| No matter how much confidence you have in the person you're entrusting a task to, I think there's a crucial element to delegating that's often forgotten. There has to be a framework in place of where and who to go to if they get stuck and need help. I know, as a manager, I'm used to dealing with tasks all by myself, but when I'm delegating to juniors, I always remind myself that not everybody is as independent as me. If you've ever delegated to someone else and spent more time on the task than if you'd done it yourself, then it's time to review where you're going wrong. If your motivation for delegating is thinking that the other person can do it better than you, or it'll free you up to do something else,that's great. But delegation isn't an easy way out, so if you're just being lazy or the task seems too small to concern yourself with, always do it yourself. Once you've selected someone to delegate a task to - assuming you do have a choice of personnel-there's something you need to do that's too important to leave till the job's finished. It's a mistake if you don't make it clear to staff what they're doing well and what they could improve on.Some managers think it's a form of interfering and doesn't give people space to get on with the job, but I find some constructive suggestions are usually helpful. When you give someone a task to do, there's not much point in simply listing the particular difficulties involved in carrying it out. You really need to check they understand what challenges they can expect to face and how they might deal with them. So you should sit down with them and explore possible solutions. If they simply say 'I understand', it's not a guarantee that they do. Once you become an effective delegator, you'll be talked about by those who see what you and your team can achieve. And, as for team members, well, they'll appreciate the trust you place in them and the support they've received from you. But until you reach that point on the learning curve, keep telling yourself not to give up whenever it doesn't go to plan. I've certainly had some disastrous attempts at delegating in my time. | |
| 无论你对所委任任务的人多么有信心，我个人觉得大家都会在授权时忘记一个重要因素。一个我们必须考虑的因素，那就是如果被授权人遇到困难需要帮助时谁去。我知道作为一个管理者，我习惯了自行解决，但是当我授权给下级时，我总是提醒我自己不是所有人都像我一样独立。 |
| No matter how much confidence you have in the person you' re entrusting a task to, I think there' s a crucial element to delegating that' s often forgotten. There has to be a framework in place of where and who to go to if they get stuck and need help. I know, as a manager, I' m used to dealing with tasks all by myself, but when I' m delegating to juniors, I always remind myself that not everybody is as independent as me. If you' ve ever delegated to someone else and spent more time on the task than if you' d done it yourself, then it' s time to review where you' re going wrong. If your motivation for delegating is thinking that the other person can do it better than you, or it' ll free you up to do something else, that' s great. But delegation isn' t an easy way out, so if you' re just being lazy or the task seems too small to concern yourself with, always do it yourself. Once you' ve selected someone to delegate a task to assuming you do have a choice of personnelthere' s something you need to do that' s too important to leave till the job' s finished. It' s a mistake if you don' t make it clear to staff what they' re doing well and what they could improve on. Some managers think it' s a form of interfering and doesn' t give people space to get on with the job, but I find some constructive suggestions are usually helpful. When you give someone a task to do, there' s not much point in simply listing the particular difficulties involved in carrying it out. You really need to check they understand what challenges they can expect to face and how they might deal with them. So you should sit down with them and explore possible solutions. If they simply say ' I understand', it' s not a guarantee that they do. Once you become an effective delegator, you' ll be talked about by those who see what you and your team can achieve. And, as for team members, well, they' ll appreciate the trust you place in them and the support they' ve received from you. But until you reach that point on the learning curve, keep telling yourself not to give up whenever it doesn' t go to plan. I' ve certainly had some disastrous attempts at delegating in my time. | |
| wu lun ni dui suo wei ren ren wu de ren duo me you xin xin, wo ge ren jue de da jia dou hui zai shou quan shi wang ji yi ge zhong yao yin su. yi ge wo men bi xu kao lv de yin su, na jiu shi ru guo bei shou quan ren yu dao kun nan xu yao bang zhu shi shui qu. wo zhi dao zuo wei yi ge guan li zhe, wo xi guan le zi xing jie jue, dan shi dang wo shou quan gei xia ji shi, wo zong shi ti xing wo zi ji bu shi suo you ren dou xiang wo yi yang du li. |
| No matter how much confidence you have in the person you' re entrusting a task to, I think there' s a crucial element to delegating that' s often forgotten. There has to be a framework in place of where and who to go to if they get stuck and need help. I know, as a manager, I' m used to dealing with tasks all by myself, but when I' m delegating to juniors, I always remind myself that not everybody is as independent as me. If you' ve ever delegated to someone else and spent more time on the task than if you' d done it yourself, then it' s time to review where you' re going wrong. If your motivation for delegating is thinking that the other person can do it better than you, or it' ll free you up to do something else, that' s great. But delegation isn' t an easy way out, so if you' re just being lazy or the task seems too small to concern yourself with, always do it yourself. Once you' ve selected someone to delegate a task to assuming you do have a choice of personnelthere' s something you need to do that' s too important to leave till the job' s finished. It' s a mistake if you don' t make it clear to staff what they' re doing well and what they could improve on. Some managers think it' s a form of interfering and doesn' t give people space to get on with the job, but I find some constructive suggestions are usually helpful. When you give someone a task to do, there' s not much point in simply listing the particular difficulties involved in carrying it out. You really need to check they understand what challenges they can expect to face and how they might deal with them. So you should sit down with them and explore possible solutions. If they simply say ' I understand', it' s not a guarantee that they do. Once you become an effective delegator, you' ll be talked about by those who see what you and your team can achieve. And, as for team members, well, they' ll appreciate the trust you place in them and the support they' ve received from you. But until you reach that point on the learning curve, keep telling yourself not to give up whenever it doesn' t go to plan. I' ve certainly had some disastrous attempts at delegating in my time. | |
| wú lùn nǐ duì suǒ wěi rèn rèn wù de rén duō me yǒu xìn xīn, wǒ gè rén jué de dà jiā dōu huì zài shòu quán shí wàng jì yí gè zhòng yào yīn sù. yí gè wǒ men bì xū kǎo lǜ de yīn sù, nà jiù shì rú guǒ bèi shòu quán rén yù dào kùn nán xū yào bāng zhù shí shuí qù. wǒ zhī dào zuò wéi yí gè guǎn lǐ zhě, wǒ xí guàn le zì xíng jiě jué, dàn shì dāng wǒ shòu quán gěi xià jí shí, wǒ zǒng shì tí xǐng wǒ zì jǐ bú shì suǒ yǒu rén dōu xiàng wǒ yí yàng dú lì. |
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