激勵員工的三種關鍵作為

聰明的領導者能夠將員工從焦慮情緒轉變為具有激勵的情緒，開拓他們的想像空間，積極投入發展。這些領導者採取了幾種關鍵的激勵作為：專業、社群，還有，願景與使命。（工資報酬是第四個激勵動力。）

1. 專業。協助你的員工發展更熟練、更深化的專業技能。即使在最尋常的日常工作上，當人們具有高度的挑戰目標與面對困難的任務必須克服時，他們通常會極盡所能，找到更快、更聰明、更好的解決方案。如此，能夠讓他們得到高度的成就感。
2. 社群。在企業內建立專業的社群團體，或是鼓勵這樣的企業文化，對傑出表現者給予榮譽，並且鼓勵他們能夠從外部引進更多專業的知識，分享出來。 領導者也可以多鼓勵跨部門的聚會活動，讓彼此都能夠認識組織是如何運作的，這樣能夠讓組織運作調和得更有效率，并知道自己在組織中的角色與貢獻價值。
3. 願景與使命。強化建立更遠大而具體的願景與使命。你可以讓大家討論如何能夠使公司的產品與服務能夠為客戶帶來什麽新的意義。如此，可以讓員工在工作的優先次序安排與決策選擇上，更為聚焦。

Three Key Actions to Motivate Employees

Smart leaders can transform employees' anxiety into motivation, open up their imagination space and actively devote themselves to development. These leaders have adopted several key incentives: profession, community, vision and mission. (Pay is the fourth incentive.)

1. Major. Assist your employees to develop more skilled and deepened professional skills. Even in the most common day-to-day work, when people have high challenges and difficult tasks to overcome, they usually do their best to find faster, smarter and better solutions. In this way, they can get a high sense of achievement.
2. Community. Establish professional community groups within the enterprise, or encourage such corporate culture, honor outstanding performers, and encourage them to introduce more professional knowledge from outside and share it. Leaders can also encourage cross-sectoral gatherings so that each other can understand how the organization works, so that the organization can operate more effectively, and know their role and contribution value in the organization.\
3. Vision and Mission. Strengthen the establishment of a larger and more specific vision and mission. You can talk about how to make the company's products and services bring new meaning to customers. In this way, employees can be more focused on their work priorities and decision-making choices.

同事情誼可以成為競爭優勢

當員工之間有同事情誼，會增加他們工作上的愉悅感受。但是，同事情誼的作用遠比愉悅要更有意義，它同時讓同事們創造出共同的工作目的。

企業應該鼓勵與建立同事情誼來成為企業競爭力。企業可以聘用頂尖高手，留住優秀員工，並且促進員工對工作的共同參與，提高創業與生產力。

有些企業會舉辦員工福利日，例如郊遊、社區服務，或是其他可以促進團隊向心力與同事情誼的活動。

讓員工情誼成為企業文化。領導人應該親自參與員工的活動，并給予員工尊重，重視員工的創意。如此，員工將會感受到對自己發展的產品與服務感到驕傲，有榮譽感。

Colleague friendship can be a competitive advantage

When there is a friendship between employees, it will increase their work pleasure. However, the role of colleague friendship is far more meaningful than pleasure, and it allows colleagues to create common work goals.

Enterprises should encourage and establish friendship with colleagues to become competitive. Enterprises can employ top talent, retain excellent employees, and promote staff participation in the work, improve entrepreneurship and productivity.

Some companies hold employee welfare days, such as outings, community services, or other activities that promote team centripetal force and friendship.

Let employee friendship become corporate culture. Leaders should personally participate in the activities of employees, and give them respect and value their creativity. In this way, employees will feel proud of the products and services they have developed and have a sense of honor.

重塑你公司的故事

你是否經常聽到有人這麼說：“這就是我們一向以來做事情的風格。”？對這樣的態度的批評是少不掉的，並且通常還高於對它的敬佩。但是，這樣的企業風格是根深蒂固的，而且很難對它挑戰改變。

但是，記住人們相對於數字，人們比較容易記住故事，而且如果說得好，說得正確的話，人們通常會受到鼓舞並且採取行動。

如果你希望改變企業文化，可以開始重塑企業的發展故事，告訴大家企業是如何一路走過來，如何運營的。是否過去有些企業故事會帶來負面觀感？那就建立新的，正面的，正確的新故事，讓大家認識企業是如何成功的，支持企業成長發展的關鍵元素有哪些。

Reshaping your company's story

Do you often hear people say, "This is the way we always do things"? Criticism of such attitudes is rare and often higher than admiration. However, such a corporate style is deep-rooted, and it is difficult to challenge it to change.

But remembering people's numbers makes it easier for them to remember stories, and if they speak well and correctly, people are usually encouraged to take action.

If you want to change the corporate culture, you can start to reshape the development story of the enterprise, telling you how the enterprise has come along and how it operates. Have some corporate stories in the past brought about negative perceptions? That is to establish new, positive and correct new stories, so that we can know how successful the enterprise is, and what are the key elements to support the growth and development of the enterprise.

從小處作起，而非猝然改變整個企業文化

當有人無法達到公司所設定的目標使，經常有高階主管就在喊著是時候改變企業文化了。然而，作鋪天蓋地的，大規模的企業文化改變作法，事實上很少能夠治愈正在受苦惱的企業。

相反的，如果他可以從一些小處做起，通常可以得到比較好的結果。他可以先找出一個問題來解決，例如，工作績效。他可以先安排幾個人來做一個溫和的實驗，看看是否能夠確實解決問題。仔細觀察怎樣做才會成功，是如何成功的。再將這樣的成功經驗延伸到其他行動的推動上。

以這些早期的成功經驗逐步的推展到其他應該改進事項上，並且繼續從中學習教訓與成功心得。最後，你能夠因為如此一次只解決一個問題，而最終改變了企業文化。

Start small instead of suddenly changing the whole corporate culture

When someone fails to achieve the goals set by the company, senior executives often shout that it is time to change the corporate culture. However, the overwhelming, large-scale changes in corporate culture, in fact, can rarely cure the suffering of enterprises.

On the contrary, if he can start from a few small points, he can usually get better results. He can first identify a problem to solve, for example, job performance. He could arrange for several people to do a mild experiment to see if he could really solve the problem. Watch carefully how you succeed and how you succeed. Then extend this successful experience to the promotion of other actions.

With these early successful experiences, we gradually spread to other things that should be improved, and continue to learn lessons and successful experiences from them. Finally, you can change the corporate culture by solving only one problem at a time.

逐步地小幅度改變企業文化

許多企業領導者企圖在執行新的企業策略，例如進行企業合併時，同時改變企業文化。但是，許多企業文化是根深蒂固的，幾乎不可能改變。

相對的，你可以選擇某些有機會改變的領域，逐步的推動企業文化的改變。

首先，先觀察目前的企業中的行為。然後，去了解員工現有的哪些行為是有益于執行新策略，可以協助達成新的企業目標。

將幾種不同的企業行為作分析，并且就影響企業文化與對策略執行的影響程度，做出優先次序安排。然後，選擇那些容易啟動，容易看出成效的，先實施。

先選擇與強調一些企業行為來執行，會讓你在推動企業文化變革上，比較容易。

Gradually and slightly change corporate culture

Many business leaders attempt to change corporate culture while implementing new business strategies, such as mergers. However, many corporate cultures are deeply rooted and almost impossible to change.

In contrast, you can choose certain areas that have the opportunity to change and gradually promote the change of corporate culture.

First of all, we should observe the current behavior in the enterprise. Then, to understand what employees' existing behavior is conducive to the implementation of new strategies, can help achieve new business goals.

Several different corporate behaviors are analyzed, and priority arrangement is made on the impact of corporate culture and strategy implementation. Then, choose those that are easy to start, easy to see the results, first implement.

Choosing and emphasizing some corporate behaviors to implement will make it easier for you to promote the change of corporate culture.