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S2E3 (English) How to be a good manager? |《不懂帶人,你就自己做到死》

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S2E3 (English) How to be a good manager? |《不懂帶人,你就自己做到死》

13 Juni 2021

贊助連結: https://reurl.cc/9ZW2X8 Follow me on Facebook: https://www.facebook.com/maxjaun0521 Good morning, the world. 10 minutes a week, Taiwanese brings you confidence. This is Max Juan speaking from Taiwan. This is episode thirteen on the PODCAST channel Taiwanese storyteller. The world's first podcast to speak Taiwanese and English. 早安,全世界!吃飽沒?每個禮拜10分鐘,讓台灣人帶給你自信。我是來自台灣的麥克斯軟。這是 PODCAST 頻道「台意人」的第 13 集。第一個講台語和英語的雙語播客。 The book I’m going to tell you today is called: "If you don’t know how to lead, you will do it by yourself until you die." If there is a boss or a supervisor in the audience? This book is written for you, if you are an employee, you can also read it. First, you can use it when you become a boss one day. Second, you can advise your boss on how to manage it better. The book’s main idea was from "Behavioral Science". 我今天要給大家講的這本書叫做:《不懂帶人,你就自己做到死》。聽眾中是否有老闆或主管?這本書是為你寫的,如果你是一名員工,你也可以閱讀。第一,當你有一天成為老闆時,你可以使用它。其次,你可以建議你的老闆如何更好地管理。這本書的主要思想來自「行為科學」。 What is "Behavioral Science"? It means that human behavior can be guided and changed. What really matters in the management process is behavior, not result. This book uses comics to express it. It is very interesting and impressive. We used to think that people who read comics are bad kids, but now it’s different. Sometimes some knowledge, if we use pictures or videos. It is better to be understood by most people.  什麼是「行為科學」?這意味著人類的行為可以被引導和改變。在管理過程中真正重要的是行為,而不是結果。這本書是用漫畫的方式來表達。實在是非常有趣和令人印象深刻的。我們曾經認為看漫畫的是壞孩子,但現在不一樣了。有時一些知識,如果我們使用圖片或影片,更能被大多數人理解。 Ok, let’s talk about this book. At the beginning of this book, it started from a story, there was a manager of a clothing store, she was originally a good sales clerk, but after being promoted to the store manager, she felt that she could not manage her team members. They did not do well. Many people apply for resignation, of course, the performance in the store is not good. One day, when she was going jogging, she met a master who taught people how to manage, and the teacher gave her some tips about management.  好的,我們來談談這本書。這本書的開頭,是從一個故事開始的,有一個服裝店的店長,她原本是一個不錯的銷售員,但晉升為店長後,她覺得自己無法管理好自己的團隊成員,他們做得不好。很多人申請辭職,當然店裡的業績也不好。一天,她在慢跑的時候遇到了一位教人如何管理的大師,老師教給她一些管理的訣竅。 I’ll give you 2 key points about this book. First, what is "Teaching"? Generally, in a company, if an employee does not do well, the supervisor will say: Hey, Max, get down to work, and be focus. It means the supervisors use the "attitude" to see if a person is active and they use results to manage, say for example, they use the KPI (Key Performance indicator) to judge the employees. But will the KPI make employees improved? The answer is “No”. 讓我告訴你關於這本書的兩個重點。首先,什麼是「教」?一般在公司,如果員工做得不好,主管會說:嘿,Max,開始工作,認真點!就是說,上司是用「態度」來看一個人是否積極,用結果來管理,比如用KPI(關鍵績效指標)來評判員工。但是KPI會讓員工進步嗎?答案是否定的。 Behavioral science suggests that what we need to pay attention to is employee behavior, not result. Let’s take sports as an example, the coach is training athletes to check every movement, and see how to improve, so as to create good results. This is also useful at work. So what the supervisor has to do is to observe the behavior of employees and design different ways to improve their skills and knowledge. We don’t have to look for a natural salesperson or natural leader. In fact, it is impossible. According to the behavioral science, it is possible for us to teach ordinary employees to become talents.  行為科學建議,我們需要關注的是員工的行為,而不是結果。以運動為例,教練在訓練運動員時,會檢查每一個動作,看看如何改進,從而創造出好的成績。這在工作中也很有用。所以主管要做的不是觀察員工的行為,而是設計不同的方法來提高他們的技能和知識。我們不必尋找天生的銷售人員或天生的領導者。事實上,這是不可能的。根據行為科學,我們可以教普通員工成為人才。 The method is very easy. For example, we can observe the behavior of employees who perform well. To record his behavior, make a list, and make an SOP(Standard operation procedure)according to his behavior, and then we use the list and SOP to train others.  方法很簡單。例如,我們可以觀察表現良好的員工的行為。記錄他的行為,做一個清單,根據他的行為製定一個SOP(標準作業程序),然後我們用這個清單和SOP來訓練其他人。 In the case of the clothing store, the supervisor can divide the points to be learned into two parts, "knowledge" and "technique", such as the size and the materials of clothes, are the part of knowledge. If you talk about how to contact customers and keep smiling at all times, it is part of the technique. The supervisor can make a list, to organize the things to be taught, so we can improve employees’ behavior, we don’t judge employees by their attitude.  以服裝店為例,主管可以將要學習的點分為「知識」和「技術」兩部分,比如衣服的尺碼和材料,都是知識的一部分。如果您談論如何聯繫客戶並始終保持微笑,這就是技術的一部分。主管可以列一個清單,把要教的東西組織起來,這樣我們就可以改善員工的行為,我們不該以員工的態度來評斷他們。 The second point I would like to mention is "Trust". Actually, this book is written by a Japanese, so I think the above case is for Japan. As we know, the Japanese are more serious. I believe that they can really make a list and observe the behavior of employees. Japanese are more likely to do it. But in Taiwan, or let’s say in Chinese culture, one thing we have to do before making a list is "Trust". 我想提的第二點是「信任」。這本書事實上日本人寫的,所以我覺得上面的案例是針對日本的。眾所周知,日本人比較嚴謹。我相信他們真的可以列個清單,觀察員工的行為,日本人更有可能這樣做。但是在台灣,或者說在中華文化中,我們在列出清單之前必須做的一件事就是「信任」。 Before management, Taiwanese have to trust not only their subordinates but also themselves. I found that many supervisors in Taiwan are not confident enough because they assume they are not in charge. If the boss is not fully authorized, the supervisor must always guess what the boss is thinking and what the boss’s standards are. Of course, they can not lead the employees well, so I suggest that the boss, supervisors, and employees all need to communicate with each other more. Everybody shares their own opinion freely.  在管理之前,台灣人不僅要相信下屬,還要相信自己。我發現台灣很多主管都不夠自信,因為他們認為他們沒有權限去負責。如果老闆沒有完全授權,主管必須時刻猜測他的老闆在想什麼,老闆的標準是什麼。當然,他們不能很好地領導員工,所以我建議老闆、主管和員工都需要多交流。每個人都可以自由地發表自己的意見。 I tell you a story about myself. Several years ago, I was hired by a company. When I just joined the company for a month, I was asked to take part in the evaluation of new employees. At that time, my supervisor asked me if I have encountered any problems since I joined the company. I honestly answered that I was very nervous, and I was not very familiar with my position. 我跟你講一個關於我自己的故事。 幾年前,我被一家公司錄用。 剛進公司一個月,就被要求參加新員工的考核。 當時上司問我入職後有沒有遇到什麼問題?我老實回答說我很緊張,對自己的位置也不是很熟悉。 After the evaluation, the supervisor did not teach me, she also said that my professional skills were lacking and my attitude was bad. She praised other colleagues because other colleagues said a lot of good things about her, saying that the supervisor was very kind to them and taught them a lot. I know, the supervisor just wants to be praised. After that, I won’t talk to the supervisor about my problems anymore, and I don’t trust this company any more, so the organization won’t make any progress. 評估會後,主管沒有指導我,還說我專業技能欠缺,態度不好。 她表揚了其他同事,因為其他同事對她說了很多好話,說上司對他們很好,教會了他們很多東西。 我知道,主管只是想被表揚。 之後,我不會再和主管談我的問題,我不再信任這家公司,所以組織也不會有任何進展。 What I want to say is, before establishing a behavioral science system, Taiwan’s companies must first build up the trust of their employees. So that the supervisor can improve on employee’s shortcomings. Well, the above is the introduction of this book. 我想說的是,在建立行為科學的體系之前,台灣企業必須首先建立員工的信任,以便主管可以改進員工的缺點。 好了,以上就是這本書的介紹了。 At the end of this episode, I would like to say a congratulatory message in Taiwanese. The meaning of this congratulatory message is to congratulate the newlywed couple. We wish the groom and bride all happiness and having many children. It also symbolizes the enthusiasm of the Taiwanese. Meet you on the air next time. Bye-bye. 在這一集的最後,我想用台語說一段祝賀的話。 這條賀詞的意思是祝賀這對新婚夫婦,我們祝福新郎和新娘幸福、多子多孫。 這也象徵著台灣人的熱情。 下次我們空中再相會。 再見。 人說恭喜恭喜真恭喜 新郎才華了不起 新娘賢慧通鄉里 兩人速配無處比   人說咱新郎緣投有智慧 新娘可愛又古錐 兩人今晚睡逗陣 明年又再生兒子 期待未來我們大家空中再相會。 謝謝。 前奏用音樂: Re:PLAY 演唱: Julia Wu 吳卓源, 陳芳語, Jinbo 編曲: terrytyelee 作曲: terrytyelee, Julia Wu 吳卓源, 陳芳語, Jinbo, Elin Lee 製作: terrytyelee 發行: ChynaHouse 授權: https://creativecommons.org/licenses/by-nd/4.0/deed.zh_TW 連結: https://kkbox.fm/NsfoFY?utm_source=firstory&utm_medium=podcast&utm_campaign=audio_library Powered by Firstory Hosting

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