The world's greatest get rich bible

Chapter 62: First things first: Achieving effective self-management 4
Volume Three Chapter 3 First Things First: Achieving Effective Self-Management 4
Too much control is not as good as proper delegation
Authorization is one of the secrets to improving effectiveness or efficiency. Unfortunately, most people are stingy with authorization, and always feel that it is better to save time and trouble by themselves.

-- "The Seven Habits of Highly Effective People"

Jack Welch, CEO of General Electric, believes that what an outstanding high-performance manager must do is to be good at delegating.Mr. Stephen Covey also believes that the inability to delegate reasonably is the main reason for the low work efficiency of most middle managers.

Covey once described such a situation: In the company's board meeting, the most listless type of people may be the company's boss or the heads of various departments, because in their daily work, they have long been covered by information, telecommunications, documents, and meetings. I can't breathe.Almost any request report requires him to review, give instructions, and sign. They are often dazed and unable to think about the company's major decisions.Charles, who once consulted Covey, was one of those people.

Charles is the manager of an electrical branch in New York.He deals with hundreds of documents every day, the power is in his hands, and everyone is waiting for his official instructions.He often complained that he wished he had an extra pair of hands, and it was obvious that he was overwhelmed.

Prompted by Covey, he decided to change his way of thinking about work and began to let his subordinates make up their own minds.

Charles made a strict rule for his secretary: all submitted reports must be screened before submission, and no more than 10 reports can be submitted.At first, the secretary and other subordinates were not used to it.They have grown into the habit of doing what they are told to do, and now they have to make up their own minds about many things, and they are a little overwhelmed.But this situation did not last long, and the company began to operate in an orderly manner. Most of the subordinates' decisions were timely and accurate, and there were no mistakes in the operation of the company.Charles also had his own time off.Only now did he truly realize that he was the manager of the company, not a slave.

This is the benefit of authorization. With the help of Covey, Charles realized the importance of authorization in management. He began to delegate most of the power in his hands to each supervisor and every employee, so that they have the opportunity to play their own advantages. , have the right to decide what to do to do better, and don't have to be the same.

Jack Welch, CEO of General Electric, is an advocate of simple and efficient management.He believes that a high degree of centralized management will only slow down the operation of the company.Charles' previous leadership style was negatively affected by traditional centralized management.All the power in the company is concentrated on one person. It is no wonder that the employees have to ask for instructions first before taking action. In principle, taking the initiative is exceeding their authority.Too much control will lead to inefficiency of individuals and even the team, but authorization will mobilize everyone, let everyone make full use of the power in their hands, complete their own work, and make the team state tend to be perfect.

Delegation is not the same as simply delegating tasks.Assigning tasks is just to let the subordinate do what you tell him, he is passive.Delegating is to entrust the whole thing to him, and at the same time give him enough power to make the necessary decisions.This helps grow his reputation and gives him a sense of accomplishment.

Authorization does not happen overnight, and requires close cooperation between the authorizer and the authorized person.When authorizing, the authorizer must be psychologically prepared to clearly grant the subordinates the power and responsibility necessary to complete the task, so that he fully understands his task, power and responsibility.After doing this, let the successor handle things in his own way, don't interfere at will, and give support and assistance at any time.For example, if you want someone to print a brochure, you don't have to give some detailed opinions about the form, cover, drawings, etc., but let him choose and decide by himself.

However, reasonable authorization does not mean letting subordinates go and let them go.The authorizer should reserve the right to supervise, and cancel his authorization qualification at any time when the authorized person makes an unforgivable mistake.

Reasonable authorization is conducive to mobilizing the enthusiasm, initiative and creativity of subordinates in work, stimulating subordinates' work emotions, increasing their talents, and making the ideological intentions of superior leaders accepted by group members.Business managers who are good at delegating can create a "leadership climate" in which subordinates volunteer to do challenging work.Appropriate decentralization can not only leave room for self-development of subordinates, but also enable managers to spend more time to supervise the work of employees, and the improvement of the work efficiency of the entire team is just around the corner.

(End of this chapter)