要的是服从命令的执行者，不是质疑公司决策的批判家。

在你的能力承载不了你的野心时，所谓的个性一文不值。

四，用老板的标准要求自己不要感觉怀才不遇，抱怨的时候，应该想想为什么公司选择的是他而不是你！感觉委屈，要问自己两个问题：我对待工作像老板一样拼命吗？对待问题像老板一样思考吗？五，马上响应，积极配合有人寻求工作支援的时候，第一时间做出积极响应是必须的。

一个人懂得补位，永远不会缺“位”。

别人有困难，你选择看戏，那你永远成不了主角。

六，工作态度决定人生高度态度决定成败，无论情况好坏，都要抱着积极的态度，不要让敷衍取代热情。

一个人可以价值极高，也可以一无是处，关键看你怎么选择。

七，像参谋长一样去工作。

打仗的时候，主帅还在路上，参谋长已经安排人员安营扎寨、挂起地图、摆好沙盘，主帅一到位，立刻就可以指挥作战。

任何人都要有参谋长的心态，把工作做在前面。

八，没有“不可能”人最大的问题不是能力不够，而是自我设限。

去做，虽然有成功有失败，不去做，永远不可能成功。

只要努力，世界上没有什么不可能。

九，价值观是取才的第一标准司马光在《资治通鉴》中写道：“德胜才谓之君子，才胜德谓之小人”。