放權(quán)

????與確定優(yōu)先順序密不可分的就是有效的放權(quán)。如果一項(xiàng)任務(wù)不是必須由你完成，可以把它委托給其他人，實(shí)行間接管理。（工作清單最后的項(xiàng)目往往都無(wú)法完成——這些任務(wù)便可以委托給其他人。）

????布拉特說(shuō)：“無(wú)論處在什么級(jí)別，你總是在委托其他人。你始終都在依靠他人開(kāi)展工作。如果你沒(méi)有太多工作去做，那就是公司除了問(wèn)題。”

????要有效地放權(quán)，首先必須相信，接管任務(wù)的人能夠很好完成工作，即便他所采取的方式或解決方案與你有所不同。給出明確的方向，提出參數(shù)，提供必要的資源，提供必要的培訓(xùn)。之后，盡管放手。

????要培養(yǎng)上面這五項(xiàng)技能，最重要的是練習(xí)。從小做起，堅(jiān)持不懈。要求同事和導(dǎo)師提供反饋。永不放棄！（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓???

Delegation

????Along with prioritization comes the need to delegate well. If a task doesn't need to be completed by you, find someone else to delegate to, and manage the project indirectly. (The items at the very bottom of your to-do list may never get done -- and that may be OK.)

????"At any level you are always delegating. You are always relying on others," Bradt says. "If you don't have too much to do, the organization is in trouble."

????To effectively delegate, you must first believe the person who's taking over the task can complete it well, even if the path or the solution itself differs from what you would've done. Give clear direction, lay out parameters, make needed resources available, and provide any needed training. Then, step out of the way.

????To develop any one of these skills, the most important piece is practice. Start small and persist. Ask for feedback from colleagues and mentors. And don't give up!??