领导艺术：分权失败5宗罪

    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。

    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：

    “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。”

    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。

    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。

    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”。(财富中文网)

    译者：朴成奎

    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.

    When you see that something big needs to be done, call your people together and say something like this:

    “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.”

    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.

    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.

    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.