How to Delegate Effectively [antikvár]

Introduction: Why Delegating Is So Important Ask Roxanne Fischer why she's working late, and she'll lament: Too much trivia during the day. I can't get anything important done. Clerical tasks! Just look at all these reports. And helping everyone, explaining how to do things. How do they expect me to manage this unit? So why doesn't she get help from her employees? I've keyed in these training manuals for twelve years. No one can do it better than I. Anyone I give it to is sure to blow it, and my backside'd be in a sling. I'd better do it myself. Besides, it's my job. If I give it away, what'll I do? Oh well, another night of staying late. Either I do it myself or it won't get done. What's that? You've heard others say those things, and perhaps you've even said them yourself? If so, you're making your own life difficult through poorly defined goals and objectives, badly organized calendars, and inadequately distributed work. In tum, your subordinates suffer because their interests as well as their talents are overlooked, however unintentionally. In short, by not delegating, you fail to make effective use of all your resources, both material and human. By the time you finish reading this book, you'll learn the hard lesson that Roxanne Fischer and many supervisors need to learn: how to give away nonsupervi-