Have you ever wondered why your team doesn’t seem to participate in any discussions at meetings? Or can you cut the air with a knife at one of your team sessions? Perhaps you are the reason there is so little collaboration and contribution.
你有没有思考过这么一个问题：为什么你的团队在会议上看起来并没有参加任何的讨论？或者，在某次小组会议上感觉气愤很紧张？也许你就是导致协作与贡献如此少的原因！
Managers or owners who call a meeting, but then proceed to spout the answers aren’t looking for input at all. They just need an audience. That’s not leadership. It’s not even effective management.
经理或者老板召集了会议，然后说出了答案，而不是去寻求反馈。此刻，他们需要的仅仅是听众而已。这不是领导！甚至连有效的管理都算不上！
Good leaders, who truly inspire their teams, hold meetings much differently. Effective leadership allows everyone in the room to speak if the people so choose. Plus, the comments that are shared are received with an open mind and genuine empathy.
真正激励团队的优秀领导者，他们召开会议方式是截然不同的。高效的领导会让会议室内的每个人想说话的人都有说话的机会。另外，以敞开的心扉和坦诚的同理心来分享评论是能够被人们所接受的。
The good process plays out something like this.
通过良好的过程，我们能够见到这样的结果。
BOSS – Good morning everyone. Thank you for coming. There is a topic/issue we have here (fill in the details). I’d like to hear what you think we should be doing.
老板-大家早上好！谢谢各位前来。这里呢，有一个主题/问题（详述）。我想听听大家的想法，看看我们应该做什么。
Then open the floor for discussion.
接着，开始畅所欲言。
BOSS – These are some great ideas. This has been very helpful. If we connect all of this, it sounds like we are saying …… I think we can use this to go this way…..
老板——这些都是很不错的点子。的确很有帮助！如果我们把这一切联系起来，听起来我们是在说……我想，我们可以用这个方法……
BOSS – Good morning everyone. Thank you for coming. There is a topic/issue we have here (fill in the details). Here’s what I’ve been thinking. Blah blah blah… How does that sound?
老板-大家早上好。谢谢各位前来。这里有一个主题/问题（详述）。这是我一直在想的！然后是一阵吧啦吧啦……这听起来怎么样？
SILENCE – CRICKETS – MORE SILENCE
沉默-不光明正大-更加沉默
BOSS – Ok great, then that’s what we’ll do.
老板-好的，那就是我们接下来需要去做的。
There is such a major difference in conducting your meetings the right way first. When you open with your official position and all your stated opinions before anyone in the room can contribute, you stifle any other ideas.
如果一开始就以正确的方式主持会议，那将会有很大的差别。如果你以正式的职位与陈述观点的方式来开始会议的话，你就遏制了会议室内其他人的想法。
After all, who’s going to contradict the boss? By holding your comments to the last, you can get maximum output from the team. Of course, you have to be able to genuinely receive the input without shooting it down when you do speak. Granted not all ideas may be great ones, but even the less than acceptable suggestions from the team can be handled with grace and dignity.
毋庸置疑，谁想顶撞老板呢？如果你把自己的评论留到最后，则可以从团队中获得最大的输出。当然，在说话时，你得真正地接收团队的输入，而不是予以批驳。当然，并不是所有的想法都是不错的，不过，即使是团队中不太可能接受的建议，我们也要以体面的方式进行处理。
Being able to hold off is a skill that takes some effort to develop. Young managers think they must know all the answers so they are quick to commandeer the meeting, spreading their pearls of wisdom along the way.
能对会议进行延缓，是我们需要努力发展的一项技能。年轻的管理者会认为，必须知道所有的答案，所以，他们很快就召集了会议，并开始散布自己的“智慧名言”。
Even seasoned managers can be guilty of killing team spirit by shooting at ideas too soon, or never even allowing them to see the light of day.
事实上，即使是拥有丰富经验的管理者也可能会因为过早地批驳团队成员的想法而对团队精神犯下错误，甚至让团队看不到出头之日。
If your meetings are not producing the level of collaboration you might want, try this simple technique.
如果会议没有产生你想要达成的协作程度，来试试这个简单的方法吧。
State the problem or issue you want to discuss.
陈述想要讨论的问题。
Sit back and facilitate the discussion rather than command the talk.
坐下来，促进讨论，而不是指挥谈话。
Watch for people’s reactions to things being said. Encourage comments from those who seem to be holding back.
注意人们对所说事项的反应。鼓励那些看起来犹豫不决的人员发表意见。
Once the discussion seems to have exhausted itself, then, and only then, state your recap of what you have heard. Yes, you can still assert your views. But you can do so in a constructive way, helping the team to feel their voice was heard and is valued.
一旦看起来讨论似乎已经结束，请陈述你所听到的内容。是的，你仍然可以坚持自己的观点。不过，你可以用一种建设性的方式来让团队感觉到他们的想法已经被听取并被重视了。
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