Don't interfere with subordinates' work at will

"No doubt about the use of people, no doubt about the use of people." If leaders want to delegate, they should let their subordinates do it and not interfere with their work at will. Only in this way can they fully mobilize their enthusiasm and stimulate their potential.

When leaders employ people, they should give their subordinates the power commensurate with their positions. They should let their subordinates do it freely. They should not engage in "supporting their subordinates without rein" and intervene everywhere. They should only give their positions without power.

Leaders only give their positions but not their rights. They decide everything by themselves. In fact, they don't respect and trust their subordinates. This will not only make subordinates lose their sense of responsibility, but also seriously frustrate their enthusiasm, making it difficult for them to do their best.

Therefore, let your subordinates show their talents. Only when they really go against the purpose of your work, can you intervene and put them on the right track. Only in this way can you fully mobilize the enthusiasm of your subordinates and improve their work performance, and you will eventually win the sincere support of your subordinates.

Then, what powers should a leader delegate to his subordinates?

(1) What you don't want to do: if you can delegate what you don't want to do, you are very lucky. However, there is no need to tell the delegate your aversion to the task, which may avoid the negative effects.

(2) What you don't have time to do: if you don't have time to do it, find the right person to do it.

(3) What others can do better: sometimes others can do better than themselves, so give the work to others without hesitation.

(4) What you like to do and can do well, but can't give full play to your talents: don't let yourself hang on these jobs in your leadership career. Remember, you may be doing a task "appropriately," but are you doing what's best for you?

(5) What others have to do in order to gain professional experience: of course, usually you will do better and faster than your subordinates or assistants. However, in order for subordinates or assistants to improve their professional level, they may have to do the work. And as you move up the ladder, you'll enjoy the freedom to delegate. Recognize that, even though you've been doing a specific job (and doing it quite well), taking the time to teach others is worth it in the long run.

After studying many perfect examples of enterprise leaders, we will find that most of them are successful delegators. It is because of the authorization that they can get rid of the complicated work and do more important work that others can't do.