????5.認(rèn)為“這件事只有我能做”。面對一個(gè)復(fù)雜的項(xiàng)目或任務(wù)的時(shí)候，大家可能會(huì)對自己說：“如果我把這個(gè)工作派給別人，他們肯定會(huì)搞砸。我絕不能讓這種事發(fā)生，所以我只能自己做了。”如果這話你聽起來很耳熟，那么這也不奇怪。這種心態(tài)是導(dǎo)致相當(dāng)一部分比例的經(jīng)理人在職業(yè)生涯中壓力過大、過度工作以及表現(xiàn)不佳的一個(gè)重要原因。事實(shí)上，你并不是唯一能做這件事的人。越早了解這個(gè)事實(shí)，就能越早著手做你真正的工作——開發(fā)他人。

????當(dāng)你有一個(gè)重大任務(wù)需要完成時(shí)，你可以把下屬叫到一塊，對他們說：

????“同志們，謝謝大家的到來。我們現(xiàn)在正面臨一個(gè)重大的挑戰(zhàn)，甚至有一部分對我來說也是頭一次遇到。我承認(rèn)我們現(xiàn)在也面臨著一些時(shí)間和財(cái)務(wù)上的壓力。我需要你們的幫助，因?yàn)槲也豢赡塥?dú)立完成這個(gè)任務(wù)。我想在接下來的48小時(shí)里聽到你們每個(gè)人的意見，看看你們覺得你們能幫什么忙，協(xié)助我一起完成這件事，還有你們愿意扮演怎樣的角色。我會(huì)單獨(dú)與你們每個(gè)人談話，聽取你們的想法和觀點(diǎn)。我希望獲得你們的支持，我也會(huì)全程和你們保持溝通，支持你們。這個(gè)任務(wù)將來有希望成為我們團(tuán)隊(duì)的一個(gè)成功案例。”

????如果你用邀請別人參與某個(gè)機(jī)會(huì)的方式來委派任務(wù)，那么你就已經(jīng)發(fā)現(xiàn)了有效委派職責(zé)的真正魔力。你不必再是辦公室里那個(gè)最聰明的人。別人會(huì)開始想要幫助你。如果你邀請別人參與某個(gè)任務(wù)，他們會(huì)感到光榮，而且還會(huì)表現(xiàn)得更有主動(dòng)性。他們會(huì)相信你，為你貢獻(xiàn)出他們最好的點(diǎn)子，盡最大的努力。

????為什么？因?yàn)槟戕饤壛艘浴拔摇睘橹行牡囊暯牵_始采用新的以“我們”為中心的視角；因?yàn)槟汩_始承認(rèn)那種“這件事只有我才能做好”的態(tài)度屬于一種固步自封的“唯技術(shù)論”心態(tài)。而你的成功最終依賴于你是否努力開發(fā)你的下屬、相信你的下屬、支持你的下屬，并在需要的時(shí)候挽起袖子親自上陣，在需要論功行賞的時(shí)候把功勞留給他們。

????總結(jié)：作為一個(gè)經(jīng)理人或領(lǐng)導(dǎo)者，你的成功有80%取決于你能否成功地把大量責(zé)任有效地委派給其他人。如果你想在人們心中成為一名優(yōu)秀的經(jīng)理人，首先你要致力于成為一名優(yōu)秀的委派者。這是你最大的成長機(jī)會(huì)，只要努力當(dāng)一名持續(xù)開發(fā)其他人的導(dǎo)師，你就能夠找到“體現(xiàn)重要性的新方法”。(財(cái)富中文網(wǎng))

????譯者：樸成奎

????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.