If an enterprise wants to operate normally, it must be inseparable from the strength of the team. No matter how strong the ability of the supervisor is, it is impossible to cover everything. After all the work is done, in the end, the work is too busy, and the work is still not necessarily progressing, because the subordinates only dare to carry out the process. , but failed to achieve the goal.

And a good manager must be good at empowering and know how to make employees willing to follow, so as to free himself from heavy transactional work to complete motivational and strategic work.

Although good managers know how to work comprehensively, they do not have three heads and six arms. Even if they only complete difficult tasks, they may not have enough energy. And why

The reason for not daring to authorize is that you don't trust and don't know how to train employees.

Therefore, every day is not busy with transactional work, or is going to "fight the fire" for employees, because employees can't understand what the real result is, they are just busy with clips, and there will be deviations in understanding, and there will be problems in connection. , the result is predictable.

Generally, the authorization of a good supervisor includes the following four aspects:

First: know how to make the best use of things and make the best use of people's talents

Everyone has their own strengths and weaknesses, and as a manager, you need to have the vision of discovery, know how to find the strengths of employees, and then authorize them. The authorization should be based on the specific situation. , the principle that people do not use, otherwise, even if the method of using people is correct, it will not have any effect.

Being good at employing people not only allows the work to be completed more smoothly, but also arouses the enthusiasm and sense of responsibility of the employees, so that they can complete the work wholeheartedly, influence others, and obtain a good team atmosphere.

Second: be good at arranging work

Arranging work is not a meticulous arrangement, but arranging tasks and goals to give full play to the abilities of employees. Of course, if you are not at ease, you can ask employees to write a plan first so that you can master the process.

In the process of work execution, the most taboo is that the main body in the work changes or there are multiple heads, which leads to an unclear direction, and the executor does not know how to execute it. Once employees lose their autonomy, the work will lose its soul.

Third: authorization does not equal laissez-faire

Authorization cannot be laissez-faire, and laissez-faire will make employees lose their actual basis, and treat their work with blind confidence and expansion, which may make the work unmanageable. As a manager, he is also a supervisor. Supervision does not mean restraint. It is to grasp the mentality of employees and control the overall work. The work process can be completely delegated to employees.

After all, employees have limited capabilities, or have capabilities, but the considerations are not necessarily comprehensive. At this time, managers should do a good job of guidance and training. After all, they are directly responsible. Once they find deviations in their work, they will correct them in time, and cultivate their subordinates' self-solving ability.

Fourth: Authorization is also about balance

If the authorization is not appropriate, there will be a lot of work, which will cause some people in the company to be very busy, but some people have nothing to do. It is not conducive to the overall advancement of the work, and it is not conducive to the coordinated development of the company.

Moreover, authorization is also cultivating reserve talents, and discovering talents with outstanding business or management potential. Only the abundance of reserve talents is the cornerstone of the company's rapid development and risk resistance.

In general , authorization is actually very simple. It is enough to hand over the work to the person who is suitable for it, and then supervise and guide it . This not only allows the work to be done better, but also indirectly cultivates the ability of the subordinates, which provides an opportunity for the future development of the company. Not a small help.

But authorization has always been a thing that a leader agrees with, but is not very able to do, and the smaller the enterprise, the more difficult it is. That's because the company is created by itself, worried that others will not do well, and its performance will be ruined, and I am even more afraid that after the subordinates are powerful, it will be detrimental to the company, whether it is a direct threat to the company or a competitor.

In fact, many worries are unnecessary, because while you are inhibiting the improvement of your own employees' abilities, external competitors can grow rapidly. Talents are not developed, and the performance of talents is inseparable from the trust and authorization of leaders.

Everything complements each other. As long as the company does everything in place, there is no need to worry that employees will threaten the company, because you have other talents who will make up for the loss of the team in time. What do you think?