讓對方在困難的談話中發洩

在與同事的緊張討論中，很難記住你不是唯一一個心煩意亂的人。當對方表達憤怒或沮喪時，不要阻止他們。讓他們盡可能發洩，在事情發生時保持冷靜。不要打斷他的發洩或插入您自己的評論。當你這樣做，你可以完全安靜或使用如“我知道”或“我理解”這樣的段譽來表示你在聽。避免說任何讓人感覺你在責備，如“冷靜下來”或“你需要明白的是…”給你的對手這空間是很重要的，但這並不是說這很容易。如果你能容忍發洩，沒有判斷，你很快就能把談話引導到更有成效的地方。

Let each other vent in a difficult conversation

In intense discussions with colleagues, it is difficult to remember that you are only a person when you are confused in mind. When the other person expresses anger or frustration, don't stop them. Let them vent as much as possible, keep calm in when it happened. Don't interrupt his vent out or insert your own comments. When you do this, you can quiet or use such as "I know" or "I understand" to indicate that you are listening. Avoid saying anything that you blame, such as "Calm down" or "You need to understand that..." It is important to avoid to give your opponent in this space, but this is not to say that it is easy. If you can bear to vent, without judgment, you will soon be able to talk to a more productive place.

调整你的工作使之更令人满意

如果要你被交待完成一項工作，會想“不要再做這個了”，你並不孤單。大多數人對他們的工作並不完全滿意。也許你的激情和優先事項已經改變，或者你覺得一再地做同樣的事情。

不管是什麼原因，你可以通過工作的調整重新發現工作的目的感，或者調整工作的某些部分，以獲得更多的滿足感。

例如，如果你喜歡與人交流，當你感到孤獨時，你可以去找到在項目上與他人合作的方法。或者你可以尋找機會把新的技能融入到你當前的角色中去。

即使是小小的調整也能使你的責任感更有意義，激勵你帶著你最高的主動性和承諾對投入到工作之。

Adjust your work to make it more satisfactory

If you are asked to finish a job, you will think "Don’t do this again". You are not alone. Most people are not entirely satisfied with their work. Maybe your passion and priorities have changed or you feel like doing the same thing over and over again.

Whatever the reason, you can rediscover the sense of purpose in work or adjust some parts of your work to get more satisfaction through the adjustment of work.

For example, if you like to communicate with people, when you feel lonely, you can find ways to collaborate with others on projects. Or you can find opportunities to integrate new skills into your current roles.

Even small adjustments can make your sense of responsibility more meaningful, motivating you to work with your highest initiative and commitment.

當你要求職位升遷時，要說明它對公司有什麼好處

如果你已經工作了幾年，你可能已經看到你的職責擴展了。但是如果你的工作頭銜沒有改變，那麼可能是時候和你的老闆談談了。

在你要求升遷之前，問問自己：“我能夠幫助我的老闆什麼？”仔細想想為什麼你應該得到一個新的頭銜——也許你剛剛為公司簽下了一個大的新合同，或者你執行了一個重要的項目，以及它將如何幫助你在工作中更有效。它會給你同事更多的信任嗎？幫助你和客戶建立融洽的關係？給你更多的權力去做决定？考慮一下你的上司最關心和擔心的事情，並用它來構建你的案例。

你的老闆有可能更傾向於同意改變對你和公司有利。

When you ask for a job promotion, state how it will benefit to the company

If you have worked for several years, you may have seen that your duties have expanded. But if your job title has not changed, it may be time to talk with your boss.

Ask yourself before you ask for a raise: "What can I help my boss?" Think about why you should get a new title -- maybe you just signed a new contract, or you engage an important project, and how it will help you more effectively at work. Will it give you more trust between colleagues? Help you and the customer to establish better rapport? Give you more power to make decisions? Think about your boss's concern and worry, and use it to build your case.

Your boss may be more inclined to agree that the change which is good for you and the company.

如果你不善於計畫，從別人那裡獲得建議。

如果你的大腦天生就沒有秩序，學習如何規劃時間是一件令人沮喪的經歷。幸運的是，有可能克服你的自然缺陷，更好地組織你的時間。

首先，要向擅長計畫或具有良好組織能力的朋友或同事徵求意見。他們可能會為你的難題提供解決方案，或者他們可能對你可以嘗試的組織系統提出建議。

如果你不需要從頭開始開發你自己的想法，那將節省你的時間（和頭痛）。一定要問他們簡單的解決方案。當你剛開始的時候，不要想成為一名專家計畫者；擁有基本的知識是一個好的目標。

If you are not good at planning, get advice from others

If your brain is inherently out of order, learning how to plan your time is a frustrating experience. Fortunately, it is possible to overcome your natural defects and better organize your time.

First of all, ask for advice from friends or colleagues who are good at planning or having good organizational skills. They may provide solutions for your problems, or they may make suggestions for the organizational system you can try.

If you don't need to develop your own ideas from scratch, it will save you time (and headache). Be sure to ask them a simple solution. When you first started, do not want to become an expert planner; have basic knowledge is a good goal.

訓練你的大腦專注於你覺得無聊的事情

我們都有一些枯燥乏味的事。幸運的是，你可以學會喜歡——甚至是愛情——使你的眼睛變得呆滯的話題。

首先，你必須克服痛苦。當我們想到一些我們不喜歡或不想要的東西時，它會啟動大腦的與我們的痛苦經歷有關。這意味著，例如，考慮統計資料（如果你不喜歡統計）會導致你實際的身體疼痛。結果，你的大腦可能把你的注意力從引發疼痛的東西中轉移出來，換句話說，你會拖延。所以下次你需要學習統計學的時候，強迫自己集中注意力。關掉一切雜念。

設定一個25分鐘的計時器。專注於那25分鐘。然後通過聽你喜歡的歌，和朋友聊天或者喝咖啡來獎勵自己至少五分鐘。休息一下，有助於大腦鞏固你所學到的東西，從而建立理解，同時最大限度地减少挫折。

Train Your Brain to Focus on Something You Find Boring

We all have a few subjects that we find boring or dull. Fortunately, it’s possible to learn to like — maybe even love — topics that make your eyes glaze over.

First, you have to overcome the pain. When we think about something we don’t like or want, it can activate a portion of the brain that’s connected to our experience of pain. This means, for example, that thinking about statistics (if you don’t like statistics) can cause you actual physical pain. As a result, you brain may divert your attention away from whatever sparked the pain — in other words, you procrastinate.

So the next time you need to study statistics, force yourself to focus. Turn off all distractions. Set a timer for 25 minutes. Focus intently for those 25 minutes. And then reward yourself for at least five minutes by listening to your favorite song, talking with a friend, or getting coffee. Taking little breaks helps the brain consolidate what you’re learning, which builds understanding while minimizing frustration.

每位導師該做的6件事

我們發現，最好的導師關係更像是父母和成年子女之間的關係。比老闆和員工之間更密切。他們相互尊重，信任，共同的價值觀，和良好的溝通。

然而，應該如何發展導師關係，並無規範可循。這在學術界以外的管理領域，無論是財務、咨詢或是科技，這種情況都是如此。

然而，我們還是願意提供一些共通的觀察，供您參考：

考慮到指導的重要性，如何成為一個好導師的指導非常有限。在學術界以外的管理領域，無論是財務、諮詢或科技，這種情況更是如此。這裡我們提供好的導師指導劇本一個非正式的設定，如果你願意，當成一個遊戲，在很大程度上是一個團隊運動。雖然我們從學術中吸取了許多例子，但各學科之間的經驗有很大的程度是相關的。

謹慎選擇你的學員

有效的導師關係是很花時間的。 導師可以用同樣的時間來發展自己的職業目標或是去輔導別人。雖然獲得一位充滿熱情，而且可以帶來多個項目的學員會覺得很有吸引力，但是遇到錯的學員，還是很受傷痛苦的。

你要謹慎不同的學員會對導師有不同的期望，有些學員會堅持用他自己的方式發展導師關係。一位學員應該充滿好奇心、有效學習、負責任，而且積極參與。

要辨別學員的特質，可以做一些測試。例如，我們可以要求學員閱讀一本書，並且在幾個月內回覆他的讀書心得，一起討論。你也可以指定一篇文章，要求學員閱讀，並且在幾周內寫出一篇閱讀心得報告，或是做出一份演講簡報。或是，請他在拜訪客戶后，寫出他的觀察與想法。

這樣做，可以讓你對學員的思維邏輯、溝通技巧，以及他的興趣所在，有所了解。如果他不能交出指定的作業，你就可以喘口氣了，你可以免除收到一位缺乏承諾態度的學員。

建立一個導師顧問團

傳統上1對1的導師關係，已經不再適用了。現代的商業經常需要跨領域的各種不同專業，很少有導師具備多種不同的專業。同樣的，身為公司領導主管的學員，也處於多種不同的壓力下。因此，導師必須將責任分攤給其他具有不同專長的其他導師。高能力的導師可以承擔更多對學員的輔導責任，並且擔任整合輔導。而在部分比較要求深度技術的領域，可以交給專業技術的導師。共同輔導學員的成長。

雖然學員可以自行評估與挑選適合他的專業導師，但是比較理想的作法還是尊重資深的導師的推薦其他技術專業導師，或是共同討論導師顧問團的成員組成，以便導師顧問團可以更有效的整合運作。

建立有效的運作機制

導師的角色不一定要花過多的時間。和學員建立起可靠而清楚的運行規則可以提高合作效率。

一開始，和學員澄清他對導師的期望，看是否符合你對他的期望，建立起共識。他可能會有很誇張的長期目標，或許會超越了你可以提供的輔導能力。若是發生相互的誤解，代價會很昂貴。這樣的認知差異，必須盡早澄清。一般的經驗是，學員理解導師對成功的願景，會比較有效。

你們同時有必要建立起溝通的規則。多數的導師希望和學員間的溝通放在重要的主題上，而不喜歡接到任意的電話或收到成堆只說支微末節的短信。導師可以與學員約定每月見面1 – 2次，深入討論主題。如果有緊急的事情，最好先收到學員一個可以說明背景與問題的書面郵件，以便導師有時間先深入了解。

最後，要聲明清楚，負責任不是optinal可以任意選擇的。導師教導學員怎樣才是專業，以及可以有效支持學員的成長。如果學員予以忽視，不當一回事，那麼對於學員和導師的聲譽，都會受到傷害的。雙方制定的期限必須按時遵守完成。承諾的項目必須達成。約會必須守時。學員不僅應該尊重導師的時間，同時應該主動規劃工作行事曆，讓導師有時間預先準備。

學員應該認知導師-學員關係，并接受導師的檢討批評。學員必須認知重複犯錯是不能被接受的。如此重複的錯誤，會傷害導師關係，甚至更嚴重。

避開裂痕，或是解決問題

導師和學員之間會發生裂痕，幾乎是不可避免的。看似完美的匹配，也可能完全是錯誤的。彼此之間的相互期待，很可能會因某個外部事件而被破壞，例如，學員必須移民出國了，會讓導師覺得前功盡棄。或是，老師生病了，會讓學員害怕不能完成目標。

這樣的意外，都還是無心發生的。若是因為心有疙瘩，沒有說出來，而導致無法收拾的局面，彼此關係就會更惡劣。

若是有這樣可預見的事情，要彼此盡早提醒，或是商量出彼此可接受的替代作法。

通常，導師可以比較主動提出解決方案。例如，學員移民到國外，只要詢問是否願意繼續輔導關係，或許輔導工作可以替換為以遠端視頻會議進行。

另外一種情形是，導師或是學員，都沒有認知彼此之間出現裂痕了，或是一方覺得無足輕重的事，另外一方卻很嚴肅對待。彼此感受出現了嚴重的落差。

這個時候，感到受到傷害的一方，最好坦率說出來，另外一方應該以尊重的態度聆聽，不要急著自衛，或是帶著輕率的態度回應。要以注重彼此的導師學員關係，作為優先考慮，以修補彼此關係為重。

不要惡意運作導師關係

在導師-學員關係中，通常導師會居於主導地位，許多導師就會任意揮舞權力到不當的領域里，即使他們并不知覺。例如，干涉到學員在公司里的工作方式，或是組織人脈關係。這會造成彼此在職場上的負面影響。如果你察覺自己可能不專業的違規了，試著問自己幾個問題：

• 自己的作為是否會侵犯了學員在公司組織的權威，或是妨害了他對項目的領導工作？
• 你是否堅持學員必須依照你的指示，或是尊重他領導發展他工作的方式？
• 你是否會任意更改你對學員回覆的時間，而迫使他必須依照你的行動來調整他的工作？
• 你是否在阻撓學員另尋良師？你是否感到如此會傷害到你的自尊心？
• 你是否放縱學員重複犯錯，而未誠懇的提醒與糾正？
• 你是否以高徒在產業的聲望，為自己的聲望加爵？

準備交接

一名導師的智慧，總是有限的。他必須將導師輔導的工作交接給下一任。

好的導師要有自覺，和學員討論未來的挑戰與過去的滿意度。雖然交接的過程會根據環境而有不同的感受，學員對於實際吸收到的輔導成果會有差異，而導師應該坦然的接受，把自己公正的評論，交接給下一任導師。

一般來說，導師任務的交接，會因為學員有新的使命，超越了導師的能力，或是導師自己面臨退休年齡，或是另有對他人的輔導承諾，或是承接了新的項目，而必須交接導師責任。

如果導師能夠主動推薦新的導師來接任，而為學員接受，會是完美的導師關係結局。

Six things each mentor should do

We find that the best mentor relationship is more like the relationship between parents and adult children. Closer than between the employer and the employee. They respect each other, trust each other, share common values, and communicate well.

However, there is no norm to follow on how to develop the mentor relationship. This is true in management areas outside academia, whether in finance, consulting or technology.

However, we would like to offer some common observations for your reference.

Considering the importance of guidance, how to be a good mentor is very limited. This is especially true in management areas outside academia, whether financial, advisory or technological. Here we offer a good tutorial script with an informal setup, which, if you like, is largely a team sport as a game. Although we have learned many examples from academia, the experience of different disciplines is relevant.

Choose your student carefully

Effective mentoring takes time. Teachers can use the same time to develop their career goals or to coach others. Although it is very attractive to get a student who is enthusiastic and can bring many projects, it is still very painful to encounter the wrong students.

You should be careful that different trainees have different expectations of their mentors. Some trainees will insist on developing mentoring relationships in their own way. A trainee should be curious, effective, responsible and actively involved.

To distinguish the traits of students, we can do some tests. For example, we can ask students to read a book, and in a few months to reply to his reading experience, discuss together. You can also assign an article, ask the students to read it, and write a report on reading experience in a few weeks, or make a speech briefing. Or, ask him to write down his observations and ideas after visiting clients.

By doing so, you will be able to understand the logic of the students'thinking, communication skills and their interests. If he fails to hand in the assignment, you can take a breath, and you can get rid of receiving a student who lacks commitment.

Establishment of a mentor Advisory Group

Traditionally, the mentoring relationship of one to one is no longer applicable. Modern business often requires different majors in different fields. Few mentors have different majors. Likewise, students who are company leaders are under various pressures. Therefore, mentors must share responsibility with other mentors with different expertise. Highly competent tutors can assume more responsibility for mentoring students, and act as integrated counseling. In some areas where deep technology is required, it can be handed over to the tutor of professional technology. Co-counseling the growth of students.

Although trainees can evaluate and select their own professional mentors, it is better to respect the recommendation of other technical professional mentors by senior mentors, or to discuss the composition of the mentors' advisory group, so that the mentors' advisory group can operate more effectively.

Establishing an Effective Operating Mechanism

The role of a mentor does not necessarily take too much time. Establishing reliable and clear operational rules with students can improve the efficiency of cooperation.

At first, clarify with the student his expectations for the mentor, see if they meet your expectations for him, and build consensus. He may have exaggerated long-term goals, perhaps beyond the counseling capabilities you can provide. Misunderstandings can be costly. Such cognitive differences must be clarified as soon as possible. The general experience is that it is more effective for students to understand the mentor's vision of success.

At the same time, you need to establish rules of communication. Most tutors want to communicate with their students on important topics, rather than receiving random calls or piles of text messages that only tell you the last minute. The instructor can make an appointment with the students to meet once or twice a month to discuss the topic in depth. If there is an urgent matter, it is better to receive a written email from the trainees to explain the background and problems so that the instructor can have time to get to know them thoroughly first.

Finally, make it clear that accountability is not optional. Teachers teach students how to be professional, and can effectively support the growth of students. If a student neglects it and does not take it seriously, the reputation of the trainee and the tutor will be harmed. The deadlines set by both parties must be complied with on time. The promised project must be achieved. Dates must be punctual. Students should not only respect the mentor's time, but also take the initiative to plan the work calendar so that the mentor has time to prepare in advance.

Students should recognize the mentor-student relationship and accept criticism from the mentor. Students must recognize that repeated mistakes are unacceptable. Such repetitive mistakes can hurt the mentor relationship, or even worse.

Avoiding cracks or solving problems

It is almost inevitable that there will be cracks between teachers and students. A seemingly perfect match can also be totally wrong. Mutual expectations are likely to be undermined by an external event, such as the fact that students have to emigrate abroad, which makes the mentor feel that their past work has been abandoned. Or, if the teacher is ill, the students will be afraid that they will not be able to achieve their goals.

Such accidents still happened unintentionally. If the heart has a knot and does not speak out, which leads to the situation that can not be cleaned up, the relationship will be even worse.

If there is such a foreseeable thing, remind each other as soon as possible, or discuss acceptable alternatives to each other.

Usually, mentors can offer solutions on their own initiative. For example, if a student emigrates to a foreign country and asks if he or she is willing to continue counseling, perhaps counseling can be replaced by remote video conferencing.

In another case, neither the tutor nor the trainee knows that there is a rift between them, or that one side feels unimportant, while the other side takes it seriously. There is a serious gap between our feelings.

At this time, the one who feels hurt should speak out frankly, and the other should listen respectfully, without rushing to defend himself or responding rashly. We should attach importance to the relationship between teachers and students, as a priority, and focus on repairing the relationship between teachers and students.

Do not maliciously operate mentoring relationships

In the mentor-student relationship, mentors usually dominate, and many mentors wield their power arbitrarily in inappropriate areas, even if they are not aware of it. For example, interfere with the way trainees work in the company, or organize relationships. This can have a negative impact on each other in the workplace. If you are aware that you may not be a professional violator, try asking yourself a few questions:

• Does his actions infringe on the authority of the trainees in the organization of the company, or hinder his leadership of the project?
• Do you insist that the trainee follow your instructions or respect the way he leads and develops his work?
• Would you change your response time arbitrarily and force him to adjust his work according to your actions?
• Are you obstructing students from seeking another mentor? Do you feel it hurts your self-esteem?
• Do you indulge students to repeat mistakes without sincere reminders and corrections?
• Do you honor your reputation with the prestige of Gao Tu in the industry?

Preparation for handover

The wisdom of a mentor is always limited. He must hand over the tutorial work to the next one.

Good mentors need to be conscious and discuss future challenges and past satisfaction with students. Although the process of handover will vary according to the environment, students will have different results of coaching that they have actually absorbed, and the tutor should accept it calmly and hand over his fair comments to the next tutor.

Generally speaking, the transfer of tutorial tasks will be due to the fact that students have new missions, beyond the ability of the tutor, or that the tutor is facing retirement age, or has other counseling commitments to others, or undertakes new projects, and must hand over the responsibility of the tutor.

If the mentor can take the initiative to recommend a new mentor to take over, and accept for the trainees, it will be the perfect outcome of the mentor relationship.

即使這是你的第一份工作，也要協商你的薪水

當你拿到第一份工作時，你可能會認為你不應該談判。畢竟，你不想惹任何人生氣，對吧？錯誤。

談判你的薪水是非常重要的，尤其是在你的職業生涯早期。你的起薪是一種錨-你未來的加薪，獎金，甚至退休儲蓄將受到初始數額的影響。用你的教育和專業網絡做好談判準備。

從你的教育機構和朋友和同事那裡收集有關薪水的資訊。找一個和你申請的工作相似的人，問他們合理的薪水範圍是多少。然後和朋友練習談判。如果一切順利，你會得到比你所提供的更高的數位。但如果你不這樣做，這並不意味著嘗試是一個錯誤。你已經向你的雇主表明你願意表現出自信，並且你知道如何談判——這是一項很有價值的技能。

不止是你求職時應該盡量爭取你的薪水，在職場生涯中，你都必須經常的爭取你的利益。

Even if this is your first job, negotiate your salary

When you get your first job, you may think you shouldn't negotiate. After all, you don't want to get anyone angry, right? Wrong.

Negotiating your salary is very important, especially in the early stage of your career. Your starting salary is an anchor -- your future salary increase, bonus and even retirement savings will be affected by the initial amount. Use your education and professional network to prepare for negotiations.

Gather information about your salary from your friends and colleagues and educational institutions. Find someone similar to the job you’re applying for and ask what the reasonable salary range is. Then practice the negotiation with friends. If all goes well, you will get more than what the number offered to you. But if you do not, this does not mean that the attempt is a mistake. You have shown to your employer that you are willing to show confidence and you know how to negotiate -- this is a very valuable skill.

Not only should you try to get your salary when you apply for a job, and you must always strive for your interests in your career.

幫助你的員工在工作中减少孤獨感

越來越多的人在工作中感到疲勞和孤獨。任何領導者都不希望他們的團隊成員被切斷和脫離。

你可以通過鼓勵團隊與同事建立聯系來幫助克服這些情緒。告訴他們擁有一個發展人脈網是多麼重要——一個他們經常求助於建議或情感支持的小團隊。把員工與導師和同事聯系起來，給新員工分配一個導師。主動介紹你認為有共同點的員工，包括業餘愛好和工作以外的興趣愛好。

確保每個人都知道你相信友好的關係是值得花時間的，這樣他們就可以毫不猶豫地和同事出去喝咖啡，或者在行事曆上抽出時間來聊天，並且趕上工作進度。

Help your employees feel less lonely in their work

More and more people feel tired and lonely in their work. Any leader does not want their team members to be cut off and out.

You can overcome these emotions by encouraging your team to establish contact with colleagues. Tell them how important it is to have a network of people, a small team they often turn to advice or emotional support. Associate employees with mentors and colleagues and assign a mentor to new employees. Take initiative to introduce some employees you think have something in common, including hobbies and interests other than work.

Make sure everyone knows that you believe that a friendly relationship is worth the time, so that they can go out for coffee with colleagues, or find time to chat on the calendar, and catch up with the progress of work.

要展開艱難的對話，先把重點放在雙方有的共識上

當你和同事討論一個棘手的問題時，你最初的幾句話可能導致或打斷討論。自衛是正常的，甚至把責任推到別人身上，但暗示對方錯了，這會使談話變得更糟。

通過建立你和他人之間的共同點來為成功做好準備。陳述你們已經達成的共識——目標重疊的地方。你可能會說：“我們都想確保我們的病人得到最好的照顧”或“我們同意新的電子郵件系統應該與我們現有的IT系統整合”。

如果你不能找出共同點，或者你不確定對方的目標是什麼，最容易的方法就是提出問題。解釋什麼對你來說很重要，然後問：“和你關心的東西有什麼重疊嗎？或者你有另一個目標？像這樣的問題是合作的基調。

To carry out a difficult dialogue, focus on consensus on both parties

When you discuss a problem with your colleagues, your first few words may lead to or interrupt the discussion. Self-defense is normal, even pushing the responsibility onto others, but suggesting that the other side is wrong, which will make the conversation worse.

To prepare for success by establishing a common point between you and others. A statement of the local goal you have reached an overlapping consensus. You might say: "We want to ensure that our patients get the best care." or "We agree to the new email system should integrate with our existing IT system."

If you can't find common points, or you are not sure what their goal is, the easiest way is to ask questions. What are important to you, and then asked: "What you care about and what is the overlap? Or do you have another goal?” Such question is the tone of cooperation.

如何在整日的工作中做專注力訓練？

你可能對這種感覺瞭解得很清楚：你在辦公室裏有一個清晰的一天計畫，然後，在感覺像一瞬間的時候，你發現自己在回家的路上。9到10個小時過去了，但你只完成了幾個優先事項。而且，很可能，你甚至一整天都記不清你幹了什麼。如果這聽起來很熟悉，別擔心。你並不孤單。人們在醒著的時候花了將近有一半的時間去想別的事情而不是他們正在做的事情。換句話說，我們中的許多人在自動駕駛儀上操作。

此外，我們已經進入了許多人所說的“注意力經濟”。在注意力經濟中，保持專注和專注的能力和科技或管理技能一樣重要。由於領導人需要吸收和綜合大量的資訊，以便作出正確的決策，他們受到這一新興趨勢的特別打擊。

好消息是你可以通過一整天的專注力訓練（Mindfulness Exercise）來活化你的大腦更好地集中注意力。這裡有一些指導方針，可以使他們成為一個更加專注和有意識的領導者。

首先，從你的一天開始。研究人員發現，我們清醒後幾分鐘內會釋放大量的壓力荷爾蒙。為什麼？因為想到未來的一天，就會觸發我們的戰鬥本能或逃跑本能，並將皮質醇釋放到我們的血液中。相反，試著這樣做：當你醒來時，在床上呆上兩分鐘，只要注意到你的呼吸。當你想到這一天的時候，就讓它們去，回到你的呼吸中去。

下一步，當你到達辦公室，在你的辦公桌或你的車上花10分鐘，在你投入活動之前，用一個簡短的專注力訓練（Mindfulness Exercise）來提高你的大腦。閉上眼睛，放鬆，坐直。把你的注意力全部集中在你的呼吸上。簡單地保持對你呼吸經驗的持續注意力：吸氣、呼氣、吸氣、呼氣。為了讓你的注意力停留在呼吸上，每次呼氣都要安靜地數。每當你發現你的注意力分散時，只要把注意力集中在你的呼吸上，就可以分散注意力。最重要的是，讓自己享受這幾分鐘。在接下來的一整天里，和其他人競爭的迫切性將會分散你的注意力。但在這10分鐘裏，你的注意力都是你自己的。

一旦你完成了這個練習並準備開始工作，專注力可以提高你的效率。兩種技能定義一個有意識的頭腦：專注和意識。更明確地說，專注是專注於你此刻所做的事情的能力，而意識則是意識到並釋放不必要的干擾的能力。要明白專注不僅僅是靜坐練習，正念是培養敏銳、清晰的頭腦。行動中的專注是對多工的虛幻實踐的一個很好的替代。用心工作意味著從你進入辦公室的那一刻起，將注意力和意識集中到你所做的每一件事上。專注於手頭的工作，並意識到並釋放內部和外部的干擾。這樣，專注有助於提高效率，減少錯誤，甚至增強創造力。

為了更好地瞭解焦點和意識的力量，考慮一個幾乎觸及到我們所有人的痛苦：電子郵件的成癮。電子郵件會引誘我們的注意力轉為低優先順序任務因為完成小任務，會快速釋放多巴胺，這是一種讓我們感到愉快的荷爾蒙。這會讓我們沉迷於電子郵件，損害了我們的注意力。相反，在打開收件箱時應用專注力，把注意力集中在重要的事情上，保持對僅僅是譟音的意識。為了更好地開始你的一天，避免在早晨第一件事就是查看你的電子郵件。這樣做可以幫助你避開一段特殊的注意力和創造力期間的分心和短期問題。

隨著日子一天天過去，不可避免的背靠背會議開始，專注力可以幫助你領導更短、更有效的會議。為了避免與走神的人開會，花兩分鐘練習專注力。你可以在去開會的時候這樣做。更好的是，讓會議的前兩分鐘保持安靜，讓每個人都能在身體和精神上到達。然後，如果可能的話，在會議前五分鐘結束會議，以便所有與會者都能有意識地過渡到下一次會議。

隨著時間的推移，你的大腦開始疲勞，專注力可以幫助你保持敏銳，避免糟糕的決定。午飯後，在你的手機上設定一個計時器，每小時響一次。當計時器響起時，停止你當前的活動，做一分鐘的專注力練習。這些有意識的效能突破將有助於防止你使用自動駕駛儀的狀態和無意識的增加工作，或不會拒絕無意義的工作。

How to do concentration training in the whole day?

You may have a clear idea of this feeling: you have a clear day plan at the office, and then, when it feels like an instant, you find yourself on your way home. Nine to ten hours have passed, but you have only accomplished a few priorities. And, most likely, you don't even remember what you did all day. If that sounds familiar, don't worry. You are not alone. People spend almost half of their waking hours thinking about other things rather than what they are doing. In other words, many of us operate on autopilot.

In addition, we have entered what many people call the "attention economy". In the attention economy, the ability to remain focused and focused is as important as technology or management skills. Leaders are particularly hit by this emerging trend because they need to absorb and synthesize a large amount of information in order to make the right decisions.

The good news is that you can activate your brain to concentrate better through a whole day of Mindfulness Exercise. Here are some guidelines to help them become more focused and conscious leaders.

First, start your day. Researchers have found that we release a lot of stress hormones within minutes of waking up. Why? Because thinking about the day ahead triggers our fighting instinct or escape instinct and releases cortisol into our blood. Instead, try this: when you wake up, stay in bed for two minutes, just notice your breathing. When you think about this day, let them go and return to your breath.

Next, when you get to the office, spend 10 minutes at your desk or in your car, and before you get into action, use a short Mindfulness Exercise to boost your brain. Close your eyes, relax and sit up straight. Focus your attention on your breathing. Simply keep a constant focus on your breathing experience: inhale, exhale, inhale, exhale. To keep your attention on breathing, count quietly every time you exhale. Whenever you find your attention distracted, just concentrate on your breathing and you can distract. Most importantly, let yourself enjoy these minutes. Over the next day, the urgency to compete with others will distract you. But in these 10 minutes, your attention is yours.

Once you have completed this exercise and are ready to start work, concentration can improve your efficiency. Two skills define a conscious mind: focus and consciousness. More specifically, focus is the ability to focus on what you are doing right now, while consciousness is the ability to recognize and release unnecessary interference. Understand that concentration is more than just meditation, mindfulness is the cultivation of a sharp, clear mind. Concentration in action is a good substitute for the illusory practice of multiplexing. Working hard means focusing your attention and awareness on everything you do from the moment you enter the office. Focus on the work at hand and be aware of and release internal and external interference. In this way, focus can help improve efficiency, reduce mistakes, and even enhance creativity.

To better understand the power of focus and consciousness, consider a pain that touches almost all of us: the addiction to e-mail. E-mail can lure our attention to low-priority tasks because small tasks can quickly release dopamine, a hormone that makes us happy. This will make us addicted to e-mail and damage our attention. Instead, concentrate on what's important when you open your inbox, and remain aware of just noise. To better start your day, avoid checking your email first thing in the morning. Doing so can help you avoid distractions and short-term problems during a particular period of attention and creativity.

As the days go by and the inevitable back-to-back meetings begin, focus can help you lead shorter and more effective meetings. To avoid meetings with distracted people, spend two minutes practicing concentration. You can do that when you go to a meeting. Better yet, keep the first two minutes of the meeting quiet so that everyone can arrive physically and mentally. Then, if possible, close the meeting five minutes before the meeting so that all participants can consciously transition to the next meeting.

Over time, your brain starts to tire, and concentration can help you stay sharp and avoid bad decisions. After lunch, set a timer on your mobile phone and ring every hour. When the timer rings, stop your current activity and do a minute of focused practice. These conscious performance breakthroughs will help prevent you from using the autopilot and increasing your work unconsciously, or from rejecting meaningless work.

提醒你的老板你做得很棒

我們都很忙。當我們忙於擺脫我們的待辦事項列表並希望一天中有更多的時間時，我們常常忘記宣揚自己的成就——提醒我們的老闆我們做了多麼出色的工作。

通過發送簡訊或電子郵件，把你的成就放回到老闆的雷達上——不要吹噓。沒什麼花哨的，一兩句話就可以了：“只是想讓你知道XYZ專案進展順利，客戶對我們的草稿很滿意，下一步是最後確定合約金額，我們將在星期四之前對數字進行確認。”。發送這樣的資訊，會讓你看起來很有能力，善於交際，而且是最優秀的。

Remind your boss that you do a great job

We are all busy. When we are busy getting rid of our to-do list and wishing for more time in the day, we often forget to publicize our achievements -- to remind our boss of how well we have done.

Send via SMS or email, put your accomplishment back on boss's radar -- don't brag about. Nothing fancy, just one or two brief sentences: "Just want to let you know that the XYZ project is progressing well, our customers are satisfied with our draft, the next step is to finalize the contract amount, we will be on Thursday to finalize the number." Sending the message that will make you look ability, good communication, and is one of the most outstanding.

如何告訴老闆他沒有像自己想象的偉大？

雖然我們生活在有自信的光榮，與無可避免的自我懷疑中，但是如果你相信自己比實際的自己還要強，確實有好處。

第一是你會有較強的企圖去做困難的工作。相信你能夠做一些困難的事只是一半， 然而如果你真的太過誇大你的能力，按照定義，你就會失敗。第二是你有機會忽悠別人相信你確實是有實力的。多數的人最後會發現事實，然後你忽悠別人活得的私人利益都會被人家對你的負面形象洗刷殆盡。

一個會迷惑他人相信他是慈善而有天才的領導者，會誤導他的跟隨者陷入長期的風險。相對的，一個誠實自覺自己有能力極限的領導者，比較不會犯錯，讓他的組織、團隊陷入危險。

領導者通常并不自覺。雖然人的領導天分是常態分配，但是80%的領導者自信他比別人優秀。但是，人的自戀會隨著時間更增強，而不能期待他能夠客觀誠實的做自我評估，讓他能夠謙虛。當一名充滿自我幻想的人，身邊圍繞著阿諛奉承的人的時候，他就很容易忽視掉該被他重視的中肯回饋意見。

無論你想要做老闆管理或是作為一名企業教練在指導領導者，提供必要的回饋。以下有幾個作法可以供你參考：

• 配合他的個人動機。沒有人喜歡被人批評，尤其是具有高聲望的個人。然而，如果你能夠幫助老闆認知你可以幫助他達成她的目標，他會關注的。要最有效的作法是配合他的動機與價值觀。例如，他很在乎個人的聲望。那麼，可以展示給他知道，他實際的聲望并不如他自己的想象，同時提醒他該如何調整他的行為與語言。另外，如果他在乎的是實際的權威，就可以告訴他：“如果你改變X與Y的組合，可以提高你超越同儕的實際績效，獲得別人對你的尊重與服從。”
• 讓資料事實說話。領導者并不完全在乎他人對他的看法，有些人會自我陶醉。從正面看，他們在乎結果績效，以及客觀數據。因此，讓他們自己做360度自我評估與員工回饋，可以讓他有機會重新審視自己，讓他看到自己的盲點。遺憾的是，這些多半只是學術說法，很少見到成功名人做多類似的自我評估。
• 提醒過度自信的負面結果。最後，要注意的是，即使願意接受科學檢驗數據的領導人，都會傾向於忽略檢驗結果數據的真實而中立的性質。他們傾向於抗拒接受檢驗數據顯示的問題。他們通常會繼續固執，要證明自己是正確的。

經驗顯示，真正有效的領導者，通常是比較謙虛的人，會認為自己能力不足，重視授權。

不幸的是，這些建議作法通常都不容易實現。過分自信、抵抗做自我評估的領導主管，傾向于拒絕接受客觀與他人善意的回饋意見。通常，他們都是在問題嚴重到不得不面對的時候，才會低頭接受指導。

因此，對於一個企業來說，必須在一開始要拔擢領導主管，並且要求他可以成為有效的領導者時，不能只看他過去的績效，也必須觀察他的人格傾向。

作為一名不適任的老闆之下的員工，你只能先考慮組織的利益，并成為老闆可以信賴的員工的條件下，坦誠與老闆溝通。若是無法改變如此過分自信的老闆，就必須考慮另謀他途，例如轉調到公司其他部門。

How do you tell your boss that he is not as great as he thinks?

Although we live in the glory of self-confidence and inevitable self-doubt, it does good if you believe that you are stronger than you are.

The first is that you have a strong intention to do difficult work. Believe that you can do only half of the difficult things, but if you really exaggerate your ability, by definition, you will fail.

The second is that you have the opportunity to fool others into believing that you are really capable. Most people will eventually discover the facts, and then the personal benefits you fool others into living will be washed away by your negative image.

A leader who deludes others into believing that he is charitable and talented will mislead his followers into long-term risk. In contrast, a leader who is honest and conscious of his own limits of ability is less likely to make mistakes and put his organization and team in danger.

Leaders are often unconscious. Although people's leadership talent is normally distributed, 80% of leaders are confident that they are better than others. However, people's narcissism will increase with time, and can not expect him to be objective and honest in self-evaluation, so that he can be modest. When a man full of self-illusion is surrounded by flatterers, it is easy for him to overlook the pertinent feedback that should be valued by him.

Whether you want to be a manager or a business coach guiding the leader, provide the necessary feedback. Here are a few ways for your reference:

• Cooperate with his personal motivation. Nobody likes to be criticized, especially individuals with high prestige. However, if you can help your boss understand that you can help him achieve her goals, he will pay attention. The most effective way is to match his motivation and values. For example, he cares a lot about personal prestige. Then, you can show him that his actual reputation is not as good as his own imagination, and remind him how to adjust his behavior and language. In addition, if he cares about the actual authority, he can tell him: "If you change the combination of X and Y, you can improve your actual performance beyond your peers, get respect and obedience from others."
• Let the facts speak. Leaders don't care entirely about what others think of them. Some people become intoxicated with themselves. On the positive side, they care about results and performance, as well as objective data. Therefore, letting them do 360 degree self-assessment and employee feedback can give him the opportunity to re-examine himself and let him see his blind spot. Unfortunately, these are mostly academic statements, and few successful celebrities make similar self-assessments.
• Remind the negative consequences of overconfidence. Finally, it should be noted that even leaders willing to accept scientific test data tend to ignore the true and neutral nature of the test results. They tend to resist the problem of accepting test data display. They usually continue to be stubborn and prove that they are right.

Experience shows that a truly effective leader, usually a more modest person, will think that his ability is insufficient and attach importance to empowerment.

Unfortunately, these recommendations are often not easy to implement. Leaders who are overconfident and resistant to self-assessment tend to refuse to accept objective and goodwill feedback from others. Usually, they bow their heads to receive guidance when the problem is too serious to face.

Therefore, for an enterprise, it is necessary to promote the leader at the beginning and ask him to be an effective leader, not only to look at his past performance, but also to observe his personality tendencies.

As an employee under an incompetent boss, you can only consider the interests of the organization first, and become a trusted employee of the boss, honest communication with the boss. If you can't change such an overconfident boss, you must consider other ways, such as transferring to other departments of the company.