告别事无巨细 教你合理授权

　　Don’t look now, but your micromanagement habits might be stunting your company’s growth. If you’re improperly, inefficiently, or just plain avoiding the delegation of tasks, you may be harming your company more than you think.

　　不要以为你现在凡事亲力亲为看起来效果很好，要知道事无巨细的管理会阻碍公司的长远发展。如果你不会恰当地、有效率地授权或干脆不授权的话，你的这种做法给公司造成的伤害可能比你想象得还要大。

　　1. Settle for 80%

　　1、80%足矣

　　Perfection isn’t the key to success. Believing this could put your business in jeopardy. CEOs and entrepreneurs alike should accept 80 percent as good enough–make it your new A+. As long as your goals are met, don’t sweat the small stuff. The last 20 percent can take the longest to achieve and it often has diminishing results anyway. You’ll get more done by moving to the next tasks and improving things as they come along.

　　完美不是成功的关键，追求完美会让你的企业陷入危险。CEO 和创业者之类的人应该接受 80% 就算够好 — 把它当作你新的 A+。只要目标达到，就不要再为小事情烦恼。剩下的 20% 要花费最长的时间才能实现，而且往往会让成果递减。着手解决下一个任务并同时改善上一个会让你解决的问题更多。

　　2. Stamp out micromanagement

　　2、拒绝微观管理

　　Thinking you’re the most knowledgeable and efficient person to handle every single task is one of the most poisonous mindsets you can have. You’re not only proving your distrust for your employees, you’re also wasting countless amounts of time and energy.

　　认为自己是每一个任务最清楚、最高效的处理者绝对是你的思想大忌之一。这样不仅证明了你不信任自己的员工，而且还浪费了无数的时间和精力。

　　Learn to loosen up and let others steer–you may be surprised what kind of innovation will flourish. If you keep focusing on achieving your standard of 80 percent, you’ll be more likely to keep micromanagement at bay.

　　学会放权，让别人握一下方向盘 — 你会对因此而出现的创意勃发感到惊讶。如果你坚持 80% 即算完成的理念，就不会陷入微观管理的陷阱。

　　3. Stay focused

　　3、保持专注

　　As a CEO, founder, or manager, you need to ensure you’re only tackling the tasks that affect company growth. Make no exceptions to this rule and adamantly delegate everything else. There’s only so much time in the day and you’re bound to be busy, so keeping your focus is key. If you find you’re out of things to do, your company could become stagnant.

　　作为一名 CEO、创始人、或经理，你需要确保只处理那些影响公司发展的任务。坚持这条原则，不要搞例外，坚定地把其他事情委派他人。一天的时间就那么多你肯定会忙的要死，所以保持专注非常关键。如果你发现无事可做，你的公司就会停滞不前。

　　4. Set standards for delegation

　　4、设立委派标准

　　The top tasks I tend to delegate to employees are general administration duties like appointment and calendar management, billing, office management, production, and sales. Cutting these out of your day will give you more time to focus on what matters most. Make sure you’re critically evaluating your daily tasks to eliminate those without concrete goals and focus on those you can’t do without.

　　我委派给员工最多的任务往往是预约、日程安排这些行政管理工作，以及账务、办公室管理、生产、销售等。把这些委派出去你就会有更多的时间专注于最重要的事情。确保你已经认真评估了自己的日常任务，剔除那些没有具体目标的工作，专注那些只有你能完成的任务。

　　5. Look at the money factor

　　5、关注钱的因素

　　Keeping affordable will help you delegate. One of my fellow members of the Young Entrepreneur Council says he delegates any task that he can pay someone $500 per hour–or less–to accomplish. This sets his own rate at $500 an hour or more–essentially, a million dollar yearly salary. You have to focus on work that has the biggest impact on growth, and delegate everything else–even if it’s an attorney at $350 an hour.

　　委派要保持一个自己可以承受的程度。我在青年企业家协会认识的一位会员说，他把时薪等于或低于 500 美元的任务都委派给别人。也就是说，他自己的工作价值大于 500 美元 / 小时。换句话说，这意味着他的年薪应该是百万美元。你必须专注于对发展影响最大的工作，然后把其他委派给别人——哪怕给代理人的薪水是 350 美元 / 小时。

　　6. Stop owning tasks

　　6、停止占有任务

　　If you’re not passing off the ownership of tasks to others, you’re not truly delegating. Give full ownership of the task to the person you want to accomplish it. Stop babysitting your employees and trust that they will be able to accomplish a project in their own way. Limit your guidance to providing them with an achievable outcome.

　　如果你不把任务的所有权转交给别人，那就不是真正的委派。要把所有权完全交给你希望执行的那个人。交给他就要信任他，不要再插手，他会用自己的方式完成项目的。给他们的指导要适度，明确可实现的成果即可。