為什麼你必須授權？如何進行授權？

要讓企業經營成功，你必須將你的責任與權力分享給你的員工。

你是否經常感覺需要更長的工作時間？你是否有太多的工作，但是你甚至不確定你是否能夠著手解決？如果這是事實，那麼你就像絕大多數的企業經營者一般整天疲於奔命。但是，這是如何發生的？最常聽到的理由包含了：

1.    你太過忙碌以至於沒有時間進行授權或是訓練其他人。

2.    你沒有足夠時間去解釋工作項目內容。

3.    你本人是最佳或是唯一人選。

4.    沒有其他人夠資格擔當任務。

5.    如果你授權了，你將失去權威或是控制力。

結果：你總是被其他重要事項牽絆住，而一些項目老是拖延著。其他人在等著你，甚至他們閑得發慌，他們缺乏夠挑戰的項目來磨練他們的技能。一些希望參與他們有興趣的項目，並且可以從中鍛煉技能，得到成長機會的員工，無法得到滿足。顯然，無可避免的，公司的生產力與獲利能力都受到傷害了。

在這種情況下，你必須進行授權。尤其是當員工覺得他們需要有機會學習新技能，吸取更多知識，並且願意和公司站在一起的時候。你最好不要老是只扔一些無趣的工作給他們。當員工獲得授權，可以為公司抗下重要責任時，他們會感覺受到激勵、鼓舞。受到激勵的員工，通常都能夠發揮高生產力。難道這不是你想要的員工嗎？

那麼，你應該如何進行授權？

首先，找到最佳人選。諷刺的是，最佳人選通常並不總是公司內最有經驗或是知識最豐富的人。最佳人選通常來自於最渴望學習，最想要展現他可以擔當重任的人。要發現這樣的人選，你必須經常走入員工圈子裡，去認識他們，去瞭解他們比較有興趣接受什麼樣的挑戰。

其次，將項目的目標清楚而邏輯的描述清楚，並且定出幾個重要的實施步驟。將這個項目交付給你挑選出來的人來負責，並且確保他明白這些重要的實施步驟。你千萬不要傻呼呼的問他這些問題：【你瞭解了嗎？】，或是：【你聽到我說什麼了嗎？】這樣的問題，通常會得到的答覆一定是：【Yes!】,無論他是否真實聽清楚了。沒有人會希望讓老闆感覺到他是無能的人。正確的作法是，你應該這樣問：【你第一步要做什麼？第二步呢？】，【在那個部分你需要支援？】，【那個部分你覺得比較容易入手？那個部分你覺得比較困難？】，【你預備找那幾個人來分配工作？】，【有哪些你覺得還不夠清楚，我們還需要再討論？】

第三，訂出清楚的查核點，以及要求完成期限。要知道你的員工並沒有像你一般熟練，他通常不能自行管理。你必須訂出一些關鍵實施步驟的查核點、查核方式、以及實施查核的日期，讓獲得授權，負責項目的員工知道在什麼時間應該將他的工作進度與實行結果向你如實報告。如此，你才能確實掌握工作進度與品質，確保項目如期完成。

第四、確實的經常給予指導。一些新人需要經常得到正面與負面的指導意見，如此他們才知道該如何改進，並滿足你的期望。如果你沒有在項目發展過程中經常給予查核與提供意見，員工會認為他們正確無誤的在進行著。但是，這不是事實，而你絕對不希望太遲才發現員工犯下的錯誤。

最後，當項目完成後，和你所授權的員工進行檢討。這樣，你的員工會知道哪些是正確的，哪些是錯誤的。他們會因此知道如何做好下個項目。經由這樣的檢討，你自己也會知道如何改進，更重要的，你會知道你所挑選的人，是否具有承擔更大責任的潛力，或是，你下次應該替換一個合適的人。

Why do you have to authorize? How to authorize?

To make the business successful, you must share your responsibility and power with your employees.

Do you often feel that you need to work longer hours? Do you have too much work, but you're not even sure if you can work it out? If that's the case, then you're like most business operators who are tired all day. But how did this happen? The most frequently heard reasons include:

1. You are so busy that you don't have time to delegate or train others.
2. You don't have enough time to explain the work items.
3. You are the best or the only person.
4. No one else is qualified for the task.
5.  If you delegate authority, you will lose authority or control.

Result: You are always stuck in other important things, and some projects are always delayed. Others are waiting for you, even if they are idle, and they lack challenging projects to hone their skills. Employees who want to participate in projects they are interested in and can develop their skills and opportunities for growth cannot be satisfied. Obviously, inevitably, the productivity and profitability of the company are hurt.

In this case, you must authorize. Especially when employees feel they need opportunities to learn new skills, learn more knowledge, and be willing to stand with the company. You'd better not just throw some boring work at them all the time. Employees feel motivated and inspired when they are empowered to take on important responsibilities for the company. Employees who are motivated are usually able to achieve high productivity. Isn't this the employee you want?

So, how should you delegate authority?

First, find the best candidate. Ironically, the best candidate is not always the most experienced or knowledgeable person in the company. The best candidate usually comes from the person who is most eager to learn and most eager to show that he can shoulder the heavy responsibilities. To find such candidates, you must often step into the employee circle, get to know them, and understand what challenges they are more interested in taking.

Secondly, the objectives of the project are clearly and logically described, and several important implementation steps are identified. Deliver this project to your chosen person and make sure that he understands these important implementation steps. You mustn't foolishly ask him these questions: “Do you understand? ” Or: “Did you hear what I said? ” The usual answer to such a question must be: [Yes!], whether he really hears it or not. No one wants to make the boss feel that he is incompetent. The correct way to do this is to ask: “What is your first step? What about the second step?Where do you need support?” “How many people are you going to find to assign jobs?  What do you think is not clear enough, we need to discuss it again?” 

Third, set clear checkpoints and deadlines for completion. Know that your employees are not as skilled as you are. They usually can't manage themselves. You must set up checkpoints, methods and dates for key implementation steps so that the authorized project staff know when to report their progress and results to you truthfully. In this way, you can really grasp the progress and quality of the work and ensure that the project is completed on time.

Fourth, give guidance regularly. Some newcomers need constant positive and negative guidance so that they know how to improve and meet your expectations. If you don't check and advise regularly during project development, employees will think they are doing it right. But that's not true, and you definitely don't want to discover employees' mistakes too late.

Finally, when the project is completed, review it with your authorized staff. In this way, your employees will know what is right and what is wrong. They will therefore know how to do the next project well. Through such a review, you will know how to improve yourself. More importantly, you will know whether the person you choose has the potential to take on greater responsibility, or whether you should replace the right person next time.