????下列情況離不開老板：

緊急情況下,，需要快速?zèng)Q斷并做出響應(yīng)

????在危機(jī)情況下,，沒(méi)有多少時(shí)間進(jìn)行充分的討論，因此人們希望老板能夠果斷地給出明確的指令,。作為老板,，需要快速收集信息，找出替代方案,，然后果斷采取行動(dòng)。

解決團(tuán)隊(duì)中糾纏不休的分歧

????有時(shí)候,，必須老板作出抉擇,，團(tuán)隊(duì)才能繼續(xù)前進(jìn)。老板需要向團(tuán)隊(duì)成員解釋做出決策的理由,，尤其是那些持有不同意見(jiàn)的員工,，不過(guò)，在這種情況下,，大多數(shù)人會(huì)選擇前進(jìn)而不是讓團(tuán)隊(duì)陷入僵局,。這也是上面提到的雜志社所面臨的主要問(wèn)題。

保證團(tuán)隊(duì)忠實(shí)于自己的標(biāo)準(zhǔn)

????如果團(tuán)隊(duì)內(nèi)部出現(xiàn)了違反了共同價(jià)值觀的情況,，比如事關(guān)團(tuán)體的工作質(zhì)量,、遵守期限、公平原則,、對(duì)不同意見(jiàn)的包容性,，或者對(duì)其他團(tuán)隊(duì)需求的認(rèn)可等，此時(shí),，老板必須介入,。

堅(jiān)持目標(biāo)，保持界限

????這是管理與領(lǐng)導(dǎo)的核心,。目標(biāo)與策略的意義在于：“去這里,，而不是那里?！鳖A(yù)算同樣會(huì)設(shè)定限制,。政策,、法律、規(guī)定和道德準(zhǔn)則則會(huì)劃定行為規(guī)范,。針對(duì)特定的任務(wù)給出指導(dǎo)方針,，比如“不能超過(guò)這個(gè)限制”或者“開支不能超過(guò)X美元”等，可以對(duì)特定的人和事設(shè)定限制范圍,。

????權(quán)威只是一個(gè)工具,，目的是用來(lái)界定一個(gè)團(tuán)隊(duì)的活動(dòng)范圍和底線。團(tuán)隊(duì)成員當(dāng)然應(yīng)該參與這些限制的制定,，但是一旦確立下來(lái),，人們還是希望由老板來(lái)強(qiáng)制執(zhí)行。

確保團(tuán)隊(duì)專注于最重要的事情

????武斷地發(fā)號(hào)施令很少會(huì)產(chǎn)生良好的效果,，但老板可以讓團(tuán)隊(duì)成員關(guān)心需要注意的領(lǐng)域,。比如，如果老板擔(dān)心客戶服務(wù)質(zhì)量下降,，他就可以讓每位員工回訪10名客戶,，了解客戶對(duì)服務(wù)的看法，而不是推出新的流程,。老板通過(guò)分配任務(wù),，提出問(wèn)題，可以幫助團(tuán)隊(duì)成員自行發(fā)現(xiàn)問(wèn)題,，分清輕重緩急,。

????當(dāng)然，在上面提到的情況中,，并不是光靠行使職權(quán)就可萬(wàn)事大吉,。一旦公司出現(xiàn)這些情況，老板必須利用手中的職權(quán),，保持團(tuán)隊(duì)的專注度和工作效率,。

Bosses are needed in these situations:

To respond quickly and decisively in emergencies

????In a crisis, when there's little time for full discussion, people will look to you for clear and decisive direction. You'll want to gather information quickly, identify alternatives, and then take decisive action.

To resolve disagreements that the group cannot address by itself

????There are situations when you must make a choice so the group can move forward. You'll have to explain the reasons for your decision, especially to those who preferred some other choice, but most people in these circumstances will prefer progress to impasse. This was the primary problem at the magazine.

Keeping the group true to its own standards

????You need to step in when something is pushing your group to violate one of its mutual values, whether it has to do with the quality of the group's work, sticking to a deadline, fairness, openness to opposing points of view, or recognizing the needs of other groups.

Maintaining goals and boundaries

????This is a core concept of management and leadership. Goals and strategies say, "Go here, not there." Budgets set limits. Policies, laws, regulations, and ethics create borders. And coming up with guidelines for specific tasks -- "don't go further than this" or "don't spend more than X dollars" -- shape the constraints to specific circumstances and individuals.

????Authority is a tool for defining a group's playing field and goal lines. While members should participate in setting these constraints, once they're set, people will expect you, the boss, to enforce them.

To keep the focus on what matters most

????Handing out arbitrary orders and directions rarely works well, but you can focus people on areas of concern. Suppose you fear customer service is deteriorating. Instead of imposing new procedures, have your staff talk to 10 customers each about service. Such assignments, along with asking questions, for example, can lead people to discover problems and priorities for themselves.

????These are not cases where it's merely okay to exercise authority. When they appear, you must use your authority to keep your group focused and productive.