????建立一對一的關(guān)系

????如果你了解團(tuán)隊成員，而且已經(jīng)和與他們建立了密切的關(guān)系，那你對團(tuán)隊的領(lǐng)導(dǎo)將會更加成功。準(zhǔn)備一個清單，上面列出你的工作所在地或全公司很可能與你分派到一起的五或十人。然后著手去了解他們。

????布雷格曼說：“最重要的是在你用不上別人的時候就跟他們培養(yǎng)起緊密的關(guān)系。個人關(guān)系是做成任何事情的最大杠桿。”

????關(guān)心別人的生活，分享自己的點(diǎn)滴，主動提供幫助，做人厚道點(diǎn)。至于那些跟你有過節(jié)的人，現(xiàn)在是重修舊好的時機(jī)——你們未來很可能會被扔到一起。

????如果你被指派進(jìn)入領(lǐng)導(dǎo)角色，而又不了解整個團(tuán)隊，那就花時間一對一地了解每一個人，知曉他們各自的輕重緩急，同時對他們有一個親身的了解。如果你沒法面對面，可以退而求其次，選擇視頻會議的方式。

????“沒有人愿意在你的齒輪上充當(dāng)一個小齒條，”布雷格曼說。“你的目標(biāo)是將他們從你待辦事項清單中的某一項任務(wù)轉(zhuǎn)變成一種真正的關(guān)系，營造一種兩個人共同合作的氛圍。”

????那個因公司營銷負(fù)責(zé)人而困擾的高管最后花了點(diǎn)時間，與他出去共進(jìn)晚餐。不久之后，兩人就開始了良好的合作。

????Build one-on-one relationships

????You'll be more successful leading a team if you know your team members already and have strong relationships with them. Make a list of the five or 10 people in your work area or organization you're likely to be paired up with in the future. Get to know them.

????"The most important thing is to develop strong relationships with people when you don't need them. The biggest leverage to get anything done is personal relationships," Bregman says.

????Ask about their lives, share yours, offer to help them, and be a decent human being. As for those you have had trouble with in the past, now's the time to mend those relationships -- you're likely to be thrown together in the future.

????If you're put into a leadership role and you don't know the team well, take the time to meet one-on-one with each person to find out their priorities and get to know them personally. If you can't meet face-to-face, video conferencing is the next best thing.

????"Nobody wants to be a cog in your wheel," Bregman says. "The goal is to shift them from a line in your to-do list to a real relationship, to feel like you're two human beings working together."

????The executive who was having trouble with his company's head of marketing took time to go out to dinner with him. Before long, they were collaborating well.

????確保整個團(tuán)隊的參與

????當(dāng)你是負(fù)責(zé)人的時候，你可能會覺得自己應(yīng)該掌握所有的想法和答案。事實上，你的工作是給團(tuán)隊的集體思維力套上韁繩，使之為公司的利益服務(wù)。

????這意味著尋求建議。人們喜歡提供意見；這讓他們感覺受到重視。布雷格曼說：“一個人聽取別人的意見時，不僅得到了很好的想法，而且還建立了關(guān)系。”

????事后務(wù)必跟進(jìn)。如果你采納了誰的意見，請務(wù)必讓他們知道結(jié)果。如果你決定采用別的策略，那就解釋個中緣由，同時說明他的意見對你產(chǎn)生了什么影響。不要只是拋之腦后，指望對方不會注意到。

????項目推進(jìn)過程中，要將核心任務(wù)置于首要位置。還是那一點(diǎn)，核心任務(wù)不應(yīng)該完全由你一個人拍腦袋確定，而應(yīng)從于整個團(tuán)隊的討論中產(chǎn)生。“這不是設(shè)身處地的問題，”布拉特說。“而是把你自己植入他們的心中。”（財富中文網(wǎng)）

????譯者：Liam

????

????Include the entire group

????When you're in charge, you may feel that you're supposed to have all the ideas and answers. In fact, your job is to harness the collective brainpower of your team for the good of the company.

????That means asking for advice. People love to give advice; it makes them feel valued. "When you listen to their advice, not only do you get good ideas, but you build relationships," Bregman says.

????Make sure to follow up afterwards. If you take a person's advice, let them know the outcome. If you decide on a different tack, explain why and what influence the person's opinion had upon you. Don't just drop the issue and hope he won't notice.

????Through the course of a project, put the core mission front and center. Again, this shouldn't spring entirely from your brain but should emerge from a discussion with the entire team. "It's not about putting yourself in their shoes," says Bradt. "It's about inserting yourself into their hearts."???