管理者在(zài)團隊中的作用，猶如司機之(zhī)于(yú)汽車，引領着方向，掌握着安全。方向盤是司機最重要(yào / yāo)的工具，領導力于(yú)管理者如是。 The role of managers within a team is like that of a driver in a car, leading the way and ensuring safety of its crew members. The steering wheel is the most important tool for a driver, just as leadership is for managers.
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跨團隊協作在(zài)當今時(shí)代已經成爲(wéi / wèi)最爲(wéi / wèi)普遍的組織工作模式，但令人(rén)遺憾地(dì / de)是，大(dà)多數協作都是高成本，低效率的，極端情況下，甚至會出(chū)現協作結果與預期南轅北轍的悲劇。讓協作的過程和(hé / huò)結果都足夠“NICE”是每一位管理者都真心期待的。 Cross-team collaboration has become the most common work mode in today’s era. However, it is regrettable that many collaborations are costly, inefficient, and sometimes even result in outcomes contrary to expectations. Making the process and outcomes of collaboration "NICE" (i.e., cost-effective, efficient, and aligned with expectations) is a genuine aspiration for every manager.
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執行力是所有企業都最關注的話題之(zhī)一。再好的戰略和(hé / huò)戰術，缺少了執行的保障，都不過是空談。如何提升員工的執行力，管理者們始終在(zài)思考和(hé / huò)實踐。但如果隻會依賴企業改變政策、制度和(hé / huò)流程來(lái)提升執行力，或是認爲(wéi / wèi)隻要(yào / yāo)對員工進行教育，就(jiù)能提高執行力水平，不僅僅是做白日夢，更是管理者“懶政”的表現。 Execution is a crucial topic of concern for almost all organizations. Undoubtedly even the best strategies and tactics remain in vain without effective execution. Managers at all levels are continuously challenged to enhance the execution capability of organizational members.But if we only rely on companies to change policies, systems, and processes to improve execution, or believe that as long as we educate employees, we can improve the level of execution. It is not just a daydream, but also a "lazy policy" of managers Performance.
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企業總是願意花重金去聘請那些已經在(zài)行業内取得過成就(jiù)的優秀人(rén)才，這(zhè)是提升産能和(hé / huò)效率的有效方式。但是令人(rén)遺憾的是，這(zhè)些“高手”在(zài)加入後卻很難表現出(chū)實力，令人(rén)不得不懷疑，難道(dào)是企業看走了眼？事實上(shàng)是因爲(wéi / wèi)企業沒有關注他(tā)們的六種感受。Companies are always willing to invest heavily in recruiting outstanding talents who have already achieved success in their industries. However, it is regrettable that the "high achievers" struggle to demonstrate their abilities after joining new organizations, raising doubts about whether the companies made the right decisions. In fact, it is because the company did not pay attention to their six senses.
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想要(yào / yāo)從上(shàng)級管理者和(hé / huò)其他(tā)團隊得到(dào)認可與支持、獲取資源總是一件有挑戰的事情。畢竟對于(yú)他(tā)們而(ér)言，我們是缺乏甚至是沒有權力可以(yǐ)運用的，說(shuō)服他(tā)們是必由之(zhī)路，但準備好了滿滿的辭藻，結果卻讓人(rén)失望郁悶。俗話說(shuō)，少就(jiù)是多。話不在(zài)多少，在(zài)點子(zǐ)上(shàng)最重要(yào / yāo)。 Obtaining support and resources from superiors and other teams is always challenging because we lack or have limited authority, and consequently persuasion becomes the only way. But despite preparing impressive rhetoric, the results often disappoint. As the saying goes, less is more. Following is some of the most important elements that makes up a persuading argument.
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我們爲(wéi / wèi)什麽要(yào / yāo)做決策？一定是爲(wéi / wèi)了要(yào / yāo)落地(dì / de)！決策中最大(dà)的困擾是什麽？是每個(gè)人(rén)都覺得自己是對的，卻總是無法讓對方同意自己的觀點。下樓梯法爲(wéi / wèi)我們提供了一個(gè)統一觀點，逐步落地(dì / de)的決策思路和(hé / huò)工具。 The one and only goal to make decisions is to put our plans into action. The most significant challenge in decision-making is that everyone feels opinionated and correct, yet they struggle to convince others to agree with their viewpoints. The Downstairs Method offers a unified approach, guiding us step-by-step towards practical decision-making.
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