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.
【你有没有领导才能? 先从分配任务做起】相关文章:
★ 英语小故事:野猪和狐狸 A wild boar and a fox
最新
2020-09-15
2020-09-15
2020-09-15
2020-09-15
2020-09-15
2020-09-15