????把任務(wù)委派給那些經(jīng)驗(yàn)較豐富的下屬的確比較容易，即便這些人可能從任務(wù)中學(xué)習(xí)不到太多東西,。更具有挑戰(zhàn)性的則是把任務(wù)分配給那些從來沒有從事過這類任務(wù)的人,。這就是“開發(fā)他人”的核心所在。他們都是有優(yōu)秀教育背景,、有天賦,、有才華、有進(jìn)取心的人,，只是缺乏經(jīng)驗(yàn)而已,。

????因此，在委派一項(xiàng)任務(wù)的時(shí)候,，最好假設(shè)他們并沒有真正理解這項(xiàng)任務(wù)的重要性,，也不明白它對(duì)業(yè)務(wù)的全局有什么意義。高明的經(jīng)理人經(jīng)常在委派任務(wù)時(shí)首先會(huì)向下屬解釋為什么要完成這項(xiàng)任務(wù),，把它當(dāng)作委派工作的第一步,。

????? 為什么要完成這項(xiàng)任務(wù)

????? 為什么說它對(duì)我們的業(yè)務(wù)很重要

????? 為什么說它對(duì)你們的職業(yè)很重要

????? 誰能從這項(xiàng)任務(wù)中獲益

????? 其他事項(xiàng)

????如果在委派任務(wù)之前沒有向下屬解釋全局,，沒有把“所有的點(diǎn)都聯(lián)系起來”，如果是一位新人,，他可能會(huì)理解不了他所做的事有什么重要意義,。因此如果你想要的是一個(gè)有積極性的學(xué)習(xí)者,，就要確保他們理解為什么說這項(xiàng)工作具有重要性,。這樣他們才會(huì)感覺到自己在全局工作中的重要性，從而主動(dòng)開展工作,，而不是被動(dòng)地像一架機(jī)器一樣按部就班地干活,。

????4.只委派無足輕重的任務(wù)?！?/strong>情境領(lǐng)導(dǎo)理論”認(rèn)為,，把較大的項(xiàng)目委派給那些已經(jīng)在工作中證明了自身能力的下屬相對(duì)而言比較容易。但是,，他們是不是能一直這樣勝任,？有些時(shí)候，上級(jí)領(lǐng)導(dǎo)選擇在這些人身上冒冒險(xiǎn),，把一個(gè)大項(xiàng)目或重大責(zé)任委托給他們,，而且他們也的確取得了成功?？赡芩麄兊纳霞?jí)也密切參與了這項(xiàng)任務(wù),，并且積極主動(dòng)地參與了解決問題的過程，給予了咨詢和指導(dǎo),。

????It’s always nice to delegate to those with deep experience, even though these people aren’t going to learn much from the task. More challenging is the ability to delegate to people who have never done this type of work before. That is the real nature of developing people. They are well educated, talented, intelligent and willing…they simply lack experience.

????Therefore it is best to assume that they don’t really understand the relevance of the task at hand and how it connects to the Big Picture of the business. The wise manager always takes the time to explain the “why” of a task as the first step of delegating:

????? Why we need this done

????? Why it is important to our business

????? Why it matters to their career

????? Who will benefit

????? Etc

????Failing to clarify the Big Picture, to “connect the dots” for a beginner is not only demotivating, it makes it very hard for them to feel that what they are doing is significant and meaningful. If you want a motivated learner, make sure they understand “why” the task is important. That way they will be able to sense their own importance in the larger scheme of things: they will feel actively engaged in the business instead of feeling like a robot.

????4. Delegating Only Small, Trivial Tasks. Again, the principle of “situational leadership” applies: it is easier to delegate large projects to people who have already proven themselves competent. But…were they always so competent? At some point, their superiors took a risk on them and trusted them to take on a large chunk or responsibility…and they succeeded. Most likely, their supervisor was closely involved, checking-in regularly for trouble-shooting, counseling, encouraging, etc.

????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.

????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.