与我在第6章中讨论的对齐团队的方法类似，你也可以通过将团队的工作与目标联系起来来激励团队。
Similar to what I discussed in chapter 6 for aligning your teams, you can also motivate your team by connecting their work to a purpose.
在他们开始工作之前，他们应该了解为什么它很重要。（请记住，人们喜欢为他们都所为找到理由。）
Before they start work, they should understand why it’s important. (Remember that people like to have reasons for what they do.)
如果他们认为自己的工作很重要，这将改善他们从事工作的心态。
If they believe their work is important, it will improve the frame of mind under which they approach their work.
当他们成为英雄后，用具体的赞扬来对他们表示尊重，并将他们的工作与其对项目的影响联系起来，以强化该信息。
After they become heroes, honor them with praise that is specific and connects their work to the impact it had on your project to reinforce the message.
通过向团队成员表明他们的努力很重要来激励团队，这将反过来有助于防止工作倦怠。
Keeping your team motivated by showing them that their hard work matters will, in turn, help prevent burnout.
最后，如果团队加班，不要忘记照顾好他们的需求。
Finally, don’t forget to tend to your teams’ needs if they are working overtime.
通过支付餐费和储备喜爱的零食，让他们吃好。
Keep them well fed by offering to pay for meals and keeping a stock of favorite snacks.
确保在冲刺后准假让他们休息一段时间。
Make sure they are resting by granting time off after they sprint.
这些似乎只是些小礼物，但它们表明你在乎。
These seem like small offerings, but they show that you care.
当你要求你的团队为你努力工作时，他们会感谢你为表示支持而付出的额外努力。
And when you are asking your team to work hard for you, they will appreciate your extra effort to show support.
使用死前检验确定盲点
Use a premortem to identify blind spots
盲点是另一个主要风险，特别是对于有许多利益相关者的大型项目。
Blind spots are another major risk, in particular to large projects that have many stakeholders.
我用“盲点”这个词来描述一系列因为你的项目中没有人想着去做而错过的工作。
I use the term blind spot to describe a body of work that was missed because no one on your project thought to do it.
这些盲点可能很难识别，但并非不可能。
These can be difficult to identify, but not impossible.
你可以通过一种称为“死前检验”的练习，从团队中众包可能的风险，从而发现盲点。
You can surface blind spots by crowdsourcing possible risks from your team using an exercise that is called a premortem.
加里·克莱恩在《哈佛商业评论》（Harvard Business Review）中给出了这样的定义：“在商业环境中的预尸检【死前检验】发生在项目的开始而不是结束，因此项目可以得到改进而不是（死后进行）尸检。
Gary Klein, writing in the Harvard Business Review, provides this definition: “A premortem in a business setting comes at the beginning of a project rather than the end, so that the project can be improved rather than autopsied.
与典型的批评会议不同，在这样的会议上，项目团队成员被问及可能出现什么问题，而死前尸检是在假设“患者”已经死亡的基础上进行的，因此会询问出了什么问题。
Unlike a typical critiquing session, in which project team members are asked what might go wrong, the premortem operates on the assumption that the ‘patient’ has died, and so asks what did go wrong.
团队成员的任务是找出项目失败的看似合理的原因。”
The team members’ task is to generate plausible reasons for the project’s failure.”
未完待续