你有没有领导才能? 先从分配任务做起

• Why it is important to our business
• 为什么说它对我们的业务很重要

• Why it matters to their career
• 为什么说它对你们的职业很重要

• Who will benefit
• 谁能从这项任务中获益

• Etc
• 其他事项

Failing to clarify the Big Picture, to “connect the dots” for a beginner is not only demotivating, it makes it very hard for them to feel that what they are doing is significant and meaningful. If you want a motivated learner, make sure they understand “why” the task is important. That way they will be able to sense their own importance in the larger scheme of things: they will feel actively engaged in the business instead of feeling like a robot.
如果在委派任务之前没有向下属解释全局，没有把“所有的点都联系起来”，如果是一位新人，他可能会理解不了他所做的事有什么重要意义。因此如果你想要的是一个有积极性的学习者，就要确保他们理解为什么说这项工作具有重要性。这样他们才会感觉到自己在全局工作中的重要性，从而主动开展工作，而不是被动地像一架机器一样按部就班地干活。

4. Delegating Only Small, Trivial Tasks. Again, the principle of “situational leadership” applies: it is easier to delegate large projects to people who have already proven themselves competent. But…were they always so competent? At some point, their superiors took a risk on them and trusted them to take on a large chunk or responsibility…and they succeeded. Most likely, their supervisor was closely involved, checking-in regularly for trouble-shooting, counseling, encouraging, etc.
4.只委派无足轻重的任务。“情境领导理论”认为，把较大的项目委派给那些已经在工作中证明了自身能力的下属相对而言比较容易。但是，他们是不是能一直这样胜任？有些时候，上级领导选择在这些人身上冒冒险，把一个大项目或重大责任委托给他们，而且他们也的确取得了成功。可能他们的上级也密切参与了这项任务，并且积极主动地参与了解决问题的过程，给予了咨询和指导。

Or perhaps not. Perhaps they had to rely only on their own wits and figure it all out by themselves. That is known in the West as “the deep end of the pool.” I spent a lot of time at the deep end in my early days and I assure you it is a very painful place to swim! My managers were simply incompetent to provide the kind of support and coaching I desperately needed and wanted. Of course, they didn’t think their job was to develop people either.
可有的时候也并非如此。有时，这些下属可能只能依赖自己的智慧，独力搞定一项任务。这种情况在西方叫做“泳池的深水区”。早年间我曾在“深水区”里待过很长时间，我向你保证，在这个地方游泳非常痛苦。当时在我急需要支持和指导的时候，我的那些经理们在这方面却做得十分不到位。当然，他们也不认为开发别人是他们的职责。

My advice to aspiring managers: develop close relationships with your people, delegate BIG chunks of responsibility and stay closely connected with them along the way. Your career path is assured, together with the person you developed. If you only ask people to do the small stuff, they aren’t going to grow and neither is the business. Worst of all, the talented people you hired are going to vote with their feet and take their talents elsewhere. And that is going to be noticed.
我对那些有进取心的经理人的建议是：与下属建立紧密的关系，把多数重大职责分配给他们，然后在执行任务的过程中与他们保持紧密的沟通。那么你的职业之路即可确保无虞，同时你开发的下属也会与你一起上升。如果你只让下属做些小事，他们就不会成长，你的业务也不会有大的起色。最糟糕的是，你雇佣的人才会用脚投票，带着自己的才华另谋高就，而这是一个需要注意的迹象。

5. Thinking “Only I Can Do This.” So there you are, facing a big complex project or initiative and saying to yourself “If I delegate this, they will screw it up. No way I’m going to let that happen. I’ll just have to do it myself.” If this is familiar to you, you are not alone. This mindset is the reason that a large percentage of managers are stressed out, over worked and under-performing in their careers. The truth is, you are NOT the only one who can do this and the sooner you accept that the sooner you can start doing your real job: developing others.
5.认为“这件事只有我能做”。面对一个复杂的项目或任务的时候，大家可能会对自己说：“如果我把这个工作派给别人，他们肯定会搞砸。我绝不能让这种事发生，所以我只能自己做了。”如果这话你听起来很耳熟，那么这也不奇怪。这种心态是导致相当一部分比例的经理人在职业生涯中压力过大、过度工作以及表现不佳的一个重要原因。事实上，你并不是唯一能做这件事的人。越早了解这个事实，就能越早着手做你真正的工作——开发他人。

When you see that something big needs to be done, call your people together and say something like this:
当你有一个重大任务需要完成时，你可以把下属叫到一块，对他们说：

“Team, thanks for coming. We are facing a BIG challenge here. Parts of it are even new to me. I admit we are under some time pressure as well as financial pressure. I need your help because I know I can’t do this alone. I want to hear from each of you in the next 48 hours how you think you could help with this, what role you would like to play. I’ll be speaking to each of you individually to get your ideas and perspectives. I’m looking forward to your support and you can count on me to stay connected and support you all the way. This can be a case study for our success as a team.”
“同志们，谢谢大家的到来。我们现在正面临一个重大的挑战，甚至有一部分对我来说也是头一次遇到。我承认我们现在也面临着一些时间和财务上的压力。我需要你们的帮助，因为我不可能独立完成这个任务。我想在接下来的48小时里听到你们每个人的意见，看看你们觉得你们能帮什么忙，协助我一起完成这件事，还有你们愿意扮演怎样的角色。我会单独与你们每个人谈话，听取你们的想法和观点。我希望获得你们的支持，我也会全程和你们保持沟通，支持你们。这个任务将来有希望成为我们团队的一个成功案例。”

If you start operating this way by inviting others to an opportunity, you will start to discover the real magic of delegating effectively. You no longer have to be the smartest person in the room. People will want to help. People feel honored to be invited and feel motivate. They will trust you and give you their best ideas and best efforts.
如果你用邀请别人参与某个机会的方式来委派任务，那么你就已经发现了有效委派职责的真正魔力。你不必再是办公室里那个最聪明的人。别人会开始想要帮助你。如果你邀请别人参与某个任务，他们会感到光荣，而且还会表现得更有主动性。他们会相信你，为你贡献出他们最好的点子，尽最大的努力。

Why? Because you discarded your old ‘I’ perspective and adopted a new ‘We’ perspective. Because you admitted that your old “only I can do this” attitude is the ego-driven mindset of the sole technician and that the new path to your success lies in your commitment to developing others, trusting them, supporting them, rolling up your own sleeves when needed and giving credit to others when credit is due.
为什么？因为你摒弃了以“我”为中心的视角，开始采用新的以“我们”为中心的视角；因为你开始承认那种“这件事只有我才能做好”的态度属于一种固步自封的“唯技术论”心态。而你的成功最终依赖于你是否努力开发你的下属、相信你的下属、支持你的下属，并在需要的时候挽起袖子亲自上阵，在需要论功行赏的时候把功劳留给他们。

Bottom Line: About 80% or your success as a manager or leader lies in your ability to effectively delegate large chunks of responsibility to others. If you want to be seen as an outstanding manager, set your goal to become an outstanding delegator. This is your biggest growth opportunity, your chance to find a “new way of being important”---by becoming a coach that consistently develops others.
总结：作为一个经理人或领导者，你的成功有80%取决于你能否成功地把大量责任有效地委派给其他人。如果你想在人们心中成为一名优秀的经理人，首先你要致力于成为一名优秀的委派者。这是你最大的成长机会，只要努力当一名持续开发其他人的导师，你就能够找到“体现重要性的新方法”。