| No matter what kind of business situation I'm in, it's always important to know exactly who the individual is I'm communicating with. The worst mistake you can make is to fail to find out what drives them, money, status or whatever. Once you've worked that out, you'll be able to ensure you communicate what's in it for them personally. This should essentially govern the way you respond to people, enabling you to stay in control of the situation and achieve the desired outcome. I've learnt some valuable management lessons over the years, not least in how to avoid the failure of a project. No matter what your positions is, you always have to be prepared for opposition. And it's important to anticipate this by getting as many colleagues as possible on your side, so that if, in discussions, someone objects to your plans, you, and a number of others, are able to give an immediate response in order to silence your opponent. When I first started running my own business, I made some dreadful mistakes in the way I handled staff. The worst thing you can do is stick to one strategy and apply it to every situation. Sometimes you just need to show them who's boss, other times some gentle persuasion is more effective, in my opinion, anyway. I'm sure I was often criticised for my management style, not that I let it bother me, though. | |
| 不管我在什么样的商业场合，搞清楚我正在沟通的人是什么样的人都是很重要的。最大的失败就是不能找出他们的动机，钱，地位或是什么。一旦你找到了，你就能够知道针对他们该谈些什么。对于你如何响应对方，就主要靠动机来掌控，动机也使你控制住形势，并最终得到想要的结果。 这些年来我获得了很多有价值的管理方面的经验教训。尤其是在如何避免项目失败方面。不管你的立场是什么，你都必须准备充足迎接对手。预先获得尽可能多的伙伴支持你的观点非常重要。这样，如果在讨论中，有人反对你的方案，你和支持你的那些人就能快速的回击，使他们无言以对。 当我刚开始经营自己事业的时候，在员工关系处理方面我犯了些严重的错误。最错的是就是死守一条策略，并将其运用到所有的情形下。有时你只需要向他们表明谁是老板。而有时一些温柔的劝告更有效。这是我的观点。我相信经常有人批评我的管理方式，但这影响不到我。 |
| No matter what kind of business situation I' m in, it' s always important to know exactly who the individual is I' m communicating with. The worst mistake you can make is to fail to find out what drives them, money, status or whatever. Once you' ve worked that out, you' ll be able to ensure you communicate what' s in it for them personally. This should essentially govern the way you respond to people, enabling you to stay in control of the situation and achieve the desired outcome. I' ve learnt some valuable management lessons over the years, not least in how to avoid the failure of a project. No matter what your positions is, you always have to be prepared for opposition. And it' s important to anticipate this by getting as many colleagues as possible on your side, so that if, in discussions, someone objects to your plans, you, and a number of others, are able to give an immediate response in order to silence your opponent. When I first started running my own business, I made some dreadful mistakes in the way I handled staff. The worst thing you can do is stick to one strategy and apply it to every situation. Sometimes you just need to show them who' s boss, other times some gentle persuasion is more effective, in my opinion, anyway. I' m sure I was often criticised for my management style, not that I let it bother me, though. | |
| bu guan wo zai shen me yang de shang ye chang he, gao qing chu wo zheng zai gou tong de ren shi shen me yang de ren dou shi hen zhong yao de. zui da de shi bai jiu shi bu neng zhao chu ta men de dong ji, qian, di wei huo shi shen me. yi dan ni zhao dao le, ni jiu neng gou zhi dao zhen dui ta men gai tan xie shen me. dui yu ni ru he xiang ying dui fang, jiu zhu yao kao dong ji lai zhang kong, dong ji ye shi ni kong zhi zhu xing shi, bing zui zhong de dao xiang yao de jie guo. zhei xie nian lai wo huo de le hen duo you jia zhi de guan li fang mian di jing yan jiao xun. you qi shi zai ru he bi mian xiang mu shi bai fang mian. bu guan ni de li chang shi shen me, ni dou bi xu zhun bei chong zu ying jie dui shou. yu xian huo de jin ke neng duo de huo ban zhi chi ni de guan dian fei chang zhong yao. zhe yang, ru guo zai tao lun zhong, you ren fan dui ni de fang an, ni he zhi chi ni de nei xie ren jiu neng kuai su de hui ji, shi ta men wu yan yi dui. dang wo gang kai shi jing ying zi ji shi ye de shi hou, zai yuan gong guan xi chu li fang mian wo fan le xie yan zhong de cuo wu. zui cuo de shi jiu shi si shou yi tiao ce lue, bing jiang qi yun yong dao suo you de qing xing xia. you shi ni zhi xu yao xiang ta men biao ming shui shi lao ban. er you shi yi xie wen rou de quan gao geng you xiao. zhe shi wo de guan dian. wo xiang xin jing chang you ren pi ping wo de guan li fang shi, dan zhe ying xiang bu dao wo. |
| No matter what kind of business situation I' m in, it' s always important to know exactly who the individual is I' m communicating with. The worst mistake you can make is to fail to find out what drives them, money, status or whatever. Once you' ve worked that out, you' ll be able to ensure you communicate what' s in it for them personally. This should essentially govern the way you respond to people, enabling you to stay in control of the situation and achieve the desired outcome. I' ve learnt some valuable management lessons over the years, not least in how to avoid the failure of a project. No matter what your positions is, you always have to be prepared for opposition. And it' s important to anticipate this by getting as many colleagues as possible on your side, so that if, in discussions, someone objects to your plans, you, and a number of others, are able to give an immediate response in order to silence your opponent. When I first started running my own business, I made some dreadful mistakes in the way I handled staff. The worst thing you can do is stick to one strategy and apply it to every situation. Sometimes you just need to show them who' s boss, other times some gentle persuasion is more effective, in my opinion, anyway. I' m sure I was often criticised for my management style, not that I let it bother me, though. | |
| bù guǎn wǒ zài shén me yàng de shāng yè chǎng hé, gǎo qīng chǔ wǒ zhèng zài gōu tōng de rén shì shén me yàng de rén dōu shì hěn zhòng yào de. zuì dà de shī bài jiù shì bù néng zhǎo chū tā men de dòng jī, qián, dì wèi huò shì shén me. yī dàn nǐ zhǎo dào le, nǐ jiù néng gòu zhī dào zhēn duì tā men gāi tán xiē shén me. duì yú nǐ rú hé xiǎng yìng duì fāng, jiù zhǔ yào kào dòng jī lái zhǎng kòng, dòng jī yě shǐ nǐ kòng zhì zhù xíng shì, bìng zuì zhōng dé dào xiǎng yào de jié guǒ. zhèi xiē nián lái wǒ huò dé le hěn duō yǒu jià zhí de guǎn lǐ fāng miàn dí jīng yàn jiào xun. yóu qí shì zài rú hé bì miǎn xiàng mù shī bài fāng miàn. bù guǎn nǐ de lì chǎng shì shén me, nǐ dōu bì xū zhǔn bèi chōng zú yíng jiē duì shǒu. yù xiān huò dé jìn kě néng duō de huǒ bàn zhī chí nǐ de guān diǎn fēi cháng zhòng yào. zhè yàng, rú guǒ zài tǎo lùn zhōng, yǒu rén fǎn duì nǐ de fāng àn, nǐ hé zhī chí nǐ de nèi xiē rén jiù néng kuài sù de huí jī, shǐ tā men wú yán yǐ duì. dāng wǒ gāng kāi shǐ jīng yíng zì jǐ shì yè de shí hòu, zài yuán gōng guān xì chǔ lǐ fāng miàn wǒ fàn le xiē yán zhòng de cuò wù. zuì cuò de shì jiù shì sǐ shǒu yī tiáo cè lüè, bìng jiāng qí yùn yòng dào suǒ yǒu de qíng xíng xià. yǒu shí nǐ zhǐ xū yào xiàng tā men biǎo míng shuí shì lǎo bǎn. ér yǒu shí yī xiē wēn róu de quàn gào gèng yǒu xiào. zhè shì wǒ de guān diǎn. wǒ xiāng xìn jīng cháng yǒu rén pī píng wǒ de guǎn lǐ fāng shì, dàn zhè yǐng xiǎng bú dào wǒ. |
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